Projects in Danfoss Hydronic Balancing & Control

Transcription

1 6 million tons CO 2 could be saved per year by fully utilizing the potential of pressure independent control valves for in-door climate solutions. Projects in Danfoss Hydronic Balancing & Control

2 . Introduction 2. Product Projects NPD New product Development o PDP - Product Development Program in Danfoss o DMP Danfoss Milestone Process NPA New Products Adaptations 3. Other Key Projects HBC Roadmap Project Charter Project List

3 Weak project culture Projects are at home in Product Development Product Development Danfoss HBC is Project driven organization Marketing Business Organization Development Quality IT development HR Process Product Improvements Logistics Development Limited overview of overall key activities No prioritization cross-functionally Lack of overall resource management Isolated / poor execution of great ideas Wishful thinking in execution Key Projects as Strategy realization More efficient in project execution Step further in resource management Closer connection between functions Personal development

4 Product Projects HBC Roadmap Other Key projects

5 Product Projects Other Key projects Roadmap Product projects (by complexity of Execution) New Product Development - NPD New Product Adaptations - NPA (Change Control CC) (Tasks JDI)

6 FRONT END Front End ideation Heart Beat Execution & Launch Applicati on Region Region A Region B... App App 2... target area Screening Refining New Portfolio Concept design Detailed design Verification & launch execution Ramp-up Cash Region C... target area M3 M5 M6 Other ideas from the organisation & customers M- Input to and output from technology management Running Projects New Business cases M0 M PDP aims to introduce and support tools and processes from idea to profit Peter Žilnik, Danfoss Hydronic Balancing & Control 6

7 PDP Front End tools & processes generation FE Pilots management Portfolio management Objectives Gain customer insight and application knowhow to identify new innovative products for growth Refine ideas and build business cases to focus on products with high value proposition / growth potential Re-prioritize entire project portfolio to maximize cash curve and reach target Applicati on Region Region A Region B... App App 2... target area Screen ideas Rank ideas New Business cases New Portfolio Roadmap Value Creation Region C... target area Screening Refine Roadmap Other ideas from the organisation & customers Input to and output from technology management Running projects New Business cases Key deliverables More, better quality ideas documented in idea profiles Customer requirements captured in lead-user workshops Application know-how build-up Objective filter criteria Value proposition, market rationale and business case for each idea Short-list of business cases New portfolio with transparent ranking of projects Project roadmap including all running projects Resource plan taking constraints into Peter Žilnik, Danfoss Hydronic Balancing & Control 7 account

8 An example of a successful frontend process: American Idol The concept first introduced to TV in 200 Britian s Pop Idol The American Idol Innovation process ~ 0,000 Aspiring singers Regional Auditions 64 Promising candidates Finalist Selection 24 Candidates evaluated in detail 4 Weekly Televised Events Winner Candidates skills and image continually refined 8

9 Output of the Business Case: Cash Flow Curve 4 Factors Determine The Shape Of The Cash Curve Cumulative cash flow Launch 4 Support costs 2 Speed to market Investment 3 Time to Scale Time Cash Trap! generation Product development Realization Copyright For internal use only Property of Danfoss Business System 9

10 P403 P422 Crane P403-2 P423-II P442 safety P422-3 P422-4 P44 powerl ink P443 Profinet I RT Industry /F&B Technology F449 P400 perf. optim. F. FCD w. FC300 perf. P402 P406 P426 P428-A+B P48 P49 P432 P422-2 HVAC/ Water P68 P69 Basic HVAC P404 P430 P420 P429 P650 P439 China Platfor m HW P408-3 P424 P436 2/ 8 P437 step up/ down P440 AFE P445 Liqu id cooled High power PrM (USA) P60 Micro P608 Micro ext. P434 Danish P435 DTC, P47 abc Non-standard P47-E P603 RohS P357 MCD500 P438 Blue Ocean Micro FTEs Outcome of Portfolio Management is a Road Map of product projects Input Output Complete project portfolio H E G D B C F A Project selection Project roadmap New project roadmap requires F&B/Industry and Platform HW resource plans until end of 2009 Example: F&B/Industry actual resource data is Resource Current F&B/ plan (existing being generated projects) Comment: Show updated picture of available resources (just total FTEs) Backup Industry with dump from projects Excel with F&B/Industry resource allocation for 2008/2009 availability by function Covered by existing DD resource planning process ( year from current month) incl. Resources adaptation of available HW and for Application SW planning Not covered by current resource planning must be estimated H E G D B C F A + Projects Project A Project B Project C Jan Feb Mar Apr MayJun Jul AugSep Oct NovDec Jan Feb Mar Apr MayJun Jul AugSep Oct Nov Dec Preliminary Stable portfolio portfolio with new F&B with new and industry F&B projects projects Pre-N projects Mature projects DD_PDP-test pilot_st Portfolio management workshop_28feb08-tfl-cph_v.ppt Copyright For internal use only Property of Danfoss Business System 2 Resource plan (new projects) Projects Project A Name/skill 0,5 Name/skill 0,5 Project B Name/skill Name/skill Peter Žilnik, Danfoss Hydronic Balancing & Control 0

11 EXECUTION Front End ideation Heart Beat Execution & Launch Applicati on Region Region A Region B... App App 2... target area Screening Refining New Portfolio Concept design Detailed design Verification & launch execution Ramp-up Cash Region C... target area M3 M5 M6 Other ideas from the organisation & customers M- Input to and output from technology management Running Projects New Business cases M0 M PDP aims to introduce and support tools and processes from idea to profit Peter Žilnik, Danfoss Hydronic Balancing & Control

12 PDP s focus in execution is on time, cost and quality M0 M½ M M2 M3 M4 M5 M6 Clear start point for all projects. Appoint PL All resources needed (front loading) Avoid wasting time with pre project work. Fixed time between M0 and M No concept or specs until customer requirements are clear Corrective actions to Cost, Quality, Time deviations Continuous risk mitigation and problem solving Product launch plans implemented Installation of production equipment Ramp up of production and sales Project Prep. Customer Value Concept Definition Proof of Concept Finalize Design Product Validation & Qualification Ramp-Up Supply Chain Prep. Concept Definition Process Design Supply Ch. Supply Ch. build-up Start-up Ramp-Up Launch Prep. Launch Goals & Strategy Launch Plans Launch Deployment Sales Ramp-Up Recommended mandatory milestone for all of project Critical internal milestone for part of project Peter Žilnik, Danfoss Hydronic Balancing & Control 2

13 Visual Project board & stand-up meetings provide an integrated system for workflow management Optimize team coordination and communication efficiency Organize essential project information in one location to strengthen decision-making Strengthen team commitment Simplify planning process Emphasize critical path considerations Stand-up Meeting Visual Project Board Peter Žilnik, Danfoss Hydronic Balancing & Control 3

14 Objective of Market Launch The main objective of Market Launch is to create Sales Velocity!!! Cumulative cash flow Launch Speed to market 2 Sales Velocity = ( Volume / time) Time generation Product development Realization Peter Žilnik, Danfoss Hydronic Balancing & Control 4

15 Product Projects Other Key projects Roadmap Product projects (by complexity of Execution) New Product Development - NPD New Product Adaptations - NPA (Change Control CC) (Tasks JDI)

16 NPD NPA NPD NPA NPD NPA NPD NPA NPD NPA Danfoss project Milestone Plan NPA: Fast track Projects M0 M M3 M5 M6 Work streams Project Management Confirmed Project Scope Product and supply chain concepts frozen Design Freeze Q-release passed Project Close Down Project Milestone Summary Project Milestone Summary Project Milestone Summary Project Milestone Summary Project Milestone Summary Project Charter (Fact Pack) Updated Bus. Case with Confirmed Targets Updated Business Case Updated Business Case Updated Business Case X X Defined Milestone Deliverables (This document) Time Schedule Updated Time schedule Updated Time schedule Project Evaluation Report X X Business Case update (Fact Pack) CAPEX Release plan Updated CAPEX release plan Updated Risk assessment and mitigation actions Resource Contract (Fact Pack) Risk Assessment and Mitigation Actions Updated Risk Assessment and Mitigation Actions Updated Resource Contract Quality Targets Updated Resource Contract X X Q-release Updated Resource Contract Preliminary Plan for Transfer Responsibility to Line Plan for Transfer Responsibility to Line Design and Development Review Conclusions Environmental Assessment Design and Development Review Conclusions Export Limitation Control R&D Technology assessment Concept IP FtO Preliminary Product Specification Approvals, Certifications & Conformity Declarations Updated Product Specification IP Protection Goal DFMEA Product Specification Product Requirement Specification Updated IP FtO IP FtO final Product Concept Design Documentation IP Protection final Technology Assessment Product Test and Approvals Plan & Documentation Product Test and Approvals Plan & Documentation Product Test and Approvals Plan Design Line Approval Product Audit Plan Updated DFMEA S/C Supply Chain Strategy Supply Chain Concept Supply Chain Design Sample Certificate Approval Variable Cost Evaluated Against Target Critical Suppliers Identified PFMEA Updated PFMEA Evaluation of Supply Chain Ramp-up Performance Supply Chain Technology Assessment Ramp-up Plan including Capacity and Capability Production Process Qualification Supplier Evaluation, Approval and Agreement Updated Ramp-up Plan Control Plans (Production) H+S Assessment Product Portfolio & Launch Initial Value Proposition (Fact Pack) Functional Value Proposition Updated Functional Value Proposition Value Selling Package Launch Tracking Report Customer Insight (Fact Pack) Customer Requirement Specification Global Launch Plan Updated Global Launch Plan Market Quality Report Competitor Insight (Fact Pack) Launch Goals & Strategy Local Launch Plans Updated Local Launch Plans Updated Value Selling Package Application Overview (Fact Pack) Updated Target Customers/Early Buyers & Influencers Pricing Structure Technical litterature Product Positioning Plan for technical litterature X Deliverables ready to be presented at milestone Deselected deliverable, see argumentation Predeselected for New Product Adaptation Choose Q-release statement: Page of 2 Peter Žilnik, Danfoss Hydronic Balancing & Control

17 Product Projects Other Key projects HBC Roadmap Other projects (designed for various complexity of Execution) Roadmap

18 HBC Roadmap Mechanism

19 PROJECT DATA EVALUATION EXECUTION Peter Žilnik, Danfoss Hydronic Balancing & Control PROJECT CHARTER Project title Project Num: Strategic fit Type: Category: Project mentor: Project owner Project Aim (goals, scope, objectives, business Impact ) Core Project team Key Project Benefits Key assumptions Success criteria Major Risks Project Phase Execution Key Milestones between start & end Date Time: Deviations General Status Costs: As planned Project progress Scope: As planned Project Start Project spend Estimate Actual Expected End Costs/Cash (EUR) Actual update/review Resources (mandays) Short Comment to currect status: Completed from last review /sept.3 Planned until next review/jan.4 Project Post-Evaluation report (plan vs. actual in success criteria, business impact, goals, deliverables ): Evaluation & Project closure date:

20 Project List Link to Project Charter Project Title Project owner / manager General Status Progress Started Expected conclusion Project closure date Estimated cost/cash Estimated resoures (mandays) Key Project Benefit Strategic fit Category Type

21 Thank you!