DCOR Version 1.0
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Design Chain Operations
Reference model (DCOR) 1.0
Contents
• PLAN
11
• RESEARCH
51
• DESIGN
87
• INTEGRATE
122
• AMEND
159
• Glossary
Process Terms
190
Inputs/Outputs
198
Metrics
205
Best Practices
219
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Design Chain Operations Reference-model (DCOR) 1.0
Scope
The DCOR-model has been developed to describe the business activities associated with all phases of
satisfying a customer’s demand for a product. The Model itself contains several sections and is organized around
the five primary management processes of Plan, Research, Design, Integrate and Amend (shown in Figure 1).
By describing design chains using these process building blocks, the Model can be used to describe design chains
that are very simple or very complex using a common set of definitions. As a result, disparate industries can be
linked to describe the depth and breadth of virtually any design chain. The Model has been able to successfully
describe and provide a basis for design chain improvement for global projects as well as site-specific projects.
Figure 1 - DCOR is organized around five major management processes.
Top Level Design Chain Operations Reference Model - Version 1.0
DC
Design
Chain
DCOR
DC
Plan
(Design
Chain)
DC
P (DC)
Research
R
DC
Design
D
DC
Integrate
I
DC
Amend
A
It spans product development, research and development but does not attempt to describe every business
process or activity. Specifically, the Model does not address: sales and marketing (demand generation), and some
elements of post-delivery customer support.
It should be noted that the scope of the Model is anticipated to change based on Council member
requirements.
The Model is designed and maintained to support design chains of various complexities and across multiple
industries. The Council has focused on three process levels and does not attempt to prescribe how a particular
organization should conduct its business or tailor its systems / information flow. Every organization that
implements design chain improvements using the DCOR-model will need to extend the Model, at least to Level 4,
using organization-specific processes, systems, and practice.
The Model is silent in the areas of human resources, training, and quality assurance among others.
Currently, it is the position of the Council that these horizontal activities are implicit in the Model and there are
other highly qualified organizations that are chiefly concerned with how an organization should train, retain,
organize, and conduct their quality programs. Just as the Council recognized the requirements for marketing and
sales in commercial organizations, the Council is not minimizing the importance of these other activities.
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DCOR, like SCOR, Contains Three Levels of Process Detail
Figure 2 - DCOR is a hierarchical model with specific boundaries in regard to scope.
Level
#
Description
Design-Chain Operations Referencemodel
1
Top Level
(Process Types)
Comments
Schematic
Plan
Research
Design Integrate
Amend
2
A company’s design chain can be
“configured-to-order” at Level 2 from
core “process categories.” Companies
implement their strategy through the
configuration they choose for their
design chain.
Configuration
Level (Process
Categories)
3
Process Element
Level (Decompose
Processes)
PD.1
PD.3
PD.4
Establish Design Plan
PD.2
xxxxxxxx
Level 1 defines the scope and content
for the Design chain Operations
Reference-model. Here basis of
competition performance targets are
set.
Level 3 defines a company’s ability to
compete successfully and consists of:
•
Process element definitions
•
Process element information
inputs, and outputs
•
Process performance metrics
•
Best practices, where applicable
•
System capabilities required to
support best practices
•
Systems/tools
Companies “fine tune” their Strategy at
Level 3.
4
Not
in
Scope
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Implementation
Level
(Decompose
Process
Elements)
Companies implement specific
design-chain management practices at
this level. Level 4 defines practices to
achieve competitive advantage and to
adapt to changing business conditions.
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The DCOR-model is a business process reference model as illustrated in Figure 3. That is, it is a Model
that links process elements, metrics, best practice and the features associated with the execution of a design
chain in a unique format. The uniqueness and power of the Model and its successful implementation is chiefly
derived from using these four elements together.
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It is important to note that this Model describes processes not functions. In other words, the Model
focuses on the activity involved not the person or organizational element that performs the activity.
Business Process
Reengineering
Capture the “as-is”
state of a process
and derive the
desired “to-be”
future state
Benchmarking
Quantify the
operational
performance of
similar companies
and establish
internal targets
based on “best-inclass” results
Best Practices
Analysis
Process Reference
M odel
Capture the “as-is” state
of a process and derive
the desired “to-be” future
state
Quantify the operational
performance of similar
companies and establish
internal targets based on
“best-in-class” results
Characterize the
management
practices and
software solutions
that result in
“best-in-class”
performance
Characterize the
management
practices and
software solutions
that result in “best-inclass” performance
Figure 3 - DCOR is a business process reference model.
DCOR-model Structure
Besides the five basic management processes (Plan, Research, Design, Integrate, and Amend) that provide
the organizational structure of the DCOR-model, it is useful to distinguish between the three process types in the
Model: planning, execution, and enable. A planning element is a process that aligns expected resources to meet
expected design requirements. Planning processes balance aggregated demand across a consistent planning
horizon. Planning processes generally occur at regular intervals and can contribute to design chain response
time. Execution processes are triggered by planned or actual demand that changes the state of products. They
include scheduling and sequencing, researching and design, materials and integrating product, and amend.
Enable processes prepare, maintain, and manage information or relationships upon which planning and execution
processes rely.
A set of standard notation is used throughout the Model. P depicts Plan elements, R depicts Research
elements, D depicts Design elements, I depicts Integrate elements, and A depicts Amend elements. An E
preceding any of the others (e.g., EP) indicates that the process element is an Enable element associated with the
Planning or Execution element (in this case, EP would be an Enable Planning element). With the intersections of
the DCOR and SCOR models in mind, to differentiate the “Plan” process, categories and process elements from
those in the SCOR Model , we have a different naming convention in DCOR: PP for Plan Design Chain, PR for Plan
Research, PD for Plan Design, PI for Plan Integrate, and PA for Plan Amend.
As indicated in Figure 2, the Model is hierarchical with three levels. PD.1 is a notation that indicates a third
level process element. In this case, it is a Plan (P – Level 1) element that is concerned with design planning (1 –
Level 2) and is specific to identifying, prioritizing, and aggregating design requirements (.1 – Level 3).
The DCOR-model contains 8 basic sections: Introduction, Plan, Research, Design, Integrate, Amend, Glossary
and Appendices.
Plan, Research, Design, Integrate, Amend sections are organized with a standard structure. At the
beginning of each section, there are graphics that provide a visual representation of the process elements, their
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relationships to each other. Following the graphics are text tables that identify: 1) the standard name for the
process element, 2) the notation for the process element, 3) SCC’s “standard” definition for the process element,
4) performance attributes that are associated with the process element, 5) metrics that are associated with the
performance attributes, 6) best practices that are associated with the process (candidates, not necessarily an
exhaustive list), and features (generally technologically related) that can contribute to heightened performance of
the process. [Also see using the graphic model on page 9]
Within the Research, Design, Integrate, and Amend process elements, a common internal structure (see
figure 3, below) has been agreed upon. The Model focuses on three environments: Product Refresh; New
Product; and New Technology. As a result, R1 becomes Research Product Refresh, R2 becomes Research New
Product and R3 becomes Research New Technology. This same convention is used for Design (e.g. – D1 is Design
Product Refresh), and I1 – Integrate Product Refresh.
DCOR Overview: Level 1 & Level 2
DC
Design
Chain
DCOR
DC
Plan
(Design
Chain)
DC
P (DC)
DC
R
EP Enable
Plan
DC
EP
DC
PP Plan
Design
Chain
DC
PR Plan
Research
PD Plan
Design
PD
DC
ER Enable
Research
DC
R1 Research
Product
Ref resh
DC
R2 Research
New
Product
DC
R3 Research
New
Technology
R3
I
ED Enable
Design
DC
D1 Design
Product
Ref resh
D2 Design
New
Product
DC
D3 Design
New
Technology
D3
A
EI Enable
Integrate
DC
I1 Integrate
Product
Ref resh
DC
I2 Integrate
New
Product
DC
I3 Integrate
New
Technology
I3
A1 Amend
Product
Fallout
A1
DC
I2
DC
EA Enable
Amend
EA
I1
D2
DC
Amend
EI
D1
DC
DC
Integrate
ED
R2
PR
DC
D
R1
DC
DC
Design
ER
PP
DC
DC
Research
A2 Amend
Def icient
Product
A2
DC
A3 Amend
Product
Specs
A3
PI Plan
Integrate
PI
DC
PA Plan
Amend
PA
Figure 3- DCOR Environments
Within each of the planning and execution sections and following the graphic and text descriptions, the
associated Enable elements are described using the same graphic and text formats.
It is important to note, that like the process elements themselves, the metrics are intended to be
hierarchical. Although not explicit in the Model, Level 1 metrics, as shown in Figure 4 are typically “assigned” to
P1 (Plan Supply Chain) and are decomposed (Level 2 metrics) to the respective planning, execution and enable
elements.
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Performance Attributes and Level 1 Metrics
Level 1 Metrics are primary, high level measures that may cross multiple DCOR processes. Level 1 Metrics do not
necessarily relate to a DCOR Level 1 process (PLAN, RESEARCH, DESIGN, INTEGRATE, AMEND).
Perform ance Attributes
Level 1 Metrics
Reliability
Perfect Product Design
Product Design Chain Cycle
Time
Total Design Chain Cost
Responsiveness
Flexibility
Costs
Assets
x
x
Product Design Chain Change
Cycle Time
Design Chain Fixed Assets
Value
x
x
x
Figure 4 - DCOR Performance Attributes and Level 1 Metrics
The metrics are used in conjunction with performance attributes. In Version 1.0 of the DCOR
Model, the Performance Attributes are constructed identical to SCOR’s (Supply Chain Reliability, Supply Chain
Responsiveness, Supply Chain Flexibility, Supply Chain Costs, and Supply Chain Asset Management). In DCOR the
entire set of metrics is not as complete as with the SCOR model. The thrust of this first effort was to associate
every process, process category, and process element with one or more Responsiveness and Cost metrics.
Flexibility, reliability and Assets will be developed as practitioners prove out the model. The table in Figure 5
defines the performance attributes and indicates which Level 1 metrics are associated with each attribute.
The Performance Attributes are characteristics of the supply chain that permit it to be analyzed and evaluated
against other supply chains with competing strategies. Just as you would describe a physical object like a piece of
lumber using standard characteristics (e.g., height, width, depth), a supply chain requires standard characteristics
to be described. Without these characteristics it is extremely difficult to compare an organization that chooses to
be the low-cost provider against an organization that chooses to compete on reliability and performance.
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Performance Attributes and Associated Level 1 Metrics
Performance
Attribute
Design Chain
Reliability
Performance Attribute Definition
Level 1 Metric
The performance of the design chain in
delivering: % of product designs each period
(month, quarter, year, etc.) which meet the
following standards:
- Delivered to operations by commit date
- Assembly and Process Documentation
complete
- BOM complete and accurate
- Manufacturing Readiness Status and
Risk Assessment complete
- Learning products plan complete
- Patent disclosures complete
- Product certifications complete
- Product test report complete
Perfect Product Design
Design Chain
Responsiveness
Design Chain
Flexibility
The speed at which a design chain provides
products to the customer.
Time to change a product design after it has
been released to operations.
Design Chain Cycle Time
Design Chain
Costs
Design Chain
Asset
Management
The costs associated with operating the
design chain.
The effectiveness of an organization in
managing assets to support design chain
operations. This includes the management of
all assets: fixed and working capital.
Total Design Chain Cost
Product Design Chain Change
Cycle Time
Design Chain Fixed Assets Value
Figure 5 – Definitions for DCOR Performance Attributes and which Level 1 metrics are
associated with each attribute.
Associated with the Performance Attributes are the Level 1 Metrics. These Level 1 Metrics are the
calculations by which an implementing organization can measure how successful they are in achieving their
desired positioning within the competitive market space. While these Performance Attributes are critical in
implementing the Model, formal definitions were not previously included in the Model
Users of the Model should be aware that the metrics in the Model are hierarchical – just as the process
elements are hierarchical. Level 1 Metrics are created from lower level calculations. (Level 1 Metrics are primary,
high level measures that may cross multiple DCOR processes. Level 1 Metrics do not necessarily relate to a DCOR
Level 1 process (PLAN, RESEARCH, DESIGN, INTEGRATE, AMEND).
Lower level calculations (Level 2 metrics) are generally associated with a narrower subset of processes.
Additionally, even lower level metrics (diagnostics) are used to diagnose variations in performance against plan.
Diagnostics were a critical deliverable of this first effort.
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Using the graphical model:
This reference document differs from earlier documents produced by the Supply Chain Council. It
employs graphics to illustrate Processes, Process Categories and Process elements. Let’s look at a process
element, EP.2, Manage Design Chain Performance, below:
SOURCE OF SPECIFIC INPUT
INPUT
DC
M a n age
Plan
In fo rm a ti o n
PROCESS ELEMENT
E P .3
DC
RESPONSIVENESS
B u si n e ss
Ru l e s
DC
E P .1
OUTPUT
DC
M a n age
De si g n
Ch a i n
P e rf o rm a n ce
DC
CO ST
EP.2 Manage
De si g n Ch a i n
P e rf o rm a n ce
M a n a g e De si g n
E P .7
D C Ch a i n P e rf o rm a n ce
EP . 2
Re l i a b l e Co n ti n u o us
I m p ro ve m e n t P ro ce ss
DC
DC
E ffi ci e n t a n d
e ffe cti ve
b e n ch m a rki n g
p ro c e ss
Co st
S o u n d P ro j e ct
M a n a g e m e n t P ro ce ss
DC
a n d M e th o d ol ogy.
DESTINATION
OF OUTPUT
M a n a g e De si g n
Ch a i n
P e rf o rm a n ce
Cycl e t i m e
a n d M e th o dol ogy
DC
L e a n and
Si x Sigma
METRICS
(Clearly
identified by
category)
BEST PRACTICES
Note that with this graphic portrayal, all process types are defined at page 189, inputs/outputs are
defined at page 197, metrics at page 204 and best practices at page 218.
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PLAN
L e v e l 2 : C o n f ig u r a t io n L e v e l - P la n
DC
DC
P P P l an
De si gn
Chai n
P R P l an
Re se a rch
DC
PP
DC
PR
P D P l an
De si gn
P l an
DC
PD
P I P l an
Integrate
DC
P A P l an
A m e nd
PI
PA
DC
E P E nabl e
P l an
EP
PP: Plan Design Chain: Process Category
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected appropriation of
design chain resources to meet design chain requirements.
P r o c e s s E le m e n t L e v e l - P P : P la n D e s ig n C h a in
DC
PP Pl an
De si g n
Ch a i n
PP
DC
P P.1 Gather
De si g n Ch a i n
Re q u i re m e n t s
P P .1
DC
P P.2 Gather
De si g n -Ch a i n
Re so u rc e s
P P . 3 B a l a n ce S u p p l y
DDe
C si g n Ch a i n Re so u rce s
wi t h DC Re q u i re m e n t s
P P .3
DC
P P . 4 E st a b l i sh &
Co m m u n i ca t e
De si g n -Ch a i n
P l ans
P P .4
P P .2
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PP Plan Design Chain: Process Element
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected appropriation of
design chain resources to meet design chain requirements.
RESPONSIVENESS
DC
P l an desi gn
change Cycl e
T ime
RESPONSIVENESS
DC
P ro duct Desi gn
Change Cycl e
T ime
RELIABILITY
DC
P P P l an
De si gn
Chai n
DC
PP
T ool s support
D C bal anced deci si on
maki ng
DC
Col l aborati ve
P l anni ng
Forecast i ng
P erf ect
P ro duct
De si gn
CO ST
Re-program m abl e,
re-confi gurabl e and
DC
cont. changeabl e
p ro c e sse s
On-l i ne vi si bi l i ty of
al l desi gn-chai n
DC
dem and requi rem ent s
a n d re sources
DC
P l an Desi gn
Chai n T otal
Co st
CO ST
DC
T otal Desi gn
Chai n Cost
I nst ant aneous
D C "reconfi gurati on"
of pl ans
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PP.1 Gather Design Chain Requirements: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all sources of design chain requirements for the integrated design chain.
DC
Plan
Da t a
E P .3
DC
B u si n e ss
Plan
RESPONSIVENESS
M a n a g e De si g n Ch a i n
Re q u i re m e n t s
Cycl e t i m e
DC
DC
Re vi se d
B u si n e ss
A ssu m p t i o n s
CO ST
E P .9
DC
De si g n
Ch a i n
Re q u i re m e n t s
DC
P P .3
P P.1 Gather
De si g n Ch a i n
Re q u i re m e n t s
DC
G a t h e r DC
Re q u i re m e n t s
Co st
P P .1
DC
Co l l a borati on
a m o n g De si g n
Ch a i n p artners
DC
DC
Di g i ta l l i n ks
a m o n g d e si g n
ch a i n m e m b e rs
DviCsi b i l i ty o f d e si g n ch a i n
DC
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S e rvi ce
A g re e m e n t s
(S A )
A ccu ra te o n -l i n e
re q u i re m e n t s a n d p ri o ri ti e s
De si g n t o
Co st
Re d u ct i o n
P l a n ni ng
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PP.2 Gather Design Chain Resources: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all design chain resources of the integrated design chain.
DC
Plan
Da t a
RESPONSIVENESS
E P .3
M a n a g e De si g n
D C Ch a i n Re so u rce s
Cycl e t i m e
DC
De si g n
Ch a i n
Re so u rc e s
DC
P P .3
P P.2 Gather
De si g n -Ch a i n
Re so u rc e s
CO ST
P P .2
DC
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DC
Co l l a borati ve
P l a n n i ng,
a n d Fo re ca st i n g
DC
S e rvi ce
A g re e m e n t s
(S A )
DC
G a t h e r DC
Re so u rc e s
Co st
Di g i ta l l i n ks
a m o n g d e si g n
ch a i n m e m b e rs
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PP.3 Balance Design Chain Resources with DC Requirements: Process
Element
Description/Definition: The process of identifying and addressing the gaps
between design chain requirements and resources in order to determine the
optimal utilization of design chain resources.
DC
De si g n
Ch a i n
Re so u rc e s
P P .2
DC
De si g n
Ch a i n
Re q u i re m e n t s
P P .1
RESPONSIVENESS
DC
B u si n e ss
Ru l e s
DC
E P .1
DC
B a l a n ce d
De si g n Ch a i n
Re q u i re m e n t s
wi t h Re so u rce s
DC
P P . 3 B a l a n ce
De si g n Ch a i n
Re q u i re m e n t s
wi t h Re so u rce s
P P .4
M a n age
De si g n Ch a i n
B a l a n ci n g
Cycl e t i m e
CO ST
P P .3
B a l a n ce DC
D C Re q u i re m e n t s w/
Re so u rc e s Co st
DC
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Co l l a borati ve
P l a n n i ng,
a n d Fo re ca st i n g
DC
B u si n e ss
In te l l i gence
(B I )
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PP.4 Establish DC Plans: Process Element
Description/Definition: The establishment and communication of design chain
priorities, projects and time lines.
RESPONSIVENESS
B a l a n ce d De si g n
D C Ch a i n Re q u i re m e n t s
wi t h Re so u rce s
DC
P P .3
DC
CO ST
P P . 4 E st a b l i sh &
Co m m u n i ca t e
DC
De si g n -Ch a i n
P l ans
De si g n
Ch a i n
Plan
P R. 1 P D. 1 P I . 1 P A . 1 E P . 3 E P . 7
DC
DC
P P .4
Co l l a borati on
a m o n g De si g n
Ch a i n p artners
DC
E st a b l i sh DC
P l a n Co st
Di g i ta l l i n ks
a m o n g d e si g n
ch a i n m e m b e rs
P ro d u ct De si g n a l i g n e d
A ccu ra te o n -l i n e
DwiCt h Go T o M a rke t P l a n s
DviCsi b i l i ty o f d e si g n ch a i n
& Op e ra t i o n a l P e rfo rm a n ce
M a n a g e De si g n
Ch a i n
Plan
Cycl e t i m e
re q u i re m e n t s a n d p ri o ri ti e s
In te g ra te d
D C P ro d u ct T e a m s
& Planning
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Page 17 of 261
PR: Plan Research: Process Category
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
research to meet research requirements
P r o c e s s E le m e n t L e v e l - P R : P la n R e s e a r c h
DC
P R Pl an
Re se a rch
PR
DC
P R. 1 G a t h e r
Re se a rch
Re q u i re m e n t s
P R. 1
DC
DC
P R. 2 G a t h e r
Re se a rch
Re so u rc e s
P R. 3 B a l a n ce
Re se a rch
Re so u rc e s
wi t h Re se a rch
Re q u i re m e n t s
P R. 3
DC
P R. 4 E st a b i l sh
Re se a rch
P l ans
P R. 4
P R. 2
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Page 18 of 261
PR Plan Research: Process Element
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
research to meet research requirements
RESPONSIVENESS
DC
P l a n d e si g n
ch a n g e Cycl e
Time
RESPONSIVENESS
DC
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
P R Pl an
Re se a rch
DC
PR
P e rf e ct
P ro d u ct
De si g n
CO ST
E DI l i n ks o r kn o wl e d g e p o rta l i n te g ra te
Q u i ck a n d a ccu ra t e
D C re se a rch re so u rce
DC
co m m u ni cati on
i n fo rm a ti on
Jo i n t S e rvi ce
D C A g re e m e n t s wi t h
De si g n Ch a i n p a rt n e rs
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Fu l l vi si bi l i ty of
t h e re se a rch
DC
p l a n a m o n g st p a rt n e rs
DC
P l a n Re se a rch
T o t a l Co st
CO ST
DC
T o ta l De si g n
Ch a i n Co st
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PR.1 Gather Research Requirements: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all sources of Research requirements for the integrated design chain.
DC
De si g n
Ch a i n
Plan
RESPONSIVENESS
P P .4
DC
Plan
Da t a
DC
M a n a g e Re se a rch
Re q u i re m e n t s
Cycl e t i m e
E P .3
DC
Re se a rch
Re q u i re m e n t s
DC
P R. 1 G a t h e r
Re se a rch
Re q u i re m e n t s
CO ST
P R. 1
P R. 3
DC
DC
G a t h e r Re se a rch
Re q u i re m e n t s
Co st
Fre q u e n t
re se a rch p l a n
updates
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Page 20 of 261
PR.2 Gather Research Resources: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all Research resources of the integrated design chain.
RESPONSIVENESS
DC
P l an
Dat a
DC
E P .3
DC
Re se a rch
Re so u rc e s
P R. 3
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DC
CO ST
P R. 2 G at her
Re se a rch
Re so u rc e s
P R. 2
M anage Research
Re so u rc e s
Cycl e t i m e
DC
G a t h er Research
Re so u rc e s Co st
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PR.3 Balance Research Resources with Research Requirements: Process
Element
Description/Definition: The process of identifying and addressing the gaps
between Research requirements and resources in order to determine the
optimal utilization of Research resources.
DC
B u si n e ss
Ru l e s
E P .1
DC
Re se a rch
Re q u i re m e n t s
P R. 1
DC
Re se a rch
Re so u rc e s
RESPONSIVENESS
P R. 2
DC
DC
Re se a rch
S ch e d u l e
CO ST
R1 . 1 R2 . 2 R3 . 3
DC
B a l a n ce d
Re se a rch
Re so u rc e s
wi t h Re se a rch
Re q u i re m e n t s
P R. 4
© APICS 2014. All rights
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M a n a g e Re se a rch
B a l a n ci n g
Cycl e t i m e
DC
P R. 3 B a l a n ce
Re se a rch
Re so u rc e s
wi t h Re se a rch
Re q u i re m e n t s
P R. 3
B a l a n ce Re se a rch
D C Re q u i re m e n t s w/
Re so u rc e s Co st
Page 22 of 261
PR.4 Establish Research Plans: Process Element
Description/Definition: The establishment and communication of Research
priorities, projects and time lines.
RESPONSIVENESS
B a l a n ce d Re se a rch
Re q u i re m e n t s
DC
wi t h Re so u rce s
DC
P R. 3
DC
Re se a rch
Plan
DC
E P . 3 R1 . 1 R2 . 2 R3 . 3 E R. 7
P R. 4 E st a b i l sh
Re se a rch
P l ans
M a n a g e Re se a rch
Plan
Cycl e t i m e
CO ST
P R. 4
DC
E st a b l i sh
Re se a rch
P l a n Co st
Di g i t a l L i n ka g e (E DI,
X M L , e t c. ) to p ro vi d e
re a l -t i m e re se a rch
i nformation
DC
© APICS 2014. All rights
reserved.
Page 23 of 261
PD: Plan Design: Process Category
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
product design to meet design requirements.
P r o c e s s E le m e n t L e v e l - P D : P la n D e s ig n
DC
P D P l an
De si gn
PD
DC
P D. 1 G at her
De si gn
Chai n
Requi rem ent s
P D. 1
DC
P D. 2 G at her
De si gn
Chai n
Re so u rc e s
P D. 3 B al ance Desi gn
Requi rem ent s
DC
wi t h
Re so u rc e s
P D. 3
DC
P D. 4 E st abl i sh
Desi gn P l an
P D. 4
P D. 2
© APICS 2014. All rights
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Page 24 of 261
PD Plan Design: Process Element
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
product design to meet design requirements.
RESPONSIVENESS
DC
P D Pl an
De si g n
DC
PD
P l a n d e si g n
ch a n g e Cycl e
Time
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
M u l t i -d e si g n ce n te r
p l a nni ng
a n d e xe cu ti on
DC
DC
P e rf e ct
P ro d u ct
De si g n
CO ST
DC
P l a n De si g n
T o t a l Co st
CO ST
DC
© APICS 2014. All rights
reserved.
T o ta l De si g n
Ch a i n Co st
Page 25 of 261
PD.1 Gather Design Requirements: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all sources of Design requirements for the integrated design chain
DC
De si g n
Ch a i n
Plan
P P .4
DC
RESPONSIVENESS
Plan
Da t a
DC
E P .3
DC
De si g n
Re q u i re m e n t s
P D. 3
DC
P D. 1 G a t h e r
De si g n
Re q u i re m e n t s
M a n a g e De si g n
Re q u i re m e n t s
Cycl e t i m e
CO ST
P D. 1
DC
G a t h e r De si g n
Re q u i re m e n t s
Co st
Di g i ta l l i n ka g e fo r d e si g n ch a i n ,
DpCl a n n i n g , co n fi gurati on,
a n d re q u i re m e n ts
© APICS 2014. All rights
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Page 26 of 261
PD.2 Gather Design Resources: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all Design resources of the integrated design chain
DC
RESPONSIVENESS
P l an
Dat a
DC
E P .3
DC
De si gn
Re so u rc e s
P D. 3
DC
P D. 2 G at her
De si gn
Re so u rc e s
CO ST
P D. 2
DC
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reserved.
M anage Desi gn
Re so u rc e s
Cycl e t i m e
G at her Desi gn
Re so u rc e s Co st
Page 27 of 261
PD.3 Balance Design Resources with Design Requirements: Process
Element
Description/Definition: The process of identifying and addressing the gaps
between Design requirements and resources in order to determine the
optimal utilization of Design resources.
DC
B u si n e ss
Ru l e s
E P .1
DC
De si g n
Re q u i re m e n t s
P D. 1
DC
De si g n
Re so u rc e s
RESPONSIVENESS
P D. 2
DC
De si g n
S ch e d u l e
DC
M a n a g e De si g n
B a l a n ci n g
Cycl e t i m e
D1 . 1 D2 . 2 D3 . 2
B a l a n ce d De si g n
Re so u rc e s
DC
wi t h De si g n
Re q u i re m e n t s
P D. 4
DC
P D. 3 B a l a n ce
De si g n
Re q u i re m e n t s
wi t h Re so u rce s
P D. 3
CO ST
B a l a n ce De si g n
D C Re q u i re m e n t s w/
Re so u rc e s Co st
© APICS 2014. All rights
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Page 28 of 261
PD.4 Establish Design Plans: Process Element
Description/Definition: The establishment and communication of Design
priorities, projects and time lines.
RESPONSIVENESS
B a l a n ce d De si g n
D C Re q u i re m e n t s wi t h
Re so u rc e s
DC
P D. 3
DC
De si g n
Plan
DC
CO ST
P D. 4 E st a b l i sh
De si g n
Plan
E P . 3 D1 . 1 D2 . 2 D3 . 2
S t ru ct u re d
P ro d u ct
De ve l o p m e n t
P ro c e ss (S P DP ro )
P D. 4
M a n a g e De si g n
Plan
Cycl e t i m e
DC
E st a b l i sh
De si g n P l a n
Co st
In te g ra te d
A sse m b l y
P l a n ni ng
Use S t a g e -G a t e s
to m a n a g e
t h e d e si g n p ro ce ss.
© APICS 2014. All rights
reserved.
Page 29 of 261
PI: Plan Integrate: Process Category
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
products, specifications and processes for Supply Chain, Customer Chain and
Business Development to meet product integration requirements.
P r o c e s s E le m e n t L e v e l - P I : P la n I n t e g r a t e
DC
PI Plan
In te g ra te
PI
DC
P I . 1 Ga t h e r
In te g ra te
Re q u i re m e n t s
PI.1
DC
DC
P I . 2 Ga t h e r
In te g ra te
Re so u rc e s
P I .3 B a l a n ce
In te g ra te
Re q u i re m e n t s
w/ Re so u rc e s
PI.3
DC
P I . 4 E st a b l i sh
In te g ra te
P l ans
PI.4
PI.2
© APICS 2014. All rights
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Page 30 of 261
PI Plan Integrate: Process Element
Description/Definition: The development and establishment of courses of
action over specified time periods that represent a projected delivery of
products, specifications and processes for Supply Chain, Customer Chain and
Business Development to meet product integration requirements.
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RESPONSIVENESS
DC
DC
PI Plan
In te g ra te
PI
P l a n d e si g n
ch a n g e Cycl e
Time
FLEXIBILITY
DC
P e rf e ct P ro d u ct
De si g n
CO ST
DC
L i n ka g e s t o e n su re
co m m u n i ca t i o n s
DC
P l a n In te g ra te
T o t a l Co st
CO ST
DC
© APICS 2014. All rights
reserved.
T o ta l De si g n
Ch a i n Co st
Page 31 of 261
PI.1 Gather Integrate Requirements: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all sources of Integrate requirements for the integrated design chain.
DC
RESPONSIVENESS
Plan
Da t a
DC
E P .3
DC
De si g n
Ch a i n
Plan
CO ST
P P .4
DC
In te g ra te
Re q u i re m e n t s
M a n a g e In te g rate
Re q u i re m e n t s
Cycl e t i m e
DC
PI.3
P I . 1 Ga t h e r
In te g ra te
Re q u i re m e n t s
DC
In te g ra te
Re q u i re m e n t s
Co st
PI.1
Di gi tal
l i n ka g e s
DC
(X M L , E DI , e t c. )
p ro vi d e vi si b i l i ty
© APICS 2014. All rights
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Page 32 of 261
PI.2 Gather Integrate Resources: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all Integrate resources of the integrated design chain.
RESPONSIVENESS
DC
P l an
Dat a
DC
E P .3
DC
Integrate
Re so u rc e s
PI.3
DC
P I . 2 Gat her
Integrate
Re so u rc e s
CO ST
PI.2
DC
© APICS 2014. All rights
reserved.
M anage Integrate
Re so u rc e s
Cycl e t i m e
Integrate
Re so u rc e s Co st
Page 33 of 261
PI.3 Balance Integrate Resources with Integrate Requirements: Process
Element
Description/Definition: The process of identifying and addressing the gaps
between Integrate requirements and resources in order to determine the
optimal utilization of Integrate resources
DC
B u si n e ss
Ru l e s
E P .1
DC
In te g ra te
Re q u i re m e n t s
PI.1
DC
In te g ra te
Re so u rc e s
RESPONSIVENESS
PI.2
DC
In te g ra te
S ch e d u l e
DC
CO ST
I 1 . 2 I 2 .2 I3 .2
DC
B a l a n ce d
In te g ra te
Re q u i re m e n t s
wi t h Re so u rce s
PI.4
© APICS 2014. All rights
reserved.
M a n a g e In te g rate
B a l a n ci n g
Cycl e t i m e
DC
P I .3 B a l a n ce
In te g ra te
Re q u i re m e n t s
wi t h Re so u rce s
B a l a n ce In te g ra te
D C Re q u i re m e n t s w/
Re so u rc e s Co st
PI.3
Page 34 of 261
PI.4 Establish Integrate Plans: Process Element
Description/Definition: The establishment and communication of Integrate
priorities, projects and time lines.
DC
RESPONSIVENESS
B a l a n ce d
In te g ra te
Re q u i re m e n t s
wi t h Re so u rce s
DC
PI.3
DC
DC
In te g ra te
Plan
P I . 4 E st a b l i sh
In te g ra te
P l ans
CO ST
PI.4
E P . 3 I 1 . 2 I 2 . 2 I 3 . 2 E I.7
P l a n s co m m u n i ca t e d
o pDeC
n l y a n d cro ss-fu n cti o n a l l y
fo r e xe cu ti o n
P l a n n i n g for
tra n si ti o n i n g
DC
f ro m d e ve l o p m e n t
to p ro d u cti o n
© APICS 2014. All rights
reserved.
M a n a g e In te g rate
Plan
Cycl e t i m e
DC
In te g ra te
P l a n Co st
P l a n s th a t vi o l a te
D C b u si n e ss ru l e s a re
a d d re sse d cro ss-f u n ct i o n a l l y
Ch a n g e s to p l a n a re
aD
g re
Ce d t o cro ss-fu n cti o n a l l y,
a cco rd i n g to d e fi n e d ru l e s
Page 35 of 261
PA: Plan Amend: Process Category
Description/Definition: The development and establishment of courses of
action over specified time periods that represent projected resources to meet
amend requirements.
P r o c e s s E le m e n t L e v e l - P A : P la n A m e n d
DC
PA Pl an
A m e nd
PA
DC
PA.1 Gather
A m e nd
Re q u i re m e n t s
P A .1
DC
P A . 3 B a l a n ce
In te g ra te
Re q u i re m e n t s
wi t h Re so u rce s
P A .3
DC
DC
P A . 4 E st a b l i sh
A m e nd
P l ans
P A .4
P A.2 Gather
A m e nd
Re so u rc e s
P A .2
© APICS 2014. All rights
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Page 36 of 261
PA Plan Amend: Process Element
Description/Definition: The development and establishment of courses of
action over specified time periods that represent projected resources to meet
amend requirements.
RESPONSIVENESS
DC
M a n a g e P l an
A m e nd
Cycl e t i m e
CO ST
DC
PA Pl an
A m e nd
DC
T otal P l an
A m e n d Co st
PA
DC
DC
U se
A m e nd
P l a n ni ng
Mi ti gati on
o f Ob so l e ce n ce
DC
Co st A n a l ysi s
(M O CA )
CO ST
DC
T o ta l A m e n d
Co st
T e ch n o l o gy
S u st a i n m e n t
(M O CA )
© APICS 2014. All rights
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Page 37 of 261
PA.1 Gather Amend Requirements: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all sources of Amend requirements for the integrated design chain.
DC
De si g n
Ch a i n
Plan
RESPONSIVENESS
P P .4
DC
DC
Plan
Da t a
CO ST
E P .3
DC
Ga t h e re d
A m e nd
Re q u i re m e n t s
P A .3
DC
P A.1 Gather
A m e nd
Re q u i re m e n t s
DC
Gather Am end
Re q u i re m e n t s Co st
P A .1
DC
© APICS 2014. All rights
reserved.
M anage Am end
Re q u i re m e n t s
Cycl e t i m e
Use Hi st o ri ca l
B a se d A m e n d
Ra t e Fo re ca st s
Page 38 of 261
PA.2 Gather Amend Resources: Process Element
Description/Definition: The process of identifying, prioritizing and considering
all Amend resources of the integrated design chain.
RESPONSIVENESS
DC
P l an
Dat a
DC
E P .3
DC
Gat hered
A m e nd
Requi rem ent s
DC
P A .3
P A . 2 G at her
A m e nd
Re so u rc e s
CO ST
P A .2
DC
Rapi d
D C reconfi gurati on of
Capaci ty
© APICS 2014. All rights
reserved.
M anage A m end
Re so u rc e s
Cycl e t i m e
G at her A m end
Re so u rc e s Co st
JS A wi t h S ource
D C suppl i ers t o share
responsi bi l i t i es and costs
Page 39 of 261
PA.3 Balance Amend Resources with Amend Requirements: Process
Element
Description/Definition: The process of identifying and addressing the gaps
between Amend requirements and resources in order to determine the
optimal utilization of Amend resources.
DC
B u si n e ss
Ru l e s
E P .1
DC
A m e nd
S ch e d u l e
A 1.1 A 2.2 A3.1
DC
A m e nd
Re q u i re m e n t s
RESPONSIVENESS
P A .1
DC
Ga t h e re d
A m e nd
Re so u rc e s
DC
P A .2
B a l a n ce d A m e n d
D C Re q u i re m e n t s wi t h
Re so u rc e s
P A .4
P A . 3 B a l a n ce A m e n d
Re q u i re m e n t s
wi t h Re so u rce s
DC
P A .3
M anage Am end
B a l a n ci n g
Cycl e t i m e
CO ST
B a l a n ce A m e n d
D C Re q u i re m e n t s w/
Re so u rc e s Co st
Co st a cco u n t i n g
sy st e m t o
DC
d e t e rm i n e b e st
p ro c e ss
© APICS 2014. All rights
reserved.
Page 40 of 261
PA.4 Establish Amend Plans: Process Element
Description/Definition: The establishment and communication of Amend
priorities, projects and time lines.
RESPONSIVENESS
B al anced A m end
D C Requi rem ent s wi t h
Re so u rc e s
DC
P A .3
DC
A m e nd
P l an
DC
DC
P A .4
Rapi d, dynam i c
D C reconfi gurati on of
a m e n d p ro ce sses
© APICS 2014. All rights
reserved.
CO ST
P A . 4 E st abl i sh
A m e nd
P l an
E P .3 E A .7
M anage am end
P l an
Cycl e t i m e
E st abl i sh A m end
P l an Cost
Ful l i nternal and
D C external vi si bi l i ty
t o am end pl ans
Page 41 of 261
EP: Enable Plan: Process Category
Description/Definition: Enable Plan (Design Chain) is the collection of
processes to prepare, maintain, and manage information or relationships
upon which Design Chain planning processes rely
P r o c e s s E le m e n t L e v e l - E P : E n a b le P la n
DC
EP Enable
Plan
EP
DC
EP.1 Manage
Plan
B u si n e ss
Ru l e s
E P .1
DC
EP.2 Manage
De si g n Ch a i n
P e rf o rm a n ce
E P .2
© APICS 2014. All rights
reserved.
DC
EP.3 Manage
Plan
In fo rm a ti o n
E P .3
DC
EP.4 Manage
P ro d u ct
L i fe cycl e
E P .4
DC
EP.5 Manage
De si g n
Ch a i n
A sse t s
E P .5
DC
EP.6 Manage
De si g n Ch a i n
K n o wl e d g e
T ra n sf e r
E P .6
DC
EP.7 Manage
De si g n Ch a i n
Co n fi g u ra ti on
E P .7
DC
EP.8 Manage
Plan
Re g u l a to ry
Co m p l i a n ce
E P .8
DC
EP.9 Align
De si g n Ch a i n
Un i t P l a n wi th
Fi n a n ci al P l an
E P .9
Page 42 of 261
EP.1 Manage Plan Business Rules: Process Element
Description/Definition: The process of establishing, maintaining, and
enforcing decision support criteria for design chain planning which translate to
rules for conducting business, i.e. developing and maintaining customer
standards of an entire design chain such as service levels, given service
requirements by design chain stakeholders and partners. Business rules align
Plan process policies with business strategy, goals, and objectives. This
includes developing and enforcing compatibility, connectivity, and
interchangeability standards.
DC
M anage P l an
Regul atory
Com pl i ance
RESPONSIVENESS
E P .8
DC
DC
B u si n e ss
Ru l es
RESPONSIVENESS
E P .2
DC
B u si n e ss
Ru l es
DC
E P . 1 M anage
P l a n B usi ness
Ru l es
E P . 2 P A . 3 P D. 3 P P . 3 P I . 3 P R. 3
DC
M anage P l an
B u si n e ss
Rul es Cycl e T i m e
DC
Num ber of
B u si n e ss Rul e
Ch a nges
E P .1
CO ST
M anage
P l an
B u si n e ss
Ru l es
DC
E P .2
I n t egrat ed busi ness
D C and desi gn chai n
p l anni ng processes
E nt erpri se Level P ol i ci es
wi th l ocal E xecuti on
DC
Long t erm suppl i er
a g reem ent s/ part nershi ps
DC
© APICS 2014. All rights
reserved.
DC
M anage P l an
B u si n e ss Ru l e s
Co st
E nterpri se l evel
spend anal ysi s
Col l aborati ve revi ew,
agreem
D C ent of busi ness rul es
pri or to contract executi on
E l ect roni c S ourci ng
D C and Negoti ati on
(E -B usi ness)
Page 43 of 261
EP.2 Manage Design Chain Performance: Process Element
Description/Definition: The process of measuring actual integrated design
chain performance against internal and/or external standards to develop and
implement a course of action to achieve targeted performance levels.
Performance targets established for the execution of design chain processes
are reflected in the process elements for Plan, i.e. cost, reliability, cycle time,
responsiveness, assets, and innovativeness
DC
M a n age
Plan
In fo rm a ti o n
E P .3
DC
RESPONSIVENESS
B u si n e ss
Ru l e s
DC
E P .1
DC
M a n age
De si g n
Ch a i n
P e rf o rm a n ce
DC
M a n a g e De si g n
Ch a i n
P e rf o rm a n ce
Cycl e t i m e
CO ST
EP.2 Manage
De si g n Ch a i n
P e rf o rm a n ce
M a n a g e De si g n
E P .7
D C Ch a i n P e rf o rm a n ce
EP . 2
Re l i a b l e Co n ti n u o us
I m p ro ve m e n t P ro ce ss
DC
S o u n d P ro j e ct
M a n a g e m e n t P ro ce ss
DC
a n d M e th o d ol ogy.
DC
© APICS 2014. All rights
reserved.
E ffi ci e n t a n d
e ffe cti ve
b e n ch m a rki n g
p ro c e ss
Co st
a n d M e th o dol ogy
DC
L e a n and
Si x Sigma
Page 44 of 261
EP.3 Manage Plan Information: Process Element
Description/Definition: The process of collecting, integrating and maintaining
the accuracy of design chain execution information necessary to plan the
balancing of design chain resources to requirements at both the highest
aggregate and lowest project/product planning levels
DC
Re se a rch
Plan
P R. 4
DC
De si g n
Plan
P D. 4
DC
A m e nd
Plan
P A .4
DC
In te g ra te
Plan
PI.4
DC
De si g n
Ch a i n
Plan
RESPONSIVENESS
P P .4
DC
M a n a g e De si g n
D C Ch a i n K n o wl e d g e
T ra n sf e r
CO ST
E P .6
DC
M a n age
Plan
In fo rm a ti o n
DC
E P .2 E P .6
DC
M a n age
In fo rm a ti o n
Cycl e T i m e
EP.3 M anage
Plan
In fo rm a ti o n
DC
M a n a g e P l an
I n f o rm a t i o n Co st
EP .3
Plan
Da t a
P P . 1 P R. 1 P D. 1 P I . 1 P A . 1
Co l l a borati ve
D C P l a n n i n g - De si g n
i nformation
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
Da t a a cce si b i l i t y a cro ss
D C t h e e n te rp ri se fo r
vi si b i l i t y b y d i scre te b u si n e ss u n t
© APICS 2014. All rights
reserved.
Page 45 of 261
EP.4 Manage Product Life Cycle: Process Element
Description/Definition: The process of defining and maintaining the status of
products/services during the total life of a product. This includes establishing
processes and maintenance of status information of products
RESPONSIVENESS
DC
P roduct Li fecycl e
M anagem ent
Cycl e T i m e
CO ST
DC
Li fe Cycl e
P l an
DC
E P . 4 M anage
P ro duct
Li fecycl e
DC
M anage Desi gn
Chai n Inventory
Co st
EP .4
P eri odi c revi ew of
m e t ri cs & st ra t e gy
w/ co m p a ri sons t o
i n d u st ry b e n ch m a rks
DC
Real ti m e
D C Dat a on current
st a t u s
P LCM
© APICS 2014. All rights
reserved.
Page 46 of 261
EP.5 Manage Design Chain Assets: Process Element
Description/Definition: The process of acquiring, maintaining and
dispositioning an organization's Design Chain capital assets. This includes
automation tools and facilities like laboratories, offices, etc
RESPONSIVENESS
DC
M a n a g e De si g n
Ch a i n
Co n fi ru g ra ti o n
DC
CO ST
E P .7
DC
EP.5 M anage
De si g n
Ch a i n
A sse t s
DC
DC
Cro ss Fu n ct i o n a l T e a m s
to e xe cu te a n d d e vel op
DC
L o n g -T e rm Ca p a ci ty a n d
Re so u rc e s
Re m o va l
o f Ob so l e te
Ca p i ta l A sse ts
© APICS 2014. All rights
reserved.
M a n a g e De si g n
Ch a i n A sse t s
Co st
ASSETS
EP .5
DC
M a n a g e De si g n
Ch a i n
A sse t
Cycl e t i m e
P l a n Fi xe d
A sse t V a l u e
A l i g n m e n t o f stra te g i c/
b u si n e ss p l a n s wi t h
DC
l o n g -t e rm ca p a ci ty/
re so u rce p l a n s
DC
Fa ci l i ty &
Equi pm ent
E n vi ro n m e n t
Page 47 of 261
EP.6 Manage Design Chain Knowledge Transfer: Process Element
Description/Definition: The process of defining a Design Chain knowledge
transfer strategy and maintaining the information, which characterizes total
Design Chain knowledge management requirements
DC
RESPONSIVENESS
M a n age
Plan
In fo rm a ti o n
DC
E P .3
DC
M a n age
De si g n Ch a i n
K n o wl e d g e T ra n sf e r
Cycl e t i m e
CO ST
K n o wl e d g e
M a n a g e m e nt
S ch e d u l e
M a n a g e De si g n
D C Ch a i n K n o wl e d g e
M a n age
De si g n Ch a i n
DC
K n o wl e d g e T ra n sf e r
DC
E P .3
DC
T ra n sf e r Co st
EP.6 M anage
De si g n Ch a i n
K n o wl e d g e
T ra n sf e r
ASSETS
EP .6
DC
K n o wl e d g e
M a n a g e m e nt
Plan
E l e ct ro n i c In fo rm a ti o n
DE
Cxch a n g e s t h ro u g h o u t
DC
M e a su re m e n t
of
P e rform ance
DC
Autom ated
Do cum entati on
t h e De si g n Ch a i n
M a n a g e In fo rm a ti on
D C a cro ss 1 0 0 % o f
d e sg i n ch a i n
In te rn e t P o o l i ng
(E l e ct ro n i c b ro ke ra g e
DC
o f re se a rch a n d o r d e si g n )
© APICS 2014. All rights
reserved.
Re t u rn o n
De si g n Ch a i n
A sse t s
Ca p t u re a n d
D Cm a i n ta i n ca te g o ri ze d
sp e ci fi c d a ta
Page 48 of 261
EP.7 Manage Design Chain Configuration: Process Element
Description/Definition: The process of defining and maintaining the
information about the Design Chain network for a group of similar or
complimentary products through their full life cycle, including the evaluation of
product requirements, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes
the company's internal and external relationships
DC
M a n age
De si g n
Ch a i n
P e rf o rm a n ce
RESPONSIVENESS
E P .2
DC
DC
De si g n
Ch a i n
Plan
CO ST
P P .4
DC
M a n age
De si g n
Ch a i n
Co n fi g u ra ti on
DC
EP.7 M anage
De si g n Ch a i n
Co n fi g u ra ti on
M a n a g e De si g n
D C Ch a i n Co n fi g u ra ti on
Co st
E P .7
E P .5
P l a t f o rm T e a m s
D C i n Ne w P ro d u ct
In co rp o ra te s l e a d i n g
D C p ra c t i ce s su ch a s
De ve l o p m e n t P ro ce ss
CP FR, V M I , e t c .
I m p a ct o f De si g n
o n Cost of Qual i ty
De si g n i s i n t e g ra t e d wi th Op e ra ti o n s
DC
P l a n n i n g P ro ce ss
DC
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reserved.
M a n a g e De si g n
Ch a i n
Co n fi g u ari on
Cycl e t i m e
Page 49 of 261
EP.8 Manage Plan Regulatory Compliance: Process Element
Description/Definition: The process of identifying and complying with
regulatory documentation and process standards set by external entities (e.g.
government).
DC
Legal
P ro c e sse s
RESPONSIVENESS
DC
M anage Desi gn
Chai n
DC
Regul atory Com pl i ance
Cycl e t i m e
Fi nance
T ax &
T re asury
P ro c e sse s
CO ST
DC
M anage P l an
Regul atory
Com pl i ance
E P .1
© APICS 2014. All rights
reserved.
DC
E P . 8 M anage
P l an
Regul atory
Com pl i ance
DC
M anage P l an
Regul atory
Com pl i ance Cost
EP .8
Page 50 of 261
EP.9 Align Design Chain Plan with Financial Plan: Process Element
Description/Definition: The process of revising the long-term Design Chain
capacity and resource plans, given the inputs from the strategic and business
plans. This includes revision of not only aggregate forecast and projections
related to Design Chain, Research, Design, and Integrate plans, but also
business assumptions.
RESPONSIVENESS
Fi n a n ci al P l an
f ro m : Fi n a n ce , T a x
DC
& T re a su ry
P ro c e sse s
DC
DC
Re vi se d
B u si n e ss
A ssu m p t i o n s
DC
E P . 9 A l i g n De si g n
Ch a i n P l a n
wi th Fi n a n ci a l P l a n
P P .1
ASSETS
E P .9
DC
Re vi se d B u si n e ss
A ssu m p t i o n s t o O u t p u t :
Fi n a n ce , T a x & T re a su ry
P ro c e sse s
DC
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Re -p l a n n i n g
e xi st s i n m u l ti -l e ve l s
o f th e De si g n Ch a i n
b e t we e n b u si n e sse s
DC
Re -p l a n n i n g l i n ks
d e si g n ch a i n o p e ra ti o n
wi t h B u si n e ss/
M a rke t i n g S t ra te g y
M a n a g e De si g n
Ch a i n Fi n a nci al
Re a l i g n m e nt
Cycl e t i m e
A l i g n De si g n
P l a n wi th
Fi n a n ci al P l an
Co st
DC
Page 51 of 261
Research
Research: Process
Description/Definition: Process Categories comprising Research
L e v e l 2 : C o n f ig u r a t io n L e v e l - R e s e a r c h
DC
DC
R1 Re se a rch
P ro d u ct
Re f re sh
R1
© APICS 2014. All rights
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DC
R2 Re se a rch
New
P ro d u ct
R2
Re se a rch
DC
R3 Re se a rch
New
T e ch n o l o gy
R3
DC
ER Enabl e
Re se a rch
ER
Page 52 of 261
R1: Research Product Refresh: Process Category
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics, obtaining and
synthesizing of information and evaluation and publishing or archiving of
research findings. This includes the identification of sources of supply,
sourcing and validation of materials/products against requirements. Research
Product Refresh is driven by the research plan.
P r o c e s s E le m e n t L e v e l - R 1 : R e s e a r c h P r o d u c t R e f r e s h
DC
R1 Re se a rch
P ro d u ct
Re f re sh
R1
DC
R1 . 1 S ch e d u l e
Re se a rch
A ct i vi ti e s
DC
R1 . 1
© APICS 2014. All rights
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R1 . 2 S o u rce
M a te ri a l s
R1 . 2
DC
R1 . 3 V e ri fy
M a te ri a l s
R1 . 3
DC
R1 . 4 T ra n sf e r
Fi n d i n g s/
M a te ri a l s
R1 . 4
DC
R1 . 5 A u t h o ri ze
S u p p l i er
P a y m e n t (m -t -s)
R1 . 5
Page 53 of 261
PROCESS ELEMENT--Research
R1 Research Product Refresh: Process Element
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics, obtaining and
synthesizing of information and evaluation and publishing or archiving of
research findings. This includes the identification of sources of supply,
sourcing and validation of materials/products against requirements. Research
Product Refresh is driven by the research plan.
© APICS 2014. All rights
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Page 54 of 261
RESPONSIVENESS
DC
P ro duct Desi gn
Change Cycl e
Time
RESPONSIVENESS
DC
A uthori ze
S uppl i er
P aym ent
Cycl e T i m e
RELIABILITY
DC
P erf ect
P ro duct
De si gn
RELIABILITY
DC
DC
R1 Re se a rch
P ro duct
Re f resh
R1
Re se a rch
Cycl e T i m e
FLEXIBILITY
DC
P ro duct Desi gn
Cycl e T i m e
FLEXIBILITY
Joi nt S ervi ce
Mi ti gati on of
O b so l e scence
Co st A n a l y si s (M O CA )
AC
greem ent s A l l i ance and D C
D
Leverage agreem ents
DC
Re se arch desi gn
change Cycl e
Time
CO ST
DC
A uthori ze
S uppl i er
P a ym e nt Cost
CO ST
DC
Re se a rch
T ot al Cost
CO ST
DC
T otal Desi gn
Chai n Cost
R1.1 Schedule Research Activities: Process Element
Description/Definition: Scheduling and managing the execution of the
individual deliveries of materials and technology. The requirements are
© APICS 2014. All rights
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Page 55 of 261
determined based on the detailed Research plan. This includes the
identification and validation of potential suppliers of materials or technology.
DC
Re se a rch
Plan
P R. 4
DC
RESPONSIVENESS
B u si n e ss
Ru l e s
S ch e d u l e
D C Re se a rch A ct i vi t i e s
E R. 1
Cycl e T i m e
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
DC
R1 . 1 S ch e d u l e
Re se a rch
A ct i vi ti e s
R1 . 2
DC
Re se a rch
S ch e d u l e
CO ST
R1 . 1
DC
Ut i l i ze E DI
t ra n sa ct i o n s to
re d u ce cycl e
t i m e a n d co st s
Co n si g n m e n t
a g re e m e n t s
DC
t o re d u ce a sse t s
a n d cycl e ti m e
DC
S ch e d u l e
Re se a rch
A ct i vi t i e s Co st
P R. 3
© APICS 2014. All rights
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Page 56 of 261
R1.2 Source Materials: Process Element
Description/Definition: The process and associated activities of ordering and
receiving materials and technology.
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
DC
Re se a rch
M a te ri a l from
In p u t S u p p l i e r
R1 . 1
RESPONSIVENESS
DC
DC
P u rch a se
O rd e r
(S u p p l i e r)
DC
R1 . 2 S o u rce
M a te ri a l s
CO ST
R1 . 2
DC
DC
S o u rce d
M a te ri a l s
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce /
e l i m i n a te recei vi ng
i n sp e cti o n
DC
R1 . 3
DC
P a ym e n t
A u th o ri za ti o n
R1 . 5
B a r co d i n g i s
u se d t o m i n i m i ze
D C h a n d l i n g ti m e &
m a xi m i ze d a t a a ccu ra cy
DC
© APICS 2014. All rights
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S u p p l i er
(Ca rri e r)
A g re e m e n t s
S o u rce
M a te ri a l s
Cycl e T i m e
DC
S u p p l i e r d e l i ve rs
d i re ctl y to
p o i n t o f u se
DC
R FI D
DC
Co m p o n e n t
S ta n d a rd i za ti on
S o u rce
M a t e ri a l s Co st
Page 57 of 261
R1.3 Verify Materials: Process Element
Description/Definition: The process and actions required determining product
conformance to requirements and criteria. This includes documenting and
archiving characteristics, test results, form, fit and function, and can include
testing in laboratories and disposition of materials.
RESPONSIVENESS
DC
S o u rce d
M a te ri a l s
DC
V e ri fy
M a te ri a l s
Cycl e T i m e
R1 . 2
CO ST
DC
Re se a rch
Do cu m e n t a t i o n
DC
R1 . 3 V e ri fy
M a te ri a l s
E R. 3
DC
V eri fi ed
M a te ri a l s
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce /
e l i m i n a te recei vi ng
i n sp e cti o n
B a r co d i n g i s
u se d t o m i n i m i ze
D C h a n d l i n g ti m e &
m a xi m i ze d a t a a ccu ra cy
© APICS 2014. All rights
reserved.
V e ri fy
M a te ri a l s
Co st
R1 . 3
DC
R1 . 4
DC
DC
S u p p l i e r d e l i ve rs
d i re ctl y to
p o i n t o f u se
S u p p l i e r re p l a ce s
D Cd e fe cti ve m a te ri al at
cu st o m e r's f a ci l i ty
Page 58 of 261
R1.4 Transfer Findings/Materials: Process Element
Description/Definition: The process of receiving a request for available
research materials and documentation of specifications and transferring
samples and documentation.
DC
V eri fi ed
M a te ri a l s
RESPONSIVENESS
R1 . 3
DC
T ra n sf e r
Re se a rch
Re q u i re m e n t s
D C Fi n d i n g /M a te ri a l s
Cycl e T i m e
D1 . 2 I 1 . 3 D2 . 3 D3 . 5
CO ST
DC
Re se a rch
S p e ci fi ca ti o n s
DC
R1 . 4 T ra n sf e r
Fi n d i n g s/
Materi al
D1 . 2 I 1 . 3 D2 . 3 D3 . 5
Co st
R1 . 4
Dri ve d e l i ve ri e s
D C d i re ct l y t o sto ck
or P OU
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T ra n sf e r
D C Fi n d i n g /M a te ri a l s
DC
Ca p abi l i ty
T ra n sf e r to
Org a n i za ti o n
Page 59 of 261
R1.5 Authorize Supplier Payment: Process Element
Description/Definition: The process of authorizing payments and paying
suppliers for product or services. This process includes invoice collection,
invoice matching and the issuance of checks.
RESPONSIVENESS
DC
P a ym e n t
A u th o ri za ti o n
DC
R1 . 2
DC
Ou t p u t to
Fi n a nci al
P ro c e sse s
P a ym e n t
Cycl e
Time
RELIABILITY
DC
R1 . 5 A u t h o ri ze
S u p p l i er
P a ym e n t
R1 . 5
DC
% I n vo i ce Re ce i p t s
a n d P a ym e n t s
Ge n e ra t e d vi a E DI
FLEXIBILITY
% I n vo i ce s p ro ce sse d
wi t h o u t i ssu e s
a n d / o r e rro rs
DC
DC
Pay on
Re ce i p t
CO ST
DC
© APICS 2014. All rights
reserved.
Co st
per
i n vo i ce
Page 60 of 261
R2: Research New Product: Process Category
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics, obtaining and
synthesizing of information and evaluation and publishing of research
findings. This includes the identification of sources of supply, sourcing and
validation of materials/products against requirements. Research New Product
is driven by the Design process.
P r o c e s s E le m e n t L e v e l - R 2 : R e s e a r c h N e w P r o d u c t
DC
R2 Re se a rch
New
P ro duct
R2
DC
R2. 1 Recei ve
& V al i date
Re q uest
DC
R2. 2 S chedul e
Re se a rch
A ct i vi ti es
R2 . 1
© APICS 2014. All rights
reserved.
R2 . 2
DC
R2 . 3 S ource
M ateri al s
R2 . 3
DC
R2. 4 V eri fy
M ateri al s
R2 . 4
DC
R2. 5 T ransf er
Fi ndi ngs/
M ateri al s
R2 . 5
DC
R2. 6 A ut hori ze
S uppl i er
P aym ent
R2 . 6
Page 61 of 261
R2 Research New Product: Process Element
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics, obtaining and
synthesizing of information and evaluation and publishing of research
findings. This includes the identification of sources of supply, sourcing and
validation of materials/products against requirements. Research New Product
is driven by the Design process.
RESPONSIVENESS
DC
P ro duct Desi gn
Change Cycl e
T ime
RELIABILITY
DC
DC
R2 Re se a rch
New
P ro duct
P erf ect
P ro duct
De si gn
RELIABILITY
DC
Re se a rch
Cycl e T i m e
R2
FLEXIBILITY
DC
S ervi ce
A g re em ent s
(S A )
A ut om at ed
D C S t at i st i cal P rocess
Cont rol (S P C)
DC
P ro duct Desi gn
Cycl e T i m e
FLEXIBILITY
DC
Re se a rch
desi gn change
Cycl e T i m e
CO ST
DC
Re se a rch
T ot al Cost
CO ST
DC
© APICS 2014. All rights
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T otal Desi gn
Chai n Cost
Page 62 of 261
© APICS 2014. All rights
reserved.
Page 63 of 261
R2.1 Receive and Validate Request: Process Element
Description/Definition: The activities of receiving and logging Research
requests and determining the completeness of specifications and validity of
the request. This includes decomposition of the request.
DC
Re se a rch
Re q u i re m e n t s
D2 . 3 I 2 . 3 D3 . 5
DC
RESPONSIVENESS
B u si n e ss
Ru l e s
Re ce i ve &
D C V a l i d a te Re q u e st
Cycl e T i m e
E R. 1
CO ST
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
DC
R2 . 2
R2 . 1 Re ce i ve
& V a l i d ate
Re q u e st
DC
Re ce i ve &
V al i date
Re q u e st Co st
R2 . 1
Ut i l i ze E DI
D C t o re d u ce cycl e
t i m e a n d co st s
© APICS 2014. All rights
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Page 64 of 261
R2.2 Schedule Research Activities: Process Element
Description/Definition: Scheduling and managing the execution of the
individual deliveries of materials and technology. The requirements are
determined based on the detailed research request. This includes the
identification and validation of potential suppliers of materials or technology.
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
R2 . 1
DC
Re se a rch
Plan
RESPONSIVENESS
P R. 4
DC
DC
Re se a rch
S ch e d u l e
DC
R2 . 2 S ch e d u l e
Re se a rch
A ct i vi ti e s
P R. 3
CO ST
R2 . 2
DC
DC
S o u rce
M a te ri a l s
DC
R2 . 3
© APICS 2014. All rights
reserved.
Ut i l i ze E DI
t ra n sa ct i o n s to
re d u ce cycl e
t i m e a n d co st s
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
Cycl e T i m e
S ch e d u l e
Re se a rch
A ct i vi t i e s Co st
Co n si g n m e n t
a g re e m e n t s
t o re d u ce a sse t s
a n d cycl e ti m e
Page 65 of 261
R2.3 Source Materials: Process Element
Description/Definition: The process and associated activities of ordering and
receiving materials and technology.
DC
RESPONSIVENESS
S ch e d u l e
Re se a rch
A ct i vi ti e s
DC
R2 . 2
DC
S o u rce d
M a te ri a l s
DC
R2 . 3 S o u rce
M a te ri a l s
R2 . 4
CO ST
R2 . 3
DC
DC
P a ym e n t
A u th o ri za ti o n
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce /
e l i m i n a te recei vi ng
i n sp e cti o n
DC
R2 . 6
B a r co d i n g i s
u se d t o m i n i m i ze
D C h a n d l i n g ti m e &
m a xi m i ze d a t a a ccu ra cy
DC
© APICS 2014. All rights
reserved.
S o u rce
M a te ri a l s
Cycl e T i m e
DC
S u p p l i e r d e l i ve rs
d i re ctl y to
p o i n t o f u se
DC
R FI D
S o u rce
M a te ri a l s
Co st
S u p p l i er
(Ca rri e r)
A g re e m e n t s
Page 66 of 261
R2.4 Verify Materials: Process Element
Description/Definition: The process and actions required determining product
conformance to requirements and criteria. This includes documenting and
archiving characteristics, test results, form, fit and function, and can include
testing in laboratories and disposition of materials.
RESPONSIVENESS
DC
S o u rce d
M a te ri a l s
DC
RESPONSIVENESS
R2 . 3
DC
DC
Re se a rch
Do cu m e n t a t i o n
DC
R2 . 4 V e ri fy
M a te ri a l s
E R. 3
DC
R2 . 5
© APICS 2014. All rights
reserved.
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce /
DC
e l i m i n a te recei vi ng
i n sp e cti o n
B a r co d i n g i s
u se d t o m i n i m i ze
D C h a n d l i n g ti m e &
m a xi m i ze d a t a a ccu ra cy
DC
V e ri fy M a te ri a l s
Cycl e T i m e
CO ST
R2 . 4
DC
V eri fi ed
M a te ri a l s
Re l e a se to
S e l l Cycl e
T ime
S u p p l i e r d e l i ve rs
d i re ctl y to
p o i n t o f u se
S u p p l i e r re p l a ce s
D Cd e fe cti ve m a te ri al at
cu st o m e r's f a ci l i ty
Re l e a se to
Sel l T otal
Co st
CO ST
DC
V e ri fy
M a te ri a l s
Co st
Page 67 of 261
R2.5 Transfer Findings/Materials: Process Element
Description/Definition: The process of receiving a request for available
research materials and documentation of specifications and transferring
samples and documentation.
DC
RESPONSIVENESS
V eri fi ed
M a te ri a l s
T ra n sf e r
D C Fi n d i n g /M a te ri a l s
R2 . 4
Cycl e T i m e
DC
Re se a rch
S p e ci fi ca ti o n s
DC
R2 . 5 T ra n sf e r
Fi n d i n g s/
M a te ri a l s
CO ST
R2 . 5
D2 . 3 I 2 . 4 D3 . 5
T ra n sf e r
D C Fi n d i n g /M a te ri a l s
Co st
Dri ve d e l i ve ri e s
d i re ct l y t o sto ck
or P OU
© APICS 2014. All rights
reserved.
Ca p abi l i ty
T ra n sf e r to
Org a n i za ti o n
Page 68 of 261
R2.6 Authorize Supplier Payment: Process Element
Description/Definition: The process of authorizing payments and paying
suppliers for product or services. This process includes invoice collection,
invoice matching and the issuance of checks.
DC
P aym ent
A uthori zati on
RESPONSIVENESS
R2 . 3
DC
DC
Out put to
Fi nanci al
P ro c e sse s
DC
DC
© APICS 2014. All rights
reserved.
CO ST
R2. 6 A ut hori ze
S uppl i er
P aym ent
R2 . 6
A uthori ze
S uppl i er
P aym ent
Cycl e T i m e
DC
A uthori ze
S uppl i er
P a ym e nt Cost
P ay on
Recei pt
Page 69 of 261
R3: Research New Technology: Process Category
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics for new technology,
obtaining and synthesizing of information and evaluation and publishing of
research findings. This includes the identification of sources of supply,
sourcing and validation of materials/products against requirements. Research
New Technology is driven by the Design New Technology process.
P r o c e s s E le m e n t L e v e l - R 3 : R e s e a r c h N e w T e c h n o lo g y
DC
R3 Re se a rch
New
T e ch n o l o gy
R3
DC
R3 . 1 Re ce i ve
& V a l i d ate
Re q u e st
R3 . 1
© APICS 2014. All rights
reserved.
DC
R3 . 2 Id e n ti fy
S o u rce s f o r
T e ch n o l o gy
R3 . 2
DC
R3 . 3 S ch e d u l e
Re se a rch
A ct i vi ti e s
R3 . 3
DC
R3 . 4 S o u rce
M a te ri a l s/
T e ch n o l o gy
R3 . 4
Page 70 of 261
R3 Research New Technology: Process Element
Description/Definition: The Research management process encompasses the
identification and decomposition of research topics for new technology,
obtaining and synthesizing of information and evaluation and publishing of
research findings. This includes the identification of sources of supply,
sourcing and validation of materials/products against requirements. Research
New Technology is driven by the Design New Technology process.
© APICS 2014. All rights
reserved.
Page 71 of 261
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
RELIABILITY
DC
R3 Re se a rch
New
T e ch n o l o gy
R3
DC
FLEXIBILITY
DC
DC
S e rvi ce
A g re e m e n t s
(S A )
Re se a rch
Cycl e T i m e
P ro d u ct De si g n
Cycl e T i m e
FLEXIBILITY
DC
Re se a rch d e si g n
ch a n g e
Cycl e T i m e
CO ST
DC
Re se a rch
T o t a l Co st
CO ST
DC
T o ta l De si g n
Ch a i n Co st
R3.1 Receive and Validate Request: Process Element
Description/Definition: The activities of receiving and logging Research
requests and determining the completeness of specifications and validity of
the request. This includes decomposition of the request.
Last user: system
© APICS 2014. All rights
reserved.
Page 72 of 261
DC
Re se a rch
Re q u i re m e n t s
D3 . 5 I 3 . 3
DC
B u si n e ss
Ru l e s
RESPONSIVENESS
E R. 1
Re ce i ve &
D C V a l i d a te Re q u e st
Cycl e T i m e
DC
V a l i dated
Re q u e st
R3 . 2
DC
R3 . 1 Re ce i ve
& V a l i d ate
Re q u e st
CO ST
R3 . 1
DC
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
© APICS 2014. All rights
reserved.
Re ce i ve &
V al i date
Re q u e st Co st
E DI t o se n d a n d
D C re ce i ve te ch n i ca l
i n fo rm a ti on
Page 73 of 261
R3.2 Identify Sources for Technology: Process Element
Description/Definition: The identification and qualification of potential
suppliers capable of designing and delivering product and/or technology that
will meet all of the required specifications.
DC
RESPONSIVENESS
V a l i dated
Re q u e st
DC
R3 . 1
DC
Identi fi ed
S o u rce s
fo r T e ch n o l o gy
DC
CO ST
R3 . 2 Id e n ti fy
S o u rce s f o r
T e ch n o l o gy
R3 . 3
DC
R3 . 2
I d e n t i f y S o u rce s
fo r T e ch n o l o gy
Cycl e T i m e
I d e n t i f y S o u rce s
fo r T e ch n o l o gy
Co st
E DI t o se n d RFQ s
Co n cu rre n t e n g i n e e ri n g
a n d te ch n i ca l
wiD
t hCsu p p l i e rs fo r e n g i n e e ri n g
i n f o rm a t i o n to re se a rch e rs
a n d p ro d u ct te st d a ta
DC
O n l i n e RFQ p ro ce sse s
n ke d i n to th e d o cu m e n t
Dl i C
m a n a g e m e n t p ro ce ss
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce
cycl e ti m e fo r ce rti fyi n g
su p p l i e rs
DC
© APICS 2014. All rights
reserved.
On l i n e d o cu m e n t m a n a g e m e n t
DaCn d a u to m a te d su p p l i e r
a p p ro va l p ro ce sse s
On-l i ne avai l abi l i ty
to su p p l i e r fi n a n ci a l s
DC
Page 74 of 261
R3.3 Schedule Research Activities: Process Element
Description/Definition: Scheduling and managing the execution of the
individual deliveries of materials and technology. The requirements are
determined based on the detailed research request.
DC
Identi fi ed
S o urces f or
T echnol ogy
R3 . 2
DC
RESPONSIVENESS
Re se a rch
P l an
DC
P R. 4
DC
Re se a rch
S chedul e
DC
DC
S chedul e
Re se a rch
A ct i vi ti es
R3 . 4
© APICS 2014. All rights
reserved.
CO ST
R3. 3 S chedul e
Re se a rch
A ct i vi ti es
DC
R3 . 3
P R. 3
DC
Ut i l i ze E DI
t ransact i ons to
reduce cycl e
t i m e and cost s
DC
S chedul e
Re se a rch
A ct i vi ti es
Cycl e T i m e
S chedul e
Re se a rch
A ct i vi t i es Cost
Co nsi gnm ent
agreem ent s
t o re d u ce asset s
and cycl e ti m e
Page 75 of 261
R3.4 Source Materials/Technology: Process Element
Description/Definition: The process and associated activities of ordering and
receiving materials and technology. This includes issuing/scheduling purchase
orders, verification of material/technology receipts, recording into inventory
and transfer to laboratory or other point of use.
DC
S ch e d u l e
Re se a rch
A ct i vi ti e s
RESPONSIVENESS
R3 . 3
DC
DC
Re se a rch
Materi al
(S u p p l i e r)
DC
P u rch a se
O rd e r
(S u p p l i e r)
DC
R3 . 4 S o u rce
M a te ri a l s/
T e ch n o l o gy
CO ST
R3 . 4
DC
S o u rce d
M a te ri a l s/
T e ch n o l o gy
R3 . 5
DC
P a ym e n t
A u th o ri za ti o n
S u p p l i e r ce rti fi ca ti o n
p ro g ra m s t o re d u ce /
e l i m i n a te recei vi ng
i n sp e cti o n
DC
B a r co d i n g i s
u se d t o m i n i m i ze
D C h a n d l i n g ti m e &
m a xi m i ze d a t a a ccu ra cy
S o u rce M a t e ri a l s/
T e ch n o l o gy
Cycl e T i m e
DC
S u p p l i e r d e l i ve rs
d i re ctl y to
p o i n t o f u se
DC
R FI D
DC
S o u rce M a t e ri a l s/
T e ch n o l o g y Co st
R3 . 8
DC
© APICS 2014. All rights
reserved.
S u p p l i er
(Ca rri e r)
A g re e m e n t s
Page 76 of 261
R3.5 Establish Verification Process: Process Element
Description/Definition: The process of establishing the activities, test criteria,
environmental requirements and disposition process for verification of the
material/technology.
DC
S ourced
M ateri al s/
T echnol ogy
RESPONSIVENESS
R3 . 4
DC
DC
V eri fi cati on
P ro c e ss
R3 . 6
© APICS 2014. All rights
reserved.
DC
CO ST
R3. 5 E st abl i sh
V eri fi cati on
P ro c e ss
R3 . 5
E st abl i sh
V eri fi cati on
P ro c e ss Cy c l e
Time
DC
E st abl i sh
V eri fi cati on
P ro c e ss Co st
Page 77 of 261
R3.6 Verify Materials/Technology: Process Element
Description/Definition: The process and actions required to determine
material/technology conformance to requirements and criteria. This includes
documenting and archiving characteristics, test results, form, fit and function,
and can include testing in laboratories and disposition of materials.
DC
V eri fi cati on
P ro c e ss
CO ST
R3 . 5
DC
DC
Re se a rch
Docum ent at i on
DC
DC
V eri fi ed
Re se a rch/
M ateri al s
R3 . 7
DC
R3 . 6
S uppl i er certi fi cati on
program s t o reduce/
DC
el i m i nate recei vi ng
i nspecti on
B ar codi ng i s
used t o m i ni m i ze
D C handl i ng ti m e &
m axi m i ze dat a accuracy
© APICS 2014. All rights
reserved.
RELIABILITY
R3. 6 V eri fy
M ateri al s/
T echnol ogy
E R. 3
DC
V eri fy M ateri al s/
T echnol ogy Cost
V eri fy M ateri al s/
T echnol ogy
Cycl e T i m e
S uppl i er del i vers
di rectl y to
poi nt of use
S uppl i er repl aces
D Cdefecti ve m ateri al at
cust om er's f aci l i ty
Page 78 of 261
R3.7 Transfer Product: Process Element
Description/Definition: The process of releasing research
materials/technology and documentation of specifications and transferring
samples and documentation to the Design process.
DC
V eri fi ed
M a te ri a l s/
T e ch n o l o gy
RESPONSIVENESS
R3 . 6
DC
DC
Re se a rch
S p e ci fi ca ti o n s
DC
CO ST
R3 . 7 T ra n sf e r
Fi n d i n g s/
M a te ri a l s
D3 . 5 I 3 . 4
DC
R3 . 7
Dri ve d e l i ve ri e s
D C d i re ct l y t o sto ck
or P OU
© APICS 2014. All rights
reserved.
DC
T ra n sf e r Fi n d i n g /
M a te ri a l s
Cycl e T i m e
T ra n sf e r Fi n d i n g /
M a t e ri a l s Co st
Ca p abi l i ty
T ra n sf e r to
Org a n i za ti o n
Page 79 of 261
R3.8 Authorize Supplier Payment: Process Element
Description/Definition: The process of authorizing payments and paying
suppliers for product or services. This process includes invoice collection,
invoice matching and the issuance of checks.
DC
P a ym e n t
A u th o ri za ti o n
RESPONSIVENESS
R3 . 4
DC
DC
Ou t p u t to
Fi n a nci al
P ro c e sse s
DC
DC
© APICS 2014. All rights
reserved.
CO ST
R3 . 8 A u t h o ri ze
S u p p l i er
P a ym e n t
R3 . 8
A u th o ri ze S u p p l i e r
P a ym e n t
Cycl e T i m e
DC
A u th o ri ze S u p p l i e r
P a ym e n t Co st
Pay on
Re ce i p t
Page 80 of 261
ER: Enable Research: Process Category
Description/Definition: Enable Research is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Research execution processes rely.
P r o c e s s E le m e n t L e v e l - E R : E n a b le R e s e a r c h
DC
E R E nabl e
Re se a rch
ER
E R. 1 M anage
Ru l es
E R. 2 M anage
Re se a rch
P erf orm ance
E R. 1
E R. 2
D C Re se a rc h B u si n e ss
DC
© APICS 2014. All rights
reserved.
DC
E R. 3 M ai ntai n
Re se a rch
Inform ati on
E R. 3
DC
E R. 4 M anage
P ro duct
Li fecycl e
E R. 4
DC
E R. 5 M anage
Re se a rch
Capi tal
A sse t s
E R. 5
DC
E R. 6 M anage
Re se a rch
K nowl edge
T ransf er
E R. 6
DC
E R. 7 M anage
Re se a rch
Ne t wo rk
E R. 7
DC
E R. 8 M anage
Re se a rch
Regul atory
Requi rem ent s
E R. 8
Page 81 of 261
ER Enable Research: Process Element
Description/Definition: Enable Research is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Research execution processes rely.
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
FEXIBILITY
DC
ER Enabl e
Re se a rch
DC
CO ST
ER
DC
E n t e rp ri se L e ve l P o l i ci e s
wi th l o ca l E xcu ti o n
DC
E n a b l e d e si g n
ch a n g e Cycl e
Time
DC
E n te rp ri se l e ve l
sp e n d a n al ysi s
E n a bl e
Re se a rch
Co st
CO ST
L o n g t e rm re se a rch
a g re e m e n t s/ p a rt n e rsh i p s
DC
Co l l a b o ra ti ve re vi e w,
a g re e m e n t of
b u si n e ss ru l e s
DC
E l e ct ro n i c S o u rci n g
D C a n d Ne g oti ati on
(E -B u si n e ss)
© APICS 2014. All rights
reserved.
DC
T o ta l De si g n
Ch a i n Co st
ASSETS
DC
De si g n Ch a i n
Fi xe d A sse t
V a l ue
Page 82 of 261
ER.1 Manage Research Business Rules: Process Element
Description/Definition: The process of defining and maintaining rules and
work instructions for performing research, establishing supplier relationships
and evaluating materials.
DC
B u si n e ss
Ru l e s
RESPONSIVENESS
E R. 1
DC
M a n age
Re se a rch
Re g u l a to ry
Co m p l i a n ce
DC
M a n a g e Re se a rch
B u si n e ss
Ru l e s Cycl e T i m e
E R. 8
RESPONSIVENESS
DC
B u si n e ss
Ru l e s
DC
E R. 2 R1 . 1 R2 . 2 R3 . 1
DC
M a n age
Re se a rch
P e rf o rm a n ce
E R. 1 M a n a g e
Re se a rch
B u si n e ss
Ru l e s
DC
E R. 1
CO ST
DC
E n t e rp ri se L e ve l P o l i ci e s
wi th l o ca l E xe cu ti o n
DC
E n te rp ri se l e ve l
sp e n d a n al ysi s
L o n g t e rm re se a rch
a g re e m e n t s/ p a rt n e rsh i p s
DC
E l e ct ro n i c Gra n t
Ne g oti ati on
(E -B u si n e ss)
E R. 7
DC
© APICS 2014. All rights
reserved.
Nu m b e r o f
B u si n e ss Ru l e
Ch a n g e s
DC
M a n a g e Re se a rch
B u si n e ss Ru l e s
Co st
Page 83 of 261
ER.2 Manage Research Performance: Process Element
Description/Definition: The process of defining the requirement and
monitoring the performance of the research processes.
DC
M a n age
Re se a rch
In fo rm a ti o n
RESPONSIVENESS
E R. 3
DC
DC
B u si n e ss
Ru l e s
CO ST
E R. 1
DC
M a n age
Re se a rch
Ne t wo rk
DC
E R. 7
© APICS 2014. All rights
reserved.
M a n a g e Re se a rch
P e rf o rm a n ce
Cycl e t i m e
E R. 2 M a n a g e
Re se a rch
P e rf o rm a n ce
DC
M a n a g e Re se a rch
P e rf o rm a n ce Co st
E R. 2
P e rf o rm a n ce e xp e cta ti o n s
D aCn d b u si n e ss ru l e s a re
cl e a rl y co m m u n i ca ted
Di sCm e a su re d t h ro u g h th e
Co n t i n u o u s I m p ro ve m e n t
Re se a rch p e rf o rm a n ce
dDa C
ta i s co l l e cte d , a n a l yze d ,
re p o rte d onl i ne
DC
A sse ss
P e rf o rm a n ce
Co m p a ra t i ve a n a l ysi s o f
reD
seC
a rch p e rf o rm a n ce i s u se d
i n re se a rch d e ci si o n s
DC
L e a n and
Si x Sigm a
p e rf o rm a n ce re vi e w
Page 84 of 261
ER.3 Manage Research Information: Process Element
Description/Definition: The process of collecting, maintaining, and
communicating information to support research planning and execution
processes. The information to be managed includes: material requirements,
material specifications, white papers, patents, etc.
DC
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e r
RESPONSIVENESS
E R. 6
DC
M a na ge Re s e a r c h
DC
In fo r m a tion
Cyc le T im e
Re se a rch
Do cu m e n t a t i o n
CO ST
R1 . 3 R2 . 4 R3 . 6
DC
E xe cu ti o n
Da t a
DC
E R. 3 M a i n ta i n
Re se a rch
In fo rm a ti o n
DC
M a n age
Re se a rch
In fo rm a ti o n
Co st
E R. 3
DC
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e r
E R. 6
DC
M a n age
Re se a rch
In fo rm a ti o n
Co l l a borati ve
D CP l a n n i n g - Re se a rch
DC
i nformation
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
Da t a a cce si b i l i t y a cro ss
D C t h e e n te rp ri se fo r
vi si b i l i t y b y d i scre te b u si n e ss u n t
E R. 2
© APICS 2014. All rights
reserved.
Page 85 of 261
ER.4 Manage Product Life Cycle: Process Element
Description/Definition: The process of defining and maintaining the status of
products/services during the total life of a product. This includes establishing
processes and maintenance of status information of products.
RESPONSIVENESS
DC
DC
Li fe
Cycl e
Plan
P ro d u ct L i fe cycl e
M a n a g e m e nt
Cycl e T i m e
CO ST
DC
E R. 4 M a n a g e
P ro d u ct
L i fe cycl e
DC
M a n a g e Re se a rch
I n ve n t o ry Co st
E R. 4
Re a l ti m e
D C Da t a o n cu rre n t
P L CM
st a t u s
© APICS 2014. All rights
reserved.
Page 86 of 261
ER.5 Manage Research Capital Assets: Process Element
Description/Definition: Acquisition, maintenance, and disposition of Research
capital assets. (Labs and equipment).
DC
RESPONSIVENESS
M anage
Re se a rch
Ne t wo rk
DC
E R. 7
M anage
Re se a rch
A sse t
Cycl e t i m e
CO ST
DC
E R. 5 M anage
Re se a rch
Capi tal
A sse t s
DC
M anage Research
Ca pi t al A sset s
Co st
E R. 5
Cro ss Fu nct i onal T eam s
to execute and devel op
DC
Long-T erm Capaci ty and
Re so u rc e s
Rem oval
of Obsol ete
Research Capi t al A ssets
DC
A l i gnm ent of strategi c/
b u si n ess pl ans wi t h
DC
l ong-t erm capaci ty/
re source pl ans
DC
Faci l i ty &
E qui pm ent
E nvi ronm ent
ASSETS
DC
ASSETS
DC
© APICS 2014. All rights
reserved.
Re se a rch
Fi xed
A sse t
V al ue
Ret urn on
Desi gn Chai n
A sse t s
Page 87 of 261
ER.6 Manage Research Knowledge Transfer: Process Element
Description/Definition: The process of defining a Research knowledge transfer
strategy and maintaining the information, which characterizes total Research
knowledge management requirements. This includes creation and
maintenance of training materials, delivery of training, and availability and
accessibility of training and warranty information.
DC
DC
K n o wl e d g e
M a n a g e m e nt
Plan
RESPONSIVENESS
M a n age
Re se a rch
DC
K n o wl e d g e T ra n sf e r
Cycl e t i m e
M a n age
Re se a rch
In fo rm a ti o n
E R. 3
CO ST
DC
K n o wl e d g e
M a n a g e m e nt
S ch e d u l e
DC
E R. 6 M a n a g e
Re se a rch
K n o wl e d g e
T ra n sf e r
DC
M a n a g e Re se a rch
K n o wl e d g e
T ra n sf e r Co st
E R. 6
DC
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e r
E R. 3
E l e ct ro n i c In fo rm a ti o n
DE
Cxch a n g e s t h ro u g h o u t
DC
M e a su re m e n t
of
P e rform ance
DC
Autom ated
Do cum entati on
t h e De si g n Ch a i n
M a n a g e In fo rm a ti on
D C a cro ss 1 0 0 % o f
d e sg i n ch a i n
In te rn e t P o o l i ng
(E l e ct ro n i c b ro ke ra g e
DC
o f re se a rch a n d o r d e si g n )
© APICS 2014. All rights
reserved.
Ca p t u re a n d
D Cm a i n ta i n ca te g o ri ze d
sp e ci fi c d a ta
Page 88 of 261
ER.7 Manage Research Network: Process Element
Description/Definition: The process of defining and maintaining the supplier
and research sources network for specific materials/technologies/topics (no
capital asset management).
DC
M a n age
Re se a rch
Ne t wo rk
RESPONSIVENESS
E R. 2
DC
DC
Re se a rch
Plan
CO ST
P R. 4
DC
M a n age
Re se a rch
Ne t wo rk
Cycl e T i m e
M a n age
Re se a rch
Ne t wo rk
DC
E R. 5
E R. 7 M a n a g e
Re se a rch
Ne t wo rk
DC
M a n age
Re se a rch
Ne t wo rk Co st
E R. 7
On l i n e d o cu m e n t
m anagem ent and
a u to m a te d
a p p ro va l p ro ce sse s
I n te rn e t
E xch a n ges
DC
E DI t o se n d RFQ s
a n d te ch n i ca l
i n f o rm a t i o n to re se a rch e rs
DC
Re se a rch
ce rti fi ca ti o n
Re se a rch
A g re e m e n t s
DC
E st a b l i sh m e n t
o f cri te ri a to
ra n k re se a rch
DC
DC
DC
E va l u a te
D C re se a rch n e t wo rk
fo r d u p l i ca te s
© APICS 2014. All rights
reserved.
Page 89 of 261
ER.8 Manage Research Regulatory Requirements: Process Element
Description/Definition: The process of identifying and complying with
regulatory documentation and process standards set by external entities (e.g.
government).
DC
Legal
P ro c e sse s
RESPONSIVENESS
DC
Fi n a n ce
T ax &
T re a su ry
P ro c e sse s
DC
M a n age
Re se a rch
Re g u l a to ry
Co m p l i a n ce
M a n a g e De si g n
Ch a i n
Re g u l a to ry Co m p l i a n ce
Cycl e t i m e
DC
CO ST
DC
E R. 8 M a n a g e
Re se a rch
Re g u l a to ry
Re q u i re m e n t s
E R. 1
DC
M a n a g e Re se a rch
Re g u l a to ry
Co m p l i a n ce Co st
E R. 8
DC
Do c u m e n t s
g e n e ra ted
automatically
Di re ct co n n e cti o n
to Re g u l a to ry
DC
B o d i e s o r Re g u l a to ry
S e rvi ce s
DC
Di re ct
T ra n sf e r o f
d o cu m e nts
D Cre q u i re m e n t s d u ri n g
A sse ssi n g e xp o rt / i m p o rt
p ro d u ct d e ve l o p m e n t
A b i l i t y t o tra ck co m p o n e n t/
su b -co
m p o n e n t re se a rch / d e si g n t o
DC
co u n try o f o ri g i n
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Design
Description/Definition: Process Categories Comprising Design
L e v e l 2 : C o n f ig u r a t io n L e v e l - D e s ig n
DC
De si g n
D
DC
D1 De si g n
P ro d u ct
Re f re sh
D1
© APICS 2014. All rights
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DC
D2 De si g n
New
P ro d u ct
D2
DC
D3 De si g n
New
T e ch n o l o gy
D3
DC
ED Enabl e
De si g n
ED
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D1: Design Product Refresh: Process Category
Description/Definition: The Design management process encompasses the
refresh of definition, creation, analysis, testing and release of form, fit and
function of an existing product. This includes reviewing and adjusting sourcing,
manufacturing, testing, servicing and disposal processes.
P r o c e s s E le m e n t L e v e l - D 1 : D 1 D e s ig n P r o d u c t R e f r e s h
DC
D1 De si gn
P ro duct
Re f resh
D1
DC
D1. 1 S chedul e
De si gn
A ct i vi ti es
DC
D1. 2 Devel op
P rototype
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DC
D1. 3 B ui l d &
T est P rot otype
DC
D1 . 4 P ackage
De si gn
DC
D1. 5 Rel ease
Desi gn t o
Integrate
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PROCESS ELEMENTS--Design
D1 Design Product Refresh / Facility Touch-up: Process Element
Description/Definition: The Design management process encompasses the
refresh of definition, creation, analysis, testing and release of form, fit and
function of an existing product. This includes reviewing and adjusting sourcing,
manufacturing, testing, servicing and disposal processes. This also covers the
same activities performed for minor changes, upgrades and repairs for
facilities.
RESPONSIVENESS
DC
Nu m b e r o f
ch a n g e s p e r
P ro d u ct De si g n
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
FEXIBILITY
DC
D1 De si g n
P ro d u ct
Re f re sh
DC
De si g n
Cycl e
Time
D1
FLEXIBILITY
De s ig n Co n fig u r a r ion
Co n tr o l & Ch a n g e
Bo a r ds
DC
De si g n p ro d u ct
ch a n g e
Cycl e T i m e
FLEXIBILITY
DC
P ro d u ct De si g n
Cycl e T i m e
CO ST
DC
T o ta l De si g n
Ch a i n Co st
CO ST
DC
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De si g n T o ta l
Co st
Page 93 of 261
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D1.1 Schedule Design Activities: Process Element
Description/Definition: Scheduling and managing the execution of individual
prototyping or modeling of designs. The requirements are determined based
on the detailed design plan or other types of design pull signals.
RESPONSIVENESS
DC
S ch e d u l e De si g n
A ct i vi t i e s Cycl e
Time
De si g n
Plan
FLEXIBILITY
P D. 4
De ve l o p P ro to typ e
Cycl e T i m e
DC
S ch e d u l e
P ro to typ e
DC
D1 . 1 S ch e d u l e
De si g n
A ct i vi ti e s
D1 . 1
D1 . 2
DC
CO ST
S ch e d u l e De si g n
A ct i vi t i e s Co st
De si g n
S ch e d u l e
Co o rd i n a te d al l ocati on
P D. 3
D Co f re so u rc e s a cro ss
d e si g n ch a i n
CO ST
A l i g n p ro d u ct d e ve l o p m e n t
D C p ro c e sse s a c ro ss
d e si g n ch a i n m e m b e rs
DC
E sta b l i sh co l l a b o ra ti ve
m e ch a n i sm s f o r
DC
co -d e ve l o p m e n t
wi t h su p p l i e rs
Co o rd i n a te d e ve l o p m ent
D C re so u rc e s a c ro ss
th e d e si g n ch a i n
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DC
De ve l o p
P ro t o t yp e Co st
A l i gn
co m p o n e n t
d e ve l o p m e nt
p ro g re ss
A l l o w q u i ck a cce ss
D C to i n te rn a l e xi sti ng
te ch n o l o g y
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D1.2 Develop Prototype / Model: Process Element
Description/Definition: The series of activities performed to establish the
processes, environmental requirements, infrastructure and test instructions
for creating and testing a prototype or model. And collecting the materials and
technology required for the prototype or model.
DC
S ch e d u l e
P ro to typ e
D1 . 1
DC
RESPONSIVENESS
Re se a rch
S p e ci fi ca ti o n s
De ve lo p
P r o to typ e
Cyc le T im e
R1 . 4
DC
P ro to typ e
Re q u i re m e n t
DC
D1 . 3
DC
Re se a rch
Re q u i re m e n t s
CO ST
D1 . 2 De ve l o p
P ro to typ e
De ve lo p
P r o to typ e
Co s t
D1 . 2
Re a l -t i m e cu st o m e r
ve ri fi ca ti on of
e n g i n e e ri n g d ra wi n g s
& sp e ci f i ca ti o n s
T e ch n o l o g y su p p o rt
f o r p ro d u ct p ro to typ i n g
DC
P ro j e ct t ra n sp a re n ce
o n th e su p p l i e r
si d e d u ri n g
th e p ro to typ i n g
DC
DC
R1 . 4
DC
Ra p i d se a rch
D C o f t re fe re n ce p a rts
a n d i n te l l e ctu a l p roperty
Uti l i ze d e si g n
D C kn o wl e d g e b a se
f o r te ch n o l o g y re u se
Use 3 D so l i d m o d e l i n g
te ch n o l o g y to
d e ve l o p p ro to typ e s
M a n a g i n g a n d tra ci n g
m e ch a n i sm f o r
co st a n d ti m e o f
d e ve l o p i n g p ro totype
DC
Autom ate equipm ent
a cce ss a n d
t e st i n g i n st ru ct i o n s
DC
Ra p i d expl oi tati on
of new
te ch n o l o g y
re se a rch
DC
V e ri fy d e si g n
re su l t o n l i n e
S e cu re e a rl y a n d
co n si st e n t te ch n i ca l
su p p o rt f ro m
th e su p p l i e r
DC
A l l o w i n sta n t
p ro j e ct tra cki n g
a cro ss t h e
d e si g n ch a i n
DC
A l l o w q u i ck
a cce ss t o p a rt
i n fo rm a ti on
DC
Uti l i ze d e si g n
kn o wl e d g e b a se
DC
DC
Co n st ru c t 3 D
D Cso l i d m o d e l s d u ri n g
t h e p ro to typ i n g p h a se
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DC
E n a b l e q u i ck
RFQ f e e d b a ck
DC
M a n a g e te sti n g
e q u i p m e nt
Page 96 of 261
D1.3 Build & Test Prototype / Model: Process Element
Description/Definition: The series of activities performed on materials to
create a prototype of the product in a lab environment or a model on the
computer. The processes associated with the validation of product
performance to ensure conformance to defined specifications and
requirements.
DC
P ro to typ e
Re q u i re m e n t
RESPONSIVENESS
D1 . 2
DC
B u i l d & T e st
P ro t o t yp e Cycl e
Time
P a cka g e
Re q u i re m e n t
DC
D1 . 3 B u i l d &
T e st P ro t o typ e
D1 . 4
CO ST
D1 . 3
E n su re su p p l i e rs’co m p l i a n ce
o f q u a l i ty sta n d a rd s &
DC
ce rti fi ca ti o n i n l a b o ratory
B u i l d & T e st
P ro t o t yp e Co st
P ro vi d e a ccu ra te
a n d re a l -ti m e
DC
t e st re p o rt s
t o t h e cu st o m e r
M o n i t o r su p p l i e rs’
ca p a bi l i ti es of
DC
co n d u cti n g re l i abl e
t e st i n g p ro ce d u re s
DC
Use e f fe cti ve
d e si g n ru l e s
DC
V a l i date qual i ty i n
l a b e n vi ro n m e nt
DC
M o n i t o r su p p l i e rs’
te sti n g ca p a b i l i ti e s
DC
Set up
d e si g n ru l e s
DC
DC
Ra p i d
P ro to typ e
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Co m p l e t e P ro d u ct
De si g n Ce rti fi ca ti o n
Page 97 of 261
D1.4 Package Design: Process Element
Description/Definition: Activities associated with post-prototyping (or model
testing and simulation) documentation, testing, or certification required prior
to delivery of the design to Integration.
DC
P a cka g e
Re q u i re m e n t
RESPONSIVENESS
D1 . 3
DC
P a cka g e De si g n
Cycl e T i m e
P ro to typ e
and
P a cka g e
De si g n
DC
P a cka g e
De si g n
Co st
D1 . 4
D1 . 5
DC
CO ST
D1 . 4 P a cka g e
De si g n
De si g n
Do cu m e n t
E D. 3 E D. 9
E n su re t h e co m p l e t e n e ss
f p ro d u ct sp e ci fi ca ti o n s
DoC
t e st d o cu m e n ts & p ro d u cti o n
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DC
Co m p l e te
P ro d u ct
De si g n
Ce rti fi ca ti o n
Page 98 of 261
D1.5 Release Design to Integrate: Process Element
Description/Definition: The process of obtaining receiving, logging and
validating a request for a design, obtaining approval and releasing design
information (specifications) to the Integration process.
DC
P ro to typ e
and
P a cka g e
Desi gn
D1 . 4
DC
RESPONSIVENESS
De si g n
Re q u i re m e n t s
Re l e a se to
I n t e g ra te Cycl e
Time
I 1 .3
DC
De si g n
S p e ci fi ca ti o n s
DC
D1 . 5 Re l e a se
De si g n t o
In te g ra te
CO ST
D1 . 5
I 1 .3
Re l e a se to
I n t e g ra t e Co st
S e t u p th e g u i d i n g
DC
P ro d u ct t ra n sf e r
m eeti ngs
Fi n a l d e si g n m a tch e s
t h e o ri g i n a l d e si g n sp e cs
DC
De fi n e p ro d u cti o n
g u i d el i nes
T ra n sf e r M P
te ch n o l o g y
DC
A ssu re d e si g n
q ual i ty
D C m e ch a n i sm f o r
p ro d u ct i o n tra n sfe r
DC
DC
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D2: Design New Product: Process Category
Description/Definition: The Design management process encompasses the
definition, creation, analysis, testing and release of form, fit and function of a
new product. This includes development of manufacturing, testing, servicing
and disposal processes.
P r o c e s s E le m e n t L e v e l - D 2 D e s ig n N e w P r o d u c t
DC
D2 De si g n
New
P ro d u ct
D2
DC
D2 . 1 Re ce i ve ,
V a l i d ate &
De co m p o se
Re q u e se t
DC
D2 . 2 S ch e d u l e
De si g n
A ct i vi ti e s
D2 . 1
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D2 . 2
DC
D2 . 3 De ve l o p
P ro to typ e
D2 . 3
DC
D2 . 4 B u i l d &
T e st P ro t o typ e
D2 . 4
DC
D2 . 5 P a cka g e
De si g n
D2 . 5
DC
D2 . 6 Re l e a se
De si g n t o
In te g ra te
D2 . 6
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D2 Design New Product: Process Element
Description/Definition: The Design management process encompasses the
definition, creation, analysis, testing and release of form, fit and function of a
new product. This includes development of manufacturing, testing, servicing
and disposal processes.
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RESPONSIVENESS
DC
Nu m b e r o f
ch a n g e s p e r
P ro d u ct De si g n
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
FEXIBILITY
DC
De si g n
Cycl e
Time
FLEXIBILITY
DC
P ro d u ct De si g n
Cycl e T i m e
CO ST
DC
D2 De si g n
New
P ro d u ct
DC
CO ST
D2
DC
S ta n d a rd i ze d
De si g n Da t a
(B e n c h m a rk).
De si g n T o ta l
Co st
DC
De si g n f o r
Si x Sigm a
DC
T o ta l De si g n
Ch a i n Co st
ASSETS
In te g ra te S u p p l i er
D C i n P ro d u ct De si g n
DC
T e am s
M o d el i ng &
S i m u l a ti o n for
De si g n
DC
P atents
p e r p ro d u ct
ASSETS
In te g r a te d P r oduc t
De s ig n Co n fig u r a r ion
D C De ve lo p m e n t &
DC
Co n tr o l & Ch a n g e
Co n c u r r e n t En g ine e r ing
Bo a r ds
DC
P atents
p e r p ro j e ct
ASSETS
Co n c u r r e n t P r oduc t
D C & Pr oc e s s
En g in e e r ing
DC
C A D /C A M
DC
T ra d e S e cre t s
p e r p ro d u ct
ASSETS
DC
T ra d e S e cre t s
p e r p ro j e ct
D2.1 Receive Validate and Decompose: Process Element
Description/Definition: The series of activities to receive validate and
decompose the design requests.
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DC
RESPONSIVENESS
De si g n
Re q u i re m e n t s
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Cycl e
Time
I 2 . 3 I3 .3
DC
V a l i dated
Re q u e st
DC
D2 . 1 Re ce i ve ,
V a l i d ate &
De co m p o se
Re q u e se t
CO ST
D2 . 1
D2 . 2
DC
E n h a n ce d
co n cu rre n t
e n g i neeri ng
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Co st
Co m p o n e n t su p p l i e rs
D C e a rl y i n vo l ve m e n t
i n p ro d u ct devel opm ent
Do cu m e n t
m anagem ent
a n d ve rsi o n co n tro l
DC
Co l l a b o ra ti ve su p pl i er
- d e si g n d e ve l o p m e n t
DC
E n su re S P E C-I N
p a rt e a rl y
DC
V e ri fy d e si g n
re su l t o n l i n e
M o n i to r su p p l i e r
te ch n o l o g y d e ve l o p m e nt
DC
M a i n ta i n p ro d u ct
d a t a co n si st e n cy
Do cu m e n t a n d m a n a g e
cu st o m e r re q u i re m e n t s
DC
E st a b l i sh
co -d e ve l o p m e n t
re l a ti o n shi p
wi t h su p p l i e rs
DC
DC
DC
DC
DC
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Re a l -t i m e co m m u n i ca ti o n
o f d e si g n sp e ci fi ca ti ons
V a l i d a te ke y
co m p o n e n t s
sp e ci fi e d b y
d e si g n -i n cu sto m e r
Page 103 of 261
D2.2 Schedule Design Activities: Process Element
Description/Definition: Scheduling and managing the execution of individual
prototyping of designs. The requirements are determined based on the
detailed design plan or other types of design pull signals.
DC
V a l i dated
Re q u e st
D2 . 1
DC
RESPONSIVENESS
De si g n
Plan
S ch e d u l e De si g n
A ct i vi t i e s Cycl e
Time
P D. 4
DC
P ro to typ e
Re q u i re m e n t
DC
D2 . 2 S ch e d u l e
De si g n
A ct i vi ti e s
D2 . 3
DC
De si g n
S ch e d u l e
D2 . 2
DC
Co l l a borati ve
d e si g n
A l i g n e d p ro ce sse s
DC
a cro ss d e si g n ch a i n
CO ST
S ch e d u l e De si g n
A ct i vi t i e s Co st
P D. 3
Co l l a b o ra t i ve m e ch a n i sm s
D Cfo r co -d e ve l o p m e n t
wi t h su p p l i e rs
A l i g n co m p o n e n t
d e ve l o p m e n t p ro g re ss
DC
Co o rd i n a te d e ve l o p m ent
D C re so u rc e s a c ro ss
th e d e si g n ch a i n
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D2.3 Develop Prototype: Process Element
Description/Definition: The series of activities performed to establish the
processes, environmental requirements, infrastructure and test instructions
for creating and testing a prototype. And collecting the materials and
technology required for the prototype.
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DC
Re se a rch
S p e ci fi ca ti o n s
RESPONSIVENESS
R1 . 4 R2 . 5
DC
P ro to typ e
Re q u i re m e n t
De ve l o p P ro to typ e
Cycl e T i m e
D2 . 2
DC
Re se a rch
Re q u i re m e n t s
DC
R1 . 4 R2 . 1
DC
D2 . 3 De ve l o p
P ro to typ e
CO ST
D2 . 3
De ve l o p
P ro to typ e
Co st
P ro to typ e
Re q u i re m e n t
Re a l ti m e ve ri fi ca ti on
o f te ch n i cal
d o cu m e n ta ti o n
wi t h cu st o m e r
DC
D2 . 4
DC
3 D so l i d m o d e l i n g
te ch n o l o g y to
d e ve l o p p ro to typ e s
M e ch a n i sm f o r
D C t ra ci n g p ro to typ i n g
e f f e cti ve n e ss
Re u se o f e xi sti n g
D C t e ch n o l o g y wi th
d e si g n kn o wl e d g e
P ro j e ct t ra n sp a re n cy
wi t h su p p l i e rs
DC
A u t o m a t e d se a rch
D C o f re fe re n ce p a rts
a n d i n te l l e ctu a l p ro perti es
T e ch n o l o g y su p p o rte d
p ro d u ct p ro to typ i n g
DC
L i n ke d e q u i p m e n t a n d
te sti n g i n stru cti o n s
DC
Ra p i d expl oi tati on
o f n e w te ch n o l o g y
DC
V e ri fy d e si g n
re su l t o n l i n e
S e cu re e a rl y a n d
co n si st e n t te ch n i ca l
su p p o rt f ro m
th e su p p l i e r
DC
A l l o w i n sta n t
p ro j e ct tra cki n g
a cro ss t h e
d e si g n ch a i n
DC
A l l o w q u i ck
a cce ss t o p a rt
i n fo rm a ti on
DC
DC
Co n st ru c t 3 D
D Cso l i d m o d e l s d u ri n g
t h e p ro to typ i n g p h a se
DC
E n a b l e q u i ck
RFQ f e e d b a ck
DC
Uti l i ze d e si g n
kn o wl e d g e b a se
DC
M a n a g e te sti n g
e q u i p m e nt
DC
Ra p i d
P ro to typ e
D2.4 Build and Test Prototype: Process Element
Description/Definition: The series of activities performed on materials to
create a prototype of the product in a lab environment. The processes
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Page 106 of 261
associated with the validation of product performance to ensure conformance
to defined specifications and requirements.
DC
RESPONSIVENESS
P ro to typ e
Re q u i re m e n t
B u i l d & T e st
P ro t o t yp e Cycl e
T ime
D2 . 3
DC
P a cka g e
Re q u i re m e n t
DC
D2 . 5
CO ST
D2 . 4 B u i l d &
T e st P ro t o typ e
B u i l d & T e st
P ro t o t yp e Co st
D2 . 4
DC
Qual i fi ed
S u p p l i e rs
DC
Re a l -ti m e
t e st re p o rt s
DC
S u p p l i e r te sti n g
rel i abi lity
DC
De si g n ru l e s
DC
V a l i date qual i ty i n
l a b e n vi ro n m e nt
DC
M o n i t o r su p p l i e rs’
te sti n g ca p a b i l i ti e s
DC
Set up
d e si g n ru l e s
DC
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Co m p l e t e P ro d u ct
De si g n Ce rti fi ca ti o n
Page 107 of 261
D2.5 Package Design: Process Element
Description/Definition: Activities associated with post-prototyping
documentation, testing, or certification required prior to delivery of the design
to Integration.
RESPONSIVENESS
DC
P a cka ge
Requi rem ent
DC
P a cka ge Desi gn
Cycl e T i m e
D2 . 4
DC
De si gn
Docum ent at i on
DC
D2 . 5 P ackage
De si gn
E D. 3
DC
P rototype
and P ackage
De si gn
D2 . 6
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CO ST
D2 . 5
DC
Qual i ty speci fi cati ons
D C t e st d o cu m ent s
and producti on gui del i nes
P a cka ge
De si gn
Co st
Com pl et e P roduct
Desi gn Certi fi cati on
DC
Page 108 of 261
D2.6 Release Design to Integrate: Process Element
Description/Definition: The process of obtaining approval and releasing design
information to the Integration process.
DC
P ro to typ e
a n d P a cka g e
De si g n
RESPONSIVENESS
D2 . 5
DC
Re l e a se to
I n t e g ra te Cycl e
Time
De si g n
S p e ci fi ca ti o n s
DC
I 2 . 4 I3 .4
D2 . 6 Re l e a se
De si g n t o
In te g ra te
CO ST
D2 . 6
Re l e a se to
In te g ra te
Co st
DC
P ro d u cti o n
t ra n sf e r
g u i d el i nes
DC
P ro d u ct
t ra n sf e r
m eeti ngs
DC
De fi ne
p ro d u cti o n
g u i d el i nes
DC
T ra n sf e r M P
te ch n o l o g y
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D3: Design New Technology: Process Category
Description/Definition: The Design management process encompasses the
definition, creation, analysis, testing and release of form, fit and function of a
new product and introducing new technology. This includes development of
manufacturing, testing, servicing and disposal processes.
P r o c e s s E le m e n t L e v e l - D 3 D e s ig n N e w T e c h n o lo g y
DC
D3 De si g n
New
T e ch n o l o gy
D3
DC
D3 . 1 Re ce i ve ,
V a l i d ate &
De co m p o se
Re q u e st
D3 . 1
DC
D3 . 2 S ch e d u l e
De si g n
A ct i vi ti e s
D3 . 2
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DC
D3 . 3 A cq u i re
K n o wl e d g e
D3 . 3
DC
D3 . 4 De ve l o p
P ro to typ e
D3 . 4
DC
D3 . 5 B u i l d
& T e st
P ro to typ e
D3 . 5
DC
D3 . 6 P a cka g e
De si g n
D3 . 6
DC
D3 . 7 Re l e a se
De si g n t o
In te g ra te
D3 . 7
Page 110 of 261
D3 Design New Technology: Process Element
Description/Definition: The Design management process encompasses the
definition, creation, analysis, testing and release of form, fit and function of a
new product and introducing new technology. This includes development of
manufacturing, testing, servicing and disposal processes.
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e
T ime
RESPONSIVENESS
DC
Nu m b e r o f ch a n g e s
p e r P ro d u ct
De si g n
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
FEXIBILITY
DC
De si g n
Cycl e
T ime
FLEXIBILITY
DC
D3 De si g n
New
T e ch n o l o gy
DC
De si g n p ro d u ct
ch a n g e
Cycl e T i m e
D3
FLEXIBILITY
De s ig n Co n fig u r a r ion
DC
Co n tr o l & Ch a n g e
Bo a r ds
DC
P ro d u ct De si g n
Cycl e T i m e
CO ST
DC
De si g n T o ta l
Co st
CO ST
DC
T o ta l De si g n
Ch a i n Co st
ASSETS
DC
T ra d e S e cre t s
p e r p ro d u ct
ASSETS
DC
T ra d e S e cre t s
p e r p ro j e ct
ASSETS
DC
Patents per
p ro d u ct
ASSETS
DC
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Patents per
p ro j e ct
Page 111 of 261
D3.1 Receive Validate and Decompose: Process Element
Description/Definition: The series of activities to receive validate and
decompose the design requests.
DC
RESPONSIVENESS
De si g n
Re q u i re m e n t s
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Cycl e
Time
I 3 .3
DC
V a l i dated
Re q u e st
DC
D3 . 1 Re ce i ve ,
V a l i d ate &
De co m p o se
Re q u e st
CO ST
D3 . 1
D3 . 2
DC
Ra p i d
Co n cu re n t
e n g i neeri ng
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Co st
E a rl y i n vo l ve m e n t
D C wi t h co m p o n e n t
su p p l i e rs
A u t o m a t e d d o cu m e n t
m anagem ent
a n d co n tro l
DC
Re a l ti m e d e si g n
sp e ci fi ca ti o n
co m m u n i ca t i o n s
Co l l a borati ve
S p e ci fi ca ti o n
De ve l o p m e n t
DC
Co m p o n e n t
Val i dati on
Co l l a b o ra ti ve su p pl i er
- d e si g n d e ve l o p m e n t
DC
E n su re S P E C-I N
p a rt e a rl y
DC
V e ri fy d e si g n
re su l t o n l i n e
M o n i to r su p p l i e r
te ch n o l o g y d e ve l o p m e nt
DC
M a i n ta i n p ro d u ct
d a t a co n si st e n cy
Do cu m e n t a n d m a n a g e
cu st o m e r re q u i re m e n t s
DC
E st a b l i sh
co -d e ve l o p m e n t
re l a ti o n shi p
wi t h su p p l i e rs
DC
DC
DC
DC
DC
DC
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V a l i d a te ke y
co m p o n e n t s
sp e ci fi e d b y
d e si g n -i n cu sto m e r
Page 112 of 261
D3.2 Schedule Design Activities: Process Element
Description/Definition: Scheduling and managing the execution of individual
prototyping of designs. The requirements are determined based on the
detailed design plan or other types of design pull signals.
DC
De si g n
Plan
P D. 4
DC
RESPONSIVENESS
V a l i dated
Re q u e st
DC
D3 . 1
DC
De si g n P l a n
a n d Re q u e st
DC
DC
De si g n
S ch e d u l e
CO ST
D3 . 2 S ch e d u l e
De si g n
A ct i vi ti e s
DC
D3 . 2
D3 . 4
Co o rd i n a te d al l ocati on
D Co f re so u rc e s a cro ss
DC
d e si g n ch a i n
P D. 3
Co l l a borati ve
m e c h a n i sm s
fo r co -d e ve l o p m e n t
DC
S ch e d u l e De si g n
A ct i vi t i e s Cycl e
T ime
S ch e d u l e De si g n
A ct i vi t i e s Co st
A l i g n e d p ro d u ct
d e ve l o p m e nt
p ro c e sse s a c ro ss
d e si g n ch a i n
A l i g n co m p o n e n t
d e ve l o p m e n t p ro g re ss
DC
Co o rd i n a te d e ve l o p m ent
D C re so u rc e s a c ro ss
th e d e si g n ch a i n
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Page 113 of 261
D3.3 Acquire Knowledge: Process Element
Description/Definition: The series of activities of reviewing research materials,
results and findings, understanding the technology and how to integrate into
the product design.
DC
De si g n P l a n
a n d Re q u e st
RESPONSIVENESS
D3 . 2
DC
DC
P ro to typ e
Re q u i re m e n t
DC
D3 . 4
D3 . 3 A cq u i re
K n o wl e d g e
CO ST
D3 . 3
DC
DC
Ra p i d
a cq u i si ti o n
of new
te ch n o l o g y
T e ch n o l o g y su p p o rt
f o r p ro d u ct
p ro to typ i n g
DC
A l l o w a cce ss t o
D Csu p p l i e rs’ i n n o va ti ve
technology
© APICS 2014. All rights
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A cq u i re
K n o wl e d g e
Cycl e T i m e
M a n a g i n g i nnovati ve
te ch n o l o g y o r
n e wl y d e ve l o p e d
co m p o n e n t
A cq u i re
K n o wl e d g e
Co st
DC
A l l o w q u i ck a cce ss
D C to i n te rn a l e xi sti ng
te ch n o l o g y
S e cu re e a rl y a n d
co n si st e n t te ch n i ca l
su p p o rt f ro m
th e su p p l i e r
DC
Page 114 of 261
D3.4 Develop Prototype: Process Element
Description/Definition: The series of activities performed to establish the
processes, environmental requirements, infrastructure and test instructions
for creating and testing a prototype. And collecting the materials and
technology required for the prototype.
DC
P ro to typ e
Re q u i re m e n t
RESPONSIVENESS
D3 . 2
DC
De ve l o p
P ro to typ e
Cycl e T i m e
P ro to typ e
Re q u i re m e n t
DC
CO ST
D3 . 4 De ve l o p
P ro to typ e
D3 . 5
De ve l o p
P ro to typ e
Co st
D3 . 4
P ro j e ct
T ra n sp a re n cy
DC
3 D so l i d
modeling
Ra p i d S e a rch o f p a rts
a n d i n te l l e ctu a l p roperty
DC
T i m e a n d Co st
Ca p t u re o f
p ro to typ i n g
Re u se o f d e si g n
kn o wl e d g e
DC
Autom ate equipm ent
a n d te sti n g
i n st ru ct i o n s
DC
V e ri fy d e si g n
re su l t o n l i n e
M a n a g e te sti n g
e q u i p m e nt
DC
A l l o w i n sta n t
p ro j e ct tra cki n g
a cro ss t h e
d e si g n ch a i n
DC
A l l o w q u i ck
a cce ss t o p a rt
i n fo rm a ti on
DC
Uti l i ze d e si g n
kn o wl e d g e b a se
DC
DC
DC
DC
DC
Re a l t i m e cu st o m e r
co m m u n i ca t i o n s
Co n st ru c t 3 D
D Cso l i d m o d e l s d u ri n g
t h e p ro to typ i n g p h a se
DC
E n a b l e q u i ck
RFQ f e e d b a ck
DC
Ra p i d
P ro to typ e
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Page 115 of 261
D3.5 Build and Test Prototype: Process Element
Description/Definition: The series of activities performed on materials to
create a prototype of the product in a lab environment. The processes
associated with the validation of product performance to ensure conformance
to defined specifications and requirements.
DC
P ro to typ e
Re q u i re m e n t
RESPONSIVENESS
D3 . 4
DC
Re se a rch
S p e ci fi ca ti o n s
DC
R1 . 4 R2 . 5 R3 . 7
DC
P a cka g e
Re q u i re m e n t
DC
DC
Re se a rch
Re q u i re m e n t s
DC
DC
Qu a l i ty
Co m p l i a n ce
f o r su p p l i e rs
DC
Re a l ti m e
t e st re p o rti n g
DC
S u p p l i er
T e st
Rel i abi l i ty
DC
De si g n ru l e
e ffe cti veness
DC
V a l i date qual i ty i n
l a b e n vi ro n m e nt
DC
M o n i t o r su p p l i e rs’
te sti n g ca p a b i l i ti e s
DC
Set up
d e si g n ru l e s
DC
R1 . 4 R2 . 1 R3 . 1
© APICS 2014. All rights
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CO ST
D3 . 5 B u i l d
& T e st
P ro to typ e
D3 . 5
D3 . 6
B u i l d & T e st
P ro t o t yp e Cycl e
Time
B u i l d & T e st
P ro to typ e
Co st
Co m p l e t e P ro d u ct
De si g n Ce rti fi ca ti o n
Page 116 of 261
D3.6 Package Design: Process Element
Description/Definition: Activities associated with post-prototyping
documentation, testing, or certification required prior to delivery of the design
to Integration. This includes the development of manufacturing and testing
processes for the supply chain and support processes for the customer chain.
DC
P a cka g e
Re q u i re m e n t
RESPONSIVENESS
D3 . 5
DC
DC
P ro to typ e
a n d P a cka g e
De si g n
DC
D3 . 6 P a cka g e
De si g n
D3 . 7
CO ST
D3 . 6
DC
DC
De si g n
Do cu m e n t a t i o n
E D. 3
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Co m p l e t e n e ss
o f p ro d u ct
DC
sp e ci fi ca ti o n s
a n d p ro d u cti o n g u i d e l i nes
DC
P a cka g e De si g n
Cycl e T i m e
Co m p l e te
P ro d u ct
De si g n
Ce rti fi ca ti o n
P a cka g e
De si g n
Co st
Page 117 of 261
D3.7 Release Design to Integrate: Process Element
Description/Definition: The process of obtaining approval and releasing design
information to the Integration process
DC
RESPONSIVENESS
P ro to typ e
a n d P a cka g e
De si g n
Re l e a se to
In te g ra te
Cycl e T i m e
D3 . 6
DC
De si g n
S p e ci fi ca ti o n s
DC
D3 . 7 Re l e a se
De si g n t o
In te g ra te
CO ST
D3 . 7
I 3 .4
Re l e a se to
I n t e g ra t e Co st
DC
P ro d u cti o n
T ra n sf e r
M e ch a n i sm
DC
P ro d u ct
T ra n sf e r
M e e ti n g s
DC
De fi ne
P ro d u cti o n
Gu i d e l i n es
DC
T ra n sf e r M P
T e ch n o l o gy
© APICS 2014. All rights
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Page 118 of 261
ED: Enable Design: Process Category
Description/Definition: Enable Design is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Design execution processes rely.
P r o c e s s E le m e n t L e v e l - E D E n a b le D e s ig n
DC
E D E nabl e
De si gn
ED
ED.1 M a n a g e
D C De s ign Bus ine s D
sC
Ru le s
E D. 1
© APICS 2014. All rights
reserved.
ED.2 M a n a g e
DC
De s ign
Pe r for m a nc e
E D. 2
ED.3 M a n a g e
DC
De s ign
In fo r m a tion
E D. 3
ED.4 M a n a g e
ED.5 M a n a g e
P r o d u c t Life D C De s ig n Ca pita lD C
Cyc le
As s e ts
E D. 4
E D. 5
ED.6 M a n a g e
De s ign
DC
Kn o w le d g e
Tr a ns fe r
E D. 6
ED.7 M a n a g e
DC
De s ign
Ne tw o r k
E D. 7
ED.8 M a n a g e
De s ign
DC
Re g u la to r y
Co m p lia nc e
E D. 8
Page 119 of 261
ED.9 M a n a g e
Inte lle c tua l
P r o p e r ty
E D. 9
ED.1 Manage Design Business Rules: Process Element
Description/Definition: The process of establishing, maintaining, and
enforcing decision support criteria for Design planning and execution which
translate to rules for conducting product and process design, i.e. developing
and maintaining internal and external customer standards of Design
processes such as service levels, given service requirements by design chain
stakeholders and partners. Business rules align Design process policies with
business strategy, goals, and objectives.
DC
M anage
De si gn
B u si n e ss
Ru l es
RESPONSIVENESS
E D. 8
DC
DC
B u si n e ss
Ru l es
M anage P l an
B u si n e ss
Rul es Cycl e T i m e
RESPONSIVENESS
DC
De si gn
B u si n e ss
Ru l es
E D. 1 M anage
D C De si g n B u si n e ss
DC
Ru l es
E D. 2
CO ST
E D. 1
DC
E nt erpri se
Level P ol i ci es
wi th l ocal E xecuti on
DC
I n t egrat ed busi ness
D C and desi gn chai n
p l anni ng processes
© APICS 2014. All rights
reserved.
DC
Num ber of
B u si n e ss Rul e
Ch a nges
M anage Desi gn
B u si n e ss Ru l e s
Co st
E nterpri se l evel
spend anal ysi s
Col l aborati ve revi ew,
agreem
D C ent of busi ness rul es
pri or to executi on
Page 120 of 261
ED.2 Manage Design Performance: Process Element
Description/Definition: The process of measuring actual Design process
performance against internal and/or external standards to develop and
implement a course of action to achieve targeted performance levels.
DC
De si gn
B u si n e ss
Ru l es
RESPONSIVENESS
E D. 1
DC
M anage
De si gn
Inform ati on
DC
E D. 3
M anage Desi gn
Chai n
P erf orm ance
Cycl e t i m e
CO ST
DC
M anage
De si gn
Ne t wo rk
DC
E D. 7
E D. 2 M anage
De si gn
P erf orm ance
DC
M anage Desi gn
P erf orm ance
Co st
E D. 2
P erf orm ance expectati ons
D aCnd busi ness rul es are
cl earl y com m uni cated
Cost reduct i on and/or
cost
D Cavoi dance are i denti fi ed,
i m pl em ent ed and m easured
Desi gn perf orm ance
data
D C i s col l ected, anal yzed,
reported onl i ne
Di sCm easured t hrough the
Com parat i ve anal ysi s of
desi
D Cgn perf orm ance i s used
i n research deci si ons
DC
A sse ss
P erf orm ance
S i x S i gm a
S t ati sti cal
P ro ce ss Co nt rol
DC
Lean and
S i x S i gm a
DC
© APICS 2014. All rights
reserved.
Cont i nuous I m provem ent
perf orm ance revi ew
Page 121 of 261
ED.3 Manage Design Information: Process Element
Description/Definition: The process of collecting, integrating and maintaining
the accuracy of Design execution information necessary to plan and execute
the integrated design chain.
DC
De si g n
Do cu m e n t a t i o n
RESPONSIVENESS
D2 . 5 D3 . 6
DC
M a n age
De si g n
K n o wl e d g e
T ra n sf e r
M a n age
In fo rm a ti o n
Cycl e T i m e
DC
E D. 6
CO ST
DC
M a n age
De si g n
In fo rm a ti o n
DC
E D. 2
DC
E xe cu ti o n
Da t a
E D. 3 M a n a g e
De si g n
In fo rm a ti o n
DC
E D. 3
Co l l a borati ve
D C P l a n n i n g - De si g n
DC
i nformation
DC
M a n a g e De si g n
I n f o rm a t i o n Co st
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
M a n age
De si g n
In fo rm a ti o n
E D. 6
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reserved.
Da t a a cce si b i l i t y a cro ss
D C t h e e n te rp ri se fo r
vi si b i l i t y b y d i scre te b u si n e ss u n t
I n t e g ra te d De si g n
& O p e ra t i o n a l S yst e m s
DC
Page 122 of 261
ED.4 Manage Product Life Cycle: Process Element
Description/Definition: The process of defining and maintaining the status of
products/services during the total life of a product. This includes establishing
processes and maintenance of status information of products
RESPONSIVENESS
DC
DC
Li fe
Cycl e
Plan
P ro d u ct L i fe cycl e
M a n a g e m e nt
Cycl e T i m e
CO ST
DC
E D. 4 M a n a g e
P ro d u ct L i fe
Cycl e
M a n a g e De si g n
D C P ro d u ct I n ve n t o ry
Co st
E D. 4
Re a l ti m e
D C Da t a o n cu rre n t
DC
P L CM
DC
P a re n t
Ch i l d
De si g n
st a t u s
DC
P ro d u ct
I m p ro ve m e n t
T e a m s (P I T s)
© APICS 2014. All rights
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Page 123 of 261
ED.5 Manage Design Capital Assets: Process Element
Description/Definition: The process of acquiring, maintaining and
dispositioning Design's capital assets to operate the Design processes. This
includes laboratories and repair, alteration, calibration and other
miscellaneous items to maintain
RESPONSIVENESS
DC
DC
M a n age
De si g n
Ca pi tal
A sse t s
M a n a g e De si g n
Ch a i n
A sse t
Cycl e t i m e
CO ST
E D. 7
DC
DC
E D. 5 M a n a g e
De si g n Ca p i ta l
A sse t s
ASSETS
E D. 5
DC
Cro ss Fu n ct i o n a l T e a m s
to e xe cu te a n d d e vel op
DC
L o n g -T e rm Ca p a ci ty a n d
Re so u rc e s
DC
© APICS 2014. All rights
reserved.
Re m o va l
o f Ob so l e te
Ca p i ta l A sse ts
A l i g n m e n t o f stra te g i c/
b u si n e ss p l a n s wi t h
DC
l o n g -t e rm ca p a ci ty/
re so u rce p l a n s
DC
M a n a g e De si g n
Ca p i t a l A sse t s
Co st
Fa ci l i ty &
Equi pment
E n vi ro n m e n t
Re t u rn o n De si g n
Ch a i n A sse t s
ASSETS
DC
De si g n Fi xe d
A sse t V a l u e
Page 124 of 261
ED.6 Manage Design Knowledge Transfer: Process Element
Description/Definition: The process of defining a Design knowledge transfer
strategy and maintaining the information, which characterizes total Design
knowledge management requirements.
DC
DC
K n o wl e d g e
M a n a g e m e nt
Plan
RESPONSIVENESS
M a n age
De si g n
In fo rm a ti o n
DC
M a n a g e De si g n
Ch a i n
K n o wl e d g e T ra n sf e r
Cycl e t i m e
E D. 3
CO ST
DC
M a n age
De si g n
K n o wl e d g e
T ra n sf e r
DC
K n o wl e d g e
M a n a g e m e nt
S ch e d u l e
DC
E D. 3
E D. 6 M a n a g e
De si g n
K n o wl e d g e
T ra n sf e r
DC
E D. 6
DC
In te g ra te d
K n o wl e d g e
S yste m
DC
M e a su re m e n t
of
P e rform ance
DC
Re a l ti m e
De si g n Ch a i n
V i su a l i za ti on
(vi a In te rn e t)
DC
Autom ated
Do cum entati on
E l e ct ro n i c In fo rm a ti o n
DE
Cxch a n g e s t h ro u g h o u t
t h e De si g n Ch a i n
M a n a g e In fo rm a ti on
D C a cro ss 1 0 0 % o f
d e sg i n ch a i n
In te rn e t P o o l i ng
(E l e ct ro n i c b ro ke ra g e
DC
o f re se a rch a n d o r d e si g n )
© APICS 2014. All rights
reserved.
M a n a g e Re se a rch
K n o wl e d g e
T ra n sf e r Co st
Ca p t u re a n d
D Cm a i n ta i n ca te g o ri ze d
sp e ci fi c d a ta
Page 125 of 261
ED.7 Manage Design Network: Process Element
Description/Definition: The process of defining and maintaining the
information about the Design network for a group of similar or complimentary
products through their full life cycle, including the evaluation of market need,
product realization (development, introduction and production), product
discontinuation, and after-market support. This includes the company's
internal and external relationships.
DC
RESPONSIVENESS
M a n age
De si g n
Ne t wo rk
DC
E D. 2
DC
De si g n
Plan
DC
M a n age
De si g n
Ca pi tal
A sse t s
M a n a g e P ro d u ct
L i f e Cycl e (DC)
Cycl e T i m e
CO ST
DC
E D. 7 M a n a g e
De si g n
Ne t wo rk
M a n a g e P ro d u ct
L i f e Cycl e (DC)
Co st
E D. 7
E D. 5
Di g i ta l P ro d u ct
D aCn d Di g i ta l E xch a n g e s
E xch a n ges
DC
© APICS 2014. All rights
reserved.
DC
Co n cu rre n t
De si g n &
T e st
DC
Co n cu rre n t
De si g n
E va l u a te
D C re se a rch n e t wo rk
fo r d u p l i ca te s
Page 126 of 261
ED.8 Manage Design Regulatory Compliance: Process Element
Description/Definition: The process of identifying and complying with
regulatory documentation and process standards set by external entities (e.g.
government, laboratory safety, hazardous materials disposition, etc).
DC
DC
DC
I n p u t f ro m
Legal
P ro c e sse s
RESPONSIVENESS
M a n a g e De si g n
Ch a i n
DC
Re g u l a to ry Co m p l i a n ce
Cycl e t i m e
I n p u t f ro m Fi n a n ce ,
T a x & T re a su ry
P ro c e sse s
CO ST
M a n age
De si g n
B u si n e ss
Ru l e s
DC
E D. 1
E D. 8 M a n a g e
De si g n
Re g u l a to ry
Co m p l i a n ce
DC
M a n a g e De si g n
Re g u l a to ry
Co m p l i a n ce Co st
E D. 8
DC
Do c u m e n t s
g e n e ra ted
automatically
Di re ct co n n e cti o n
to Re g u l a to ry
DC
B o d i e s o r Re g u l a to ry
S e rvi ce s
DC
Di re ct T ra n sf e r o f
d o cu m e nts
D Cre q u i re m e n t s d u ri n g
A sse ssi n g e xp o rt / i m p o rt
p ro d u ct d e ve l o p m e n t
A b i l i t y t o tra ck co m p o n e n t/
su b -co
m p o n e n t re se a rch / d e si g n t o
DC
co u n try o f o ri g i n
© APICS 2014. All rights
reserved.
Page 127 of 261
ED.9 Manage Intellectual Property: Process Element
Description/Definition: The process of defining, establishing, maintaining, and
enforcing a strategy for managing intellectual property. And the process of
collecting, maintaining, and archiving intellectual property information.
RESPONSIVENESS
DC
DC
E D. 9 M a n a g e
In tel l ectual
P ro p e rt y
CO ST
E D. 9
DC
Do c u m e n t s
g e n e ra ted
automatically
DC
Autom ated IP
M a n a g e m e nt
P ro c e ss
© APICS 2014. All rights
reserved.
DC
M a n a g e Intel l ectual
P ro p e rt y
Cycl e T i m e
Di re ct
T ra n sf e r o f
d o cu m e nts
DC
M a n a g e Intel l ectual
P ro p e rt y Co st
Page 128 of 261
Integrate
L e v e l 2 : C o n f ig u r a t io n L e v e l - I n t e g r a t e
DC
In te g ra te
I
DC
I 1 In te g ra te
P ro d u ct
Re f re sh
I1
© APICS 2014. All rights
reserved.
DC
I 2 In te g ra te
New
P ro d u ct
I2
DC
I 3 In te g ra te
New
T e ch n o l o gy
I3
DC
EI Enable
In te g ra te
EI
Page 129 of 261
I1: Integrate Product Refresh: Process Category
Description/Definition: The Integrate management process encompasses
releasing refreshed product and product definitions to Supply Chain execution
and releasing refreshed design documentation to Marketing and Support
organizations
P r o c e s s E le m e n t L e v e l - I 1 : I n t e g r a t e P r o d u c t R e f r e s h
DC
I 1 Integrate
P ro duct
Re f resh
I1
DC
I 1. 1 Recei ve &
V al i date
Re q uest
I 1.1
DC
I 1. 2 : Integrate
Ne w P ro d uct
I 1.2
© APICS 2014. All rights
reserved.
DC
I 1. 3 Obtai n &
V al i date Desi gn
I 1.3
DC
I1.4 P i l ot
De si gn
I 1.4
DC
I 1. 5 P ackage
P ro duct
I 1.5
DC
I 1.6 Rel ease
P ro duct
I 1.6
Page 130 of 261
I1 Integrate Product Refresh: Process Element
Description/Definition: The Integrate management process encompasses
releasing refreshed product and product definitions to Supply Chain execution
and releasing refreshed design documentation to Marketing and Support
organizations
© APICS 2014. All rights
reserved.
Page 131 of 261
RESPONSIVENESS
DC
I n te g rq a te d e si g n
ch a n g e Cycl e
Time
RESPONSIVENESS
DC
Nu m b e r o f
ch a n g e s p e r
P ro d u ct De si g n
RESPONSIVENESS
DC
In te g ra te
Cycl e
Time
RELIABILITY
DC
DC
I 1 In te g ra te
P ro d u ct
Re f re sh
I1
P e rf e ct
P ro d u ct
De si g n
FLEXIBILITY
DC
Nu m b e r o f
p ro d u ct
d e si g n s
FLEXIBILITY
DC
P ro d u ct De si g n
Cycl e T i m e
CO ST
DC
T o ta l De si g n
Ch a i n Co st
CO ST
DC
In te g ra te
T otal
Co st
I1.1 Receive & Validate Request: Process Element
Description/Definition: Receive, log and assign project numbers to requests.
Examine request to ensure completeness of the request
© APICS 2014. All rights
reserved.
Page 132 of 261
DC
B u si n e ss
Ru l e s
EI.1
RESPONSIVENESS
DC
P ro d u ct
Re q u i re m e n t s
Re ce i ve &
D C V a l i d a te Re q u e st
Cycl e T i m e
DC
V a l i dated
Re q u e st
DC
CO ST
I 1 . 1 Re ce i ve &
V al i date
Re q u e st
DC
I 1 .1
I 1 .2
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
© APICS 2014. All rights
reserved.
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
DC
Da ta a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
Re ce i ve &
V al i date
Re q u e st Co st
Page 133 of 261
I1.2 Decompose Request: Process Element
Description/Definition: The process of decomposing the requests and
documenting the specifications of the components (also known as conceptual
design). This includes the scheduling of activities and assigning resources.
DC
In te g ra te
Plan
RESPONSIVENESS
PI.4
DC
V a l i dated
Re q u e st
DC
I 1 .1
DC
De co m p o se d
Re q u e st
DC
I 1 . 2 : In te g ra te
Ne w P ro d u ct
I 1 .3
DC
CO ST
I 1 .2
In te g ra te
S ch e d u l e
PI.3
DC
S yst e m a t i c
M e th o d
for m anagem ent
o f Re q u i re m e n ts
a n d re q u e st s
De co m p o se
Re q u e st Co st
S i n g l e data
so u rce f o r d e ci si o n
DC
su p p o rt a n d
b u si n e ss ru l e s
DC
© APICS 2014. All rights
reserved.
De co m p o se
Re q u e st
Cycl e T i m e
Da t a
a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
Page 134 of 261
I1.3 Obtain & Validate Design: Process Element
Description/Definition: The process of identifying, obtaining and validating offthe-shelf designs against the product refresh specifications
DC
De co m p o se d
Re q u e st
I 1 .2
DC
De si g n
S p e ci fi ca ti o n s
D1 . 5
DC
RESPONSIVENESS
Re se a rch
S p e ci fi ca ti o n s
DC
R1 . 4
DC
V a l i dated
De si g n
DC
I 1 . 3 Ob ta i n &
V a l i d a te De si g n
I 1 .4
CO ST
I 1 .3
DC
DC
Re se a rch
Re q u i re m e n t s
R1 . 4
DC
De si g n
Re q u i re m e n t s
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
Ob t a i n &
V al i date
De si g n Co st
S i n g l e data
so u rce f o r d e ci si o n
DC
su p p o rt a n d
b u si n e ss ru l e s
D1 . 5
DC
© APICS 2014. All rights
reserved.
Ob t a i n &
V a l i d a te De si g n
Cycl e T i m e
Da ta a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
Page 135 of 261
I1.4 Pilot Design: Process Element
Description/Definition: The series of activities performed to create and
validate a product pilot. The processes associated with the validation of
product performance to ensure conformance to defined specifications and
requirements. Examples are manufacturing verification build, customer tests,
etc
DC
V a l i dated
De si g n
I 1 .3
DC
RESPONSIVENESS
Fe e d b a ck f ro m
Cu st o m e r
DC
DC
Pi l ot
De si g n
DC
I 1 .5
I1 .4 P i l ot
De si g n
CO ST
I 1 .4
DC
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
De si g n
Pi l ot
DC
Da ta a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
DC
DC
© APICS 2014. All rights
reserved.
P i l o t De si g n
Cycl e T i m e
Pi l ot
De si g n
Co st
Page 136 of 261
I1.5 Package Product: Process Element
Description/Definition: Activities associated with post-piloting documentation,
testing, or certification required prior to releasing the product
DC
RESPONSIVENESS
Pi l ot
De si gn
DC
I 1.4
DC
P ro duct
Rel ease
DC
I 1. 5 P ackage
P ro duct
I 1.6
CO ST
I 1.5
DC
DC
P ro duct
Docum ent at i on
EI.3
Up -to -d a te s h o p pa c k e t/
s pe c ific a tion for
DC
DC
e a c h u n iq ue pr oduc tion
e ve n t/d e m a nd
P a cka ge P roduct
Cycl e T i m e
P a cka ge
P ro duct
Co st
Pa pe r le s s
p r o d u c tion
c o ntr ol
De s ig n /u p gr a de
pDrC
o d u c tio n e q uipm e nt
to m a x im ize fle x ibility
Ac c ur a te a nd
DC
a p p r o ve d p r oc e s s
pla ns /s pe c ific a tions
Re d u c e n on-va lue
a d d e d p a pe r w or k
DC
w hile s till m e a s ur ing
pr oc e s s m e tr ic s
Ac c ur a te , ba tc h/
c o n fig ur a tion r e c or ds
DC
fo r w a r r a n ty,
r e g u la tor y tr a c k ing
Au tom a tic la be l
DC
a nd s e a l
ve r ific a tion
P a c k a ging ope r a tion
is a n inte gr a l
DC
p a r t o f th e ove r a ll
p r o d u c tio n pr oc e s s
M in im ize o p e r a tor
DC
in d uc e d e r r or s
© APICS 2014. All rights
reserved.
Page 137 of 261
I1.6 Release Product: Process Element
Description/Definition: The process of obtaining approval and releasing the
product
RESPONSIVENESS
DC
P ro d u ct
Re l e a se
DC
I 1 .5
DC
P ro d u ct
S p e ci fi ca ti o n s
DC
A ccu ra t e , b a t ch /
co n f i g u ra ti o n re co rd s
f o r wa rra n t y,
re g u l a t o ry tra cki n g
DC
© APICS 2014. All rights
reserved.
DC
I 1 .6
DC
CO ST
I 1 .6 Re l e a se
P ro d u ct
t o S u p p l y Ch a i n
Re l e a se
P ro d u ct
Cycl e T i m e
Re l e a se
P ro d u ct
Co st
A u to m a te d n o ti fi ca ti on
o f l a b o ratory
re g a rd i n g sa m p l e
availability
DC
Re vi e w b a t ch
re co rd s b y
e xce p ti o n
Page 138 of 261
I2: Integrate New Product: Process
Description/Definition: The Integrate management process encompasses
synthesizing the design definitions and decomposition of the design
definitions into sets of component design definitions, releasing product and
product definitions to Supply Chain and Selling Chain execution and releasing
design documentation to Marketing and Support organizations for new
products
P r o c e s s E le m e n t L e v e l - I 2 : I n t e g r a t e N e w P r o d u c t
DC
I 1 . 2 : In te g ra te
Ne w P ro d u ct
I 1 .2
DC
I 2 . 1 Re ce i ve &
V al i date
Re q u e st
I 2 .1
DC
I 2 .2
De co m p o se
Re q u e st
I 2 .2
© APICS 2014. All rights
reserved.
DC
I 2 .3
Di st ri b u te
Re q u i re m e n t s
I 2 .3
DC
I 2 .4
Re ce i ve &
V al i date
De si g n
I 2 .4
DC
I 2 .5
Pi l ot
De si g n
I 2 .5
DC
I 2 .6
P a cka g e
P ro d u ct
I 2 .6
DC
I 2 .7
Re l e a se
P ro d u ct
I 2 .7
Page 139 of 261
I2 Integrate New Product: Process Element
Description/Definition: The Integrate management process encompasses
synthesizing the design definitions and decomposition of the design
definitions into sets of component design definitions, releasing product and
product definitions to Supply Chain and Selling Chain execution and releasing
design documentation to Marketing and Support organizations for new
products
© APICS 2014. All rights
reserved.
Page 140 of 261
RESPONSIVENESS
DC
Fi rst to d e l i ve r
n e w i d e a to
m a rke t
RESPONSIVENESS
DC
In te g rq a te
d e si g n ch a n g e
Cycl e T i m e
RESPONSIVENESS
DC
Nu m b e r o f
" f ri st t o m a rke t"
p ro d u ct
i n t ro d u cti o n s
RESPONSIVENESS
DC
Nu m b e r o f ch a n g e s
p e r P ro d u ct De si g n
RESPONSIVENESS
DC
DC
Nu m b e r o f n e w
p ro d u ct
i n t ro d u cti o n s
RESPONSIVENESS
In te g ra te
New
P ro d u ct
I2
DC
P ro d u ct De si g n
Ch a n g e Cycl e
Time
RESPONSIVENESS
P ro to typ i n g a n d
IDn C
t e g ra t e d De si g n S yst e m
(RA P I DS )
DC
Ut i l i ze E DI to
re d u ce cycl e
t i m e a n d co st s
DC
In te g ra te
Cycl e T i m e
RELIABILITY
DC
B u i l d S e q u e n ce
W o rk P a c ka g e s
DC
P e rf e ct
P ro d u ct
De si g n
FLEXIBILITY
DC
P ro d u ct De si g n
Cycl e T i m e
FLEXIBILITY
DC
Nu m b e r o f
p ro d u ct d e si g n s
CO ST
DC
In te g ra te
T otal
Co st
CO ST
DC
T o ta l De si g n
Ch a i n Co st
ASSETS
DC
T ra d e S e cre t s
p e r p ro d u ct
ASSETS
DC
T ra d e S e cre t s
p e r p ro j e ct
ASSETS
DC
Patents per
p ro d u ct
ASSETS
DC
Patents per
p ro j e ct
I2.1 Receive & Validate Request: Process Element
Description/Definition: Receive, log and assign project numbers to requests.
Examine request to ensure completeness of the request
© APICS 2014. All rights
reserved.
Page 141 of 261
DC
B u si n e ss
Ru l e s
EI.1
DC
P ro d u ct
Re q u i re m e n t s
RESPONSIVENESS
DC
DC
V a l i dated
Re q u e st
DC
I 2 .2
I 2 . 1 Re ce i ve &
V al i date
Re q u e st
Re ce i ve &
V al i date
Re q u e st
Cycl e T i m e
CO ST
I 2 .1
Re ce i ve &
D C V a l i d a te Re q u e st
Co st
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
© APICS 2014. All rights
reserved.
DC
E DI t o se n d
a n d re ce i ve
te ch n i ca l
i n fo rm a ti on
Page 142 of 261
I2.2 Decompose Request: Process Element
Description/Definition: The process of decomposing the requests and
documenting the specifications of the components (also known as conceptual
design). This includes scheduling activities and assigning resources.
DC
V a l i dated
Re q u e st
I 2 .1
DC
RESPONSIVENESS
In te g ra te
Plan
DC
PI.4
DC
De co m p o se d
Re q u e st
DC
I 2 .3
I 2 .2
De co m p o se
Re q u e st
CO ST
I 2 .2
DC
DC
In te g ra te
S ch e d u l e
PI.3
© APICS 2014. All rights
reserved.
De co m p o se
Re q u e st
Cycl e T i m e
De co m p o se
Re q u e st Co st
P ro d u ct Da t a
M anagem ent &
E l e ct ro n i c Do cu m e n t
M a n a g e m e nt
DC
Page 143 of 261
I2.3 Distribute Requirements: Process Element
Description/Definition: The activity of transferring the decomposed
requirements to the appropriate Design or Research process.
DC
De co m p osed
Re q uest
RESPONSIVENESS
I 2.2
DC
DC
V al i dated
De si gn
I 2.4
DC
I 2.3
Di st ri bute
Requi rem ent s
CO ST
I 2.3
DC
DC
De si gn
Requi rem ent s
D2 . 1
DC
Di st ri bute
Requi rem ent s
Cycl e T i m e
Di st ri bute
Requi rem ent s
Co st
P roduct Dat a
M
ent & E l ectroni c
D anagem
C
Docum ent M anagem ent
Re se a rch
Requi rem ent s
R2 . 1
© APICS 2014. All rights
reserved.
Page 144 of 261
I2.4 Receive & Validate Design: Process Element
Description/Definition: The process of identifying, obtaining and validating
new technology designs against the product requirements and specifications
DC
V a l i dated
De si g n
I 2 .3
DC
De si g n
S p e ci fi ca ti o n s
D2 . 6
DC
RESPONSIVENESS
Re se a rch
S p e ci fi ca ti o n s
DC
R2 . 5
DC
V a l i dated
De si g n
DC
I 2 .5
I 2 .4
Re ce i ve &
V al i date
De si g n
CO ST
DC
I 2 .4
DC
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
DC
Da ta a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
© APICS 2014. All rights
reserved.
Ob t a i n &
V a l i d a te De si g n
Cycl e T i m e
Ob t a i n &
V a l i d a te De si g n
Co st
Page 145 of 261
I2.5 Pilot Design: Process Element
Description/Definition: The series of activities performed to create and
validate a product pilot. The processes associated with the validation of
product performance to ensure conformance to defined specifications and
requirements. Examples are manufacturing verification build, customer tests,
etc
RESPONSIVENESS
DC
V a l i dated
De si g n
DC
P i l o t De si g n
Cycl e T i m e
I 2 .4
DC
RESPONSIVENESS
Fe e d b a ck f ro m
Cu st o m e r
DC
DC
Pi l ot
De si g n
DC
I 2 .5
Pi l ot
De si g n
CO ST
I 2 .5
I 2 .6
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
DC
DC
DC
Da ta a cce si b i l i ty
a cro ss t h e
DC
e n t e rp ri se
© APICS 2014. All rights
reserved.
De si g n
Pi l ot
P a cka g e
P ro d u ct
Cycl e T i m e
Pi l ot
De si g n
Co st
CO ST
DC
P a cka g e
P ro d u ct
Co st
Page 146 of 261
I2.6 Package Product: Process Element
Description/Definition: Activities associated with post-piloting product and
process documentation, testing, or certification required prior to releasing the
product
DC
Pi l ot
De si gn
RESPONSIVENESS
I 2.5
DC
DC
P a cka ged
P ro duct
DC
I 2.6
P a cka ge
P ro duct
DC
CO ST
I 2.6
I 2.7
P ro duct
Docum ent at i on
EI.3
DC
Up -t o-dat e shop packet /
speci fi cati on for
DC
each uni que producti on
event/dem and
Desi gn/ upgrade
producti on equi pm ent
DC
to m axi m i ze fl exi bi l i ty
DC
A ccurat e and
D C a p p roved process
pl ans/ speci fi cati ons
A ccurat e, bat ch/
conf i gurati on records
DC
f or warrant y,
regul at ory tracki ng
A utom ati c l abel
and seal
DC
veri fi cati on
P ackagi ng operati on
i s an i ntegral
DC
part of the overal l
p ro duct i on process
© APICS 2014. All rights
reserved.
P a cka ge
P ro duct
Co st
P a perl ess
producti on
control
Reduce non-val ue
a dded paperwork
DC
whi l e sti l l m easuri ng
p ro c e ss m e t ri c s
DC
P a cka ge P roduct
Cycl e T i m e
M i ni m i ze operator
i nduced errors
Page 147 of 261
I2.7 Release Product: Process Element
Description/Definition: The process of obtaining approval and releasing the
product
DC
P a cka ged
P ro duct
RESPONSIVENESS
I 2.6
DC
DC
P ro duct
S peci fi cati ons
DC
A ccurat e, bat ch/
conf i gurati on records
f or warrant y,
regul at ory tracki ng
DC
DC
© APICS 2014. All rights
reserved.
CO ST
I 2.7
Rel ease
P ro duct
DC
I 2.7
t o S uppl y Chai n
Rel ease
P ro duct
Cycl e T i m e
Rel ease
P ro duct
Co st
A utom ated noti fi cati on
of l aboratory
regardi ng sam pl e
availability
DC
Revi ew bat ch
re co rd s by
excepti on
Page 148 of 261
I3: Integrate New Technology: Process
Description/Definition: The Integrate management process encompasses
synthesizing the design definitions and decomposition of the design
definitions into sets of component design definitions, releasing product and
product definitions to Supply Chain execution and releasing design
documentation to Marketing and Support organizations for new technology
P r o c e s s E le m e n t L e v e l - I 3 : I n t e g r a t e N e w T e c h n o lo g y
DC
I 3 Integrate
New
T echnol ogy
I3
DC
I 3.1
Recei ve &
V al i date
Re q uest
I 3.1
DC
I 3.2
De co m p ose
Re q uest
I 3.2
© APICS 2014. All rights
reserved.
DC
I 3.3
Di st ri bute
Requi rem ent s
I 3.3
DC
I 3.4
Recei ve &
V al i date Desi gn
I 3.4
DC
I 3.5
E st abl i sh
E xecuti on
P ro c e sse s
I 3.5
DC
I 3.6
Pi l ot
De si gn
I 3.6
DC
I 3.7
P a cka ge
P ro duct
I 3.7
DC
I 3.8
Rel ease
P ro duct
I 3.8
Page 149 of 261
I3 Integrate New Technology: Process Element
Description/Definition: The Integrate management process encompasses
synthesizing the design definitions and decomposition of the design
definitions into sets of component design definitions, releasing product and
product definitions to Supply Chain execution and releasing design
documentation to Marketing and Support organizations for new technology
RESPONSIVENESS
DC
FLEXIBILITY
Fi rst to d e l i ve r
n e w i d e a to
m a rke t
DC
FLEXIBILITY
RESPONSIVENESS
DC
P ro d u ct De si g n
Ch a n g e Cycl e T i m e
DC
I n te g rq a te d e si g n
ch a n g e
Cycl e T i m e
DC
Nu m b e r o f
" f i rst t o m a rke t"
p ro d u ct i n t ro d u cti o n s
RESPONSIVENESS
DC
Nu m b e r o f
ch a n g e s p e r
P ro d u ct De si g n
RESPONSIVENESS
DC
Nu m b e r o f
n e w p ro d u ct
i n t ro d u cti o n s
RESPONSIVENESS
DC
In te g ra te
Cycl e T i m e
RELIABILITY
DC
P e rf e ct
P ro d u ct
De si g n
© APICS 2014. All rights
reserved.
In te g ra te
T o t a l Co st
CO ST
RESPONSIVENESS
DC
P ro d u ct De si g n
Cycl e T i m e
CO ST
RESPONSIVENESS
DC
Nu m b e r o f
p ro d u ct d e si g n s
DC
In te g ra te
New
T e ch n o l o gy
I3
DC
T o ta l De si g n
Ch a i n Co st
ASSETS
DC
P atents
p e r p ro d u ct
ASSETS
DC
T ra d e S e cre t s
p e r p ro d u ct
ASSETS
DC
T ra d e S e cre t s
p e r p ro j e ct
ASSETS
DC
P atents
p e r p ro j e ct
Page 150 of 261
© APICS 2014. All rights
reserved.
Page 151 of 261
I3.1 Receive & Validate Request: Process Element
Description/Definition: Receive, log and assign project numbers to requests.
Examine request to ensure completeness of the request
DC
B u si n e ss
Ru l e s
EI.1
DC
RESPONSIVENESS
P ro d u ct
Re q u i re m e n t s
Re ce i ve &
D C V a l i d a te Re q u e st
Cycl e T i m e
DC
V a l i dated
Re q u e st
DC
CO ST
I 3 .1
Re ce i ve &
V al i date
Re q u e st
DC
I 3 .1
I 3 .2
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
© APICS 2014. All rights
reserved.
DC
Re ce i ve &
V al i date
Re q u e st Co st
E DI t o se n d
a n d re ce i ve
te ch n i ca l
i n fo rm a ti on
Page 152 of 261
I3.2 Decompose Request: Process Element
Description/Definition: The process of decomposing the requests and
documenting the specifications of the components (also known as conceptual
design). This includes the scheduling of activities and assigning resources.
DC
V a l i dated
Re q u e st
I 3 .1
DC
RESPONSIVENESS
In te g ra te
Plan
DC
PI.4
DC
De co m p o se d
Re q u e st
DC
I 3 .3
DC
CO ST
I 3 .2
De co m p o se
Re q u e st
I 3 .2
De co m p o se
Re q u e st
Cycl e T i m e
DC
De co m p o se
Re q u e st
Co st
In te g ra te
S ch e d u l e
PI.3
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P ro d u ct Da t a
M anagem ent &
E l e ct ro n i c Do cu m e n t
M a n a g e m e nt
DC
Page 153 of 261
I3.3 Distribute Requirements: Process Element
Description/Definition: The activity of transferring the decomposed
requirements to the appropriate Research process
DC
De co m p o se d
Re q u e st
RESPONSIVENESS
I 3 .2
DC
DC
Di st ri b u te d
Re q u i re m e n t s
I 3 .4
DC
I 3 .3
Di st ri b u te
Re q u i re m e n t s
CO ST
I 3 .3
DC
DC
De si g n
Re q u i re m e n t s
D2 . 1 D3 . 1
DC
Di st ri b u te
Re q u i re m e n t s
Cycl e T i m e
Di st ri b u te
Re q u i re m e n t s
Co st
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
Re se a rch
Re q u i re m e n t s
R3 . 1
© APICS 2014. All rights
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Page 154 of 261
I3.4 Receive & Validate Design: Process Element
Description/Definition: The process of identifying, obtaining and validating
new technology designs against the product requirements and specifications
DC
Di st ri b u te d
Re q u i re m e n t s
I 3 .3
DC
De si g n
S p e ci fi ca ti o n s
RESPONSIVENESS
D2 . 6 D3 . 7
DC
Re se a rch
S p e ci fi ca ti o n s
DC
R3 . 7
DC
V a l i dated
De si g n
I 3 .5
DC
I 3 .4
Re ce i ve &
V a l i d a te De si g n
Ob t a i n &
V a l i d a te De si g n
Cycl e T i m e
CO ST
I 3 .4
DC
Ob t a i n &
V al i date
De si g n Co st
P ro d u ct Da t a
M
D aCn a g e m e n t & E l e ctro n i c
Do cu m e n t M a n a g e m e n t
© APICS 2014. All rights
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Page 155 of 261
I3.5 Establish Execution Processes: Process Element
Description/Definition: The process of establishing, reviewing and/or
modifying the activities, test criteria, environmental requirements and
disposition process for manufacturing or sourcing of the product. New
technology may require new work and safety instructions, re-layout of cells
and conveyors, etc. For manufacturing layout changes this process links to
Make Enable processes in the supply chain domain
DC
RESPONSIVENESS
V al i dated
De si gn
DC
I 3.4
DC
E xecuti on
P ro c e sse s
I 3.6
DC
CO ST
I 3.5
E st abl i sh
E xecuti on
P ro c e sse s
I 3.5
E st abl i sh
E xecuti on
P ro c e ss Cy c l e
T ime
DC
E st abl i sh
E xecuti on
P ro c e ss Co st
P roduct Dat a
M anagem ent &
DC
E l ect roni c Docum ent
M anagem ent
© APICS 2014. All rights
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Page 156 of 261
I3.6 Pilot Design: Process Element
Description/Definition: The series of activities performed to create and
validate a product pilot. The processes associated with the validation of
product performance to ensure conformance to defined specifications and
requirements. Examples are manufacturing verification build, customer tests,
etc
DC
E xe cu ti o n
P ro c e sse s
RESPONSIVENESS
I 3 .5
DC
Fe e d b a ck f ro m
Cu st o m e r
DC
DC
De si g n
Pi l ot
DC
CO ST
I 3 .6
Pi l ot
De si g n
DC
I 3 .6
I 3 .7
S yst e m a t i c
M e t h o d fo r m a n a g e m e n t
o f Re q u i re m e n ts
a n d re q u e st s
DC
S i n g l e data
so u rce f o r d e ci si o n
su p p o rt a n d
b u si n e ss ru l e s
De si g n
Pi l ot
DC
Da ta a cce si b i l i ty
a cro ss t h e
e n t e rp ri se
DC
DC
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P i l o t De si g n
Cycl e T i m e
Pi l ot
De si g n
Co st
Page 157 of 261
I3.7 Package Product: Process Element
Description/Definition: Activities associated with post-piloting product and
process documentation, testing, or certification required prior to releasing the
product
DC
RESPONSIVENESS
Pi l ot
De si g n
DC
I 3 .6
DC
P a cka g e d
P ro d u ct
DC
DC
P ro d u ct
Do cu m e n t a t i o n
CO ST
I 3 .7
P a cka g e
P ro d u ct
I 3 .8
DC
I 3 .7
Up -t o -d a t e sh o p p a cke t /
sp e ci fi ca ti o n fo r
DC
e a ch u n i q u e p ro d u cti o n
e ve n t/d e m a n d
P a cka g e
P ro d u ct
Cycl e T i m e
DC
P a cka g e
P ro d u ct
Co st
P a p e rl e ss
p ro d u cti o n
co n tro l
EI.3
De si g n / u p g ra d e
p ro d u cti o n e q u i p m e n t
DC
to m axi m i ze fl exi bi l i ty
p l a n s/ sp e ci fi ca ti o n s
Re d u ce n o n -va l u e
a d d e d p a p e rwo rk
wh i l e sti l l m e a su ri n g
p ro c e ss m e t ri c s
DC
DC
A u to m a ti c l a b el
a n d se a l
ve ri fi ca ti on
DC
DC
M i n i m i ze o p e ra tor
i n d u ce d e rro rs
DC
© APICS 2014. All rights
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A ccu ra t e a n d
D C a p p ro ve d p ro ce ss
A ccu ra t e , b a t ch /
co n f i g u ra ti o n re co rd s
f o r wa rra n t y,
re g u l a t o ry tra cki n g
P a cka g i n g o p e ra ti o n
i s a n i n te g ral
p a rt o f th e overal l
p ro d u ct i o n p ro ce ss
Page 158 of 261
I3.8 Release Product: Process Element
Description/Definition: The process of obtaining approval and releasing the
product
DC
P a cka g e d
P ro d u ct
RESPONSIVENESS
I 3 .7
DC
DC
P ro d u ct
S p e ci fi ca ti o n s
DC
DC
I 3 .8
A ccu ra t e , b a t ch /
co n f i g u ra ti o n re co rd s
f o r wa rra n t y,
re g u l a t o ry tra cki n g
DC
DC
© APICS 2014. All rights
reserved.
CO ST
I 3 .8
Re l e a se
P ro d u ct
D2 . 1 D3 . 1
Re l e a se
P ro d u ct
Cycl e T i m e
Re l e a se
P ro d u ct
Co st
A u to m a te d n o ti fi ca ti on
o f l a b o ratory
re g a rd i n g sa m p l e
availability
DC
Re vi e w b a t ch
re co rd s b y
e xce p ti o n
Page 159 of 261
EI: Enable Integrate: Process Category
Description/Definition: Enable Integrate is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Integrate execution processes rely.
P r o c e s s E le m e n t L e v e l - E I : E n a b le I n t e g r a t e
E I E nabl e
Integrate
DC
EI
DC
E I.1 M anage
Integrate
B u si n e ss
Ru l es
EI.1
DC
E I.2 M anage
Integrate
P erf orm ance
EI.2
© APICS 2014. All rights
reserved.
DC
E I.3 M anage
Integrate
Inform ati on
EI.3
DC
E I.4 M anage
P ro duct
Li fe Cycl e
EI.4
DC
E I.5 M anage
Integrate
Capi tal
A sse t s
EI.5
DC
E I.6 M anage
Integrate
K nowl edge
T ransf er
EI.6
DC
E I.7 M anage
Integrate
Ne t wo rk
EI.7
DC
E I.8 M anage
Integrate
Regul atory
Com pl i ance
EI.8
Page 160 of 261
PROCESS ELEMENTS--Integrate
EI.1 Manage Integrate Business Rules: Process Element
Description/Definition: The process of establishing, maintaining, and
enforcing decision support criteria for Integrate planning and execution which
translate to rules for conducting product and process integration, i.e.
developing and maintaining internal and external customer standards of
Integrate processes such as service levels, given service requirements by
design chain stakeholders and partners. Business rules align Integrate
process policies with business strategy, goals, and objectives.
DC
B u si n e ss
Ru l es
RESPONSIVENESS
DC
Integrate
Regul atory
Com pl i ance
DC
RESPONSIVENESS
EI.8
DC
M anage
Integrate
P erf orm ance
DC
E I.1 M anage
Integrate
B u si n e ss
Ru l es
EI.2
DC
M anage Integrate
B u si n e ss
Rul es Cycl e T i m e
DC
CO ST
EI.1
B u si n e ss
Ru l es
DC
I 1.1
E nt erpri se
Level P ol i ci es
wi th l ocal E xecuti on
DC
I n t egrat ed busi ness
D C and desi gn chai n
p l anni ng processes
© APICS 2014. All rights
reserved.
DC
Num ber of
B u si n e ss Rul e
Ch a nges
M anage Integrate
B u si n e ss Ru l e s
Co st
E nterpri se l evel
spend anal ysi s
Col l aborati ve revi ew,
agreem
D C ent of busi ness rul es
pri or to executi on
Page 161 of 261
EI.2 Manage Integrate Performance: Process Element
Description/Definition: The process of measuring actual Integrate process
performance against internal and/or external standards to develop and
implement a course of action to achieve targeted performance levels.
DC
M a n age
In te g ra te
In fo rm a ti o n
RESPONSIVENESS
EI.3
DC
M a n age
In te g ra te
P e rf o rm a n ce
DC
CO ST
EI.1
DC
M a n a g e In te g rate
P e rf o rm a n ce
Cycl e t i m e
M a n age
In te g ra te
P e rf o rm a n ce
DC
E I.2 M a n a g e
In te g ra te
P e rf o rm a n ce
EI.7
DC
M a n a g e In te g rate
P e rf o rm a n ce Co st
EI.2
P e rf o rm a n ce
e xp e cta ti o n s a n d
DC
b u si n e ss ru l e s a re
cl e a rl y co m m u n i ca ted
De si g n p e rf o rm a n ce
d a ta Di sCco l l e cte d , a n a l yze d , re p o rte
onl ine
Co m p a ra t i ve a n a l ysi s
o f d e si g n p e rfo rm a n ce
i s u se d i n
re se a rch d e ci si o n s
DC
DC
Co st re d u ct i o n a n d /o r
a re i denti fi ed,
DC
i m p l e m e n te d
a n d m e a su re d
Co n t i n u o u s
I m p ro ve m e n t i s
D C m e a su re d t h ro u g h
t h e p e rfo rm a n ce
re vi e w
DC
A sse ss
P e rf o rm a n ce
L e a n and
Si x Sigm a
© APICS 2014. All rights
reserved.
Page 162 of 261
EI.3 Manage Integrate Information: Process Element
Description/Definition: The process of collecting, integrating and maintaining
the accuracy of Integrate execution information necessary to plan and execute
the integrated design chain.
DC
M anage
Integrate
K nowl edge
T ransf er
R e s p o n s iv e n e s s
EI.6
DC
DC
P ro duct
Docum ent at i on
CO ST
I 1.5
DC
E xecuti on
Dat a
M anage Integrate
Inform ati on
Cycl e T i m e
DC
E I.3 M anage
Integrate
Inform ati on
DC
M anage Integrate
I nf orm at i on Cost
EI.3
DC
M anage
Integrate
Inform ati on
DC
M anage
Integrate
K nowl edge
T ransf er
EI.2
EI.6
© APICS 2014. All rights
reserved.
Col l aborati ve
D CP l anni ng - Integrate
i nformation
S i ngl e data
source f or deci si on
DC
support and
b u si n e ss ru l es
Dat a accesi bi l i t y across
D C t he enterpri se for
vi si bi l i t y by di screte busi ness unt
Page 163 of 261
EI.4 Manage Product Life Cycle: Process Element
Description/Definition: The process of defining and maintaining the status of
products/services during the total life of a product. This includes establishing
processes and maintenance of status information of products.
RESPONSIVENESS
DC
DC
Li fe
Cycl e
Plan
P ro d u ct L i fe cycl e
M a n a g e m e nt
Cycl e T i m e
CO ST
DC
E I.4 M a n a g e
P ro d u ct
L i fe Cycl e
DC
M a n a g e In te g rate
I n ve n t o ry Co st
EI.4
Re a l ti m e
D C Da t a o n cu rre n t
DC
P L CM
st a t u s
© APICS 2014. All rights
reserved.
Page 164 of 261
EI.5 Manage Integrate Capital Assets: Process Element
Description/Definition: The process of acquiring, maintaining and
dispositioning Integrate's capital assets to operate the integration processes.
This includes laboratories and repair, alteration, calibration and other
miscellaneous items to maintain Integrate equipment.
RESPONSIVENESS
DC
M anage
Integrate
Ne t wo rk
DC
CO ST
EI.7
DC
DC
Cro ss Fu nct i onal T eam s
to execute and devel op
Long-T erm Capaci ty and
Re so u rc e s
DC
Rem oval
of Obsol ete
Capi tal A ssets
DC
© APICS 2014. All rights
reserved.
A l i gnm ent of strategi c/
b u si n ess pl ans wi t h
l ong-t erm capaci ty/
re source pl ans
DC
DC
M anage Integrate
Ca pi t al A sset s
Co st
ASSETS
E I.5 M anage
Integrate
Capi tal
A sse t s
EI.5
DC
M anage Integrate
A sse t
Cycl e t i m e
Faci l i ty &
E qui pm ent
E nvi ronm ent
Integrate Fi xed
A sset V al ue
ASSETS
DC
Ret urn on Desi gn
Ch a i n A sse t s
Page 165 of 261
EI.6 Manage Integrate Knowledge Transfer: Process Element
Description/Definition: The process of defining an Integrate knowledge
transfer strategy and maintaining the information, which characterizes total
Integrate knowledge management requirements.
DC
DC
K n o wl e d g e
M a n a g e m e nt
Plan
RESPONSIVENESS
M a n age
In te g ra te
DC
K n o wl e d g e T ra n sf e r
Cycl e t i m e
M a n age
In te g ra te
K n o wl e d g e
T ra n sf e r
CO ST
EI.3
DC
K n o wl e d g e
M a n a g e m e nt
S ch e d u l e
DC
E I.6 M a n a g e
In te g ra te
K n o wl e d g e
T ra n sf e r
M a n a g e In te g rate
D C K n o wl e d g e T ra n sf e r
Co st
EI.6
DC
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e r
EI.3
DC
In te g ra te d
K n o wl e d g e
S yste m
Re a l t i m e De si g n
D CCh a i n V i su a l i za ti o n
DC
E l e ct ro n i c In fo rm a ti o n
DE
Cxch a n g e s t h ro u g h o u t
(vi a In te rn e t)
DC
Autom ated
Do cum entati on
Ca p t u re a n d
D Cm a i n ta i n ca te g o ri ze d
sp e ci fi c d a ta
© APICS 2014. All rights
reserved.
M e a su re m e n t o f
P e rform ance
t h e De si g n Ch a i n
M a n a g e In fo rm a ti on
a c ro ss 1 0 0 %
o f d e sg i n ch a i n
DC
In te rn e t P o o l i ng
(E l e ct ro n i c b ro ke ra g e
DC
o f re se a rch
a n d o r d e si g n )
Page 166 of 261
EI.7 Manage Integrate Network: Process Element
Description/Definition: The process of defining and maintaining the
information about the Integrate network for a group of similar or
complimentary products through their full life cycle, including the evaluation of
market need, product realization (development, introduction and production),
product discontinuation, and after-market support. This includes the
company's internal and external relationships
DC
M anage
Integrate
P erf orm ance
RESPONSIVENESS
EI.2
DC
DC
Integrate
P l an
CO ST
PI.4
DC
M anage
i ntegrate
Ne t wo rk
Cycl e T i m e
M anage
Integrate
Ne t wo rk
DC
EI.5
E I.7 M anage
Integrate
Ne t wo rk
DC
M anage Integrate
Ne t wo rk Co st
EI.7
DC
© APICS 2014. All rights
reserved.
Di gi tal P roduct
and Di gi tal
E xch a nges
E xchanges
DC
Co ncurrent
De si gn
DC
E val uate
Integrate
n e t wo rk
for dupl i cates
Page 167 of 261
EI.8 Manage Integrate Regulatory Compliance: Process Element
Description/Definition: The process of identifying and complying with
regulatory documentation and process standards set by external entities (e.g.
government).
DC
I n p u t f ro m
Legal
P ro c e sse s
RESPONSIVENESS
I n p u t f ro m Fi n a n ce ,
D C T a x & T re a su ry
P ro c e sse s
DC
M a n a g e In te g rate
Re g u l a to ry
Co m p l i a n ce
Cycl e t i m e
CO ST
DC
In te g ra te
Re g u l a to ry
Co m p l i a n ce
DC
E I.8 M a n a g e
In te g ra te
Re g u l a to ry
Co m p l i a n ce
EI.1
DC
M a n a g e In te g rate
Re g u l a to ry
Co m p l i a n ce Co st
EI.8
DC
Do c u m e n t s
g e n e ra ted
automatically
DC
Di re ct T ra n sf e r o f
d o cu m e nts
Di re ct co n n e cti o n
to Re g u l a to ry
B o d i e s o r Re g u l a to ry
S e rvi ce s
DC
A sse ssi n g e xp o rt / i m p o rt
D Cre q u i re m e n t s d u ri n g
p ro d u ct d e ve l o p m e n t
Dir e c t c onne c tion
to Re g u la to r y
Bo d ie s or
Re g u la to r y S e r vic e s
© APICS 2014. All rights
reserved.
Page 168 of 261
Amend
Description/Definition: Process Categories Comprising Amend
L e v e l 2 : C o n f ig u r a t io n L e v e l - A m e n d
DC
A m e nd
A
DC
A 1 A m end
P ro d u ct
Fal l out
A1
© APICS 2014. All rights
reserved.
DC
A 2 A m end
De fi ci e n t
P ro d u ct
A2
DC
A 3 A m end
P ro d u ct
Specs
A3
DC
EA Enable
A m e nd
EA
Page 169 of 261
A1 Amend Product Fall Out: Process Category
Description/Definition: The process of gathering, analyzing and addressing
products manufacturability. The process is triggered by feedback that
manufacturing quality and process standards/metrics cannot be met. This
includes regulatory compliance issues
P r o c e s s E le m e n t L e v e l - A 1 : A m e n d P r o d u c t F a ll O u t
DC
DC
A 1 . 1 Re ce i ve
a n d V al i date
I ssu e
DC
A 1.1
© APICS 2014. All rights
reserved.
A 1.2
De co m p o se
I ssu e
A 1.2
A 1 A m end
P ro d u ct
Fal l out
DC
A 1.3
Di st ri b u te
I ssu e
A 1.3
DC
A 1 . 4 P u b l i sh
A d vi so ry
(E C N)
A 1.4
Page 170 of 261
PROCESS ELEMENTS--Amend
A1 Amend Product Fall Out: Process Element
Description/Definition: The process of gathering, analyzing and addressing a
product's manufacturability. The process is triggered by feedback that
manufacturing quality and process standards/metrics cannot be met. This
includes regulatory compliance issues
RESPONSIVENESS
DC
A m e nd
Cycl e
Time
RESPONSIVENESS
DC
A 1 A m end
P ro duct
Fal l out
A1
DC
RESPONSIVENESS
DC
P ro duct engi neeri ng
DC
Dat a M anagem ent
S of t ware
A m e nd P roduct
Fal l out Cycl e
Time
Num ber of
ch anges per
P ro duct Desi gn
FLEXIBILITY
DC
Nu m ber of post rel ease P roduct
De si g n Changes
CO ST
DC
A m e nd P roduct
Fal l out T otal
Co st
CO ST
DC
© APICS 2014. All rights
reserved.
T otal
A m e nd
Co st
Page 171 of 261
A1.1 Receive and Validate Issue: Process Element
Description/Definition: The activities associated with receiving, logging (an
ECO) and validating the fall out issue. This process is triggered by supply chain
or customer chain performance monitoring processes (make yield, source
availability, on-site assist failure etc).
DC
Co n f o rm a n ce
I ssu e
E A .3
DC
RESPONSIVENESS
B u si n e ss
Ru l e s
Re ce i ve &
D C V a l i d a te Re q u e st
E A .1
DC
V a l i dated
I ssu e
Cycl e T i m e
DC
A 1 . 1 Re ce i ve
a n d V al i date
I ssu e
CO ST
A 1.2
DC
DC
Re ce i ve &
V al i date
Re q u e st Co st
A m e nd
S ch e d u l e
P A .3
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reserved.
DC
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 172 of 261
A1.2 Decompose Issue: Process Element
Description/Definition: The process of reviewing the issue, duplicating the
issue and identifying and documenting the root cause. This includes
reproducing the issue in a laboratory or monitoring manufacturing processes
and environmental influences and testing of alternative scenarios
DC
V a l i dated
I ssu e
RESPONSIVENESS
A 1.1
DC
DC
De co m p o se d
I ssu e
DC
A 1.3
DC
© APICS 2014. All rights
reserved.
CO ST
A 1.2
De co m p o se
I ssu e
A 1.2
De co m p o se
I ssu e Cy cl e
Time
DC
De co m p o se
I ssu e
Co st
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 173 of 261
A1.3 Distribute Issue: Process Element
Description/Definition: The activity of approving and transferring the ECO to
the Integrate process
DC
De co m p osed
I ssu e
A1 .2
DC
RESPONSIVENESS
I nput f rom
A ppropri ate
Desi gn Chai n
(executi o...
DC
DC
Di st ri buted
I ssu e
DC
DC
DC
E ngi neeri ng
Change
O rd er
DC
© APICS 2014. All rights
reserved.
CO ST
A 1. 3
Di st ri bute
I ssu e
A1 .4
De co m p ose
I ssu e Cy cl e
T ime
De co m p ose
I ssu e
Co st
P ro duct engi neeri ng
Data M anagem ent
S of t ware
Page 174 of 261
A1.4 Publish Advisory (ECN): Process Element
Description/Definition: The process of communicating an advisory of the
short-term actions and estimated completion schedule for the ECN. This can
include build and/or ship holds customer notification, website posting, etc.
DC
Di st ri buted
I ssu e
RESPONSIVENESS
A 1. 3
DC
P ubl i sh A dvi sory
(E CN) Cy c l e
T ime
CO ST
DC
E ngi neeri ng
Change
No t i ce (E CN)
DC
E A .3
DC
P ubl i sh A dvi sory
(E CN) Co st
A 1. 4
DC
© APICS 2014. All rights
reserved.
A 1. 4 P ubl i sh
A d vi sory
(E C N)
P ro duct engi neeri ng
Data M anagem ent
S of t ware
Page 175 of 261
A2 Amend Deficient Product: Process Category
Description/Definition: The process of gathering, analyzing and addressing a
product's technical design deficiency. The process is triggered by feedback
that the products performance, behavior and/or appearance do not meet the
products specifications as published. This includes tolerances for safety
P r o c e s s E le m e n t L e v e l - A 2 : A m e n d D e f ic ie n t P r o d u c t
DC
A 2 A m end
Defi ci ent
P ro duct
A2
DC
A 2. 1 Obtai n
Defi ci ency
Inform ati on
DC
A 2. 1
© APICS 2014. All rights
reserved.
A 2. 2
V al i date
I ssu e
A 2. 2
DC
A 2. 3
De co m p ose
I ssu e
A 2. 3
DC
A 2. 4
Di st ri bute
I ssu e
A 2. 4
DC
A 2. 5
P ubl i sh
A d vi sory
A 2. 5
Page 176 of 261
A2 Amend Deficient Product: Process Element
Description/Definition: The process of gathering, analyzing and addressing a
product's technical design deficiency. The process is triggered by feedback
that the products performance, behavior and/or appearance do not meet the
products specifications as published. This includes tolerances for safety
RESPONSIVENESS
DC
A m e nd
Cycl e
T ime
RESPONSIVENESS
DC
A m end Def i ci ent
P roduct Cycl e
T ime
RESPONSIVENESS
DC
DC
A 2 A m end
Defi ci ent
P ro duct
FLEXIBILITY
A2
DC
P ro duct engi neeri ng
Dat a M anagem ent
S of t ware
Num ber of
ch anges per
P ro duct Desi gn
DC
CO ST
A ut om at i c m ateri al
D C Revi ew & correct i ve
A c t i o n sy st e m s
Nu m ber of post rel ease P roduct
De si g n Changes
DC
A m end Def i ci ent
P roduct T otal
Co st
CO ST
DC
© APICS 2014. All rights
reserved.
T otal
A m e nd
Co st
Page 177 of 261
A2.1 Obtain Product Deficiency Information: Process Element
Description/Definition: The process of collecting product deficiency
information. This information can be pulled from customer support data or
pushed by support functions or systems based on thresholds
DC
P ro d u ct
Qu a l i ty
I ssu e
CO ST
E A .3
DC
DC
P ro d u ct
De fi ci e n cy
In fo rm a ti o n
DC
A 2 . 1 Ob ta i n
De fi ci e n cy
In fo rm a ti o n
Ob t a i n De fi ci e n cy
I n f o rm a t i o n Co st
FLEXIBILITY
Ob t a i n De fi ci e n cy
D C I n f o rm a ti o n Cycl e
A 2.2
Time
DC
© APICS 2014. All rights
reserved.
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 178 of 261
A2.2 Validate Issue: Process Element
Description/Definition: The activities associated with logging (an ECO) and
validating the product deficiency
DC
P r o d uc t
De fic ie nc y
In for m a tion
A2 .1
DC
CO ST
Bus ine s s
Ru le s
DC
Va lida te
Is s ue Cos t
EA.1
DC
V a lida te d
Is s ue
DC
A2 .2
Va lida te
Is s ue
DC
A2 .3
DC
Am e n d
S c he dule
P A.3
© APICS 2014. All rights
reserved.
FLEXIBILITY
DC
Va lida te Is s ue
Cyc le T im e
P r o d uc te ngine e r ing
Da ta
M a n a ge m e ...
Page 179 of 261
A2.3 Decompose Issue: Process Element
Description/Definition: The process of reviewing the issue, duplicating the
issue and identifying and documenting the root cause. This may include
obtaining a sample product and reproducing the issue in a laboratory and
testing of alternative scenarios
DC
V a l i dated
I ssu e
CO ST
A2 .2
DC
DC
De co m p o se d
I ssu e
DC
A2 .4
A 2.3
DC
© APICS 2014. All rights
reserved.
A 2.3
De co m p o se
I ssu e
De co m p o se
I ssu e Co st
RESPONSIVENESS
DC
De co m p o se
I ssu e
Cycl e T i m e
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 180 of 261
A2.4 Distribute Issue: Process Element
Description/Definition: The activity of approving and transferring the ECO to
the Integrate process. This includes the disposal of the products used for
reproducing the issue. And receiving and validating the resolution information
(ECN)
DC
De co m p o se d
I ssu e
A2 .3
DC
I n p u t f ro m
A p p ro p ri a te
De si g n Ch a i n
(e xe cu ti o ...
DC
B u si n e ss
Ru l e s
CO ST
DC
De co m p o se
I ssu e Co st
EA.1
DC
Di st ri b u te d
I ssu e
DC
A2 .5
DC
A 2.4
Ou t p u t to
A p p ro p ri a te
De si g n Ch a i n
(e xe cu ti o n ...
DC
© APICS 2014. All rights
reserved.
A 2.4
Di st ri b u te
I ssu e
RESPONSIVENESS
DC
De co m p o se
I ssu e
Cycl e T i m e
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 181 of 261
A2.5 Publish Advisory (ECN): Process Element
Description/Definition: The process of communicating an advisory of the
short-term actions and estimated completion schedule for the ECN. This can
include build and/or ship holds customer notification, website posting, etc.
DC
Di st ri buted
I ssu e
CO ST
A 2. 4
DC
DC
E ngi neeri ng
Change
No t i ce (E CN)
DC
A 2. 5
P ubl i sh
A dvi sory
(E C N)
DC
© APICS 2014. All rights
reserved.
FLEXIBILITY
DC
E A .3
P ubl i sh A dvi sory
(E CN) Co st
P ubl i sh A dvi sory
(E CN) Cy c l e
Time
P ro duct engi neeri ng
Data M anagem ent
S of t ware
Page 182 of 261
A3 Amend Product Specs: Process Category
Description/Definition: The activities associated with Specification Change.
The process is triggered with the gathering of an issue and product
specifications. The process culminates with the publication of a Specification
Change Order (SCO). The process should encompass the requisite reviews
and approvals.
P r o c e s s E le m e n t L e v e l - A 3 : A m e n d P r o d u c t S p e c s
DC
A 3 A m end
P ro d u ct
Specs
A3
DC
A 3 . 1 Ob ta i n
S p e ci fi ca ti o n
In fo rm a ti o n
A 3.1
© APICS 2014. All rights
reserved.
DC
A 3.2
V al i date
I ssu e
A 3.2
DC
A 3.3
De co m p o se
I ssu e
A 3.3
DC
A 3.4
Di st ri b u te
I ssu e
A 3.4
DC
A 3.5
P u b l i sh
S CO
A 3.5
Page 183 of 261
A3 Amend Product Specs: Process Element
Description/Definition: The activities associated with Specification Change.
The process is triggered with the gathering of an issue and product
specifications. The process culminates with the publication of a Specification
Change Order (SCO). The process should encompass the requisite reviews
and approvals.
RESPONSIVENESS
DC
A m e nd
Cycl e
Time
RESPONSIVENESS
DC
A m e nd
S p e ci fi ca ti o n
Cycl e
Time
FLEXIBILITY
A 3 A m end
P ro d u ct S p e cs
DC
CO ST
A3
DC
P ro d u ct e n g i neeri ng
Da t a M a n a g e m e n t
S o f t wa re
DC
A m e nd
S p e ci fi ca ti o n
T o t a l Co st
CO ST
DC
© APICS 2014. All rights
reserved.
Nu m b e r o f
S p e ci fi ca ti o n
Ch a n g e s
T otal
A m e nd
Co st
Page 184 of 261
A3.1 Obtain Specification Information: Process Element
Description/Definition The process of collecting product specification
information. It may be pulled or pushed. It may totally reside in an automated
capability.
DC
I ssu e
E A .3
DC
B u si n e ss
Ru l e s
RESPONSIVENESS
E A .1
Re ce i ve &
D C V a l i d a te Re q u e st
Cycl e T i m e
DC
S p e ci fi ca ti o n
In fo rm a ti o n
DC
A 3.2
DC
A 3 . 1 Ob ta i n
S p e ci fi ca ti o n
In fo rm a ti o n
A 3.1
CO ST
DC
Re ce i ve &
V al i date
Re q u e st Co st
A m e nd
S ch e d u l e
P A .3
E l e ctro n i ca l l y
D C T ra ck S p e ci f i ca ti o n s
a n d Ch a n g e s
© APICS 2014. All rights
reserved.
DC
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 185 of 261
A3.2 Validate Issue: Process Element
Description/Definition: The activities associated with logging a specification
change request (SCR) and validating the specification’s deficiency
DC
S p e ci fi ca ti o n
In fo rm a ti o n
RESPONSIVENESS
A 3.1
DC
DC
V a l i dated
I ssu e
DC
A 3.3
A 3.2
V al i date
I ssu e
CO ST
A 3.2
DC
E l e ctro n i ca l l y
D C T ra ck S p e ci f i ca ti o n s
a n d Ch a n g e s
© APICS 2014. All rights
reserved.
DC
De co m p o se
I ssu e Cy cl e
Time
De co m p o se
I ssu e
Co st
P ro d u ct e n g i neeri ng
Da ta M a n a g e m e n t
S o f t wa re
Page 186 of 261
A3.3 Decompose Issue: Process Element
Description/Definition: The process of reviewing specification change request
and identifying and documenting the root cause for change. This may include
alternative specification alternatives.
DC
V al i dated
I ssu e
A 3. 2
DC
RESPONSIVENESS
I nput f rom
A ppropri ate
Desi gn Chai n
(executi o...
DC
DC
De co m p osed
I ssu e
DC
A3 .4
CO ST
A 3. 3
De co m p ose
I ssu e
DC
A 3. 3
E l ectroni cal l y
D C T rack S peci f i cati ons
a nd Changes
© APICS 2014. All rights
reserved.
DC
De co m p ose
I ssu e Cy cl e
T ime
De co m p ose
I ssu e
Co st
P ro duct engi neeri ng
Data M anagem ent
S of t ware
Page 187 of 261
A3.4 Distribute Issue: Process Element
Description/Definition: The activity of approving and transferring the SCO to
the Integrate process. And receiving and validating the resolution information
(SCO)
DC
De co m p osed
I ssu e
RESPONSIVENESS
A 3. 3
DC
DC
Di st ri buted
I ssu e
DC
A 3. 4
Di st ri bute
I ssu e
A 3. 5
P u bl i sh S CO
Cycl e
T ime
CO ST
A 3. 4
D C P u b l i sh S CO Cost
E l ectroni cal l y
D C T rack S peci f i cati ons
a nd Changes
© APICS 2014. All rights
reserved.
DC
Revi ew
S peci fi cati on
change frequency
and cycl e ti m e
trends
Page 188 of 261
A3.5 Publish SCO: Process Element
Description/Definition: The process of communicating an advisory of the
short-term actions and estimated completion schedule for the SCO. This can
include updating specifications in an automated capability, notification,
website posting, etc.
DC
Di st ri buted
I ssu e
RESPONSIVENESS
A 3. 4
DC
DC
S peci fi cati on
Change
O rd e r (S CO )
DC
E A .3
A 3. 5
P ubl i sh
S CO
CO ST
A 3. 5
E l ectroni cal l y
D C T rack S peci f i cati ons
a nd Changes
© APICS 2014. All rights
reserved.
DC
S CO Cy cl e
T ime
DC
S CO Co st
P ro duct engi neeri ng
Data M anagem ent
S of t ware
Page 189 of 261
EA: Enable Amend: Process Category
Description/Definition: Enable Amend is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Amend execution processes rely
P r o c e s s E l e m e n t L e v e l - E A : E n a b le A m e n d
DC
E A E nabl e
A m e nd
EA
DC
E A . 1 M anage
A m e n d B u si n e ss
Ru l es
P ro c e sse s
EA.1
DC
E A . 2 M anage
A m e nd
P erf orm ance
EA.2
© APICS 2014. All rights
reserved.
DC
E A . 3 M anage
A m e nd
Inform ati on
EA.3
DC
E A . 4 M anage
P ro duct
Li fe Cycl e
EA.4
DC
E A . 5 M anage
Integrate
Ca pi t al A sset s
EA.5
DC
E A . 6 M anage
A m e nd
K nowl edge
T ransf er
EA.6
DC
E A . 7 M anage
A m e nd
Ne t wo rk
EA.7
DC
EA.8
M anage A m end
Regul atory
Com pl i ance
EA.8
Page 190 of 261
EA Enable Amend: Process Element
Description/Definition: Enable Amend is the collection of processes to
prepare, maintain, and manage information or relationships upon which
Amend execution processes rely
RELIABILITY
DC
De s ig n Ch a in
FT E p e r
P r o d u c ...
CO ST
DC
DC
EA En a b le
Am e n d
EA
T o ta l
Am e n d
Co s t
CO ST
DC
En a b le Am e nd
T o ta l Co s t
ASSETS
DC
© APICS 2014. All rights
reserved.
De s ig n Ch a in
Fix e d As s e t
Va lue
Page 191 of 261
EA.1 Manage Amend Business Rules: Process Element
Description/Definition: The process of establishing, maintaining, and
enforcing decision support criteria for Amend planning and execution which
translate to rules for conducting business, i.e. developing and maintaining
service levels, given service requirements by design chain stakeholders and
partners. Business rules align Amend process policies with business strategy,
goals, and objectives
DC
RESPONSIVENESS
Bus ine s s
Ru le s
DC
DC
M a na ge
Am e n d
Re g u la to ...
RESPONSIVENESS
EA.8
DC
EA.1 M a n a ge
Am e n d Bus ine s s
DC
Ru le s
Proc e s s e s
Bus ine s s
Ru le s
A2 .2 A3 .1
DC
M a na ge
Am e n d
Bu s ine ...
EA.2
M a na ge P la n
Bus ine s s
Ru le s Cyc l...
EA.1
En te r p r is e Le ve l
Polic ie s
DC
w ith loc a l
Ex e c ution
L o n g te r m
s upplie r
DC
a gr e e m e nts /pa r t
ne r s hips
DC
© APICS 2014. All rights
reserved.
In te gr a te d
bus ine s s
a n d d e s ign
c ha i...
Nu m b e r o f
D C Bu s ine s s Rule
Ch a n ge s
CO ST
DC
En te r pr is e le ve l
s pe nd a na lys is
DC
Co lla b o r a tive
r e vie w ,
a g r e e m e nt of
b us ine s s r ul...
M a n a g e Am e nd
D C Bu s ine s s Rule s
Co s t
Ele c tr onic
S o u r c ing
DC
a n d Ne g o tia tion
(E-Bus ine s s)
Page 192 of 261
EA.2 Manage Amend Performance: Process Element
Description/Definition: The process of measuring actual Amend process
performance against internal and/or external standards to develop and
implement a course of action to achieve targeted performance levels
DC
M a n age
A m e nd
In fo rm a ti o n
RESPONSIVENESS
EA.3
M anage Am end
B u si n e ss
DC
Ru l e s/ P e rf o rm a n c
e
DC
CO ST
EA.1
DC
M a n a g e De si g n
Ch a i n
P e rf o rm a n ce
Cycl e t i m e
M a n age
A m e nd
Ne t wo rk
DC
EA.2 M anage
A m e nd
P e rf o rm a n ce
DC
M anage Am end
P e rf o rm a n ce Co st
EA.2
EA.7
DC
P e rf o rm a n ce
e xp e cta ti o n s
a n d b u si n e ss
ru l e s a r...
Re se a rch
p e rf o rm a n ce
DC
d a ta i s co l l e cte d ,
a n a l yze d ...
DC
Co m p a ra t i ve
a n a l ysi s o f
re se a rch
p e rf o rm a n ce ...
DC
L e a n and
Si x Sigm a
© APICS 2014. All rights
reserved.
DC
Co st re d u ct i o n
a n d /o r
co st a vo i d a n ce
a re i denti fi ed...
DC
Co n t i n u o u s
I m p ro ve m e n t
i s m e a su re d
t h ro u g h th ...
DC
A sse ss
P e rf o rm a n ce
Page 193 of 261
EA.3 Manage Amend Information: Process Element
Description/Definition: The process of collecting, integrating and maintaining
the accuracy of Amend execution information necessary to plan and execute
the recovery of design chain issues
S pe c ific a tion
Ch a n g e O r de r
( S CO )
A3 .5
DC
M a na ge
Am e n d
In for m a tion
EA.6
DC
En g in e e ing
Ch a n ge
No t ic e ( ECN)
RESPONSIVENESS
A1 .4 A2 .5
DC
DC
DC
P r o d uc t
Q u a lity
Is s ue
CO ST
M a na ge
Am e n d
Pe r for m a nc e
DC
ER.3 M a n a g e
Am e n d
In fo r m a tion
EA.2
DC
DC
DC
DC
M a n a g e Am e nd
In fo r m a tion
Co s t
EA.3
Ex e c ution
Da ta
DC
Co lla b o r a tive
P la n ning De s ign
inform a tion
DC
Da ta a c c e s ibility
a c ros s
the e nte r pr is e
f o ...
M a na ge
Am e n d
In for m a tion
EA.6
M a na ge
In fo r m a tion
Cyc le T im e
DC
S in gle da ta
s our c e for
d e c is ion
s u p p o r t a ...
P r o d uc t
Q u a lity
Is s ue
A2 .1
Is s ue
© APICS 2014. All rights
reserved.
Page 194 of 261
EA.4 Manage Product Life Cycle: Process Element
Description/Definition: The process of defining and maintaining the status of
products/services during the total life of a product. This includes establishing
processes and maintenance of status information of products
RESPONSIVENESS
DC
DC
Li fe
Cycl e
Plan
P ro d u ct L i fe cycl e
M a n a g e m e nt
Cycl e T i m e
CO ST
DC
EA.4 M anage
P ro d u ct
L i fe Cycl e
DC
Re a l ti m e
D C Da t a o n cu rre n t
st a t u s
DC
© APICS 2014. All rights
reserved.
DC
M anage Am end
I n ve n t o ry Co st
P ro d u ci b i l i ty
Re v i e ws
P L CM
Page 195 of 261
EA.5 Manage Amend Capital Assets: Process Element
Description/Definition: The process of defining capacity requirements and
utilization and then acquiring, maintaining and dispositioning an
organization's capital assets as part of the overall Amend process
RESPONSIVENESS
DC
M anage
A m e nd
Capi t al A sset s
DC
M anage Desi gn
Chai n
A sse t
Cycl e t i m e
CO ST
EA.7
DC
DC
E A . 5 M anage
Integrate
Ca pi t al A sset s
CO ST
DC
Cro ss Funct i onal
T e am s
DC
to execute and
devel o...
DC
Rem oval
of Obsol ete
Capi tal A ssets
© APICS 2014. All rights
reserved.
A m end Fi xed
A sset V al ue
DC
A l i gnm ent of
st rat egi c/
b u si n ess pl ans
wi t . . .
DC
Faci l i ty &
E qui pm ent
E nvi ronm ent
M anage A m end
Ca pi t al A sset s
Co st
Page 196 of 261
EA.6 Manage Amend Knowledge Transfer: Process Element
Description/Definition: The process of defining a Amend knowledge transfer
strategy and maintaining the information, which characterizes total Amend
knowledge management requirements
© APICS 2014. All rights
reserved.
Page 197 of 261
DC
K n o wl e d g e
M a n a g e m e nt
Plan
DC
M a n age
A m e nd
In fo rm a ti o n
CO ST
E A .3
DC
M a n age
A m e nd
In fo rm a ti o n
EA.6 Manage
D C A m e n d K n o wl e d g e
DC
T ra n se r
E A .3
E A .6
I n t e g ra t e d Ord e r
D C M a n a g e m e n t , WM S
and T MS
A n a l ysi s o f a l l
o rd e rs a n d
sh i p m e n t s:
DC
L o g i st i cs, P ro d u ct ,
Co st . . .
A p p o i n tm e n t
S ch e d u l i n g
D C f o r P i cku p , De l i ve ry
o f Cu st o m e r
S h i pm ents
DC
DC
DC
M e a su re m e n t
of
P e rform ance
Re a l ti m e
Op t i m i ze d
S h i p m e n t M e th o d
S e l e cti on
D C S h i p m e n t T ra cki n g ,
E l e ctro n i c
In fo rm a ti o n
E xch a n g e s
th ro u g h o u t
t h e De si g n Ch a i n
DC
Automated
Do cum entati on
DC
Ca p t u re a n d
m a i n tai n
ca te g o ri ze d
sp e ci fi c d a ta
M a n a g e In fo rm a ti on
a cro ss 1 0 0 % o f
DC
d e sg i n ch a i n
DC
Manage Amend
K n o wl e d g e
T ra n sf e r Co st
Re a l ti m e
(vi a In te rn e t)
In te rn e t P o o l i ng
(E l e ct ro n i c
b ro ke ra g e
o f re se a rch a n d o r
d e si g n )
EA.7 Manage Amend Network: Process Element
Description/Definition: The process of defining and maintaining the
information about the Amend design chain network for a group of similar or
complimentary products through their full life cycle, including the evaluation of
© APICS 2014. All rights
reserved.
Page 198 of 261
market need, product realization (development, introduction and production),
product discontinuation, and after-market support
DC
M a na ge
Am e n d
Ne tw o r k
RESPONSIVENESS
EA.2
DC
DC
Am e n d
Pla n
M a n age
Re se a rch
Ne t wo rk
Cycl e T i m e
CO ST
M a na ge
D C Am e n d Ca pita l
As s e ts
EA.5
© APICS 2014. All rights
reserved.
DC
EA.7 M a n a ge
Am e n d
Ne tw o r k
DC
Manage Amend
Ne t wo rk Co st
EA.7
Page 199 of 261
EA.8 Manage Amend Regulatory Compliance: Process Element
Description/Definition: The process of identifying and complying with
regulatory documentation and process standards set by external entities (i.e.
government, trade officials, etc.) when planning for Amend
DC
I n p u t f ro m
Legal
P ro c e sse s
DC
I n p u t f ro m
Fi n a n ce ,
T a x & T re a su ry
P ro c e sse s
RESPONSIVENESS
M a n a g e De si g n
Ch a i n
Re g u l a to ry
Co m p l i a n c. ..
CO ST
DC
M a n age
A m e nd
Re g u l a to ry
Co m p l i a n ce
DC
EA.1
DC
DC
EA.8 M anage
A m e nd
Re g u l a to ry
Co m p l i a n ce
DC
M anage Am end
Re g u l a to ry
Co m p l i a n ce Co st
EA.8
Do c u m e n t s
g e n e ra ted
automatically
Di re ct T ra n sf e r o f
d o cu m e nts
© APICS 2014. All rights
reserved.
DC
Di re ct co n n e cti o n
to Re g u l a to ry
Bodi es or
Re g u l a to ry
S e rvi ce s
A sse ssi n g
e xp o rt /i m p o rt
D C re q u i re m e n t s d u ri n g
p ro d u ct
d e ve l o p m e nt
Page 200 of 261
Process Terms
(Process Categories and Process
Elements)
Process Name
Description/Definition
A1 Amend Product Fallout
The process of gathering, analyzing and addressing products manufacturability. The
process is triggered by feedback that manufacturing quality and process
standards/metrics cannot be met. This includes regulatory compliance issues
A1
A1.1 Receive and Validate
Issue
The activities associated with receiving, logging (an ECO) and validating the fall out issue.
This process is triggered by supply chain or customer chain performance monitoring
processes (make yield, source availability, on-site assist failure etc).
A1.1
A1.2 Decompose Issue
The process of reviewing the issue, duplicating the issue and identifying and
documenting the root cause. This includes reproducing the issue in a laboratory or
monitoring manufacturing processes and environmental influences and testing of
alternative scenarios
A1.2
A1.3 Distribute Issue
The activity of approving and transferring the ECO to the Integrate process
A1.3
A1.4 Publish Advisory
(ECN)
The process of communicating an advisory of the short-term actions and estimated
completion schedule for the ECN. This can include build and/or ship holds, customer
notification, website posting, etc.
The process of gathering, analyzing and addressing a product's technical design
deficiency. The process is triggered by feedback that the products performance, behavior
and/or appearance do not meet the products specifications as published. This includes
tolerances for safety
The process of collecting product deficiency information. This information can be pulled
from customer support data or pushed by support functions or systems based on
thresholds
A1.4
A2.2 Validate Issue
The activities associated with logging (an ECO) and validating the product deficiency
A2.2
A2.3 Decompose Issue
The process of reviewing the issue, duplicating the issue and identifying and
documenting the root cause. This may include obtaining a sample product and
reproducing the issue in a laboratory and testing of alternative scenarios
A2.3
A2.4 Distribute Issue
The activity of approving and transferring the ECO to the Integrate process. This includes
the disposal of the products used for reproducing the issue. And receiving and validating
the resolution information (ECN)
A2.4
A2.5 Publish Advisory
(ECN)
The process of communicating an advisory of the short-term actions and estimated
completion schedule for the ECN. This can include build and/or ship holds, customer
notification, website posting, etc.
A2.5
A3 Amend Product Specs
A3
A3.1 Obtain Specification
Information
The activities associated with Specification Change.
The process is triggered with the gathering of an issue and product specifications. The
process culminates with the publication of a Specification Change Order (SCO). The
process should encompass the requisite reviews and approvals.
The process of collecting product specification information. It may be pulled or pushed.
It may totally reside in an automated capability.
A3.2 Validate Issue
The activities associated with logging (an SCR) and validating the specification deficiency
A3.2
A3.3 Decompose Issue
The process of reviewing specification change request and identifying and documenting
the root cause for change. This may include alternative specification alternatives.
A3.3
A3.4 Distribute Issue
The activity of approving and transferring the SCO to the Integrate process. And receiving
and validating the resolution information (SCO)
A3.4
A3.5 Publish SCO
The process of communicating an advisory of the short-term actions and estimated
completion schedule for the SCO. This can include updating specifications in an
automated capability, notification, website posting, etc.
A3.5
A2 Amend Deficient
Product
A2.1 Obtain Deficiency
Information
© APICS 2014. All rights
reserved.
A2
A2.1
A3.1
Page 201 of 261
D1.1 Schedule Design
Activities
Scheduling and managing the execution of individual prototyping of designs. The
requirements are determined based on the detailed design plan or other types of design
pull signals.
Process Name
Description/Definition
D1.2 Develop Prototype
The series of activities performed to establish the processes, environmental
requirements, infrastructure and test instructions for creating and testing a prototype.
And collecting the materials and technology required for the prototype.
D1.2
D1.3 Build & Test
Prototype
The series of activities performed on materials to create a prototype of the product in a
lab environment. The processes associated with the validation of product performance to
ensure conformance to defined specifications and requirements.
D1.3
D1.4 Package Design
Activities associated with post-prototyping documentation, testing, or certification
required prior to delivery of the design to Integration.
D1.4
D1.5 Release Design to
Integrate
The process of obtaining receiving, logging and validating a request for a design,
obtaining approval and releasing design information (specifications) to the Integration
process.
The series of activities to receive validate and decompose the design requests.
D1.5
Scheduling and managing the execution of individual prototyping of designs. The
requirements are determined based on the detailed design plan or other types of design
pull signals.
The series of activities performed to establish the processes, environmental
requirements, infrastructure and test instructions for creating and testing a prototype.
And collecting the materials and technology required for the prototype.
D2.2
D2.4 Build & Test
Prototype
The series of activities performed on materials to create a prototype of the product in a
lab environment. The processes associated with the validation of product performance to
ensure conformance to defined specifications and requirements.
D2.4
D2.5 Package Design
Activities associated with post-prototyping documentation, testing, or certification
required prior to delivery of the design to Integration.
D2.5
D2.6 Release Design to
Integrate
The process of obtaining approval and releasing design information to the Integration
process.
D2.6
D3.1 Receive, Validate &
Decompose Request
The series of activities to receive validate and decompose the design requests.
D3.1
D3.2 Schedule Design
Activities
Scheduling and managing the execution of individual prototyping of designs. The
requirements are determined based on the detailed design plan or other types of design
pull signals.
The series of activities of reviewing research materials, results and findings,
understanding the technology and how to integrate into the product design.
D3.2
The series of activities performed to establish the processes, environmental
requirements, infrastructure and test instructions for creating and testing a prototype.
And collecting the materials and technology required for the prototype.
The series of activities performed on materials to create a prototype of the product in a
lab environment. The processes associated with the validation of product performance to
ensure conformance to defined specifications and requirements.
D3.4
D3.6 Package Design
Activities associated with post-prototyping documentation, testing, or certification
required prior to delivery of the design to Integration. This includes the development of
manufacturing and testing processes for the supply chain and support processes for the
customer chain.
D3.6
D3.7 Release Design to
Integrate
The process of obtaining approval and releasing design information to the Integration
process
D3.7
EA Enable Amend
Enable Amend is the collection of processes to prepare, maintain, and manage
information or relationships upon which Amend execution processes rely
EA
EA.1 Manage Amend
Business Rules Processes
The process of establishing, maintaining, and enforcing decision support criteria for
Amend planning and execution which translate to rules for conducting business, i.e.
developing and maintaining service levels, given service requirements by design chain
EA.1
D2.1 Receive, Validate &
Decompose Request
D2.2 Schedule Design
Activities
D2.3 Develop Prototype
D3.3 Acquire Knowledge
D3.4 Develop Prototype
D3.5 Build & Test
Prototype
© APICS 2014. All rights
reserved.
D1.1
D2.1
D2.3
D3.3
D3.5
Page 202 of 261
stakeholders and partners. Business rules align Amend process policies with business
strategy, goals, and objectives
Process Name
Description/Definition
EA.1 Manage Amend
Business Rules Processes
The process of establishing, maintaining, and enforcing decision support criteria for
Amend planning and execution which translate to rules for conducting business, i.e.
developing and maintaining service levels, given service requirements by design chain
stakeholders and partners. Business rules align Amend process policies with business
strategy, goals, and objectives
EA.1
EA.2 Manage Amend
Performance
The process of measuring actual Amend process performance against internal and/or
external standards to develop and implement a course of action to achieve targeted
performance levels
EA.2
EA.2 Manage Amend
Performance
The process of measuring actual Amend process performance against internal and/or
external standards to develop and implement a course of action to achieve targeted
performance levels
EA.2
EA.3 Manage Amend
Information
The process of collecting, integrating and maintaining the accuracy of Amend execution
information necessary to plan and execute the recovery of design chain issues
EA.3
EA.4 Manage Product Life
Cycle
The process of defining and maintaining the status of products/services during the total
life of a product. This includes establishing processes and maintenance of status
information of products
EA.4
EA.5 Manage Integrate
Capital Assets
The process of defining capacity requirements and utilization and then acquiring,
maintaining and dispositioning an organization's capital assets as part of the overall
Amend process
EA.5
EA.6 Manage Amend
Knowledge Transfer
The process of defining a Amend knowledge transfer strategy and maintaining the
information, which characterizes total Amend knowledge management requirements
EA.6
EA.7 Manage Amend
Network
The process of defining and maintaining the information about the Amend design chain
network for a group of similar or complimentary products through their full life cycle,
including the evaluation of market need, product realization (development, introduction
and production), product discontinuation, and after-market support
EA.7
EA.8 Manage Amend
Regulatory Compliance
The process of identifying and complying with regulatory documentation and process
standards set by external entities (i.e. government, trade officials, etc.) when planning for
Amend
EA.8
ED.1 Manage Design
Business Rules
The process of establishing, maintaining, and enforcing decision support criteria for
Design planning and execution which translate to rules for conducting product and
process design, i.e. developing and maintaining internal and external customer
standards of Design processes such as service levels, given service requirements by
design chain stakeholders and partners. Business rules align Design process policies
with business strategy, goals, and objectives.
The process of measuring actual Design process performance against internal and/or
external standards to develop and implement a course of action to achieve targeted
performance levels.
ED.1
ED.3 Manage Design
Information
The process of collecting, integrating and maintaining the accuracy of Design execution
information necessary to plan and execute the integrated design chain.
ED.3
ED.4 Manage Product Life
Cycle
The process of defining and maintaining the status of products/services during the total
life of a product. This includes establishing processes and maintenance of status
information of products
The process of acquiring, maintaining and dispositioning Design's capital assets to
operate the Design processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Design equipment.
ED.4
ED.2 Manage Design
Performance
ED.5 Manage Design
Capital Assets
© APICS 2014. All rights
reserved.
ED.2
ED.5
Page 203 of 261
ED.6 Manage Design
Knowledge Transfer
The process of defining a Design knowledge transfer strategy and maintaining the
information, which characterizes total Design knowledge management requirements.
ED.6
ED.7 Manage Design
Network
The process of defining and maintaining the information about the Design network for a
group of similar or complimentary products through their full life cycle, including the
evaluation of market need, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes the
company's internal and external relationships.
ED.7
Process Name
Description/Definition
ED.8 Manage Design
Regulatory Compliance
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government, laboratory safety, hazardous
materials disposition, etc).
ED.8
ED.9 Manage Intellectual
Property
The process of defining, establishing, maintaining, and enforcing a strategy for managing
intellectual property. And the process of collecting, maintaining, and archiving
intellectual property information.
ED.9
EI.1 Manage Integrate
Business Rules
The process of establishing, maintaining, and enforcing decision support criteria for
Integrate planning and execution which translate to rules for conducting product and
process integration, i.e. developing and maintaining internal and external customer
standards of Integrate processes such as service levels, given service requirements by
design chain stakeholders and partners. Business rules align Integrate process policies
with business strategy, goals, and objectives.
The process of measuring actual Integrate process performance against internal and/or
external standards to develop and implement a course of action to achieve targeted
performance levels.
EI.1
EI.3 Manage Integrate
Information
The process of collecting, integrating and maintaining the accuracy of Integrate
execution information necessary to plan and execute the integrated design chain.
EI.3
EI.4 Manage Product Life
Cycle
The process of defining and maintaining the status of products/services during the total
life of a product. This includes establishing processes and maintenance of status
information of products.
The process of acquiring, maintaining and dispositioning Integrate's capital assets to
operate the integration processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Integrate equipment.
EI.4
EI.6 Manage Integrate
Knowledge Transfer
The process of defining a Integrate knowledge transfer strategy and maintaining the
information, which characterizes total Integrate knowledge management requirements.
EI.6
EI.7 Manage Integrate
Network
The process of defining and maintaining the information about the Integrate network for
a group of similar or complimentary products through their full life cycle, including the
evaluation of market need, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes the
company's internal and external relationships
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
EI.7
The process of establishing, maintaining, and enforcing decision support criteria for
design chain planning which translate to rules for conducting business, i.e. developing
and maintaining customer standards of an entire design chain such as service levels,
given service requirements by design chain stakeholders and partners. Business rules
align Plan process policies with business strategy, goals, and objectives. This includes
developing and enforcing compatibility, connectivity, and interchangeability standards.
EP.1
EI.2 Manage Integrate
Performance
EI.5 Manage Integrate
Capital Assets
EI.8 Manage Integrate
Regulatory Compliance
EP.1 Manage Plan
Business Rules
© APICS 2014. All rights
reserved.
EI.2
EI.5
EI.8
Page 204 of 261
EP.2 Manage Design
Chain Performance
The process of measuring actual integrated design chain performance against internal
and/or external standards to develop and implement a course of action to achieve
targeted performance levels. Performance targets established for the execution of
design chain processes are reflected in the process elements for Plan, i.e. cost,
reliability, cycle time, responsiveness, assets, and innovativeness
EP.2
EP.3 Manage Plan
Information
The process of collecting, integrating and maintaining the accuracy of design chain
execution information necessary to plan the balancing of design chain resources to
requirements at both the highest aggregate and lowest project/product planning levels
EP.3
Process Name
Description/Definition
EP.4 Manage Product
Lifecycle
The process of defining and maintaining the status of products/services during the total
life of a product. This includes establishing processes and maintenance of status
information of products
EP.4
EP.5 Manage Design
Chain Assets
The process of acquiring, maintaining and dispositioning an organization's Design Chain
capital assets. This includes automation tools and facilities like laboratories, offices, etc
EP.5
EP.6 Manage Design
Chain Knowledge Transfer
The process of defining a Design Chain knowledge transfer strategy and maintaining the
information, which characterizes total Design Chain knowledge management
requirements
EP.6
EP.7 Manage Design
Chain Configuration
The process of defining and maintaining the information about the Design Chain network
for a group of similar or complimentary products through their full life cycle, including the
evaluation of product requirements, product realization (development, introduction and
production), product discontinuation, and after-market support. This includes the
company's internal and external relationships
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
EP.7
EP.9 Align Design Chain
Unit Plan with Financial
Plan
The process of revising the long-term Design Chain capacity and resource plans, given
the inputs from the strategic and business plans. This includes revision of not only
aggregate forecast and projections related to Design Chain, Research, Design, and
Integrate plans, but also business assumptions.
EP.9
ER Enable Research
Enable Research is the collection of processes to prepare, maintain, and manage
information or relationships upon which Research execution processes rely.
ER
ER.1 Manage Research
Business Rules
The process of defining and maintaining rules and work instructions for performing
research, establishing supplier relationships and evaluating materials.
ER.1
ER.2 Manage Research
Performance
The process of measuring actual research performance against internal and/or external
standards to develop and implement a course of action to achieve targeted research
performance.
ER.2
ER.3 Maintain Research
Information
The process of collecting information to support the day-to-day maintenance of all
planning and execution data required supporting the sourcing process.
ER.3
ER.4 Manage Product
Lifecycle
The process of defining and maintaining the status of products/services during the total
life of a product. This includes establishing processes and maintenance of status
information of products.
ER.4
ER.5 Manage Research
Capital Assets
Acquisition, maintenance, and disposition of Research capital assets. (labs and
equipment).
ER.5
ER.6 Manage Research
Knowledge Transfer
The process of defining a Research knowledge transfer strategy and maintaining the
information, which characterizes total Research knowledge management requirements.
This includes creation and maintenance of training materials, delivery of training, and
availability and accessibility of training and warranty information.
The process of defining and maintaining the supplier and research sources network for
specific materials/technologies/topics (no capital asset management).
ER.6
EP.8 Manage Plan
Regulatory Compliance
ER.7 Manage Research
Network
© APICS 2014. All rights
reserved.
EP.8
ER.7
Page 205 of 261
ER.8 Manage Research
Regulatory Requirements
The process of identifying and complying with regulatory documentation and process
standards set by external entities (e.g. government).
ER.8
I1.1 Receive & Validate
Request
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
I1.1
I1.2 : Integrate New
Product
The Integrate management process encompasses synthesizing the design definitions
and decomposition of the design definitions into sets of component design definitions,
releasing product and product definitions to Supply Chain and Selling Chain execution
and releasing design documentation to Marketing and Support organizations for new
products
The process of identifying, obtaining and validating off-the-shelf designs against the
product refresh specifications
I1.2
I1.4 Pilot Design
The series of activities performed to create and validate a product pilot. The processes
associated with the validation of product performance to ensure conformance to defined
specifications and requirements. Examples are manufacturing verification build,
customer tests, etc
I1.4
Process Name
Description/Definition
I1.5 Package Product
Activities associated with post-piloting documentation, testing, or certification required
prior to releasing the product
I1.5
I1.6 Release Product
The process of obtaining approval and releasing the product
I1.6
I2.1 Receive & Validate
Request
I2.2 Decompose Request
I2.1
I2.3 Distribute
Requirements
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
The process of decomposing the requests and documenting the specifications of the
components (also known as conceptual design). This includes scheduling activities and
assigning resources.
The activity of transferring the decomposed requirements to the appropriate Design or
Research process.
I2.4 Receive & Validate
Design
The process of identifying, obtaining and validating new technology designs against the
product requirements and specifications
I2.4
I2.5 Pilot Design
The series of activities performed to create and validate a product pilot. The processes
associated with the validation of product performance to ensure conformance to defined
specifications and requirements. Examples are manufacturing verification build,
customer tests, etc
Activities associated with post-piloting product and process documentation, testing, or
certification required prior to releasing the product
I2.5
I2.7 Release Product
The process of obtaining approval and releasing the product
I2.7
I3.1 Receive & Validate
Request
I3.2 Decompose Request
I3.1
I3.3 Distribute
Requirements
Receive, log and assign project numbers to requests. Examine request to ensure
completeness of the request
The process of decomposing the requests and documenting the specifications of the
components (also known as conceptual design). This includes the scheduling of activities
and assigning resources.
The activity of transferring the decomposed requirements to the appropriate Research
process
I3.4 Receive & Validate
Design
The process of identifying, obtaining and validating new technology designs against the
product requirements and specifications
I3.4
I3.5 Establish Execution
Processes
The process of establishing, reviewing and/or modifying the activities, test criteria,
environmental requirements and disposition process for manufacturing or sourcing of
the product. New technology may require new work and safety instructions, re-layout of
cells and conveyors, etc. For manufacturing layout changes this process links to Make
Enable processes in the supply chain domain
The series of activities performed to create and validate a product pilot. The processes
associated with the validation of product performance to ensure conformance to defined
specifications and requirements. Examples are manufacturing verification build,
customer tests, etc
I3.5
I1.3 Obtain & Validate
Design
I2.6 Package Product
I3.6 Pilot Design
© APICS 2014. All rights
reserved.
I1.3
I2.2
I2.3
I2.6
I3.2
I3.3
I3.6
Page 206 of 261
I3.7 Package Product
Activities associated with post-piloting product and process documentation, testing, or
certification required prior to releasing the product
I3.7
I3.8 Release Product
The process of obtaining approval and releasing the product
I3.8
I2 Integrate New Product
The Integrate management process encompasses synthesizing the design definitions
and decomposition of the design definitions into sets of component design definitions,
releasing product and product definitions to Supply Chain and Selling Chain execution
and releasing design documentation to Marketing and Support organizations for new
products
The Integrate management process encompasses synthesizing the design definitions
and decomposition of the design definitions into sets of component design definitions,
releasing product and product definitions to Supply Chain execution and releasing design
documentation to Marketing and Support organizations for new technology
I2
I3 Integrate New
Technology
I3
Process Name
Description/Definition
PA.1 Gather Amend
Requirements
The process of identifying, prioritizing and considering all sources of Amend
requirements for the integrated design chain.
PA.1
PA.2 Gather Amend
Resources
The process of identifying, prioritizing and considering all Amend resources of the
integrated design chain.
PA.2
PA.3 Balance Amend
Requirements with
Resources
PA.4 Establish Amend
Plans
The process of identifying and addressing the gaps between Amend requirements and
resources in order to determine the optimal utilization of Amend resources.
PA.3
The establishment and communication of Amend priorities, projects and time lines.
PA.4
PD.1 Gather Design
Requirements
The process of identifying, prioritizing and considering all sources of Design
requirements for the integrated design chain
PD.1
PD.2 Gather Design
Resources
The process of identifying, prioritizing and considering all Design resources of the
integrated design chain
PD.2
PD.3 Balance Design
Requirements with
Resources
PD.4 Establish Design
Plan
The process of identifying and addressing the gaps between Design requirements and
resources in order to determine the optimal utilization of Design resources.
PD.3
The establishment and communication of Design priorities, projects and time lines.
PD.4
PI.1 Gather Integrate
Requirements
The process of identifying, prioritizing and considering all sources of Integrate
requirements for the integrated design chain.
PI.1
PI.2 Gather Integrate
Resources
The process of identifying, prioritizing and considering all Integrate resources of the
integrated design chain.
PI.2
PI.3 Balance Integrate
Requirements with
Resources
The process of identifying and addressing the gaps between Integrate requirements and
resources in order to determine the optimal utilization of Integrate resources
PI.3
PI.4 Establish Integrate
Plans
The establishment and communication of Integrate priorities, projects and time lines.
PI.4
PP.1 Gather Design Chain
Requirements
The process of identifying, prioritizing and considering all sources of design chain
requirements for the integrated design chain.
PP.1
PP.2 Gather Design-Chain
Resources
The process of identifying, prioritizing and considering all design chain resources of the
integrated design chain.
PP.2
PP.3 Balance Design
Chain Requirements with
Resources
PP.4 Establish &
Communicate DesignChain Plans
The process of identifying and addressing the gaps between design chain requirements
and resources in order to determine the optimal utilization of design chain resources.
PP.3
The establishment and communication of design chain priorities, projects and time lines.
PP.4
PR.1 Gather Research
Requirements
The process of identifying, prioritizing and considering all sources of Research
requirements for the integrated design chain.
PR.1
PR.2 Gather Research
Resources
The process of identifying, prioritizing and considering all Research resources of the
integrated design chain.
PR.2
© APICS 2014. All rights
reserved.
Page 207 of 261
PR.3 Balance Research
Resources with Research
Requirements
The process of identifying and addressing the gaps between Research requirements and
resources in order to determine the optimal utilization of Research resources.
PR.3
PR.4 Establish Research
Plans
The establishment and communication of Research priorities, projects and time lines.
PR.4
R1.1 Schedule Research
Activities
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed Research plan. This
includes the identification and validation of potential suppliers of materials or
technology.
The process and associated activities of ordering and receiving materials and
technology.
R1.1
R1.3
R1.4 Transfer Findings/
Material
The process and actions required determining product conformance to requirements and
criteria. This includes documenting and archiving characteristics, test results, form, fit
and function, and can include testing in laboratories and disposition of materials.
The process of receiving a request for available research materials and documentation
of specifications and transferring samples and documentation.
Process Name
Description/Definition
R1.5 Authorize Supplier
Payment
The process of authorizing payments and paying suppliers for product or services. This
process includes invoice collection, invoice matching and the issuance of checks.
R1.5
R2.1 Receive & Validate
Request
The activities of receiving and logging Research requests and determining the
completeness of specifications and validity of the request. This includes decomposition
of the request.
R2.1
R2.2 Schedule Research
Activities
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed research request.
This includes the identification and validation of potential suppliers of materials or
technology.
The process and associated activities of ordering and receiving materials and
technology.
R2.2
R2.4
R2.5 Transfer Findings/
Materials
The process and actions required for determining product conformance to requirements
and criteria. This includes documenting and archiving characteristics, test results, form,
fit and function, and can include testing in laboratories and disposition of materials.
The process of receiving a request for available research materials and documentation
of specifications and transferring samples and documentation.
R2.6 Authorize Supplier
Payment
The process of authorizing payments and paying suppliers for product or services. This
process includes invoice collection, invoice matching and the issuance of checks.
R2.6
R3.1 Receive & Validate
Request
The activities of receiving and logging Research requests and determining the
completeness of specifications and validity of the request. This includes decomposition
of the request.
R3.1
R3.2 Identify Sources for
Technology
The identification and qualification of potential suppliers capable of designing and
delivering product and/or technology that will meet all of the required specifications.
R3.2
R3.3 Schedule Research
Activities
Scheduling and managing the execution of the individual deliveries of materials and
technology. The requirements are determined based on the detailed research request.
R3.3
R3.4 Source Materials/
Technology
R3.4
R3.5 Establish Verification
Process
The process and associated activities of ordering and receiving materials and
technology. This includes issuing/scheduling purchase orders, verification of
material/technology receipts, recording into inventory and transfer to laboratory or other
point of use.
The process of establishing the activities, test criteria, environmental requirements and
disposition process for verification of the material/technology.
R3.6 Verify Materials/
Technology
The process and actions required to determine material/technology conformance to
requirements and criteria. This includes documenting and archiving characteristics, test
R3.6
R1.2 Source Materials
R1.3 Verify Materials
R2.3 Source Materials
R2.4 Verify Materials
© APICS 2014. All rights
reserved.
R1.2
R1.4
R2.3
R2.5
R3.5
Page 208 of 261
results, form, fit and function, and can include testing in laboratories and disposition of
materials.
R3.7 Transfer Findings/
Materials
The process of releasing research materials/technology and documentation of
specifications and transferring samples and documentation to the Design process.
R3.7
R3.8 Authorize Supplier
Payment
The process of authorizing payments and paying suppliers for product or services. This
process includes invoice collection, invoice matching and the issuance of checks.
R3.8
© APICS 2014. All rights
reserved.
Page 209 of 261
Input/Output
A m e nd
Plan
A m e nd
Re q u i re m e n t s
A m e nd
S ch e d u l e
B a l a n ce d A m e n d
Re q u i re m e n t s
wi t h
Re so u rc e s
B a l a n ce d
De si g n Ch a i n
Re q u i re m e n t s
wi t h Re so u rce s
B a l a n ce d De si g n
Re q u i re m e n t s
wi t h
Re so u rc e s
B a l a n ce d De si g n
Re so u rc e s
wi t h De si g n
Re q u i re m e n t s
Co n f o rm a n ce
I ssu e
De co m p o se d
I ssu e
De co m p o se d
Re q u e st
De si g n
B u si n e ss
Ru l e s
De si g n
Ch a i n
Plan
De si g n
Ch a i n
Re q u i re m e n t s
De si g n
Ch a i n
Re so u rc e s
De si g n
Do cu m e n t a t i o n
De si g n
Pi l ot
De si g n
Plan
De si g n P l a n
a n d Re q u e st
De si g n
Re q u i re m e n t s
De si g n
Re so u rc e s
De si g n
S ch e d u l e
De si g n
S p e ci fi ca ti o n s
Di st ri b u te d
I ssu e
Di st ri b u te d
Re q u i re m e n t s
E n g i n e e ri ng
Ch a n g e
No t i ce (E CN)
E n g i n e e ri ng
Ch a n g e
O rd e r
E xe cu ti o n
Da t a
E xe cu ti o n
P ro c e sse s
Fe e d b a ck f ro m
Cu st o m e r
Fi n a n ce
T ax &
T re a su ry
P ro c e sse s
Fi n a n ci al P l an
f ro m : Fi n a n ce ,
T ax
& T re a su r. . .
Ga t h e re d
A m e nd
Re q u i re m e n t s
Identi fi ed
S o u rce s f o r
T e ch n o l o gy
I n p u t f ro m
Legal
P ro c e sse s
In te g ra te
Plan
In te g ra te
Re g u l a to ry
Co m p l i a n ce
In te g ra te
Re q u i re m e n t s
In te g ra te
Re so u rc e s
In te g ra te
S ch e d u l e
I ssu e
K n o wl e d g e
M a n a g e m e nt
Plan
K n o wl e d g e
M a n a g e m e nt
S ch e d u l e
M a n age
A m e n d B u si n e ss
Ru l e s/
P e rf o rm a n ce
M a n age
A m e nd
Ca p i t a l A sse t s
M a n age
A m e nd
In fo rm a ti o n
M a n age
A m e nd
P e rf o rm a n ce
M a n age
A m e nd
Re g u l a to ry
Co m p l i a n ce
M a n age
De si g n
B u si n e ss
Ru l e s
M a n age
De si g n
Ca pi tal
A sse t s
I n p u t f ro m
A p p ro p ri a te
De si g n Ch a i n
(e xe cu ti o ...
Legal
P ro c e sse s
I n p u t f ro m
Fi n a n ce ,
T a x & T re a su ry
P ro c e sse s
Li fe
Cycl e
Plan
B a l a n ce d
In te g ra te
Re q u i re m e n t s
wi t h Re so u rce s
B a l a n ce d
Re se a rch
Re q u i re m e n t s
wi t h Re so u rce s
B a l a n ce d
Re se a rch
Re so u rc e s
wi t h Re se a r. . .
B u si n e ss
Ru l e s
M a n age
De si g n
Ch a i n
Co n fi g u rati on
M a n age
De si g n Ch a i n
K n o wl e d g e
T ra n sf e r
M a n age
De si g n
Ch a i n
P e rf o rm a n ce
M a n age
De si g n
In fo rm a ti o n
M a n age
De si g n
K n o wl e d g e
T ra n sf e r
M a n age
De si g n
Ne t wo rk
M a n age
In te g ra te
In fo rm a ti o n
M a n age
In te g ra te
K n o wl e d g e
T ra n sf e r
M a n age
In te g ra te
Ne t wo rk
M a n age
Re se a rch
P e rf o rm a n ce
M a n age
Re se a rch
Re g u l a to ry
Co m p l i a n ce
Ou t p u t to
A p p ro p ri a te
De si g n Ch a i n
(e xe cu ti o n ...
Ou t p u t to
Fi n a nci al
P ro c e sse s
P ro d u ct
Re l e a se
P ro d u ct
Re q u i re m e n t s
P ro d u ct
S p e ci fi ca ti o n s
M a n age
In te g ra te
P e rf o rm a n ce
M a n age
Plan
B u si n e ss
Ru l e s
M a n age
Plan
In fo rm a ti o n
M a n a g e P l an
Re g u l a to ry
Co m p l i a n ce
M a n age
Re se a rch
In fo rm a ti o n
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e r
M a n age
Re se a rch
Ne t wo rk
P a cka g e
Re q u i re m e n t
P a cka g e d
P ro d u ct
P a ym e n t
A u th o ri za ti o n
Pi l ot
De si g n
Plan
Da t a
P ro d u ct
De fi ci e n cy
In fo rm a ti o n
P ro d u ct
Do cu m e n t a t i o n
P ro to tye
a n d P a cka g e
De si g n
P ro to typ e
Re q u i re m e n t
P u rch a se
O rd e r
(S u p p l i e r)
Re se a rch
Do cu m e n t a t i o n
Re vi se d
B u si n e ss
A ssu m p t i o n s
Re vi se d B u si n e ss
A ssu m p t i o n s t o
Ou t p u t :
Fi n a n ce , T a x ...
S ch e d u l e
P ro to typ e
S ch e d u l e d
Re se a rch
A ct i vi ti e s
S o u rce d
M a te ri a l s
V a l i dated
Re q u e st
V e ri fi ca ti on
P ro c e ss
V eri fi ed
M a te ri a l s
V eri fi ed
M a te ri a l s/
T e ch n o l o gy
V eri fi ed
Re se a rch /
M a te ri a l s
© APICS 2014. All rights
reserved.
Re se a rch
Materi al
(S u p p l i e r)
Re se a rch
M a te ri a l from
In p u t S u p p l i e r
S o u rce d
M a te ri a l s/
T e ch n o l o gy
Re se a rch
Plan
S p e ci fi ca ti o n
Ch a n g e
O rd e r (S CO )
P ro d u ct
Qu a l i ty
I ssu e
Re se a rch
Re q u i re m e n t s
Re se a rch
Re so u rc e s
Re se a rch
S ch e d u l e
Re se a rch
S p e ci fi ca ti o n s
S p e ci fi ca ti o n
In fo rm a ti o n
V a l i dated
De si g n
V a l i dated
I ssu e
V a l i dated
I ssu e
Page 210 of 261
Input/Output
Description/Definition
Occurrences
Amend Plan
A plan for a course of action over specified time periods that involve
a projected appropriation of amend resources to meet amend
requirements.
EA..7 EP.3 PA.4
Amend Requirements
Product design issues and manufacturability feed back for current
products
PA.3
Amend Schedule
A plan that authorizes a certain quantity of a specific current items
for gathering and analysis of product design issues and
manufacturability feed back
A1.1 A2.2 A3.1 PA.3
Balanced Amend
Requirements with
Resources
The process result from developing a time-phased course of action
that commits amend resources to meet amend requirements
PA.3 PA.4
Balanced Design Chain
Requirements with
Resources
The output of the process element which essentially authorizes the
plan
PP.3 PP.4
Balanced Design
Requirements with
Resources
The process result from developing a time-phased course of action
that commits design resources to meet design requirements
PD.3 PD.4
Balanced Integrate
Requirements with
Resources
The process result from developing a time-phased course of action
that commits integrate resources to meet integrate requirements
PI.3 PI.4
Balanced Research
Requirements with
Resources
The process result from developing a time-phased course of action
that commits research resources to meet research requirements
PR.3 PR.4
Business Rules
A1.1 A2.2 A2.4 A3.1 EA.1 ED.1 EI.1 EP.1
EP.2 ER.1 ER.2 I1.1 I2.1 I3.1 PA.3 PD.3
PI.3 PP.3 PR.3 R1.1 R2.1 R3.1
Conformance Issue
Rules for conducting business, i.e. developing and maintaining
customer and channel performance standards of return processes
such as service levels, given service requirements by supply chain
stakeholders/trading partners. Business rules align Return process
polices with business strategy, goals and objectives
Communication of performance non conformance
Decomposed Issue
A reviewed issue with identified and documented root cause.
A1.2 A1.3 A2.3 A2.4 A3.3 A3.4
Decomposed Request
Transferring of decomposed requirements to the appropriate Design
or Research process.
Information about the Design network through their full life cycle,
including the evaluation of market need, product realization
(development, introduction and production), product
discontinuation, and after-market support (includes the company's
internal and external relationships).
Communication of courses of action over the appropriate timedefined planning horizon and interval, representing a projected
appropriation of design chain resource to meet design-chain
requirements as they affect the customer.
I1.2 I1.3 I2.2 I2.3 I3.2 I3.3
Design Chain
Requirements
The process result of identifying, prioritizing, and considering as a
whole with constituent parts, all requirements that must be satisfied
by the design chain execution.
PP.1 PP.3
Design Chain Resources
The process result from developing a time-phased course of action
that commits design chain resources to meet design chain
requirements
PP.2 PP.3
Design Documentation
The product design document is the translation of a set of
functional requirements into an operational product that meets both
the enterprise and customer expectations.
D2.5 D3.6 ED.3
Design Business Rules
Design Chain Plan
© APICS 2014. All rights
reserved.
A1.1
ED.1 ED.2
EP.3 EP.7 PA.1 PD.1 PI.1 PP.4 PR.1
Page 211 of 261
Input/Output
Description/Definition
Occurrences
Design Plan
A master design plan used to allocate capacity among design
resources and schedule finite design activities or executing the
performance of a service.
D1.1 D2.2 D3.2 ED.7 EP.3 PD.4
Design Plan and Request
The process result from evaluating the design schedules relative to
customer requested date to determine design schedule.
D3.2 D3.3
Design Requirements
Design requirements are the translation of a set of functional
requirements into design specifications that meets both the
enterprise and customer expectations.
The process result of identifying, prioritizing, and considering as a
whole with constituent parts, all resources available to design
process for execution.
D1.5 D2.1 D3.1 I1.3 I2.3 I3.3 PD.1 PD.3
Design Schedule
A master design plan used to allocate capacity among design
resources and schedule finite design activities or executing the
performance of a service.
D1.1 D2.2 D3.2 PD.3
Design Specifications
Design Specification will: a.Define the technical scope of the
product. b.Define the expected use and purpose of the product. c.
Define relationships with existing products. d.Describe the design of
the product.
A reviewed issue with identified and documented root cause.
D1.5 D2.6 D3.7 I1.3 I2.4 I3.4
Distributed Requirements
Transferring the decomposed requirements to the appropriate
Design or Research process.
I3.3 I3.4
Engineering Change
Notice (ECN)
Communicating the advisory of the short-term actions and
estimated completion schedule for the ECN. This can include build
and/or ship holds, customer notification, website posting, etc.
Communicating engineering changes to the Integrate Process
A1.4 A2.5 EA.3
Execution Data
Communicating information about research planning and execution
processes.
EA.3 ED.3 EI.3 ER.3
Execution Processes
The processes associated with the validation of product
performance to ensure conformance to defined specifications and
requirements.
The flow of information back into the control system so that actual
performance can be compared with planned performance.
I3.5 I3.6
Finance Tax & Treasury
Processes
Finance Tax and Treasury regulatory documentation and process
standards which must be complied with
EP.8 ER.8
Financial Plan from:
Finance, Tax & Treasury
Processes
Financial Plan from: Finance, Tax & Treasury which will revise the
long-term supply chain capacity and resource plans, given the
inputs from the strategic and business plans.
EP.9
Gathered Amend
Requirements
The process result from developing a time-phased course of action
that commits amend resources to meet amend requirements
PA.1 PA.2
Identified Sources for
Technology
Validated, decomposed request with complete specifications.
R3.2 R3.3
Input from Appropriate
Design Chain (execution
process)
Identification of the need for an ECO to the Integrate process
A1.3 A2.4 A3.3
Input from Finance, Tax &
Treasury Processes
Identified finance, tax and treasury (regulatory) documentation and
process standards
EA.8 ED.8 EI.8
Design Resources
Distributed Issue
Engineering Change Order
Feedback from Customer
© APICS 2014. All rights
reserved.
PD.2 PD.3
A1.3 A1.4 A2.4 A2.5 A3.4 A3.5
A1.3
I1.4 I2.5 I3.6
Page 212 of 261
Input/Output
Description/Definition
Occurrences
Input from Legal
Processes
Identified legal (statutory and regulatory) documentation and
process standards
EA.8 ED.8 EI.8
Integrate Plan
A plan for a course of action over specified time periods that
involves a projected appropriation of design resources to meet
integrate requirements.
Identified regulatory documentation and process standards set by
external entities (e.g. government).
EI.7 EP.3 I1.2 I2.2 I3.2 PI.4
Integrate Requirements
The process result from developing a time-phased course of action
that commits integrate resources to meet integrate requirements
PI.1 PI.3
Integrate Resources
The process result of identifying, prioritizing, and considering as a
whole with constituent parts, all resources available to the integrate
process for execution.
The required or agreed time or rate of integration of goods or
services designed for a future period.
PI.2 PI.3
Issue
Communication of performance non conformance
A3.1 EA.3
Knowledge Management
Plan
Communication of courses of action over the appropriate timedefined planning horizon and interval, representing systematic
processes by which knowledge needed for an organization to
succeed is created, captured, shared, and leveraged
A plan that authorizes the company to process knowledge needed
(created, capture, share, and leverage) for a specific item.
Process standards set by external entities (i.e. government, etc.)
EA.6 ED.6 EI.6 EP.6 ER.6
Communication of courses of action over the appropriate timedefined planning horizon and interval, representing systematic
processes by which the status of products/services is defined and
maintained over the product lifecycle.
Rules for conducting business, i.e. developing and maintaining
performance standards of amend processes. Business rules align
Amend process polices with business strategy, goals and objectives.
The process of defining and maintaining a unique network to deliver
a specific product set. This includes activities associated with
identifying and qualifying product design issues and
manufacturability feed back for current products
EA.4 ED.4 EI.4 EP.4 ER.4
Manage Amend
Information
Specifying the inputs, files, processing, and outputs between the
processes of managing amend information and amend knowledge
transfer.
EA.2 EA.3 EA.6
Manage Amend
Performance
The performance of the amend process based upon criterion,
standards, and measurements.
EA.2 EA.3
Manage Amend
Regulatory Compliance
Identified regulatory documentation and process standards set by
external entities (i.e. government, trade officials, etc.) which will
alter business rules.
EA.1. EA.8
Manage Design Business
Rules
Decision support criteria for establishing, maintaining, and
enforcing Design planning and execution for conducting product
and process design, i.e. developing and maintaining internal and
external customer standards of Design processes such as service
levels, given service requirements by design chain stakeholders and
partners. (Business rules align Design process policies with
business strategy, goals, and objectives)
Information about the Design network through their full life cycle,
including the evaluation of market need, product realization
(development, introduction and production), product
discontinuation, and after-market support (includes the company's
internal and external relationships).
ED.1 ED.8
Integrate Regulatory
Compliance
Integrate Schedule
Knowledge Management
Schedule
Legal Processes
Life Cycle Plan
Manage Amend Business
Rules/ Performance
Manage Amend Capital
Assets
Manage Design Capital
Assets
© APICS 2014. All rights
reserved.
EI.1 EI.8
I1.2 I2.2 I3.2 PI.3
ED.6 EI.6 EP.6 ER.6
EP.8 ER.8
EA.1 EA.2
EA.5 EA.7
ED.5 ED.7
Page 213 of 261
Input/Output
Description/Definition
Occurrences
Manage Design Chain
Configuration
Information (including the company's internal and external
relationships) about the Design Chain network for a group of similar
or complimentary products through their full life cycle, including the
evaluation of product requirements, product realization
(development, introduction and production), product
discontinuation, and after-market support.
EP.5 EP.7
Manage Design Chain
Knowledge Transfer
Knowledge transfer information, which affects total Design Chain
knowledge management requirements
EP.3 EP.6
Manage Design Chain
Performance
Actual integrated design chain performance and/or external
standards used to achieve targeted performance levels.
EP.2 EP.7
Manage Design
Information
Design chain execution information used to plan the balancing of
design chain resources to requirements at both the highest
aggregate and lowest project/product planning levels
Design chain execution information used to plan the balancing of
design chain resources to requirements at both the highest
aggregate and lowest project/product planning levels
ED.2 ED.3 ED.6
Information about the Design network through their full life cycle,
including the evaluation of market need, product realization
(development, introduction and production), product
discontinuation, and after-market support (includes the company's
internal and external relationships).
Information regarding the status of products/services during the
total life of a product. Includes status information of products.
Measurement of actual Integrate process performance and/or
external standards/targets
Execution information used to plan the balancing of Integrate
resources to requirements at both the highest aggregate and lowest
project/product planning levels. Information regarding the status of
products/services during the total life of a product. Includes status
information of products.
Information related to acquisition, maintenance, and disposition of
the capital assets which are used in the integrate process.
ED.2 ED.7
Manage Integrate
Performance
Measurement of actual Integrate process performance and/or
external standards/targets
EI.1 EI.2 EI.7
Manage Plan Business
Rules
Decision support criteria for Design Chain Planning which translate
to rules for conducting business, i.e. developing and maintaining
performance standards of a design chain planning processes such
as service levels, given service requirements by design chain
stakeholders/trading partners.
Design chain execution information for the balancing of design
chain resources to requirements at both the highest aggregate and
lowest project/product planning levels
Identified regulatory documentation and process standards set by
external entities (e.g. government).
EP.1 EP.2
Manage Design
Knowledge Transfer
Manage Design Network
Manage Integrate
Information
Manage Integrate
Knowledge Transfer
Manage Integrate Network
Manage Plan Information
Manage Plan Regulatory
Compliance
© APICS 2014. All rights
reserved.
ED.3 ED.6
EI.2 EI.3
EI.3 EI.6
EI.5 EI.7
EP.2 EP.3 EP.6
EP.1 EP.8
Page 214 of 261
Input/Output
Description/Definition
Occurrences
Manage Research
Information
Measurement of actual research process performance and/or
external standards/targets
ER.2 ER.3 ER.6
Manage Research
Knowledge Transfer
EI.6 ER.3 ER.6
Manage Research
Performance
Execution information used to plan the balancing of research
resources to requirements at both the highest aggregate and lowest
project/product planning levels
Information (internal and external) about the research network for a
group of similar or complimentary products through their full life
cycle. Includes market need, development, introduction and
production, product discontinuation, and after-market support.
Measurement of actual research process performance and/or
external standards/targets
Manage Research
Regulatory Compliance
Identified regulatory documentation and process standards set by
external entities (e.g. government).
ER.1 ER.8
Output to Appropriate
Design Chain (execution)
Process
Output to Financial
Processes
Output to Appropriate Design Chain (execution) Process
A2.4
Payment authorization and paying suppliers for product or services.
This process includes invoice collection, invoice matching and the
issuance of checks.
Construction information and test documentation for a model
suitable for use in complete evaluation of form, design,
performance, and material processing.
Product that has been through a series of activities that
containerize completed products for storage or sale to end-users.
R1.5 R2.6 R3.8
Payment Authorization
Authorizing the supplier payment for goods and services per
contract or purchase order
R1.2 R1.5 R2.3 R2.6 R3.4 R3.8
Pilot Design
The output of the processes associated with the validation of
product performance to ensure conformance to defined
specifications and requirements
I1.4 I1.5 I2.5 I2.6 I3.6 I3.7
Plan Data
Information required in the process of setting goals for the
organization and choosing various ways to use the organization's
resources to achieve the goals.
Information about the materials/technology ordered,
material/technology quality and the order completeness.
EP.3 PA.1 PA.2 PD.1 PD.2 PI.1 PI.2 PP.1
PP.2 PR.1 PR.2
EI.13 I1.5 I2.6 I3.7
Product Quality Issue
Product documentation is the set of functional and technical
descriptive items used in the enterprise with customers and in the
design chain
Notification of a discrepancy relating to product quality.
Product Release
The authorization to ship a product that has been ordered.
I1.5 I1.6
Product Requirements
The requirements related to the customer's needs (for product),
including sales forecasts and actual orders and backorders
Detailed product information including, but not limited to key
features, compatible options, part numbers, and technical
specifications.
The documentation (defined specifications) of the process
performed on materials to create a prototype of the product in a lab
environment.
I1.1 I2.1 I3.1
Prototype Requirement
The requirement for a prototype of a product or service to be
developed for production or sales and the materials and technology
required.
D1.2 D1.3 D2.2 D2.3 D2.4 D3.3 D3.4
D3.5
Purchase Order (Supplier)
Contract for delivery for certain products or services in specified
quantities
R1.2 R3.4
Manage Research
Network
Package Requirement
Packaged Product
Product Deficiency
Information
Product Documentation
Product Specifications
Prototype and Package
Design
© APICS 2014. All rights
reserved.
ER.2 ER.5 ER.7
ER.1
D1.3 D1.4 D2.4 D2.5 D3.5 D3.6
I2.6 I2.7 I3.7 I3.8
A2.1 A2.2
A2.1 EA.3
I1.6 I2.7 I3.8
D1.4 D1.5 D2.5 D2.7 D3.6 D3.7
Page 215 of 261
Research Documentation
Documented and archived characteristics, test results, form, fit and
function, and laboratory testing results.
ER.3 R1.3 R2.4 R3.6
Input/Output
Description/Definition
Occurrences
Research Material
(Supplier)
The result of determining if materials meet functional requirements
required for developmental products for both enterprise and
customer expectations.
Research Information about materials which may meet functional
requirements required for developmental products for both
enterprise and customer expectations.
An aggregate research requirements plan used to schedule
research activities to meet design and make plans.
R3.4
Research Requirements
Research requirements related to design needs, including forecasts
and actual orders and backorders
D1.2 D2.3 D3.5 I1.3 I2.3 I3.3 PR.1 PR.3
R1.4 R2.1 R3.1
Research Resources
The identified, prioritized, and considered as a whole with
constituent parts, all resources available to the research process for
execution.
A timetable for planned occurrences in the research process.
PR.2 PR.3
Research Specifications
Research specifications: Product Description, Raw Materials,
Equipment Required, Production Consideration, Production Process,
Merchandising Considerations, Estimated Shelf-Life.
D1.2 D2.3 D3.5 I1.3 I2.4 I3.4 R1.4 R2.5
R3.7
Revised Business
Assumptions
An update to the expected cause and effect statements that are the
base for the Revised Aggregate Forecast and Projections. These are
reviewed periodically with actual results to verify the linkage of
actual cause and effect.
An update to the expected cause and effect statements that are the
base for the Revised Aggregate Forecast and Projections. These are
reviewed periodically with actual results to verify the linkage of
actual cause and effect. These are specifically related to Finance,
Tax and Treasury.
The timetable for planned occurrences in the prototyping process
EP.9 PP.1
Sourced Materials
Materials on order with a selected source against an existing
contract or purchase order.
R1.2 R1.3 R2.3 R2.4
Sourced Materials/
Technology
Materials/technology on order with a selected source against an
existing contract or purchase order.
R3.4 R3.5
Specification Change
Order (SCO)
Trigger for the process to change product specifications
A3.5 EA.3
Specification Information
A specification is a set of requirements. Normally, a specification is
the specific set of (high level) requirements agreed to by the
sponsor/user and the manufacturer/producer of a system. The
specification may also contain both the systems requirements and
the test requirements by which it is determined that the systems
requirements have been met, known as the acceptance test
requirement(s), and a mapping between them.
A design of product which ensures performance and conformance
to defined specifications and requirements.
A3.1 A3.2
Validated Issue
Communication of the fall out issue which is triggered by supply
chain or customer chain performance monitoring processes (make
yield, source availability, on-site assist failure etc). Or, The product
resulting from logging (an ECO) and validating the product
deficiency
A1.1 A1.2 A2.2 A2.3 A3.2 A3.3
Validated Request
Validated, decomposed request with complete specifications. Or,
examined and assigned request which precede logging (ECO) and
validation of the deficiency
D2.1 D2.2 D3.1 D3.2 I1.1 I1.2 I2.1 I2.2
I3.1 I3.2 R3.1 R3.2
Verification Process
Verification of received material/technology against received orders
and technology.
R3.5 R3.6
Verified Materials
Verification that the order received was the materials ordered,
material quality is sufficient and the order is complete.
R1.3 R.4 R2.4 R2.5
Research Material from
Input Supplier
Research Plan
Research Schedule
Revised Business
Assumptions to Output:
Finance, Tax & Treasury
Processes
Schedule Prototype
Validated Design
© APICS 2014. All rights
reserved.
R1.2
EP.3 ER.7 PR.4 R1.1 R2.2 R3.3
PR.3 R1.1 R2.2 R3.3
EP.9
D1.1 D1.2
I1.3 I1.4 I2.3 I2.4 I2.5 I3.4 I3.5
Page 216 of 261
Verified Materials/
Technology
Verified Research/
Materials
© APICS 2014. All rights
reserved.
Verification that the order received was the materials/technology
ordered, material/technology quality is sufficient and the order is
complete.
Verification that the order received was the materials ordered,
material quality is sufficient and the order is complete.
R3.7
R3.6
Page 217 of 261
Metrics - KPI
0 DCOR Metrics Overview: Key performance indicator allocation diagram
% I n vo i ce Re ce i p t s
a n d P a ym e n t s
Ge n e ra t e d vi a E DI
% I n vo i ce s
p ro ce sse d
wi t h o u t i ssu e s
a n d / o r e rro rs
A cq u i re
K n o wl e d g e
Co st
A cq u i re
K n o wl e d g e
Cycl e T i m e
A l i g n De si g n
P l a n wi th
Fi n a n ci al P l an
Co st
A m e nd
Cycl e
T ime
A m e n d De f i ci e n t
P ro d u ct Cycl e
T ime
A m e n d De f i ci e n t
P ro d u ct T o ta l
Co st
A m e n d Fi xe d
A sse t V a l u e
A m e n d P ro d u ct
Fa l l o u t Cycl e
T ime
A m e n d P ro d u ct
Fal l out T otal
Co st
A m e nd
S p e ci fi ca ti o n
Cycl e
T ime
A m e nd
S p e ci fi ca ti o n
T o t a l Co st
A u th o ri ze S u p p l i e r
P a ym e n t Co st
A u th o ri ze
S u p p l i er
P a ym e n t
Cycl e T i m e
B a l a n ce A m e n d
Re q u i re m e n t s w/
Re so u rc e s Co st
B a l a n ce DC
Re q u i re m e n t s w/
Re so u rc e s Co st
B a l a n ce De si g n
Re q u i re m e n t s w/
Re so u rc e s Co st
B a l a n ce In te g ra te
Re q u i re m e n t s w/
Re so u rc e s Co st
B a l a n ce Re se a rch
Re q u i re m e n t s w/
Re so u rc e s Co st
B u i l d & T e st
P ro t o t yp e Co st
B u i l d & T e st
P ro t o t yp e Cycl e
T ime
Co st
per
i n vo i ce
De co m p o se
I ssu e
Co st
De co m p o se
I ssu e
Cycl e T i m e
De co m p o se
Re q u e st
Co st
De co m p o se
Re q u e st
Cycl e T i m e
De si g n Ch a i n
Fi xe d A sse t
V a l ue
De si g n Ch a i n
FT E p e r P ro d u ct
De si g n
De si g n Fi xe d
A sse t V a l u e
De si g n p ro d u ct
ch a n g e
Cycl e T i m e
De ve l o p
P ro to typ e
Co st
De ve l o p
P ro to typ e
Cycl e T i m e
Di st ri b u te
Re q u i re m e n t s
Co st
Di st ri b u te
Re q u i re m e n t s
Cycl e T i m e
Enabl e Am end
T o t a l Co st
E n a b l e d e si g n
ch a n g e Cycl e
T ime
E n a bl e
Re se a rch
Co st
E st a b l i sh A m e n d
P l a n Co st
E st a b l i sh DC
P l a n Co st
E st a b l i sh
De si g n P l a n
Co st
E st a b l i sh
E xe cu ti o n
P ro c e ss Co st
E st a b l i sh
E xe cu ti o n
P ro c e ss Cy cl e
T ime
E st a b l i sh
Re se a rch
P l a n Co st
E st a b l i sh
V e ri fi ca ti on
P ro c e ss Co st
E st a b l i sh
V e ri fi ca ti on
P ro c e ss Cy c l e
T ime
Fi rst to d e l i ve r
n e w i d e a to
m a rke t
Gather Am end
Re q u i re m e n t s Co st
Gather Am end
Re so u rc e s Co st
G a t h e r DC
Re q u i re m e n t s
Co st
G a t h e r DC
Re so u rc e s
Co st
G a t h e r De si g n
Re q u i re m e n t s
Co st
G a t h e r De si g n
Re so u rc e s Co st
G a t h e r Re se a rch
Re q u i re m e n t s
Co st
G a t h e r Re se a rch
Re so u rc e s Co st
I d e n t i f y S o u rce s
fo r T e ch n o l o gy
Co st
I d e n t i f y S o u rce s
fo r T e ch n o l o gy
Cycl e T i m e
In te g ra te
Cycl e
T ime
In te g ra te Fi xe d
A sse t V a l u e
In te g ra te
P l a n Co st
In te g ra te
Re q u i re m e n t s
Co st
In te g ra te
Re so u rc e s Co st
In te g ra te
T otal
Co st
In te g rq a te
d e si g n ch a n g e
Cycl e T i m e
I n te g rq a te d e si g n
ch a n g e Cycl e
T ime
M a n age
Re se a rch
A sse t
Cycl e t i m e
M a n age
In fo rm a ti o n
Cycl e T i m e
M anage Am end
B a l a n ci n g
Cycl e t i m e
M anage Am end
B u si n e ss Ru l e s
Co st
M anage Am end
Ca p i t a l A sse t s
Co st
M anage Am end
I n f o rm a t i o n Co st
M anage Am end
I n ve n t o ry Co st
M anage Am end
K n o wl e d g e
T ra n sf e r Co st
M anage Am end
Ne t wo rk Co st
M anage Am end
P e rf o rm a n ce Co st
M a n a g e a m e nd
Plan
Cycl e t i m e
M anage Am end
Re g u l a to ry
Co m p l i a n ce Co st
M anage Am end
Re q u i re m e n t s
Cycl e t i m e
M anage Am end
Re so u rc e s
Cycl e t i m e
M a n a g e De si g n
B a l a n ci n g
Cycl e t i m e
M a n a g e De si g n
B u si n e ss Ru l e s
Co st
M a n a g e De si g n
Ca p i t a l A sse t s
Co st
M a n a g e De si g n
Ch a i n
Re q u i re m e n t s
Cycl e t i m e
M a n a g e De si g n
Ch a i n
A sse t
Cycl e t i m e
M a n a g e De si g n
Ch a i n A sse t s
Co st
M a n age
De si g n Ch a i n
B a l a n ci n g
Cycl e t i m e
M a n a g e De si g n
Ch a i n
Co n fi g u ari on
Cycl e t i m e
M a n a g e De si g n
Ch a i n
Co n fi g u ra ti on
Co st
M a n a g e De si g n
Ch a i n Fi n a nci al
Re a l i g n m e nt
Cycl e t i m e
M a n a g e De si g n
Ch a i n In ve n to ry
Co st
M a n a g e De si g n
Ch a i n K n o wl e d g e
T ra n sf e r Co st
M a n a g e De si g n
Ch a i n
K n o wl e d g e
T ra n sf e . ..
M a n a g e De si g n
Ch a i n
P e rf o rm a n ce
Co st
M a n a g e De si g n
Ch a i n
Plan
Cycl e t i m e
M a n a g e De si g n
Ch a i n
Re g u l a to ry
Co m p l i a n c. ..
M a n a g e De si g n
Ch a i n Re so u rce s
Cycl e t i m e
M a n a g e De si g n
I n f o rm a t i o n Co st
M a n a g e De si g n
P e rf o rm a n ce
Co st
M a n a g e De si g n
Plan
Cycl e t i m e
M a n a g e De si g n
P ro d u ct I n ve n t o ry
Co st
M a n a g e De si g n
Re g u l a to ry
Co m p l i a n ce Co st
M a n a g e De si g n
Re q u i re m e n t s
Cycl e t i m e
M a n a g e De si g n
Re so u rc e s
Cycl e t i m e
M a n age
In fo rm a ti o n
Cycl e T i m e
M a n age
In fo rm a ti o n
Cycl e T i m e
M a n a g e In te g rate
A sse t
Cycl e t i m e
M a n a g e In te g rate
B a l a n ci n g
Cycl e t i m e
M a n a g e In te g rate
B u si n e ss Ru l e s
Co st
M a n a g e In te g rate
B u si n e ss
Ru l e s Cycl e T i m e
M a n a g e In te g rate
Ca p i t a l A sse t s
Co st
M a n a g e In te g rate
I n f o rm a t i o n Co st
M a n a g e In te g rate
In fo rm a ti o n
Cycl e T i m e
M a n a g e In te g rate
I n ve n t o ry Co st
M a n a g e In te g rate
K n o wl e d g e
T ra n sf e r
Co st
M a n age
In te g ra te
K n o wl e d g e
T ra n sf e . ..
M a n a g e In te g rate
Ne t wo rk Co st
M a n age
i n te g rate
Ne t wo rk
Cycl e T i m e
M a n a g e In te g rate
P e rf o rm a n ce Co st
M a n a g e In te g rate
P e rf o rm a n ce
Cycl e t i m e
M a n a g e In te g rate
Plan
Cycl e t i m e
M a n a g e In te g rate
Re g u l a to ry
Co m p l i a n ce
Cycl e t i m e
M a n a g e In te g rate
Re g u l a to ry
Co m p l i a n ce Co st
M a n a g e In te g rate
Re q u i re m e n t s
Cycl e t i m e
M a n a g e In te g rate
Re so u rc e s
Cycl e t i m e
M a n age
In tel l ectual
P ro p e rt y Co st
M a n age
In tel l ectual
P ro p e rt y
Cycl e T i m e
M a n a g e P l an
A m e nd
Cycl e t i m e
M a n a g e P l an
B u si n e ss Ru l e s
Co st
M a n a g e P l an
B u si n e ss
Ru l e s Cycl e T i m e
M a n a g e P l an
I n f o rm a t i o n Co st
M a n a g e P l an
Re g u l a to ry
Co m p l i a n ce Co st
M a n a g e P ro d u ct
L i f e Cycl e (DC)
Co st
M a n a g e P ro d u ct
L i f e Cycl e (DC)
Cycl e T i m e
M a n a g e Re se a rch
B a l a n ci n g
Cycl e t i m e
M a n a g e Re se a rch
B u si n e ss Ru l e s
Co st
M a n a g e Re se a rch
B u si n e ss
Ru l e s Cycl e T i m e
M a n a g e Re se a rch
Ca p i t a l A sse t s
Co st
M a n age
Re se a rch
In fo rm a ti o n
Co st
M a n a g e Re se a rch
In fo rm a ti o n
Cycl e T i m e
M a n a g e Re se a rch
I n ve n t o ry Co st
M a n a g e Re se a rch
K n o wl e d g e
T ra n sf e r Co st
M a n age
Re se a rch
K n o wl e d g e
T ra n sf e . ..
M a n age
Re se a rch
Ne t wo rk Co st
M a n age
Re se a rch
Ne t wo rk
Cycl e T i m e
M a n a g e Re se a rch
P e rf o rm a n ce Co st
M a n a g e Re se a rch
P e rf o rm a n ce
Cycl e t i m e
M a n a g e Re se a rch
Plan
Cycl e t i m e
M a n a g e Re se a rch
Re g u l a to ry
Co m p l i a n ce Co st
M a n a g e Re se a rch
Re q u i re m e n t s
Cycl e t i m e
M a n a g e Re se a rch
Re so u rc e s
Cycl e t i m e
Nu m b e r o f
" f i rst t o m a rke t"
p ro d u ct
i n t ro d u cti o n s
Nu m b e r o f
B u si n e ss Ru l e
Ch a n g e s
Nu m b e r o f
ch a n g e s p e r
P ro d u ct De si g n
Nu m b e r o f
n e w p ro d u ct
i n t ro d u cti o n s
Nu m b e r o f p o st re l e a se P ro d u ct
De si g n Ch a n g e s
Nu m b e r o f
p ro d u ct d e si g n s
Nu m b e r o f
S p e ci fi ca ti o n
Ch a n g e s
Ob t a i n &
V al i date
De si g n Co st
Ob t a i n &
V a l i d a te De si g n
Cycl e T i m e
Ob t a i n De fi ci e n cy
I n f o rm a t i o n Co st
Ob t a i n De fi ci e n cy
I n f o rm a ti o n Cycl e
T ime
P a cka g e
De si g n
Co st
P a cka g e De si g n
Cycl e T i m e
P a cka g e
P ro d u ct
Co st
P a cka g e
P ro d u ct
Cycl e T i m e
Patents per
p ro d u ct
P atents
p e r p ro j e ct
P a ym e n t
Cycl e
T ime
P e rf e ct
P ro d u ct
De si g n
Pi l ot
De si g n
Co st
P i l o t De si g n
Cycl e T i m e
P ro d u ct L i fe cycl e
M a n a g e m e nt
Cycl e T i m e
P u b l i sh A d vi so ry
(E CN) Co st
P u b l i sh A d vi so ry
(E CN) Cy c l e
T ime
P u b l i sh
S CO Co st
P u b l i sh S CO
Cycl e
T ime
Re ce i ve &
V al i date
Re q u e st Co st
Re ce i ve &
V a l i d a te Re q u e st
Cycl e T i m e
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Co st
Re se a rch d e si g n
ch a n g e
Cycl e T i m e
Re se a rch
Fi xe d
A sse t
V a l ue
Re se a rch
T o t a l Co st
Re t u rn o n
De si g n Ch a i n
A sse t s
T otal
A m e nd
Co st
T o ta l De si g n
Ch a i n Co st
T otal P l an
A m e n d Co st
T ra d e S e cre t s
p e r p ro j e ct
© APICS 2014. All rights
reserved.
P l a n De si g n
Ch a i n T otal
Co st
P l a n d e si g n
ch a n g e Cycl e
T ime
P l a n De si g n
T o t a l Co st
P l a n Re se a rch
T o t a l Co st
P ro d u ct De si g n
Ch a n g e Cycl e
T ime
P l a n Fi xe d
A sse t V a l u e
P l a n In te g ra te
T o t a l Co st
P ro d u ct De si g n
Cycl e T i m e
Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Cycl e
T ime
Re l e a se
P ro d u ct
Co st
Re l e a se
P ro d u ct
Cycl e T i m e
Re l e a se to
I n t e g ra t e Co st
Re l e a se to
In te g ra te
Cycl e T i m e
Re l e a se to
S e l l Cycl e
T ime
Re l e a se to
Sel l T otal
Co st
Re se a rch
Cycl e T i m e
Re se a rch
d e si g n ch a n g e
Cycl e T i m e
S ch e d u l e De si g n
A ct i vi t i e s Co st
S ch e d u l e De si g n
A ct i vi t i e s Cycl e
T ime
S ch e d u l e
Re se a rch
A ct i vi t i e s Co st
S ch e d u l e
Re se a rch
A ct i vi ti e s
Cycl e T i m e
S CO Co st
S CO Cy cl e
T ime
S o u rce
M a te ri a l s
Co st
S o u rce
M a te ri a l s
Cycl e T i m e
S o u rce M a t e ri a l s/
T e ch n o l o g y Co st
S o u rce M a t e ri a l s/
T e ch n o l o gy
Cycl e T i m e
T ra n sf e r Fi n d i n g /
M a t e ri a l s Co st
T ra n sf e r Fi n d i n g /
M a te ri a l s
Cycl e T i m e
T ra n sf e r
Fi n d i n g /M a te ri a l s
Co st
T ra n sf e r
Fi n d i n g /M a te ri a l s
Cycl e T i m e
V al i date
I ssu e Co st
V a l i d a te Issu e
Cycl e T i m e
V e ri fy
M a te ri a l s
Co st
V e ri fy
M a te ri a l s
Cycl e T i m e
V e ri fy M a te ri a l s/
T e ch n o l o g y Co st
V e ri fy M a te ri a l s/
T e ch n o l o gy
Cycl e T i m e
Page 218 of 261
DCOR Metrics - Reliability: Key performance indicator allocation diagram
DC
% I n vo i ce Re ce i p t s
a n d P a ym e n t s
Ge n e ra t e d vi a E DI
© APICS 2014. All rights
reserved.
De si g n Ch a i n
FT E p e r P ro d u ct
De si g n
Re lia b ilit y
P e rf e ct
P ro d u ct
De si g n
Re se a rch
Cycl e T i m e
V e ri fy M a te ri a l s/
T e ch n o l o gy
Cycl e T i m e
Page 219 of 261
DCOR Metrics - Responsiveness: Key performance indicator allocation
diagram
© APICS 2014. All rights
reserved.
Page 220 of 261
DC
R e s p o n s iv e n e s s
A cqui re
K nowl edge
Cycl e T i m e
A m e nd
Cycl e
Time
AAm
mend
e nd Def
P roduct
i ci ent
PFal
roduct
l out Cycl
Cyclee
Time
A m e nd
S peci fi cati on
Cycl e
Time
A uthori ze
S uppl i er
P aym ent
Cycl e T i m e
B ui l d & T est
P rot ot ype Cycl e
Time
De co m p ose
I ssu e
Cycl e T i m e
De co m p ose
Re q uest
Cycl e T i m e
De si gn product
change
Cycl e T i m e
Devel op
P rototype
Cycl e T i m e
Di st ri bute
Requi rem ent s
Cycl e T i m e
E nabl e desi gn
change Cycl e
Time
E st abl i sh
E xecuti on
P ro c e ss Cy c l e
Time
E st abl i sh
V eri fi cati on
P ro c e ss Cy c l e
Time
Fi rst to del i ver
new i dea to
m a rke t
I dent i f y S ources
for T echnol ogy
Cycl e T i m e
Integrate
Cycl e
Time
Integrqate
desi gn change
Cycl e T i m e
I ntegrqate desi gn
change Cycl e
Time
M anage
Re se a rch
A sse t
Cycl e t i m e
M anage
Inform ati on
Cycl e T i m e
M anage A m end
B al anci ng
Cycl e t i m e
M anage am end
P l an
Cycl e t i m e
M anage A m end
Requi rem ent s
Cycl e t i m e
M anage A m end
Re so u rc e s
Cycl e t i m e
M anage Desi gn
B al anci ng
Cycl e t i m e
M anage Desi gn Chai n
Requi rem ent s
Cycl e t i m e
M anage Desi gn
Chai n
A sse t
Cycl e t i m e
M anage
Desi gn Chai n
B al anci ng
Cycl e t i m e
M anage Desi gn
Chai n
Confi guari on
Cycl e t i m e
M anage Desi gn
Chai n Fi nanci al
Real i gnm ent
Cycl e t i m e
M anage Desi gn
Chai n
K nowl edge T ransf er
Cycl e t i m e
M anage Desi gn
Chai n
P l an
Cycl e t i m e
M anage Desi gn
Chai n
Regul atory Com pl i ance
Cycl e t i m e
M anage Desi gn
Ch a i n Re sources
Cycl e t i m e
M anage Desi gn
P l an
Cycl e t i m e
M anage Desi gn
Requi rem ent s
Cycl e t i m e
M anage Desi gn
Re so u rc e s
Cycl e t i m e
M anage
Inform ati on
Cycl e T i m e
M anage
Inform ati on
Cycl e T i m e
M anage Integrate
A sse t
Cycl e t i m e
M anage Integrate
B al anci ng
Cycl e t i m e
M anage Integrate
B u si n e ss
Rul es Cycl e T i m e
M anage Integrate
Inform ati on
Cycl e T i m e
M anage
Integrate
K nowl edge T ransf er
Cycl e t i m e
M anage
i ntegrate
Ne t wo rk
Cycl e T i m e
M anage Integrate
P erf orm ance
Cycl e t i m e
M anage Integrate
P l an
Cycl e t i m e
M anage Integrate
Regul atory
Com pl i ance
Cycl e t i m e
M anage Integrate
Requi rem ent s
Cycl e t i m e
M anage Integrate
Re so u rc e s
Cycl e t i m e
M anage Intel l ectual
P ropert y
Cycl e T i m e
M anage P l an
A m e nd
Cycl e t i m e
M anage P l an
B u si n e ss
Rul es Cycl e T i m e
M anage P roduct
Li f e Cycl e (DC)
Cycl e T i m e
M anage Research
B al anci ng
Cycl e t i m e
M anage Research
B u si n e ss
Rul es Cycl e T i m e
M anage Research
Inform ati on
Cycl e T i m e
M anage
Re se a rch
K nowl edge T ransf er
Cycl e t i m e
M anage
Re se a rch
Ne t wo rk
Cycl e T i m e
M anage Research
P erf orm ance
Cycl e t i m e
M anage Research
P l an
Cycl e t i m e
M anage Research
Requi rem ent s
Cycl e t i m e
M anage Research
Re so u rc e s
Cycl e t i m e
Num ber of
" f i rst t o m arket"
product i nt roducti ons
Num ber of
B u si n e ss Rul e
Ch a nges
Num ber of
ch anges per
P ro duct Desi gn
P a cka ge Desi gn
Cycl e T i m e
P a cka ge
P ro duct
Cycl e T i m e
P aym ent
Cycl e
Time
P i l ot Desi gn
Cycl e T i m e
P l an desi gn
change Cycl e
Time
P ro duct Desi gn
Change Cycl e
Time
P roduct Li fecycl e
M anagem ent
Cycl e T i m e
P ubl i sh A dvi sory
(E CN) Cy c l e
Time
Recei ve &
P ubl i sh S CO Cycl e
V al i date Request
Time
Cycl e T i m e
Recei ve, V al i date
& De co m p ose
Re quest Cycl e
Time
Rel ease
P ro duct
Cycl e T i m e
Rel ease to
Integrate
Cycl e T i m e
Rel ease to
S el l Cycl e
Time
Re se a rch
desi gn change
Cycl e T i m e
S chedul e Desi gn
A ct i vi t i es Cycl e
Time
S chedul e
Re se a rch
A ct i vi ti es
Cycl e T i m e
S CO Cy cl e
Time
S ource
M ateri al s
Cycl e T i m e
S ource M at eri al s/
T echnol ogy
Cycl e T i m e
T ransf er Fi ndi ng/
M ateri al s
Cycl e T i m e
T ransf er
Fi ndi ng/M ateri al s
Cycl e T i m e
V al i date Issue
Cycl e T i m e
V eri fy
M ateri al s
Cycl e T i m e
DCOR Metrics - Flexibility: Key performance indicator allocation diagram
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DC
F le x ib ilit y
% I n vo i ce s p ro ce sse d
wi t h o u t i ssu e s
a n d / o r e rro rs
E n a b l e d e si g n
ch a n g e Cycl e
Time
Nu m b e r o f p o st re l e a se P ro d u ct
De si g n Ch a n g e s
Nu m b e r o f
p ro d u ct d e si g n s
Ob t a i n De fi ci e n cy
I n f o rm a ti o n Cycl e
Time
P ro d u ct De si g n
Cycl e T i m e
Re se a rch
d e si g n ch a n g e
Cycl e T i m e
Re se a rch d e si g n
ch a n g e
Cycl e T i m e
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reserved.
Nu m b e r o f
S p e ci fi ca ti o n
Ch a n g e s
Page 222 of 261
DCOR Metrics - Costs: Key performance indicator allocation diagram
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reserved.
Page 223 of 261
Costs
A cqui re
K nowl edge
Co st
A m end Def i ci ent
P roduct T otal
Co st
A m end Fi xed
A sset V al ue
A m e nd P roduct
Fal l out T otal
Co st
A m e nd
S peci fi cati on
T ot al Cost
A uthori ze S uppl i er
P a ym e nt Cost
B al ance A m end
Re q ui rem ent s w/
Re so u rc e s Co st
B al ance DC
Re q ui rem ent s w/
Re so u rc e s Co st
B al ance Desi gn
Re q ui rem ent s w/
Re so u rc e s Co st
B al ance Integrate
Re q ui rem ent s w/
Re so u rc e s Co st
B al ance Research
Re q ui rem ent s w/
Re so u rc e s Co st
B ui l d & T est
P rot ot ype Cost
Co st
per
i nvoi ce
De co m p ose
I ssu e
Co st
De co m p ose
Re q uest
Co st
Devel op
P rototype
Co st
Di st ri bute
Requi rem ent s
Co st
E nabl e A m end
T ot al Cost
E nabl e
Re se a rch
Co st
E st abl i sh A m end
P l an Cost
E st a b l i sh DC
P l an Cost
E st abl i sh
Desi gn P l an
Co st
E st abl i sh
E xecuti on
P ro c e ss Co st
E st abl i sh
Re se a rch
P l an Cost
E st abl i sh
V eri fi cati on
P ro c e ss Co st
G at her A m end
Re q u i rem ent s Cost
G a t her DC
Requi rem ent s
Co st
G a t her DC
Re so u rc e s
Co st
G at her Desi gn
Requi rem ent s
Co st
G at her Desi gn
Re so u rc e s Co st
G a t h er Research
Requi rem ent s
Co st
G a t h er Research
Re so u rc e s Co st
I dent i f y S ources
for T echnol ogy
Co st
Integrate
P l an Cost
Integrate
Requi rem ent s
Co st
Integrate
Re so u rc e s Co st
Integrate
T otal
Co st
M anage A m end
B u si n e ss Ru l e s
Co st
M anage A m end
Ca pi t al A sset s
Co st
M anage A m end
I nf orm at i on Cost
M anage A m end
I n vent ory Cost
M anage A m end
K nowl edge
T ra nsf er Cost
M anage A m end
Ne t wo rk Co st
M anage A m end
P e rf orm ance Cost
M anage A m end
Regul atory
Com pl i ance Cost
M anage Desi gn
B u si n e ss Ru l e s
Co st
M anage Desi gn
Ca pi t al A sset s
Co st
M anage Desi gn
Ch a i n A sse t s
Co st
M anage Desi gn
Chai n Confi gurati on
Co st
M anage Desi gn
Chai n Inventory
Co st
M anage Desi gn
Chai n K nowl edge
T ra nsf er Cost
M anage Desi gn
Chai n P erf orm ance
Co st
M anage Desi gn
I nf orm at i on Cost
M anage Desi gn
P erf orm ance
Co st
M anage Desi gn
P roduct I nvent ory
Co st
M anage Desi gn
Regul atory
Com pl i ance Cost
M anage Integrate
B u si n e ss Ru l e s
Co st
M anage Integrate
Ca pi t al A sset s
Co st
M anage Integrate
I nf orm at i on Cost
M anage Integrate
I n vent ory Cost
M anage Integrate
K nowl edge T ransf er
Co st
M anage Integrate
Ne t wo rk Co st
M anage Integrate
P e rf orm ance Cost
M anage P l an
B u si n e ss Ru l e s
Co st
M anage P l an
I nf orm at i on Cost
M anage P l an
Regul atory
Com pl i ance Cost
M anage P roduct
Li f e Cycl e (DC)
Co st
M anage Research
B u si n e ss Ru l e s
Co st
M anage Research
Ca pi t al A sset s
Co st
M anage
Re se a rch
Inform ati on
Co st
M anage Research
I n vent ory Cost
M anage Research
K nowl edge
T ra nsf er Cost
M anage
Re se a rch
Ne t wo rk Co st
M anage Research
P e rf orm ance Cost
M anage Research
Regul atory
Com pl i ance Cost
Obt ai n &
V al i date
De si g n Cost
Obt ai n Defi ci ency
I nf orm at i on Cost
P a cka ge
De si gn
Co st
Pi l ot
De si gn
Co st
P l an Desi gn
Chai n T otal
Co st
P l an Desi gn
T ot al Cost
P l an Integrate
T ot al Cost
P l an Research
T ot al Cost
P ubl i sh A dvi sory
(E CN) Co st
P ubl i sh
S CO Co st
Recei ve &
V al i date
Re q u e st Cost
Recei ve, V al i date
& De co m p ose
Re q u e st Cost
Rel ease
P ro duct
Co st
Rel ease to
I nt egrat e Cost
Rel ease to
Sel l T otal
Co st
Re se a rch
T ot al Cost
S chedul e Desi gn
A ct i vi t i es Cost
S chedul e
Re se a rch
A ct i vi t i es Cost
S CO Co st
S ource
M ateri al s
Co st
S ource M at eri al s/
T echnol ogy Cost
T otal
A m e nd
Co st
T otal Desi gn
Chai n Cost
T otal P l an
A m e n d Cost
T ransf er Fi ndi ng/
M at eri al s Cost
T ransf er
Fi ndi ng/M ateri al s
Co st
V al i date
I ssu e Co st
V eri fy
M ateri al s
Co st
V eri fy M ateri al s/
T echnol ogy Cost
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DCOR Metrics - Assets: Key performance indicator allocation diagram
Assets
A l i g n De si g n
P l a n wi th
Fi n a n ci al P l an
Co st
De si g n Ch a i n
Fi xe d A sse t
V a l ue
De si g n Fi xe d
A sse t V a l u e
In te g ra te Fi xe d
A sse t V a l u e
Patents per
p ro d u ct
P atents
p e r p ro j e ct
P l a n Fi xe d
A sse t V a l u e
Re se a rch
Fi xe d
A sse t
V a l ue
Re t u rn o n
De si g n Ch a i n
A sse t s
T ra d e S e cre t s
p e r p ro j e ct
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Page 225 of 261
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
% Invoice Receipts and
Payments Generated via
EDI
# of EDI generated invoices receipts and payments
divided by the total number of invoices.
RELIABILITY
R1.5
% Invoices processed
without issues and/or
errors
The number of Invoices processed without issues
and/or errors divided by the total number of invoices
processed in the measurement period
FLEXIBILITY
R1.5
Acquire Knowledge Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D3.3
Acquire Knowledge Cycle
Time
Align Design Plan with
Financial Plan Cost
Process cycle time
RESPONSIVENESS
D3.3
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
ASSETS
EP.9
Amend Cycle Time
Total time from receipt of product manufacturability
issue or technical deficiency information to publication
of ECN
RESPONSIVENESS
A1 A2 A3
Amend Deficient Product
Cycle Time
Total time from receipt of technical deficiency
information to publication of ECN
RESPONSIVENESS
A2
Amend Deficient Product
Total Cost
Total time from receipt of technical deficiency
information to publication of ECN
COST
A2
Amend Fixed Asset Value
The current value of the design chain assets used in the
Amend process
COST
EA.5
Amend Product Fallout
Cycle Time
Total time from receipt of product manufacturability
issue to publication of ECN
RESPONSIVENESS
A1
Amend Product Fallout
Total Cost
Amend Specification Cycle
Time
Total Amend Product Fallout Cost
COST
A1
Total time from receipt of specification change request
to publication of SCO
RESPONSIVENESS
A3
Amend Specification Total
Cost
Total time from receipt of Specification Change Request
to publication of SCO
COST
A3
Authorize Supplier
Payment Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R1 R2.6 R3.8
Authorize Supplier
Payment Cycle Time
Process cycle time
RESPONSIVENESS
R1 R2.6 R3.8
Balance Amend
Requirements w/
Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PA.3
Balance DC Requirements
w/ Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PP.3
Balance Design
Requirements w/
Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PD.3
Balance Integrate
Requirements w/
Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PI.3
Balance Research
Requirements w/
Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PR.3
Build & Test Prototype Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D1.3 D2.4 D3.5
Build & Test Prototype
Cycle Time
Cost per invoice
Process cycle time
RESPONSIVENESS
D1.3 D2.4 D3.5
All costs associated with the receipt, review, processing,
and payment of a supplier’s invoice for product
received.
COST
R1.5
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Decompose Issue Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
© APICS 2014. All rights
reserved.
COST
A1.2 A1.3 A2.2 A2.3 A3.22 A3.3
Page 227 of 261
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Decompose Issue Cycle
Time
Decompose Request Cost
Process cycle time
RESPONSIVENESS
A1.2 A1.3 A2.2 A2.3 A3.22 A3.3
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I1.2 I2.2 I3.2
Decompose Request Cycle
Time
Design Chain Fixed Asset
Value
Process cycle time
RESPONSIVENESS
I1.2 I2.2 I3.2
DC Fixed Asset Value = Plan Fixed Asset Value +
Research FAV + Design FAV + Integrate FAV + Amend
FAV DC Fixed Assets are managed in the Ex.5
processes.
ASSETS
ER EA
Design Chain FTE per
Product Design
Design Fixed Asset Value
# of DC FTEs / # of product designs
RELIABILITY
EA
The current value of the design chain assets used in the
Design process
ASSETS
ED.5
Design product change
Cycle Time
Develop Prototype Cost
Time to design product change
FLEXIBILITY
D2 D3
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D1.1 D1.2 D2.3 D3.4
Develop Prototype Cycle
Time
Distribute Requirements
Cost
Process cycle time
RESPONSIVENESS
D1.1 D1.2 D2.3 D3.4
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I2.3 I3.3
Distribute Requirements
Cycle Time
Enable Amend Total Cost
Process cycle time
RESPONSIVENESS
I2.3 I3.3
Total Enable Amend Cost
COST
EA
Enable design change
Cycle Time
Enable Research Cost
Time to enable design change
FEXIBILITY
ER
Total Enable Research Cost
COST
ER
Establish Amend Plan Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PA.4
Establish DC Plan Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PP.4
Establish Design Plan Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PD.4
Establish Execution
Process Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I3.5
Establish Execution
Process Cycle Time
Process cycle time
RESPONSIVENESS
I3.5
Establish Research Plan
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PR.4
Establish Verification
Process Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R3.5
Establish Verification
Process Cycle Time
Process cycle time
RESPONSIVENESS
R3.5
First to deliver new idea to
market
% of time products are the first to market with new
technology or innovative features. # of “first to market”
product introductions / # of product introductions
RESPONSIVENESS
I2 I3
Gather Amend
Requirements Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PA.1
Gather Amend Resources
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PA.2
Gather DC Requirements
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PP.1
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Gather DC Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
© APICS 2014. All rights
reserved.
COST
PP.2
Page 229 of 261
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Gather Design
Requirements Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PD.1
Gather Design Resources
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PD.2
Gather Research
Requirements Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PR.1
Gather Research
Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PR.2
Identify Sources for
Technology Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R3.2
Identify Sources for
Technology Cycle Time
Process cycle time
RESPONSIVENESS
R3.2
Integrate Cycle Time
Total cycle time of all Integrate processes
RESPONSIVENESS
I1 I2 I3
Integrate design change
Cycle Time
Time to Integrate design change Triggered by ECO from
A1.3 or A2.4
RESPONSIVENESS
I1 I2 I3
Integrate design change
Cycle Time
Time to Integrate design change Triggered by ECO from
A1.3 or A2.4
RESPONSIVENESS
Integrate Fixed Asset Value
The current value of the design chain assets used in the
Integrate process
ASSETS
EI.5
Integrate Plan Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PI.4
Integrate Requirements
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PI.1
Integrate Resources Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
PI.2
Integrate Total Cost
Total Integrate Cost
COST
I1 I2 I3
Manage Information Cycle
Time
The average time to generate design chain design
information
RESPONSIVENESS
PA.3
Manage Amend Balancing
Cycle time
The average time to balance amend changes
RESPONSIVENESS
EA.1
Manage Amend Business
Rules Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.5
Manage Amend Capital
Assets Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.3
Manage Amend
Information Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.4
Manage Amend Inventory
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.6
Manage Amend Knowledge
Transfer Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.7
Manage Amend Network
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.2
Manage Amend
Performance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.2
Manage Amend Plan Cycle
time
The average time to manage amend plan changes
RESPONSIVENESS
PA.4
Manage Amend Regulatory
Compliance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EA.8
Manage Amend
Requirements Cycle time
The average time to manage Amend requirement
changes
RESPONSIVENESS
PA.1
Manage Amend Resources
Cycle time
The average time to manage Amend Resources changes
RESPONSIVENESS
PA.2
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Manage Design Balancing
Cycle time
The average time to balance design changes
METRIC
DEFINITION
RESPONSIVENESS
METRIC
CATEGORY
PD.3
METRIC OCCURENCES
Manage Design Business
Rules Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.1
Manage Design Capital
Assets Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.5
Manage Design Capitol
Asset Cycle Time
The average time to manage Design Capitol Assets
RESPONSIVENESS
ED.5
Manage Design Chain
Requirements Cycle time
The average time to manage Design chain requirement
changes
RESPONSIVENESS
PP.1
Manage Design Chain
Assets Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.5
Manage Design Chain
Balancing Cycle time
The average time to balance Design Chain changes
RESPONSIVENESS
PP.3
Manage Design Chain
Capitol Asset Cycle time
The average time to manage Design Chain Assets
RESPONSIVENESS
EA.5 ED.5
Manage Design Chain
Configuration Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.7
Manage Design Chain
Configuration Cycle time
The average time to manage Design Chain configuration
actions
RESPONSIVENESS
EP.7
Manage Design Chain
Financial Realignment
Cycle time
The average time to manage Design Chain Regulatory
Compliance changes
RESPONSIVENESS
EP.9
Manage Design Chain
Inventory Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.4
Manage Design Chain
Knowledge Transfer Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.6
Manage Design Chain
Knowledge Transfer Cycle
time
Manage Design Chain
Performance Cost
The average time to manage Design Chain Knowledge
Transfer actions
RESPONSIVENESS
EP.6 ED.6
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.2
Manage Design Chain Plan
Cycle time
The average time to manage Design Chain plan changes
RESPONSIVENESS
PP.4
Manage Design Chain
Regulatory Compliance
Cycle time
The average time to manage Design Chain Regulatory
Compliance changes
RESPONSIVENESS
EA/8 ER/8 EP.8 ED.8
Manage Design Chain
Resources Cycle time
The average time to manage Design Chain Resources
changes
RESPONSIVENESS
PP.2
Manage Design
Information Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.3
Manage Design Knowledge
Transfer Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.2
Manage Design
Performance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.2
Manage Design Plan Cycle
time
The average time to manage design plan changes
RESPONSIVENESS
PD.4
Manage Design Product
Inventory Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.4
Manage Design Regulatory
Compliance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.8
Manage Design
Requirements Cycle time
The average time to manage Design requirement
changes
RESPONSIVENESS
PD.1
Manage Design Resources
Cycle time
The average time to manage Design Resources changes
RESPONSIVENESS
PD,2
Manage Information Cycle
Time
The average time to generate design chain amend
information
RESPONSIVENESS
ED.3 EP.3 EA..3
Manage Integrate Asset
Cycle time
The average time to manage Integrate Assets
RESPONSIVENESS
P1.5
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Manage Integrate
Balancing Cycle time
The average time to balance integrate changes
RESPONSIVENESS
EI.3
Manage Integrate Business
Rules Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.1
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Manage Integrate Business
Rules Cycle Time
The average time to process integrate business rules
RESPONSIVENESS
EI.1
Manage Integrate Capital
Assets Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.5
Manage Integrate
Information Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.3
Manage Integrate
Information Cycle Time
The average time to generate Integrate information
Responsiveness
EI.3
Manage Integrate Inventory
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.4
Manage Integrate
Knowledge Transfer Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.6
Manage Integrate
Knowledge Transfer Cycle
time
Manage Integrate Network
Cost
The average time to manage Integrate Knowledge
Transfer actions
RESPONSIVENESS
EI.6
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.7
Manage integrate Network
Cycle Time
The average time to manage Design Chain configuration
actions
RESPONSIVENESS
EI.7
Manage Integrate
Performance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.2
Manage Integrate
Performance Cycle time
The average time to manage Integrate Performance
RESPONSIVENESS
EI.2
Manage Integrate Plan
Cycle time
The average time to manage integrate plan changes
RESPONSIVENESS
PI.4
Manage Integrate
Regulatory Compliance
Cycle time
Manage Integrate
Regulatory Compliance
Cost
The average time to manage Integrate Regulatory
Compliance changes
RESPONSIVENESS
EI.8
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EI.8
Manage Integrate
Requirements Cycle time
The average time to manage Integrate requirement
changes
RESPONSIVENESS
PI.1
Manage Integrate
Resources Cycle time
The average time to manage Integrate Resources
changes
RESPONSIVENESS
PI.2
Manage Intellectual
Property Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.9
Manage Intellectual
Property Cycle Time
The average time to manage Intellectual Property
changes
RESPONSIVENESS
ED.9
Manage Plan Amend Cycle
time
The average time to manage Amend Plans
RESPONSIVENESS
PA
Manage Plan Business
Rules Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.1
Manage Plan Business
Rules Cycle Time
The average time to process design chain plan business
rules
RESPONSIVENESS
EP.1 ED.1 EA.1
Manage Plan Information
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.3
Manage Plan Regulatory
Compliance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
EP.8
Manage Product Life Cycle
(DC) Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ED.7
Manage Product Life Cycle
(DC) Cycle Time
The average time to manage Design Chain configuration
actions
RESPONSIVENESS
ED.7
Manage Research Asset
Cycle time
The average time to manage Research Assets
RESPONSIVENESS
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Manage Research
Balancing Cycle time
The average time to balance research changes
RESPONSIVENESS
PR.3
Manage Research
Business Rules Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.1
Manage Research
Business Rules Cycle Time
The average time to process research business rules
RESPONSIVENESS
ER.1
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Manage Research Capital
Assets Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.5
Manage Research
Information Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.3
Manage Research
Information Cycle Time
The average time to generate design chain research
information
RESPONSIVENESS
ER.3
Manage Research
Inventory Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.4
Manage Research
Knowledge Transfer Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.6
Manage Research
Knowledge Transfer Cycle
time
Manage Research Network
Cost
The average time to manage Research Knowledge
Transfer actions
RESPONSIVENESS
ER.6
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.7
Manage Research Network
Cycle Time
The average time to manage Research configuration
actions
RESPONSIVENESS
ER.7 EA.7
Manage Research
Performance Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.2
Manage Research
Performance Cycle time
The average time to manage Research Performance
RESPONSIVENESS
ER.2
Manage Research Plan
Cycle time
The average time to manage research plan changes
RESPONSIVENESS
PR.4
Manage Research
Regulatory Compliance
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
ER.8
Manage Research
Requirements Cycle time
The average time to manage research requirement
changes
RESPONSIVENESS
PR.1
Manage Research
Resources Cycle time
The average time to manage Research Resources
changes
RESPONSIVENESS
PR.2
Number of “first to market”
product introductions
Number of new products which were first to market
RESPONSIVENESS
I2 I3
Number of Business Rule
Changes
The number of Business Rule changes over a specified
period of time. E.g. changes / month
RESPONSIVENESS
ED.1 ER.1 EP.1 EA.1 ET.1
Number of changes per
Product Design
# of design changes after release to operations (SC) / #
of product designs
RESPONSIVENESS
I1 D3 A2 I3 A1 I2
Number of new product
introductions
Number of new products introduced to the market
RESPONSIVENESS
I2 I3
Number of post- release
Product Design Changes
# of product design changes per product due to:
1.
Customer significant defects (per product) found after
release to operations (SC) (A2 Deficient Product) 2.
AND product manufacturing, support or delivery design
issues found after release to operations(SC) (A1
Product Fall Out)
FLEXIBILITY
A1 A2
Number of product designs
Total # of product designs released to operations (SC,
CC)
FLEXIBILITY
I1 I2 I3
Number of Specification
Changes
# of specification changes per product due to:
1.
Customer or regulatory revisions 2. AND post product
release to operations (SC)
FLEXIBILITY
A3
Obtain & Validate Design
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I1.3 I2.4 I3.4
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Obtain & Validate Design
Cycle Time
Obtain Deficiency
Information Cost
Process cycle time
RESPONSIVENESS
I1.3 I2.4 I4.5
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
A2.1
Obtain Deficiency
Information Cycle Time
Process cycle time
FLEXIBILITY
A2.1
Package Design Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D1.4 D2.5 D3.6
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Package Design Cycle Time
Process cycle time
RESPONSIVENESS
D1.4 D2.5 D3.6
Package Product Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I1.5 12.5 I2.6 13.7
Package Product Cycle
Time
Patents per product
Process cycle time
RESPONSIVENESS
I1.5 12.5 I2.6 13.7
# of patents registered / # of products
ASSETS
D3 D2 I2 I3
Patents per project
# of patents registered / # of projects
ASSETS
Payment Cycle Time
The time from billing date to receipt of payment
(reported in days or dollar weighted average days)
RESPONSIVENESS
R1.5
Perfect Product Design
% of product designs each period (month, quarter, year,
etc.) which meet the following standards: - Delivered to
operations by commit date - Delivered by request date
- Assembly and Process Documentation complete BOM complete and accurate - Manufacturing
Readiness Status and Risk Assessment complete Learning products plan complete - Patent disclosures
complete - Product certifications complete - Product
test report complete # of perfect product designs / # of
product designs
RELIABILITY
PI PD R/PP I3 PR R3 R2 ER I1 I2
Pilot Design Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I1.4 I2.5 I3.6
Pilot Design Cycle Time
Process cycle time
RESPONSIVENESS
I1.4 I2.5 I3.6
Plan Design Chain Total
Cost
Plan design change Cycle
Time
Plan Design Total Cost
Total Plan Design Chain Cost
COST
PP
Time to plan design change
RESPONSIVENESS
PD PP DD PR PI
Total Plan Design Cost
COST
PD
Plan Fixed Asset Value
The current value of the design chain assets used in
design chain integration
ASSETS
EP.5
Plan Integrate Total Cost
Total Plan Integrate Cost
COST
PI
Plan Research Total Cost
Total Plan Research Cost
COST
PR
Product Design Change
Cycle Time
Time to change a product design after it has been
released to operations. Triggered by ECO from A1.3 or
A2.4 Plan design change Cycle Time + Research design
change Cycle Time + Design product change Cycle Time
+ Integrate design change Cycle Time + Enable design
change Cycle Time
RESPONSIVENESS
PD RI PRI3PP R3 ER Pi R2 I2
Product Design Cycle Time
Total time from receipt of product requirements (from
BD) to release of product design to operations (SC, CC).
[Research Cycle Time + Design CT + Integrate CT] It is
the sum of the following:
Receipt of Product
Requirements to Design Product
Begin Product
Design to Completion of Design
Completion of
Design to Validation of Design
Validation to Release
of Design to Operations
FLEXIBILITY
I2 I1 R1 I3 R2 R3
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Product Lifecycle
Management Cycle Time
The average time to generate product lifecycle plan
updates
RESPONSIVENESS
ED.4 EEI.4 EP.4 ER.4 EA.4
Publish Advisory (ECN) Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
A1.4 A2.5
Publish Advisory (ECN)
Cycle Time
Publish SCO Cost
Process cycle time
RESPONSIVENESS
A1.4 A2.5
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
A3.4
Publish SCO Cycle Time
Process cycle time
RESPONSIVENESS
A3.4
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Receive & Validate Request
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I3.1 R2.1 I1.1 I2.1 A1.1 A3.1 R3.1
Receive & Validate Request
Cycle Time
Process cycle time
RESPONSIVENESS
I3.1 R2.1 I1.1 I2.1 A1.1 A3.1 R3.1
Receive, Validate &
Decompose Request Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D2.1 D3.1
Receive, Validate &
Decompose Request Cycle
Time
Release Product Cost
Process cycle time
RESPONSIVENESS
D2.1 D3.1
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
I1.6 12.7 I3.8
Release Product Cycle Time
Process cycle time
RESPONSIVENESS
I1.6 I2.7 I3.8
Release to Integrate Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D1.5 D2.6 D3.7
Release to Integrate Cycle
Time
Release to Sell Cycle Time
Process cycle time
RESPONSIVENESS
D1.5 D2.6 D3.7
Process cycle time
RESPONSIVENESS
R2.4
Release to Sell Total Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R2.4
Research Cycle Time
Total cycle time of all Research processes
RELIABILITY
R1 R2 R3
Research design change
Cycle Time
Research design change
Cycle Time
Research Fixed Asset Value
Time to research design change
FLEXIBILITY
R1 R2 R3
Time to research design change
FLEXIBILITY
The current value of the design chain assets used in the
Research process
ASSETS
ER.5
Research Total Cost
Total Research Cost
COST
R1 R2 R3
Return on Design Chain
Assets
Revenues – COGS – R&D/ Design Chain Fixed Asset
Value
ASSETS
EP.6 ED.5 ER.5 EI.5
Schedule Design Activities
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
D3.2 D1.1 D2.2
Schedule Design Activities
Cycle Time
Schedule Design Activities Cycle Time
RESPONSIVENESS
D3.2 D1.1 D2.2
Schedule Research
Activities Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R1.1 R2.2 R3.3
Schedule Research
Activities Cycle Time
Process cycle time
RESPONSIVENESS
R1.1 R2.2 R3.3
SCO Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
A3.5
SCO Cycle Time
Process cycle time
RESPONSIVENESS
A3.5
Source Materials Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R1.2 R2.3
Source Materials Cycle
Time
Source Materials/
Technology Cost
Process cycle time
RESPONSIVENESS
R1.2 r2.3
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R3.4
© APICS 2014. All rights
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Source Materials/
Technology Cycle Time
Process cycle time
RESPONSIVENESS
R3.4
Total Amend Cost
Total Amend Cost
COST
A1 A2 PA A3 EA
Total Design Chain Cost
Total Design Chain cost per product design
COST
PD ER I1 R1 I3 PI PP PR R3 R2 I2
Total Plan Amend Cost
Total Plan Amend Cost
COST
PA
Trade Secrets per project
# of trade secrets files / # of projects
ASSETS
I2 D2 I3
Transfer Finding/ Materials
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R3.7
Transfer Finding/ Materials
Cycle Time
Process cycle time
RESPONSIVENESS
R3.7
METRIC
DEFINITION
METRIC
CATEGORY
METRIC OCCURENCES
Transfer Finding/Materials
Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead). – Transfer
Finding/Materials Cycle Time - Process cycle time
COST
R1.4 R2.5
Transfer Finding/Materials
Cycle Time
Validate Issue Cost
Process cycle time
RESPONSIVENESS
R1.4 R2.5
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
A2.2
Validate Issue Cycle Time
Process cycle time
FLEXIBILITY
A2.2
Verify Materials Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R1.3 R2.4
Verify Materials Cycle Time
Process cycle time
RESPONSIVENESS
R1.3 R2.4
Verify Materials/
Technology Cost
Process cost. This cost includes direct costs (labor,
materials) and indirect costs (overhead).
COST
R3.6
Verify Materials/
Technology Cycle Time
Process cycle time
RELIABILITY
R3.6
© APICS 2014. All rights
reserved.
Page 236 of 261
Best Practices
DCOR Best Practices - Overview: Knowledge map
3D sol i d
modeling
Al i gn product devel opm ent
p ro c e sse s a c ro ss
d esi gn chai n m em bers
3D sol i d m odel i ng
technol ogy to
devel op prototypes
Abi l i t y t o track com ponent/
su b -com ponent research/ desi gn t o
country of ori gi n
A ccurat e and
a p p roved process
pl ans/ speci fi cati ons
A ccurat e, bat ch/
conf i gurati on records
f or warrant y,
regul at ory tracki ng
Al i gn
com ponent
devel opm ent
p ro g re ss
A l i g n ed processes
a cro ss desi gn chai n
Al i gned product
devel opm ent
p ro c e sse s a c ro ss
desi gn chai n
Bar codi ng i s
used t o m i ni m i ze
handl i ng ti m e &
m axi m i ze dat a accuracy
Al i gnm ent of strategi c/
b u si n ess pl ans wi t h
l ong-t erm capaci ty/
re source pl ans
A l l o w access t o
suppl i ers’ i nnovati ve
technology
Al l ow i nstant
proj ect tracki ng
a cro ss t h e
desi gn chai n
A l l o w q u i ck a cce ss
to i nternal exi sti ng
technol ogy
Al l ow qui ck
a cce ss t o part
i nform ati on
Anal ysi s of al l
o rd e rs and shi pm ent s:
L o gi st i cs, P roduct , Cost ,
G L Chargi ng
Appoi ntm ent Schedul i ng
f or Pi ckup, Del i very
o f Cust om er S hi pm ent s
A sse ss
Perf orm ance
A sse ssi n g export / i m port
requi rem ent s duri ng
product devel opm ent
A ssu re d e si g n
qual i ty
Aut om at e equi pm ent
a cce ss a n d
t est i ng i nst ruct i ons
Bui l d Sequence
W o rk P a c ka g e s
B u si n e ss
Intel l i gence
(B I )
C A D/ CA M
Capabi l i ty
T ransf er to
Organi zati on
Capt ure and
m ai ntai n categori zed
speci fi c data
Col l aborati ve revi ew,
agreem ent of
b u si n e ss ru l es
Col l aborati on
am ong Desi gn
Chai n partners
Col l aborati ve
desi gn
Col l aborati ve
m e c h a n i sm s
for co-devel opm ent
Col l aborati ve
Pl anni ng - Desi gn
i nformation
Col l aborati ve
Pl anni ng - Integrate
i nformation
Aut om at e equi pm ent
and testi ng
i n st ruct i ons
Aut om at ed docum ent
m anagem ent
and control
Aut om at ed
Docum entati on
Aut om at ed I P
M anagem ent
P ro c e ss
Autom ated noti fi cati on
of l aboratory
regardi ng sam pl e
availability
A ut om at ed search
of reference parts
and i ntel l ectual properti es
Autom ati c l abel
and seal
veri fi cati on
Aut om at i c m ateri al
Revi ew & correct i ve
A c t i o n sy st e m s
Col l aborati ve
Pl anni ng - Research
i nformation
Col l aborati ve
Pl anni ng
Forecast i ng
Col l aborati ve revi ew,
agreem ent of busi ness rul es
pri or to contract executi on
Col l aborati ve revi ew,
agreem ent of busi ness rul es
pri or to executi on
Col l aborati ve
Speci fi cati on
Devel opm ent
Col l aborati ve suppl i er
- desi gn devel opm ent
Com parat i ve anal ysi s
of desi gn perform ance
i s used i n
re se arch deci si ons
Com parat i ve anal ysi s of
re se arch perf orm ance i s used
i n research deci si ons
Com pl ete
P ro duct
De si gn
Certi fi cati on
Co m p l et eness
of product
speci fi cati ons
and producti on gui del i nes
Com ponent
Standardi zati on
Com ponent
Val i dati on
Co ncurrent
De si gn
Co ncurrent
De si gn &
T est
Concurrent engi neeri ng
wi t h suppl i ers for engi neeri ng
and product test data
Co n current P roduct
& P ro c e ss
Engi neeri ng
Co nsi gnm ent
agreem ent s
t o re d u ce asset s
and cycl e ti m e
Co n st ru c t 3 D
sol i d m odel s duri ng
t he prototypi ng phase
Cont i nuous
I m provem ent i s
m easured t hrough
t he perform ance
revi ew
Coordi nate devel opm ent
re so u rc e s a c ro ss
the desi gn chai n
Cost reduct i on and/or
cost avoi dance are i denti fi ed,
i m pl em ent ed and m easured
Cro ss Fu nct i onal T eam s
to execute and devel op
Long-T erm Capaci ty and
Re so u rc e s
Data accesi bi l i ty
a cro ss t h e
ent erpri se
Dat a accesi bi l i t y across
t he enterpri se for
vi si bi l i t y by di screte busi ness unt
Defi ne
producti on
gui del i nes
Desi gn Confi gurari on
Cont rol & Change
B o a rds
Desi gn f or
Si x Si gm a
Desi gn i s i ntegrated
wi t h Operat i ons
Pl anni ng Process
Desi gn perf orm ance
data i s col l ected, anal yzed,
reported onl i ne
De si gn
Pi l ot
Desi gn rul e
effecti veness
Desi gn rul es
Desi gn t o
Co st
Reduct i on
Pl anni ng
Desi gn/ upgrade
producti on equi pm ent
to m axi m i ze fl exi bi l i ty
Di gi t al Li nkage (EDI,
XM L, et c. ) to provi de
real -t i m e research
i nformation
Di gi tal l i nkage
f or desi gn chai n,
pl anni ng, confi gurati on,
and requi rem ents
Di gi tal
l i nkages
(X M L, E DI , et c. )
provi de vi si bi l i ty
Di gi tal l i nks
am ong desi gn
ch a i n m em bers
Di gi tal Product
and Di gi tal
E xch a nges
Di rect connecti on
to Regul atory
Bodi es or Regul atory
S e rvi ces
Di rect
T ransf er of
docum ents
Docum ent and m anage
cu st o m e r requi rem ent s
Do cu m ent
m anagem ent
and versi on control
Do c u m e n t s
generated
automatically
Dri ve del i veri es
di rect l y t o stock
or POU
Earl y i nvol vem ent
wi t h com ponent
suppl i ers
E DI t o send
and recei ve
techni cal
i nform ati on
E DI t o se n d RFQ s
and techni cal
i nf orm at i on to researchers
Effi ci ent and
effecti ve
b e nchm arki ng
p ro c e ss
El ect roni c Inform ati on
Exchanges t hroughout
t he Desi gn Chai n
El ect roni c Sourci ng
and Negoti ati on
(E-Busi ness)
El ectroni cal l y
T rack Speci f i cati ons
a nd Changes
Enabl e qui ck
RFQ f e e d back
E nhanced
co ncurrent
engi neeri ng
E n su re S P E C-I N
part earl y
Ensure suppl i ers’com pl i ance
of qual i ty standards &
certi fi cati on i n l aboratory
E n su re t he com pl et eness
of product speci fi cati ons
t est docum ents &producti on
Ent erpri se Level Pol i ci es
wi th l ocal Executi on
Enterpri se l evel
spend anal ysi s
Establ i sh col l aborati ve
m e ch a ni sm s f or
co-devel opm ent
wi t h suppl i ers
Eval uate
Integrate
n e t wo rk
for dupl i cates
Eval uate
re se a rch n et work
for dupl i cates
Faci l i ty &
Equi pm ent
Envi ronm ent
Fi nal desi gn m atches
t he ori gi nal desi gn specs
Frequent
research pl an
updat es
Ful l i nternal and
external vi si bi l i ty
t o am end pl ans
I m pact of Desi gn
on Cost of Qual i ty
Incorporates l eadi ng
p ra c t i ce s su ch a s
CP FR, V M I , e t c .
Integrate Suppl i er
i n Product Desi gn
T e am s
Integrated
A sse m b l y
Pl anni ng
I n t egrat ed busi ness
and desi gn chai n
p l anni ng processes
I nt egrated Desi gn
& O perat i onal Syst em s
Integrated
Knowl edge
System
I nt egrat ed Order
M a n agem ent , WM S
and T M S
I nt egrat ed Product
Devel opm ent &
Concurrent Engi neeri ng
Integrated
P ro duct T eam s
& Pl anni ng
Internet Pool i ng
(El ect roni c brokerage
of research
and or desi gn)
Joi nt Servi ce
Agreem ent s Al l i ance and
Leverage agreem ents
Lean and
Si x Si gm a
Li nked equi pm ent and
testi ng i nstructi ons
L ong t erm research
a g reem ent s/ part nershi ps
M ai ntai n product
d at a consi st ency
M anage Inform ati on
a c ro ss 1 0 0 %
of desgi n chai n
M anage testi ng
equi pm ent
M anagi ng and traci ng
m echani sm f or
cost and ti m e of
devel opi ng prototype
M anagi ng i nnovati ve
technol ogy or
newl y devel oped
com ponent
M easurem ent
of
Perform ance
M echani sm f or
t raci ng prototypi ng
ef f ecti veness
M i ni m i ze operator
i nduced errors
Mi ti gati on
of Obsol ecence
Co st A n a l ysi s
(M O CA )
M odel i ng &
Si m ul ati on for
De si gn
M oni tor suppl i er
technol ogy devel opm ent
M oni t or suppl i ers’
capabi l i ti es of
conducti ng rel i abl e
t est i ng procedures
M oni t or suppl i ers’
testi ng capabi l i ti es
On-l i ne avai l abi l i ty
to suppl i er fi nanci al s
Onl i ne docum ent m anagem ent
and autom ated suppl i er
a p p roval processes
O n l i n e RFQ p ro cesses
l i nked i nto the docum ent
m a n a g em ent process
Packagi ng operati on
i s an i ntegral
part of the overal l
p ro duct i on process
P a perl ess
producti on
control
Parent
Chi l d
De si gn
Pay on
Recei pt
Perf orm ance expectati ons
a nd busi ness rul es are
cl earl y com m uni cated
Peri odi c revi ew of
m e t ri cs & st ra t e gy
w/ co m p a ri sons t o
i n d u st ry b e n ch m a rks
Pl anni ng for
transi ti oni ng
f rom devel opm ent
to producti on
Pl ans com m uni cat ed
openl y and cross-functi onal l y
for executi on
Pl ans that vi ol ate
b u si n ess rul es are
a ddressed cross-f unct i onal l y
Pl at f orm T eam s
i n New P roduct
De ve l opm ent P rocess
P L CM
Produci bi l i ty
Re v i e ws
P ro duct engi neeri ng
Dat a M anagem ent
Sof t ware
P roduct Dat a
M anagem ent &
El ect roni c Docum ent
M anagem ent
Product Desi gn al i gned
wi t h Go T o M arket Pl ans
& Operat i onal Perform ance
P ro duct
I m provem ent
T e a m s (P I T s)
P ro duct
T ransf er
M eeti ngs
Producti on
t ransf er
gui del i nes
Producti on
T ransf er
M e chani sm
Proj ect t ransparence
on the suppl i er
si de duri ng
the prototypi ng
Proj ect
T ra nsparency
Proj ect t ransparency
wi t h suppl i ers
Prototypi ng and
I nt egrat ed Desi gn S yst em
(RAPI DS)
Provi de accurate
and real -ti m e
t e st re port s
t o t he cust om er
Qual i fi ed
Suppl i ers
Qual i ty
Com pl i ance
f or suppl i ers
Qual i ty speci fi cati ons
t e st d o cu m ent s
and producti on gui del i nes
Rapi d
acqui si ti on
of new
technol ogy
Rapi d
Co ncurent
engi neeri ng
Rapi d expl oi tati on
of new technol ogy
Rapi d expl oi tati on
of new
technol ogy
re se arch
Rapi d
Prototype
Rapi d Search of parts
and i ntel l ectual property
Rapi d search
of t reference parts
and i ntel l ectual property
Real t i m e cust om er
com m uni cat i ons
Real ti m e
Dat a on current
st a t u s
Real ti m e
Desi gn Chai n
Vi sual i zati on
(vi a Internet)
Real ti m e desi gn
speci fi cati on
com m uni cat i ons
Real ti m e Opti m i zed
Shi pm ent M ethod
Sel ecti on
Real ti m e
Shi pm ent T racki ng,
(vi a Internet)
Real ti m e
t est reporti ng
Real ti m e veri fi cati on
of techni cal
docum entati on
wi t h cu st o m er
Real -t i m e com m uni cati on
of desi gn speci fi cati ons
Real -t i m e cust om er
veri fi cati on of
engi neeri ng drawi ngs
& speci f i cati ons
Real -ti m e
t e st re port s
Reduce non-val ue
a dded paperwork
whi l e sti l l m easuri ng
p ro c e ss m e t ri c s
Rel i abl e Conti nuous
I m p ro ve m e n t P ro cess
and M ethodol ogy.
Rem oval
of Obsol ete
Capi tal Assets
Re-pl anni ng
exi st s i n m ul ti -l evel s
of the Desi gn Chai n
b e t we e n b usi nesses
Re-pl anni ng l i nks
desi gn chai n operati on
wi t h B u si n e ss/
M arket i ng St rategy
Re se a rch
A g re em ent s
Re search perf orm ance
data i s col l ected, anal yzed,
reported onl i ne
Reuse of desi gn
knowl edge
Reuse of exi sti ng
t echnol ogy wi th
desi gn knowl edge
Revi ew bat ch
re co rd s by
excepti on
Revi ew Speci fi cati on
change frequency
and cycl e ti m e
trends
R FI D
Secure earl y and
consi st ent techni cal
su pport f rom
the suppl i er
Set up
desi gn rul es
Set up the gui di ng
m echani sm f or
product i on transfer
Si ngl e data
source f or deci si on
support and
b u si n e ss ru l es
Si x Si gm a
St ati sti cal
P ro ce ss Co nt rol
Sound Proj ect
M a n agem ent P rocess
and M ethodol ogy
Standardi zed
Desi gn Dat a
(B e n c h m a rk).
S t ru ct ured
P ro duct
Devel opm ent
P ro c e ss (S P DP ro )
Suppl i er
(Carri er)
A g re em ent s
Suppl i er certi fi cati on
p rogram s t o reduce
cycl e ti m e for certi fyi ng
suppl i ers
Suppl i er certi fi cati on
program s t o reduce/
el i m i nate recei vi ng
i nspecti on
Suppl i er del i vers
di rectl y to
poi nt of use
Suppl i er repl aces
defecti ve m ateri al at
cust om er's f aci l i ty
Suppl i er
T est
Rel i abi l i ty
Suppl i er testi ng
rel i abi lity
S yst e m at i c
M et hod for m anagem ent
of Requi rem ents
a n d request s
T echnol ogy support
f or product
prototypi ng
T echnol ogy
Sust ai nm ent
(M O CA )
T i m e and Cost
Capt ure of
prototypi ng
T ransf er M P
technol ogy
Up -t o-dat e shop packet /
speci fi cati on for
each uni que producti on
event/dem and
Use 3D sol i d m odel i ng
technol ogy to
devel op prototypes
Use ef fecti ve
desi gn rul es
Use Hi st ori cal
B a se d A m end
Ra t e Fo re cast s
Use S t a g e-G at es
to m anage
t h e desi gn process.
Uti l i ze desi gn
knowl edge base
Uti l i ze desi gn
knowl edge base
f or technol ogy reuse
Ut i l i ze EDI
t o reduce cycl e
t i m e and cost s
Val i date key
co m p onent s
speci fi ed by
desi gn-i n custom er
Veri fy desi gn
resul t onl i ne
© APICS 2014. All rights
reserved.
Page 237 of 261
Best Practice
Description
3D solid modeling
Use 3D solid modeling technology to develop
prototypes
D3.4
3D solid modeling technology
to develop prototypes
Use 3D solid modeling technology to develop
prototypes
D2.3
Ability to track component/
sub-component
research/design to country of
origin
Ability to track component/sub-component
research/design to country of origin
ED.8 ER.8
Accurate and approved
process plans/specifications
Accurate and approved process
plans/specifications
Electronic document management
I1.5 I2.6 I3.7
Accurate, batch/
configuration records for
warranty, regulatory tracking
Accurate and low cost batch/configuration records
for warranty and regulatory tracking
Electronic batch recording/configuration
records
I1.5 I1.6 I2.6 I2.7 I3.8
Align component
development progress
The goal of this activity is to track and manage
supplier project status on an aggregated level. The
manufacturer should ask suppliers to provide
timely development project report, e.g. APQA in the
auto industry, to make its project management
work easier. Once a scheduling change is
warranted, the manufacturer would need to notify
affected suppliers instantly and call up a
scheduling meeting to solve the issue with all
stakeholders to prevent project delay. Use
extended enterprise project management tools to
track and coordinate product development projects
with suppliers.
Align product development processes across
design chain members
Align product development
processes across design
chain members
Remarks
Occurrences
D1.1 D2.2 D3.2
D1.1
Aligned processes across
design chain
Align product development processes across
design chain members
D2.2
Aligned product development
processes across design
chain
Align product development processes across
design chain members
D3.2
Alignment of strategic/
business plans with long-term
capacity/ resource plans
Alignment of strategic and business plans with
long-term capacity and resource planning.
Allow access to suppliers’
innovative technology
Allow access to suppliers’ innovative technology
Use component supplier management system to
collect latest technology development on the
supplier side.
D3.3
Allow instant project tracking
across the design chain
The goal of this activity is to provide project
transparence to the customer from an ODM’s
viewpoint. The manufacturer would use an
internal project management tool to consolidate
project information from internal sources,
factories, and suppliers on a regular basis. The
manufacturer would then filter out unnecessary
information and provide instant project status
through a customer portal, allowing the customer
to monitor the progress of a project anytime,
anywhere. Example: Integrate enterprise/extended
enterprise project management tools to make
project status available to all relevant parties.
D1.2 D2.3 D3.4
© APICS 2014. All rights
reserved.
None Identified
ER.5 EA.5 EI.5 ED.5
Page 238 of 261
Best Practice
Description
Allow quick access to internal
existing technology
The goal of this activity is to set up an effective
mechanism to collect the results from the research
phase and apply them during product design. The
manufacturer would first need to define
classification rules and design application for
technical data, and then conduct internal training
and seek external sources for technical research.
Eventually, the manufacturer would store the
research results in a technology database or
knowledge management system, and publish the
results regularly to potential internal users. The
databases should allow powerful search and
tracking of user trials. Maintain internal technology
database for R&D engineers to search for design
reference.
The goal of this activity is to establish a
mechanism for managing existing parts
information and relevant intellectual properties so
as to facilitate the practice of design reuse. The
manufacturer would want to implement a webbased PLM system with a centralized environment
for managing such parts information as
classification and attributes. The manufacturer
would also want to take advantage of the
document management module of a PLM system
to store up existing design drawings and define
relevant reuse rules. Example: Implement part
library/database to manage validated parts,
components, and IP information for the purpose of
design reuse.
View for analysis for all orders and shipments the
following data: Logistics, Product, Cost, GL
Charging
D1.1 D3.3
Appointment Scheduling for
Pickup, Delivery of Customer
Shipments
Appointment Scheduling for Pickup and Delivery of
Customer Shipments
EA.6
Assess Performance
The process of measuring actual performance
against internal and/or external standards,
providing feedback to achieve and maintain the
performance required meeting the customers’
business and/or competitive needs.
Assessing export/import requirements during time
of product development/manufacture
ER.2 EA.2 EI.2 ED.2
Allow quick access to part
information
Analysis of all orders and
shipments: Logistics, Product,
Cost, GL Charging
Assessing export/import
requirements during product
development
Assure design quality
Remarks
Occurrences
D1.2 D2.3 D3.4
EA.6
Export/import requirements should be
included in design chain. Multi-country
Export/Import documentation compliance
EI.8 EA.8 ED.8
The goal of this activity is to ensure that customer
specs are met and to make the deliverables and
criteria of a stage gate process available to
concerned design chain members and document
the outputs. An ODM should provide checkpoint
requirements to suppliers, and in turn, provide
checkpoint reports for the customer’s audit
process over a customer portal. Example: Validate
design output against customer specs at each
milestone of a stage gate process and document
the validation process and results.
Establish the mechanism for accessing equipment
and testing instructions to aid the prototyping
process
D1.5
Automate equipment and
testing instructions
Establish the mechanism for accessing equipment
and testing instructions to aid the prototyping
process
D3.4
Automated document
management and control
Develop well-defined mechanisms for document
management and version control
D3.1
Automated Documentation
Automated Documentation
E1.6 ED.6 EP.6 ER.6
EA.6
Automate equipment access
and testing instructions
© APICS 2014. All rights
reserved.
D1.2
Page 239 of 261
Best Practice
Description
Remarks
Occurrences
Automated IP Management
Process
Automated notification of
laboratory regarding sample
availability
The organizations process for Intellectual Property
management throughout the design chain
Automated notification of laboratory regarding
sample availability
Employs IP Management Software
ED.9
Interface between production system and
LIMS
I1.6 I2.7 I3.8
Automated search of
reference parts and
intellectual properties
Establish the mechanism for rapidly searching
reference parts and intellectual properties
Automatic label and seal
verification
Automatic label and seal verification
Automatic interface to inspection systems
I1.5 I2.6 I3.7
Automatic material Review &
corrective Action systems
an automated system that provides real-time,
nonconformance status, electronic data transfer
and routing, on-line work queues and metrics, online corrective action tracking, reporting and followup, automated archiving, field level security for
electronic buy-offs, and occurrence and recurrence
analysis capabilities. This system has answered
an MDA-St. Louis need for a nonconformance
graphics capability. Other benefits of the system to
MDA have been realized in all areas of the
nonconformance and corrective action process.
A2
Bar coding is used to
minimize handling time &
maximize data accuracy
Bar coding is used to minimize handling time &
maximize data accuracy
Principal advantages included: •Elimination
of the paper trail that was labor intensive,
time consuming, and costly •Reduction of
cycle time and work-in-process
•Enhancement of a consistent material
review process •Enhanced control of
nonconforming material •Readily-available,
real-time reporting at any terminal
•Improved customer satisfaction MDA-St.
Louis plans to use the system to provide
historical data to analyze quality problem
areas. Trends will be identified revealing
design/manufacturing quality problem
areas. Resolution of these problem areas
could prevent future quality problems.
Bar code interface for data collection devices
Serial number used as identifier
Build Sequence Work
Packages
Electric Boat Corporation, Quonset Point Facility’s
Build Sequence Work Package is a documented
approach for capturing the optimum sequence to
manufacture a highly complex assembly using an
Electronic Product Model and associated threedimensional views to develop a detailed assembly
sequence at the part level, taking into account the
maximum amount of subassembly, maximum
welding mechanization, maximum utilization of
automated layout marking, and minimum material
handling.
© APICS 2014. All rights
reserved.
D2.3
Building a highly complex assembly such as
a submarine that contains thousands of
subassemblies, parts, and operations is a
challenging task. The traditional approach
employed the use of hard-copy drawings and
data as the primary vehicle to provide
technical requirements and trade
instructions to the mechanics on the deck
plates. Drawings were difficult to read and
interpret, and often required several
drawings to obtain the full scope of work.
Accessing drawings, work instructions,
technical data, and other relevant
information was time consuming and
required access to multiple drawings and
frequent use of a database containing
pertinent information. EBQP discovered that
some of its new personnel did not have the
background to quickly adapt. Because of
EBQP’s Advanced Manufacturing Technology
program, the traditional approach was
questioned. The company realized it needed
to provide trade supervision and mechanics
with an improved tool to aid in the
understanding of the scope of work
represented by the drawings, and customize
manufacturing aids that enable a mechanic
to spend minimum time understanding the
drawing and technical requirements.
Mechanics were spending about 15% of
their time following the traditional process
and not adding value to the product. EBQP
recognized the need for a single,
comprehensive, user-friendly manufacturing
aid that would provide all information to the
trades needed to complete a given unit.
R1.2 R1.3 R3.4 R3.6
R2.3 R2.4
I2
Page 240 of 261
Best Practice
Description
Remarks
Occurrences
Business Intelligence (BI)
Business Intelligence (BI)
PP.3
CAD/CAM
The Mechanical CAD/CAM Analysis process
enables design engineers to perform analyses onthe-fly and rapidly test iterative design alternatives.
Simpler codes, like MacroFlow, are used to
supplement the analysis and, in some cases,
replace high-end tools. The design engineer is also
encouraged to build parametric analysis models
that can be readily updated. Parametric modeling
reduces errors introduced during re-creation of the
model geometries, as well as increases the
productivity of engineers and throughput of the
engineering department.
Capability Transfer to
Organization
Capability Transfer to Organization through
Documentation, Training, Cross and Functional
Teams,
Capture and maintain
categorized specific data
Capture and maintain specific data
A data warehouse / data mart is the source
of all Design Chain planning (master) data,
business rules and transaction data.
Analytical tools enable the ongoing
maintenance and improvement of the
business rules based on actual data.
The process came about through the efforts
of an Engineering Process Improvement
Subcouncil. The Subcouncil, composed of
site experts from various Lockheed Martin
plants, standardized the engineering
processes within the company. The
Subcouncil also reviewed the situation of
design engineers on the ease of performing
FEA on parametric models. The result was
the Mechanical CAD/CAM Analysis process,
which employs a simple FEA tool that uses
the same model geometry as the design
package of the design engineers.
Collaboration among Supply Chain partners
extends outwards to suppliers and
customers, spanning the supply chain. This
process requires the establishment and
communications of course of action over the
appropriate time - defined (long-term,
annual, monthly, weekly) Planning horizon
and interval, representing a projected
appropriation of supply-chain resources to
me supply-chain requirements
Entire product is captured in an electronic
product model
Collaboration among Design
Chain partners
Collaboration among Design Chain partners
extends outwards spanning the design chain.
Collaborative design
Coordinate allocation of resources across design
chain members for collaborative design
D2.2
Collaborative mechanisms for
co-development
Establish collaborative mechanisms for codevelopment with suppliers
D3.2
Collaborative Planning Design information
Collaborative Planning - Planning information
(shared in between suppliers, manufacturers,
service providers and customers.
Collaborative Planning Integrate information
Collaborative Planning - Planning information
(shared in between suppliers, manufacturers,
service providers, customers and the design chain.
Information shared in integrate includes ECNs,
advisories and changes to specifications and the
management of same.
Collaborative Planning - Planning information
(shared information)
Collaborative Planning Research information
Collaboration among Design Chain partners
extends outwards
Modern communication technologies (XML,
web enabled EDI) as well as newly defined
standards (e.g. CPFR, eBXML, Rosettanet)
supports the real-time information exchange
in between the business community.
Modern communication technologies (XML,
web enabled EDI) as well as newly defined
standards supports the real-time information
exchange in between the design community
Automated systems also support this
functionality.
Modern communication technologies (XML,
web enabled EDI) as well as newly defined
standards. Supports the real-time
information exchange in between the
business community.
Collaborative Planning and Forecasting
allows collaborative processes across the
design chain, using a set of process and
technology models (and exchanges)....
D2
R1.4 R2.5 R3.7
ED.6 EI.6 EA.6 EA.6
EP.6
PP.1 PP.4
EP.3 D2.2 D3.2
EI.3
ER.3
Collaborative Planning
Forecasting
CPF, Collaborative Planning, Forecasting
Collaborative review,
agreement of business rules
Collaborative review and agreement of business
rules
Use of WEB enabled conferencing or
meeting software for review
ER
Collaborative review,
agreement of business rules
prior to contract execution
Collaborative review and agreement of business
rules prior to contract execution
Use of WEB enabled conferencing or
meeting software for review
EA.1 EP.1
© APICS 2014. All rights
reserved.
PP
Page 241 of 261
Best Practice
Description
Remarks
Occurrences
Collaborative review,
agreement of business rules
prior to execution
Collaborative review and agreement of business
rules prior to design execution
Use of WEB enabled conferencing or
meeting software for review
ED.1 EI.1
Collaborative Specification
Development
Involve suppliers in the specs development
process and cultivate co-development
relationships with suppliers
D3.1
Collaborative supplier - design
development
Involve suppliers in the specification development
process and cultivate co-development
relationships with suppliers
D2.1 P3.1
Comparative analysis of
design performance is used
in research decisions
Comparative analysis of design performance is
used in sourcing decisions
Software application with data analysis
capability
EI.2 ED.2
Comparative analysis of
research performance is used
in research decisions
Comparative analysis of supplier performance is
used in sourcing research decisions
Software application with data analysis
capability
EA.2
Complete Product Design
Certification
The goal of this activity is to allow the customer to
monitor design tests throughout the development
cycle from an ODM’s perspective. The
manufacturer would keep track of the results of
design tests and publish relevant information for
the customer to audit the design process through a
customer portal. Example: Provide up-to-date test
reports to the customer throughout the product
lifecycle via a customer portal.
Ensure the completeness of product specifications,
test documents and production guidelines
Completeness of product
specifications and production
guidelines
Component Standardization
Raytheon developed an electronic component
standardization section for the company's
producibility manual giving the design engineer a
standardized step-by-step approach on
component/package selection so the component
can be handled in the Automated Manufacturing
Cell (AMC) prep station and assembled in the cell.
Component Validation
Validate key components specified by design-in
customer
Concurrent Design
Utilize concurrent design to allow them to provide
a real time, interactive design environment
© APICS 2014. All rights
reserved.
D3.5 D1.4 D1.3 D2.5
D2.4 D3.6
D3.6
The engineer may select from a list of all
specific part numbers that can be handled in
the AMC. If the designer cannot use a part
on the list, he then attempts to use a part
that can be purchased in one of the
standard component packages listed.
Possible package parameters are listed for
various package types. If the exact package
parameters are not listed, the engineer
refers to a table listing the standard die
configuration for the component package. If
the die cannot handle the package, the
component cannot be formed in the AMC. A
decision must then be made to purchase
new tooling or not build the boards in the
AMC. This practice maximizes the use of
automation and efficient standardized
manufacturing processes. Tooling design
and fabrication costs are also greatly
reduced or eliminated. Rockwell AES plans
to incorporate these standards into the
Computer-Aided Design (CAD) system for
simplified use.
R1.2
D3.1
Features of Concurrent Design: 1.) Focus on
Entire Product Life 2.) Use and Support of
Product models 3.) Well established
standards 4.) Attention to Planning
Information 5.) Integrated specifications and
requirements 6.) Awareness of Decision
Making Process 7.) Attention to Designing
Quality in Every Phase of the Design 8.)
Emphasis on Communications 9.)
Concurrent Development of Product and
Manufacturing Process
EI.7 ED.7
Page 242 of 261
Best Practice
Description
Remarks
Occurrences
Concurrent Design & Test
McDonnell Douglas Aerospace (MDA)-West has
converged test development with concurrent
engineering efforts. Test and verification
personnel are an integral part of product
development teams, and all tests conducted at
MDA-West are a result of the work of concurrent
engineering teams. Personnel from other
functional areas are involved in the planning and
design of tests. There are several examples and
areas in this effort:
ED.7
Concurrent engineering with
suppliers for engineering and
product test data
Utilize concurrent design with researchers to allow
them to provide design and product integration
data
Concurrent Product & Process
Engineering
The Oak Ridge Y-12 Plant has the design,
development, manufacturing and
certification/testing technologies and capabilities
that are imperative for complex/difficult-to-make
machined parts and assemblies. The principal
enabling technologies that allow for these
processes to proceed in a timely, accurate, and
cost effective way center on the use of concurrent
engineering infrastructure elements that include a
large (many nodes) computing network,
comprehensive information system, and the
implementation of shared computing tools.
Because of the need for tight informational control
from design through production, the Product Data
Management (PDM) System has the ability to
securely and verifiably handle many
information/user nodes while still allowing for vital
information sharing necessary for real-time
concurrent engineering design. The concurrent
engineering process makes use of a computing
environment that includes a CAD System;
capability for on-line comment/approve
capabilities; generations of data for NC machines;
process engineering data; and fabrication and
inspection DNC.
Consignment agreements are used to reduce
assets and cycle time while increasing the
availability of critical items
The project involved team members from
design, test and verification, material and
process, and others. Unlike past
development projects, actual construction
and test planning of the shroud was started
prior to completion of its development. This
resulted in the shroud being quickly
completed. Using the concurrent
engineering approach eliminated costly
redesign efforts and improved the resulting
product's quality.
Ten Features of Concurrent engineering: 1.)
Focus on Entire Product Life 2.) Use and
Support of Design Teams 3.) Realization that
the Processes are as important as the
Product 4.) Attention to Planning for
Information Centered Tasks 5.) Careful
Production Requirements Development 6.)
Encouragement of Multiple concept
generation and evaluation 7.) Awareness of
Decision Making Process 8.) Attention to
Designing Quality in Every Phase of the
Design Process 9.) Concurrent Development
of Product and Manufacturing Process 10.)
Emphasis on Communications
The advantages of concurrent processes
include identifying manufacturing/assembly
problems earlier in the design cycle; refining
and addressing design/manufacturing
dependencies early; providing product and
process modeling; and simultaneously
providing simulation information to all
segments of the design/manufacturing team
to validate and verify processes and provide
an early start on product documentation and
training aids when necessary. Oak Ridge
estimates its CAD drafting and modeling
have provided a 300% gain over twodimensional manual drafting, and threedimensional modeling, while costly, has paid
for itself by allowing for corrections and
changes that streamline many downstream
manufacturing and testing processes.
Consignment inventory management
R2.2 R11 R3.3
Consignment agreements to
reduce assets and cycle time
Construct 3D solid models
during the prototyping phase
Continuous Improvement is
measured through the
performance review
The goal of this activity is to use 3D solid modeling
technology to develop prototypes and perform
digital mockup. The manufacturer would better
adopt a CAD model exchange standard across the
design chain, and ask suppliers to use the same
3D software. The manufacturer would then be
able to take the 3D models provided by suppliers
and perform digital mockup on its own 3D tools.
Example: Use 3D solid modeling CAD systems for
prototyping and integrating CAD files from external
parties.
Continuous Improvement and development is
driven and measured through the performance
review process
© APICS 2014. All rights
reserved.
R3.,2
D2
D1.2 D2.3 DE.4
Quality is a never ending quest and
Continuous Process Improvement (CPI) is a
never ending effort to discover and eliminate
the main causes of problems.
EA.2 ED.2 EI.2
Page 243 of 261
Best Practice
Description
Coordinate development
resources across the design
chain
Cost reduction and/or cost
avoidance are identified,
implemented and measured
The goal of this activity is to involve codevelopment suppliers in the product planning
phase for resources allocation of a specific
development project. The manufacturer would first
perform project scheduling, design requirements
analysis, production planning, and manage all
relevant information with a PDM system. The
manufacturer would need to ink a co-development
contract with the supplier for that specific project.
The manufacturer could then start sending out
resources and scheduling requests to individual
supplier, aggregate the responses, and perform
project management tasks on the PDM system.
Involve co-development suppliers in early stage of
development and plan resource allocation
together.
Cost reduction and or cost avoidance are
opportunities are identified, implemented and
measured on a periodic basis
Cross Functional Teams to
execute and develop LongTerm Capacity and Resources
Use of Cross Functional Teams to execute the
process of developing Long-Term Capacity and
Resource Plans.
Data accessibility across the
enterprise
Data accessibility across the enterprise for visibility
by discrete business units
Enhanced performance (doing more with
less) is the key to life-cycle cost reduction.
Improvements in the productivity must have
the highest priority if management is to
achieve its goals. Cost avoidance is defined
as situations where project savings are
accrued through a change in outcome (i.e.,
end state) that is reviewed and approved by
all stakeholders and regulators.
Cross functional teams bring different
personal characteristics, expertise, training,
and experience to bear, leading to more
potential solutions being raised and more
iteration being performed and results in
better performance of tasks, higher
productivity, and increased quality of the
resulting work products.
Web based access to various levels of
enterprise data
Data accessibility across the
enterprise for visibility by
discrete business unit
Data accessibility across the enterprise for visibility
by discrete business units
Web based access to various levels of
enterprise data
Define production guidelines
The goal of this activity is to ensure that production
environment, equipment, and SOP will by ready by
the pilot run phase. The manufacturer would
define SOP for mass production, final assembly,
and testing according to the results of the pilot run
phase, and would build a list of production transfer
documents and equipment specs. The
manufacturer may want to manage all documents
mentioned above with a document management
module of a PLM system. Example: Produce SOP
for mass production according to the production
environment and equipment of successful pilot
runs.
The system consists of two elements -- a monthly
configuration update matrix and a document that
contains a top-level description of the aircraft. The
monthly configuration update matrix reflects the
change board decisions that affect the aircraft
configuration. The configuration matrices allow
MDA-St. Louis to quickly identify all aspects of the
design configuration that could potentially be
affected by any change. This enables MDA-St.
Louis change boards to document design notes,
loft definition, and trade studies to provide a
common definition of the current product
configuration across the product design
community. It also provides a single configuration
baseline for the monthly Technical Performance
Measurement (TPM) process which assesses
design maturity/requirement conformance.
Design Configuration Control
& Change Boards
Best Practice
Description
© APICS 2014. All rights
reserved.
Remarks
Occurrences
D1.1 D2.2 D3.2
D1.1 E1.2 D3.2 D2.2
EP.5 EI.5 ED.5 ER.5
EA.5
I3.6 I1.1 I1.3 I1.4 I1.2
I2.4 I2.5
EI.3 EP.3 ED.3
D1.5 D2.6 D3.7
The Configuration Description document is
periodically reissued to reflect the
cumulative impact of the change board
decisions on the actual design. The monthly
update matrices defined the changes that
impact the configuration definition. This
documentation contains text and graphics
portraying the air vehicle, airframe,
subsystems, avionics, armament, new
technology, and flight test installations. It is
updated to support key program milestones,
ranging from Critical Design Review to Low
Rate Initial Production (Figure 2-1). This
process can track multiple design baselines
from actual through planned configurations.
D1 D2 D3
Remarks
Occurrences
Page 244 of 261
Design for Six Sigma
Lean and Six Sigma is a structured process
improvement methodology that significantly
increases the involvement and effectiveness of
employees in improving the systems they use to
perform their work. The fundamental goal is to
provide value through the eyes of the customer.
Six sigma deployment and lean integration
has been an evolutionary process at
Lockheed Martin Naval Electronics &
Surveillance Systems-Surface Systems
(NE&SS-SS). The company used a
manufacturing process focus up through
1998, a design focus in 1999, and a
business processes focus in 2000. The
Quality, Ethics and Mission Success
Organization developed the strategy,
implemented the plan, and coordinated the
driving change across the business. Today,
Lean and Six Sigma is a structured process
improvement methodology that significantly
increases the involvement and effectiveness
of employees in improving the systems they
use to perform their work. The key focus
areas are: Transactional Lean and Six Sigma
which exposes sources of errors rework, and
non-value added steps. Manufacturing Lean
and Six Sigma that prioritizes and eliminates
the most costly defects. Design for Six Sigma
that validates the availability of capability to
meet customers’ needs.
Complexity is growing overall, as companies
begin to adopt co-design and cooperative
design practices.
D2
Design is integrated with
Operations Planning Process
Design is integrated with the operations planning
process
Design performance data is
collected, analyzed, reported
online
Design performance data is collected, analyzed
and reported online and real-time through extranet
applications
Web based relational database /
management application
ED.2 EI.2
Design Pilot
One of seven elements of the Product Design
Process (PDP) developed by Polaroid.
PDP has seven steps: idea exploration;
concept; feasibility; product development;
design pilot; manufacturing pilot; and
commercialization. In this process the
company held process personnel
responsible for their contribution. For
example, Polaroid allowed program
managers to control their own program
budgets, but held them accountable for the
program’s performance.
I1.4 I2.5 I3.6
Design rule effectiveness
Use effective design rules
Design rules
Use effective design rules
Design to Cost Reduction
Planning
ITT A/CD revised its practices, and established
Design-to-Cost (DTC) Reduction Planning to meet
changing customer contract objectives and to
compete more aggressively. The company
consolidated the disjointed sections of its previous
practices into a structured system. ITT Aerospace/
Communications Division also established
objectives to meet contract-mandated, unit-cost
reduction quotas, and used measurements to
evaluate the Integrated Product Development (IPD)
output of the process. The DTC system integrates
all elements of the design and manufacturing
processes. First, management establishes
competitive cost targets. Next, the BOMs and all
manufacturing information are loaded into the
material requirements planning system. Labor
estimates are then calculated, and advanced
manufacturing and test engineering personnel
work with suppliers to cost any custom
requirements. A first draft of the design-to-unit
production cost is established, and then the design
and manufacturing processes are reviewed again
for completeness and data validation. The unit
cost is baselined, and management compares this
cost to the cost target. In addition, management
identifies any additional cost considerations. The
unit cost is then updated with quotes and all
factory, assembly, and test operations information
for a second draft. The final unit cost is negotiated
with the customer.
© APICS 2014. All rights
reserved.
EP.7
D3.5
D2.4
In the past, ITT Aerospace/Communications
Division (A/CD) determined unit costs after
production rather than as part of the design
phase. Design engineers focused on
performance and paid minimal attention to
recurring unit production costs. As a result,
the necessary cost reduction efforts became
a post design release process driven by
senior management who instituted
reductions to remain competitive. Cost
reductions also involved suppliers and
operations, and often resulted in hardware
elements being redesigned to accommodate
a lower cost approach.
DTC Reduction
Planning enabled ITT A/CD to compete more
aggressively, resulting in contract awards for
entire production lots. The system provides
objective measurements of IPD outputs;
fosters organizational culture change; and
promotes innovative thinking. The process is
now embedded in all programs which require
production hardware, including low volume
projects. ITT A/CD exceeded its cost targets
which resulted in a unit price reduction of
75% between 1989 and 1998.
PP.1
Page 245 of 261
Best Practice
Description
Remarks
Occurrences
Design/upgrade production
equipment to maximize
flexibility
Design/upgrade production equipment to
maximize flexibility and avoid line stoppages
Machine productivity and downtime
monitoring
11.5 I2.6 I3.7
Digital Linkage (EDI, XML,
etc.) to provide real-time
research information
Digital Linkage (EDI, XML, etc.) is used to provide
real-time research information and handle routine
transactions
Using standardized file formats like XML and
JAVA programs to insure interoperability
make visibility amongst researchers.
PR.4
Digital linkage for design
chain, planning,
configuration, and
requirements
Digital linkage for design chain, planning,
configuration, and requirements
DD.1
Digital linkages (XML, EDI,
etc.) provide visibility
Digital linkages (XML, EDI, etc.) provide accurate
visibility into product plans, documentation,
production plans, and inventory positions
Product Life Cycle Management Software
and Digital exchanges supporting Standard
for the Exchange of Product (STeP) Model
Data facilitate the digitization of open
standards and exchange of information
about product and process
Tightly integrated design chain enabled by
paperless transactions
Digital links among design
chain members
Digital links (XML Based, EDI. and DEX.) among
design chain members.
Real-time exchange of design chain
information between design chain members
PP.1 PP.2 PP.4
Digital Product and Digital
Exchanges
Internet Exchanges of digital content for design
(see ISO 10303 series STandard Exchange of
Product subassemblies up to the actual product.
Also includes digital exchanges to convey business
to business implementation conventions
Direct connection with regulatory bodies or
subscription services
ISO 10303 series of application protocols
(APs) )and Digital Exchanges (DEX
ED.7 EI.7
Direct Transfer of documents
Direct Transfer of documents
Electronic documentation submission via EDI
and/or Internet
Document and manage
customer requirements
The goal of this activity is to involve the customer
and sustain customer commitment throughout the
process of setting the market requirements
specification. The manufacturer would probably
implement a demand management system to
manage RFP/RFQ information and set up threeway discussion meetings with the customer and
co-development suppliers. The manufacturer
should gain technology support from the supplier
while conducting feasibility test and assessing
internal R&D capabilities against customer
requirements. Feature: Convert customer
requirements into product spec and assess
internal R&D capabilities accordingly.
Develop well-defined mechanisms for document
management and version control
Direct connection to
Regulatory Bodies or
Regulatory Services
Document management and
version control
P1.1
EA.8 ED.8 EI.8 ER.8
EA.9 ED.8 ER.8 ED.9
EI.9
D2.1 D3.1
D2.1
Documents generated
automatically
Documents generated automatically
Electronic documentation submission via EDI
and/or Internet
EA.8 ED.8 EI.9 ED.9
ER.8
Drive deliveries directly to
stock or POU
Drive deliveries directly to stock or point-of-use in
manufacturing to reduce costs and cycle time
Pay on receipt Specify delivery location and
time (to the minute)
Specify delivery sequence
R1.4 R2.5 R3.7
Early involvement with
component suppliers
Monitor technology development from component
suppliers and early involve them in the product
development process
Electronic data interchange is used to send
technical information to and from potential
research suppliers
Digital linkage to research in quoting,
planning, configuration and service
applications.
R3.1 I2.1 I3.1
EDI to send RFQs and
technical information to
researchers
Electronic data interchange to send RFQs, RFI,
sources sought and technical information to
researchers
This feature allows design chain to
broadcast their need for research throughout
the website’s research base.
ER.7 R3.2
Efficient and effective
benchmarking process
Efficient and effective benchmarking process
leveraging cross industry metrics and definitions.
Use of varied bench marks from different
sectors
EP.2
Electronic Information
Exchanges throughout the
Design Chain
Standards based digital exchanges of information
for the design chain
Electronic Sourcing and
Negotiation (E-Business)
Electronic Sourcing and Negotiation (E-Business)
Electronically Track
Specifications and Changes
Automated tools
EDI to send and receive
technical information
© APICS 2014. All rights
reserved.
D3,1
ER.6 EP.6 EI.6 EP.6
EA.6
Business Rules for electronic sourcing
process and hierarchy for the Design Chain
EP.1 EA.1 ER
A3.1 A3.2 A3.3 A3.4
A3.5
Page 246 of 261
Best Practice
Description
Enable quick RFQ feedback
The goal of this activity is to ensure fast response
to a RFQ from an ODM’s perspective. The
manufacturer would need to first educate its R&D
engineers to perform cost analysis based on
customer requirements and use a cost
management system to keep track of existing cost
structure. Example: Implant cost management
system.
Enhance capabilities of concurrent engineering
and reduce the response time for engineering
changes
The goal of this activity is to select and confirm key
components before product RFP and RFQ are set
in an OEM-ODM relationship. The ODM selects key
components, assesses their next-generation specs,
and validates their integration before starting to
collaborate with the OEM on setting the final
product RFP/RFQ. Feature: Practice collaborative
product planning with the customer Conduct
component research before start of product
planning
Ensure suppliers’ compliance of quality standards
and certification in laboratory environments
D1.2 D2.3 D3.4
Ensure the completeness of
product specifications test
documents &production
Enterprise Level Policies with
local Execution
Ensure the completeness of product specifications
test documents &production
D1.4
Enterprise Level Policies with local Execution
Web based access to enterprise level
business rules
EA.1 ED.1 EP.1 E1.1
ER.1
Enterprise level spend
analysis
Enterprise level spend analysis applied to the
Design Chain
Web based access to current spend data
available from enterprise to part level
EA.1 ER R.1 EDIER.I
ER.
Enhanced concurrent
engineering
Ensure SPEC-IN part early
Ensure suppliers’ compliance
of quality standards &
certification in laboratory
Remarks
Occurrences
D2.1
D2.1 D3.1
D1.3
Establish collaborative
mechanisms for codevelopment with suppliers
D1.1
Evaluate Integrate network
for duplicates
Evaluate research network for
duplicates
Facility & Equipment
Environment
Evaluate integrate network for duplicates
Merge Programs for duplicates
E1.7
Evaluate research network for duplication
Merge Programs for duplicates
ER.7 ED.7
Facility & Equipment Environment
System software to list checklist items,
report results of audit & forward actions to
be taken
EA.5 ED.5 E1.5 EP.5
Final design matches the
original design specs
Ensure that the final design matches the original
design specs
D1.5
Frequent research plan
updates
The research plan is updated frequently to reflect
actual or research forecast information
PR1
Full internal and external
visibility to amend plans
Full internal (and external if they share in the
amend process responsibilities) visibility to amend
plans
Intranet and Extranet communications tools
PA.4
Impact of Design on Cost of
Quality
The Cost of Quality System provides Mason &
Hanger (M&H) management with the information
needed to help minimize total quality cost, and
consequently, helps direct management decisions.
M&H engineering, supervisory, and management
personnel have on-line access to the Cost of
Quality System, and it is used as a primary report
card to gauge the results and effectiveness of
specific initiatives. The system is based on the
American Society of Quality Control book Principles
of Quality Costs, as well as an internal M&H quality
control standard procedure. Quality costs are
tracked in four categories - Prevention, Appraisal,
Internal Failure, and External Failure. Examples of
some of the prevention costs include training,
design, audits, quality planning and supplier
activities; appraisal cost activities include
inspection, source inspection, and testing; internal
failure cost activities include supplier corrective
actions, material review board, scrap, and rework
costs; and external failure cost activities include
returned goods and customer complaints.
As a part of (Mason & Hangar's) M&H's
Quality Management System (QMS), the Cost
of Quality System prepares graphical reports
illustrating plant-wide quality costs, plantwide defect trends, item quality costs (total
or per unit), and comparisons of different
production lines. The format of the graphs
can be selected to depict total quality cost
trends for prevention, appraisal, and failure
costs; quality costs normalized by production
direct labor hours, total cost, or per unit cost;
pie charts of prevention, appraisal, and
failure costs; or a similar series of charts for
defects categorized and displayed as minor,
major, and critical. Plant-wide costs related
to quality can also be compared, sorted, or
ranked by any of the data input fields. Trend
data is calculated monthly and depicted on
individual graphs, allowing adverse trends to
be easily identified and corrective action to
be initiated as appropriate.
EP.7
© APICS 2014. All rights
reserved.
Page 247 of 261
Best Practice
Description
Remarks
Occurrences
Incorporates leading
practices such as CPFR,VMI,
etc.
Incorporates leading practices such as
Collaborative Planning, Forecasting, and
Replenishment, Vendor Managed Inventory, and
real time point of consumption reporting in the
Design Chain.
CONAX Florida Corporation has a highly effective
supplier improvement, education, and awareness
program. The company established a Supplier
Service Group in 1988 to initiate two-way
communication, develop a supplier/CONAX Florida
Corporation team concept, and improve supplier
performance. This group, which assists CONAX
Florida Corporation suppliers in consistently
meeting quality requirements, revised its format
for supplier surveys and audits to provide positive
feedback and the capability to lend assistance
when necessary. The group categorized suppliers
by location and product/process type and
developed a supplier rating system which issues
monthly ratings to all suppliers based on defects,
process controls, and delivery. The supplier service
program has significantly improved communication
on problems and corrective action and has
enhanced product/process design integrity during
planning stages by involving suppliers.
CPFR, VMI,
EP.7
Efforts to continually help suppliers improve
include a rigorous qualification process for
new suppliers. CONAX Florida Corporation
also conducts extensive training programs
for suppliers and directs Supplier Awareness
Seminars for machine shops and special
process suppliers. Training sessions include
Statistical Process Control (SPC), CONAX
Florida Corporation requirements, and
military specifications. The company has
developed a special course on SPC for short
production runs which is offered to suppliers.
CONAX Florida Corporation also performs a
Pareto analysis of all supplier nonconformances. In addition, recognition and
awards for "A"-rated performance are
provided. These efforts have produced
exceptional cost savings by reducing or
eliminating scrap, rework, and defects as
well as by developing "A" rated suppliers and
potential ship-to-stock suppliers. CONAX
Florida Corporation supplier improvement
initiatives have raised the number of "A"
rated suppliers from 73% in 1987 to over a
current 96%. Over 10% have been certified
ship-to-stock.
Automatic assembly planning has many
advantages over traditional methods of
analyzing assembly processes. The process
can be verified and code generated for
robotic programming before the product
leaves the design stage. This can be used
with solids modeling in design for assembly
analysis tools, as well as for disassembly
analysis to aid in the recycling of future
products. This work is part of the
Archimedes Project in the Intelligent Systems
and Robotic Center and provides the APRIMED project with assembly
manufacturing feedback and automated
robot workcell programming. The project
takes solid computer models of parts and
determines if the parts can be fit together. It
also checks if parts can be easily inserted or
removed from the final assembly for
maintenance, repair, or assembly. In
addition, this project checks to ensure there
is room for the necessary tools and working
tool space. The project maintains a goal to
build and demonstrate an assembly planning
system that could assemble products in
robotic work cells and provide designers with
useful feedback on the assembly process.
Design Chain performance dashboard
capability.
D2
With Cincinnati Milacron’s new method, a
design engineer uses the Pro-Sheet Metal 3D model to create the flat pattern layouts of
new part designs. Flat pattern layouts can
now be generated in about ten minutes. In
addition, the new method eliminates the
chance of interpretation errors. Engineering
change notices for updates can be handled
within minutes, since the flat pattern layout
is parametrically driven by the Pro-Sheet
Metal 3-D model.
EP.3
Integrate Supplier in Product
Design Teams
Integrated Assembly Planning
Because modern products have more parts, are
designed faster by different designers, and are
packed into a smaller volume, Sandia performs
automatic assembly planning to aid in
manufacturing. The design is checked using this
application to ensure that products can be easily
assembled, serviced, and disassembled. This
confirms design assembly ease, checks designers'
assembly plans to avoid costly mistakes, reduces
time to market by automating parts of the
production planning process, and gives feedback
to designers regarding the assembly and
disassembly process. (Sandia)
Integrated business and
design chain planning
processes
Integrated Design &
Operational Systems
Integrated business and design chain planning
processes where cross-functional input is
leveraged to set business rules.
The process of implementing a concurrent systems
strategy. Part of that strategy will be the capability
to design and produce a sheet metal part without
paper and with minimal human analysis. Major
manufacturing objectives include 100%
conformance to specifications; improved facility
and equipment usage; reduced manufacturing
costs; and on-time delivery. The concurrent
systems strategy consists of the Engineering
Database; Pro-Engineer CAD; Product Data
Manager; Pro-Review Engineering Markup; ERP:
Shop Floor Control (with requirements planning
and finite capacity scheduling); Pro-Sheet Metal
Optimation; Distributed Numerical Control;
Computer Aided Process Planning; and ProManufacture.
© APICS 2014. All rights
reserved.
PD.4
ED.1 EA.1 EI.1 EP.1
Page 248 of 261
Best Practice
Description
Remarks
Occurrences
Integrated Knowledge System
Integrated Knowledge System
Integrated Knowledge System via an e-portal
which provides internal and external users
with access to knowledge
E1.6 ED.6
Integrated Order
Management, WMS and TMS
Integrated Knowledge System
Integrated Knowledge System via an e-portal
which provides internal and external users
with access to knowledge
EA.6
Integrated Product
Development & Concurrent
Engineering
Concurrent Integrated Engineering and
Manufacturing (CIEM) represent Missile Systems
Division's (MSD’s) effort to develop a concurrent
engineering design methodology. The MSD project
recognizes that prerequisites to effective
integration are the simplification of design data
management and the elimination of
interdisciplinary barriers to concurrent design
activity. Initial effort is therefore focusing on
business process simplification and the
development of truly integrated design teams. The
objective is to achieve the same level of
cooperation and concurrency seen today in smaller
scale teams resolving technical problems. The
CIEM system base is projected to be a three
dimension solid model design software package.
The solid design will be used by engineering
analysis, manufacturing, and test organizations for
their supporting design and planning efforts. A
data management system capable of storing and
interrelating all design relevant data will be
developed. This capability will reduce redundancy
and streamline such time consuming processes as
design release and change control.
A developed, detailed build strategy (a design and
build process agreed to by engineering, material
management, production, and testing plan
disciplines). This strategy reflects the collective
agreement of all company disciplines.
The CIEM effort is a major MSD initiative
guided by a high-level steering committee of
department directors with division level
managerial support. MSD CIEM involves five
interrelated activities: •Team building
•Technical applications •Business
applications •Network and data
management •Expert systems
D.2
The build strategy include facilities and
equipment; assembly principles; pipe, paint,
and tank strategies; planning and
scheduling; work stations; engineering;
quality assurance; and manpower. Having
implemented this build strategy, Bender has
increased its shipbuilding capabilities from
three ships to six ships a year, with a goal of
eight ships a year. Bender has also
increased company profits and improved
employee morale and customer satisfaction.
Developing a detailed builds strategy as a
design and build process agreed to by
engineering, material management,
production, and testing plan disciplines. This
strategy reflects the collective agreement of
all company disciplines (Bender Shipbuilding
and Repair Company)
PP.4
Integrated Product Teams &
Planning
Internet Pooling (Electronic
brokerage of research and or
design)
Joint Service Agreements
Alliance and Leverage
agreements
Internet Pooling (Electronic brokerage of research
and or design)
Collaborative Planning Systems
© APICS 2014. All rights
reserved.
EA.6 ED.6 ED.6 ER.6
Collaboration among Design Chain partners
extends outwards. CPF - Collaboration
among Design Chain partners
R1
Page 249 of 261
Best Practice
Description
Remarks
Occurrences
Lean and Six Sigma
Lean and Six Sigma is a structured process
improvement methodology that significantly
increases the involvement and effectiveness of
employees in improving the systems they use to
perform their work. The fundamental goal is to
provide value through the eyes of the customer.
Lockheed Martin identified several key roles
in pulling the Lean and Six Sigma
methodology together, and it starts from the
top. A Senior Leadership Team (SLT) of top
executives provides visible support through
programs and resources to drive overall
change throughout the organization.
Functional organizations select Management
Points of Contact to be the focal point of
Lean and Six Sigma (e.g., project
measurements, performance, results) in
their areas. These individuals manage and
focus resources, concurrent with identifying
key project opportunities. The company also
uses Master Black Belts (MBBs), full-time
employees who have significant experience
in Six Sigma and Lean methodology in
addition to change management leadership.
MBBs implement program strategy; lead
projects; facilitate improvement events; and
provide training and mentoring for over 500
Black and Green Belt employees trained in
the Lean and Six Sigma philosophy. The key
focus areas are: - Transactional Lean and
Six Sigma which exposes sources of errors
rework, and non-value added steps. Manufacturing Lean and Six Sigma that
prioritizes and eliminates the most costly
defects. - Design for Six Sigma that
validates the availability of capability to meet
customers’ needs.
EA.2 ED.2 EI.2 EP.2
ER.2
Linked equipment and testing
instructions
Establish the mechanism for accessing equipment
and testing instructions to aid the prototyping
process
Long term research
agreements/partnerships
Long term research agreements/partnerships
Maintain product data
consistency
The goal of this activity is to ensure consistent
product data across the design chain. The
manufacturer would manage product data
generated over the product life cycle with an
enterprise PDM system. Once an EC request is
generated, the manufacturer would freeze the
current product revision and broadcast an
ECR/ECN to design chain members through a
standard data exchange mechanism between
different enterprise PDM systems. When the EC
request is completed, the manufacturer would
update the product data and publish it to relevant
design chain members to complete the EC process
and ensure product data consistency across
external parties. Feature: se PDM system to
enforce consistent product data, coding, and
workflow.
Information across 100% of design chain is
electronic (paperless)
Manage Information across
100% of design chain
Manage testing equipment
Managing and tracing
mechanism for cost and time
of developing prototype
Managing innovative
technology or newly
developed component
D2.3
Electronic rules for business relationships
and transactions
ER.1
D2.1 D3.1
ISO standards based information on the
product. e.g. ISO 10303 application
protocols
EA.6 EA.6 EI.6 ER.6
ER.6
The goal of this activity is to remain tight control of
production equipment and testing facility. The
manufacturer would first need to know the testing
capabilities of its suppliers, and then build a list of
internal and external facility sources, outline
standard operation procedure (SOP) for using
them, and manage all relevant information via a
equipment management system. Example:
Maintain access to latest equipment and testing
instructions to aid the prototyping process.
Establish the managing and tracing mechanism for
the cost and time of developing prototype
D1.2 D2.3 D3.4
Establish the mechanism for managing innovative
technology or newly developed component
D3.3
© APICS 2014. All rights
reserved.
D1,2
Page 250 of 261
Best Practice
Description
Measurement of Performance
Measurement of Performance for On-time Design
Chain Delivery and Completeness
EA.6 ED.6 EI.6 EP.6
ER.6
Mechanism for tracing
prototyping effectiveness
Establish the managing and tracing mechanism for
the cost and time of developing prototype
D2.3
Minimize operator induced
errors
Minimize operator induced errors
Automatic download of production
equipment with setup parameters Graphical
display of setup/changeover/layout
I1.5 I2.6 I3.7
Mitigation of Obsolescence
Cost Analysis (MOCA)
The methodology, known as Mitigation of
Obsolescence Cost Analysis (MOCA), has shown to
be an industry leading proactive approach to
managing the obsolescence impact. In contrast,
most existing methodologies used to mitigate
DMSMS rely on databases that are effective only in
determining the current availability of parts, and
possibly the identification of alternative parts.
PA R1
Modeling & Simulation for
Design
As shipyards investigate and develop solutions for
production improvement, the proposed
modifications must be analyzed for operational
performance as well as their affect on adjoining
processes. However, the development of a
simulation to support these analyses can be time
consuming and costly due to the effort of collecting
the data required and actually creating the
modeling/simulation. In general, shipyard
processes are poorly documented and, in some
cases, the information only exists as personnel
experience. Thus, collecting this data, organizing it
and entering the information into a simulation
package can be a very arduous task.
The CALCE EPSC’s MOCA is a unique
methodology that uses a detailed cost
analysis model based on future production
projections, maintenance requirements, and
parts obsolescence forecasts. It provides
the basis for determining the optimum
Design Refresh Plan for specific
components. Design Refresh is a system
design strategy that sets a target point along
the procurement timeline for revising the
design to eliminate obsolete parts. MOCA
determines the number of refresh activities
(redesign) that will optimize the system
sustainment costs, and identifies the dates
for these activities. It uses inputs from the
bills of material, part obsolescence
forecasters, future production projections
(including spares), and obsolescence
mitigation choices. This methodology results
in a robust analysis, since it is a stochastic
tool that is supported by data represented by
probability distributions. This is key to
assuring that the results are within
reasonable ranges, even though the problem
being addressed is highly subjective.
The UNO effort will develop a modeling
infrastructure that will store pertinent
manufacturing process and planning
knowledge, associate specific product data
with the process information and make both
readily available to analysis tools. Phase I of
a three-phase program formulated a
modeling plan for the manufacturing process
modeling system, the business use cases for
the system, the system
requirements/specifications, and
subsequent selection of a potential
commercial-off-the-shelf (COTS) solution.
Figure 3-1 identifies the principal elements
of this system concept. Currently in Phase II,
shipbuilders are performing a proof of
concept test of the system to determine the
modeling capabilities and limitations for
shipyard production planning activities.
Phase III of the effort will focus on
implementation issues and the development
of solutions to limitations identified in Phase
II. Applicability to Navy and U.S. Coast Guard
shipbuilding programs were identified, with
potential early impact on the Navy DD(X)
program. This task requires considerable
additional effort, but should provide some
results that will be quite interesting to the
shipbuilding industry.
Monitor supplier technology
development
The goal of this activity is to monitor and audit
suppliers’ design capability on a regular basis. The
manufacturer would test and validate new
component technology promoted by the supplier
and would store validated part information in such
IT tools as part library and supplier technology
database. The manufacturer would also monitor
suppliers’ design capability with a formal audit
process and document their performance KPIs in a
supplier management IT tool. Feature: Use
component supplier management system to allow
suppliers actively publish and update their
technology development.
© APICS 2014. All rights
reserved.
Remarks
Occurrences
D2
D2.1 D3.1
Page 251 of 261
Best Practice
Description
Monitor suppliers’ capabilities
of conducting reliable testing
procedures
Monitor suppliers’ capabilities of conducting
reliable testing procedures
D1.3
Monitor suppliers’ testing
capabilities
The goal of this activity is to monitor the testing
technology and capabilities on the supplier side.
The manufacturer should conduct supplier site
visits to get a feel of the quality of component
testing and keep record of the results in a supplier
management system. The supplier should also
provide internal and external test certification
regularly for the manufacturer to remain informed.
Example: Keep track of critical testing skills and
equipment on the supplier side.
On-line availability to supplier financials
D1.3 D2.4 D3.5
On-line availability to supplier
financials
Online document
management and automated
supplier approval processes
On line document management and automated
supplier approval processes can reduce the cycle
time and costs associated with managing supplier
evaluations
Online RFQ processes linked
into the document
management process
On line RFQ processes linked into the document
management process reduces cycle time and
product management costs
Packaging operation is an
integral part of the overall
production process
Packaging operation is an integral part of the
overall production process
Paperless production control
Paperless production control
Parent Child Design
The Sandia National Laboratories' (SNLs’) Agile
Product Realization of Innovative
ElectroMechanical Devices (A-PRIMED) Project has
initiated a new design "parent-child" program
where the "parent" refers to a class of products
and "child" to an instance within the class. SNL
maintains that if multiple variants of a new product
are inevitable, then it is necessary to plan for the
variability. By initiating this new framework,
Sandia is able to plan production processes and
facilities that address all child products and
automate design and manufacturing tasks related
to design variations. Also, parameter space
qualification contributes to an agile product
realization process.
Pay on Receipt
Electronic Invoice Processing
© APICS 2014. All rights
reserved.
Remarks
Occurrences
The process of identifying, evaluating and
considering, as a whole with constituent
parts, all things that add value in the
creation of products or performance of
services.
Create a secured and private workspace on
the Net where you can run your business,
promote collaboration with others, and unite
everyone on your team -- no matter where
they are located. Departments and teams
can quickly and easily create online
workspaces for project, customer or partner
collaboration without IT involvement or
administration.
RFQ is sent electronically processed by the
vendor or service provider and returned
electronically where key data is transferred
from fields on the form throughout the
extended design-chain to all participants’
systems. This is made easier by the use of
standardized terminology EDI and XML
templates.
Increasing government scrutiny required the
client to focus efforts on ensuring compliant
manufacturing processes with Product
Labeling, UPC Codes, Inspection Stickers
and Expectance Labels having greater
importance. Determining these
requirements need to be part of the
production process.
Electronic dispatch of operations
R3.2
The parent-child paradigm is a proactive
design which attempts to predict and plan
for all product variations up front. Although
similar to variant design, it differs in that
variant design normally addresses variations
and repercussions after an initial design has
been created. Parametric design provides
capabilities for controlling geometric
relationships between features in a product.
A parent-child design uses parametric design
and other technologies for product/process
development and qualification. Sandia has
applied the new paradigm to the
development of a complex product such as a
maze wheel (a strong link device for nuclear
weapons). Some examples of the design
constraints that were considered for such a
product include the number of codes
supported, stresses to which the component
may be subjected, component size, weight,
and speed of operation. One major benefit
of this approach is to ensure that all future
instances of this class of product can be
produced using the same manufacturing
facilities and processes.
Digital linkage to suppliers quoting, planning,
configuration, customer service applications,
invoicing and payment.
ED.4
R3.2
R3.2
I1.5 I2.6 I3.7
I I1.5 I2.6 I3.7
R1.5 R2.6 R3.8
Page 252 of 261
Best Practice
Description
Remarks
Occurrences
Performance expectations
and business rules are clearly
communicated
Performance expectations and business rules are
clearly communicated prior to the initiation of
research
Web based access / availability to business
rules and performance criteria
EA.2 ED.2 EI.2 ER.2
Periodic review of metrics &
strategy w/ comparisons to
industry benchmarks
Periodic review of metrics & strategy w/
comparisons to industry benchmarks
Real time view of data
EP.4
Planning for transitioning
from development to
production
This is accomplished by the Division General
Manager requiring reviewing and approving a
Transition to Production Plan on all engineering
development programs, all second source
programs and all major ECPs to ongoing
production programs. Such a plan consists of a
series of miniplans, one for each for, currently, 77
requirements. The miniplans are supported by
checklists that are constantly updated to capture
lessons learned and they are completed and
signed by the transition team, consisting of the
lead project engineer for the program office, for
engineering, for manufacturing, for product
assurance, for procurement and for logistics.
These miniplans are compiled into a single
document, supported again by a checklist, which is
signed by the senior managers of the listed
disciplines that report to the Division General
Manager.
The process is designed to achieve
teamwork among all members, but
particularly among program office,
engineering and production, since the plan
cannot be presented unless consensus of
the details is reached. This plan is reviewed
by the Division General Manager at the
beginning of a development program for
approval and at the end to validate
compliance. In the event of multi-year
development programs, other Division level
reviews occur and these are linked to the
design reviews. This planning is used to
augment the discipline of the engineering
process, to ensure that the support
engineering functions are an integral part of
the design effort, to ensure that production
engineering participates in the design
process and finally to ensure that the design
team continues to support the project during
initial production.(Raytheon)
PI.4
Plans communicated openly
and cross-functionally for
execution
Plans which do not violate business rules are
communicated openly and cross-functionally for
execution
Plans that violate business
rules are addressed crossfunctionally
Plans that violate business rules (e.g. Service
Agreements) are addressed cross-functionally
Platform Teams in New
Product Development Process
Use of Platform Teams in the New Product Design
and Development Process
PLCM
Product Life Cycle Management
Producibility Reviews
Two-way channel of communication between
design and manufacturing facilitates the staged
acquisition of cutting-edge manufacturing
technologies for early design enrichment.
© APICS 2014. All rights
reserved.
PI.4
Select a coordinator, who does the initial
thinking to set the framework for the first
stage of action planning. The coordinator
serves as a cross-functional program
manager and should report directly to the
executive sponsor.
Platform teams are cross-functional and
include members from design engineering,
manufacturing engineering, purchasing,
P1.4
Product Life Cycle refers to the succession of
stages a product goes through. Product Life
Cycle Management is the succession of
strategies used by management as a
product goes through its life cycle
Electric Boat's manufacturing personnel
review repetitive work packages to minimize
welding operations and eliminate rework.
The Producibility Reviews are part of EB’s
continuous effort to improve quality while
reducing manufacturing costs. One example
is found in revisions to the manufacture of
cable pans and pipe details. Traditionally,
drip pans were assembled from four
separate pieces which were welded full
length using tungsten inert gas. Welding
was time consuming and required strongbacking to counteract distortion from the
welding heat. Furthermore, pan
straightening and extensive clean-up were
required after welding which was a laborintensive process. After introducing the
Producibility Review process, a Sheet metal
Process Improvement Team devised a pan
manufacturing process which required one
piece of material, a press brake sequence,
and minimal welding. This new approach
significantly reduced welding time,
eliminated strong-backing, and reduced
clean-up time, resulting in a higher quality
product with minimal distortion.
EA ED EI EP ER
P1.4
EA.4
Page 253 of 261
Best Practice
Description
Remarks
Occurrences
Product- engineering Data
Management Software
product-engineering data management software
that provides the ability to electronically define,
edit, manage, distribute and view product
engineering data and processes across the
enterprise and global value chain. Users can
manage 2D and 3D design data and create and
collaborate on part information, BOMs and product
structures, associated design and manufacturing
documentation, engineering change requests
(ECRs) and engineering change order (ECO)
information and processes
Product Data Management & Electronic Document
Management are used to manage technical
documents and requirements
Benefits of software drastically reduce the
quantity and cycle times of ECRs and ECOs;
eliminate redundant data and lower product
development cost
A1 A1.1 A1.2 A1.3 A1.4
A2 A2.1 A2.2 A2.3 A2.4
A2.5 A3 A3.1 A3.2 A3.3
A3.5
The process of identifying, prioritizing, and
considering as a whole with constituent
parts, all the sources of demand in the
creation of a product or service.
Consideration of supplier’s material
availability in company’s supply resources
(including supplier’s production plans and
capacities, inventory, and delivery plans)
The ACT PTM system was instituted to bring
the best practices developed over time by
product development people into an
organized and easily understood prescriptive
format. When Harris acquired another major
semiconductor producer and its related
subsidiary companies, there were many
methods being used — Applying Concurrent
Teams was an attempt to standardize the
methodology company-wide. Applying
Concurrent Teams defines milestones,
reviews, and metrics for product
development. The system is designed to
reduce development time which is currently
not well determined in quantifiable
cause/effect data; improve the quality of fit
between the product and the market
(customer); and provide an easier-to-review
process for senior management for better
allocation of personnel and other resources
to the project. Its concurrent use of not only
manufacturing engineering but also
marketing personnel during the project
lifetime advances the concurrent
engineering process a step further. This
methodology is still new to the Harris culture,
but the company acknowledges that it is an
important aspect of the commercial
development process. Keys to success are
based on Harris' ability to allow product
developments to maintain customer focus,
ensure that all members of the
design/development team are following the
same business plan with the same commit
dates, and retain coordinated marketing,
design, and manufacturing strategies. The
TDS applies the same basic reasoning as is
used in Applying Concurrent Teams but
applies it to the development of new
technologies. The TDS provides an avenue
(or road map) for the development,
demonstration, and validation of new
enabling technologies through the use of
cross- functional teams. This formal
methodology is now implemented companywide.
I2.1 I2.2 I2.3 I2.4 I3.1
I3.2 I3.3 I3.4 I3.5 R3.1
Product Data Management &
Electronic Document
Management
Product Design aligned with
Go To Market Plans &
Operational Performance
Applying Concurrent Teams to Product To Market
(ACT PTM) and the Technology Development
System (TDS) combined to provide a
comprehensive system for carrying new products
to market and carrying new technology through to
the marketplace.
© APICS 2014. All rights
reserved.
PP.4
Page 254 of 261
Best Practice
Description
Remarks
Occurrences
Product Improvement Teams
(PITs)
Auto-Valve, Inc. takes a proactive approach to
identifying and correcting design issues that affect
product performance, cost, schedule, and
customer satisfaction with its Product
Improvement Team process. The Product
Improvement Team process uses a formalized
Design Review Process to capture and keep data
organized and to optimize the Product
Improvement Team’s overall effectiveness.
AutoValve Inc (AVI): a new process was
implemented incorporating Design Review
Process to optimize overall effectiveness.
The Design Review Process collects product
requirements, establishes design verification
and validation plans, defines design change
requests and evaluations, and documents
design review updates, meeting guidelines,
and meeting records. All contribute to the
overall effectiveness of the PIT process to
capture necessary data and keep it
organized, something that was overlooked in
the past. The PIT is cross-functional. The
process and monthly meetings include
Quality Assurance, Engineering, and
Operations. Each design improvement
opportunity is now an entry into the Design
Review Process and is tracked through
completion.
ED.4
Product transfer meetings
Initiate product transfer meetings to review
potential issues during mass production
D1.5 D2.6 D3.7
Production transfer guidelines
Set up the guiding mechanism for production
transfer
D2.6
Production Transfer
Mechanism
Set up the guiding mechanism for production
transfer
D3.7
Project transparence on the
supplier side during the
prototyping
Monitor and ensure project transparence on the
supplier side during the prototyping stage
D1.2
Project Transparency
Monitor and ensure project transparence on the
supplier side during the prototyping stage
D3.4
Project transparency with
suppliers
Prototyping and Integrated
Design System (RAPIDS)
Monitor and ensure project transparence on the
supplier side during the prototyping stage
Prototyping and Integrated Design System
(RAPIDS)
D2.3
Provide accurate and realtime test reports to the
customer
Provide accurate and real-time test reports to the
customer
D1.3
Qualified Suppliers
Ensure suppliers’ compliance of quality standards
and certification in laboratory environments
D2.4
Quality Compliance for
suppliers
Ensure suppliers’ compliance of quality standards
and certification in laboratory environments
D3.5
Quality specifications test
documents and production
guidelines
Ensure the completeness of product specifications,
test documents and production guidelines
D2.5
Rapid acquisition of new
technology
Establish the mechanism for acquiring suppliers’
new technology
D3.3
Rapid Concurrent engineering
Enhance capabilities of concurrent engineering
and reduce the response time for engineering
changes
D3.1
Rapid exploitation of new
technology
Rapid Prototype
Monitor and exploit the results of new technology
research
A rapid prototyping method to fabricate models
directly from 3-D CAD data. This method provides
a quick physical visualization of hardware concepts
without the need for expensive and timeconsuming machining, tooling or drawing
generation. Rapid prototyping can produce a
prototype overnight with higher accuracy than
previous methods could accomplish in weeks.
D1.2 D2.3
© APICS 2014. All rights
reserved.
Rapid Prototyping and Integrated Design
System (RAPIDS) were developed by MDA
and Integrated Systems Inc. Using this
system, build and test stages are concurrent
to shorten design time.
Designers use accurate, rapid prototyping
methods to perform fit and function tests
early in the process, generate more
iterations and alternatives, and receive
prompt feedback. This approach optimizes
designs and avoids substantial costs later in
the process. Rapid prototyping also reduces
manufacturing costs by creating more
producible designs, encourages design-formanufacturing assembly, and constructs
master patterns for vacuum forms, castings,
and tooling. Other benefits include improved
IPT communications; reduced design and
manufacturing times; and better
comprehension and response capability
regarding requests.
I2
D1.3 D2.3 D3.4
Page 255 of 261
Best Practice
Description
Rapid Search of parts and
intellectual property
Establish the mechanism for rapidly searching
reference parts and intellectual properties
D3.4
Rapid search of reference
parts and intellectual property
Establish the mechanism for rapidly searching
reference parts and intellectual properties
D1.2
Real time customer
communications
Communicate real-time with the customer to verify
engineering drawings, specifications, assemblies,
and prototyping cost analysis
D3.4
Real time Data on current
status
Real time data on current status.
Real time Design Chain
Visualization (via Internet)
Real-time Shipment Tracking, (via Internet)
ED.6 EI.6
Real time design specification
communications
Communicate design specifications real-time with
the customer or the project manager
D3.1
Real time Optimized
Shipment Method Selection
Real-time Optimized Shipment Method Selection
(Air Parcel, Ground Parcel, LTL, etc.) Based on
Customer Service Requirements
EA.6
Real time Shipment Tracking,
(via Internet)
Real-time Shipment Tracking, (via Internet)
EA.6
Real time test reporting
Provide accurate and real-time test reports to the
customer
D3.5
Real time verification of
technical documentation with
customer
Communicate real-time with the customer to verify
engineering drawings, specifications, assemblies,
and prototyping cost analysis
D2.3
Real-time communication of
design specifications
Communicate design specifications real-time with
the customer or the project manager
D2.1
Real-time test reports
Provide accurate and real-time test reports to the
customer
D2.4
Reduce non-value added
paperwork while still
measuring process metrics
Reduce non-value added paperwork while still
measuring process metrics
Electronic data collection of completion,
quality, scrap, labor and equipment data
I1.5 I2.6 I3.7
Reliable Continuous
Improvement Process and
Methodology.
Reliable Continuous Improvement Process and
Methodology.
EP.2
Removal of Obsolete Capital
Assets
Removal of Obsolete Capital Assets
CIP is an awareness of all clients’ needs and
preferences, 2) harmonizes these to produce
benchmarks of quality attainment and 3) is
led by these harmonized benchmarks of
quality
Automated Calculation of ABC Velocity
Movement
Re-planning exists in multilevels of the Design Chain
between businesses
A Re-planning process exists in multi-levels of the
Design Chain between business enterprises
Business to business internet capability to
share common data.
EP.9
Re-planning links design
chain operation with
Business/ Marketing Strategy
A Re-planning process links the design chain
operation with the Business Strategy and the
Marketing Strategy.
Requires visibility into what capacity is
available or what the trade-offs to using
those capacities in different ways are. Need
to understand what yields can be expected
and just what needs to be done.
EP.9
© APICS 2014. All rights
reserved.
Remarks
Occurrences
Dynamic calculation of safety stock based on
actual sales
EP.4 ER.4 ED.4 EI.4
EA.4
EP.5 ER.5 ED.5 EA.5
Page 256 of 261
Best Practice
Description
Remarks
Occurrences
Research Agreements
Research Agreements
An agreement between The Company and
domestic and global research centers,
specifying service levels, payment terms and
other conditions
ER.7
Research performance data
is collected, analyzed,
reported online
Research performance data is collected, analyzed
and reported online and real-time through extranet
applications
Web based relational database /
management application
ER.2
Reuse of design knowledge
Utilize design knowledge base to support reuse of
existing technology
D3.4
Reuse of existing technology
with design knowledge
Utilize design knowledge base to support reuse of
existing technology
D2.3
Review batch records by
exception
Review batch records by exception
Electronic batch records linked to process
plans/recipes and exceptions flagged
I1.6 I2.7 I3.8
Review Specification change
frequency and cycle time
trends
Periodic review of capital asset plan to determine if
additional equipment, if needed, can be funded
Periodic review of capital asset plan to
determine if additional equipment, if
needed, can be funded
A3.4
RFID
RFID
RFID is next generation bar coding.
R1.2 R2.3 R3.4
Secure early and consistent
technical support from the
supplier
The goal of this activity is to secure the scope of
technical support/service from the supplier side at
the very beginning of the product planning phase.
The manufacturer would have to clearly define
support requirements including scope of service,
personnel, pricing, etc. This is especially important
when dealing with complex, fast-paced component
technology such as wireless chips and handset
camera modules. Example: Define and confirm the
scope of technical support from the supplier as
early as in the stage of product planning.
The goal of this activity is to have the customer codefine design rules and enforce the rules across
the design chain from an ODM perspective. The
manufacturer would first provide its design rules
for customer review and finalize a working set
design rules. The manufacturer then would pass
pertinent design rules to its suppliers and require
them to follow the rules and provide prototypes for
validation purpose. The description of design rules
should be managed with a document management
module of a PLM system. Example: Set up design
rules with the customer as an effective reference
for R&D engineers to ensure design accuracy.
Set up the guiding mechanism for production
transfer
Set up design rules
Set up the guiding
mechanism for production
transfer
Single data source for
decision support and
business rules
Single data source for decision support and
business rules.
© APICS 2014. All rights
reserved.
D1.2 D2.3 D3.3
D1.2 D2.3 D3.3
D1.5
A data warehouse/data mart is the source of
all planning (master) data, business rules
and transaction data. Analyzing tools enable
the ongoing maintenance and improvement
of the business rules based on actual data.
EP.3 ER.3 ED.3 EI.3
EA.3 I1.2 I1.3 I1.4
I2.4 I2.5 I3.6
Page 257 of 261
Best Practice
Description
Remarks
Occurrences
Six Sigma Statistical Process
Control
Statistical Process Control (SPC) has been used in
the assembly process area with great success. For
example, using DOE, SPC has helped CACD select
the best suppliers, metals for applicators, and
stencils for use in the surface mount preparation
area. A series of four DOE were also used to
investigate optimization of water wash cleaning
equipment, the results of which provided the basis
for cleaning system settings. It also resulted in a
major resistor vendor changing the curing process
to yield better marking permanency. DOE has
helped Rockwell CACD to optimize the viscosity of
conformal coating, and SPC is still used to control
conformal coating thickness, viscosity, and
conveyor speed SPC is used in several functional
areas such as design, procurement, information
technology, material verification, warehouse stock
issuing, assembly, test, and shipping. Design
engineering establishes a baseline database
during the design phase. Goals are determined to
help drive improvements and identify points where
improvements have the greatest impact on first
time success. Tools and resources such as Design
of Experiments (DOE), Monte Carlo simulators, and
six sigma scorecards are provided for predictability
of first-time success. Upon determining design
robustness, tasks and tools within sub-processes
are identified to improve first-time success.
Sound Project Management Process and
Methodology
Software application with data analysis
capability (Rockwell)
ED.2
Collecting the right information and applying
it quickly to improve performance is the true
value of any metric, no matter what part of IT
it’s applied to. Make sure the metrics being
used to measure the quality (and quantity) of
your maintenance work provide an accurate
reflection of how you and your team are
doing.
A draft ship breakdown structure was
developed for mechanical products. The
proposed breakdown uses an object
oriented approach similar to the approach
recommended by ISO 10303. Four levels of
indenture from the ship to the maintenance
part are proposed. A definition is provided
for each object along with a list of properties
for identification and RAM data exchange.
The draft breakdown structure is currently
being reviewed by the project advisory board.
Since the development process was defined
by the Engineering Process Improvement
Center under various corporate owners, the
result was an immense set of
documentation, requirement procedures,
and manuals with no local ownership.
Projects were run without formal plans or
accountability, and often ended in a
countless array of design loops. To resolve
this situation, General Dynamics Armament
Systems (GDAS) reinvented its Structured
Product Development Process (SPDpro) to
foster successful and efficient product
development and integration
EP.2
Sound Project Management
Process and Methodology
Standardized Design Data
(Benchmark).
Standardization of Reliability, Availability, and
Maintainability performance data is a key element
to obtain useful shareable information for use in
the improvements of ship design and operation.
The University of New Orleans, College of
Engineering is currently attempting to establish a
standard that will help plan and design teams
handling Reliability, Availability, and Maintainability
objectives.
Structured Product
Development Process
(SPDPro)
The SPDpro established a requirements-driven
development process and provides an Integrated
Engineering approach to satisfy requirements. The
Process is now under local control; defines
program responsibilities with monthly status
measurements; and requires up-front detailed
planning with traceable requirements. Emphasis is
on development efficiency in addition to technical
excellence. Among the specific project elements
defined by the SPDpro are: Systems Engineering
Management Plan (SEMP) establishes project plan;
Specifications define requirements to be met; Test
Plan defines testing to be performed; Technical
Performance Measures identify performance
needed for success; Metrics provide feedback;
Compliance Matrix shows which requirements are
satisfied; Requirements Traceability allocates and
derives requirements; System/Subsystem Design
Document defines architecture, functionality,
specification tree, and external interfaces; Project
Self-Assessment monitors project execution; and
Risk Management tracks and mitigates project
risks. (General Dynamics)
Supplier (Carrier) Agreement
Supplier (Carrier) Agreements
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reserved.
An agreement between The Company and
domestic and global carriers, inbound and
outbound, specifying service levels, payment
terms and other conditions
SCCD2
PD.4
R1.2 R2.3 R3.4
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Best Practice
Description
Remarks
Occurrences
Supplier certification
programs to reduce cycle
time for certifying suppliers
Supplier certification programs can reduce the
cycle time for certifying existing suppliers to
provide new technologies
R3.2
Supplier certification
programs to reduce/
eliminate receiving inspection
Supplier certification programs are used to reduce
(skip lot) or eliminate receiving inspection
The Statistical Process Control (SPC)
Supplier Certification program is an initiative
under the Lockheed Martin Tactical Aircraft
Systems (LMTAS) Supplier Relations
Program requiring that all suppliers use
statistical methods and techniques to
analyze their processes and outputs for
reducing costs and improving product
quality.
Skip lot / sampling inspection logic
Supplier delivers directly to
point of use
Supplier delivers directly to point of use
Electronic Tag tracking to Point of Use (POU)
destination
R1.2 R1.3 R2.3 R2.4
R3.4 R3.6
Supplier replaces defective
material at customer's facility
Supplier replaces defective material at customer's
facility with good product as required.
Electronic Tag tracking to Point of Use (POU)
destination
R1.2 R2.4 R3.6
Supplier Test Reliability
Monitor suppliers’ capabilities of conducting
reliable testing procedures
D2.4 D3.5
Systematic Method for
management of
Requirements and requests
Requirements and requests are a component of an
overall product management framework
I1.2 I1.3 I1.4 I2.4 I2.5
I3.6
Technology supported
product prototyping
Work with suppliers for technology support of
product prototyping
D1.2 D2.3 D3.3
Technology Sustainment
(MOCA)
The most mature MOCA methodology is known as
the Technology Sustainment MOCA. This form of
the tool provides planning data that supports
refreshing the design at its current configuration.
It provides a series of unique benefits: • The
analysis can be performed earlier in the
development cycle allowing for more effective
refresh budget planning. This extends the reaction
time allowing for more planning time. •
Guidelines for addressing the refresh requirements
are more accurate. • Operational availability is
improved as the design refreshes mitigate the
obsolete parts before they become critical to
system operation. • “System-blind” results can
be factored across systems. Because the
methodology looks at components, it can be used
to address planning for all systems using the same
mix of components. • Execution of the
performance improvement roadmap is improved.
Establish the managing and tracing mechanism for
the cost and time of developing prototype
Time and Cost Capture of
prototyping
Transfer MP technology
The goal of this activity is to ensure solutions for
production transfer problems through crossfunctional/cross-enterprise production technology
transfer meetings. The manufacturer would set up
a production transfer team consisting of staff from
purchasing, R&D, pilot run, mass production, and
project management. The R&D department should
work side-by-side with the transfer team critical
issues like scheduling, design and manufacturing
technology, etc. The manufacturer may want to
manage all relevant information via a document
management module of a PLM system. Example:
Set up a task group to manage technology transfer
to mass production.
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CALCE is also developing an enhanced
MOCA version known as the Technology
Insertion MOCA. This version adds decision
networks to the current sustainment
methodology. The intended benefit is to
consider other design factors besides
obsolescence, making it possible to
characterize key elements, such as
performance and reliability that influence
design. Not only would it be possible to
determine optimum refresh design dates,
but also how the design might be improved.
R1.2 R1.3 R2.3 R2.4
R3.4 R3.6
PA
D3.4
D1.5 D2.6 D3.7
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Best Practice
Description
Remarks
Occurrences
Up-to-date shop packet/
specification for each unique
production event/demand
Up-to-date shop packet/specification for each
unique production event/demand
Electronic Work Instructions
I1.5 I2.6 I3.7
Use 3D solid modeling
technology to develop
prototypes
Use 3D solid modeling technology to develop
prototypes
D1.2
Use effective design rules
Use effective design rules
D1.3
Use Historical Based Amend
Rate Forecasts
Use Historical Based Amend Rate Forecasts
Use historical amend data to determine an
historical amend rate for individual products
and/or for product groups
PA.1
Use Stage-Gates to manage
the design process.
Implementation of the stage-gate process. The
process established a set of stage-gates (or
milestones) at key points in the life of each R&D
project. Each stage-gate had a specific set of
deliverables and responsibilities that had to be
met before a project was allowed to proceed to the
next level. Representatives of general
management, operations, engineering, marketing,
and other functions defined responsibilities at
each stage-gate, and senior management approval
of expenditures and responsibilities was required.
A list of criteria used to evaluate and rank the
potential attractiveness of proposed R&D projects
prior to expending significant company funds.
(WEIRTEC). A second element, implemented by
WEIRTEC in the formal control of R&D
expenditures, was the formulation of both
international and domestic alliances with other
companies to more effectively leverage the
technology resources of WSC. The alliances also
expanded the scope and reach of available
technology. The alliance concept now provides
collaborative application development with WSC
customers, international companies, and even
other North American steel producers through the
American Iron and Steel Institute (AISI).
The goal of this activity is to help product
developers to take advantage of existing design
knowledge base in the ways of design rules and
parameter design tools. The manufacturer would
first need to build a sustainable set of design rules
from existing talent and then define design
parameters according to past product specs. The
manufacturer should invest in internal training on
how to use and maintain the knowledge base and
track its benefits through effective KPIs. Example:
Implement add-on CAD modules embedded with
design rules that can help engineers to build upon
past success and reduce learning curve
Utilize design knowledge base to support reuse of
existing technology
Further control of the company's R&D
expenditures was achieved by using
Microsoft Project software as a management
tool to improve the planning and tracking of
all development activities. This customized
software incorporates project timelines,
deliverables, and required resources, as well
as project tracking, technical notes, and
report generation.
PD.4
Utilize design knowledge base
Utilize design knowledge base
for technology reuse
D1.2 D2.3 D3.4
D1.2
Utilize EDI to reduce cycle
time and costs
Utilize EDI to reduce cycle time and costs
I2 R2.1
Validate key components
specified by design-in
customer
Validate key components specified by design-in
customer
D2.1 D3.1
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Page 260 of 261
Best Practice
Description
Verify design result online
The goal of this activity is to verify design results
with the customer via enabling IT tools during the
prototyping phase. The manufacturer would
implement a PDM system to host design data like
engineering drawings, specifications, assemblies,
and prototyping cost analysis, and review design
data with the customer via online 3D discussion
tools. Once an engineering change (EC) is
warranted, the manufacturer would pass the
request via a workflow management system,
reducing the response time for an EC. Feature: Use
synchronous tools like online CAD viewers, virtual
prototyping, digital mockup, and virtual reality to
communicate real-time with the customer Use
product data management (PDM) system that has
powerful integration with the above tools through
the product development cycle
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reserved.
Remarks
Occurrences
D1.2 D2.1 D2.3 D3.1
D3.4
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