Plan, measure, and control directly technical maturation of product and production during product engineering process. Reach your targets fast and efficiently even in case of lighthouse projects.
Successful development projects for new products are leading to growth of turnover and margin. This is especially true for lighthouse projects which have signalling effect on subsequent projects. However, technical maturation of new products and their industrialization within the product engineering process (PEP) is one of the key performance indicators (KPI) most difficult to measure at all, because it is strongly influenced by changes of requirements and of technical realization.
Technical maturation is often measured without system, for example by KPI derived from validations, from quality gates or from consumption of project hours. Real technical maturation remains unclear for a long time.
Within the very same projects over-engineering is rather rule than exception.
Often top management gets attention very late on the real dimension of development problems. Task forces prevent the worst effects, but bind a lot of capacity at the expense of other development projects. Often the damage of margin, turnover, cash flow, investment, and asset write-downs remains high. The additional damage of loss of turnover and margin of other projects is rarely measured.
If the management succeeds in directly measuring technical maturation, e.g. validations and runs-at-rate will be passed at very high rates. Development projects reach their targets dependably, fast, and efficiently. Over-engineering is prevented.
Key to direkt measurement of technical maturation is Innovation Engineering. It allows to identify, measure directly, plan, and control technical maturation even in early phases and in industrialization within PEP.
So lighthouse projects get your heart throbbing because of excess of expectations!