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Supply-Chain Council, 2006. All rights reserved. The Supply-Chain Council has made every effort to
assure the accuracy and usefulness of the information and metrics contained herein and is provided on an
"AS IS" basis. The Supply-Chain Council makes no warranty, express or implied, of merchantability, fitness
for a particular purpose, or accuracy. The Supply-Chain Council makes no representation as to the results
obtained or obtainable and disclaims all liability for direct, indirect, special or consequential damage,
including lost profits, lost business or the like, whether based in contract, tort (including negligence), product
liability or otherwise.
Acknowledgements
The following members of the Technical Development Project Team for DCOR devoted extensive time
and/or effort to the development of this Model.
John Nyere, Chair, United States Department of Defense
Nicolas Giraldo, Azurian
William Whiddon, Building Technology Incorporated
Ari Luis C. Halos, College of Engineering and Agro-Industrial Technology
Christie Lin, Corporate Synergy Development Center Hong Kong
Lars Magnusson, Ericsson AB
Michael Salhlin, Ericsson AB
Eberhard Frey, Hewlett Packard
Joseph Francis, PCOR
Caspar Hunsche, PCOR
Scott Stephens, Supply-Chain Council
Melinda Spring, Supply-Chain Council
Ricardo Velez, Tampere University of Technology
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PLAN
11
RESEARCH
51
DESIGN
87
INTEGRATE
122
AMEND
159
Glossary
Process Terms
190
Inputs/Outputs
198
Metrics
205
Best Practices
219
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Scope
The DCOR-model has been developed to describe the business activities associated with all phases
of satisfying a customers demand for a product. The Model itself contains several sections and is
organized around the five primary management processes of Plan, Research, Design, Integrate and Amend
(shown in Figure 1). By describing design chains using these process building blocks, the Model can be
used to describe design chains that are very simple or very complex using a common set of definitions. As a
result, disparate industries can be linked to describe the depth and breadth of virtually any design chain. The
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Model has been able to successfully describe and provide a basis for design chain improvement for global
projects as well as site-specific projects.
Figure 1 - DCOR is organized around five major management processes.
DC
Design
Chain
DCOR
DC
Plan
(Design
Chain)
P (DC)
DC
Research
DC
Design
DC
Integrate
DC
Amend
It spans product development, research and development but does not attempt to describe every
business process or activity. Specifically, the Model does not address: sales and marketing (demand
generation), and some elements of post-delivery customer support.
It should be noted that the scope of the Model is anticipated to change based on Council member
requirements.
The Model is designed and maintained to support design chains of various complexities and across
multiple industries. The Council has focused on three process levels and does not attempt to prescribe how
a particular organization should conduct its business or tailor its systems / information flow. Every
organization that implements design chain improvements using the DCOR-model will need to extend the
Model, at least to Level 4, using organization-specific processes, systems, and practice.
The Model is silent in the areas of human resources, training, and quality assurance among others.
Currently, it is the position of the Council that these horizontal activities are implicit in the Model and there
are other highly qualified organizations that are chiefly concerned with how an organization should train,
retain, organize, and conduct their quality programs. Just as the Council recognized the requirements for
marketing and sales in commercial organizations, the Council is not minimizing the importance of these other
activities.
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Level
#
Description
1
Top Level
(Process Types)
Comments
Schematic
Plan
Research
Design Integrate
Amend
Configuration
Level (Process
Categories)
Process Element
Level (Decompose
Processes)
PD.1
PD.3
PD.4
Establish Design Plan
PD.2
xxxxxxxx
Level 3.
4
Not
in
Scope
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Implementation
Level
(Decompose
Process
Elements)
Page 5 of 245
The DCOR-model is a business process reference model as illustrated in Figure 3. That is, it is a
Model that links process elements, metrics, best practice and the features associated with the execution of a
design chain in a unique format. The uniqueness and power of the Model and its successful implementation
is chiefly derived from using these four elements together.
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It is important to note that this Model describes processes not functions. In other words, the Model
focuses on the activity involved not the person or organizational element that performs the activity.
Business Process
Reengineering
Benchmarking
Quantify the
operational
performance of
similar companies
and establish
internal targets
based on best-inclass results
Best Practices
Analysis
Process Reference
Model
Characterize the
management
practices and
software solutions
that result in best-inclass performance
DCOR-model Structure
Besides the five basic management processes (Plan, Research, Design, Integrate, and Amend) that
provide the organizational structure of the DCOR-model, it is useful to distinguish between the three process
types in the Model: planning, execution, and enable. A planning element is a process that aligns expected
resources to meet expected design requirements. Planning processes balance aggregated demand across
a consistent planning horizon. Planning processes generally occur at regular intervals and can contribute to
design chain response time. Execution processes are triggered by planned or actual demand that changes
the state of products. They include scheduling and sequencing, researching and design, materials and
integrating product, and amend. Enable processes prepare, maintain, and manage information or
relationships upon which planning and execution processes rely.
A set of standard notation is used throughout the Model. P depicts Plan elements, R depicts Research
elements, D depicts Design elements, I depicts Integrate elements, and A depicts Amend elements. An E
preceding any of the others (e.g., EP) indicates that the process element is an Enable element associated
with the Planning or Execution element (in this case, EP would be an Enable Planning element). With the
intersections of the DCOR and SCOR models in mind, to differentiate the Plan process, categories and
process elements from those in the SCOR Model , we have a different naming convention in DCOR: PP for
Plan Design Chain, PR for Plan Research, PD for Plan Design, PI for Plan Integrate, and PA for Plan
Amend.
As indicated in Figure 2, the Model is hierarchical with three levels. PD.1 is a notation that indicates a
third level process element. In this case, it is a Plan (P Level 1) element that is concerned with design
planning (1 Level 2) and is specific to identifying, prioritizing, and aggregating design requirements (.1
Level 3).
The DCOR-model contains 8 basic sections: Introduction, Plan, Research, Design, Integrate, Amend,
Glossary and Appendices.
Plan, Research, Design, Integrate, Amend sections are organized with a standard structure. At the
beginning of each section, there are graphics that provide a visual representation of the process elements,
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their relationships to each other. Following the graphics are text tables that identify: 1) the standard name for
the process element, 2) the notation for the process element, 3) SCCs standard definition for the process
element, 4) performance attributes that are associated with the process element, 5) metrics that are
associated with the performance attributes, 6) best practices that are associated with the process
(candidates, not necessarily an exhaustive list), and features (generally technologically related) that can
contribute to heightened performance of the process. [Also see using the graphic model on page 9]
Within the Research, Design, Integrate, and Amend process elements, a common internal structure
(see figure 3, below) has been agreed upon. The Model focuses on three environments: Product Refresh;
New Product; and New Technology. As a result, R1 becomes Research Product Refresh, R2 becomes
Research New Product and R3 becomes Research New Technology. This same convention is used for
Design (e.g. D1 is Design Product Refresh), and I1 Integrate Product Refresh.
DC
Design
Chain
DCOR
DC
Plan
(Design
Chain)
DC
P (DC)
DC
EP Enable
Plan
DC
EP
DC
PP Plan
Design
Chain
DC
PR Plan
Research
PR
DC
PD Plan
Design
PD
DC
ER Enable
Research
DC
R1 Research
Product
Ref resh
DC
R2 Research
New
Product
R2
DC
R3 Research
New
Technology
R3
ED Enable
Design
DC
D1 Design
Product
Refresh
D2 Design
New
Product
DC
D3 Design
New
Technology
D3
EI Enable
Integrate
DC
I1 Integrate
Product
Ref resh
DC
I2 Integrate
New
Product
DC
I3 Integrate
New
Technology
I3
A1 Amend
Product
Fallout
A1
DC
I2
DC
EA Enable
Amend
EA
I1
D2
DC
Amend
EI
D1
DC
DC
Integrate
ED
R1
DC
DC
Design
ER
PP
DC
DC
Research
A2 Amend
Def icient
Product
A2
DC
A3 Amend
Product
Specs
A3
PI Plan
Integrate
PI
DC
PA Plan
Amend
PA
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Level 1 Metrics are primary, high level measures that may cross multiple DCOR processes. Level 1 Metrics
do not necessarily relate to a DCOR Level 1 process (PLAN, RESEARCH, DESIGN, INTEGRATE, AMEND).
Performance Attributes
Level 1 Metrics
Reliability
Perfect Product Design
Product Design Chain Cycle
Time
Total Design Chain Cost
Responsiveness
Flexibility
Costs
Assets
x
x
x
x
x
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Level 1 Metric
Design Chain
Responsiveness
Design Chain
Flexibility
Design Chain
Costs
Design Chain
Asset
Management
Figure 5 Definitions for DCOR Performance Attributes and which Level 1 metrics are associated
with each attribute.
Associated with the Performance Attributes are the Level 1 Metrics. These Level 1 Metrics are the
calculations by which an implementing organization can measure how successful they are in achieving their
desired positioning within the competitive market space. While these Performance Attributes are critical in
implementing the Model, formal definitions were not previously included in the Model
Users of the Model should be aware that the metrics in the Model are hierarchical just as the process
elements are hierarchical. Level 1 Metrics are created from lower level calculations. (Level 1 Metrics are
primary, high level measures that may cross multiple DCOR processes. Level 1 Metrics do not necessarily
relate to a DCOR Level 1 process (PLAN, RESEARCH, DESIGN, INTEGRATE, AMEND).
Lower level calculations (Level 2 metrics) are generally associated with a narrower subset of
processes. Additionally, even lower level metrics (diagnostics) are used to diagnose variations in
performance against plan. Diagnostics were a critical deliverable of this first effort.
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DC
Manage
Plan
Information
DC
Business
Rules
PROCESS ELEMENT
EP.3
RESPONSIVENESS
DC
EP.1
OUTPU
DC
Manage
Desi gn
Chain
Performance
Manage Design
DC Chain Performance
EP.2
EP.7
Reliable Continuous
Improvement Process
DC
and Methodology.
DESTINATIO
N OF
COST
EP.2 Manage
Desi gn Chai n
Performance
DC
Efficient and
effective
DC benchmarki ng
process
Manage Design
Chain
Performance
Cycl e time
Cost
Sound Project
Management Process
DC
and Methodology
DC
Lean and
Six Sigma
METRICS
(Clearly
identified
by
category)
BEST
Note that with this graphic portrayal, all process types are defined at page 189, inputs/outputs are
defined at page 197, metrics at page 204 and best practices at page 218.
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PLAN
Level 2: Configuration Level - Plan
DC
DC
PP Pl an
Design
Chain
DC
PR Pl an
Research
PP
DC
PR
PD Plan
Desi gn
Plan
DC
PD
PI Plan
Integrate
DC
PA Plan
Amend
PI
PA
DC
EP Enable
Plan
EP
DC
PP Plan
Desi gn
Chain
PP
DC
PP.1 Gather
Desi gn Chain
Requirements
PP.1
DC
PP.2 Gather
Desi gn-Chai n
Resources
DC
PP.2
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RESPONSIVENESS
DC
Plan design
change Cycle
Time
RESPONSIVENESS
DC
Product Design
Change Cycl e
Time
RELIABILITY
DC
PP Plan
Desi gn
Chain
DC
PP
Tools support
DC balanced decision
making
DC
Collaborative
Planning
Forecasting
Perfect
Product
Design
COST
Re-programmable,
re-configurable and
DC cont. changeable
processes
On-line visibility of
all design-chain
DC
demand requirements
and resources
DC
Plan Design
Chain Total
Cost
COST
DC
Total Design
Chain Cost
Instantaneous
DC "reconfiguration"
of plans
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DC
Plan
Data
EP.3
DC
DC
Busi ness
Plan
RESPONSIVENESS
Manage Design Chain
Requi rements
Cycl e time
DC
Revised
Busi ness
Assumptions
COST
EP.9
DC
Desi gn
Chain
Requirements
DC
PP.3
DC
Gather DC
Requi rements
Cost
PP.1
Collaboration
DC among Design
Chain partners
Digital links
DC among design
chai n members
DC
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PP.1 Gather
Design Chain
Requi rements
DC
Service
Agreements
(SA)
Accurate on-line
Design to
Cost
Reduction
Planning
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DC
Plan
Data
RESPONSIVENESS
EP.3
Manage Design
DC Chain Resources
Cycle time
DC
Design
Chain
Resources
DC
PP.2 Gather
Design-Chain
Resources
PP.3
COST
PP.2
DC
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DC
Collaborative
Planning,
and Forecasting
DC
Service
Agreements
(SA)
Gather DC
Resources
Cost
Digital links
DC among design
chain members
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DC
Design
Chain
Resources
PP.2
DC
Design
Chain
Requirements
PP.1
DC
RESPONSIVENESS
Business
Rul es
DC
EP.1
DC
Balanced
Desi gn Chain
Requirements
with Resources
DC
PP.3 Balance
Design Chai n
Requi rements
with Resources
PP.4
Manage
Design Chain
Balancing
Cycle time
COST
PP.3
Bal ance DC
DC Requi rements w/
Resources Cost
DC
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Collaborative
Planning,
and Forecasting
DC
Business
Intelligence
(BI)
Page 16 of 245
RESPONSIVENESS
Balanced Design
DCChai n Requirements
with Resources
DC
PP.3
DC
Design
Chain
Plan
DC
COST
Collaboration
Chain partners
DC
PP.4
DC among Design
Manage Design
Chain
Plan
Cycle time
Establish DC
Plan Cost
Digital links
DC among design
chain members
Accurate on-line
Integrated
DC Product Teams
& Planning
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PR Pl an
Research
PR
DC
PR.1 Gather
Research
Requirements
PR.1
DC
DC
PR.2 Gather
Research
Resources
DC
PR.4 Estabil sh
Research
Pl ans
PR.4
PR.2
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RESPONSIVENESS
DC
Plan design
change Cycle
Time
RESPONSIVENESS
DC
DC
Product Design
Change Cycle
Time
RELIABILITY
PR Plan
Research
DC
PR
Perfect
Product
Design
COST
EDI li nks or knowl edge portal integrate
Qui ck and accurate
DC research resource
DC communication
information
Joint Service
DC Agreements wi th
Desi gn Chain partners
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Full visibility of
DC the research
plan amongst partners
DC
Pl an Research
Total Cost
COST
DC
Total Design
Chain Cost
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DC
Design
Chain
Plan
RESPONSIVENESS
PP.4
DC
Plan
Data
DC
Manage Research
Requirements
Cycle time
EP.3
DC
Research
Requi rements
DC
PR.3
PR.1 Gather
Research
Requi rements
COST
PR.1
DC
Gather Research
Requi rements
Cost
Frequent
DC research plan
updates
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DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Research
Resources
PR.3
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DC
PR.2 Gather
Research
Resources
PR.2
Manage Research
Resources
Cycle time
COST
Gather Research
DC Resources Cost
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DC
Busi ness
Rules
EP.1
DC
Research
Requirements
PR.1
DC
Research
Resources
RESPONSIVENESS
PR.2
DC
DC
Research
Schedule
R1.1 R2.2 R3.3
DC
Balanced
Research
Resources
wi th Research
Requirements
PR.4
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DC
PR.3 Balance
Research
Resources
with Research
Requi rements
PR.3
Manage Research
Balancing
Cycle time
COST
Bal ance Research
DC Requirements w/
Resources Cost
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RESPONSIVENESS
Balanced Research
DC Requirements
with Resources
DC
PR.3
DC
Research
Plan
DC
PR.4 Estabilsh
Research
Pl ans
Manage Research
Plan
Cycle time
COST
PR.4
DC
Establ ish
Research
Plan Cost
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PD Plan
Design
PD
DC
PD.1 Gather
Desi gn
Chain
Requi rements
PD.1
DC
DC
PD.2 Gather
Desi gn
Chain
Resources
PD.3
DC
PD.4 Establ i sh
Design Plan
PD.4
PD.2
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RESPONSIVENESS
DC
PD Plan
Design
DC
PD
Plan design
change Cycl e
Time
RESPONSIVENESS
DC
Product Design
Change Cycle
Time
RELIABILITY
Multi-design center
planning
and execution
DC
DC
Perfect
Product
Design
COST
DC
Plan Design
Total Cost
COST
DC
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Total Design
Chain Cost
Page 25 of 245
DC
Design
Chain
Plan
PP.4
DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Design
Requi rements
PD.3
DC
PD.1 Gather
Design
Requi rements
Manage Design
Requirements
Cycle time
COST
PD.1
DC
Gather Design
Requi rements
Cost
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DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Design
Resources
PD.3
DC
PD.2 Gather
Desi gn
Resources
PD.2
Manage Design
Resources
Cycl e time
COST
Gather Desi gn
DC Resources Cost
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DC
Busi ness
Rules
EP.1
DC
Desi gn
Requirements
PD.1
DC
Desi gn
Resources
RESPONSIVENESS
PD.2
DC
Desi gn
Schedule
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DC
PD.3 Balance
Design
DC Requirements
with Resources
PD.3
Manage Design
Balancing
Cycl e time
COST
Balance Design
DC Requi rements w/
Resources Cost
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RESPONSIVENESS
DC
PD.3
DC
Design
Plan
DC
COST
PD.4 Establi sh
Design
Plan
Structured
Product
Development
Process (SPDPro)
PD.4
Manage Design
Plan
Cycle time
DC
Establi sh
Design Plan
Cost
Integrated
Assembly
Planning
Use Stage-Gates
to manage
the design process.
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PI Plan
Integrate
PI
DC
PI.1 Gather
Integrate
Requirements
PI.1
DC
DC
PI.2 Gather
Integrate
Resources
PI.3 Balance
Integrate
Requirements
w/ Resources
PI.3
DC
PI.4 Establish
Integrate
Plans
PI.4
PI.2
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RESPONSIVENESS
DC
Product Desi gn
Change Cycle
Time
RESPONSIVENESS
DC
DC
PI Plan
Integrate
PI
Plan design
change Cycle
Time
FLEXIBILITY
DC
Perfect Product
Desi gn
COST
Li nkages to ensure
DC communications
DC
Plan Integrate
Total Cost
COST
DC
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Total Design
Chain Cost
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DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Design
Chain
Plan
COST
PP.4
DC
Integrate
Requi rements
Manage Integrate
Requi rements
Cycl e time
DC
PI.3
PI.1 Gather
Integrate
Requi rements
DC
Integrate
Requi rements
Cost
PI.1
Digital
l inkages
DC (XML, EDI, etc.)
provide visibility
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DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Integrate
Resources
PI.3
DC
PI.2 Gather
Integrate
Resources
PI.2
Manage Integrate
Resources
Cycl e time
COST
Integrate
DC Resources Cost
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DC
Business
Rul es
EP.1
DC
Integrate
Requirements
PI.1
DC
Integrate
Resources
RESPONSIVENESS
PI.2
DC
Integrate
Schedule
DC
COST
DC
Balanced
Integrate
Requirements
with Resources
PI.4
10/9/2013
Manage Integrate
Balancing
Cycl e time
PI.3 Balance
Integrate
DC Requirements
with Resources
Balance Integrate
DC Requi rements w/
Resources Cost
PI.3
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DC
RESPONSIVENESS
Balanced
Integrate
Requirements
with Resources
DC
PI.3
DC
DC
Integrate
Plan
PI.4 Establish
Integrate
Plans
COST
PI.4
EP.3 I1.2 I2.2 I3.2 EI.7
Planning for
transitioning
DC from development
to production
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Manage Integrate
Plan
Cycle time
DC
Integrate
Plan Cost
Page 35 of 245
DC
PA Plan
Amend
PA
DC
PA.1 Gather
Amend
Requirements
PA.1
DC
PA.3 Balance
Integrate
Requi rements
wi th Resources
PA.3
DC
DC
PA.2 Gather
Amend
Resources
PA.2
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RESPONSIVENESS
DC
Manage Plan
Amend
Cycle time
COST
DC
PA Pl an
Amend
DC
PA
DC
DC
Use
Amend
Planning
Mitigation
of Obsolecence
DC Cost Analysi s
(MOCA)
Total Plan
Amend Cost
COST
DC
Total Amend
Cost
Technology
Sustainment
(MOCA)
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DC
Design
Chain
Plan
RESPONSIVENESS
PP.4
DC
DC
Plan
Data
COST
EP.3
DC
Gathered
Amend
Requi rements
PA.3
Manage Amend
Requirements
Cycle time
DC
PA.1 Gather
Amend
Requirements
Gather Amend
PA.1
Use Historical
DC Based Amend
Rate Forecasts
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DC
RESPONSIVENESS
Plan
Data
DC
EP.3
DC
Gathered
Amend
Requirements
DC
PA.3
PA.2 Gather
Amend
Resources
Manage Amend
Resources
Cycle time
COST
PA.2
Gather Amend
DC Resources Cost
Rapid
DC reconfiguration of
Capacity
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DC suppliers to share
Page 39 of 245
DC
Busi ness
Rules
EP.1
DC
Amend
Schedule
A1.1 A2.2 A3.1
DC
Amend
Requi rements
RESPONSIVENESS
PA.1
DC
Gathered
Amend
Resources
DC
PA.2
Bal anced Amend
DC Requirements with
Resources
PA.4
DC
PA.3
Manage Amend
Balancing
Cycle time
COST
Bal ance Amend
DC Requi rements w/
Resources Cost
Cost accounting
system to
DC determine best
process
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RESPONSIVENESS
Balanced Amend
DC Requirements with
Resources
DC
PA.3
DC
Amend
Plan
DC
DC
PA.4
Rapi d, dynamic
DC reconfiguration of
amend processes
10/9/2013
COST
EP.3 EA.7
Manage amend
Plan
Cycl e time
Establi sh Amend
Plan Cost
DC external visibility
to amend plans
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DC
EP Enable
Plan
EP
DC
EP.1 Manage
Plan
Busi ness
Rules
EP.1
DC
EP.2 Manage
Design Chain
Performance
EP.2
10/9/2013
DC
EP.3 Manage
Plan
Information
EP.3
DC
EP.4 Manage
Product
Lifecycle
EP.4
DC
EP.5 Manage
Design
Chain
Assets
EP.5
DC
EP.6 Manage
Design Chain
Knowledge
Transfer
EP.6
DC
EP.7 Manage
Design Chain
Configuration
EP.7
DC
EP.8 Manage
Plan
Regulatory
Compliance
EP.8
DC
EP.9 Align
Design Chain
Uni t Plan with
Financial Plan
EP.9
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DC
Manage Plan
Regulatory
Compliance
RESPONSIVENESS
EP.8
DC
DC
Business
Rules
RESPONSIVENESS
EP.2
DC
Business
Rules
DC
EP.1 Manage
Plan Business
Rules
DC
DC
EP.1
DC
EP.2
Integrated business
planning processes
DC
agreements/partnerships
Number of
Business Rul e
Changes
COST
Manage
Plan
Business
Rules
10/9/2013
Manage Plan
Business
Rules Cycle Time
Manage Plan
Business Rules
Cost
Enterprise level
DC spend analysis
Collaborative review,
agreement
of business rules
DC
prior to contract execution
Electronic Sourcing
DC and Negotiation
(E-Business)
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DC
Manage
Plan
Information
EP.3
DC
RESPONSIVENESS
Business
Rules
DC
EP.1
DC
Manage
Design
Chain
Performance
DC
Manage Design
DC Chain Performance
EP.2
Reliable Continuous
Cost
Sound Project
Improvement Process
DC
Management Process
DC
Efficient and
effective
DC benchmarking
process
DC
and Methodology.
10/9/2013
COST
EP.2 Manage
Design Chai n
Performance
EP.7
Manage Design
Chain
Performance
Cycle time
and Methodology
Lean and
Six Sigma
Page 44 of 245
DC
Research
Plan
PR.4
DC
Desi gn
Plan
PD.4
DC
Amend
Plan
PA.4
DC
Integrate
Plan
PI.4
DC
Desi gn
Chain
Plan
RESPONSIVENESS
PP.4
DC
Manage Design
DC Chai n Knowledge
Transfer
COST
EP.6
DC
Manage
Plan
Information
DC
EP.3 Manage
Plan
Information
Manage Plan
DC Informati on Cost
EP.3
EP.2 EP.6
DC
Manage
Information
Cycl e Time
Plan
Data
Single data
source for decision
DC support and
busi ness rul es
10/9/2013
Page 45 of 245
RESPONSIVENESS
DC
Product Lifecycle
Management
Cycle Time
COST
DC
Life Cycle
Plan
DC
EP.4 Manage
Product
Lifecycle
Manage Design
DC Chain Inventory
Cost
EP.4
Periodic review of
Real time
metrics & strategy
DCw/ compari sons to DC Data on current
status
i ndustry benchmarks
PLCM
10/9/2013
Page 46 of 245
RESPONSIVENESS
Manage Design
Chain
DC
Confirugration
DC
COST
EP.7
DC
EP.5 Manage
Design
Chain
Assets
DC
DC
Cross Functional Teams
to execute and develop
DC
Long-Term Capacity and
Resources
10/9/2013
Removal
of Obsolete
Capital Assets
Alignment of strategic/
business plans with
DCl ong-term capacity/
resource pl ans
DC
Manage Design
Chain Assets
Cost
ASSETS
EP.5
DC
Manage Design
Chain
Asset
Cycl e time
Plan Fixed
Asset Value
Facility &
Equipment
Envi ronment
Page 47 of 245
DC
RESPONSIVENESS
Manage
Plan
Information
Manage
Desi gn Chain
DC Knowledge Transfer
Cycl e time
EP.3
DC
COST
Knowledge
Management
Schedule
Manage Design
DC Chain Knowledge
Manage
Desi gn Chai n
Knowl edge Transfer
DC
DC
EP.3
DC
Knowledge
Management
Plan
ASSETS
EP.6
DC
El ectronic Information
Exchanges throughout
DC
the Desi gn Chain
Manage Information
DC across 100% of
desgin chain
Internet Pooling
10/9/2013
Transfer Cost
EP.6 Manage
Desi gn Chai n
Knowledge
Transfer
DC
Return on
Desi gn Chain
Assets
Measurement
of
Performance
Automated
DC Documentation
Capture and
DCmaintain categorized
specific data
Page 48 of 245
DC
Manage
Design
Chain
Performance
RESPONSIVENESS
EP.2
DC
DC
Design
Chain
Plan
COST
PP.4
DC
Manage
Design
Chain
Configuration
DC
EP.7 Manage
Design Chain
Configuration
EP.5
Manage Design
DC Chain Configuration
Cost
EP.7
Platform Teams
DC i n New Product
Development Process
Impact of Design
DC on Cost of Quality
10/9/2013
Manage Design
Chain
Configuarion
Cycle time
Incorporates leading
Page 49 of 245
DC
DC
Legal
Processes
RESPONSIVENESS
Manage Design
Chain
Finance
Tax &
Treasury
Processes
DC
Regul atory Compliance
Cycle time
COST
DC
Manage Plan
Regulatory
Compliance
EP.1
10/9/2013
DC
EP.8 Manage
Plan
Regulatory
Compliance
DC
Manage Plan
Regulatory
Compliance Cost
EP.8
Page 50 of 245
EP.9 Align Design Chain Plan with Financial Plan: Process Element
RESPONSIVENESS
Financial Plan
from: Finance, Tax
DC
& Treasury
Processes
DC
Revised
Busi ness
Assumpti ons
DC
DC
PP.1
ASSETS
EP.9
DC
Revi sed Busi ness
Assumpti ons to Output:
DC
Finance, Tax & Treasury
Processes
10/9/2013
Re-planning
exists in multi-levels
DCof the Design Chain
between businesses
Re-planning links
design chain operation
DC with Business/
Marketi ng Strategy
Manage Design
Chain Financial
Realignment
Cycl e time
Align Design
Plan with
Financial Plan
Cost
Page 51 of 245
Research
Research: Process
Description/Definition: Process Categories comprising Research
DC
DC
R1 Research
Product
Refresh
R1
10/9/2013
DC
R2 Research
New
Product
R2
Research
DC
R3 Research
New
Technology
R3
DC
ER Enabl e
Research
ER
Page 52 of 245
R1 Research
Product
Refresh
R1
DC
R1.1 Schedul e
Research
Acti vities
R1.1
10/9/2013
DC
R1.2 Source
Materials
R1.2
DC
R1.3 Veri fy
Materials
R1.3
DC
R1.4 Transfer
Findi ngs/
Materials
R1.4
DC
R1.5 Authorize
Supplier
Payment (m-t-s)
R1.5
Page 53 of 245
PROCESS ELEMENT--Research
R1 Research Product Refresh: Process Element
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics, obtaining and synthesizing of
information and evaluation and publishing or archiving of research findings. This
includes the identification of sources of supply, sourcing and validation of
materials/products against requirements. Research Product Refresh is driven by
the research plan.
RESPONSIVENESS
DC
Product Design
Change Cycl e
Time
RESPONSIVENESS
DC
Authorize
Supplier
Payment
Cycl e Time
RELIABILITY
DC
Perfect
Product
Design
RELIABILITY
DC
DC
R1 Research
Product
Refresh
R1
Research
Cycle Time
FLEXIBILITY
DC
Product Design
Cycle Time
FLEXIBILITY
Joint Service
Mitigation of
Agreements Alliance and DC Obsol escence
DC
Leverage agreements Cost Anal ysi s (MOCA)
DC
Research desi gn
change Cycle
Time
COST
DC
Authorize
Supplier
Payment Cost
COST
DC
Research
Total Cost
COST
DC
10/9/2013
Total Design
Chai n Cost
Page 54 of 245
DC
Research
Plan
PR.4
DC
RESPONSIVENESS
Busi ness
Rul es
Schedule
DC Research Acti vi ti es
ER.1
DC
Schedule
Research
Acti vities
Cycl e Time
DC
R1.1 Schedul e
Research
Activities
R1.2
DC
Research
Schedule
COST
R1.1
Util ize EDI
transacti ons to
DC reduce cycle
time and costs
Consi gnment
agreements
DC to reduce assets
and cycle time
DC
Schedule
Research
Activi ti es Cost
PR.3
10/9/2013
Page 55 of 245
DC
Schedule
Research
Acti vities
R1.1
DC
RESPONSIVENESS
Research
Material from
Input Supplier
DC
DC
Purchase
Order
(Supplier)
DC
R1.2 Source
Materials
COST
R1.2
DC
DC
Sourced
Materials
DC
Supplier certification
programs to reduce/
DCeliminate receiving
R1.3
inspection
Payment
Authorization
Bar coding is
used to minimize
DC handling time &
maxi mize data accuracy
R1.5
DC
10/9/2013
Supplier
(Carrier)
Agreements
Source
Materials
Cycle Time
DC
Supplier delivers
directly to
point of use
DC
RFID
Source
Materials Cost
Component
DC Standardization
Page 56 of 245
RESPONSIVENESS
DC
Sourced
Materials
DC
R1.2
Research
DC Documentation
COST
DC
R1.3 Veri fy
Materials
ER.3
DC
Verified
Materials
R1.4
DC
Verify
Materials
Cost
R1.3
Supplier certification
programs to reduce/
DCeliminate receiving
inspection
Bar coding is
used to minimize
DC handling time &
maxi mi ze data accuracy
10/9/2013
Verify
Materials
Cycl e Time
DC
Supplier delivers
directly to
point of use
Supplier replaces
DCdefective material at
customer's faci l i ty
Page 57 of 245
DC
Verified
Materials
RESPONSIVENESS
R1.3
DC
Transfer
Research
Requirements
DC Finding/Materials
Cycl e Time
DC
Research
Specifications
COST
DC
R1.4 Transfer
Fi ndi ngs/
Material
Cost
R1.4
Drive deliveries
DC di rectl y to stock
or POU
10/9/2013
Transfer
DC Finding/Materials
DC
Capability
Transfer to
Organization
Page 58 of 245
RESPONSIVENESS
DC
Payment
Authorization
DC
R1.2
DC
Output to
Financial
Processes
Payment
Cycle
Time
RELIABILITY
DC
R1.5 Authorize
Supplier
Payment
R1.5
DC
% Invoice Receipts
and Payments
Generated via EDI
FLEXIBILITY
% Invoi ces processed
wi thout issues
and/or errors
DC
DC
Pay on
Recei pt
COST
DC
10/9/2013
Cost
per
invoice
Page 59 of 245
R2 Research
New
Product
R2
DC
R2.1 Receive
& Validate
Request
DC
R2.1
10/9/2013
R2.2 Schedule
Research
Acti vities
R2.2
DC
R2.3 Source
Materials
R2.3
DC
R2.4 Verify
Materials
R2.4
DC
R2.5 Transfer
Findings/
Materials
R2.5
DC
R2.6 Authorize
Supplier
Payment
R2.6
Page 60 of 245
RESPONSIVENESS
DC
Product Design
Change Cycle
Time
RELIABILITY
DC
DC
R2 Research
New
Product
R2
DC
Service
Agreements
(SA)
Perfect
Product
Design
RELIABILITY
DC
Research
Cycle Time
FLEXIBILITY
Automated
DCStatistical Process
Control (SPC)
DC
Product Design
Cycle Time
FLEXIBILITY
DC
Research
design change
Cycle Time
COST
DC
Research
Total Cost
COST
DC
10/9/2013
Total Design
Chain Cost
Page 61 of 245
DC
Research
Requi rements
D2.3 I2.3 D3.5
DC
RESPONSIVENESS
Business
Rules
Receive &
DC Validate Request
Cycl e Time
ER.1
COST
DC
Schedule
Research
Activities
DC
R2.2
R2.1 Recei ve
& Validate
Request
DC
Receive &
Validate
Request Cost
R2.1
Uti lize EDI
DC to reduce cycle
time and costs
10/9/2013
Page 62 of 245
DC
Schedule
Research
Activities
R2.1
DC
Research
Plan
RESPONSIVENESS
PR.4
Schedule
Research
Activities
Cycle Time
DC
DC
Research
Schedule
DC
R2.2 Schedul e
Research
Activities
PR.3
COST
R2.2
DC
DC
Source
Materials
R2.3
10/9/2013
Schedule
Research
Acti vi ties Cost
Consignment
agreements
DC to reduce assets
and cycle time
Page 63 of 245
DC
RESPONSIVENESS
Schedule
Research
Activities
DC
R2.2
DC
Sourced
Materials
DC
R2.3 Source
Materials
R2.4
COST
R2.3
DC
DC
Payment
Authorization
R2.6
Supplier certification
programs to reduce/
DCeliminate receiving
inspection
Bar coding is
used to minimize
DC handling time &
maxi mize data accuracy
DC
10/9/2013
Source
Materials
Cycle Time
DC
Supplier delivers
directly to
point of use
DC
RFID
Source
Materials
Cost
Supplier
(Carrier)
Agreements
Page 64 of 245
RESPONSIVENESS
DC
Sourced
Materials
DC
RESPONSIVENESS
R2.3
DC
Research
DC Documentation
DC
R2.4 Veri fy
Materials
ER.3
Verified
Materials
R2.4
Supplier certification
programs to reduce/
DCeliminate receiving
inspection
R2.5
10/9/2013
Bar coding is
used to minimize
DC handling time &
maximi ze data accuracy
DC
Verify Materials
Cycle Time
COST
DC
DC
Release to
Sell Cycle
Time
Supplier delivers
directly to
point of use
Release to
Sell Total
Cost
COST
DC
Verify
Materials
Cost
Page 65 of 245
DC
RESPONSIVENESS
Verified
Materials
Transfer
DC Finding/Materials
R2.4
DC
Research
Specifications
Cycle Time
DC
R2.5 Transfer
Findings/
Materials
COST
R2.5
Transfer
DC Finding/Materials
Cost
Drive deliveries
directl y to stock
or POU
10/9/2013
Capability
Transfer to
Organization
Page 66 of 245
DC
Payment
Authorization
RESPONSIVENESS
R2.3
DC
DC
Output to
Financial
Processes
DC
DC
10/9/2013
COST
R2.6 Authorize
Supplier
Payment
R2.6
Authorize
Supplier
Payment
Cycle Time
DC
Authorize
Supplier
Payment Cost
Pay on
Receipt
Page 67 of 245
DC
R3 Research
New
Technology
R3
DC
R3.1 Receive
& Validate
Request
R3.1
10/9/2013
DC
R3.2 Identify
Sources for
Technology
R3.2
DC
R3.3 Schedul e
Research
Activities
R3.3
DC
R3.4 Source
Materials/
Technology
R3.4
Page 68 of 245
RESPONSIVENESS
DC
Product Desi gn
Change Cycl e
Time
RELIABILITY
DC
Perfect
Product
Desi gn
RELIABILITY
DC
R3 Research
New
Technology
R3
DC
FLEXIBILITY
DC
DC
Service
Agreements
(SA)
Research
Cycl e Time
Product Desi gn
Cycl e Time
FLEXIBILITY
DC
Research desi gn
change
Cycl e Time
COST
DC
Research
Total Cost
COST
DC
10/9/2013
Total Design
Chai n Cost
Page 69 of 245
DC
Research
Requi rements
D3.5 I3.3
DC
Busi ness
Rul es
RESPONSIVENESS
ER.1
Recei ve &
DC Validate Request
Cycl e Time
DC
Validated
Request
R3.2
DC
R3.1 Recei ve
& Validate
Request
COST
R3.1
DC
Product Data
Management
DC
& Electronic
Document Management
10/9/2013
Recei ve &
Validate
Request Cost
DC receive technical
information
Page 70 of 245
DC
RESPONSIVENESS
Validated
Request
DC
R3.1
DC
Identified
Sources
for Technology
DC
COST
R3.2 Identify
Sources for
Technology
R3.3
DC
R3.2
Identify Sources
for Technology
Cycl e Time
Identify Sources
for Technology
Cost
Concurrent engineering
wiDC
th suppliers for engineering
i nformati on to researchers
and product test data
DC and technical
Supplier certification
programs to reduce
DC
cycl e time for certifying
suppl i ers
10/9/2013
On-line availability
Page 71 of 245
DC
Identified
Sources for
Technology
R3.2
DC
RESPONSIVENESS
Research
Plan
DC
PR.4
DC
Research
Schedule
DC
DC
Schedule
Research
Acti vities
R3.4
10/9/2013
COST
R3.3 Schedule
Research
Activities
PR.3
DC
R3.3
DC
Schedule
Research
Acti vities
Cycle Time
Schedule
Research
Activiti es Cost
Consi gnment
agreements
DC to reduce assets
and cycle time
Page 72 of 245
DC
Schedule
Research
Activities
DC
Research
Material
(Supplier)
RESPONSIVENESS
R3.3
DC
DC
Purchase
Order
(Supplier)
DC
R3.4 Source
Materials/
Technology
COST
R3.4
DC
Sourced
Materials/
Technology
R3.5
DC
Payment
Authorization
Supplier certification
programs to reduce/
DCeliminate receiving
DC
Supplier delivers
directly to
point of use
DC
RFID
inspection
Bar coding is
used to minimize
DC handling time &
maxi mize data accuracy
Source Materials/
Technology
Cycle Time
Source Materials/
DC Technology Cost
R3.8
DC
10/9/2013
Supplier
(Carrier)
Agreements
Page 73 of 245
DC
Sourced
Materials/
Technology
RESPONSIVENESS
R3.4
DC
DC
Verification
Process
R3.6
10/9/2013
DC
COST
R3.5 Establi sh
Verification
Process
R3.5
Establi sh
Verification
Process Cycl e
Time
DC
Establi sh
Verification
Process Cost
Page 74 of 245
DC
Verification
Process
COST
R3.5
Verify Materials/
DC Technology Cost
Research
DC Documentation
DC
ER.3
DC
Verified
Research/
Materials
R3.7
DC
R3.6
Supplier certification
programs to reduce/
DCeliminate receiving
inspection
Bar codi ng is
used to minimize
DC handling time &
maximize data accuracy
10/9/2013
RELIABILITY
R3.6 Verify
Materials/
Technology
DC
Verify Materials/
Technology
Cycle Time
Supplier delivers
directly to
point of use
Supplier replaces
DCdefective material at
customer's faci lity
Page 75 of 245
DC
Verified
Materials/
Technology
RESPONSIVENESS
R3.6
DC
DC
Research
Specifications
DC
DC
R3.7
Drive deliveries
DC di rectl y to stock
or POU
10/9/2013
COST
R3.7 Transfer
Fi ndi ngs/
Materials
D3.5 I3.4
DC
Transfer Finding/
Materials
Cycl e Time
Transfer Finding/
Material s Cost
Capability
Transfer to
Organization
Page 76 of 245
DC
Payment
Authorization
RESPONSIVENESS
R3.4
DC
DC
Output to
Financial
Processes
DC
DC
10/9/2013
COST
R3.8 Authorize
Supplier
Payment
R3.8
Authorize Supplier
Payment
Cycle Time
DC
Authorize Supplier
Payment Cost
Pay on
Recei pt
Page 77 of 245
DC
ER Enable
Research
ER
ER.1 Manage
Rul es
ER.2 Manage
Research
Performance
ER.1
ER.2
DC Research Business DC
10/9/2013
DC
ER.3 Maintain
Research
Information
ER.3
DC
ER.4 Manage
Product
Lifecycle
ER.4
DC
ER.5 Manage
Research
Capital
Assets
ER.5
DC
ER.6 Manage
Research
Knowledge
Transfer
ER.6
DC
ER.7 Manage
Research
Network
ER.7
DC
ER.8 Manage
Research
Regulatory
Requi rements
ER.8
Page 78 of 245
RESPONSIVENESS
DC
Product Design
Change Cycl e
Time
RELIABILITY
DC
Perfect
Product
Design
FEXIBILITY
DC
ER Enable
Research
DC
COST
ER
DC
agreements/partnerships
Enterprise level
DC
DC spend analysis
Collaborative review,
agreement of
business rul es
DC
El ectroni c Sourcing
DC and Negotiation
(E-Business)
10/9/2013
Enable design
change Cycle
Time
Enable
Research
Cost
COST
DC
Total Design
Chain Cost
ASSETS
DC
Design Chain
Fixed Asset
Value
Page 79 of 245
DC
DC
Busi ness
Rules
RESPONSIVENESS
ER.1
Manage
Research
Regulatory
Compliance
DC
Manage Research
Busi ness
Rul es Cycle Ti me
ER.8
RESPONSIVENESS
DC
Busi ness
Rules
DC
ER.1 Manage
Research
Busi ness
Rul es
DC
Manage
Research
Performance
DC
ER.1
COST
Enterprise level
DC spend analysis
ER.7
DC
agreements/partnerships
10/9/2013
DC
Number of
Busi ness Rul e
Changes
Manage Research
El ectroni c Grant
Negotiation
(E-Business)
Page 80 of 245
DC
Manage
Research
Information
RESPONSIVENESS
ER.3
DC
DC
Business
Rul es
COST
ER.1
DC
Manage
Research
Network
DC
ER.7
10/9/2013
Manage Research
Performance
Cycl e time
ER.2 Manage
Research
Performance
Manage Research
DC Performance Cost
ER.2
Performance expectations
and business rules are
DC
clearly communicated
Research performance
data
DC is collected, analyzed,
reported online
DC
Assess
Performance
Comparati ve analysis of
research
DC performance i s used
i n research deci sions
DC
Lean and
Si x Sigma
performance review
Page 81 of 245
DC
Manage
Research
Knowledge
Transfer
RESPONSIVENESS
ER.6
Manage Research
DC Information
Cycle Time
Research
DC Documentation
COST
DC
Execution
Data
DC
ER.3 Maintain
Research
Information
DC
Manage
Research
Information
Cost
ER.3
DC
Manage
Research
Knowledge
Transfer
ER.6
DC
Manage
Research
Information
Collaborative
DCPlanni ng - Research
information
Single data
source for decision
support and
business rul es
DC
ER.2
10/9/2013
Page 82 of 245
RESPONSIVENESS
DC
DC
Life
Cycl e
Plan
Product Lifecycle
Management
Cycle Time
COST
DC
ER.4 Manage
Product
Lifecycle
DC
Manage Research
Inventory Cost
ER.4
Real time
DC Data on current
status
10/9/2013
PLCM
Page 83 of 245
DC
RESPONSIVENESS
Manage
Research
Network
DC
ER.7
COST
DC
ER.5 Manage
Research
Capital
Assets
DC
ER.5
Cross Functional Teams
to execute and develop
DC
Long-Term Capacity and
Resources
Alignment of strategic/
business plans with
DClong-term capacity/
resource pl ans
Removal
of Obsolete
Research Capital Assets
DC
DC
Facility &
Equi pment
Envi ronment
Manage Research
Capital Assets
Cost
ASSETS
DC
Research
Fixed
Asset
Value
ASSETS
DC
10/9/2013
Manage
Research
Asset
Cycle time
Return on
Design Chain
Assets
Page 84 of 245
DC
DC
Knowledge
Management
Plan
RESPONSIVENESS
Manage
Research
Manage
Research
Information
DC Knowledge Transfer
Cycle time
ER.3
DC
Knowledge
Management
Schedule
COST
DC
ER.6 Manage
Research
Knowledge
Transfer
DC
Manage Research
Knowledge
Transfer Cost
ER.6
DC
Manage
Research
Knowledge
Transfer
ER.3
Electronic Information
Exchanges throughout
DC
the Design Chain
Manage Information
DC across 100% of
desgin chain
Internet Pooling
(Electroni c brokerage
DC
10/9/2013
DC
Measurement
of
Performance
Automated
DC Documentation
Capture and
DCmaintain categorized
specific data
Page 85 of 245
DC
Manage
Research
Network
RESPONSIVENESS
ER.2
DC
DC
Research
Plan
COST
PR.4
DC
Manage
Research
Network
Cycl e Time
Manage
Research
Network
DC
ER.5
ER.7 Manage
Research
Network
DC
Manage
Research
Network Cost
ER.7
DC
Internet
Exchanges
On line document
management and
automated
approval processes
DC
DC and technical
DC
Research
certification
Research
Agreements
DC
Establishment
of criteria to
rank research
information to researchers
DC
Evaluate
DC research network
for duplicates
10/9/2013
Page 86 of 245
Legal
Processes
DC
Finance
Tax &
Treasury
Processes
DC
Manage
Research
Regulatory
Compliance
RESPONSIVENESS
Manage Design
Chain
DC
Regul atory Compliance
Cycl e time
COST
DC
ER.8 Manage
Research
Regulatory
Requirements
ER.1
DC
Manage Research
Regulatory
Compli ance Cost
ER.8
DC
DC
Di rect connection
to Regulatory
Documents
generated
automatically
DC
Bodi es or Regulatory
Di rect
Transfer of
documents
DCrequirements during
Services
10/9/2013
Page 87 of 245
Design
Description/Definition: Process Categories Comprising Design
DC
Design
DC
D1 Design
Product
Refresh
D1
10/9/2013
DC
D2 Desi gn
New
Product
D2
DC
D3 Design
New
Technology
D3
DC
ED Enabl e
Desi gn
ED
Page 88 of 245
D1 Design
Product
Refresh
D1
DC
D1.1 Schedul e
Desi gn
Acti vities
DC
10/9/2013
D1.2 Develop
Prototype
DC
DC
D1.4 Package
Design
DC
D1.5 Release
Design to
Integrate
Page 89 of 245
PROCESS ELEMENTS--Design
D1 Design Product Refresh / Facility Touch-up: Process Element
RESPONSIVENESS
DC
Number of
changes per
Product Design
RESPONSIVENESS
DC
Product Design
Change Cycle
Time
RELIABILITY
DC
Perfect
Product
Design
FEXIBILITY
DC
D1 Design
Product
Refresh
D1
Design Configurarion
Control & Change
Boards
DC
Design
Cycle
Time
FLEXIBILITY
DC
Design product
change
Cycle Time
FLEXIBILITY
DC
Product Design
Cycle Time
COST
DC
Total Design
Chain Cost
COST
DC
10/9/2013
Design Total
Cost
Page 90 of 245
RESPONSIVENESS
DC
Schedul e Desi gn
Acti vities Cycle
Time
Desi gn
Plan
FLEXIBILITY
PD.4
Develop Prototype
Cycl e Time
DC
Schedule
Prototype
DC
D1.1 Schedul e
Design
Acti vities
D1.2
DC
COST
D1.1
Schedul e Desi gn
Acti vi ties Cost
Desi gn
Schedule
Coordinated allocation
PD.3
COST
DC
Establish collaborative
mechani sms for
DC co-development
with suppl i ers
Coordinate development
DC resources across
the design chain
10/9/2013
DC
Align
component
development
progress
Develop
Prototype Cost
Al l ow qui ck access
DC to internal existing
technology
Page 91 of 245
DC
Schedule
Prototype
D1.1
DC
RESPONSIVENESS
Research
Specifications
Develop
Prototype
Cycle Time
R1.4
DC
Prototype
Requirement
DC
D1.3
DC
Research
Requi rements
COST
D1.2 Develop
Prototype
Develop
Prototype
Cost
D1.2
Technology support
DC
for product prototyping
Real-time customer
verification of
DC
engineering drawings
& specifications
R1.4
Project transparence
on the supplier
side during
the prototyping
DC
Rapid search
DC of treference parts
Utilize design
DC knowledge base
develop prototypes
developing prototype
Automate equipment
access and
testi ng instructions
DC
Rapid exploitation
of new
technology
research
DC
Verify design
result online
DC
All ow instant
project tracking
across the
design chain
DC
DC
Construct 3D
Enable quick
DC RFQ feedback
DC
10/9/2013
DC technology to
All ow quick
DC access to part
information
Utilize design
DC knowledge base
Manage testing
equipment
Page 92 of 245
DC
DC
Prototype
Requirement
RESPONSIVENESS
D1.2
Package
Requirement
DC
D1.4
COST
D1.3
Ensure suppl i erscompli ance
of quality standards &
DC
certification in laboratory
Moni tor suppliers
capabilities of
DCconducting reliable
testing procedures
Provide accurate
and real-time
DC test reports
to the customer
DC
Use effective
design rules
Validate quality in
DCtesting capabilities
DC
Set up
design rules
DCDesi gn Certification
DC
Rapid
Prototype
DC lab environment
10/9/2013
Monitor suppliers
Complete Product
Page 93 of 245
DC
Package
Requi rement
RESPONSIVENESS
D1.3
DC
Prototype
and
Package
Design
D1.5
DC
Package Design
Cycle Time
DC
COST
D1.4 Package
Desi gn
Package
Design
Cost
D1.4
Design
Document
ED.3 ED.9
10/9/2013
DC
Compl ete
Product
Design
Certification
Page 94 of 245
DC
Prototype
and
Package
Design
D1.4
DC
RESPONSIVENESS
Design
Requi rements
Release to
Integrate Cycle
Time
I1.3
DC
Design
Specifications
DC
I1.3
COST
D1.5
Set up the guiding
Release to
Integrate Cost
DC
Product transfer
meetings
DC
the original design specs
DC
Define production
guidelines
Transfer MP
technology
DC
Assure design
quality
DC mechanism for
production transfer
DC
10/9/2013
Page 95 of 245
DC
D2 Desi gn
New
Product
D2
DC
DC
D2.1
10/9/2013
D2.2 Schedule
Desi gn
Acti vities
D2.2
DC
D2.3 Develop
Prototype
D2.3
DC
DC
D2.5 Package
Design
D2.5
DC
Page 96 of 245
RESPONSIVENESS
DC
Number of
changes per
Product Design
RESPONSIVENESS
DC
Product Design
Change Cycl e
Time
RELIABILITY
DC
Perfect
Product
Design
FEXIBILITY
DC
Design
Cycle
Time
FLEXIBILITY
DC
Product Design
Cycl e Time
COST
DC
D2 Design
New
Product
DC
COST
D2
DC
Standardized
Design Data
(Benchmark).
Design Total
Cost
DC
Desi gn for
Six Sigma
DC
Total Design
Chain Cost
ASSETS
Integrate Supplier
DC i n Product Desi gn
Teams
Modeling &
DC Simulation for
Desi gn
DC
Patents
per product
ASSETS
Integrated Product
Design Configurarion
DCDevelopment &
DC
Control & Change
Concurrent Engineering
Boards
DC
Patents
per project
ASSETS
Concurrent Product
DC & Process
Engineering
DC
CAD/CAM
DC
Trade Secrets
per product
ASSETS
DC
10/9/2013
Trade Secrets
per project
Page 97 of 245
DC
RESPONSIVENESS
Design
Requi rements
Receive, Validate
& Decompose
Request Cycle
Time
I2.3 I3.3
DC
Validated
Request
DC
D2.1 Receive,
Validate &
Decompose
Requeset
D2.2
D2.1
DC
Enhanced
concurrent
engineering
Document
management
and version control
DC
in product development
Real-time communication
DC
of design specifications
Validate key
components
specified by
design-in customer
DC
Ensure SPEC-IN
part early
DC
DC
technology development
Monitor supplier
DC data consistency
Establi sh
co-development
DC relationship
with suppli ers
DC
Receive, Validate
& Decompose
Request Cost
DC early involvement
Collaborative supplier
DC
- design development
10/9/2013
COST
Verify design
result online
Maintain product
Page 98 of 245
DC
Validated
Request
D2.1
DC
RESPONSIVENESS
Desi gn
Plan
Schedul e Desi gn
Activities Cycle
Time
PD.4
DC
Prototype
Requirement
DC
D2.2 Schedule
Desi gn
Activities
D2.3
DC
Desi gn
Schedule
COST
D2.2
Collaborative
design
DC
devel opment progress
DC
Schedul e Desi gn
Activiti es Cost
PD.3
Align component
Coordinate development
DC resources across
the design chain
10/9/2013
Page 99 of 245
DC
Research
Specifications
RESPONSIVENESS
R1.4 R2.5
DC
Prototype
Requi rement
Develop Prototype
Cycle Time
D2.2
DC
Research
Requi rements
DC
R1.4 R2.1
DC
Prototype
Requi rement
D2.4
D2.3 Develop
Prototype
COST
D2.3
DC documentation
Develop
Prototype
Cost
Project transparency
wi th customer
3D solid modeling
DC technology to
develop prototypes
Mechani sm for
DCtracing prototyping
effectiveness
Reuse of existing
DC technology with
Rapid exploitation
DC of new technology
DC
Construct 3D
Enabl e quick
DC RFQ feedback
DC
10/9/2013
Manage testing
equipment
Automated search
DC of reference parts
Technology supported
DCproduct prototyping
DCtesting instructions
DC
Verify design
result online
DC
All ow instant
project tracking
across the
design chain
Al low quick
DC access to part
information
Utilize design
DC
Rapid
Prototype
DC
RESPONSIVENESS
Prototype
Requirement
D2.3
DC
Package
Requirement
DC
D2.5
COST
D2.4
DC
Qualified
Suppliers
DC
Real-time
test reports
DC
Supplier testing
reliability
DC
Design rules
Validate quality in
DCtesting capabilities
Set up
desi gn rules
DCDesign Certification
DC lab environment
DC
10/9/2013
Monitor suppliers
Complete Product
DC
RESPONSIVENESS
Package
Requi rement
DC
Package Design
Cycle Time
D2.4
Design
DC Documentation
DC
D2.5 Package
Design
ED.3
DC
Prototype
and Package
Design
D2.6
10/9/2013
COST
D2.5
DC
Quality specifications
DC test documents
Package
Design
Cost
Complete Product
DCDesi gn Certification
DC
Prototype
and Package
Design
RESPONSIVENESS
D2.5
DC
Release to
Integrate Cycle
Time
Design
Specifications
DC
I2.4 I3.4
10/9/2013
COST
D2.6
DC
Production
transfer
guidelines
DC
Product
transfer
meeti ngs
DC
Define
production
guidelines
DC
Transfer MP
technology
Release to
Integrate
Cost
DC
D3 Design
New
Technology
D3
DC
DC
D3.1
10/9/2013
D3.2 Schedule
Design
Activities
D3.2
DC
D3.3 Acquire
Knowledge
D3.3
DC
D3.4 Develop
Prototype
D3.4
DC
D3.5 Build
& Test
Prototype
D3.5
DC
D3.6 Package
Desi gn
D3.6
DC
RESPONSIVENESS
DC
Product Design
Change Cycl e
Time
RESPONSIVENESS
DC
Number of changes
per Product
Design
RELIABILITY
DC
Perfect
Product
Design
FEXIBILITY
DC
Design
Cycle
Time
FLEXIBILITY
DC
D3 Design
New
Technology
D3
Design Configurarion
DC
Control & Change
Boards
DC
Design product
change
Cycle Time
FLEXIBILITY
DC
Product Design
Cycl e Time
COST
DC
Design Total
Cost
COST
DC
Total Design
Chain Cost
ASSETS
DC
Trade Secrets
per product
ASSETS
DC
Trade Secrets
per project
ASSETS
DC
Patents per
product
ASSETS
DC
10/9/2013
Patents per
project
DC
RESPONSIVENESS
Design
Requi rements
Receive, Validate
& Decompose
Request Cycle
Time
I3.3
DC
Validated
Request
DC
D3.1 Receive,
Validate &
Decompose
Request
D3.2
D3.1
DC
Rapid
Concurent
engineering
Early involvement
suppli ers
DC
Collaborative
Specification
Development
DC
Component
Validation
DC
Validate key
components
specified by
design-in customer
Collaborative supplier
DC
Ensure SPEC-IN
part early
DC
Monitor supplier
DC data consistency
DC
- design development
DC
DC
technology development
DC
customer requirements
Receive, Validate
& Decompose
Request Cost
DC with component
Automated document
management
and control
DC
10/9/2013
COST
Verify design
result online
Maintain product
DC
Establi sh
co-development
relationship
with suppli ers
DC
Design
Plan
PD.4
DC
RESPONSIVENESS
Validated
Request
DC
D3.1
DC
Design Plan
and Request
DC
DC
Design
Schedule
COST
D3.2 Schedul e
Desi gn
Activities
D3.4
DC
D3.2
Coordinated allocation
PD.3
Collaborative
mechani sms
for co-development
DC
Schedule Design
Activities Cycle
Time
Schedule Design
Activities Cost
Aligned product
development
DC processes across
design chain
Align component
DC
devel opment progress
Coordinate development
DC resources across
the design chain
10/9/2013
DC
Desi gn Plan
and Request
RESPONSIVENESS
D3.2
DC
DC
Prototype
Requi rement
DC
D3.4
D3.3 Acqui re
Knowledge
COST
D3.3
DC
Rapid
acquisition
of new
technology
DC newly developed
DC
DC to internal existing
Al low access to
DCsuppliers innovative
technology
DC
10/9/2013
Acquire
Knowledge
Cycl e Time
Managing innovative
technology or
Acquire
Knowledge
Cost
component
Al l ow qui ck access
technology
DC
DC
Prototype
Requi rement
RESPONSIVENESS
D3.2
Develop
Prototype
Cycl e Time
Prototype
Requi rement
DC
D3.5
Develop
Prototype
Cost
D3.4
Project
DC
3D solid
modeling
DC
DC Transparency
DC
and intellectual property
DC
Reuse of design
knowledge
DC communications
Automate equipment
and testing
instructions
DC
Verify design
result online
Manage testing
equipment
DC
Al low instant
project tracking
across the
design chain
DC
DC
Construct 3D
Enable quick
DC RFQ feedback
DC
10/9/2013
COST
D3.4 Develop
Prototype
All ow quick
DC access to part
information
Utilize design
DC knowledge base
Rapid
Prototype
DC
Prototype
Requi rement
RESPONSIVENESS
D3.4
DC
Research
Specifications
DC Prototype Cycle
Time
DC
Package
Requi rement
DC
D3.6
DC
Research
Requi rements
DC
D3.5
DC
Quality
Compliance
for suppliers
DC
Real time
test reporting
DC
Supplier
Test
Reliability
DC
Desi gn rule
effectiveness
Validate quality in
DCtesting capabilities
Set up
desi gn rules
DCDesi gn Certification
DC lab environment
DC
10/9/2013
COST
D3.5 Build
& Test
Prototype
Monitor suppliers
DC
Package
Requi rement
RESPONSIVENESS
D3.5
DC
DC
Prototype
and Package
Desi gn
DC
D3.6 Package
Desi gn
D3.7
Desi gn
DC Documentation
ED.3
10/9/2013
COST
D3.6
DC
Completeness
of product
DC speci fications
DC
Package Desi gn
Cycl e Time
Compl ete
Product
Desi gn
Certification
Package
Desi gn
Cost
DC
RESPONSIVENESS
Prototype
and Package
Design
Release to
Integrate
Cycl e Time
D3.6
DC
Design
Specifications
DC
I3.4
D3.7 Release
Desi gn to
Integrate
COST
D3.7
Release to
Integrate Cost
DC
Production
Transfer
Mechanism
DC
Product
Transfer
Meetings
DC
Define
Production
Guidelines
DC
Transfer MP
Technology
10/9/2013
ED Enable
Design
ED
ED.1 Manage
DCDesign Business
DC
Rules
ED.1
10/9/2013
ED.2 Manage
ED.3 Manage
ED.4 Manage
ED.5 Manage
DC
DC Product Life DC Design CapitalDC
Design
Design
Performance
Information
Cycle
Assets
ED.2
ED.3
ED.4
ED.5
ED.6 Manage
ED.8 Manage
ED.7 Manage
ED.9 Manage
Design
Design
DC
DC
DC
Design
Intellectual
Knowledge
Regulatory
Network
Property
Transfer
Compliance
ED.6
ED.7
ED.8
ED.9
DC
Manage
Design
Business
Rules
RESPONSIVENESS
ED.8
DC
DC
Business
Rules
Manage Plan
Busi ness
Rul es Cycle Time
RESPONSIVENESS
DC
Design
Business
Rules
ED.1 Manage
DC Design Business
Rules
ED.2
ED.1
DC
Number of
Busi ness Rule
Changes
COST
Manage Design
Integrated business
planning processes
10/9/2013
Cost
Enterprise level
DC spend analysis
Collaborative review,
agreement
of business rules
DC
prior to execution
DC
Design
Business
Rules
RESPONSIVENESS
ED.1
DC
Manage
Design
Information
DC
ED.3
Manage Design
Chain
Performance
Cycle time
COST
DC
Manage
Design
Network
DC
ED.7
ED.2 Manage
Design
Performance
DC
Manage Design
Performance
Cost
ED.2
Performance expectations
and business rules are
DC
clearly communicated
Design performance
data
DC is collected, analyzed,
reported online
Comparative analysis of
design
DC performance i s used
in research decisions
DC
Assess
Performance
Six Sigma
Statistical
Process Control
DC
Lean and
Six Sigma
DC
10/9/2013
Desi gn
DC Documentation
DC
RESPONSIVENESS
D2.5 D3.6
Manage
Design
Knowledge
Transfer
Manage
Information
Cycle Time
DC
ED.6
COST
DC
Manage
Design
Information
DC
ED.2
DC
Execution
Data
ED.3 Manage
Design
Information
ED.3
Collaborative
DC Planning - Design
information
DC
Manage
Design
Information
ED.6
10/9/2013
Manage Design
DC Information Cost
Single data
source for decision
support and
business rul es
DC
Integrated Design
DC
& Operati onal Systems
RESPONSIVENESS
DC
DC
Life
Cycle
Plan
Product Lifecycle
Management
Cycle Time
COST
DC
ED.4 Manage
Product Life
Cycle
Manage Design
DC Product Inventory
Cost
ED.4
Real time
DC Data on current
status
DC
10/9/2013
Product
Improvement
Teams (PITs)
DC
PLCM
DC
Parent
Child
Desi gn
RESPONSIVENESS
DC
DC
Manage
Design
Capital
Assets
COST
ED.7
DC
DC
ED.5 Manage
Design Capital
Assets
DC
Cross Functional Teams
to execute and develop
DC
Long-Term Capaci ty and
Resources
Removal
DC of Obsolete
Capital Assets
Alignment of strategic/
business pl ans with
DClong-term capacity/
resource plans
DC
Manage Design
Capital Assets
Cost
ASSETS
ED.5
10/9/2013
Manage Design
Chain
Asset
Cycle time
Facility &
Equipment
Environment
Return on Design
Chain Assets
ASSETS
DC
Design Fixed
Asset Value
DC
DC
Knowledge
Management
Plan
RESPONSIVENESS
Manage Design
Chain
Manage
Design
Information
ED.3
DC
COST
Manage
Design
Knowledge
Transfer
DC
ED.3
DC
Knowledge
Management
Schedule
DC
Manage Research
Knowledge
Transfer Cost
ED.6
DC
Integrated
Knowledge
System
El ectronic Information
Exchanges throughout
DC
the Desi gn Chain
Manage Information
DC across 100% of
desgin chain
Internet Pooling
10/9/2013
ED.6 Manage
Design
Knowledge
Transfer
DC
Measurement
of
Performance
DC
Real time
Design Chain
Visualization
(vi a Internet)
Automated
DC Documentation
Capture and
DCmaintain categorized
specific data
DC
RESPONSIVENESS
Manage
Desi gn
Network
DC
ED.2
DC
DC
Desi gn
Plan
COST
Manage
Desi gn
Capital
Assets
DC
ED.7 Manage
Desi gn
Network
ED.5
DC
Manage Product
Li fe Cycl e (DC)
Cost
ED.7
Digi tal Product
DC
10/9/2013
Manage Product
Li fe Cycl e (DC)
Cycl e Time
Concurrent
Desi gn &
Test
DC
Concurrent
Desi gn
Evaluate
DC research network
for duplicates
DC
Input from
Legal
Processes
RESPONSIVENESS
Manage Design
Chain
DC
Regul atory Compliance
Cycle time
Processes
DC
COST
Manage
Desi gn
Busi ness
Rul es
DC
ED.1
ED.8 Manage
Design
Regulatory
Compliance
DC
Manage Design
Regulatory
Compl iance Cost
ED.8
DC
DC
Di rect connection
to Regulatory
Documents
generated
automatically
DCBodi es or Regulatory
Di rect Transfer of
documents
Services
10/9/2013
RESPONSIVENESS
DC
DC
ED.9 Manage
Intellectual
Property
COST
ED.9
DC
Documents
generated
automatically
DC
Automated IP
Management
Process
10/9/2013
DC
Manage Intellectual
Property
Cycle Time
Di rect
Transfer of
documents
DC
Manage Intellectual
Property Cost
Integrate
Level 2: Configuration Level - Integrate
DC
Integrate
DC
I1 Integrate
Product
Refresh
I1
10/9/2013
DC
I2 Integrate
New
Product
I2
DC
I3 Integrate
New
Technology
I3
DC
EI Enable
Integrate
EI
DC
I1 Integrate
Product
Refresh
I1
DC
DC
I1.1
10/9/2013
I1.2 : Integrate
New Product
I1.2
DC Validate Design
I1.3
DC
I1.4 Pilot
Desi gn
I1.4
DC
I1.5 Package
Product
I1.5
DC
I1.6 Release
Product
I1.6
RESPONSIVENESS
DC
Integrqate design
change Cycle
Time
RESPONSIVENESS
DC
Number of
changes per
Product Design
RESPONSIVENESS
DC
Integrate
Cycl e
Time
RELIABILITY
DC
DC
I1 Integrate
Product
Refresh
I1
Perfect
Product
Design
FLEXIBILITY
DC
Number of
product
designs
FLEXIBILITY
DC
Product Design
Cycle Time
COST
DC
Total Design
Chain Cost
COST
DC
10/9/2013
Integrate
Total
Cost
DC
Business
Rules
EI.1
DC
RESPONSIVENESS
Product
Requirements
Receive &
DC Validate Request
Cycle Time
DC
Validated
Request
DC
COST
I1.2
DC
I1.1
Systematic
Method for management
of Requirements
and requests
Single data
source for decision
support and
business rules
DC
DC
10/9/2013
Receive &
Validate
Request Cost
Data accesibility
across the
enterprise
DC
Integrate
Plan
RESPONSIVENESS
PI.4
DC
Validated
Request
DC
I1.1
DC
Decomposed
Request
DC
I1.2 : Integrate
New Product
I1.3
DC
COST
I1.2
Integrate
Schedule
PI.3
DC
Systemati c
Method
for management
of Requi rements
and requests
Decompose
Request Cost
Single data
source for decision
DC support and
busi ness rules
DC
10/9/2013
Decompose
Request
Cycl e Time
Data
accesibility
across the
enterprise
Description/Definition: The process of identifying, obtaining and validating offthe-shelf designs against the product refresh specifications
DC
Decomposed
Request
I1.2
DC
Design
Specifications
D1.5
DC
RESPONSIVENESS
Research
Specifications
Obtain &
DC Validate Design
R1.4
DC
Validated
Design
Cycle Time
I1.4
DC
I1.3
DC
Research
Requirements
R1.4
DC
COST
DC Validate Design
Design
Requirements
Systematic
Method for management
of Requi rements
and requests
Single data
source for decision
support and
business rules
DC
D1.5
DC
10/9/2013
Obtain &
Validate
Design Cost
Data accesibility
across the
enterprise
DC
Validated
Desi gn
I1.3
DC
RESPONSIVENESS
Feedback from
Customer
DC
DC
Pilot
Desi gn
DC
I1.5
I1.4 Pilot
Design
COST
I1.4
DC
Systemati c
Method for management
DC of Requi rements
and requests
DC
10/9/2013
Desi gn
Pilot
Pilot Design
Cycl e Time
Pilot
Design
Cost
Single data
source for decision
DC support and
busi ness rules
DC
Data accesibility
across the
enterprise
DC
RESPONSIVENESS
Pilot
Design
DC
I1.4
DC
Product
Release
DC
I1.5 Package
Product
I1.6
EI.3
COST
I1.5
DC
Product
DC Documentation
Package Product
Cycle Time
Package
Product
Cost
Accurate and
DC
approved process
plans/specifications
Reduce non-value
added paperwork
DC
while still measuring
process metrics
Accurate, batch/
configuration records
DC
for warranty,
regulatory tracking
Automatic label
DC
and seal
verification
Packaging operation
is an integral
DC
part of the overall
production process
Minimize operator
DC
induced errors
10/9/2013
DC
RESPONSIVENESS
Product
Release
DC
I1.5
DC
Product
Specifications
DC
I1.6
Accurate, batch/
configuration records
DC for warranty,
regul atory tracking
DC
10/9/2013
COST
I1.6 Release
Product
to Supply Chain
Release
Product
Cycle Time
DC
Release
Product
Cost
Automated notification
of laboratory
DC regarding sample
availability
Revi ew batch
records by
exception
DC
I1.2 : Integrate
New Product
I1.2
DC
DC
I2.1
10/9/2013
I2.2
Decompose
Request
I2.2
DC
I2.3
Distribute
Requirements
I2.3
DC
I2.4
Receive &
Validate
Design
I2.4
DC
I2.5
Pilot
Design
I2.5
DC
I2.6
Package
Product
I2.6
DC
I2.7
Release
Product
I2.7
RESPONSIVENESS
DC
Fi rst to deliver
new idea to
market
RESPONSIVENESS
DC
Integrqate
design change
Cycle Time
RESPONSIVENESS
DC
Number of
"fri st to market"
product
introductions
RESPONSIVENESS
Number of changes
RESPONSIVENESS
DC
DC
RESPONSIVENESS
Integrate
New
Product
I2
Prototyping and
Integrated
Design System
DC
(RAPIDS)
Number of new
product
introductions
DC
Product Design
Change Cycle
Time
RESPONSIVENESS
DC
DC
Integrate
Cycle Time
RELIABILITY
Build Sequence
DC Work Packages
DC
Perfect
Product
Design
FLEXIBILITY
DC
Product Design
Cycle Time
FLEXIBILITY
Number of
COST
DC
Integrate
Total
Cost
COST
DC
Total Design
Chain Cost
ASSETS
DC
Trade Secrets
per product
ASSETS
DC
Trade Secrets
per project
ASSETS
DC
Patents per
product
ASSETS
DC
10/9/2013
Patents per
project
DC
Busi ness
Rul es
EI.1
DC
Product
Requi rements
RESPONSIVENESS
DC
DC
Validated
Request
I2.2
DC
Recei ve &
Validate
Request
Cycl e Time
COST
I2.1
Recei ve &
DC Validate Request
Cost
Product Data
Management
& Electronic
DC
Document Management
10/9/2013
DC
EDI to send
and receive
technical
information
DC
Validated
Request
I2.1
DC
RESPONSIVENESS
Integrate
Plan
DC
PI.4
DC
Decomposed
Request
I2.3
DC
Integrate
Schedule
PI.3
10/9/2013
DC
I2.2
Decompose
Request
Decompose
Request
Cycl e Time
COST
I2.2
DC
Decompose
Request Cost
Product Data
Management &
DC
El ectroni c Document
Management
DC
Decomposed
Request
RESPONSIVENESS
I2.2
DC
DC
Validated
Design
I2.4
DC
I2.3
Distribute
Requirements
COST
I2.3
DC
Design
Requirements
D2.1
DC
DC
Distribute
Requirements
Cycle Time
Distribute
Requirements
Cost
Product Data
Management
& Electronic
DC
Document Management
Research
Requirements
R2.1
10/9/2013
DC
Validated
Desi gn
I2.3
DC
Desi gn
Specifications
D2.6
DC
RESPONSIVENESS
Research
Specifications
Obtai n &
DC Validate Design
R2.5
DC
Validated
Desi gn
Cycl e Time
DC
I2.5
10/9/2013
COST
I2.4
Receive &
Validate
Desi gn
Obtai n &
DC Validate Design
I2.4
Cost
Systemati c
Method for management
DC of Requi rements
and requests
Single data
source for decision
DC support and
busi ness rules
Product Data
Management
& Electronic
DC
Document Management
DC
Data accesibility
across the
enterprise
DC
RESPONSIVENESS
Validated
Design
DC
Pilot Design
Cycle Time
I2.4
DC
RESPONSIVENESS
Feedback from
Customer
DC
DC
Pilot
Design
DC
I2.6
I2.5
Pilot
Desi gn
COST
I2.5
Systemati c
Method for management
DC of Requirements
and requests
DC
10/9/2013
Design
Pilot
Package
Product
Cycle Time
DC
Single data
source for decision
support and
business rules
COST
DC
Data accesibility
across the
DC
enterprise
Pilot
Design
Cost
DC
Package
Product
Cost
DC
Pilot
Design
RESPONSIVENESS
I2.5
DC
DC
Packaged
Product
DC
I2.6
Package
Product
I2.7
COST
I2.6
Product
DC Documentation
EI.3
DC
Up-to-date shop packet/
specification for
DC
each unique production
DC
event/demand
Design/upgrade
production equipment
DC
to maximize flexibility
Reduce non-value
added paperwork
Automatic label
and seal
DC
verification
Package Product
Cycle Time
Package
Product
Cost
Paperless
production
control
Accurate and
DC approved process
plans/specifications
Accurate, batch/
configuration records
for warranty,
regul atory tracking
DC
Packaging operation
is an integral
DC part of the overall
production process
Minimize operator
DC i nduced errors
10/9/2013
DC
Packaged
Product
RESPONSIVENESS
I2.6
DC
DC
Product
Specifications
DC
I2.7
Accurate, batch/
configuration records
DC for warranty,
regulatory tracking
DC
10/9/2013
COST
I2.7
Release
Product
to Supply Chain
Release
Product
Cycle Time
DC
Release
Product
Cost
Automated notification
of laboratory
DC regarding sample
availability
Review batch
records by
exception
I3 Integrate
New
Technology
I3
DC
I3.1
Recei ve &
Validate
Request
DC
I3.2
Decompose
Request
I3.1
10/9/2013
I3.2
DC
I3.3
Di stribute
Requi rements
I3.3
DC
I3.4
Receive &
Validate Design
I3.4
DC
I3.5
Establ i sh
Execution
Processes
I3.5
DC
I3.6
Pilot
Desi gn
I3.6
DC
I3.7
Package
Product
I3.7
DC
I3.8
Release
Product
I3.8
RESPONSIVENESS
DC
FLEXIBILITY
First to deliver
new idea to
market
Number of
FLEXIBILITY
RESPONSIVENESS
Product Desi gn
DC
COST
RESPONSIVENESS
DC
Integrqate design
change
Cycl e Time
DC
Number of
"first to market"
product i ntroductions
RESPONSIVENESS
DC
Number of
changes per
Product Desi gn
RESPONSIVENESS
DC
Number of
new product
introductions
RESPONSIVENESS
DC
Integrate
Cycl e Time
RELIABILITY
DC
Perfect
Product
Design
10/9/2013
Integrate
Total Cost
COST
RESPONSIVENESS
DC
Product Design
Cycl e Time
DC
Integrate
New
Technology
I3
DC
Total Design
Chai n Cost
ASSETS
DC
Patents
per product
ASSETS
DC
Trade Secrets
per product
ASSETS
DC
Trade Secrets
per project
ASSETS
DC
Patents
per project
DC
Business
Rules
EI.1
DC
RESPONSIVENESS
Product
Requirements
Receive &
DC Validate Request
Cycle Time
DC
Validated
Request
DC
I3.2
DC
I3.1
Product Data
Management
& Electronic
DC
Document Management
10/9/2013
COST
I3.1
Receive &
Validate
Request
DC
Receive &
Validate
Request Cost
EDI to send
and receive
technical
information
DC
Validated
Request
I3.1
DC
RESPONSIVENESS
Integrate
Plan
DC
PI.4
DC
Decomposed
Request
I3.3
DC
Integrate
Schedule
PI.3
10/9/2013
DC
COST
I3.2
Decompose
Request
I3.2
Decompose
Request
Cycle Time
DC
Decompose
Request
Cost
Product Data
Management &
DC
Electronic Document
Management
DC
Decomposed
Request
RESPONSIVENESS
I3.2
DC
DC
Di stri buted
Requi rements
I3.4
DC
I3.3
Distri bute
Requi rements
COST
I3.3
DC
Design
Requi rements
D2.1 D3.1
DC
DC
Distribute
Requirements
Cycle Time
Distribute
Requirements
Cost
Product Data
Management
& Electronic
DC
Document Management
Research
Requi rements
R3.1
10/9/2013
DC
Distributed
Requirements
I3.3
DC
Design
Specifications
RESPONSIVENESS
D2.6 D3.7
DC
Research
Specifications
Obtain &
DC Validate Design
Cycle Time
R3.7
DC
Validated
Design
I3.5
DC
I3.4
Receive &
Validate Design
COST
I3.4
DC
Obtain &
Validate
Desi gn Cost
Product Data
Management
& Electronic
DC
Document Management
10/9/2013
DC
RESPONSIVENESS
Validated
Design
DC
I3.4
DC
Execution
Processes
I3.6
DC
COST
I3.5
Establish
Execution
Processes
I3.5
Establish
Execution
Process Cycle
Time
DC
Establish
Execution
Process Cost
Product Data
Management &
DC
Electronic Document
Management
10/9/2013
DC
Execution
Processes
RESPONSIVENESS
I3.5
DC
DC
Feedback from
Customer
DC
Design
Pilot
DC
I3.7
Systemati c
Method for management
and requests
DC
10/9/2013
COST
I3.6
Pilot
Design
DC
I3.6
DC of Requi rements
Desi gn
Pilot
Pilot Design
Cycl e Time
Pilot
Design
Cost
Single data
source for decision
support and
busi ness rules
DC
DC
Data accesibility
across the
enterprise
DC
RESPONSIVENESS
Pilot
Design
DC
I3.6
DC
Packaged
Product
DC
Product
DC Documentation
COST
I3.7
Package
Product
I3.8
DC
I3.7
Up-to-date shop packet/
specification for
DC
each unique production
event/demand
Package
Product
Cycle Time
DC
Package
Product
Cost
Paperl ess
production
control
EI.3
Design/upgrade
Accurate and
production equipment
DC
DC approved process
Reduce non-value
added paperwork
DCwhil e still measuring
process metrics
Accurate, batch/
configuration records
DC for warranty,
regulatory tracking
Automatic label
and seal
DC
verification
Packaging operation
is an integral
DC part of the overall
producti on process
to maximize flexibility
plans/specifications
Minimize operator
DC induced errors
10/9/2013
DC
Packaged
Product
RESPONSIVENESS
I3.7
DC
DC
Product
Specifications
DC
I3.8
Accurate, batch/
configuration records
DC for warranty,
regulatory tracking
DC
10/9/2013
COST
I3.8
Release
Product
D2.1 D3.1
Release
Product
Cycl e Time
DC
Release
Product
Cost
Automated notification
of laboratory
DC regarding sample
availability
Revi ew batch
records by
exception
EI Enable
Integrate
DC
EI
DC
EI.1 Manage
Integrate
Busi ness
Rules
DC
EI.2 Manage
Integrate
Performance
EI.1
10/9/2013
EI.2
DC
EI.3 Manage
Integrate
Information
EI.3
DC
EI.4 Manage
Product
Life Cycle
EI.4
DC
EI.5 Manage
Integrate
Capital
Assets
EI.5
DC
EI.6 Manage
Integrate
Knowledge
Transfer
EI.6
DC
EI.7 Manage
Integrate
Network
EI.7
DC
EI.8 Manage
Integrate
Regulatory
Compliance
EI.8
PROCESS ELEMENTS--Integrate
EI.1 Manage Integrate Business Rules: Process Element
DC
DC
Business
Rules
RESPONSIVENESS
Integrate
Regulatory
Compliance
DC
RESPONSIVENESS
EI.8
DC
Manage
Integrate
Performance
DC
EI.1 Manage
Integrate
Business
Rules
EI.2
DC
DC
DC
Enterprise
DC Level Policies
planning processes
10/9/2013
Number of
Busi ness Rule
Changes
COST
EI.1
Business
Rules
I1.1
Manage Integrate
Busi ness
Rul es Cycle Time
Manage Integrate
Business Rules
Cost
Enterprise level
DC spend analysis
Collaborative review,
agreement
of business rules
DC
prior to execution
DC
Manage
Integrate
Information
RESPONSIVENESS
EI.3
DC
Manage
Integrate
Performance
DC
COST
EI.1
DC
Manage Integrate
Performance
Cycl e time
Manage
Integrate
Performance
DC
EI.2 Manage
Integrate
Performance
EI.7
Manage Integrate
DC Performance Cost
EI.2
Performance
expectations and
DC implemented
clearly communicated
Desi gn performance
dataDC
is collected, analyzed, reporte
online
Comparati ve analysis
of design performance
DC
i s used in
research deci si ons
DC
10/9/2013
and measured
Continuous
Improvement i s
DCmeasured through
the performance
review
DC
Assess
Performance
Lean and
Si x Sigma
DC
Manage
Integrate
Knowledge
Transfer
Responsiveness
EI.6
DC
Product
DC Documentation
COST
I1.5
DC
Execution
Data
Manage Integrate
Information
Cycle Time
DC
EI.3 Manage
Integrate
Information
Manage Integrate
DC Information Cost
EI.3
DC
DC
Manage
Integrate
Information
EI.2
Manage
Integrate
Knowledge
Transfer
EI.6
10/9/2013
Collaborative
DCPlanning - Integrate
information
Single data
source for decision
DC support and
business rules
RESPONSIVENESS
DC
DC
Life
Cycle
Plan
Product Lifecycle
Management
Cycl e Time
COST
DC
EI.4 Manage
Product
Life Cycle
DC
Manage Integrate
Inventory Cost
EI.4
Real time
DC Data on current
status
10/9/2013
DC
PLCM
RESPONSIVENESS
DC
Manage
Integrate
Network
DC
COST
EI.7
DC
DC
Removal
DC of Obsolete
Capital Assets
DC
Alignment of strategic/
busi ness plans with
DClong-term capacity/
resource pl ans
DC
Manage Integrate
Capital Assets
Cost
ASSETS
EI.5 Manage
Integrate
Capital
Assets
EI.5
10/9/2013
Manage Integrate
Asset
Cycle time
Facility &
Equipment
Environment
Integrate Fixed
Asset Val ue
ASSETS
DC
Return on Design
Chain Assets
DC
Knowledge
Management
Plan
DC
Manage
Integrate
Knowledge
Transfer
RESPONSIVENESS
Manage
Integrate
COST
EI.3
DC
Knowledge
Management
Schedule
DC
Manage
Research
Knowledge
Transfer
DC
EI.6 Manage
Integrate
Knowledge
Transfer
Manage Integrate
EI.6
EI.3
DC
Integrated
Knowledge
System
DCChain Visualization
(vi a Internet)
Automated
DC Documentation
Capture and
DCmaintain categorized
specific data
10/9/2013
DC
Measurement of
Performance
El ectronic Information
Exchanges throughout
DC
the Design Chain
Manage Information
across 100%
of desgin chain
DC
Internet Pooling
(Electroni c brokerage
of research
and or design)
DC
DC
Manage
Integrate
Performance
RESPONSIVENESS
EI.2
DC
DC
Integrate
Plan
COST
PI.4
DC
Manage
Integrate
Network
DC
EI.5
EI.7 Manage
Integrate
Network
DC
Manage Integrate
Network Cost
EI.7
Digi tal Product
and Digital
DC Exchanges
Exchanges
10/9/2013
Manage
integrate
Network
Cycle Time
DC
Concurrent
Design
DC
Evaluate
Integrate
network
for duplicates
DC
Input from
Legal
Processes
RESPONSIVENESS
Manage Integrate
Regulatory
DC
Compliance
Cycl e time
COST
DC
Integrate
Regulatory
Compliance
DC
EI.8 Manage
Integrate
Regulatory
Compliance
EI.1
DC
Manage Integrate
Regulatory
Compl iance Cost
EI.8
DC
Documents
generated
automatically
Direct connection
to Regulatory
DCBodies or Regulatory
Services
DC
Di rect Transfer of
documents
DCrequirements during
Assessing export/import
product development
Direct connection
to Regulatory
Bodies or
Regulatory Services
10/9/2013
Amend
Description/Definition: Process Categories Comprising Amend
DC
Amend
A
DC
A1 Amend
Product
Fallout
A1
10/9/2013
DC
A2 Amend
Deficient
Product
A2
DC
A3 Amend
Product
Specs
A3
DC
EA Enable
Amend
EA
DC
A1.1 Receive
and Validate
Issue
A1.1
10/9/2013
DC
A1.2
Decompose
Issue
A1.2
A1 Amend
Product
Fallout
DC
A1.3
Di stri bute
Issue
A1.3
DC
A1.4 Publ i sh
Advi sory
(ECN)
A1.4
PROCESS ELEMENTS--Amend
A1 Amend Product Fall Out: Process Element
RESPONSIVENESS
DC
Amend
Cycle
Time
RESPONSIVENESS
DC
A1 Amend
Product
Fallout
A1
DC
RESPONSIVENESS
DC
Productengineering
DC Data Management
Software
Amend Product
Fallout Cycle
Time
Number of
changes per
Product Desi gn
FLEXIBILITY
Number of post-
DC release Product
Design Changes
COST
DC
Amend Product
Fallout Total
Cost
COST
DC
10/9/2013
Total
Amend
Cost
DC
Conformance
Issue
EA.3
DC
RESPONSIVENESS
Busi ness
Rul es
Recei ve &
DC Validate Request
EA.1
DC
Validated
Issue
Cycl e Time
DC
A1.1 Receive
and Validate
Issue
A1.2
DC
DC
Amend
Schedule
PA.3
10/9/2013
COST
DC
Recei ve &
Validate
Request Cost
Productengineering
Data Management
Software
DC
Validated
Issue
RESPONSIVENESS
A1.1
DC
DC
Decomposed
Issue
A1.3
DC
COST
A1.2
Decompose
Issue
A1.2
Decompose
Issue Cycle
Time
DC
Decompose
Issue
Cost
Productengineering
DC Data Management
Software
10/9/2013
DC
Decomposed
Issue
A1.2
DC
DC
RESPONSIVENESS
Input from
Appropriate
Design Chain
(executio...
Distributed
Issue
DC
DC
DC
Engineering
Change
Order
10/9/2013
COST
A1.3
Distribute
Issue
DC
A1.4
Decompose
Issue Cycl e
Time
Decompose
Issue
Cost
Productengineering
DC Data Management
Software
Description/Definition: The process of communicating an advisory of the shortterm actions and estimated completion schedule for the ECN. This can include
build and/or ship holds customer notification, website posting, etc.
DC
Distributed
Issue
RESPONSIVENESS
A1.3
DC
COST
DC
Engineering
Change
Notice (ECN)
EA.3
DC
A1.4 Publi sh
Advisory
(ECN)
DC
A1.4
Productengineering
DC Data Management
Software
10/9/2013
A2 Amend
Deficient
Product
A2
DC
A2.1 Obtain
Deficiency
Information
DC
A2.1
10/9/2013
A2.2
Validate
Issue
A2.2
DC
A2.3
Decompose
Issue
A2.3
DC
A2.4
Di stri bute
Issue
A2.4
DC
A2.5
Publ ish
Advi sory
A2.5
RESPONSIVENESS
DC
Amend
Cycle
Time
RESPONSIVENESS
DC
Amend Deficient
Product Cycle
Time
RESPONSIVENESS
DC
DC
A2 Amend
Deficient
Product
A2
Number of
changes per
Product Design
FLEXIBILITY
Number of post-
DC release Product
Design Changes
Productengineering
DC Data Management
Software
Automatic material
DC Review & corrective
Action systems
COST
DC
Amend Deficient
Product Total
Cost
COST
DC
10/9/2013
Total
Amend
Cost
DC
Product
Quality
Issue
COST
EA.3
Obtain Deficiency
DC Information Cost
DC
Product
Deficiency
Information
DC
A2.1 Obtain
Deficiency
Information
FLEXIBILITY
Obtain Deficiency
DC Information Cycle
A2.2
Time
Productengineering
DC Data Management
Software
10/9/2013
DC
Product
Deficiency
Information
A2.1
DC
COST
Business
Rules
DC
Validate
Issue Cost
EA.1
DC
Validated
Issue
DC
A2.2
Validate
Issue
DC
A2.3
DC
Amend
Schedule
PA.3
10/9/2013
FLEXIBILITY
DC
Validate Issue
Cycle Time
Productengineering
Data
Manageme...
DC
Validated
Issue
COST
A2.2
DC
DC
Decomposed
Issue
A2.4
DC
A2.3
Decompose
Issue
A2.3
Decompose
Issue Cost
RESPONSIVENESS
DC
Decompose
Issue
Cycl e Time
Productengineering
DC Data Management
Software
10/9/2013
DC
Decomposed
Issue
A2.3
DC
Input from
Appropriate
Desi gn Chai n
(executio...
DC
Busi ness
Rules
COST
DC
Decompose
Issue Cost
EA.1
DC
Di stributed
Issue
A2.5
DC
Output to
Appropriate
Desi gn Chai n
(execution...
DC
A2.4
Di stri bute
Issue
A2.4
RESPONSIVENESS
DC
Decompose
Issue
Cycl e Time
Productengineering
DC Data Management
Software
10/9/2013
Description/Definition: The process of communicating an advisory of the shortterm actions and estimated completion schedule for the ECN. This can include
build and/or ship holds customer notification, website posting, etc.
DC
Distri buted
Issue
COST
A2.4
DC
DC
Engineering
Change
Notice (ECN)
DC
A2.5
Publ ish
Advi sory
(ECN)
FLEXIBILITY
DC
EA.3
Productengineering
DC Data Management
Software
10/9/2013
A3 Amend
Product
Specs
A3
DC
A3.1 Obtain
Specification
Information
A3.1
10/9/2013
DC
A3.2
Validate
Issue
A3.2
DC
A3.3
Decompose
Issue
A3.3
DC
A3.4
Distribute
Issue
A3.4
DC
A3.5
Publ ish
SCO
A3.5
RESPONSIVENESS
DC
Amend
Cycl e
Time
RESPONSIVENESS
DC
Amend
Specification
Cycl e
Time
FLEXIBILITY
A3 Amend
Product Specs
DC
COST
A3
Productengineering
DC Data Management
Software
DC
Amend
Specification
Total Cost
COST
DC
10/9/2013
Number of
Specification
Changes
Total
Amend
Cost
DC
Issue
EA.3
DC
Busi ness
Rul es
RESPONSIVENESS
EA.1
Recei ve &
DC Validate Request
DC
Specification
Information
DC
A3.2
DC
Cycl e Time
A3.1 Obtain
Specification
Information
COST
A3.1
DC
Recei ve &
Validate
Request Cost
Amend
Schedule
PA.3
Electronically
10/9/2013
Productengineering
DC Data Management
Software
DC
Specification
Information
RESPONSIVENESS
A3.1
DC
DC
Validated
Issue
DC
A3.3
Electronically
DC Track Specifications
and Changes
10/9/2013
A3.2
Validate
Issue
A3.2
Decompose
Issue Cycle
Time
COST
DC
Decompose
Issue
Cost
Productengineering
DC Data Management
Software
DC
Validated
Issue
A3.2
DC
RESPONSIVENESS
Input from
Appropriate
Design Chain
(executio...
DC
DC
Decomposed
Issue
DC
A3.4
Electronically
DC Track Specifications
and Changes
10/9/2013
COST
A3.3
Decompose
Issue
DC
A3.3
Decompose
Issue Cycl e
Time
Decompose
Issue
Cost
Productengineering
DC Data Management
Software
DC
Decomposed
Issue
RESPONSIVENESS
A3.3
DC
DC
Distri buted
Issue
DC
A3.4
Distribute
Issue
A3.5
A3.4
Publish SCO
Cycle
Time
COST
DC Publ ish SCO Cost
Electronically
DC Track Specifications
and Changes
10/9/2013
Review
Specification
DC change frequency
and cycle time
trends
DC
Distri buted
Issue
RESPONSIVENESS
A3.4
DC
DC
Specification
Change
Order (SCO)
DC
EA.3
A3.5
Publ ish
SCO
A3.5
Electronically
DC Track Specifications
and Changes
10/9/2013
SCO Cycle
Time
COST
DC
SCO Cost
Productengineering
DC Data Management
Software
DC
EA Enable
Amend
EA
DC
EA.1 Manage
Amend Busi ness
Rul es
Processes
EA.1
DC
EA.2 Manage
Amend
Performance
EA.2
10/9/2013
DC
EA.3 Manage
Amend
Information
EA.3
DC
EA.4 Manage
Product
Life Cycle
EA.4
DC
EA.5 Manage
Integrate
Capi tal Assets
EA.5
DC
EA.6 Manage
Amend
Knowledge
Transfer
EA.6
DC
EA.7 Manage
Amend
Network
EA.7
DC
EA.8
Manage Amend
Regulatory
Compliance
EA.8
RELIABILITY
DC
Design Chain
FTE per
Produc...
COST
DC
DC
EA Enable
Amend
EA
Total
Amend
Cost
COST
DC
Enable Amend
Total Cost
ASSETS
DC
10/9/2013
Design Chain
Fixed Asset
Value
DC
RESPONSIVENESS
Business
Rules
DC
DC
Manage
Amend
Regulato...
RESPONSIVENESS
EA.8
DC
Business
Rules
DC
EA.1 Manage
Amend Business
Rules
Processes
A2.2 A3.1
DC
Manage
Amend
Busine...
EA.2
10/9/2013
Manage Plan
Business
Rules Cycl...
EA.1
Number of
DC Business Rule
Changes
COST
Enterprise Level
Policies
DC
with local
Execution
DC
Enterprise level
spend analysis
DC
Long term
supplier
agreements/part
nerships
DC
Collaborative
review,
agreement of
business rul...
DC
Integrated
business
and design
chai...
DC
Electronic
Sourcing
and Negotiation
(E-Business)
Manage Amend
DC Business Rules
Cost
DC
Manage
Amend
Information
RESPONSIVENESS
EA.3
Manage Amend
Business
DC
Rules/Performanc
e
DC
COST
EA.1
DC
Manage
Amend
Network
DC
EA.2 Manage
Amend
Performance
DC
Manage Amend
Performance Cost
EA.2
EA.7
Performance
expectations
DC and business
Cost reduction
and/or
DC cost avoidance
rules ar...
Research
performance
DC data is collected,
are identified...
DC
Continuous
Improvement
is measured
through th...
DC
Assess
Performance
analyzed...
10/9/2013
Manage Design
Chain
Performance
Cycle time
DC
Comparative
analysis of
research
performance ...
DC
Lean and
Si x Sigma
Specification
Change Order
(SCO)
A3.5
DC
Manage
Amend
Information
EA.6
DC
Engineeing
Change
Notice (ECN)
RESPONSIVENESS
A1.4 A2.5
DC
DC
DC
Product
Quality
Issue
COST
Manage
Amend
Performance
DC
ER.3 Manage
Amend
Information
EA.2
DC
Execution
Data
Manage
Amend
Information
EA.6
DC
DC
Manage Amend
Information
Cost
EA.3
DC
DC
Manage
Information
Cycle Time
Collaborative
Planning Design
information
DC
Single data
source for
decision
support a...
Data accesibility
across
DC
the enterprise
fo...
Product
Quality
Issue
A2.1
Issue
10/9/2013
RESPONSIVENESS
DC
DC
Life
Cycl e
Plan
COST
DC
Real time
DC Data on current
status
DC
10/9/2013
Product Lifecycle
Management
Cycl e Time
EA.4 Manage
Product
Life Cycle
DC
DC
Manage Amend
Inventory Cost
Producibility
Revi ews
PLCM
RESPONSIVENESS
DC
Manage
Amend
Capital Assets
DC
Manage Design
Chain
Asset
Cycle time
COST
EA.7
DC
DC
EA.5 Manage
Integrate
Capital Assets
Cross Functional
Teams
DC to execute and
10/9/2013
Removal
of Obsolete
Capital Assets
COST
Alignment of
strategic/
DC
Manage Amend
Capital Assets
Cost
DC business plans
develo...
DC
Amend Fixed
Asset Val ue
wit...
DC
Facility &
Equipment
Environment
DC
Knowledge
Management
Plan
DC
Manage
Amend
Information
COST
EA.3
DC
Manage
Amend
Information
EA.6 Manage
DC Amend Knowledge
Transer
EA.3
DC
Manage Amend
Knowledge
Transfer Cost
EA.6
Integrated Order
DC Management, WMS
and TMS
Analysis of all
orders and
shipments:
DC
Logisti cs, Product,
Cost...
Appoi ntment
Scheduling
DC for Pi ckup, Delivery
of Customer
Shi pments
DC
Real time
Optimized
Real time
Selection
El ectronic
Information
Exchanges
DC
throughout
the Design Chain
Manage Information
DC across 100% of
desgin chain
Measurement
of
Performance
DC
Automated
Documentation
DC
Capture and
maintain
categorized
specific data
Internet Pooling
(Electronic
brokerage
DC
of research and or
design)
10/9/2013
DC
Manage
Amend
Network
RESPONSIVENESS
EA.2
DC
DC
Amend
Plan
Manage
Research
Network
Cycle Time
COST
Manage
DC Amend Capital
Assets
EA.5
10/9/2013
DC
EA.7 Manage
Amend
Network
DC
Manage Amend
Network Cost
EA.7
DC
Input from
Legal
Processes
DC
Input from
Finance,
Tax & Treasury
Processes
RESPONSIVENESS
Manage Design
Chain
Regulatory
Complianc...
COST
DC
Manage
Amend
Regulatory
Compliance
DC
EA.1
DC
DC
Manage Amend
Regulatory
Compl iance Cost
EA.8
Documents
generated
automatically
Direct Transfer of
DC
documents
10/9/2013
EA.8 Manage
Amend
Regulatory
Compliance
Direct connection
to Regulatory
Bodi es or
DC
Regulatory
Services
Assessi ng
export/import
DC requirements during
product
development
Description/Definition
A1 Amend Product
Fallout
A1
The activities associated with receiving, logging (an ECO) and validating the fall out
issue. This process is triggered by supply chain or customer chain performance
monitoring processes (make yield, source availability, on-site assist failure etc).
A1.1
The process of reviewing the issue, duplicating the issue and identifying and
documenting the root cause. This includes reproducing the issue in a laboratory or
monitoring manufacturing processes and environmental influences and testing of
alternative scenarios
A1.2
The activity of approving and transferring the ECO to the Integrate process
A1.3
A1.4
The activities associated with logging (an ECO) and validating the product deficiency
A2.2
The process of reviewing the issue, duplicating the issue and identifying and
documenting the root cause. This may include obtaining a sample product and
reproducing the issue in a laboratory and testing of alternative scenarios
A2.3
The activity of approving and transferring the ECO to the Integrate process. This
includes the disposal of the products used for reproducing the issue. And receiving
and validating the resolution information (ECN)
A2.4
A2.5
A3 Amend Product
Specs
A3
The activities associated with logging (an SCR) and validating the specification
deficiency
A3.2
A3.3
A3.5
A2 Amend Deficient
Product
A2.1 Obtain Deficiency
Information
A3.1 Obtain
Specification Information
Process Name
10/9/2013
A2
A2.1
A3.1
A3.4
D1.1
Description/Definition
D1.2
D1.3
D1.4
The process of obtaining receiving, logging and validating a request for a design,
obtaining approval and releasing design information (specifications) to the
Integration process.
The series of activities to receive validate and decompose the design requests.
D1.5
D2.2
D2.4
D2.5
D2.6
The series of activities to receive validate and decompose the design requests.
D3.1
D3.2
D3.4
D3.6
D3.7
EA Enable Amend
EA
The process of establishing, maintaining, and enforcing decision support criteria for
Amend planning and execution which translate to rules for conducting business, i.e.
developing and maintaining service levels, given service requirements by design
chain stakeholders and partners. Business rules align Amend process policies with
business strategy, goals, and objectives
EA.1
Process Name
Description/Definition
10/9/2013
D2.1
D2.3
D3.3
D3.5
The process of establishing, maintaining, and enforcing decision support criteria for
Amend planning and execution which translate to rules for conducting business, i.e.
developing and maintaining service levels, given service requirements by design
chain stakeholders and partners. Business rules align Amend process policies with
business strategy, goals, and objectives
EA.1
EA.2
EA.2
EA.3
The process of defining and maintaining the status of products/services during the
total life of a product. This includes establishing processes and maintenance of
status information of products
EA.4
The process of defining capacity requirements and utilization and then acquiring,
maintaining and dispositioning an organization's capital assets as part of the overall
Amend process
EA.5
The process of defining a Amend knowledge transfer strategy and maintaining the
information, which characterizes total Amend knowledge management requirements
EA.6
The process of defining and maintaining the information about the Amend design
chain network for a group of similar or complimentary products through their full life
cycle, including the evaluation of market need, product realization (development,
introduction and production), product discontinuation, and after-market support
EA.7
The process of identifying and complying with regulatory documentation and process
standards set by external entities (i.e. government, trade officials, etc.) when
planning for Amend
EA.8
The process of establishing, maintaining, and enforcing decision support criteria for
Design planning and execution which translate to rules for conducting product and
process design, i.e. developing and maintaining internal and external customer
standards of Design processes such as service levels, given service requirements
by design chain stakeholders and partners. Business rules align Design process
policies with business strategy, goals, and objectives.
The process of measuring actual Design process performance against internal
and/or external standards to develop and implement a course of action to achieve
targeted performance levels.
ED.1
ED.3
The process of defining and maintaining the status of products/services during the
total life of a product. This includes establishing processes and maintenance of
status information of products
The process of acquiring, maintaining and dispositioning Design's capital assets to
operate the Design processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Design equipment.
ED.4
The process of defining a Design knowledge transfer strategy and maintaining the
information, which characterizes total Design knowledge management requirements.
ED.6
The process of defining and maintaining the information about the Design network
for a group of similar or complimentary products through their full life cycle, including
the evaluation of market need, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes the
company's internal and external relationships.
ED.7
Process Name
Description/Definition
10/9/2013
ED.2
ED.5
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government, laboratory safety, hazardous
materials disposition, etc).
ED.8
ED.9 Manage
Intellectual Property
ED.9
The process of establishing, maintaining, and enforcing decision support criteria for
Integrate planning and execution which translate to rules for conducting product and
process integration, i.e. developing and maintaining internal and external customer
standards of Integrate processes such as service levels, given service requirements
by design chain stakeholders and partners. Business rules align Integrate process
policies with business strategy, goals, and objectives.
The process of measuring actual Integrate process performance against internal
and/or external standards to develop and implement a course of action to achieve
targeted performance levels.
EI.1
EI.3
The process of defining and maintaining the status of products/services during the
total life of a product. This includes establishing processes and maintenance of
status information of products.
The process of acquiring, maintaining and dispositioning Integrate's capital assets to
operate the integration processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Integrate equipment.
EI.4
The process of defining a Integrate knowledge transfer strategy and maintaining the
information, which characterizes total Integrate knowledge management
requirements.
EI.6
The process of defining and maintaining the information about the Integrate network
for a group of similar or complimentary products through their full life cycle, including
the evaluation of market need, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes the
company's internal and external relationships
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
EI.7
The process of establishing, maintaining, and enforcing decision support criteria for
design chain planning which translate to rules for conducting business, i.e.
developing and maintaining customer standards of an entire design chain such as
service levels, given service requirements by design chain stakeholders and
partners. Business rules align Plan process policies with business strategy, goals,
and objectives. This includes developing and enforcing compatibility, connectivity,
and interchangeability standards.
The process of measuring actual integrated design chain performance against
internal and/or external standards to develop and implement a course of action to
achieve targeted performance levels. Performance targets established for the
execution of design chain processes are reflected in the process elements for Plan,
i.e. cost, reliability, cycle time, responsiveness, assets, and innovativeness
EP.1
The process of collecting, integrating and maintaining the accuracy of design chain
execution information necessary to plan the balancing of design chain resources to
requirements at both the highest aggregate and lowest project/product planning
levels
EP.3
Process Name
Description/Definition
10/9/2013
EI.2
EI.5
EI.8
EP.2
The process of defining and maintaining the status of products/services during the
total life of a product. This includes establishing processes and maintenance of
status information of products
EP.4
EP.5
The process of defining a Design Chain knowledge transfer strategy and maintaining
the information, which characterizes total Design Chain knowledge management
requirements
EP.6
The process of defining and maintaining the information about the Design Chain
network for a group of similar or complimentary products through their full life cycle,
including the evaluation of product requirements, product realization (development,
introduction and production), product discontinuation, and after-market support. This
includes the company's internal and external relationships
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
EP.7
The process of revising the long-term Design Chain capacity and resource plans,
given the inputs from the strategic and business plans. This includes revision of not
only aggregate forecast and projections related to Design Chain, Research, Design,
and Integrate plans, but also business assumptions.
EP.9
ER Enable Research
ER
The process of defining and maintaining rules and work instructions for performing
research, establishing supplier relationships and evaluating materials.
ER.1
ER.2
ER.3
The process of defining and maintaining the status of products/services during the
total life of a product. This includes establishing processes and maintenance of
status information of products.
ER.4
ER.5
The process of defining a Research knowledge transfer strategy and maintaining the
information, which characterizes total Research knowledge management
requirements. This includes creation and maintenance of training materials, delivery
of training, and availability and accessibility of training and warranty information.
The process of defining and maintaining the supplier and research sources network
for specific materials/technologies/topics (no capital asset management).
ER.6
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
ER.8
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
I1.1
I1.2
The series of activities performed to create and validate a product pilot. The
processes associated with the validation of product performance to ensure
conformance to defined specifications and requirements. Examples are
manufacturing verification build, customer tests, etc
I1.4
Process Name
Description/Definition
10/9/2013
EP.8
ER.7
I1.3
I1.5
I1.6
I2.1
I2.3 Distribute
Requirements
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
The process of decomposing the requests and documenting the specifications of the
components (also known as conceptual design). This includes scheduling activities
and assigning resources.
The activity of transferring the decomposed requirements to the appropriate Design
or Research process.
The process of identifying, obtaining and validating new technology designs against
the product requirements and specifications
I2.4
The series of activities performed to create and validate a product pilot. The
processes associated with the validation of product performance to ensure
conformance to defined specifications and requirements. Examples are
manufacturing verification build, customer tests, etc
Activities associated with post-piloting product and process documentation, testing,
or certification required prior to releasing the product
I2.5
I2.7
I3.1
I3.3 Distribute
Requirements
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
The process of decomposing the requests and documenting the specifications of the
components (also known as conceptual design). This includes the scheduling of
activities and assigning resources.
The activity of transferring the decomposed requirements to the appropriate
Research process
The process of identifying, obtaining and validating new technology designs against
the product requirements and specifications
I3.4
The process of establishing, reviewing and/or modifying the activities, test criteria,
environmental requirements and disposition process for manufacturing or sourcing
of the product. New technology may require new work and safety instructions, relayout of cells and conveyors, etc. For manufacturing layout changes this process
links to Make Enable processes in the supply chain domain
The series of activities performed to create and validate a product pilot. The
processes associated with the validation of product performance to ensure
conformance to defined specifications and requirements. Examples are
manufacturing verification build, customer tests, etc
I3.5
I3.7
I3.8
I2
I3 Integrate New
Technology
Process Name
10/9/2013
I2.2
I2.3
I2.6
I3.2
I3.3
I3.6
I3
Description/Definition
PA.1
The process of identifying, prioritizing and considering all Amend resources of the
integrated design chain.
PA.2
The process of identifying and addressing the gaps between Amend requirements
and resources in order to determine the optimal utilization of Amend resources.
PA.3
The establishment and communication of Amend priorities, projects and time lines.
PA.4
PD.1
The process of identifying, prioritizing and considering all Design resources of the
integrated design chain
PD.2
The process of identifying and addressing the gaps between Design requirements
and resources in order to determine the optimal utilization of Design resources.
PD.3
The establishment and communication of Design priorities, projects and time lines.
PD.4
PI.1
The process of identifying, prioritizing and considering all Integrate resources of the
integrated design chain.
PI.2
The process of identifying and addressing the gaps between Integrate requirements
and resources in order to determine the optimal utilization of Integrate resources
PI.3
The establishment and communication of Integrate priorities, projects and time lines.
PI.4
The process of identifying, prioritizing and considering all sources of design chain
requirements for the integrated design chain.
PP.1
The process of identifying, prioritizing and considering all design chain resources of
the integrated design chain.
PP.2
The process of identifying and addressing the gaps between design chain
requirements and resources in order to determine the optimal utilization of design
chain resources.
The establishment and communication of design chain priorities, projects and time
lines.
PP.3
PR.1
The process of identifying, prioritizing and considering all Research resources of the
integrated design chain.
PR.2
The process of identifying and addressing the gaps between Research requirements
and resources in order to determine the optimal utilization of Research resources.
PR.3
PR.4
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed Research plan.
This includes the identification and validation of potential suppliers of materials or
technology.
The process and associated activities of ordering and receiving materials and
technology.
R1.1
R1.3
Process Name
Description/Definition
10/9/2013
PP.4
R1.2
R1.4
The process of authorizing payments and paying suppliers for product or services.
This process includes invoice collection, invoice matching and the issuance of
checks.
R1.5
The activities of receiving and logging Research requests and determining the
completeness of specifications and validity of the request. This includes
decomposition of the request.
R2.1
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed research
request. This includes the identification and validation of potential suppliers of
materials or technology.
The process and associated activities of ordering and receiving materials and
technology.
R2.2
R2.4
The process of authorizing payments and paying suppliers for product or services.
This process includes invoice collection, invoice matching and the issuance of
checks.
R2.6
The activities of receiving and logging Research requests and determining the
completeness of specifications and validity of the request. This includes
decomposition of the request.
R3.1
R3.2
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed research
request.
R3.3
The process and associated activities of ordering and receiving materials and
technology. This includes issuing/scheduling purchase orders, verification of
material/technology receipts, recording into inventory and transfer to laboratory or
other point of use.
The process of establishing the activities, test criteria, environmental requirements
and disposition process for verification of the material/technology.
R3.4
R3.6
The process of authorizing payments and paying suppliers for product or services.
This process includes invoice collection, invoice matching and the issuance of
checks.
R3.8
R3.5 Establish
Verification Process
10/9/2013
R2.3
R2.5
R3.5
R3.7
Input/Output
Amend
Plan
Amend
Requi rements
Amend
Schedule
Balanced Amend
Requirements
with
Resources
Balanced
Design Chain
Requirements
with Resources
Balanced Design
Requirements
with
Resources
Conformance
Issue
Decomposed
Issue
Decomposed
Request
Design
Busi ness
Rules
Design
Chain
Plan
Design
Chain
Requirements
Design
Chain
Resources
Design
Documentation
Design
Pilot
Design
Plan
Design Plan
and Request
Design
Requirements
Desi gn
Resources
Design
Schedule
Design
Specifications
Distributed
Issue
Di stributed
Requirements
Engineering
Change
Notice (ECN)
Engineering
Change
Order
Execution
Data
Execution
Processes
Feedback from
Customer
Finance
Tax &
Treasury
Processes
Financial Plan
from: Finance,
Tax
& Treasur...
Gathered
Amend
Requirements
Identified
Sources for
Technology
Input from
Appropriate
Desi gn Chai n
(executio...
Input from
Finance,
Tax & Treasury
Processes
Input from
Legal
Processes
Integrate
Plan
Integrate
Regulatory
Compliance
Integrate
Requirements
Integrate
Resources
Integrate
Schedule
Issue
Knowledge
Management
Plan
Knowledge
Management
Schedule
Legal
Processes
Life
Cycle
Plan
Manage
Amend Business
Rules/
Performance
Manage
Amend
Capital Assets
Manage
Amend
Information
Manage
Amend
Performance
Manage
Amend
Regulatory
Compliance
Manage
Design
Business
Rules
Manage
Design
Capital
Assets
Manage
Design
Chain
Configuration
Manage
Design Chain
Knowledge
Transfer
Manage
Design
Chain
Performance
Manage
Desi gn
Information
Manage
Design
Knowledge
Transfer
Manage
Desi gn
Network
Manage
Integrate
Information
Manage
Integrate
Knowledge
Transfer
Manage
Integrate
Network
Balanced
Integrate
Requirements
with Resources
Balanced
Research
Requirements
with Resources
Balanced
Research
Resources
wi th Resear...
Business
Rules
Manage
Integrate
Performance
Manage
Plan
Business
Rul es
Manage
Plan
Information
Manage Plan
Regulatory
Compliance
Manage
Research
Information
Manage
Research
Knowledge
Transfer
Manage
Research
Network
Manage
Research
Performance
Manage
Research
Regulatory
Compliance
Output to
Appropriate
Design Chain
(execution...
Output to
Financial
Processes
Package
Requirement
Packaged
Product
Payment
Authorization
Pilot
Design
Plan
Data
Product
Deficiency
Information
Product
Documentation
Product
Quality
Issue
Product
Release
Product
Requirements
Product
Specifications
Prototye
and Package
Design
Prototype
Requirement
Purchase
Order
(Suppl ier)
Research
Documentation
Revised
Business
Assumptions
Revised Business
Assumptions to
Output:
Finance, Tax ...
Schedule
Prototype
Scheduled
Research
Acti vities
Sourced
Materials
Validated
Request
Verification
Process
Verified
Materials
Verified
Materials/
Technology
Verified
Research/
Materials
10/9/2013
Research
Material
(Supplier)
Research
Material from
Input Supplier
Sourced
Materials/
Technology
Research
Plan
Specification
Change
Order (SCO)
Research
Requirements
Research
Resources
Research
Schedule
Research
Specifications
Specification
Information
Validated
Design
Validated
Issue
Validated
Issue
Input/Output
Description/Definition
Occurrences
Amend Plan
Amend Requirements
PA.3
Amend Schedule
Balanced Amend
Requirements with
Resources
PA.3 PA.4
PP.3 PP.4
Balanced Design
Requirements with
Resources
PD.3 PD.4
Balanced Integrate
Requirements with
Resources
PI.3 PI.4
Balanced Research
Requirements with
Resources
PR.3 PR.4
Business Rules
Conformance Issue
Decomposed Issue
Decomposed Request
Design Chain
Requirements
PP.1 PP.3
PP.2 PP.3
Design Documentation
10/9/2013
A1.1
ED.1 ED.2
Input/Output
Description/Definition
Occurrences
Design Plan
D3.2 D3.3
Design Requirements
Design Schedule
Design Specifications
Distributed Issue
Distributed
Requirements
I3.3 I3.4
Engineering Change
Notice (ECN)
Execution Data
Execution Processes
I3.5 I3.6
Feedback from
Customer
EP.8 ER.8
Financial Plan from: Finance, Tax & Treasury which will revise
the long-term supply chain capacity and resource plans, given
the inputs from the strategic and business plans.
EP.9
Gathered Amend
Requirements
PA.1 PA.2
Input/Output
Description/Definition
Occurrences
Design Resources
Engineering Change
Order
10/9/2013
PD.2 PD.3
A1.3
R3.2 R3.3
Integrate Plan
Integrate Requirements
PI.1 PI.3
Integrate Resources
PI.2 PI.3
Issue
A3.1 EA.3
Knowledge Management
Plan
Communication of courses of action over the appropriate timedefined planning horizon and interval, representing systematic
processes by which knowledge needed for an organization to
succeed is created, captured, shared, and leveraged
A plan that authorizes the company to process knowledge
needed (created, capture, share, and leverage) for a specific
item.
Process standards set by external entities (i.e. government, etc.)
Communication of courses of action over the appropriate timedefined planning horizon and interval, representing systematic
processes by which the status of products/services is defined
and maintained over the product lifecycle.
Rules for conducting business, i.e. developing and maintaining
performance standards of amend processes. Business rules
align Amend process polices with business strategy, goals and
objectives.
The process of defining and maintaining a unique network to
deliver a specific product set. This includes activities associated
with identifying and qualifying product design issues and
manufacturability feed back for current products
Manage Amend
Information
Manage Amend
Performance
EA.2 EA.3
Manage Amend
Regulatory Compliance
EA.1. EA.8
Manage Design
Business Rules
ED.1 ED.8
Description/Definition
Occurrences
Integrate Regulatory
Compliance
Integrate Schedule
Knowledge Management
Schedule
Legal Processes
Manage Amend
Business Rules/
Performance
Manage Amend Capital
Assets
Input/Output
10/9/2013
EI.1 EI.8
EA.1 EA.2
EA.5 EA.7
ED.5 ED.7
EP.5 EP.7
EP.3 EP.6
EP.2 EP.7
Manage Design
Information
ED.2 ED.7
Manage Integrate
Network
Information about the Design network through their full life cycle,
including the evaluation of market need, product realization
(development, introduction and production), product
discontinuation, and after-market support (includes the
company's internal and external relationships).
Information regarding the status of products/services during the
total life of a product. Includes status information of products.
Measurement of actual Integrate process performance and/or
external standards/targets
Execution information used to plan the balancing of Integrate
resources to requirements at both the highest aggregate and
lowest project/product planning levels. Information regarding the
status of products/services during the total life of a product.
Includes status information of products.
Information related to acquisition, maintenance, and disposition
of the capital assets which are used in the integrate process.
Manage Integrate
Performance
EP.1 EP.2
Input/Output
Description/Definition
Occurrences
Manage Design
Knowledge Transfer
Manage Integrate
Information
Manage Integrate
Knowledge Transfer
10/9/2013
ED.3 ED.6
EI.2 EI.3
EI.3 EI.6
EI.5 EI.7
Manage Research
Information
Manage Research
Knowledge Transfer
Manage Research
Performance
Manage Research
Regulatory Compliance
ER.1 ER.8
Output to Appropriate
Design Chain (execution)
Process
Output to Financial
Processes
A2.4
Payment Authorization
Pilot Design
Plan Data
Product Release
I1.5 I1.6
Product Requirements
Prototype Requirement
Purchase Order
(Supplier)
R1.2 R3.4
Research
Documentation
Input/Output
Description/Definition
Occurrences
Manage Research
Network
Package Requirement
Packaged Product
Product Deficiency
Information
Product Documentation
Product Specifications
Prototype and Package
Design
10/9/2013
ER.1
A2.1 A2.2
A2.1 EA.3
Research Material
(Supplier)
R3.4
Research Requirements
Research Resources
PR.2 PR.3
Research Specifications
Revised Business
Assumptions
EP.9 PP.1
Sourced Materials
Sourced Materials/
Technology
R3.4 R3.5
Specification Change
Order (SCO)
A3.5 EA.3
Specification Information
A3.1 A3.2
Validated Issue
Validated Request
Verification Process
R3.5 R3.6
Verified Materials
Verified Materials/
Technology
R3.7
Research Schedule
Revised Business
Assumptions to Output:
Finance, Tax & Treasury
Processes
Schedule Prototype
Validated Design
Verified Research/
Materials
10/9/2013
R1.2
EP.3 ER.7 PR.4 R1.1 R2.2 R3.3
EP.9
D1.1 D1.2
R3.6
Metrics - KPI
0 DCOR Metrics Overview: Key performance indicator allocation diagram
% Invoi ces
processed
wi thout i ssues
and/or errors
Acqui re
Knowledge
Cost
Acqui re
Knowledge
Cycle Time
Al i gn Design
Pl an with
Financial Plan
Cost
Amend
Cycl e
Time
Amend Deficient
Product Cycl e
Time
Amend Deficient
Product Total
Cost
Amend Fixed
Asset Val ue
Amend Product
Fallout Cycle
Time
Amend Product
Fallout Total
Cost
Amend
Specification
Cycl e
Time
Amend
Specification
Total Cost
Authorize Supplier
Payment Cost
Authorize
Supplier
Payment
Cycl e Time
Balance Amend
Requi rements w/
Resources Cost
Bal ance DC
Requi rements w/
Resources Cost
Balance Integrate
Requi rements w/
Resources Cost
Cost
per
invoice
Decompose
Issue
Cost
Decompose
Issue
Cycl e Time
Decompose
Request
Cost
Decompose
Request
Cycl e Time
Desi gn Chai n
Fi xed Asset
Value
Desi gn Chai n
FTE per Product
Desi gn
Desi gn Fixed
Asset Val ue
Desi gn product
change
Cycl e Time
Develop
Prototype
Cost
Develop
Prototype
Cycl e Time
Distri bute
Requi rements
Cost
Di stri bute
Requirements
Cycl e Time
Enable Amend
Total Cost
Enable design
change Cycl e
Time
Enable
Research
Cost
Establ i sh Amend
Pl an Cost
Establ ish DC
Pl an Cost
Establ i sh
Desi gn Plan
Cost
Establi sh
Execution
Process Cost
Establ i sh
Execution
Process Cycl e
Time
Establ i sh
Research
Pl an Cost
Establ i sh
Verification
Process Cost
Establ ish
Verification
Process Cycl e
Time
Fi rst to deliver
new idea to
market
Gather Amend
Requi rements Cost
Gather Amend
Resources Cost
Gather DC
Requi rements
Cost
Gather DC
Resources
Cost
Gather Desi gn
Requi rements
Cost
Gather Desi gn
Resources Cost
Gather Research
Requirements
Cost
Gather Research
Resources Cost
Identify Sources
for Technology
Cost
Identi fy Sources
for Technology
Cycl e Time
Integrate
Cycl e
Time
Integrate Fixed
Asset Val ue
Integrate
Pl an Cost
Integrate
Requi rements
Cost
Integrate
Resources Cost
Integrate
Total
Cost
Integrqate
design change
Cycl e Time
Integrqate design
change Cycl e
Time
Manage
Research
Asset
Cycl e time
Manage
Information
Cycl e Time
Manage Amend
Balancing
Cycl e time
Manage Amend
Busi ness Rules
Cost
Manage Amend
Capi tal Assets
Cost
Manage Amend
Information Cost
Manage Amend
Inventory Cost
Manage Amend
Knowledge
Transfer Cost
Manage Amend
Network Cost
Manage Amend
Performance Cost
Manage amend
Plan
Cycl e time
Manage Amend
Regulatory
Compl i ance Cost
Manage Amend
Requi rements
Cycl e time
Manage Amend
Resources
Cycl e time
Manage Design
Balancing
Cycl e time
Manage Design
Busi ness Rul es
Cost
Manage Design
Capital Assets
Cost
Manage Design
Chain
Requi rements
Cycl e time
Manage Design
Chain
Asset
Cycle time
Manage Design
Chain Assets
Cost
Manage
Desi gn Chai n
Balancing
Cycl e time
Manage Design
Chain
Configuarion
Cycl e time
Manage Design
Chain
Configuration
Cost
Manage Design
Chain Financial
Realignment
Cycl e time
Manage Design
Chai n Inventory
Cost
Manage Design
Chai n Knowledge
Transfer Cost
Manage Design
Chain
Knowledge
Transfe...
Manage Design
Chain
Performance
Cost
Manage Design
Chain
Plan
Cycl e time
Manage Design
Chain
Regulatory
Compl i anc...
Manage Design
Chai n Resources
Cycl e time
Manage Design
Informati on Cost
Manage Design
Performance
Cost
Manage Design
Plan
Cycl e time
Manage Design
Product Inventory
Cost
Manage Design
Regulatory
Compl i ance Cost
Manage Design
Requi rements
Cycl e time
Manage Design
Resources
Cycl e time
Manage
Information
Cycl e Time
Manage
Information
Cycl e Time
Manage Integrate
Asset
Cycl e time
Manage Integrate
Balancing
Cycl e time
Manage Integrate
Busi ness Rul es
Cost
Manage Integrate
Busi ness
Rul es Cycl e Time
Manage Integrate
Capital Assets
Cost
Manage Integrate
Informati on Cost
Manage Integrate
Information
Cycl e Time
Manage Integrate
Inventory Cost
Manage Integrate
Knowledge
Transfer
Cost
Manage
Integrate
Knowledge
Transfe...
Manage Integrate
Network Cost
Manage
integrate
Network
Cycl e Time
Manage Integrate
Performance Cost
Manage Integrate
Performance
Cycl e time
Manage Integrate
Plan
Cycl e time
Manage Integrate
Regulatory
Compliance
Cycl e time
Manage Integrate
Regulatory
Compli ance Cost
Manage Integrate
Requi rements
Cycl e time
Manage Integrate
Resources
Cycl e time
Manage
Intellectual
Property Cost
Manage
Intellectual
Property
Cycl e Time
Manage Plan
Amend
Cycl e time
Manage Plan
Busi ness Rul es
Cost
Manage Plan
Busi ness
Rul es Cycle Ti me
Manage Plan
Informati on Cost
Manage Plan
Regulatory
Compl i ance Cost
Manage Product
Li fe Cycl e (DC)
Cost
Manage Product
Li fe Cycl e (DC)
Cycl e Time
Manage Research
Balancing
Cycl e time
Manage Research
Busi ness Rul es
Cost
Manage Research
Busi ness
Rul es Cycl e Ti me
Manage Research
Capi tal Assets
Cost
Manage
Research
Information
Cost
Manage Research
Information
Cycl e Time
Manage Research
Inventory Cost
Manage Research
Knowledge
Transfer Cost
Manage
Research
Knowledge
Transfe...
Manage
Research
Network Cost
Manage
Research
Net work
Cycle Time
Manage Research
Performance Cost
Manage Research
Performance
Cycl e time
Manage Research
Plan
Cycl e time
Manage Research
Regulatory
Compl i ance Cost
Manage Research
Requi rements
Cycl e time
Manage Research
Resources
Cycl e time
Number of
"first to market"
product
i ntroductions
Number of
Busi ness Rule
Changes
Number of
changes per
Product Design
Number of
new product
i ntroductions
Number of
product desi gns
Number of
Specification
Changes
Obtai n &
Validate
Desi gn Cost
Obtai n &
Validate Design
Cycl e Time
Obtain Deficiency
Information Cost
Obtain Deficiency
Information Cycle
Time
Package
Desi gn
Cost
Package Design
Cycle Time
Package
Product
Cost
Package
Product
Cycl e Time
Patents per
product
Patents
per project
Payment
Cycl e
Time
Perfect
Product
Desi gn
Pilot
Desi gn
Cost
Pi lot Design
Cycl e Time
Product Lifecycle
Management
Cycl e Time
Publish
SCO Cost
Publ i sh SCO
Cycl e
Time
Recei ve &
Validate
Request Cost
Receive &
Validate Request
Cycle Time
Receive, Validate
& Decompose
Request Cost
Research desi gn
change
Cycl e Time
Research
Fixed
Asset
Value
Research
Total Cost
Return on
Desi gn Chai n
Assets
Total
Amend
Cost
Total Design
Chai n Cost
Total Plan
Amend Cost
Trade Secrets
per project
10/9/2013
Pl an Design
Chain Total
Cost
Plan design
change Cycl e
Time
Pl an Design
Total Cost
Pl an Research
Total Cost
Product Desi gn
Change Cycle
Time
Plan Fixed
Asset Val ue
Plan Integrate
Total Cost
Product Desi gn
Cycl e Time
Receive, Validate
& Decompose
Request Cycl e
Time
Release
Product
Cost
Release
Product
Cycl e Time
Release to
Integrate Cost
Release to
Integrate
Cycl e Time
Release to
Sell Cycle
Time
Release to
Sell Total
Cost
Research
Cycl e Time
Research
design change
Cycl e Time
Schedul e Design
Acti vi ti es Cost
Schedule Desi gn
Acti vi ties Cycle
Time
Schedule
Research
Acti viti es Cost
Schedule
Research
Acti vities
Cycl e Time
SCO Cost
SCO Cycl e
Time
Source
Materials
Cost
Source
Materials
Cycl e Time
Source Materials/
Technol ogy Cost
Source Materials/
Technology
Cycl e Time
Transfer Finding/
Materi al s Cost
Transfer Finding/
Materials
Cycl e Time
Transfer
Finding/Materials
Cost
Transfer
Finding/Materials
Cycl e Time
Validate
Issue Cost
Verify
Materials
Cost
Verify
Materials
Cycl e Time
Verify Materials/
Technol ogy Cost
Verify Materials/
Technology
Cycl e Time
DC
% Invoice Receipts
and Payments
Generated via EDI
10/9/2013
Design Chain
FTE per Product
Design
Reliability
Perfect
Product
Design
Research
Cycle Time
Verify Materials/
Technology
Cycle Time
DC
Responsiveness
Acqui re
Knowledge
Cycl e Time
Amend
Cycl e
Time
Amend
Amend Deficient
Product
Product
Fallout Cycle
Cycle
Time
Amend
Specification
Cycle
Time
Authorize
Supplier
Payment
Cycle Time
Decompose
Issue
Cycl e Time
Decompose
Request
Cycl e Time
Desi gn product
change
Cycl e Time
Develop
Prototype
Cycl e Time
Distri bute
Requi rements
Cycle Time
Enable design
change Cycl e
Time
Establ ish
Execution
Process Cycle
Time
Establ i sh
Verification
Process Cycle
Time
First to deliver
new idea to
market
Identi fy Sources
for Technology
Cycle Time
Integrate
Cycl e
Time
Integrqate
design change
Cycl e Time
Integrqate design
change Cycl e
Time
Manage
Research
Asset
Cycl e time
Manage
Information
Cycl e Time
Manage Amend
Balancing
Cycle time
Manage amend
Plan
Cycle time
Manage Amend
Requi rements
Cycl e time
Manage Amend
Resources
Cycl e time
Manage Design
Balancing
Cycl e time
Manage Design
Chain
Asset
Cycl e time
Manage
Desi gn Chain
Balancing
Cycle time
Manage Design
Chain
Configuarion
Cycle time
Manage Design
Chain Financial
Realignment
Cycl e time
Manage Design
Chain
Knowl edge Transfer
Cycl e time
Manage Design
Plan
Cycl e time
Manage Design
Requirements
Cycle time
Manage Design
Resources
Cycle time
Manage
Information
Cycl e Time
Manage
Information
Cycl e Time
Manage Design
Chain
Plan
Cycl e time
Manage Design
Manage Design
Chain
Chai n Resources
Regul atory Compliance
Cycl e time
Cycl e time
Manage Integrate
Asset
Cycl e time
Manage Integrate
Balancing
Cycl e time
Manage Integrate
Busi ness
Rul es Cycle Ti me
Manage Integrate
Information
Cycle Time
Manage
Integrate
Knowledge Transfer
Cycle time
Manage
integrate
Network
Cycl e Time
Manage Integrate
Performance
Cycle time
Manage Integrate
Plan
Cycl e time
Manage Integrate
Regulatory
Compliance
Cycl e time
Manage Integrate
Requi rements
Cycl e time
Manage Integrate
Resources
Cycl e time
Manage Intellectual
Property
Cycle Time
Manage Plan
Amend
Cycle time
Manage Plan
Busi ness
Rules Cycl e Time
Manage Product
Li fe Cycle (DC)
Cycl e Time
Manage Research
Balancing
Cycl e time
Manage Research
Business
Rul es Cycl e Time
Manage Research
Information
Cycl e Time
Manage
Research
Knowl edge Transfer
Cycl e time
Manage
Research
Network
Cycle Time
Manage Research
Performance
Cycle time
Manage Research
Plan
Cycle time
Manage Research
Requi rements
Cycl e time
Manage Research
Resources
Cycl e time
Number of
"fi rst to market"
product i ntroductions
Number of
Business Rul e
Changes
Number of
changes per
Product Design
Package Design
Cycle Time
Package
Product
Cycl e Time
Payment
Cycl e
Time
Pilot Design
Cycl e Time
Plan design
change Cycle
Time
Product Desi gn
Change Cycle
Time
Product Lifecycle
Management
Cycl e Time
Receive &
Publ ish SCO Cycle
Validate Request
Time
Cycle Time
Receive, Validate
& Decompose
Request Cycl e
Time
Release
Product
Cycl e Time
Release to
Integrate
Cycl e Time
Release to
Sell Cycle
Time
Research
design change
Cycl e Time
Schedule Design
Activities Cycle
Time
Schedule
Research
Acti vities
Cycle Time
SCO Cycl e
Time
Source
Materials
Cycle Time
Source Materials/
Technology
Cycl e Time
Transfer Finding/
Materials
Cycl e Time
Transfer
Finding/Materials
Cycl e Time
Verify
Materials
Cycl e Time
10/9/2013
Flexibility
DC
Enable design
change Cycle
Time
Number of
product desi gns
Obtain Deficiency
Information Cycle
Time
Product Design
Cycle Time
Research
design change
Cycl e Time
Research desi gn
change
Cycle Time
10/9/2013
Number of
Specification
Changes
Amend Deficient
Product Total
Cost
Amend Fixed
Asset Value
Amend Product
Fallout Total
Cost
Amend
Specification
Total Cost
Authorize Supplier
Payment Cost
Balance Amend
Requirements w/
Resources Cost
Balance DC
Requirements w/
Resources Cost
Balance Design
Requirements w/
Resources Cost
Balance Integrate
Requirements w/
Resources Cost
Balance Research
Requirements w/
Resources Cost
Cost
per
invoice
Decompose
Issue
Cost
Decompose
Request
Cost
Develop
Prototype
Cost
Distribute
Requirements
Cost
Enable Amend
Total Cost
Enable
Research
Cost
Establish Amend
Plan Cost
Establish DC
Plan Cost
Establish
Design Plan
Cost
Establish
Execution
Process Cost
Establish
Research
Plan Cost
Establish
Verification
Process Cost
Gather Amend
Requirements Cost
Gather DC
Requirements
Cost
Gather DC
Resources
Cost
Gather Design
Requirements
Cost
Gather Design
Resources Cost
Gather Research
Requirements
Cost
Gather Research
Resources Cost
Identify Sources
for Technology
Cost
Integrate
Plan Cost
Integrate
Requirements
Cost
Integrate
Resources Cost
Integrate
Total
Cost
Manage Amend
Business Rules
Cost
Manage Amend
Capital Assets
Cost
Manage Amend
Information Cost
Manage Amend
Inventory Cost
Manage Amend
Knowledge
Transfer Cost
Manage Amend
Network Cost
Manage Amend
Performance Cost
Manage Amend
Regulatory
Compliance Cost
Manage Design
Business Rules
Cost
Manage Design
Capital Assets
Cost
Manage Design
Chain Assets
Cost
Manage Design
Chain Configuration
Cost
Manage Design
Chain Inventory
Cost
Manage Design
Chain Knowledge
Transfer Cost
Manage Design
Chain Performance
Cost
Manage Design
Information Cost
Manage Design
Performance
Cost
Manage Design
Product Inventory
Cost
Manage Design
Regulatory
Compliance Cost
Manage Integrate
Business Rules
Cost
Manage Integrate
Capital Assets
Cost
Manage Integrate
Information Cost
Manage Integrate
Inventory Cost
Manage Integrate
Knowledge Transfer
Cost
Manage Integrate
Network Cost
Manage Integrate
Performance Cost
Manage Plan
Business Rules
Cost
Manage Plan
Information Cost
Manage Plan
Regulatory
Compliance Cost
Manage Product
Life Cycle (DC)
Cost
Manage Research
Business Rules
Cost
Manage Research
Capital Assets
Cost
Manage
Research
Information
Cost
Manage Research
Inventory Cost
Manage Research
Knowledge
Transfer Cost
Manage
Research
Network Cost
Manage Research
Performance Cost
Manage Research
Regulatory
Compliance Cost
Obtain &
Validate
Design Cost
Obtain Deficiency
Information Cost
Package
Design
Cost
Pilot
Design
Cost
Plan Design
Chain Total
Cost
Plan Design
Total Cost
Plan Integrate
Total Cost
Plan Research
Total Cost
Publish Advisory
(ECN) Cost
Publish
SCO Cost
Receive &
Validate
Request Cost
Receive, Validate
& Decompose
Request Cost
Release
Product
Cost
Release to
Integrate Cost
Release to
Sell Total
Cost
Research
Total Cost
Schedule Design
Activities Cost
Schedule
Research
Activities Cost
SCO Cost
Source
Materials
Cost
Source Materials/
Technology Cost
Total
Amend
Cost
Total Design
Chain Cost
Total Plan
Amend Cost
Transfer Finding/
Materials Cost
Transfer
Finding/Materials
Cost
Validate
Issue Cost
Verify
Materials
Cost
Verify Materials/
Technology Cost
10/9/2013
Assets
Ali gn Design
Plan with
Financial Plan
Cost
Desi gn Chai n
Fixed Asset
Value
Desi gn Fixed
Asset Val ue
Integrate Fixed
Asset Value
Patents per
product
Patents
per project
Plan Fixed
Asset Value
Research
Fixed
Asset
Value
Return on
Design Chai n
Assets
Trade Secrets
per project
10/9/2013
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
RELIABILITY
R1.5
% Invoices processed
without issues and/or
errors
FLEXIBILITY
R1.5
COST
D3.3
RESPONSIVENESS
D3.3
ASSETS
EP.9
RESPONSIVENESS
A1 A2 A3
RESPONSIVENESS
A2
COST
A2
COST
EA.5
RESPONSIVENESS
A1
COST
A1
RESPONSIVENESS
A3
Amend Specification
Total Cost
COST
A3
Authorize Supplier
Payment Cost
COST
R1 R2.6 R3.8
Authorize Supplier
Payment Cycle Time
Balance Amend
Requirements w/
Resources Cost
RESPONSIVENESS
R1 R2.6 R3.8
COST
PA.3
Balance DC
Requirements w/
Resources Cost
COST
PP.3
Balance Design
Requirements w/
Resources Cost
COST
PD.3
Balance Integrate
Requirements w/
Resources Cost
COST
PI.3
Balance Research
Requirements w/
Resources Cost
COST
PR.3
COST
RESPONSIVENESS
COST
R1.5
COST
10/9/2013
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
RESPONSIVENESS
COST
Decompose Request
Cycle Time
Design Chain Fixed Asset
Value
RESPONSIVENESS
ASSETS
ER EA
RELIABILITY
EA
ASSETS
ED.5
FLEXIBILITY
D2 D3
COST
RESPONSIVENESS
COST
I2.3 I3.3
Distribute Requirements
Cycle Time
Enable Amend Total Cost
RESPONSIVENESS
I2.3 I3.3
COST
EA
FEXIBILITY
ER
COST
ER
COST
PA.4
COST
PP.4
COST
PD.4
Establish Execution
Process Cost
COST
I3.5
Establish Execution
Process Cycle Time
Establish Research Plan
Cost
RESPONSIVENESS
I3.5
COST
PR.4
Establish Verification
Process Cost
COST
R3.5
Establish Verification
Process Cycle Time
First to deliver new idea
to market
RESPONSIVENESS
R3.5
RESPONSIVENESS
I2 I3
Gather Amend
Requirements Cost
COST
PA.1
COST
PA.2
Gather DC Requirements
Cost
COST
PP.1
Gather DC Resources
Cost
COST
PP.2
10/9/2013
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Gather Design
Requirements Cost
COST
PD.1
COST
PD.2
Gather Research
Requirements Cost
COST
PR.1
Gather Research
Resources Cost
COST
PR.2
COST
R3.2
RESPONSIVENESS
R3.2
RESPONSIVENESS
I1 I2 I3
RESPONSIVENESS
I1 I2 I3
Integrate Requirements
Cost
RESPONSIVENESS
ASSETS
EI.5
COST
PI.4
COST
PI.1
COST
PI.2
COST
I1 I2 I3
Manage Information
Cycle Time
Manage Amend
Balancing Cycle time
Manage Amend Business
Rules Cost
RESPONSIVENESS
PA.3
RESPONSIVENESS
EA.1
COST
EA.5
COST
EA.3
Manage Amend
Information Cost
COST
EA.4
COST
EA.6
Manage Amend
Knowledge Transfer Cost
COST
EA.7
COST
EA.2
Manage Amend
Performance Cost
COST
EA.2
RESPONSIVENESS
PA.4
COST
EA.8
Manage Amend
Requirements Cycle time
Manage Amend
Resources Cycle time
Manage Design Balancing
Cycle time
RESPONSIVENESS
PA.1
RESPONSIVENESS
PA.2
RESPONSIVENESS
PD.3
METRIC
10/9/2013
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
COST
ED.1
COST
ED.5
RESPONSIVENESS
ED.5
RESPONSIVENESS
PP.1
COST
ED.5
RESPONSIVENESS
PP.3
RESPONSIVENESS
EA.5 ED.5
COST
EP.7
RESPONSIVENESS
EP.7
RESPONSIVENESS
EP.9
COST
EP.4
COST
EP.6
RESPONSIVENESS
EP.6 ED.6
COST
EP.2
RESPONSIVENESS
PP.4
RESPONSIVENESS
RESPONSIVENESS
PP.2
COST
ED.3
Manage Design
Knowledge Transfer Cost
COST
EP.2
Manage Design
Performance Cost
COST
ED.2
RESPONSIVENESS
PD.4
COST
ED.4
Manage Design
Regulatory Compliance
Cost
COST
ED.8
Manage Design
Requirements Cycle time
Manage Design
Resources Cycle time
Manage Information Cycle
Time
Manage Integrate Asset
Cycle time
Manage Integrate
Balancing Cycle time
Manage Integrate
Business Rules Cost
RESPONSIVENESS
PD.1
RESPONSIVENESS
PD,2
RESPONSIVENESS
RESPONSIVENESS
P1.5
RESPONSIVENESS
EI.3
COST
EI.1
METRIC
Manage Integrate
Business Rules Cycle
10/9/2013
DEFINITION
METRIC
CATEGORY
RESPONSIVENESS
METRIC OCCURENCES
EI.1
Time
Manage Integrate Capital
Assets Cost
COST
EI.5
Manage Integrate
Information Cost
COST
EI.3
Manage Integrate
Information Cycle Time
Manage Integrate
Inventory Cost
Responsiveness
EI.3
COST
EI.4
Manage Integrate
Knowledge Transfer Cost
COST
EI.6
Manage Integrate
Knowledge Transfer
Cycle time
Manage Integrate
Network Cost
RESPONSIVENESS
EI.6
COST
EI.7
Manage integrate
Network Cycle Time
Manage Integrate
Performance Cost
RESPONSIVENESS
EI.7
COST
EI.2
Manage Integrate
Performance Cycle time
Manage Integrate Plan
Cycle time
Manage Integrate
Regulatory Compliance
Cycle time
Manage Integrate
Regulatory Compliance
Cost
RESPONSIVENESS
EI.2
RESPONSIVENESS
PI.4
RESPONSIVENESS
EI.8
COST
EI.8
Manage Integrate
Requirements Cycle time
Manage Integrate
Resources Cycle time
Manage Intellectual
Property Cost
RESPONSIVENESS
PI.1
RESPONSIVENESS
PI.2
COST
ED.9
Manage Intellectual
Property Cycle Time
Manage Plan Amend
Cycle time
Manage Plan Business
Rules Cost
RESPONSIVENESS
ED.9
RESPONSIVENESS
PA
COST
EP.1
RESPONSIVENESS
COST
EP.3
COST
EP.8
COST
ED.7
RESPONSIVENESS
ED.7
RESPONSIVENESS
PR.3
COST
ER.1
Manage Research
Business Rules Cycle
Time
RESPONSIVENESS
ER.1
DEFINITION
METRIC
CATEGORY
METRIC
10/9/2013
RESPONSIVENESS
METRIC OCCURENCES
COST
ER.5
Manage Research
Information Cost
COST
ER.3
Manage Research
Information Cycle Time
Manage Research
Inventory Cost
RESPONSIVENESS
ER.3
COST
ER.4
Manage Research
Knowledge Transfer Cost
COST
ER.6
Manage Research
Knowledge Transfer
Cycle time
Manage Research
Network Cost
RESPONSIVENESS
ER.6
COST
ER.7
Manage Research
Network Cycle Time
Manage Research
Performance Cost
RESPONSIVENESS
ER.7 EA.7
COST
ER.2
Manage Research
Performance Cycle time
Manage Research Plan
Cycle time
Manage Research
Regulatory Compliance
Cost
RESPONSIVENESS
ER.2
RESPONSIVENESS
PR.4
COST
ER.8
Manage Research
Requirements Cycle time
Manage Research
Resources Cycle time
Number of first to market
product introductions
Number of Business Rule
Changes
RESPONSIVENESS
PR.1
RESPONSIVENESS
PR.2
RESPONSIVENESS
I2 I3
RESPONSIVENESS
RESPONSIVENESS
I1 D3 A2 I3 A1 I2
RESPONSIVENESS
I2 I3
FLEXIBILITY
A1 A2
Number of product
designs
Number of Specification
Changes
FLEXIBILITY
I1 I2 I3
FLEXIBILITY
A3
COST
RESPONSIVENESS
COST
A2.1
Obtain Deficiency
Information Cycle Time
Package Design Cost
FLEXIBILITY
A2.1
COST
METRIC
Package Design Cycle
Time
10/9/2013
DEFINITION
Process cycle time
METRIC
CATEGORY
RESPONSIVENESS
METRIC OCCURENCES
D1.4 D2.5 D3.6
COST
RESPONSIVENESS
ASSETS
D3 D2 I2 I3
ASSETS
RESPONSIVENESS
R1.5
RELIABILITY
PI PD R/PP I3 PR R3 R2 ER I1 I2
COST
RESPONSIVENESS
COST
PP
RESPONSIVENESS
PD PP DD PR PI
COST
PD
ASSETS
EP.5
COST
PI
COST
PR
RESPONSIVENESS
PD RI PRI3PP R3 ER Pi R2 I2
FLEXIBILITY
I2 I1 R1 I3 R2 R3
Product Lifecycle
Management Cycle Time
Publish Advisory (ECN)
Cost
RESPONSIVENESS
COST
A1.4 A2.5
RESPONSIVENESS
A1.4 A2.5
COST
A3.4
RESPONSIVENESS
A3.4
METRIC
Receive & Validate
Request Cost
10/9/2013
DEFINITION
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
METRIC
CATEGORY
COST
METRIC OCCURENCES
I3.1 R2.1 I1.1 I2.1 A1.1 A3.1 R3.1
RESPONSIVENESS
COST
D2.1 D3.1
RESPONSIVENESS
D2.1 D3.1
COST
RESPONSIVENESS
COST
Release to Integrate
Cycle Time
Release to Sell Cycle
Time
Release to Sell Total Cost
RESPONSIVENESS
RESPONSIVENESS
R2.4
COST
R2.4
RELIABILITY
R1 R2 R3
FLEXIBILITY
R1 R2 R3
FLEXIBILITY
ASSETS
ER.5
COST
R1 R2 R3
ASSETS
COST
Schedule Design
Activities Cycle Time
Schedule Research
Activities Cost
RESPONSIVENESS
COST
Schedule Research
Activities Cycle Time
SCO Cost
RESPONSIVENESS
COST
A3.5
RESPONSIVENESS
A3.5
COST
R1.2 R2.3
RESPONSIVENESS
R1.2 r2.3
COST
R3.4
Source Materials/
Technology Cycle Time
Total Amend Cost
RESPONSIVENESS
R3.4
COST
A1 A2 PA A3 EA
COST
COST
PD ER I1 R1 I3 PI PP PR R3 R2
I2
PA
ASSETS
I2 D2 I3
Transfer Finding/
Materials Cost
COST
R3.7
Transfer Finding/
Materials Cycle Time
RESPONSIVENESS
R3.7
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Transfer Finding/Materials
Cost
COST
R1.4 R2.5
Transfer Finding/Materials
RESPONSIVENESS
R1.4 R2.5
10/9/2013
Cycle Time
Validate Issue Cost
COST
A2.2
FLEXIBILITY
A2.2
COST
R1.3 R2.4
RESPONSIVENESS
R1.3 R2.4
COST
R3.6
Verify Materials/
Technology Cycle Time
RELIABILITY
R3.6
10/9/2013
Best Practices
DCOR Best Practices - Overview: Knowledge map
3D soli d
modeli ng
3D sol id modeling
technology to
develop prototypes
Accurate and
approved process
pl ans/speci fications
Accurat e, batch/
confi gurati on records
for warranty,
regul atory tracking
Align
component
development
progress
Al i gned processes
across desi gn chai n
Aligned product
devel opment
pro cesses across
design chai n
Bar coding is
used to mini mize
handl ing t ime &
maxi mi ze data accuracy
Al i gnment of strategic/
busi ness plans wi th
long-term capacity/
resource pl ans
Al low access to
suppli ers innovati ve
technology
Al l ow i nstant
proj ect tracking
across th e
design chain
Al l ow qui ck access
to internal exi sting
technology
All ow qui ck
access to part
information
Analysis of all
orders and shi pments:
Logi sti cs, Product, Cost ,
GL Chargi ng
Assess
Performance
Assure desi gn
quality
Buil d Sequence
Work P ackages
Busi ness
I ntel ligence
(BI)
CAD/CAM
Capabi lity
T ransfer to
Organi zation
Capture and
maintai n categorized
speci fic data
Collaboration
among Desi gn
Chain partners
Collaborati ve
design
Col laborative
mechani sms
for co-development
Col laborative
Pl anni ng - Design
information
Collaborative
Planning - Integrate
i nformation
Automat ed document
management
and control
Automated
Documentation
Automated IP
Management
Process
Automated notification
of laboratory
regarding sampl e
availabili ty
Automated search
of reference parts
and intellectual properti es
Automatic l abel
and seal
verification
Automatic material
Review & correcti ve
Acti on systems
Col laborative
Pl anni ng - Research
information
Col laborative
Planning
Forecasti ng
Collaborative review,
agreement of business rul es
pri or to executi on
Collaborative
Speci fi cation
Development
Collaborative supplier
- design development
Compl ete
Product
Design
Certifi cation
Completeness
of product
specifi cations
and production guidel ines
Component
Standardization
Component
Vali dation
Concurrent
De si gn
Concurrent
Desi gn &
Test
Concurrent engineering
wi th suppli ers for engineeri ng
and product test data
Concurrent Product
& Proce ss
Engineering
Co nsi gnment
agreements
to reduce assets
and cycl e ti me
Con struct 3D
sol id models during
the prototyping phase
Cont inuous
Improvement i s
measured through
the performance
revi ew
Data accesibility
across th e
enterprise
Defi ne
producti on
gui deli nes
Desi gn Configurari on
Control & Change
Boards
Desi gn for
Si x Sigma
Desi gn i s i ntegrated
wi th Operat ions
Planning Process
Desi gn performance
data is collected, analyzed,
reported online
Desi gn
Pi lot
Desi gn rule
effectiveness
Design rules
Design to
Cost
Reduct ion
Planni ng
Desi gn/upgrade
production equi pment
to maximize flexibi lity
Digital l inkage
for design chain,
planning, configurati on,
and requi rements
Digital
l inkages
(XML, EDI , etc.)
provide visibility
Di gital links
among design
chai n members
Di rect connecti on
to Regul atory
Bodies or Regulatory
Se rvi ces
Enterpri se level
spend analysis
Di rect
Transfer of
documents
Docu ment
management
and version control
Documents
generated
automatical ly
Dri ve deliveries
di rectl y to stock
or POU
Early involvement
wi th component
suppl iers
EDI to send
and receive
techni cal
information
El ectronic Information
Exchanges throughout
the Desi gn Chain
Electroni c Sourcing
and Negoti ation
(E-Busi ness)
Electronicall y
Track Speci fi cations
a nd Changes
Enabl e qui ck
RFQ feedback
Enhanced
concurrent
engineering
Ensure SPEC-IN
part early
Evaluate
Integrate
network
for dupli cates
Evaluate
research network
for dupl icates
Facilit y &
Equi pment
Envi ronment
Frequent
research plan
updates
Impact of Design
on Cost of Qual i ty
Incorporates leading
p ract i ces such as
CPFR,VMI, etc.
Integrate Suppl i er
i n Product Desi gn
T eams
Integrated
Assemb ly
Planni ng
Integrated
Knowledge
System
I ntegrated Order
Management, WMS
and TMS
Integrat ed Product
Development &
Concurrent Engineeri ng
Integrated
Product Teams
& Planning
Internet Pooling
(Electroni c brokerage
of research
and or design)
Joint Service
Agreements Alli ance and
Leverage agreements
Lean and
Si x Si gma
Maintain product
data consi stency
Manage testing
equipment
Managi ng innovati ve
technology or
newly developed
component
Measurement
of
Performance
Mechani sm for
traci ng prototypi ng
effectiveness
Minimi ze operator
i nduced errors
Mi ti gati on
of Obsol ecence
Co st Anal ysi s
(MOCA)
Modeling &
Simul ation for
De si gn
Monitor suppliers
testing capabi lities
On li ne RFQ processes
l inked i nto the document
management process
Packagi ng operation
is an integral
part of t he overall
production process
Paperl ess
production
control
Parent
Child
Desi gn
Pay on
Recei pt
Periodi c review of
metri cs & strategy
w/ comparisons to
i ndustry benchmarks
Planning for
transitioning
f rom development
to production
Pl atform Teams
in New Product
Devel opment Process
PLCM
Producibi l ity
Revi ews
Productengineeri ng
Data Management
Soft ware
Product Data
Management &
El ectroni c Document
Management
Product
Improvement
Teams (PITs)
Product
Transfer
Meeti ngs
Production
transf er
guideli nes
Production
Transfer
Mechanism
Project
Transparency
Prototyping and
Integrated Desi gn System
(RAPIDS)
Provi de accurate
and real-time
test reports
to the customer
Qual ified
Suppl iers
Qual ity
Compl iance
for suppl iers
Rapid
acquisiti on
of new
technology
Rapi d
Concurent
engineeri ng
Rapid exploitati on
of new technology
Rapid exploitation
of new
technology
research
Rapid
Prototype
Rapi d search
of treference parts
and i ntell ectual property
Real time
Dat a on current
status
Real time
Desi gn Chai n
Visualization
(vi a Internet)
Real ti me Optimized
Shi pment Method
Selection
Real time
Shi pment Tracki ng,
(via Internet)
Real ti me
t est reporting
Real -time
test reports
Reduce non-value
added paperwork
whi l e sti ll measuring
process metri cs
Removal
of Obsolete
Capital Assets
Re-planning
exists in multi-levels
of the Design Chain
between businesses
Research
Agreements
Research performance
data is collected, analyzed,
reported online
Reuse of design
knowl edge
Reuse of existing
technol ogy with
design knowledge
Revi ew batch
records by
exception
RFI D
Set up
design rul es
Singl e data
source for decision
support and
busine ss rules
Si x Si gma
Statisti cal
Process Control
Standardized
Desi gn Data
(Ben chmark).
St ruct ured
Product
Development
Process (SPDPro)
Supplier
(Carrier)
Agreements
Suppli er delivers
directly to
point of use
Supplier
Test
Rel iabi lity
Syste mat ic
Method for management
of Requi rements
and requests
Technology
Sustainment
(M OCA)
Ti me and Cost
Capture of
prototypi ng
Transfer MP
technology
Use effective
desi gn rules
Use Stage-Gates
to manage
the design process.
Uti li ze desi gn
knowledge base
Utilize design
knowl edge base
for technology reuse
Ut il ize EDI
to reduce cycle
ti me and costs
Validate key
components
specifi ed by
design-in customer
Verify design
resul t online
10/9/2013
Pl ans communicated
Pl ans that viol ate
openl y and cross-functionally
busi ness rul es are
for execution
addressed cross-functi onal ly
Best Practice
Description
3D solid modeling
D3.4
3D solid modeling
technology to develop
prototypes
D2.3
ED.8 ER.8
Accurate, batch/
configuration records for
warranty, regulatory tracking
Align component
development progress
Remarks
Occurrences
D1.1
D2.2
Aligned product
development processes
across design chain
D3.2
Alignment of strategic/
business plans with longterm capacity/ resource
plans
D3.3
10/9/2013
None Identified
Best Practice
Description
D1.1 D3.3
EA.6
Assess Performance
Assessing export/import
requirements during product
development
Assure design quality
Remarks
Occurrences
EA.6
D1.5
D3.4
Automated document
management and control
D3.1
Automated Documentation
Automated Documentation
10/9/2013
D1.2
Best Practice
Description
Remarks
Occurrences
Automated IP Management
Process
ED.9
Automated notification of
laboratory regarding sample
availability
Automated search of
reference parts and
intellectual properties
A2
10/9/2013
D2.3
I2
Best Practice
Description
Remarks
Occurrences
PP.3
CAD/CAM
Capability Transfer to
Organization
Collaborative design
D2.2
Collaborative mechanisms
for co-development
D3.2
D2
PP.1 PP.4
EI.3
ER.3
Collaborative Planning
Forecasting
Collaborative review,
agreement of business rules
ER
Collaborative review,
agreement of business rules
prior to contract execution
EA.1 EP.1
10/9/2013
PP
Best Practice
Description
Remarks
Occurrences
Collaborative review,
agreement of business rules
prior to execution
ED.1 EI.1
Collaborative Specification
Development
D3.1
D2.1 P3.1
Comparative analysis of
design performance is used
in research decisions
EI.2 ED.2
Comparative analysis of
research performance is
used in research decisions
EA.2
Completeness of product
specifications and
production guidelines
Component Standardization
Component Validation
Concurrent Design
10/9/2013
D3.6
R1.2
D3.1
EI.7 ED.7
Best Practice
Description
Remarks
Occurrences
ED.7
Consignment agreements to
reduce assets and cycle
time
Construct 3D solid models
during the prototyping phase
Continuous Improvement is
measured through the
performance review
10/9/2013
R3.,2
D2
Best Practice
Description
Coordinate development
resources across the
design chain
The goal of this activity is to involve codevelopment suppliers in the product planning
phase for resources allocation of a specific
development project. The manufacturer would
first perform project scheduling, design
requirements analysis, production planning, and
manage all relevant information with a PDM
system. The manufacturer would need to ink a
co-development contract with the supplier for
that specific project. The manufacturer could
then start sending out resources and scheduling
requests to individual supplier, aggregate the
responses, and perform project management
tasks on the PDM system. Involve codevelopment suppliers in early stage of
development and plan resource allocation
together.
Cost reduction and or cost avoidance are
opportunities are identified, implemented and
measured on a periodic basis
Remarks
Occurrences
D1.1 D2.2 D3.2
Design Configuration
Control & Change Boards
10/9/2013
D1 D2 D3
Best Practice
Description
Remarks
Occurrences
D2
ED.2 EI.2
Design Pilot
Design rules
10/9/2013
EP.7
D3.5
D2.4
In the past, ITT
Aerospace/Communications Division
(A/CD) determined unit costs after
production rather than as part of the
design phase. Design engineers focused
on performance and paid minimal attention
to recurring unit production costs. As a
result, the necessary cost reduction efforts
became a post design release process
driven by senior management who
instituted reductions to remain competitive.
Cost reductions also involved suppliers
and operations, and often resulted in
hardware elements being redesigned to
accommodate a lower cost approach.
DTC Reduction Planning enabled ITT
A/CD to compete more aggressively,
resulting in contract awards for entire
production lots. The system provides
objective measurements of IPD outputs;
fosters organizational culture change; and
promotes innovative thinking. The process
is now embedded in all programs which
require production hardware, including low
volume projects. ITT A/CD exceeded its
cost targets which resulted in a unit price
reduction of 75% between 1989 and 1998.
PP.1
Best Practice
Description
Remarks
Occurrences
Design/upgrade production
equipment to maximize
flexibility
PR.4
DD.1
Direct connection to
Regulatory Bodies or
Regulatory Services
Direct Transfer of
documents
P1.1
ED.7 EI.7
D2.1
Documents generated
automatically
EP.2
Electronic Information
Exchanges throughout the
Design Chain
Electronic Sourcing and
Negotiation (E-Business)
Electronically Track
Specifications and Changes
Automated tools
10/9/2013
D3,1
ER.7 R3.2
EP.1 EA.1 ER
A3.1 A3.2 A3.3 A3.4
A3.5
Best Practice
Description
D1.4
Enhanced concurrent
engineering
Ensure SPEC-IN part early
Ensure suppliers
compliance of quality
standards & certification in
laboratory
Establish collaborative
mechanisms for codevelopment with suppliers
Evaluate Integrate network
for duplicates
Evaluate research network
for duplicates
Facility & Equipment
Environment
Remarks
Occurrences
D2.1
D2.1 D3.1
D1.3
D1.1
E1.7
ER.7 ED.7
D1.5
PR1
PA.4
EP.7
10/9/2013
Best Practice
Description
Remarks
Occurrences
Incorporates leading
practices such as
CPFR,VMI, etc.
CPFR, VMI,
EP.7
D2
EP.3
Integrated Assembly
Planning
10/9/2013
PD.4
Best Practice
Description
Remarks
Occurrences
Integrated Knowledge
System
Integrated Knowledge System via an eportal which provides internal and external
users with access to knowledge
E1.6 ED.6
Integrated Order
Management, WMS and
TMS
Integrated Knowledge System via an eportal which provides internal and external
users with access to knowledge
EA.6
Integrated Product
Development & Concurrent
Engineering
D.2
PP.4
10/9/2013
R1
Best Practice
Description
Remarks
Occurrences
10/9/2013
D2.3
ER.1
D2.1 D3.1
D3.3
D1,2
Best Practice
Description
Measurement of
Performance
D2.3
Mitigation of Obsolescence
Cost Analysis (MOCA)
PA R1
10/9/2013
Remarks
Occurrences
D2
D2.1 D3.1
Best Practice
Description
Monitor suppliers
capabilities of conducting
reliable testing procedures
D1.3
On-line availability to
supplier financials
Online document
management and
automated supplier approval
processes
Packaging operation is an
integral part of the overall
production process
Pay on Receipt
10/9/2013
Remarks
Occurrences
R3.2
ED.4
R3.2
R3.2
Best Practice
Description
Remarks
Occurrences
Performance expectations
and business rules are
clearly communicated
EP.4
PI.4
PLCM
Producibility Reviews
10/9/2013
PI.4
P1.4
EA ED EI EP ER
P1.4
EA.4
Best Practice
Description
Remarks
Occurrences
10/9/2013
PP.4
Best Practice
Description
Remarks
Occurrences
Product Improvement
Teams (PITs)
ED.4
Production transfer
guidelines
D2.6
Production Transfer
Mechanism
D3.7
D1.2
D3.4
D2.3
D1.3
D2.4
D3.3
Rapid Concurrent
engineering
D3.1
10/9/2013
I2
D3.5
D2.5
D1.2 D2.3
Designers use accurate, rapid prototyping
methods to perform fit and function tests
early in the process, generate more
iterations and alternatives, and receive
prompt feedback. This approach
optimizes designs and avoids substantial
costs later in the process. Rapid
prototyping also reduces manufacturing
costs by creating more producible designs,
encourages design-for-manufacturing
assembly, and constructs master patterns
for vacuum forms, castings, and tooling.
Other benefits include improved IPT
communications; reduced design and
manufacturing times; and better
comprehension and response capability
regarding requests.
Best Practice
Description
D3.4
D1.2
D3.4
ED.6 EI.6
D3.1
EA.6
EA.6
D3.5
D2.3
Real-time communication of
design specifications
D2.1
D2.4
Reliable Continuous
Improvement Process and
Methodology.
EP.2
Removal of Obsolete
Capital Assets
EP.9
EP.9
10/9/2013
Remarks
Occurrences
Best Practice
Description
Remarks
Occurrences
Research Agreements
Research Agreements
ER.7
ER.2
D3.4
Reuse of existing
technology with design
knowledge
D2.3
Review Specification
change frequency and cycle
time trends
A3.4
RFID
RFID
10/9/2013
D1.5
Best Practice
Description
Remarks
Occurrences
ED.2
EP.2
Structured Product
Development Process
(SPDPro)
Supplier (Carrier)
Agreements
10/9/2013
SCCD2
PD.4
Best Practice
Description
Remarks
Occurrences
Supplier certification
programs to reduce cycle
time for certifying suppliers
R3.2
Supplier certification
programs to reduce/
eliminate receiving
inspection
D2.4 D3.5
Technology supported
product prototyping
Technology Sustainment
(MOCA)
Transfer MP technology
10/9/2013
PA
D3.4
Best Practice
Description
Remarks
Occurrences
D1.2
D1.3
PA.1
PD.4
D1.2
I2 R2.1
D2.1 D3.1
10/9/2013
Best Practice
Description
10/9/2013
Remarks
Occurrences
D1.2 D2.1 D2.3 D3.1
D3.4