Optimizing a Product Development Process by Simulating
Numerical-Design Structure Matrices
by
Brad M. Boersen
Bachelor of Science, Chemical Engineering
Michigan State University (1991)
Submitted to the
System Design and Management Program
in Partial Fulfillment of the Requirements for the Degree of
Master of Science in Engineering and Management
at the
Massachusetts Institute of Technology
January 2001
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@2001 Brad M. Boersen. All rights reserved.
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BARKER
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electronic copies of this thesis document in whole or in part.
Author: Brad M. Boersen
System Design & Management Program
December 15, 2000
Thesis Adviso'DaniA' E. Whitney
Senior Research Scientist, Center for Technology, Policy, and Industrial Development
LFM/SDM Co-Director: Stephen C. Graves
Abraham Siegel Professor of Management
LFM/6DMv Co-Director: Paul A Lagace
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Optimizing a Product Development Process by Simulating
Numerical-Design Structure Matrices
by
Brad M. Boersen
Submitted to the System Design and Management Program
on December 15, 2000 in Partial Fulfillment of the
Requirements for the Degree of Master of Science in Engineering and Management
Abstract
Many product development organizations are faced with the challenge of developing
and commercializing products with a range of scope and complexity while under constant
pressure to reduce cycle time. At Kodak the Product Development organization responded
to this range of complexity by mandating a two-Stage Product Development Process (PDP).
The early stage (Stage-A) was intended to structure product invention and the later (StageB) product commercialization. Although mandated, no such Stage-A process has been
developed for photochemical development. As a result, photochemical product development
teams are faced with the following difficult decisions; (1) Do we utilize the mandated twoStage PDP despite the lack of a defined Stage-A process? (2) Do we develop this product
using just the Stage-B process? (3) How should the relative complexity of our project
influence our choice of which process to utilize?
Engineers from photochemical development groups were interviewed and this
information was used to develop the following. (a) The first ever Stage-A process for
photochemical development. (b) An integrated process consisting of an optimized
integration of the Stage-A and Stage-B processes (opposed to a hand-off from Stage-A to
Stage-B). (c) A numerical design structure matrix (n-DSM) for the Stage-A process, the
Stage-B process, and the integrated process. (d) An optimized Stand-Alone process
developed by optimizing the pre-existing Stage-B process. Additionally four scenarios for
project Scope and Risk were outlined so the n-DSM's could be simulated to determine
which process provided a minimum cycle time for a given Scope/Risk scenario.
The data generated for this thesis predicts that utilizing the Integrated Product
Development Process created for this thesis can reduce product development cycle time for
high risk/scope projects by 34% compared to using a Stand-Alone Process. The cycle time
of medium risk/scope projects can be reduced by 23%. Projects that are classified low
scope can be developed in the most rapid manner by skipping the Stage-A process and
simply using the Stand-Alone Process.
Thesis Advisor: Daniel E. Whitney
Senior Research Scientist, Center for Technology, Policy, and Industrial Development
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Acknowledgments
I am most appreciative to Dr. Dan Whitney, Senior Research Scientist, Center for
Technology, Policy, and Industrial Development, for his advice and time while graciously
functioning as my Thesis Advisor. His advice was invaluable in developing the framework
for this paper and his excellent feedback certainly improved its overall quality.
I am thankful to Dr. Ali Yassine, Research Scientist, Center for Technology, Policy, and
Industrial Development, for his assistance in my education on the operational specifics of
the n-DSM simulation software utilized in this thesis.
I am thankful to Tony Zambito, System Design and Management Class of 1998, for his help
in my understanding of the DSM simulation software.
I am thankful to the employees of Eastman Kodak's Photochemical Community for
allowing me to interview them for this thesis.
Finally, I am most thankful to my wife Julie for her encouragement to pursue this degree,
despite the additional work it created for her in raising our daughter Holly, who was born at
the halfway point of this program.
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Table of Contents
Ab stract ...........................................................................................................................
1. Introduction ...................................................................................................................
1.1. Process Followed in this Thesis ............................................................................
1.2. The Function of Photochemicals.............................................................................
1.3. Photochemical Development at Kodak .................................................................
1.4. Cycle Time Efforts in the Photochemical Community ..........................................
1.5. The Problem to be Solved .........................................................................................
1.6. The Range of Scope and Risk in Photochemical Programs ....................................
2
An Introduction to Design Structure M atrices......................................................
2.1 Partitioning and Banding DSM 's ..........................................................................
2.2 Numerical Design Structure M atrices ......................................................................
2.3 Rework Probability..................................................................................................
2.4 Rework Impact ........................................................................................................
2.5 Simulating Numerical Design Structure M atrices....................................................
3. Data Collection ............................................................................................................
4. Optimizing the Stage-B Development Process......................................................
4.1. Downsizing the Stage-B Process...........................................................................
4.2. Creating a DSM for the Stage-B Process ..................................................................
4.3. Partitioning the Streamlined Stage-B (Stand-Alone) Process...............................
4.4. Creating the Rework Probability M atrix ...............................................................
4.5. Simulating the Optimized Stand-Alone (SA) Process ..........................................
5. Developing the Stage-A Process .................................................................................
5.1. Simulating the Stage-A Process .............................................................................
6. The Hand-off Process...............................................................................................
6.1. Simulating the 60-task Stage-B Process before Partitioning..................................
6.2. Project Durations using the Hand-Off Process - Stage-B original order...............
7. An Integrated Process .............................................................................................
........................
7.1. Reallocating Task Durations .................................................
7.2. Optimizing Stage-B for the Hand-off from Stage-A .................................................
7.3. Simulating the Optimized 'Hand-off Process ......................................................
7.4. Optimizing the Integrated Process ........................................................................
7.5. Simulating the Integrated Process ..........................................................................
8. Conclusions ..................................................................................................................
9. References ....................................................................................................................
10. APPENDIX ..................................................................................................................
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-
.... we have to continue to innovate at a faster pace."
Daniel Carp, CEO Eastman Kodak Co, April 27, 1999'
1. Introduction
Coupled with increasingly impatient customers and competitive threats, improvements
in the efficiency with which new products are commercialized (brought to market) have
become increasingly important. Many product development organizations are faced with
the challenge of developing and commercializing products with a range of scope and
complexity while under constant pressure to reduce cycle time. At Kodak the Product
Development organization responded to this range of complexity and cycle time pressure by
mandating a two-Stage Product Development Process. The early stage (Stage-A) was
intended to structure product invention and the later (Stage-B) product commercialization.
The pre-existing Product Development Process was largely utilized as the Stage-B process,
and a Stage-A process was developed for the company's core product lines; Silver-halide
consumables 2 and Equipment. In the Photochemical Community, however, no such StageA process has been developed, although a recently re-engineered Stage-B process assumes
by design that a Stage-A process has been completed for any given program. As a result,
photochemical product development teams are faced with the following difficult decisions;
(1) Do we utilize the mandated two-Stage PDP despite the lack of a defined Stage-A
process? (2) Do we develop this product using the old Stage-B process that we understand?
'Kodak Institutional Investor Meeting, April 27, 1999,
http://www.kodak.com/country/US/en/corp/georgeFisher/inv990427ga.shtm
2
Color Film (Color-Negative and Color Slide), and Color-Negative Paper
Page 9
(3) How should the relative complexity of our project influence our choice of which process
to utilize?
Design Structure Matrices (DSM's) have the remarkable characteristic of portraying
complex system interface information in a simple context. A Product Development Process
(PDP) is one such system in which information travels between tasks via communication
among teams, sub-teams, and individual contributors. Information generated by task n at
time t must be transferred to the tasks that require this information to initiate their execution.
Often information generated 'downstream' must be returned to earlier (already complete)
tasks because of poor process structure or because of required rework. It has been observed
that in a complex system, such as a PDP, teams or individuals often understand what
information, and from whom, they need to complete the task they are assigned, but often
have a less complete picture of how the information they generate is utilized.
DSM's can be utilized to optimize the structure of a PDP given these issues and improve
communication flow by presenting all stakeholders with a simple visual representation of
the entire process. DSM's can also be used as a replacement for traditional project
management tools, as a method to run a Monte Carlo simulation of numerical DSM's has
recently been developed. The simulation of numerical DSM's [Browning, Yassine,
Zambito] will be utilized to explore and answer the questions posed in this thesis by
investigating the effect of various PDP structures on the product development cycle time of
projects having a range of scope and risk.
Page 10
1.1. Process Followed in this Thesis
The following process was utilized to investigate the questions posed in this thesis.
(1) The pre-existing PDP was downsized by eliminating redundant and non-value
adding tasks.
(2) The down-sized pre-existing PDP (Stage-B) was optimized for use as a stand-alone
process.
(3) A Stage-A process was created for photochemical development.
(4) The Stage-B process was optimized for a hand-off from Stage-A.
(5) The total process was optimized by integrating Stage-A and Stage-B.
(6) These processes was simulated to determine under which should be utilized given a
range of project scope and risk.
1.2. The Function of Photochemicals
Photochemicals perform the function of transforming latent images in exposed silverhalide consumables 2 into humanly visible images. Using consumer color-negative camera
film as an example, Exhibit 1.1 describes the life cycle of a color-negative image from
camera exposure to color prints, with the highlighted sections indicating where
photochemicals are utilized in this process. An individual picture-taker inserts a roll of 35mm color negative film into a camera and exposes each negative (takes pictures) over time.
When the roll of film has been completely exposed the picture-taker removes the exposed
roll of film from their camera and delivers it to a photofinisher. The photofinisher extracts
the film from the film cartridge and inserts the exposed, unprocessed film into a
Page 11
Ur
-
-
-
1111
photoprocessing machine that contains PROCESS C-41 photochemicals . The film is
progressively transported through the photochemicals and dried prior to expulsion from the
photoprocessor. The processed negative is exposed (light is passed through the negative)
onto unprocessed color-negative photographic paper. The exposed photographic paper is
processed through a second photoprocessor containing PROCESS RA-4 photochemicals,
and upon completion of this process humanly visible photographic prints are returned to the
picture-taker.
Consumer
Exposes Film
in Camera
Exposed Film
brought to
Photofinisher
Exposed Film
Processed in
C-41 Chemicals
Negative
Printed onto
Color-Negative
Paper
Exposed
aper processed
in RA-4
Chemical
Prints
Returned
to
Consumer
Exhibit 1.1
The transformation of an exposed silver-halide film or paper into a processed, humanly
visible, image by a photofinisher requires the simultaneous action of chemicals (a series of
photochemical solutions) and a photofinishing machine that transports the film or paper
through the photochemistry. Exhibit Al (Appendix) describes the complexity of this
system.
1.3. Photochemical Development at Kodak
The Photochemical Community at Kodak is composed of four primary product lines
(Consumer, Professional, Graphics, and Health), each representing a different customer
application segment and represented by separate business units and either separate or shared
3 For a "Minilab" Photoprocessor: Kodak FLEXICOLOR Developer, Kodak
FLEXICOLOR RA Bleach, Kodak FLEXICOLOR RA Fixer, and Kodak FLEXICOLOR
Final Rinse.
Page 12
product development departments (Exhibit 1.2). New photochemical solutions (PROCESS
C-41, PROCESS RA-4, PROCESS E-6, EASTMAN ECN-2, RA-2000, RP-XOMAT,
PROCESS K-14M, etc.) are generally conceived in one of two ways; (1) Marketing
personnel define a customer need through interaction with customers (photofinishers). (2)
Technology experts in Product Development or Research, leveraging their knowledge of the
product and system, discover a method to either improve customer value or reduce cost, or
both. If marketing personnel in the business unit envision a product, the business unit works
with the appropriate Product Development Department to quantify the opportunity and
document the product requirements. A team is subsequently formed to develop a
technology that will fill the need, and this team (or a subsequent team) will then
commercialize the technology deemed most appropriate from a value and cost perspective.
Consumer
Imaging
Professional
Imaging
Product
Development
Department G
Product
Development
Department C
Development
Team C-A
Graphics
Development
Team C-B
Development
Team G
Health
Product
Development
Department H
Development
Team H-A
Development
Team H-B
Shared Resource Groups (Manufacturing, Testing, Patent Legal)
Exhibit 1.2 Photochemical Community at Kodak
1.4. Cycle Time Efforts in the Photochemical Community
Soon after George M.C. Fisher was hired from Motorola in the mid-1990's, Mr. Fisher
commenced efforts to instill best practices from Motorola into Kodak. One of these best
Page 13
practices was the concept of 'I OX' improvement for defect reduction, cost reduction, and
cycle time improvements.
In the product development community the mantra of cycle time reduction spawned a
number of programs to improve the cycle time required to commercialize new products.
This effort in the Photochemical Community was coined 'Product Commercialization
Process (PCP)'. The strategy for accomplishing this was to transform a process dominated
by tacit knowledge into a process that was documented, attempt to reengineer certain
aspects of the process to improve cycle time, and redefine the deliverable of the process
("commercialize technology, not ideas"). The team responsible for this effort was comprised
of development engineers and managers from across product development communities,
various 'shared resource' organizations such as manufacturing, health and safety,
patent/legal, and from multiple countries. This team will be referred to in this thesis as the
'PCP Core Team'.
Prior to PCP the Photochemical Community was utilizing a commercialization process
that had been specifically developed for use by groups developing silver-halide
consumables 2 and equipment. Although this process was better than having no documented
guidance at all, the steps and specific requirements were often incompatible with the needs
of photochemical products. This led to a variety of non-standard processes for
commercialization across development departments. By documenting the process, PCP
facilitated a common language and task set. This was particularly important for 'shared
resource groups' who did not previously have a common process and language that could be
applied to every commercialization program, regardless of which development community
they were supporting.
Page 14
The goal in developing PCP was a IOX improvement in average cycle time. In
determining how this could be accomplished the PCP Core Team defined very aggressive
expectations for all sub-process elements involved in commercializing new products.
Increasing the expectations of the various sub-processes facilitated reengineering efforts in
many organizations. The PCP Core Team did not determine specifically how each subprocess would achieve their goal for cycle time, but they did attempt to reengineer the
interactions between the various sub-groups involved in commercialization such that more
work was performed in parallel.
A fundamental assumption of the PCP Core Team was that the new process would
"commercialize technology, not ideas". This redefinition forced the conscription of an
upstream process: Stage-A. The process developed by PCP will be referred to in this thesis
as Stage-B. The strategy for changing the definition of commercialization was to move
invention to a 'less expensive' upstream phase, and the demand that commercialization not
proceed until a new technology is proven (in a lab mode) to be robust from a manufacturing
and customer use perspective.
1.5. The Problem to be Solved
The separation of technology invention from commercialization was intended to have
two important strategic benefits via preventing dissipation of scarce resources. First, by
limiting commercialization to those projects that have proven technology and for which a
valid business case has been presented, it was hoped that the average cost per
commercialization project would be reduced. Prior to the implementation of the two-stage
PDP it was not uncommon for projects to languish in commercialization because a
Page 15
perceived customer need could not be achieved due to a lack of robust technology, or the
perceived need was either mistimed or nonexistent. More importantly, however, a
bottleneck created by projects unfit for commercialization was preventing other
opportunities from being identified, limiting the total number of products that could be
successfully commercialized.
While the theory for separating the total Product Development Process (PDP) into a
Stage-A and Stage-B hand-off was sound, no such Stage-A process was developed for the
Photochemical Community. Although Stage-A processes were developed for Silver-halide
consumables 4 and Equipment products, these processes were inadequate for the
Photochemical Community for the same reasons the original (pre-Stage-B) process was
inadequate. As a result, product development teams in the Photochemical Community were
faced with the following difficult decisions; (1) Do we utilize the mandated two-Stage PDP
despite the lack of a defined Stage-A process? (2) Do we develop this product using the old
Stage-B process that we understand? (3) How should the relative complexity of our project
influence our choice of which process to utilize?
1.6. The Range of Scope and Risk in Photochemical Programs
As in most Product Development organizations, the photochemical community at Kodak
develops and commercializes products with a range of scope and complexity. This range of
scope and complexity complicates the product development and commercialization process.
It is typical to define a PDP for the most complicated scenario, leaving PD teams to scale
4 Color
Film (Color-Negative and Color Slide), Color-Negative Paper
Page 16
down the process for less complex programs. The data collection for this thesis led to
developing four risk/scope scenarios typical of photochemical product programs that will
subsequently be used to examine the output of this thesis. Exhibit 1.3 outlines this range of
scope and complexity.
Scenario
One-off
Derivative
New
Complex
Scope
Low
Low
Medium
High
Risk
Low
Medium
Medium
High
Exhibit 1.3 Range of Scope/Complexity in Photochemical Programs
2
An Introduction to Design Structure Matrices
A Design Structure Matrix [Steward] is an n by n matrix (n= summation of all
elements), where for the purposes of this thesis the number of elements is simply the
number of tasks in a Product Development Process (Exhibit 2.1). Each task is identified in
the leftmost column, and repeated in the top row. What results is a simple matrix that
allows the mapping of interactions between all tasks in the process. The diagonal formed by
the intersection of each task with itself represents the boundary between the feed-forward
and feedback of information. Marks (X's in our example) that appear in the lower-left
diagonal represent the feed-forward of information, and marks in the upper right diagonal
represent information feedback. In our example Task A is performed, and the information
generated by Task A is fed to Task C, which requires Task A's information before Task C
can commence. Upon completion Task B transmits its results to both Task D and Task E.
Upon receiving information from Task A, Task C is executed and upon completion relays
Page 17
it's conclusions to Task D. Task E commences when it receives information from both Task
B and C, and the process would then appear complete. However, we have an iterative loop
because Task B requires information from Task D. So, upon completion, Task D feeds
information back to Task B. The power of the DSM tool is the simplicity with which it
displays interactions between tasks.
Task
A
B
C
B
A
--A
C
~B7
x
_
E
_-x
- - - - - c7
D
E
D
X
_
_
E
Exhibit 2.1 DSM Example
2.1 Partitioning and Banding DSM's
Partitioning is the action taken to optimize the order of the tasks in a DSM such that the
number of feedback interactions is minimized, or preferably eliminated. Described another
way, partitioning is the act of trying to locate all task interactions in the lower left diagonal.
Clearly the less feedback we have in our process, the faster the process will be executed. If
we Partition our DSM example, we obtain the DSM in Exhibit 2.2. The order of the tasks
has been altered. Tasks C and D have switched positions in the DSM. The resulting
rectangular iteration loop between Task B and D is termed a Cluster. DSM's can also be
'Banded'. Banding is the term utilized to describe the action of determining which tasks in
the DSM can be executed in parallel. Exhibit 2.2 also shows our example DSM after it has
been banded. First, Tasks A and B are conducted in parallel, then Tasks D and C are
Page 18
performed in parallel (Exhibit 2.21 for traditional Gantt view). At this point task B is
repeated after Task D has concluded. Because Task B was repeated we may have to repeat
Task D. This iteration loop could continue for some time, but for our example it occurs
once. After the second band is completed (Tasks D and C), Task E is finally performed.
I
B
A
Task
C
D
El
Exhibit 2.2 DSM Example after Partitioning and Banding
A.........
..,... ..
.......
...... . .........
U UUuU .u~u UMMU EUUE 33
U
B
D
D
C
Elapsed Time (Days)
Exhibit 2.21 DSM Example in Gantt Chart Format
A slight modification to our example DSM provides a better example of partitioning. If
Task D fed information back to Task A, instead of Task B, the partitioned DSM would look
like Exhibit 2.3. A much more substantial reordering is possible as a result of this simple
modification, to the point that there are no feedback interactions.
Page 19
Task
B
D
A
C
E
B
B
1
D
D
1
A
A
1
1
C
E
C
1
E
Exhibit 2.3 DSM Partitioning Example 2
2.2 Numerical Design Structure Matrices
A Numerical Design Structure Matrix [Steward, 1991; Smith, Eppinger, 1997] extends
the value of binary DSM's by substituting simple interaction marks (X's in Exhibit 2.1) with
value-added information. In our simple example (above) Task B fed information forward to
Task D, and Task D fed information back to Task B. This relationship between tasks is
defined as interdependency. The simple interaction marks of a binary DSM can be
substituted with a value that represents the degree of interdependency. This value is termed
Task Volatility [Yassine et. al.; Zambito]. Task Volatility values can be estimated by
utilizing an attribute of each task and an attribute of each task to task interaction [Zambito].
2.3 Rework Probability
First, each task is assigned an Information Variability (IV) value. IV values "describe
the likelihood that information provided by an input task may change" [Zambito] after
having been passed to it's dependent tasks. Each Task is assigned an IV value of between I
Page 20
and 3. An IV value of 1 represents a low likelihood that the information released by any
task will subsequently change, while an IV value of 3 represents a high likelihood. Using
our simple example as an illustration, if the information generated by Task B typically
changes after being passed to Task's D and E, Task B would be assigned an IV value of 3.
Secondly, each interaction in the DSM is assigned a Task Sensitivity (TS) value. TS
values describe the sensitivity of each dependent task to changes in input information after
having initially received this information, and a 1-3 scale is used to estimate this sensitivity
[Zambito]. In our example if Task C is sensitive to any change in information from Task A
(Task A has to revise the information it transmits after initial release), and this has a
significant impact on Task C, the matrix cell that represents the interaction between Task C
and Task A is assigned a value of 3 (Exhibit 2.4).
Tas Sensitivity
CB
D
E
Information Variability
\
B
A
C
D
E
1
2
1
1
2---*
"
Task
A
3
2
Exhibit 2.4 Example Information Variability (IV) and Task Sensitivity (TS) Values
The product of the estimate for Information Variability (IV) and Task Sensitivity (TS)
becomes the value that represents Task Volatility, TV (Exhibit 2.5). The TV values are
transformed into rework probabilities [Zambito]. In our example, a TV value for the upper
Page 21
diagonal interaction of Task D and B would represent the probability that Task B would
have to be reworked once the information generated by Task D was available. The TV
values in the lower diagonal would translate to second-order rework probabilities. In other
words, should Task B have to be repeated a TV value of 6 would be transformed [Zambito]
into the probability (0 to 1) that rework will be triggered in Task D.
Task
A
B
C
D
E
A
A
B
C
D
E
4
B
6
6
3
2
E
Exhibit 2.5 Example Task Volatility (TV) Matrix
2.4 Rework Impact
The second matrix required for constructing a Numerical DSM suitable for simulation
is an Impact Matrix. An Impact Matrix describes the extent to which the dependent task
must be repeated IF rework is triggered. So, if Task D must be repeated, what duration will
be required to repeat it? In a complex matrix most dependent tasks will have multiple
inputs, and a change in just one of those inputs is unlikely to require the entire task to be
repeated. The Rework Impact is a value between zero and one, where a one would indicate
the entire task must be repeated if that particular input changes. A Rework Impact of 0.5
would indicate the task could be repeated in half the original time (Exhibit 2.6).
Page 22
Task
A
B
C
D
E
A
A
B
C
D
E
0.3
B
C
0.5
0.1
D
0.2
E
Exhibit 2.6 Example Rework Impact Matrix
Simulating Numerical Design Structure Matrices
Recent work [Browning] has led to the development of a Microsoft Excel Macro that
simulates product duration given a Rework Probability and Rework Impact Matrix. For
each task a most-likely, pessimistic, and optimistic duration is estimated, as is a value for
rework duration. Rework duration represents how much faster you can perform a task the
second (or third, etc.) time the task is executed. This value is converted into a percentage
that represents the "Learning Curve" of a given task, in other words the degree to which we
can perform a task faster the second time because of what we learned the first time we
performed it. The program performs a Monte Carlo simulation, producing a Probability
Density Function (PDF) of project duration and a Gantt Chart for one of the simulations.
Experienced engineers in the Photochemical Community at Kodak were interviewed to
collect the data for this thesis. First, an explanation of the interview purpose was discussed.
Second, the Stage-B PDP tasks typically assigned to any interviewee were reviewed, and the
Page 23
interviewee was asked to designate which tasks they defined as 'key', and which tasks were
simple. A simple task was defined as anything that could be completed in less than one day.
During this process the Interviewees also commented on which Tasks are never performed
in practice, and which tasks were simple bureaucratic verifications. Interviewees were also
asked to comment on key tasks that were missing from the process, if any. For each 'key'
-
task, the following information was collected from each interviewee (Exhibit A2
Appendix).
(1) What information is required to perform this task?
(2) What is the Task Sensitivity value of each Key task relative to each of its inputs,
where TS is defined as the sensitivity to changes from the Input (1 =Insentive, 2=
Sensitive to Major changes, 3= Sensitive to most changes).
(3) Where, or to whom, does the information generated by this task go?
(4) What is the Information Variability value of this task, where IV was defined as
the likelihood the information provided by this task will change once the
information is distributed (1=25% or less, 2= between 25 and 75%, 3 =>75%)
(5) What is the Optimistic Duration of this Task?
(6) What is the Most Likely Duration of this Task?
(7) What is the Pessimistic Duration of this Task?
(8) What is the duration of this task if it must be reworked?
Page 24
4. Optimizing the Stage-B Development Process
When the author conducted the interviews for this thesis the Stage-B PDP existed
substantially as a checklist of 280 tasks. Initially the checklist was only available for use as
an Intranet hard-copy printout. In work prior to this thesis the author converted this printout
into an interactive Excel spreadsheet that allowed any given project team the ability to
customize the checklist for their program. Teams could modify individual responsibilities
for given project team roles (Team Leader, Manufacturing Manager, etc) and the
spreadsheet allowed the team to filter tasks by the person responsible for each task, and by
the milestone for which each task was required to be completed. Although this was
recognized as a helpful tool, a common complaint among project teams was that at 280 tasks
the process was too complex and burdensome. To those that used the process a few times it
was recognized that a small subset of the 280 tasks were important, and the balance added
little value to the process. However, to teams and individuals that sought to use the
checklist for the first time, the process was perceived as daunting.
4.1. Downsizing the Stage-B Process
As a result of the interviews conducted for this thesis, the Stage-B process was
streamlined from 280 to 60 tasks (Exhibit 4.1). This was accomplished by deleting nonvalue add tasks, and combining similar or redundant tasks. Simple tasks that were
conducted in parallel, in short periods of time, by the same person or sub-team, were
combined.
Page 25
Process Non-specific to
Photochemicals
PCP Effort
280-Task Stage-B
Process
This Thesis
60-Task Stage-B
Process
Exhibit 4.1 Evolution of the Stage-B Process
4.2. Creating a DSM for the Stage-B Process
The streamlined 60-task process was transformed into a 60x60 matrix in the same order
as in the original 280-task checklist. Using data compiled from the interviews, the
interactions between tasks were documented, resulting in a binary DSM (Exhibit A3). As
discussed above, due to the lack of a Stage-A process photochemical development teams
must decide whether they should perform the entire product development project using just
the Stage-B process. No PDP specific to Photochemicals existed before the PCP effort, so
the only documented process a team could use prior to this thesis was Stage-B. So, if a team
were to use the Stage-B process strictly in the order implied by the checklist, there would
clearly be tremendous potential for feedback, as implied by the binary DSM. For the
balance of this thesis the 60-task Stage-B process, when used to execute an entire project,
will be referred to as the "Stand-Alone" (SA) Process. It has been observed that a typical
binary DSM has an average of 6 interaction marks per row (or column) [Whitney]. This
particular binary DSM has an average of 3.4 marks per row.
Page 26
4.3. Partitioning the Streamlined Stage-B (Stand-Alone) Process
To determine whether the number of feedback interactions can be reduced, we partition
the DSM (Exhibit A3.1). This first attempt at partitioning produces an entirely
unsatisfactory result. Not a single change is made to the task sequence, and thus no
improvement is made in reducing the number of feedback interactions. The Partitioning
algorithm has located iterative clusters, and these clusters prevent the algorithm from
making substantive gains. The first action we can take is review the DSM (Exhibit A3. 1)
and verify that all interactions are valid. Interactions that are deemed errors are deleted or
moved to their proper location. At this point we again run the partitioning algorithm and
produce a new DSM (Exhibit A3.2). By verifying the validity of every single interaction (or
feedback) we gain some momentum, as the partitioning algorithm was able to reduce the
number of feedback marks from 56 to 39. The next step we take [Yassine] is a
comprehensive review of the data collected for this thesis, looking for very weak
interactions. These interactions are removed, and the DSM is again partitioned (Exhibit
A3.3). One final attempt at removing weak dependencies and we are satisfied with the
result (Exhibit A4). This iterative process of partitioning followed by verifying interactions,
followed by removing weak dependencies, results in reducing the number of feedback
interactions from 56 to 20, a substantial improvement. This reduction in feedback results
from a substantial reordering of the task sequence, as is observed by comparing Exhibits A3
and A4. This appears to be a remarkable result, and one may wonder how the structure of
the Stage-B process could have been so poorly designed. The PCP team did not have the
benefit of DSM as a tool to map interactions and potential feedback loops. The potential for
feedback increases with increasing risk and scope, and it is known (Section 7.3 below) that
Page 27
the PCP team was focused on projects of limited scope and risk. So the PCP team,
consciously or unconsciously, probably ignored the potential for rework feedback and thus
its affect on the structure of the process.
4.4. Creating the Rework Probability Matrix
The binary DSM for the Stand-Alone process is converted to Rework Probability and
Rework Impact Matrices as described above. The IV/TS Matrix (Exhibit A5) is converted
into a Rework Probability Matrix (Exhibit A6), and a Rework Impact Matrix (Exhibit A7) is
derived from experience and from rework duration data gathered in the interviews for this
thesis.
4.5. Simulating the Optimized Stand-Alone (SA) Process
To determine the likely cycle time of a photochemical development project utilizing just
the optimized SA process, we simulate the n-DSM of the SA process [Browning, 1998].
We perform the simulation utilizing all four scope/complexity scenarios, about 500
simulations per run. Exhibit 4.2 summarizes the results of these simulations, with the error
bars indicating one standard deviation of duration variability.
Page 28
Project Duration - Stand-Alone Process
350 -350
300
300
-250
200
150
100
50
0
250
200
0 150
100
50
0
One-off
Derivative
Moderate Risk
High Risk
Project Scope/Risk Scenario
Exhibit 4.2 Project Duration using only the Stage-B Process
The reader may wonder why we do not simulate project duration for the 280-task
process or the unpartitioned 60-task process. The 280-task process can not be simulated
with the current software, which generally limits simulations to processes of 100 tasks or
less. The unpartitioned SA process is not simulated here because, as explained above, the
process was not designed as a stand-alone process. If used by itself it is likely that a project
team would have modified the task order given their experience. Therefore, in the context
of developing and commercializing a product using the SA process, it is not fair to simulate
the unpartitioned SA process and conclude a significant cycle time improvement is possible
by using the partitioned SA process. It is unlikely, given the complexity of the process, that
a project team would have used the 280-task process in an optimum order. However, by
using the simulation results of the partitioned SA process as the basis of comparison for
work that will be explained later, we use the most conservative data for the purpose of
supporting the conclusions of this thesis.
Page 29
5. Developing the Stage-A Process
Using data collected from the interviews for this thesis, the experience of the author, and
follow-up interviews, a Stage-A Process for Photochemical Development, in the form of a
binary DSM, was drafted. This draft DSM was reviewed with experienced photochemical
personnel. Feedback was incorporated, resulting in a binary DSM for Stage-A (Exhibit A8).
The binary DSM was partitioned in an effort to minimize upper diagonal feedback
interactions (Exhibit A9). Although a substantial re-ordering of the task sequence results
from partitioning the Stage-A Process, only a modest reduction in feedback interactions is
observed.
5.1. Simulating the Stage-A Process
An n-DSM was created for the Stage-A process in the same manner as described
(above) for the SA process. The n-DSM is simulated using the four scope/risk scenarios.
Exhibit 5.1 describes the outcome of the simulations. The Stage-A process is designed to be
utilized as a hand-off to the Stage-B process, so we must also simulate the Stage-B process
under this circumstance to generate data with which to compare to the situation in which a
team uses the SA process. This simulation is performed later.
Page 30
Stage A Durations
100 ---
100
8800
3
60
60
0
40
40
5
20
20
0
0
One-off
Derivative
Moderate Risk
High Risk
Project Scope/Risk Scenario
Exhibit 5.1 Stage-A Process Duration
6. The Hand-off Process
When the 280-task PDP was developed by the PCP effort it was designed with the intent
that it would commence with a hand-off from a project team that had completed the Stage-A
process. So, to simulate the duration of a project that uses the 'hand-off approach we first
simulated the duration of the Stage-A process. We will simulate the Stage-B portion of the
hand-off process in two ways. First we create an n-DSM of the 60-task Stage-B process in
the order implied by the 280-task process and simulate. Secondly, as part of the effort to
create an optimized integrated process (Section 7), we will need to optimize the Stage-B
process given the fact that we anticipate a hand-off from Stage-A and then simulate to
determine if any improvement is possible over the Stage-B process in its original order.
Page 31
6.1. Simulating the 60-task Stage-B Process before Partitioning
An n-DSM of the 60-task Stage-B process is already available. We simulate this
process in the original order (Exhibit A3) over the four risk/scope scenarios and obtain the
data summarized in Exhibit 6.1.
Stage-B Durations - Using Original Order
(0
0
0
0
.4-I
I-
0
200
180
160
140
120
100
80
60
40
20
0
200
180
160
140
120
100
80
60
40
20
0
One-off
Derivative
Moderate Risk
High Risk
Project Scope/Risk Scenario
Exhibit 6.1 Stage-B Duration - Original Order
6.2. Project Durations using the Hand-Off Process - Stage-B original order
To determine project duration when using the hand-off process as it was intended by the
PCP effort (given a risk/scope scenario) we simply add the Stage-A and Stage-B (original
order) data. This data is described later.
Page 32
With the development of the Stage-A Process, there are now three ways in which a
Photochemical Project Team can execute a program (Exhibit 6.1). In Option I the project
team can execute a program using the Stand-Alone process (Exhibit A3 or A4). Option 2
allows a project team to execute a program using a 'hand-off process (Exhibit A12). The
'hand-off process occurs when the project team first executes the Stage-A Process, and
upon conclusion of the Stage-A Process the Stage-B Process is executed. The third method
(Option 3) a project team can utilize is an integration of the Stage-A and Stage-B processes
(Exhibit A14). In order words, tasks assigned for execution in Stage-B could in theory start
before the official completion of the Stage-A process.
Finish
Start
Option 1
60-Task Stand-Alone Process
Option 2
Stage-A Process
Option 3
Stage-A Process
Stage-B Process
Stage-B Process
Exhibit 7.1 Product Development Process Options
Page 33
7.1. Reallocating Task Durations
Before we can develop an integrated process we must resolve an issue with task
durations. It is assumed that the amount of required initial work to complete a given project
using the SA process is less than or equal to the amount of work required if the project is
conducted using a hand-off from Stage-A to Stage-B. In other words, if we must perform
the task of "Defining the Market Need", performing this task when the project team has
chosen to use the SA process requires less than or equal time vs. using the "hand-off"
process. This assumption results from the observation that in the case of the 'hand-off
process there may be a time lag between the completion of Stage-A and the commencement
of Stage-B. This time lag may require that some work, previously completed in Stage-A, be
updated to reflect current information. In the absence of a time lag we assume the amount
of required initial work (given a certain scope/risk scenario) to complete a given project is
equal, regardless of the process. For the purpose of the conclusions to this thesis, this
assumption errs on the conservative side when allocating the durations of the SA process to
the 'hand-off process. So, after pasting the Stage-B DSM after the Stage-A DSM (below)
we reallocate task durations given this conservative assumption. Because we have already
developed the Stage-A task durations, this generally amounts to reducing the durations of
Stage-B tasks that crossover with the Stage-A process.
Total Initial Work,
Using just the Stage-B Process <=
Total Initial Work,
Hand-off Process =
Total Initial Work,
Total Initial
Hand-off Process
Work, Stage-A Process +
Page 34
Total Initial Work,
Stage-B Process
7.2. Optimizing Stage-B for the Hand-off from Stage-A
When the Stage-B process was previously optimized it was from the perspective of
performing all the development work using just this process (Exhibit A4). The philosophy
behind the use of a two-stage process was to move the iterative work to an upstream
process, Stage-A. When the Stage-A process is utilized, a number of tasks in the Stage-B
only process are eliminated completely (Exhibit A10). This significantly reduces the
number of potential feedback interactions. We are left with only two tasks that receive
information via feedback. The next step is to paste this DSM into (following) the Stage-A
DSM and identify which tasks in Stage-A produce information that we can pass to tasks in
Stage-B (Exhibit A 11). If a Stage-B task can receive information from Stage-A when it
previously received this information from within Stage-B, we consider whether we can
remove the Stage-B dependency. If we can, we delete this interaction. When this exercise
is complete, we partition this combined process. What we find is that as a result of the large
cluster at the end of the Stage-A Process, the partitioning algorithm does not integrate the
Stage-A and Stage-B tasks (Exhibit A 12). As a result we have an optimized 'hand-off'
process.
7.3. Simulating the Optimized 'Hand-off Process
To determine the amount of time required for completing a project using the optimized
'hand-off process we create and n-DSM and simulate this hand-off process, prior to
integration. Exhibit 7.2 describes the results of this exercise compared to the results from
using the SA process. As the exhibit shows, an improvement in cycle-time is possible for
Page 35
higher risk projects when the 'hand-off process is utilized. For projects having reduced
scope and low risk, using the Stand-Alone process minimizes project cycle time.
We can also compare this data to the 'unoptimized' hand-off (Section 6.2). The results
are very interesting (Exhibit 7.3). What we observe is that for projects of low scope and risk
the hand-off process with the Stage-B process as originally designed by the PCP team
results in a lower project cycle-time compared to the 'optimized' hand-off process. When
the scope and risk of a project is greater, the 'optimized' hand-off process produces a
significantly lower project cycle time than the 'unoptimized' hand-off process, with the
impact (in percentage terms) improving with increasing risk and scope. For 'New' projects
duration is reduced by 32 weeks, or 22%, while 'High Risk' projects can be reduced by 66
weeks, or 24%, compared to the unoptimized hand-off process.
This result was discussed with one of the participants of the PCP effort. It was learned
that the quantitative goal of the PCP effort was a project cycle time (the 280-task Stage-B
Process) of 45 days. This goal was derived by arbitrarily dividing the average total project
cycle time of the day (450 days) by 10 (1OX Reduction) with no effort to develop different
goals for projects of varying scope and risk. The PCP had the perception that this was
probably only feasible for projects with low risk and narrow scope. It is a very interesting
result of this thesis that the process they designed (Stage-B before the optimization
performed herein) results in the lowest cycle time for projects of very limited risk and scope.
It seems logical to conclude that in their zest to develop a process that would enable a 45day cycle time, the PCP team did not explore how a range of scope and risk affected the
process structure they were creating. They probably focused on projects of narrow scope
and low risk that they perceived had the potential to be conducted in the arbitrary 45-day
Page 36
-------
________
cycle time goal. However, as noted previously, the potential for feedback increases with
increasing risk and scope, and we know that feedback interactions have a considerable effect
on the cycle time, and can be reduced significantly by partitioning.
Project Duration - Optimized Hand-off vs. SA
350
300
U>
0
250
200
0
150
100
50
0
One-off
Derivative
Moderate Risk
High Risk
Project Scope/Risk Scenario
Exhibit 7.2 Hand-off Process Durations
Hand-Off PDP - Stage-A to Stage-B
300
250
(I,
200
150
0
(U
=
0
100
50
0
One-off
Derivatie
Moderate
High Risk
Project Scope/Risk Scenario
Exhibit 7.3 Hand-off Process Durations - Before and After Partitioning
Page 37
-
-----
-~
7.4. Optimizing the Integrated Process
As we found in Section 7.2, utilizing the partitioning algorithm will not help us produce
an optimized integrated process. So, we are required to partition the old fashioned way,
visually looking for opportunities to move Stage-B tasks into Stage-A, and then simulating
in a trial and error process until we can reduce cycle time compared to the 'hand-off
process. We have already concluded that the 'hand-off process adds value as the scope and
risk of a program increases. So, we focus on the "high-risk" scenario to look for
opportunities to commence the first activity in the Stage-B critical chain as early as possible.
We do this by studying the Gantt Chart that is produced by the simulation program (Exhibit
A 13), looking for long duration tasks that can be moved up in the process and also looking
for gaps, that is periods of time when only 1 task is under way. We seek to move long
duration tasks up as much as possible, and restructure the process so there are always
multiple tasks underway. As an example, in Exhibit A13 we identify a long duration task
that is executed late in the process, and a gap in which only one task (this same long
duration task in this case) is underway. When an opportunity is identified, we modify the nDSM of the Integrated Process and re-simulate to determine if any improvement has been
made. Exhibit 16 shows how the long duration task (from above) has been moved up in the
process, producing fewer gaps. What results is an n-DSM in which there is overlap between
the Stage-A and Stage-B tasks (Exhibit A14). Additional integration of Stage-B tasks into
Stage-A (Exhibit Al 5) is possible, however as we increase the integration of Stage-B into
Stage-A, the Stage-A cluster becomes larger. We will eventually pay a price for this level
of integration by in increase in total duration.
Page 38
7.5. Simulating the Integrated Process
The n-DSM's created in Section 7.4 are simulated over the four risk/scope scenarios.
Our suspicions that over-integration will lead to higher cycle time is confirmed. The nDSM illustrated in Exhibit A14 has an average cycle time, for a high-risk project, of 196
weeks. The n-DSM illustrated in Exhibit A15 has an average cycle time of 206 weeks.
Exhibit 7.4 shows the reduction in total cycle time possible using the n-DSM of Exhibit
A 14, compared to using a pure hand-off from Stage-A to Stage-B or performing the entire
project using the SA process. The optimized Integrated Process results in a 12%
improvement for Moderate Risk projects, and a 7% improvement for High-Risk projects
compared to the optimized Hand-off Process. Improvements are also observed at lower
scope/risk scenarios, but under these scenarios the Stand-Alone process produces the
shortest cycle times. When Stage-B tasks are moved up into the Stage-A process, the result
is an expansion of the Stage-A iteration cluster. So, the result is a trade-off between saving
time by moving Stage-B tasks up and expanding the coordination time of the Stage-A
cluster (compare A15 with A 14). Our final Integrated Process has a Stage-A iteration cluster
that has 20 elements, whereas the Stage-A process itself has just 18 elements. The n-DSM
illustrated in Exhibit 15 (the 'over-integrated' process) has 32 elements in the Stage-A
cluster.
Page 39
Project Duration as a Function of Process Structure
350
D
0
250
E Optimized Stand-Alone
* Hand-Off w /Optimized Stage-B for Hand-off
-
300
3 Integrated
S200
150
100
t
-
50
0
One-off
Derivative
Moderate
High Risk
Scope/Risk Scenarios
Exhibit 7.4 Project Duration as a Function of Process Type
Page 40
8.Conclusions
The data generated for this thesis predicts that utilizing the Integrated Product
Development Process created for this thesis can reduce the product development cycle time
for a 'Complex' photochemical project by 34% compared to developing the using the StandAlone Process. The cycle time of a 'New' product can be reduced by 23%. Projects that are
classified as 'One-off or 'Derivative' can be developed in the most rapid manner by
skipping the Stage-A process and simply using the Stand-Alone Process.
scope _7ISK
Low
Medium
Medium
Low
Low
Medium
High
I
Process Ghoice
Stage-B Standalone
Stage-B Standalone
Integrated
High__
Integrated
The construction of Numerical Design Structure Matrices, and the simulation of these
matrices, is the only tool that can perform the analysis described in this thesis. Traditional
project management tools fail to account for iterative loops and task rework. The duration
estimates predicted herein for the four scope/risk scenarios using the pre-optimized
processes match well with the authors experience with past photochemical development
programs. Photochemical project teams at Kodak will be able to use the tools developed in
this thesis as a proactive method for estimating project duration and schedule, which is a
significant improvement over the traditional use of either MS Project, which does not
account for rework, or WGNER . Project duration estimates in photochemical
development projects, in the author's experience, always underestimate actual duration.
5 Wild
Guess Not Easily Refutable
Page 41
9. References
[la]
Steward, Donald, "Partitioning and Tearing Systems of Equations, SIAM Numerical
Anal., ser. B, vol. 2, no. 2, pp. 345-365, 1965.
[lb] Steward, Donald V., "The Design Structure System: A Method for Managing the
Design of Complex Systems" IEEE Transactions on Engineering Management, vol.
28, pp. 71-74, 1981.
[2]
Browning, Tyson R., Modeling and Analyzing Cost, Schedule, and Performance in
Complex System Product Development, Ph.D. Thesis (TMP), Massachusetts Institute
of Technology, Cambridge, MA, 1998b.
[3]
Zambito, Antonino, "Using the Design Structure Matrix to Streamline Automotive
Hood System Development", Masters Thesis, Massachusetts Institute of Technology,
Cambridge, MA, 2000.
[4]
Yassine, A., Falkenburg, D., Chelst, K., "Engineering Design Management: An
Information Structure Approach", International Journal of Production Research, Vol.
37, No. 13, 2957-2975, 1999.
[5]
Smith, Robert P. and Eppinger, Steven D., "Identifying Controlling Features of
Engineering Design Iteration" Management Science, vol. 43, pp. 276-293, 1997
[6]
Daniel E. Whitney, Senior Research Scientist, Center for Technology, Policy, and
Industrial Development, Massachusetts Institute of Technology, personal
communication.
Page 42
10. APPENDIX
-Unprocessed/E xposed Color-Negative Film
-Electrical Powe r
-Concentrated P hotochemicals
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Exhibit Al Photofinishing System Boundary & Subsystem Elements & Interfaces
Page 43
Task
Requires
Input
from....
Task
Sensitivity
Info.
Criticality
Output to.....
Minimum
Duration
(days)
Info.
Variability
Task Sensitivity = Sensitivity to changes from the Input (l=Insentive, 2= Sensitive to Major changes, 3=
Sensitive to most changes).
Information Criticality = I if it is impossible to move forward without this input, 0 otherwise.
Information Variability
the likelihood the information provided by this task will change once the information is passed on
(1=25% or less, 2= between 25 and 75%, 3 = >75%)
Exhibit A2 Data Collection Sheet
Page 44
Most Likely
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107) C om plete concentrate w ork for crys
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109 (and 1 10)) Obtain CIN for Solutions/P
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(PC P 82) Identify special graphics requirem ents
(PC P 10 1.6) S olubility C onstraints
(PCP 101.7) Determine Usage Factors via Sma
(PCP 101.8) Determine Which Film Products rr
(PCP 101.9) Develop Tank Formula via DOE us
(PCP 101 .7) Analyze DOE (vs, Rects, goals, rot
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(PCP 33) Assure CIN assigned for raw chernica
(PCP 34) Hold Process Safety Re-view for all N E
(PCP 35 (and 44)) Estimate preliminary ROM c
(PCP 37) Preliminary Business and Launch Pla
(PCP 50) Initiate new product nam ing activities
(P C P 56) C om plete activities for notification pro
(P C P 59) (A) C om m unicate the S ourcing S trate
(PCP 61) Identify testing concerns- new equipir
(PCP 64 (and 65)) Deliver Freedom-to-Use Guid
(PCP 66) Request HSE Product Assessment (I
(PCP 67) Provide Product MSDS Version 1 for,
(PCP 69) (a)Provide HSE Product Assessment
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P C P 18 (and 53)) D esignate P roject Leader, P I
(P C P 30) (a) Identify C apital P rojects , notify C a
(P CP 30 .2) R equest, O btain S E R A pproval
(P CP 30 .3) O rder/R eceive C apit .31 Equipment
(P CP 31) Evaluate prelim inary package needs ,
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(PCP 30) (a) Identify Capital Projects, n 2
(PCP 30.2) Request, Obtain SEP Apprc 3
1
1
(POP 30.3) Order/Receive Capital Equip 4
(POP 31) Evaluate preliminary package 6 1
(POP 32) Assess Impact on Chemical F 6
(PCP 33) Assure CIN assigned for raw 7
1
(PCP 34) Hold Process Safety Review fS
1
(PCP 35 (and 44)) Estimate preliminary 9
1
Lau
10
and
Business
(PCP 37) Preliminary
(PCP 50) Initiate new product naming at 11
(POP 56) Complete activities for notifica 12 1
(PCP 59) (A) Communicate the Sourcin 13
(PCP 61) Identify testing concerns-nes 14 1
(PCP 64 (and 65)) Deliver Freednm-to-U 5
(POP 66) Request HSE Product Assesr 1
(POP 67) Provide Product MSDS Versic 7
(PCP 69) (a)Provide HSE Product Asse 18
(PCP 71) Provide Label Worksheet to rr 19
(PCP 72 also (73, 74, 84)) 1.Final Proje 20
(PCP 82) Identify special graphics reqsi 21
22
(POP 101 .6) Solubility Constraints
(PCP 101.7) Determine Usage Factors 23
(PCP 101 8) Determine Which Film Pro 24 1
(PCP 101.9) Small Scale Product Desis 25
(POP 102) Provide (Develop)
1
1
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1
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ReplenishE 26
(PCP 103) Demonstrate product sensit 27
(POP 106) Develop Concentrate Formul 28
(POP 107) Complete concentrate work f 29
(PCP 107.1) Complete concentrate warl 30
(PCP 109 (and 110)) Obtain CIN for Sali 31
(PCP 113) Plan Customer Evaluation TE 32
(PCP 118) Develop trade trial pricing str 33
(PCP 125) (a) Describe technical issuer 34
(PCP 128) Identify special manufacturin 36
(PCP 131) Complete preliminary packa; 36
(PCP 132) Initiate supplier selection for 37
(POP 132.1) Receive Representative Pa 38
(POP 133) Confirm Product, Package, E 39
(POP 143) Schedule pilot batch quantiti 40
(POP 146) Complete installation of capil 4
42
(POP 147) Obtain Catalog number
(PCP 148) Load AMAPS with ROM pror 43
(POP 149) packaging requirements and 44
(POP 154) Provide final costs (including 46
(PCP 163 (and 75)) Verify. (a) Patent ci 47
(POP 177) Schedule and lead Commerc 48
(PCP 194) Run ITT with small-scale Phc 49
(PCP 195) Deliver ETT material to lab si 5
(POP 196) (a) Verify customer evaluatis S1
(POP 200) Complete accelerated Keepii 52
(PCP 208) Create Graphics/Artwork. Vi 54
(PCP 211) MIS (Manufacturing Informati 56
(POP 150) provisional Analytical Releas 45
(PCP 205) Update Documentation: (a) 53
(PCP 209) Confirm MSDS (Version 2) c 55
(PCP 216) Update DRP (Planning Syste 67
(POP 220) Issue CMR (Change Manage 58(POP 237) Schedule and Conduct Mant 591
1
12
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
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1
1
Exhibit A3.1 Stage-B PDP DSM
Page 46
-
Partitioning, 1st Attempt
Nil
1
10 22 1 11 24 25 23 2
(PCP 37) Preliminary Business and Lau 10 1
22
(PCP 1121.8) Snluhility Constraint s
(PCP 18 (and 53)) Designate Project Le 1 1
(PCP 50) Initiate new product naming as 11 1
1
(PCP 101.8) Determine Which Film Pro 24
1
(PCP 101.9) Small Scale Product Desig 25 1 1
1 1
(PCP 101.7) Determine Usage Factors' 23 1 1
2
n
Projects,
(PCP 30) (a) Identify Capital
(PCP 30.2) Request, Obtain SER Apprc 3 1
1
(PCP 30.3) Order/Receive Capital Equip 4
(PCP 31) Evaluate preliminary package 5
(PCP 32) Assess Impact on Chemical F 6 1
(PCP 33) Assure CIN assigned for raw c 7
(PCP 34) Hold Process Safety Review 1, 8
1
(PCP 35 (and 44)) Estimate preliminary 9 1
(PCP 56) Complete activities for notifica 12 1
(PCP 59) (A) Communicate the Sourcin 13 1
(PCP 61) Identify testing concerns-ne 14
(PCP 64 (and 65)) Deliver Freedom-ro-li 15 1
(PCP 66) Request HSE Product Assest 16
(PCP 67) Provide Product MSDS Versic 17
(PCP 69) (a)Provide HSE Product Asse 18 1
(PCP 71) Provide Label Worksheet to is 19.
1
(PCP 72 also (73, 74, 84)) I Final Proie 20 1
(PCP 82) Identify special graphics requi 21
(PCP 102) Provide (Develop) ReplenishE 26
(PCP 103) Demonstrate product sensiti' 27
(PCP 106) Develop Concentrate Formul 28
(PCP 107) Complete concentrate work f 29
(PCP 107.1) Complete concentrate worl 30
(PCP 109 (and 110)) Obtain CIN for Sol 31
(PCP 113) Plan Customer Evaluation Te 32
(PCP 118) Develop trade trial pricing str 33
(PCP 125) (a) Describe technical issues 34
(PCP 128) Identify special manufacturin 35 1
(PCP 131) Complete preliminary packa 36
(PCP 132) Initiate supplier selection for 37
(PCP 132.1) Receive Representative Pa 38
(PCP 133) Confirm Product, Package, E 39
(PCP 143) Schedule pilot batch quantitl 40 1
(PCP 146) Complete installation of capil 41 1
42
(PCP 147) Obtain Catalog number
(PCP 146) Load AMAPS with ROM proc 43 1
(PCP 149) packaging requirements and 44
(PCP 154) Provide final costs (including 46
1
(PCP 163 (and 75)) Verify: (a) Patent cli 47 1
(PCP 177) Schedule and lead Commerc 48
(PCP 194) Run IT with small-scale Phc 49
(PCP 195) Deliver ETT material to lab si 50
(PCP 196) (a) Verify customer evaluatic 51
(PCP 200) Complete accelerated Keepli 52
(PCP 208) Create Graphics/Ardwork Vi 54
(PCP 211) MIS (Manufacturing Informati 56 1
(PCP 150) provisional Analytical Releas 45
(PCP 205) Update Documentation (a) I 531
(PCP 209) Confirm MSDS (Version 2) c 55
(PCP 216) Update DRP (Planning Syste 57 1
(PCP 220) Issue CMR (Change Manage 58
(PCP 237) Schedule and Conduct Man 591
3
4
5
6
7
8
9 12 13 14 15 16 17 18 19 20 21 26 27 28 29 30 31 32 33 34 35 36 37 35 39 40 41 42 43 44 46 47 48 49 50 51 52 54
1
1
1
191
1
l
E7
1
Exhibit A3.2 Stage-B PDP DSM
-
Page 47
Partitioning, 21d Attempt
56
45 53 55 57 58 59
2
(PCP 37) Preliminary Business and Lau 2
(PCP 101.6) Solubility Constraints
3
(PCP 18 (and 53)) Designate Project Le 1
(PCP 50) Initiate new product naming at 10
(PCP 101.8) Determine Which Film Pro 5
(PCP 101.9) Small Scale Product Desi t
(PCP 101 7) Determine Usage Factors 4
(PCP 102) Provide (Develop) Replenishe 7
(PCP 103) Demonstrate product sensit 8
(PCP 106) Develop Concentrate Formul 9
(PCP 56) Complete activities for notifica 11
(PCP 59) (A) Communicate the Sourcin 12
(PCP 61) Identify testing concers-nea 13
(PCP 64 (and 65)) Deliver Freedom-to-U 14
(PCP 66) Request HSE Product Asses' 15
(PCP 67) Provide Product MSDS Versic 16.
(PCP 69) (a)Provide HSE Product Asse 17
(PCP 71) Provide Label Worksheet to rr 18
(PCP72 also (73,74 84)) I Final Proje 19
(PCP 82) Identify special graphics requi 20
(PCP 30) (a) Identify Capital Projects, n 21
(PCP 30.3) Order/Receive Capital Equip 22
(PCP 31) Evaluate preliminary package 23
(PCP 107) Complete concentrate work f 24
(PCP 107.1) Complete concentrate won 25
(PCP 31) Evaluate preliminary package 26
(PCP 32) Assess Impact on Chemical F 27
(PCP 34) Hold Process Safety Review f6
28
(PCP 35 (and 44)) Estimate preliminary 29
(PCP 33) Assure CIN assigned for raw o 30
(PCP 109 (and 110)) Obtain CN for SoIL 31
(PCP 113) Plan Customer Evaluation TE 32
(PCP 116) Develop trade trial pricing str 33
(PCP 125) (a) Describe technical issuet 34
(PCP 128) Identify special manufacturin 35
(PCP 131) Complete preliminary packac 36
(PCP 132) Initiate supplier selection for 37
(PCP 132.1) Receive Representative Pa 38
(PCP 133) Confirm Product, Package, E 39
(PCP 143) Schedule pilot batch quantiti 40
(PCP 146) Complete installation of capit 41
(PCP 147) Obtain Catalog number
42
(PCP 146) Load AMAPS with ROM pror 43
(PCP 149) packaging requirements and 44
(PCP 154) Provide final costs (including 46
(PCP 163 (and 75)) Verify. (a) Patent cl 47
(PCP 177) Schedule and lead Commerc 48
(PCP 194) Ron ITT with small-scale Phc 49
(PCP 195) Deliver ETT material to lab si 50
(PCP 196) (a) Verify customer evaluatic 51
(PCP 200) Complete accelerated Keepi 52
(PCP 208) Create Graphics/Arlwork. Vi 54
(PCP 211) MIS (Manufacturing Informati 56
(PCP 150) provisional Analytical Releas 45
(PCP 205) Update Documentation: (a) 153
(PCP 209) Confirm MSDS (Version 2) c 55
(PCP 216) Update DRP (Planning Syste 57
(PCP 220) Issue CMR (Change Manage 56
(PCP 237) Schedule and Conduct ManL 59
3
1 10. 6
1
1
6 4 7 6 9 11 12 13 14 16 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 46 47 48 49 50 51 52 54 56 45 53 55 57 58 59.
1
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1
Exhibit A3.3 Stage-B PDP DSM - Partitioning, 3rd Attempt
Page 48
1
1
Nx
10
37) Preliminary Business and Lad
18 (and 53)) Designate Project Le
50) Initiate new product naming a(
101.8) Determine Which Film Pro
101 .6) Solubility Constraints
101 7) Determine Usage Factors
1
11 24,22 23 25 26 27 28 29
6 30 14
53
13 12 16 31
7 18
8 19 32
5 21 17 38 15
2 39
9
4 34 42 43 33 56 40 35 45 57 41 44 48 49 50 51 52 46
3 36 37 20
1
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24
22
23
(PCP 101.9) Develop Tank Formula via 25
(PCP 101.5) Analyze DOE (vs. Reqts, gi 26
(PCP 102) Provide (Develop) Replenishe 27
(PCP 103) Demonstrate product sensii 28
(PCP 106) Develop Concentrate Formul 29
(PCP 32) Assess Impact on Chemical F 6
(PCP 107) Complete concentrate work f 30
(PCP 61) Identify testing concerns-nev 14
(PCP 200) Complete accelerated Keeph 53
(PCP 59) (A) Communicate the Suurcin 13
(PCP 56) Complete activities for notifica 12
(PCP 66) Request HSE Product Asses 16
(PCP 107 1) Complete concentrate wor 31
(PCP 33) Assure CIN assigned for taw c 7
(PCP 69) (a)Provide HSE Product Asse 15
(PCP 34) Hold Process Safety Review fi 8
(PCP 71) Provide Label Worksheet to in 19
(PCP 109 (and 110)) Obtain CIN for Sok 32
(PCP 31) Evaluate preliminary package 5
(PCP 82) Identify special graphics requi 21
(PCP 67) Provide Product MSOS Versic 17
(PCP 132) Initiate supplier selection for 38
(PCP 64 (and 65)) Deliver Freedom-to-IU 15
(PCP 30) (a) Identify Capital Projects, n 2
(PCP 132.1) Receive Representative Pa 39
(PCP 35 (and 44)) Estimate preliminary 9
(PCP 30.2) Request, Obtain SEP Apprc 3
(PCP 128) Identify special manufacturin 36
(PCP 131) Complete preliminary packay 37
(PCP 72 also (73, 74, 64)) 1. Final Proje 20
(PCP 30.3) Order/Receive Capital Equip 4
(PCP 118) Develop trade ial pricing str 34
(PCP 146) Complete installation of capil 42
43
(PCP 147) Obtain Catalog number
(PCP 113) Plan Customer Evaluation To 33
(PCP 208) Create Graphics/Artwork. Vi 55
(PCP 133) Confirm Product, Package, E
40
(PCP 126) (a) Describe technical issuer 35
(PCP 149) packaging requirements and 45
(PCP 211) MIS (Manufacturing Informati 57
(PCP 143) Schedule pilot batch quantiti 41
(PCP 148) Load AMAPS with ROM pro 44
(PCP 163 (and 75)) Verify: (a) Patent cl 48
(PCP 177) Schedule and lead Commerc 49
(PCP 194) Run ITT with small-scale Pho 50
(PCP 195) Deliver ETT material to lab si 51
(PCP 196) (a) Verify custormer evaluatic 52
(PCP 150) provisional Analytical Releas 46
(PCP 209) Confirm MSDS (Version 2) c 56
(PCP 154) Provide final costs (including 47
(PCP 216) Update DRP (Planning Syste 58
(PCP 220) Issue CMR (Change Manage 59
(PCP 205) Update Documentation: (a) 154
(PCP 237) Schedule and Conduct Mani 60
(PCP
(PCP
(PCP
(PCP
(PCP
(PCP
1
1
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Exhibit A4 Stand-Alone PDP DSM
Page 49
-
After Partitioning
56
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.
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(PCP 106) Develop Concentrate Formula (i.e.
)1
(PCP 107) Complete concentrate work for: crys
(PCP 107. 1) Com plete concentrate w ork for cor
(PCP 109 (and 1 10) Obtain CIN for Solutions/P
(PCP 113) Plan Custom er Evaluation Test Plan
(PCP 118) Develop trade trial pricing strategy at
(PCP 125) (a) Describe technical issues in corr
(PCP 128) Identify special manufacturing conce
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23
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(PCP 101 8) Determine Which Film Products rr
(PCP 101 9) Small Scale- Product Design via C(
(PCP101.5) Analyze DOE
(vs. Reqts, goals, rob
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18
19
20
21
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17
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(PCP 71) Provide Label W orksheet to manufact
(PCP 72 also (73, 74. 84)) 1. Final P roject B usir
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(PCP 31) Evaluate prelim inary package needs ,,
(PCP 32) A ssess Im pact on Chem ical Purchas
(PCP 33) A ssure CIN assigned for raw chem ica
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(PCP 35 (and 44)) Estim ate prelim inary RO M c
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PCP 59) (A) Communicate the Sourcing Strate
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dimension k = I (rework probabilities)
(PCP 37) Preliminary Business and Launch
(PCP 18 (and 53)) Designate Project Leader
(PCP 50) Initiate new product naming activitit
(PCP 101 8) Determine Which Film Products
(PCP 101.6) Solubility Constraints
(PCP 101.7) Determine Usage Factors via S
(POP 101.9) Small Scale Product Design via
(PCP1 01.5) Analyze DOE (vs. Repts, goals, r
(PCP 102) Provide (Develop) Replenisher Fc
(PCP 103) Demonstrate product sensitivities
(PCP 106) Develop Concentrate Formula (i.e
(POP 32) Assess Impact on Chemical Purch
(PCP 107) Complete concentrate work for: cr
(PCP 61) Identify testing concerns-new eqL
(PCP 200) Complete accelerated Keeping te
(POP 59) (A) Communicate the Sourcing Str
(POP 56) Complete activities for notification
(PCP 66) Request HSE Product Assessmen
(PCP 107.1) Complete concentrate work for
(PCP 33) Assure CIN assigned for raw cherr
(POP 69) (a)Provide HSE Product Assessme
(POP 34) Hold Process Safety Review for all
(PCP 71) Provide Label Worksheet to manuf
(POP 109 (and 110)) Obtain CIN for Solution
(PCP 31) Evaluate preliminary package neet
(PCP 82) Identify special graphics requiremE
(PCP 67) Provide Product MSDS Version 1 fc
(PCP 132) Initiate supplier selection for pack
(POP 64 (and 65)) Deliver Freedom-to-Use C
(PCP 30) (a) Identify Capital Projects, notify C
(POP 132.1) Receive Representative Packac
(POP 35 (and 44)) Estimate preliminary RON
(POP 30.2) Request, Obtain SER Approval
(PCP 128) Identify special manufacturing cor
(POP 131) Complete preliminary package te
(POP 72 also (73, 74, 84)) 1.Final Project Bu!
(POP 30.3) Order/Receive Capital Equipmen
(PCP 110) Develop trade trial pricing strateg!
(PCP 146) Complete installation ofcapital e(
(PCP 147) Obtain Catalog number
(PCP 113) Plan Customer Evaluation Test P
(PCP 208) Create GraphicsfArtwork Verify n
(PCP 133) Confirm Product, Package, Equip
(PCP 125) (a) Describe technical issues in c
(POP 149) packaging requirements and gral
(POP 211) MIS (Manufacturing Information Si
(POP 143) Schedule pilot batch quantities to
(PCP 148) Load AMAPS with ROM product
(POP 163 (and 75)) Verify (a) Patent clearan
(PCP 177) Schedule and lead Commercializ
(POP 194) Run ITTwith small-scale Photocf
(POP 195) Deliver ETT material to lab sites
(PCP 196) (a) Verify customer evaluation Pe
(POP 150) provisional Analytical Release Sp.
(PCP 209) Confirm MSDS (Version 2) compl
(PCP 154) Provide final costs (including was
(PCP 216) Update DRP (Planning System (POP 220) issue CMR (Change Managemer,
(POP 205) Update Documentation (a) Upda
(POP 237) Schedule and Conduct ManufactL
Exhibit A6 Stand-Alone PDP DSM - Rework Probability Matrix - High Risk Program
Page 51
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(PCP 37) Preliminary Business and Launch
(PCP 18 (and 53)) Designate Project Leader
(POP 50) Initiate new product naming activiti
(PCP 101 8) Determine Which Film Products
(POP 101 6) Solubility Constraints
(POP 101.7) Determine Usage Factors via S
(POP 101.9) Small Scale Product Design via
(PCP1 01.5) Analyze DOE (vs. Regis, goals, r(
(POP 102) Provide (Develop) Replenisher Fc
(POP 103) Demonstrate product sensitivities
(PCP 106) Develop Concentrate Formula (iE
(POP 32) Assess Impact on Chemical Purch
(POP 107) Complete concentrate work for cs
(POP 61) Identify testing concerns-new eqc
(POP 200) Complete accelerated Keeping to
(POP 59) (A) Communicate the Sourcing Str
(POP 56) Oomplete activities for notification
(POP 66) Request HSE Product Assessmen
(POP 107.1) Complete concentrate work for
(POP 33) Assure CIN assigned for raw chen
(POP 69) (a)Provide HSE ProductAssessmE
(PCP 34) Hold Process Safety Review for all
(POP 71) Provide Label Worksheet to manuf
(POP 109 (and 110)) Obtain CIN for Solution
(PCP 31) Evaluate preliminary package neec
(PCP 82) Identify special graphics requireme
(POP 67) Provide Product MSDS Version 1 fc
(POP 132) Initiate supplier selection for pack
(PCP 64 (and 65)) Deliver Freedom-to-Use C
(POP 30) (a) Identify Capital Projects, notify C
(PCP 132.1) Receive Representative Packac
(POP 35 (and 44)) Estimate preliminary RON
(POP 30.2) Request, Obtain SER Approval
(POP 128) Identify special manufacturing cot
(PCP 131) Complete preliminary package to.
(POP 72 also (73, 74, 84)) 1. Final Project Bu!
(POP 30.3) Order/Receive Capital Equiprmn
(POP 118) Develop trade trial pricing strateg
(POP 146) Complete installation of capital a(
(PCP 147) Obtain Catalog number
(POP 113) Plan Customer Evaluation Test P
(POP 208) Create GraphicsiArtwork. Verify n.
(POP 133) Confirm Product Package, Equip
(POP 125) (a) Describe technical issues in c
(POP 149) packaging requirements and gral
(PCP 211) MIS (Manufacturing Information Si
(PCP 143) Schedule pilot batch quantities to,
(POP 148) Load AMAPS with ROM product
(POP 163 (and 75)) Verity: (a) Patent clearan
(POP 177) Schedule and lead dommercialo
(POP 194) Run ITTwith small-scale Photoc(PCP 195) Deliver ET material toI ab sites
(PCP 196) (a) Verify customer evaluation Pe,
(POP 150) provisional Analytical Release Sp
(PCP 209 Confirm MSDS (Version 2) compl
(PCP 154) Provide final costs (including was
(POP 216) Update DRP (Planning System
(POP 220) Issue CMR (Change Managemer
(POP 205) Update Documentation: (a) Upda
(POP 237) Schedule and Conduct Manufacti
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Exhibit A7 Stand-Alone PDP DSM - Rework Impact Matrix - High Risk Program
Page 52
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R1 Market Need Identified
R2 Quantify Customer Need
R3 Determine and prioritize Technology Requif
R4 Review Available Technology & Current Prc
R5 Evaluate OM Products)Technologies
R6 Patent/Literature Search
R7 Review Long-Term goals
R8 Review HSE Mandates
R9 Brainstorm Potential Solutions (1st Level C
R10 Down Select Technical Options to -4-6 U
R11 Screening test to evaluate Level 2 Optiow
R12 Define which S.G.'s must be compatible
R13 Define Tank Aim Constraints
R14 Review Raw Matis Currently Used in Prod
R16 Determine Solubility and Chemical (like p
R16 Design DOE Experiment (SPM/robot test
R17 Obtain Raw MtIs and Sens. Goods for Te!
R18 Execute DOE
R19 Submit DOE output for analytical testing
R20 Analyze Data (vs. reqmts, goals, robostn(
R21 Choose TCA Technology based on SUCCE
R22 File Invention Summary
R23 Determine Raw Material Specifications air
R24 Choose Raw Material Vendor if new chenR25 Develop R.O.M. Tank Formula from DOE
R26 Determine Carry-over Rates
R27 Determine SG. Usage Rates
R28 Determine Oxidation Rates and other ChE
R29 Define Desired Replenishment Rate
R30 Develop R.0,M. Replenisher Formula
R31 Develop R.O.M. Concentrate Formula
R32 Perform Manufacturability Assessment
R33 Determine if Intermediates are formed
R34 R.O.M. Conc. Crystallization Test
R35 Determine pass/fail for Crystallization tesi
R36 Perform Machine Testing to determine Pri
R37 Determine HSE Path Forward
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Exhibit A8 Stage-A DSM with IV and TS Values
Page 53
___
31i
1
Market Need identified
1
R8 Review HSE Mandates
R2 Quantify Customer Need
2 1
R12 Define which S.Gis must be comr 1 2 1
P26 Determine Carry-over Rates
26 1
R5 Evaluate OM ProductsiTechnologie! 51
R3 Determine and prioritize Technology 3
R4 Review Available Technology & Curr 4 1
R6 Patent/Literature Search
6 1
R7 Review Long-Term goals
7
R29 Define Desired Replenishment Pat 2 9 1
R9 Brainstorm Potential Solutions (1 st 9 1
R13 Define Tank Aim Constraints
13
R10 Down Select Technical Options to 1 0
R11 Screening test to evaluate Level 2 1 1
R14 Review Raw MatIs Currently Used 1 4
R15 Determine Solubility and Chemical 1 5
R16 Design DOE Experiment (SPM/roi 1 6 1
R17 Obtain Raw Mtls and Sens. Goods 1 7
R18 Execute DOE
18
R19 Submit DOE output for analytical t 1 9
8
2 12 26
R1
R20
R21
R23
P24
R25
R27
R28
P30
R36
R31
R34
R32
R33
R35
R22
R37
1
1 1
1
1
1
1 1 1
1 1
1
1
1 1
1 1
1
5 3 4 6 729 9 13 10 11 14 15 16 17 18 19 20 21 23 24 25 27 28 30 31 32 33 34 35 36 22 37
1
1
1
1
1 1
11
1 1
1 1 1
11
1
1
1
1
1
1
1
1
1
1
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1 11
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1
1
Determine Raw Material Specificat 2 3
Choose Raw Material Vendor if ne% 2 4
Develop R.O.M. Tank Formula fron 2 5
1 1 1
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27 1
Determine Oxidation Rates and otl 2 8 1
Develop R.OM. Replenisher Form 3 0
1 11 1
Perform Machine Testing to detern 3 1
1
1
Develop R.O M. Concentrate Form 3 2
R.O M. Conc Crystallization Test 3 3
Perform Manufacturability Assessr 3 4
Determine if Intermediates are forrr 3 5
Determine pass/fail for Crystallizat 36
1.
File Invention Summary
22
Determine HSE Path Forward
37
1
1
11
1
1
1 1
1
1
1 1
1
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1
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1
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1
Exhibit A9 Stage-A DSM - Partitioned
Page 54
1
1
1_%
10
(PCP 37) Preliminary Business and Lau
111
10MI
(PCP 18 (and 53)) Designate Project Le 1 1
(PCP 50) Initiate new product naming at 11 1
(PCP 102) Provide (Deveiop) Replenishe 27
(PCP 106) Develop Concentrate Formu 29
(PCP 32) Assess Impact on Chemical F 6 1
(PCP 107) Complete concentrate work f 30
(PCP 61) Identify testing concerns-nes 14
(PCP 200) Complete accelerated Keepil 53
(PCP 59) (A) Communicate the Sourcin 13 1
(PCP 56) Complete activities for notifica 12 1
(PCP 66) Request HSE Product Asses 16
(PCP 107.1) Complete concentrate wort 31
(PCP 33) Assure CIN assigned for raw c 7
(PCP 69) (a)Provide HSE Product Asse 18 1
(PCP 34) Hold Process Safety Review fi 8
(PCP 71) Provide Label Worksheet to rr 19
(PCP 109 (and 110)) Obtain CIN for Solt 32
(PCP 31) Evaluate preliminary package 5
(PCP 82) Identify special graphics requi 21 1
(PCP 67) Provide Product MSDS Versic 17
(PCP 132) Initiate supplier selection for 38
(PCP 64 (and 65)) Deliver Freedom-to-U 15 1
(PCP 30) (a) Identify Capital Projects, n 2
(PCP 132.1) Receive Representative Pa 39
(PCP 35 (and 44)) Estimate preliminary 9 1
(PCP 30.2) Request, Obtain SER Apprc 3 1
(PCP 128) Identify special manufacturin 36 1
(PCP 131) Complete preliminary packac 37
(PCP 72 also (73, 74, 84)) 1. Final Proje 20 1
(PCP 30.3) Order/Receive Capital Equip 4
(PCP 118) Develop trade trial pricing str 34
(PCP 146) Complete installation of capit 42 1
43
(PCP 147) Obtain Catalog number
(PCP 113) Plan Customer Evaluation Te 33
(PCP 208) Create Graphics/Artwork. Vi 55
(PCP 133) Confirm Product, Package, E 40
(PCP 125) (a) Describe technical issues 35
(PCP 149) packaging requirements and 45
(PCP 211) M!S (Manufacturing Informati 57 1
(PCP 143) Schedule pilot batch quantiti 41 1
(PCP 148) Load AMAPS with ROM prot 44 1
(PCP 163 (and 75)) Verify: (a) Patent clI 48 1
(PCP 177) Schedule and lead Commerc 49
(PCP 194) Run ITT with small-scale Phc 50
(PCP 195) Deliver ETT material to lab si 5111
(PCP 196) (a) Verify customer evaluatic 52
(PCP 150) provisional Analytical Releas 46
(PCP 209) Confirm MSS (Version 2) c 56
(PCP 154) Provide final costs (including 47
(PCP 216) Update DRP (Planning Syste 58 1
(PCP 220) Issue CMR (Change Manage 59
(PCP 205) Update Documentation: (a) 54
(PCP 237) Schedule and Conduct Mani 60
1 11 27 29
6 30 14 53 13 12 16 31
7 18
8
19 32
5 21 17 38 15
2 39
9
3 36 37 20
4 34 42 43 3355 40 35 45 57 41 44 48 49 50 51 52 46 56 47 58 59 54 60
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Exhibit A 10 Stage-B Process without Redundant Stage-A Tasks
Page 55
PI Market Need
RG
R-ve
Identifed
I
HSE Mandates
2I
Quantify Customer
Need
3
fine whict
G 's
must
be
R26 DZerin
Cany-ov"r Rates
R5 Eoluate
OMPrpduisTechnopo 6
S
R3
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P7 R.o. Long-Termgoals
-10
R29 Deine Desired ReplImshenI
I
P9S iiti Poop olepP l olut~ionso(12
P13 Deficit Tank n pm Cp
R1O0-w
R14
P15
RIP
R:7
RIP
R19
P20
P21
R23
Select TechnicalOptions
o
14
9
1
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,
s.
13
1
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15
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Currently
16
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Chem 17
1
Design DOE Expanien (Si7 18
Raw Mills and Sans Go
Execute DOE
20
Submit DOE output for an iym 21
Analy Dl. (o re,;,
go 22
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PooPc 23
Determine Pow MEopol Spec(24
Obtinm
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[.
7
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R4 R-nwAvadable Technology
RS P ten/LaIpatur, Soeah
R11
cc
5
t'min. and p.rn.ne Techni
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R12 D
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1 1 1 Us1
19
121 Cho.s. Raw M.1eial V..d.,.(f25
Deop pO MTank F.nule
26
P27 DEtermi. S G Usage Pats
P28 Determine O,dal-o Rat.s nc 26
P30 Deelop R O M Peplemisher
Fr
29
P35 PerformMachipe
P31 Deolop P 6 M
F,
31
1Em
1
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P35 Dermin "pass/i
(or
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P22 Fie Inventuon Summary
361
P37 Determine HSE Path Fcrward 37L
(PCP 37) Preliminary Business and 38
(PP 18 (and 53)) Designate Project3pO
(POP 50) Initiate - product namin. 40
(PCP 102) Pr-od (D plop)
Repen, 41
(PCP 32) Assess Impact on Chemic 42
(POP 66) Request HSE Product Asi 43
44
For
Concentrate
Deelp
(06)
(POP
(PCP 59) (A) Communicate the Sou 45
(POP 56) Compllet acimes for no- 46
(POPS) (Idyqify, testing concens47
(POP 107 1) COmpll s concentrate , 48
HSE Product A!49
(POP 69) (a)Prod
(POP 107) Complete C
oncentate wo 50
(POP 33) Assu, CIN assigned for . 51
(POP 3))
Ea.1.. pr.iinry pack; 52
(POP 7) Provide
Label
Wook sheet 153
Safely P-54
PPocesP ,
Hold
(PCP 34)
(PP 109
(and
110))
Obtai
CIN for 55
(PoP 150) provpsoI Anpyp(c.1R.456
(P0P 2M) Complete accelerated K. 57
(PCP 64 (and
65)) 0e,,
Freedom1 SO8
(POP 3) (a) Identify Capital Projec.59
(POP 131) Complete preiminary pac SO
(POP 132) Iitia. supplierselecon- 61
(PCP 30 2) Request. Obtain SEP A 62
(PCP 35 (." 44)) Estimate pimin 63
(PCP 128) Identify special manufac l(5
(PCP 132 1) Rce-, Representat,
65
(PCP 72 also (73, 74, 84)) Final P, 66
COprl E 67
OrdrRci
(PP 30 3)
(PCP 118) Dailo
pricing
(PC1(33) Confirm Product,
p.oko
69p
(POP 82) Identify special gr.ph.cs ro 70
(PP
47) Obtain Catalog numb ,
71
(PCP 113) P)lCSo.rE.au.iro72
(PCp 146) Complete installation of c 73
(POP 67) Prood Product MSOS Ve 74
(PCP ;25)
(a)
oescbe
technical ss
75
76
packagingrequrmnts
(PCp149)
(POP 206) Create Graphics/Anwork. 77
(PCP 211) MIS(Manufacturng
Infom 78
(POP 143) Schedule pilot batch
qu, 79
(POP 148) Load AMAPS wi ROM
0
1
(PCP 209)
Confirr
MSDS (Veson
81
(P0P 154) Pod
final cost,
sinclud
82
(POP 163 (and 75)) Veriy (a) Paten 83
(POP 216) Update DP (Planning S! 84
(PCP 220 Issue CMP (Change
Man 85.
(POP 177) Schedule and lead Comm 86
(Pp194) PunITT with small-scale 87
(PCP (95) Dalver ETT m
w34,0
la6(8
(Pp 196) (a) Very customer
89.
(P0p 205) Update Documentation 190
(PCP 237) Schedule and Conduct M91
lw6.
+
1-A-
T
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---
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1 -
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68
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alu
Exhibit Al 1 Stage-A and Stage-B Pasted Together
Page 56
--
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R34
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.
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-
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12
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RI Market Need
RMandates
62 Oun4.fy Customer Need
632 Dinn. w
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S.G'
R26 64
4rmin4.Carry.oa3s
R8
RS
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OM
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R3 Deemn- and prioritize Technology
64 Review Available Technology
R6
3
I
5
4
6
6
7
9
10
11
12
13 14
15
16
17
1
4 19_20
38 42 93
2147 22
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R 62
2d 0255126
39
2740
2845 29550 5631
57325633593461354636623764
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mus4
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be
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9
R7 6.- Long-Trm4goals
10
R29 Derine
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I
R9
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(Ist 12
'36
623 Defin, Snk Aim C6n6r.an4
14
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633 0w _ tic Technical 34 .3n.
R ;'
-ett vlut
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-1 77
P15
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0eig
Goodt IC
RI1
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R636 E
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2
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P23 Anly.Data(v'
.4goals,2
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R23 De3ermine Rw Mtral Spe6.ca 24
2E
R24 Choo. RawMaieria1 Vend-r
(,on 212
R25 Develop R 0.M. T
427
Dr3. 3 4G Usage Rate
27
128 Det:rm:n
n'
P'ts'ado
E
R30 Develop R
0 M. Rpl.sher
4.m 27
R 36 Performn Machine Testing dit"m 3 A
R31 Develop R O M Concentrate
Form
31
R134 P 0 M. Conc Cqys1.11-1-o
Test 3~
632
Pf-rm Man3fac4rab36ty Assess, 3~.
n:3Q3S D0 ifem pa-s/hol ,r Crys.all1-1 34
31
422 FIs3 3ven
3 Summary
2
P37 3 mI43n. HSE Path Fo4ward
33
(P3P I3 Preiminary 4 U33n33 3 nd L.4
J
F 42
on Chemical
Asess
Ipact
(PCP 32)
(PCP 66)
Request
HSE Product
Asses,
43
47
ms-n3
PC" 61) Iden3tify lasting 44 n4
PCP
107 1) Complete
d474,
r63363
w
48
52
Im 3y p4ck4g
p694
Evaluate
PCP 31)
(PCP 107) Complete concentrate w-1k 150
53
0PCP 33) Asure CIN assigned for -,w 4
Proj,- L. 39
(P P le (and
40
produc
. no.
(PCP
AS
Ih,
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(A)
CIN
110))
(and
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Rele's
Analytical
p'"ronssn
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1%
Screening
R4
s
D:eermm Sclubtlity and Chema
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DOE
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Submi: DOE ouapuw for analylical
e
or
ank
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Formula
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to
intermediates are for,
D em
53)) Diga
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(PCP 59)
(PCP 200)
(PCP
(PCP 30) (a)
64
t naming a,
Sourcin
for Soli 55
56
Oblam
150)
Accelerated
Come44
(and
65)) Deliver
Keep,, 57
58
LU
F4dom.
Identity Capital Projects, , 59
supplier selection for 61
132) Initiate
4S
tor not fica
(PCP 56) Compile act"'es
(PCP 3D 2) Paqst. . Obtain SER Apprc 62
'PCP
(PCP
(CP
128) Identify specal
132)
Complete
31)
PCP303)
(PCP
(PCP
(PCP
(PCP
(PCP
Pa
preiminaryp4ck9
Od4./c.
23 Confirm
64
m3nuf3ctu
65
t Wrshsee
S3fely Review
Re,,.33 Rp3s4Native
(PCP 7 1 Provndea
Prs
(PCP 34 Hold
.
to
53
rm
6 54
60
3Capital
Product,
Eqip67
69
E
Package
46) Complete
installation
ofp 73
Rgplenishe At
(Develop)
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Formul
a
06 D C976 tr.
69)
{.)Provd.
44))
49
Aise
HSE Product
(PCP
63
preliminary.
Estimate
(PCP 35
(and
66
Pro,
1. Final
84))
74,
also (73.
PCP 72
pncoi
In.l
(PCP I118) 0-velp
rmqu, 70
graphic,
(PCP
7I
(PCP 147) Ob ain Catalog number
T,
72
CsrnrEvaluation
Plan
(PCP 1 13)
7
MSDS Verspa
Product
Provi
(PCP
,ssuet 75
(PCP I25- (a) Descnbe
(PCP 149)
pak4gin
rq.44
ant4 4 And 76
C Grp cs/A ok . 77
(PCP 20
;a
MI (M-nfacluhng
(PCP 2!11
79
bauch
pilot
P :43)
AMAPS wneh ROM prot
(PCP 14S)
963
Paent
)
(
Verify
75))
63 (and
(PCP
I.:d Comment
(PCP 177) Schedule
e7
Ph(
sm
winh
Pun
(PCP 194)
(PCP
Dative,
ETT material
to
lab s.
-uelmer -aurilk 89
(PCP '9- (A) Viray
(PCP 2
Cofn.
MSS (VZs-n
2)
c
67)
(PC
Load
technical
(PCP
(PCP
9
154)
Informal,
quantir
80
Schedule
and
195)
slr 68
trade
82) Idtn;,(y special
ITT
66
l-scale
final costs (74cluding 2
OPP (Phinnmng
Updat.
216)
Mng.65
(Change
3 CMR
isu
20S)
Upid.t
Dcme.0
in (.)
237)
Schedul 4 3nd Conduct
P3d0
81
Sysl.
8.
64
(PCP 226)
(PCP
(PCP
'90
M n
91
Exhibit A 12 Stage-A and Stage-B Pasted Together
Page 57
65 53 54
60
67 69
73
41 44
49
63 66
68
70
71
72
74
75
76 77
78
79
683
089
--
90
---------- -- -
-
----
----
---
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85
7
80
75
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d
7QqajflHU --------- - - ----------
55
50
45
Task X
30
MEL=
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25
20
15
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35
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5
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-- - - - - - - - -
70
65
60
-
----
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------
-
100
95
C)
C)
C)
LO
CD
Elapsed Time (Days)
Exhibit A13 Gantt Chart of a High-Risk Program using the Hand-off Process
Page 58
- ------- --CD
l)
CD
CD
CD
LO)
CD
C)
CD
LI
HSE
DOnne
R12
R26
R5
Daterm
EvaIuate
which
8.G
R4
be
9
Destred
dr,
.. ;
I-,
1T
u
Search
Review Long-Term goals
Deflne
-
Compaibl
in Carry-over Rates
OM ProdtJsTeChnologies
R6 Patent(Literature
R2
's must
I
Determine and prioritize Technology ReC I
Review Available Technology & Current F a
R3
R7
probabilities)
eed
*
dimensti.tn k - I (r.e.rk
MarketNeed Idn tilld
R a Review
Manda Isa
R12
aQu ntifY Customer N
R2
*
I1
1T
1.
Replenishment Rate
0 rainstorm Potential Solutions (1 ot Love
Do One Tank Aim Constraints
Doon Sele ct Technical Options to -4-6
Screenng
test to evaluate Level 2 Optic
Pr
Rt 4 Revlew R:W Mails Currently Used
R15 Oetermine Solubility and Chemical (lke I
R16 Design DOE Experiment (SPM/robot e ta
R9
RI13
R10
R1I
R1 7
R1 8
1
T
in
Obtain Raw Mis and Sens
Ooods
for I is
Execute DOE
.1
Submit DOE output for analoical lestin a,
Analyze Data (vs. reqmts, goals,
eroost
R21 Choos TOA Technology based on Suc11
R23 Determine Raw Material Specifcations
-Rig
R20
>11
T
ifnew ch, z3
,
R24 Choosa Raw MaterialVendor
R27
R.O M Tank Formula
Determine
Usage Rates
R28
Determ ne
R25 0Devlop
S
Oxidation Rates
T,
1
from OG.
and
other
C
:.
21
DOvelop R.oM Replenisher Formula
R36 Perform Machine Testing to determine to
R31 Develop R.O M, Concentrate Formula
R34 R.O.M Conc. Crystallization Test
R32 Perform ManuictuibiiyAssessment
for notification I 1
(POP 56) Complete actities
s
-r
R33 Determin
R35 Determine pass/iifor Crystallizalloni tI
omioler concentrate Work for.i o
(POP 107.1)
(PCP 31) Evaluate prem(nery package n-ct
R30
7 7
"
ii
(CP
(POP
(POP
(POP
(POP
(PCP
(POP
(POP
(POP
(POP
(POP
(POP
(POP
(PCP
(POP
(POP
Invention Sum mary
T
~1
T
U
. .. .. ...
..
+.5
Tit
-
,
IT
T
____
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7
*15
T
!
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Determine HSE Path Forward
,1
37) PreJimInary Business and Launch
i
on Chemical Prch i
32) Assess mpact
66) Request HSE Product Asse ssmen
09) (A) Cornmeonicato the SoUrcoIng Stri
61) Identify testilng concerns--new ee
107) Complete concentrate workfor: ic
33) Assure CN assigned for raw Cher
10 (ind 53)) Designate Project Leader t
50) Initiate now Product naming activith
109 (and 110)) Obtain CIN for Solution
150) provisIonaI Analytil Release So
200) Complete accelerated Keepingte
64 (and 65)) Deliver Free om-to-Ue 0
30) (a) Identify Capital Projects, notify C 1,
132) Initiate supplIer selection for pTk i
30.2) Reqcuest. Obtain SER Approval
128) Identify se ecial manufactuing cc. Ii
132.1) Receive Representative PCkai;s
1 31) Complete preliminary package tes
30.3) OrderRlceve Capital Equipmen 9
133) Confirm Product, Package. Equip
71) Provide Label Worksheet to manuf
34) Hold Process Safety Review for all 6
installation of aiortal ai
146) Coeplete
102) Provide (Develop) ReplIensher Ft
106) Develop Concenirate Formula (I.E 61
69) (a)Provlde HSE Product Assessme s
30 (and 44)) Estimato preliminary RON 61
72 also (73, 74. 84)) I Final Prolect S :
T
118) Deveop trade trial pricing stratego
82) ldetify special graphics requirem I,
147) Obtain Catalog number
113) Plan Customer Evaluation Test P 1
67) Provide Product MODS Version 1 ft o
125) (a) Describe technical issues in c 1
o
1 49) packaging requirernents and gro
208) Create oraphiCS/ArtWotk. Verif n
211) MIS (Manufacturing (ntormeboe SI
143) Schedule pilot batch quantities to I!
er
140) Load AMAPS With ROM product
163 (and 75)) Veriy: (a) Patent clearan
177) SChdule nId lead Commercializ
194) Run ITTAiti small-scale Photocr a:
195) Oliver ETT material to lab sites
196) (a) Verify customer evaluation Pe *1
209) Contitt MSDS (Version 2) comp
154) Provide final Costs (including was 1
216) UpDRte-05P (Planning System
220) Issue CMR (Change Managerner I
205) Update Documentation: (a) Upd; e
237) Schedule and Conduct ManUfaCIte
+
3!
II.
It
.,
I1
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r
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*
R37
(POP
(PCP
(POP
(POP
(POP
(POP
(POP
(PP
(POP
(POP
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(POP
(POP
(POP
(POP
(POP
(POP
(PCP
(POP
(POP
(PCP
(POP
(POP
(POP
(PCP
(POP
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(POP
(POP
(POP
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(POP
(POP
(POP
(PCP
File
T
..
,
TI
I.
T......
-
R22
formed
.
IlInterrnediales
I,
...
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Exhibit A14 n-DSM of Optimized Integrated Process
Page 59
1.
4,I
Io
R6 PatentfLiterature
14
R14
.
Pir
t
Mais Currently
Used
_I_i--v1.ss
-r
+
1
II
. .... .... ....
T
4
T
(SPM/rbott
output for analytical testi
21
Analy e Data (s
riqmits
goals. robosl:
i
Choose TCA
Technology
based on Sue
N
Subrnit DOE
S .
-T
F*
.
R23 Dtermine Raw Material Specfications
R25 DvlopR
OM Tank Formula from DOs
File
Invention SummaryOi7i
R22
(POP 37) Preliminary Business and Launch
R24 Choose Raw Material Vendor if nw
ch. 2
R27 ODiermin
S 0. Usage Rates
R28 Dotrini
Oidntin Rates and other C
(PCP 18(and 53)) Designate Project Leader
(POP 50) Initiate n7w product naming actiit
R30 Develop RO M.RapEnisher FormulaS
(POP 32) Assess ipact an
Chemical
Purch,
R36 Perform Macihire TeSting to determine
3s
R31 Develop R
0 M ConC.ntrate
Formula
iii
T F
F
(PCP 66) Request HSE ProductAssessmen 15
F
s:a
Stri
Sourcing
Communicate the
(POP 59) (A)
I
I
notification
for
activitles
(POP 56) CompEto
R34 ROM 0onc Crystallization Test
R32 Perform Manufacturabity Assessment
41
(POP 107.1) Complete concentrate work for
i
(POP 31) Evaluate preliminary package nec
concems--now e F..
(POP 61) F11d7tilytestng
(POP 33) Assure CIN assigned for raw
cher o
R33 Oetermin fiintemediatesa
ne
formed 4
R35 Ostermin
passiIl
for Crystalization
it
ii
i or c,
concentreWork
(POP 107) Cm7plate
(POP 71) ProviE LSE yosrksh
t
to ,a In uf
(PCP 30) (a) (dentiy Capital Projects. notify C so
(PCP 150) provisional Analytical
Release
Sp s
(POP 200) Complete accelerated Keeping (6s4
selection or pack
supplier
(PCP 132) nitiaIse
R37 Deterinme HSE Pth Forw8rd
s
(POP 109 (and 1 10))
Obtain CIN for Solution s
(PCP
04 (and 5)) Deliver Freedom-to-Use C s
(PCP 30 2) Reques.
Obtain SER Approval s7
car 1S
manufacturing
(PCP 129) 1dent7y special
Packaet I5
Race ive Representative
(PCP 132 1)
(POP 131) Complets
preliminary
package te so
(POP 30 3) OrderoReceZi
Capital
Equipmen 6s
(PCP 133) Contirm Product, Package, Equip
(POP 1 48) COmplet, iinstallation of capital
(PCP 102) Provide (Develop) Replenisher Fct..
(PCP 106) Develop
Concentrate
FomFiS
(19,s
(POP 69) (a)Provde HSE ProductAssessmE isii
(POP 35 (and 44)) Estimate preiminary RON..
(PCP 72 also (73, 74. 84)) 1 Final Project Su
(PCP 11 ) Develop trade trial pricing s8rateg is
it
(PCP 34) Hold Process Safety Reviewfor all
if
requireme
graphics
special
(PCP 82) Identify
(POP 147) Obtain Catalog number
a
P
TeSt
Evaluation
Cutomer
Plan
(PCP 113)
(PCP 67) Provide Product MSOS Version 1 fc i
II
c s
(POP 125) (a) Describe technica issues In
to,
and
gra
requirements
packaging
(POP 1 49)
IIn
(PCP 208) Create Graphi"S/Artwork, Verify
(POP 211) MIS (Manufacturing
lifrmatii
n
SI
is
(POP 143) Schedule pilot batch quantitieso is
64
(PCP 148) Load AMAPS With ROM Product
(PCP 163 (and
75))
Verify:
(a)
Patent
clearan
82
lead COImeial(
(POP 177) Sche(dule and
...... F F
F....F
(POP 194) Run ITT With small-scale Phtoci7
(PCP 195) Deliver ETT material to lab stes
customer evaluation Pe,
(POP 196) (a) Ve8rify
(POP 209) Confirm MSDS (Version 2) compi so
(POP 154) P4ovide
final costs
(including
was
in,
(POP 216) Updst8 ORP (planning System i -s.
(POP 220) Issue CMR
(Change
Managemeri
86
(80
U844
Documentation
(POP
205) UE5Pdt
(POP 237) Schedule and Conduct Manuf4c iI
t
IFi
171
T
t
F
.....
I..
..
FT'
t
.I i .
T1
. .......
al
I
I
T
t
I.
I
t
F
I
.
..
....
..
F ..Ft
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tt
'N.
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4I
F
TT
t
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tF II
f
IF
i
T
F
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I
+I
Exhibit A15 n-DSM of Over-Optimized Integrated Process
Page 60
.
SI.
,
t
T
.J 1
.
Raw
-
t
.
.
Review
Design
R21
t
I
..
test to evaluate Level 2Optic is
in
R15 Determine Solubility and Chamia (lik* e
R1 6
DOE Experiment
*R1
7 Obla in Raw Mile and Sans Goods for T
*R18 Exe cut
a D E
a.
R1 I S creening
Ri
R20
...
..
..
Search
-,
=1
It
viow
i
2
-
F
.
R
Long-Trm goals
R29 Define Desired Replenishment Rate
RE
Sainstorm Potential Solutions (1 5t Leve
Rt3 Deft ne
Tank
Alm Constraints
RI Down Select Technical
Options to
46
R7
. . .. ....
P
F
.
D7no which S.O.s must be compalibl
Delermine Carry-over Rates
EvaIuaste OM ProductsfTechnologies
I
D0termine and prioritize Technology ReC
ReviewAveiiabe Technology & CurrentF
[
.
R3
R4
,
R1 2
R26
R5
I-
;
.
i
Identified
.
dimension k - 1 (rework probabilities)
R, Market Need
Rel RevIew HSE Mend tes
R2
Q :atify Customer Need
*1
TT
t+
.....
.... ...
...
-------- --
-- -- -- - --------------
Ull-
----- ---
-- ---
---
---
-- ----------
---
- - - - - - -
- -- -- - .
. . . .
...
..............
Task X
------------ ---------
-------------
.
.
--- - -
-
-- ----
-
----
.
100
95
90
85
80
75
70
65
60
S55
50
" 45
40
35
30
25
20
15
10
5
0
------------
------- -------------- ---------
---
-- --------- --------------
-
n, e%
- ------ - ------
------------
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
Elapsed Time (Days)
Exhibit A16 Gantt Chart of 'Optimized' Integrated Process - High Risk Scenario
Page 61
850
-
:--- ------------
900
950
1000
f
t
C
<21~