Dcor Framework A4

DCOR Version 1.
© APICS 2014. All rights

reserved. Page 1 of 261
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

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
Design
DC Chain
DCOR
Plan
DC (Design DC Research DC Design DC Integrate DC Amend
Chain)
P (DC) R D I 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.

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 Schematic Comments
1 Level 1 defines the scope and content

Plan for the Design chain Operations
Top Level Research Design Integrate Reference-model. Here basis of
(Process Types) competition performance targets are
Design-Chain Operations Reference-
Amend
set.
2
A company’s design chain can be
Configuration “configured-to-order” at Level 2 from
Level (Process core “process categories.” Companies
Categories) implement their strategy through the
configuration they choose for their
design chain.
3 Level 3 defines a company’s ability to

Process Element compete successfully and consists of:
Level (Decompose • Process element definitions
Processes) • Process element information
inputs, and outputs
PD.1 • Process performance metrics
model
PD.3 PD.4
• Best practices, where applicable
Establish Design Plan • System capabilities required to
PD.2 support best practices
xxxxxxxx
• Systems/tools
Companies “fine tune” their Strategy at

Level 3.
4 Implementation Companies implement specific

Level design-chain management practices at
Not (Decompose this level. Level 4 defines practices to
in Process achieve competitive advantage and to
Scope
Elements) adapt to changing business conditions.

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.

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 Benchmarking Best Practices Process Reference

Reengineering Analysis M odel
Capture the “as-is” state

Capture the “as-is” of a process and derive
state of a process the desired “to-be” future
and derive the state
desired “to-be” Quantify the
future state operational Quantify the operational
performance of performance of similar
similar companies companies and establish
and establish internal targets based on
internal targets “best-in-class” results
based on “best-in- Characterize the
class” results management Characterize the
practices and management
software solutions practices and
that result in software solutions
“best-in-class” that result in “best-in-
performance class” 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

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
Design
DC Chain
DCOR
Plan
DC (Design DC Research DC Design DC Integrate DC Amend
Chain)
P (DC) R D I A
EP Enable ER Enable ED Enable EI Enable EA Enable

DC Plan
DC Research
DC Design
DC Integrate
DC Amend
EP ER ED EI EA
PP Plan R1 Research D1 Design I1 Integrate A1 Amend

DC Design DC Product DC Product DC Product DC Product
Chain Ref resh Ref resh Ref resh Fallout
PP R1 D1 I1 A1
R2 Research D2 Design I2 Integrate A2 Amend

PR Plan
DC Research
DC New DC New DC New DC Def icient
Product Product Product Product
PR R2 D2 I2 A2
R3 Research D3 Design I3 Integrate A3 Amend

PD Plan
DC Design
DC New DC New DC New DC Product
Technology Technology Technology Specs
PD R3 D3 I3 A3
PI Plan
DC Integrate
PI
PA Plan
DC 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.

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 Responsiveness Flexibility Costs Assets
Perfect Product Design x
Product Design Chain Cycle x
Time
Total Design Chain Cost x
Product Design Chain Change x
Cycle Time
Design Chain Fixed Assets x
Value
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.

Performance Attributes and Associated Level 1 Metrics
Performance Performance Attribute Definition Level 1 Metric

Attribute
Design Chain The performance of the design chain in Perfect Product Design
Reliability 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
Design Chain The speed at which a design chain provides Design Chain Cycle Time
Responsiveness products to the customer.
Design Chain Time to change a product design after it has Product Design Chain Change
Flexibility been released to operations. Cycle Time
Design Chain The costs associated with operating the Total Design Chain Cost
Costs design chain.
Design Chain The effectiveness of an organization in Design Chain Fixed Assets Value
Asset managing assets to support design chain
Management operations. This includes the management of
all assets: fixed and working capital.
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.

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

M a n age
DC Plan
INPUT In fo rm a ti o n PROCESS ELEMENT
E P .3
DC
B u si n e ss RESPONSIVENESS
Ru l e s
M a n a g e De si g n
Ch a i n
E P .1 DC
P e rf o rm a n ce
Cycl e t i m e
M a n age
OUTPUT DC
De si g n
DC
EP.2 Manage
De si g n Ch a i n
CO ST
Ch a i n
P e rf o rm a n ce
P e rf o rm a n ce
E P .7 EP . 2 D C Ch a i n P e rf o rm a n ce
Co st
Re l i a b l e Co n ti n u o us S o u n d P ro j e ct
DC
I m p ro ve m e n t P ro ce ss DC
M a n a g e m e n t P ro ce ss
a n d M e th o d ol ogy. a n d M e th o dol ogy
METRICS
DESTINATION E ffi ci e n t a n d (Clearly
OF OUTPUT DC
e ffe cti ve
b e n ch m a rki n g
DC
L e a n and
Si x Sigma identified by
p ro c e ss
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.

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 P l an
P P P l an
P R P l an P D P l an P I P l an P A P l an E P E nabl e
DC De si gn DC DC DC DC DC
Re se a rch De si gn Integrate A m e nd P l an
Chai n
PP PR PD PI PA 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
PP Pl an
DC De si g n
Ch a i n
PP
P P.1 Gather
DC De si g n Ch a i n
Re q u i re m e n t s
P P .1 P P . 4 E st a b l i sh &
P P . 3 B a l a n ce S u p p l y
Co m m u n i ca t e
DDe
C si g n Ch a i n Re so u rce s DC
De si g n -Ch a i n
wi t h DC Re q u i re m e n t s
P l ans
P P.2 Gather P P .3 P P .4
DC De si g n -Ch a i n
Re so u rc e s
P P .2

PP Plan Design Chain: Process Element

action over specified time periods that represent a projected appropriation of
design chain resources to meet design chain requirements.
RESPONSIVENESS
P l an desi gn
DC change Cycl e
T ime
RESPONSIVENESS
P ro duct Desi gn
DC Change Cycl e
T ime
RELIABILITY
P P P l an P erf ect
DC De si gn DC P ro duct
Chai n De si gn
PP
CO ST
Re-program m abl e, P l an Desi gn
T ool s support DC Chai n T otal
re-confi gurabl e and
D C bal anced deci si on DC Co st
cont. changeabl e
maki ng
p ro c e sse s
On-l i ne vi si bi l i ty of CO ST
Col l aborati ve
al l desi gn-chai n
DC P l anni ng DC
dem and requi rem ent s
Forecast i ng T otal Desi gn
a n d re sources DC
Chai n Cost
I nst ant aneous

D C "reconfi gurati on"
of pl ans

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.
Plan
DC
Da t a
E P .3
B u si n e ss
DC
RESPONSIVENESS
Plan
M a n a g e De si g n Ch a i n
DC Re q u i re m e n t s
Re vi se d Cycl e t i m e
DC B u si n e ss
A ssu m p t i o n s
E P .9
CO ST
De si g n P P.1 Gather G a t h e r DC
DC Ch a i n DC De si g n Ch a i n DC Re q u i re m e n t s
Re q u i re m e n t s Re q u i re m e n t s Co st
P P .3 P P .1
Co l l a borati on S e rvi ce
DC a m o n g De si g n DC A g re e m e n t s
Ch a i n p artners (S A )
Di g i ta l l i n ks A ccu ra te o n -l i n e
DC a m o n g d e si g n DviCsi b i l i ty o f d e si g n ch a i n
ch a i n m e m b e rs 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
DC
Re d u ct i o n
P l a n ni ng

PP.2 Gather Design Chain Resources: Process Element

all design chain resources of the integrated design chain.
Plan
RESPONSIVENESS
DC
Da t a
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
De si g n P P.2 Gather
CO ST
DC Ch a i n DC De si g n -Ch a i n
Re so u rc e s Re so u rc e s
P P .3 P P .2 G a t h e r DC
DC Re so u rc e s
Co st
Co l l a borati ve Di g i ta l l i n ks
DC P l a n n i ng, DC a m o n g d e si g n
a n d Fo re ca st i n g ch a i n m e m b e rs
S e rvi ce
DC A g re e m e n t s
(S A )

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.
De si g n
DC Ch a i n
Re so u rc e s
P P .2
De si g n
DC Ch a i n
P P .1
RESPONSIVENESS
B u si n e ss
DC M a n age
Ru l e s
De si g n Ch a i n
DC
B a l a n ci n g
E P .1 Cycl e t i m e
B a l a n ce d P P . 3 B a l a n ce
De si g n Ch a i n De si g n Ch a i n
CO ST
DC DC
Re q u i re m e n t s Re q u i re m e n t s
wi t h Re so u rce s wi t h Re so u rce s
P P .4 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
Co l l a borati ve B u si n e ss
DC P l a n n i ng, DC In te l l i gence
a n d Fo re ca st i n g (B I )

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 M a n a g e De si g n
wi t h Re so u rce s Ch a i n
DC
Plan
P P .3 Cycl e t i m e
CO ST
P P . 4 E st a b l i sh &
De si g n
Co m m u n i ca t e
DC Ch a i n DC
De si g n -Ch a i n
Plan
P l ans
E st a b l i sh DC
P R. 1 P D. 1 P I . 1 P A . 1 E P . 3 E P . 7 P P .4 DC
P l a n Co st
Co l l a borati on Di g i ta l l i n ks
DC a m o n g De si g n DC a m o n g d e si g n
Ch a i n p artners 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 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

PR: Plan Research: Process Category

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
P R Pl an
DC
Re se a rch
PR
P R. 1 G a t h e r
DC Re se a rch
P R. 3 B a l a n ce
P R. 1 Re se a rch P R. 4 E st a b i l sh
DC Re so u rc e s DC Re se a rch
wi t h Re se a rch P l ans
P R. 2 G a t h e r P R. 3 P R. 4
DC Re se a rch
Re so u rc e s
P R. 2

PR Plan Research: Process Element

research to meet research requirements
RESPONSIVENESS
P l a n d e si g n
DC ch a n g e Cycl e
Time
RESPONSIVENESS
P ro d u ct De si g n
DC Ch a n g e Cycl e
Time
DC
P R Pl an RELIABILITY
Re se a rch
P e rf e ct
PR DC 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 P l a n Re se a rch
D C re se a rch re so u rce DC DC
co m m u ni cati on T o t a l Co st
i n fo rm a ti on
CO ST
Jo i n t S e rvi ce Fu l l vi si bi l i ty of
D C A g re e m e n t s wi t h DC t h e re se a rch
De si g n Ch a i n p a rt n e rs p l a n a m o n g st p a rt n e rs T o ta l De si g n
DC
Ch a i n Co st

PR.1 Gather Research Requirements: Process Element

all sources of Research requirements for the integrated design chain.
De si g n
DC Ch a i n
Plan
RESPONSIVENESS
P P .4
Plan M a n a g e Re se a rch
DC
Da t a DC Re q u i re m e n t s
Cycl e t i m e
E P .3
P R. 1 G a t h e r
Re se a rch
CO ST
DC DC Re se a rch
P R. 3 P R. 1 G a t h e r Re se a rch
Co st
Fre q u e n t
DC re se a rch p l a n
updates

PR.2 Gather Research Resources: Process Element

all Research resources of the integrated design chain.
RESPONSIVENESS
P l an
DC M anage Research
Dat a
DC Re so u rc e s
Cycl e t i m e
E P .3
DC
Re se a rch
DC
P R. 2 G at her
Re se a rch
CO ST
Re so u rc e s
Re so u rc e s
G a t h er Research
P R. 3 P R. 2 DC

PR.3 Balance Research Resources with Research Requirements: Process
Element

between Research requirements and resources in order to determine the
optimal utilization of Research resources.
B u si n e ss
DC
Ru l e s
E P .1
Re se a rch
DC
P R. 1
Re se a rch
RESPONSIVENESS
DC
Re so u rc e s
P R. 2 M a n a g e Re se a rch
DC B a l a n ci n g
Cycl e t i m e
Re se a rch
DC
S ch e d u l e
R1 . 1 R2 . 2 R3 . 3 CO ST
B a l a n ce d P R. 3 B a l a n ce
Re se a rch Re se a rch B a l a n ce Re se a rch
DC Re so u rc e s DC Re so u rc e s D C Re q u i re m e n t s w/
wi t h Re se a rch wi t h Re se a rch Re so u rc e s Co st
P R. 4 P R. 3

PR.4 Establish Research Plans: Process Element
Description/Definition: The establishment and communication of Research

RESPONSIVENESS
B a l a n ce d Re se a rch
M a n a g e Re se a rch
wi t h Re so u rce s
DC Plan
Cycl e t i m e
P R. 3
P R. 4 E st a b i l sh
Re se a rch
CO ST
DC DC Re se a rch
Plan
P l ans
E P . 3 R1 . 1 R2 . 2 R3 . 3 E R. 7 P R. 4 E st a b l i sh
DC 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
DC
re a l -t i m e re se a rch
i nformation

PD: Plan Design: Process Category

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
P D P l an
DC
De si gn
PD
P D. 1 G at her
De si gn
DC
Chai n
Requi rem ent s
P D. 1 P D. 3 B al ance Desi gn
Requi rem ent s P D. 4 E st abl i sh
DC DC
wi t h Desi gn P l an
Re so u rc e s
P D. 2 G at her P D. 3 P D. 4
De si gn
DC
Chai n
Re so u rc e s
P D. 2

PD Plan Design: Process Element

product design to meet design requirements.
RESPONSIVENESS
P l a n d e si g n
Time
RESPONSIVENESS
P D Pl an
DC
De si g n
PD P ro d u ct De si g n
Time
RELIABILITY
M u l t i -d e si g n ce n te r P e rf e ct
DC p l a nni ng DC P ro d u ct
a n d e xe cu ti on De si g n
CO ST
P l a n De si g n
DC
T o t a l Co st
CO ST
T o ta l De si g n
DC
Ch a i n Co st

PD.1 Gather Design Requirements: Process Element

all sources of Design requirements for the integrated design chain
De si g n
DC Ch a i n
Plan
P P .4
Plan RESPONSIVENESS
DC
Da t a
E P .3
Cycl e t i m e
P D. 1 G a t h e r
De si g n
CO ST
DC DC De si g n
P D. 3 P D. 1 G a t h e r De si g n
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

PD.2 Gather Design Resources: Process Element

all Design resources of the integrated design chain
RESPONSIVENESS
P l an
DC
Dat a M anage Desi gn
DC Re so u rc e s
P D. 2 G at her
De si gn
CO ST
DC DC De si gn
Re so u rc e s
Re so u rc e s
P D. 3 P D. 2
G at her Desi gn
DC

PD.3 Balance Design Resources with Design Requirements: Process
Element

between Design requirements and resources in order to determine the
optimal utilization of Design resources.
B u si n e ss
DC
Ru l e s
E P .1
De si g n
DC
P D. 1
De si g n
DC
Re so u rc e s
RESPONSIVENESS
P D. 2
De si g n
DC DC B a l a n ci n g
S ch e d u l e
Cycl e t i m e
D1 . 1 D2 . 2 D3 . 2
B a l a n ce d De si g n P D. 3 B a l a n ce
DC
Re so u rc e s
DC
De si g n CO ST
wi t h De si g n Re q u i re m e n t s
Re q u i re m e n t s wi t h Re so u rce s
B a l a n ce De si g n
P D. 4 P D. 3 D C Re q u i re m e n t s w/

PD.4 Establish Design Plans: Process Element
Description/Definition: The establishment and communication of Design

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
RESPONSIVENESS
Re so u rc e s
P D. 3 DC Plan
Cycl e t i m e
DC
De si g n
DC
P D. 4 E st a b l i sh
De si g n
CO ST
Plan
Plan
E st a b l i sh
E P . 3 D1 . 1 D2 . 2 D3 . 2 P D. 4 DC De si g n P l a n
Co st
S t ru ct u re d
In te g ra te d
P ro d u ct
A sse m b l y
De ve l o p m e n t
P l a n ni ng
P ro c e ss (S P DP ro )
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.

PI: Plan Integrate: Process Category

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
PI Plan
DC
In te g ra te
PI
P I . 1 Ga t h e r
DC In te g ra te
PI.1 P I .3 B a l a n ce
P I . 4 E st a b l i sh
In te g ra te
DC DC In te g ra te
P l ans
w/ Re so u rc e s
P I . 2 Ga t h e r PI.3 PI.4
DC In te g ra te
Re so u rc e s
PI.2

PI Plan Integrate: Process Element

products, specifications and processes for Supply Chain, Customer Chain and
Business Development to meet product integration requirements.
RESPONSIVENESS
Time
RESPONSIVENESS
P l a n d e si g n
Time
DC
PI Plan FLEXIBILITY
In te g ra te
P e rf e ct P ro d u ct
PI DC
De si g n
CO ST
L i n ka g e s t o e n su re P l a n In te g ra te
DC DC
co m m u n i ca t i o n s T o t a l Co st
CO ST
T o ta l De si g n
DC
Ch a i n Co st

PI.1 Gather Integrate Requirements: Process Element

all sources of Integrate requirements for the integrated design chain.
DC
Plan RESPONSIVENESS
Da t a
M a n a g e In te g rate
E P .3 DC Re q u i re m e n t s
Cycl e t i m e
De si g n
DC Ch a i n
Plan
P P .4
CO ST
P I . 1 Ga t h e r In te g ra te
In te g ra te
DC DC In te g ra te DC Re q u i re m e n t s
Re q u i re m e n t s Co st
PI.3 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

PI.2 Gather Integrate Resources: Process Element

all Integrate resources of the integrated design chain.
RESPONSIVENESS
P l an
DC M anage Integrate
Dat a
DC Re so u rc e s
Cycl e t i m e
E P .3
P I . 2 Gat her
Integrate
CO ST
DC DC Integrate
Re so u rc e s
Re so u rc e s
PI.3 PI.2
Integrate
DC

PI.3 Balance Integrate Resources with Integrate Requirements: Process
Element

between Integrate requirements and resources in order to determine the
optimal utilization of Integrate resources
B u si n e ss
DC
Ru l e s
E P .1
In te g ra te
DC
PI.1
In te g ra te
DC
Re so u rc e s
RESPONSIVENESS
PI.2
In te g ra te
DC DC B a l a n ci n g
S ch e d u l e
Cycl e t i m e
CO ST
I 1 . 2 I 2 .2 I3 .2
B a l a n ce d P I .3 B a l a n ce
B a l a n ce In te g ra te
In te g ra te In te g ra te
DC DC D C Re q u i re m e n t s w/
wi t h Re so u rce s wi t h Re so u rce s
PI.4 PI.3

PI.4 Establish Integrate Plans: Process Element
Description/Definition: The establishment and communication of Integrate

RESPONSIVENESS
B a l a n ce d
In te g ra te
DC
PI.3 DC Plan
Cycl e t i m e
P I . 4 E st a b l i sh
CO ST
DC In te g ra te
In te g ra te P l ans
DC
Plan
PI.4
In te g ra te
E P . 3 I 1 . 2 I 2 . 2 I 3 . 2 E I.7 DC
P l a n Co st
P l a n s co m m u n i ca t e d P l a n s th a t vi o l a te
o pDeC
n l y a n d cro ss-fu n cti o n a l l y D C b u si n e ss ru l e s a re
fo r e xe cu ti o n a d d re sse d cro ss-f u n ct i o n a l l y
P l a n n i n g for
Ch a n g e s to p l a n a re
tra n si ti o n i n g
DC aD Ce d t o cro ss-fu n cti o n a l l y,
g re
f ro m d e ve l o p m e n t
a cco rd i n g to d e fi n e d ru l e s
to p ro d u cti o n

PA: Plan Amend: Process Category

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
PA Pl an
DC
A m e nd
PA
PA.1 Gather
DC A m e nd
P A .1 P A . 3 B a l a n ce
P A . 4 E st a b l i sh
In te g ra te
DC DC A m e nd
P l ans
P A .3 P A .4
P A.2 Gather
DC A m e nd
Re so u rc e s
P A .2

PA Plan Amend: Process Element

action over specified time periods that represent projected resources to meet
amend requirements.
RESPONSIVENESS
M a n a g e P l an
DC A m e nd
Cycl e t i m e
CO ST
PA Pl an T otal P l an
DC DC
A m e nd A m e n d Co st
PA
Mi ti gati on CO ST
U se
o f Ob so l e ce n ce
DC A m e nd DC
Co st A n a l ysi s
P l a n ni ng T o ta l A m e n d
(M O CA ) DC
Co st
T e ch n o l o gy
DC S u st a i n m e n t
(M O CA )

PA.1 Gather Amend Requirements: Process Element

all sources of Amend requirements for the integrated design chain.
De si g n
RESPONSIVENESS
DC Ch a i n
Plan
P P .4 M anage Am end
Plan Cycl e t i m e
DC
Da t a
CO ST
E P .3
Ga t h e re d P A.1 Gather
Gather Am end
DC A m e nd DC A m e nd DC
Re q u i re m e n t s Co st
P A .3 P A .1
Use Hi st o ri ca l
DC B a se d A m e n d
Ra t e Fo re ca st s

PA.2 Gather Amend Resources: Process Element

all Amend resources of the integrated design chain.
RESPONSIVENESS
P l an
DC M anage A m end
Dat a
DC Re so u rc e s
Cycl e t i m e
E P .3
Gat hered P A . 2 G at her
CO ST
DC A m e nd DC A m e nd
Requi rem ent s Re so u rc e s
P A .3 P A .2
G at her A m end
DC
Rapi d JS A wi t h S ource
D C reconfi gurati on of D C suppl i ers t o share
Capaci ty responsi bi l i t i es and costs

PA.3 Balance Amend Resources with Amend Requirements: Process
Element

between Amend requirements and resources in order to determine the
optimal utilization of Amend resources.
B u si n e ss
DC
Ru l e s
E P .1
A m e nd
DC
S ch e d u l e
A 1.1 A 2.2 A3.1
A m e nd
DC
RESPONSIVENESS
P A .1
Ga t h e re d
DC A m e nd
M anage Am end
Re so u rc e s
DC B a l a n ci n g
Cycl e t i m e
P A .2
B a l a n ce d A m e n d P A . 3 B a l a n ce A m e n d
CO ST
D C Re q u i re m e n t s wi t h DC Re q u i re m e n t s
Re so u rc e s wi t h Re so u rce s
P A .4 P A .3 B a l a n ce A m e n d
D C Re q u i re m e n t s w/
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

PA.4 Establish Amend Plans: Process Element
Description/Definition: The establishment and communication of Amend

B al anced A m end
D C Requi rem ent s wi t h
RESPONSIVENESS
Re so u rc e s
M anage am end
P A .3 DC P l an
Cycl e t i m e
DC
A m e nd
DC
P A . 4 E st abl i sh
A m e nd
CO ST
P l an
P l an
E st abl i sh A m end
E P .3 E A .7 P A .4 DC
P l an Cost
Rapi d, dynam i c Ful l i nternal and

D C reconfi gurati on of D C external vi si bi l i ty
a m e n d p ro ce sses t o am end pl ans

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
EP Enable
DC
Plan
EP
EP.1 Manage EP.5 Manage EP.6 Manage EP.8 Manage EP.9 Align
EP.2 Manage EP.3 Manage EP.4 Manage EP.7 Manage
Plan De si g n De si g n Ch a i n Plan De si g n Ch a i n
DC DC De si g n Ch a i n DC Plan DC P ro d u ct DC DC DC De si g n Ch a i n DC DC
B u si n e ss Ch a i n K n o wl e d g e Re g u l a to ry Un i t P l a n wi th
P e rf o rm a n ce In fo rm a ti o n L i fe cycl e Co n fi g u ra ti on
Ru l e s A sse t s T ra n sf e r Co m p l i a n ce Fi n a n ci al P l an
E P .1 E P .2 E P .3 E P .4 E P .5 E P .6 E P .7 E P .8 E P .9

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.
M anage P l an
DC Regul atory
Com pl i ance
E P .8
RESPONSIVENESS
M anage P l an
DC B u si n e ss
B u si n e ss Rul es Cycl e T i m e
DC
Ru l es
RESPONSIVENESS
E P .2
E P . 1 M anage Num ber of

B u si n e ss
DC DC P l a n B usi ness DC B u si n e ss Rul e
Ru l es
Ru l es Ch a nges
E P . 2 P A . 3 P D. 3 P P . 3 P I . 3 P R. 3 E P .1
M anage CO ST
P l an
DC M anage P l an
B u si n e ss
Ru l es DC B u si n e ss Ru l e s
Co st
E P .2
I n t egrat ed busi ness

E nterpri se l evel
D C and desi gn chai n DC
spend anal ysi s
p l anni ng processes
Col l aborati ve revi ew,

E nt erpri se Level P ol i ci es
DC D C ent of busi ness rul es
agreem
wi th l ocal E xecuti on
pri or to contract executi on
E l ect roni c S ourci ng

Long t erm suppl i er
DC D C and Negoti ati on
a g reem ent s/ part nershi ps
(E -B usi ness)

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
M a n age
DC Plan
In fo rm a ti o n
E P .3
DC
Ru l e s
Ch a i n
E P .1 DC
P e rf o rm a n ce
Cycl e t i m e
M a n age
DC
De si g n
DC
EP.2 Manage
De si g n Ch a i n
CO ST
Ch a i n
P e rf o rm a n ce
P e rf o rm a n ce
E P .7 EP . 2 D C Ch a i n P e rf o rm a n ce
Co st
Re l i a b l e Co n ti n u o us S o u n d P ro j e ct
DC
I m p ro ve m e n t P ro ce ss DC
M a n a g e m e n t P ro ce ss
a n d M e th o d ol ogy. a n d M e th o dol ogy
E ffi ci e n t a n d
e ffe cti ve L e a n and
DC DC
b e n ch m a rki n g Si x Sigma
p ro c e ss

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
Re se a rch
DC
Plan
P R. 4
De si g n
DC
Plan
P D. 4
A m e nd
DC
Plan
P A .4
In te g ra te
DC
Plan
PI.4
De si g n
RESPONSIVENESS
DC Ch a i n
Plan
P P .4 M a n age
DC In fo rm a ti o n
Cycl e T i m e
D C Ch a i n K n o wl e d g e
T ra n sf e r
E P .6
CO ST
M a n age EP.3 M anage
M a n a g e P l an
DC Plan DC Plan DC
I n f o rm a t i o n Co st
In fo rm a ti o n In fo rm a ti o n
E P .2 E P .6 EP .3
Plan
DC
Da t a
P P . 1 P R. 1 P D. 1 P I . 1 P A . 1 S i n g l e data
Co l l a borati ve
so u rce f o r d e ci si o n
D C P l a n n i n g - De si g n DC
su p p o rt a n d
i nformation
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

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
P roduct Li fecycl e
DC M anagem ent
Cycl e T i m e
CO ST
E P . 4 M anage M anage Desi gn
Li fe Cycl e
DC DC P ro duct DC Chai n Inventory
P l an
Li fecycl e Co st
EP .4
P eri odi c revi ew of

Real ti m e
m e t ri cs & st ra t e gy
DC D C Dat a on current
w/ co m p a ri sons t o
st a t u s
i n d u st ry b e n ch m a rks
P LCM

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
Ch a i n
DC Ch a i n DC
A sse t
Co n fi ru g ra ti o n
Cycl e t i m e
CO ST
E P .7
EP.5 M anage
De si g n
DC DC Ch a i n A sse t s
Ch a i n
Co st
A sse t s
EP .5
ASSETS
P l a n Fi xe d
DC
A sse t V a l u e
Cro ss Fu n ct i o n a l T e a m s A l i g n m e n t o f stra te g i c/
to e xe cu te a n d d e vel op b u si n e ss p l a n s wi t h
DC DC
L o n g -T e rm Ca p a ci ty a n d l o n g -t e rm ca p a ci ty/
Re so u rc e s re so u rce p l a n s
Re m o va l Fa ci l i ty &
DC o f Ob so l e te DC Equi pm ent
Ca p i ta l A sse ts E n vi ro n m e n t

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
RESPONSIVENESS
M a n age
DC Plan M a n age
In fo rm a ti o n De si g n Ch a i n
DC
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
CO ST
S ch e d u l e
D C Ch a i n K n o wl e d g e
EP.6 M anage T ra n sf e r Co st
M a n age
De si g n Ch a i n
DC De si g n Ch a i n DC
K n o wl e d g e
ASSETS
T ra n sf e r
E P .3 EP .6
Re t u rn o n
K n o wl e d g e
DC De si g n Ch a i n
A sse t s
DC 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 M e a su re m e n t
DE
Cxch a n g e s t h ro u g h o u t DC of
t h e De si g n Ch a i n P e rform ance
M a n a g e In fo rm a ti on
Autom ated
D C a cro ss 1 0 0 % o f DC
Do cum entati on
d e sg i n ch a i n
In te rn e t P o o l i ng Ca p t u re a n d
DC
(E l e ct ro n i c b ro ke ra g e D Cm a i n ta i n ca te g o ri ze d
o f re se a rch a n d o r d e si g n ) sp e ci fi c d a ta

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
M a n age
De si g n
DC
Ch a i n
RESPONSIVENESS
P e rf o rm a n ce
E P .2
Ch a i n
De si g n
DC
Co n fi g u ari on
DC Ch a i n Cycl e t i m e
Plan
CO ST
P P .4
M a n age
EP.7 M anage M a n a g e De si g n
De si g n
DC DC De si g n Ch a i n D C Ch a i n Co n fi g u ra ti on
Ch a i n
Co n fi g u ra ti on Co st
Co n fi g u ra ti on
E P .5 E P .7
P l a t f o rm T e a m s In co rp o ra te s l e a d i n g
D C i n Ne w P ro d u ct 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 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 DC
o n Cost of Qual i ty P l a n n i n g P ro ce ss

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).
Legal
DC
P ro c e sse s
RESPONSIVENESS
M anage Desi gn
Chai n
Fi nance DC
Regul atory Com pl i ance
T ax &
DC Cycl e t i m e
T re asury
P ro c e sse s
CO ST
E P . 8 M anage
M anage P l an M anage P l an
P l an
DC Regul atory DC DC Regul atory
Regul atory
Com pl i ance Com pl i ance Cost
Com pl i ance
E P .1 EP .8

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.
Fi n a n ci al P l an RESPONSIVENESS
f ro m : Fi n a n ce , T a x
DC M a n a g e De si g n
& T re a su ry
Ch a i n Fi n a nci al
P ro c e sse s DC
Re a l i g n m e nt
Cycl e t i m e
Re vi se d E P . 9 A l i g n De si g n
ASSETS
DC B u si n e ss DC Ch a i n P l a n
A ssu m p t i o n s wi th Fi n a n ci a l P l a n
P P .1 E P .9 A l i g n De si g n
P l a n wi th
DC
Fi n a n ci al P l an
Re vi se d B u si n e ss Re -p l a n n i n g Re -p l a n n i n g l i n ks Co st
A ssu m p t i o n s t o O u t p u t : e xi st s i n m u l ti -l e ve l s d e si g n ch a i n o p e ra ti o n
DC DC DC
Fi n a n ce , T a x & T re a su ry o f th e De si g n Ch a i n wi t h B u si n e ss/
P ro c e sse s b e t we e n b u si n e sse s M a rke t i n g S t ra te g y

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 Re se a rch
R1 Re se a rch R2 Re se a rch R3 Re se a rch

ER Enabl e
DC P ro d u ct DC New DC New DC
Re se a rch
Re f re sh P ro d u ct T e ch n o l o gy
R1 R2 R3 ER

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
R1 Re se a rch
DC P ro d u ct
Re f re sh
R1
R1 . 1 S ch e d u l e R1 . 4 T ra n sf e r R1 . 5 A u t h o ri ze
R1 . 2 S o u rce R1 . 3 V e ri fy
DC Re se a rch DC DC DC Fi n d i n g s/ DC S u p p l i er
M a te ri a l s M a te ri a l s
A ct i vi ti e s M a te ri a l s P a y m e n t (m -t -s)
R1 . 1 R1 . 2 R1 . 3 R1 . 4 R1 . 5

PROCESS ELEMENT--Research
R1 Research Product Refresh: Process Element

synthesizing of information and evaluation and publishing or archiving of
Product Refresh is driven by the research plan.

RESPONSIVENESS
P ro duct Desi gn
DC Change Cycl e
Time
RESPONSIVENESS
A uthori ze
S uppl i er
DC
P aym ent
Cycl e T i m e
RELIABILITY
P erf ect
DC P ro duct
De si gn
RELIABILITY
Re se a rch
DC
Cycl e T i m e
R1 Re se a rch FLEXIBILITY
DC P ro duct
Re f resh
P ro duct Desi gn
DC
R1 Cycl e T i m e
FLEXIBILITY
Joi nt S ervi ce Mi ti gati on of
Re se arch desi gn
D
ACgreem ent s A l l i ance and D C O b so l e scence
Leverage agreem ents Co st A n a l y si s (M O CA )
DC change Cycl e
Time
CO ST
A uthori ze
DC S uppl i er
P a ym e nt Cost
CO ST
Re se a rch
DC
T ot al Cost
CO ST
T otal Desi gn
DC
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

determined based on the detailed Research plan. This includes the
identification and validation of potential suppliers of materials or technology.
Re se a rch
DC
Plan
P R. 4
DC
Ru l e s
S ch e d u l e
E R. 1 D C Re se a rch A ct i vi t i e s
Cycl e T i m e
S ch e d u l e R1 . 1 S ch e d u l e
CO ST
DC Re se a rch DC Re se a rch
A ct i vi ti e s A ct i vi ti e s
R1 . 2 R1 . 1 S ch e d u l e
Ut i l i ze E DI Co n si g n m e n t DC Re se a rch
Re se a rch t ra n sa ct i o n s to a g re e m e n t s A ct i vi t i e s Co st
DC DC DC
S ch e d u l e re d u ce cycl e t o re d u ce a sse t s
t i m e a n d co st s a n d cycl e ti m e
P R. 3

R1.2 Source Materials: Process Element
Description/Definition: The process and associated activities of ordering and

receiving materials and technology.
S ch e d u l e
DC Re se a rch
A ct i vi ti e s
R1 . 1
DC
Re se a rch
M a te ri a l from
RESPONSIVENESS
In p u t S u p p l i e r
S o u rce
DC M a te ri a l s
Cycl e T i m e
P u rch a se
R1 . 2 S o u rce
CO ST
DC O rd e r DC
M a te ri a l s
(S u p p l i e r)
R1 . 2
S o u rce
DC
M a t e ri a l s Co st
S o u rce d
DC S u p p l i e r ce rti fi ca ti o n
M a te ri a l s S u p p l i e r d e l i ve rs
p ro g ra m s t o re d u ce /
DC DC d i re ctl y to
e l i m i n a te recei vi ng
p o i n t o f u se
R1 . 3 i n sp e cti o n
P a ym e n t B a r co d i n g i s
DC u se d t o m i n i m i ze
A u th o ri za ti o n
D C h a n d l i n g ti m e & DC R FI D
m a xi m i ze d a t a a ccu ra cy
R1 . 5
S u p p l i er
Co m p o n e n t
DC (Ca rri e r) DC
S ta n d a rd i za ti on
A g re e m e n t s

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
V e ri fy
S o u rce d
DC DC M a te ri a l s
M a te ri a l s
Cycl e T i m e
R1 . 2
CO ST
V e ri fy
Re se a rch R1 . 3 V e ri fy
DC DC DC M a te ri a l s
Do cu m e n t a t i o n M a te ri a l s
Co st
E R. 3 R1 . 3
V eri fi ed
M a te ri a l s S u p p l i e r d e l i ve rs
p o i n t o f u se
B a r co d i n g i s
u se d t o m i n i m i ze S u p p l i e r re p l a ce s
D C h a n d l i n g ti m e & D Cd e fe cti ve m a te ri al at
m a xi m i ze d a t a a ccu ra cy cu st o m e r's f a ci l i ty

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.
V eri fi ed
DC
M a te ri a l s
R1 . 3
RESPONSIVENESS
T ra n sf e r
Re se a rch
DC 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
R1 . 4 T ra n sf e r T ra n sf e r
Re se a rch
DC DC Fi n d i n g s/ D C Fi n d i n g /M a te ri a l s
S p e ci fi ca ti o n s
Materi al Co st
D1 . 2 I 1 . 3 D2 . 3 D3 . 5 R1 . 4
Dri ve d e l i ve ri e s Ca p abi l i ty
D C d i re ct l y t o sto ck DC T ra n sf e r to
or P OU Org a n i za ti o n

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
P a ym e n t
P a ym e n t
DC DC Cycl e
Time
R1 . 2
RELIABILITY
% I n vo i ce Re ce i p t s
Ou t p u t to R1 . 5 A u t h o ri ze DC a n d P a ym e n t s
DC Fi n a nci al DC S u p p l i er Ge n e ra t e d vi a E DI
P ro c e sse s P a ym e n t
R1 . 5
FLEXIBILITY
% I n vo i ce s p ro ce sse d
DC wi t h o u t i ssu e s
a n d / o r e rro rs
Pay on
DC
Re ce i p t
CO ST
Co st
DC per
i n vo i ce

R2: Research New Product: Process Category

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
R2 Re se a rch
DC New
P ro duct
R2
R2. 1 Recei ve R2. 2 S chedul e R2. 5 T ransf er R2. 6 A ut hori ze

R2 . 3 S ource R2. 4 V eri fy
DC & V al i date DC Re se a rch DC DC DC Fi ndi ngs/ DC S uppl i er
M ateri al s M ateri al s
Re q uest A ct i vi ti es M ateri al s P aym ent
R2 . 1 R2 . 2 R2 . 3 R2 . 4 R2 . 5 R2 . 6

R2 Research New Product: Process Element

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
P ro duct Desi gn
DC Change Cycl e
T ime
RELIABILITY
P erf ect
DC P ro duct
De si gn
RELIABILITY
R2 Re se a rch
DC New
P ro duct Re se a rch
DC
Cycl e T i m e
R2
FLEXIBILITY
P ro duct Desi gn
S ervi ce A ut om at ed
DC
Cycl e T i m e
DC A g re em ent s D C S t at i st i cal P rocess
(S A ) Cont rol (S P C)
FLEXIBILITY
Re se a rch
DC desi gn change
Cycl e T i m e
CO ST
Re se a rch
DC
T ot al Cost
CO ST
T otal Desi gn
DC
Chai n Cost

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.
Re se a rch
DC
D2 . 3 I 2 . 3 D3 . 5
RESPONSIVENESS
B u si n e ss Re ce i ve &
DC
Ru l e s 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
S ch e d u l e R2 . 1 Re ce i ve Re ce i ve &
DC Re se a rch DC & V a l i d ate DC V al i date
A ct i vi ti e s Re q u e st Re q u e st Co st
R2 . 2 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


determined based on the detailed research request. This includes the
identification and validation of potential suppliers of materials or technology.
S ch e d u l e
DC Re se a rch
A ct i vi ti e s
R2 . 1
Re se a rch
RESPONSIVENESS
DC
Plan
P R. 4 S ch e d u l e
Re se a rch
DC
A ct i vi ti e s
Cycl e T i m e
R2 . 2 S ch e d u l e
Re se a rch
CO ST
DC DC Re se a rch
S ch e d u l e
A ct i vi ti e s
P R. 3 R2 . 2 S ch e d u l e
DC Re se a rch
A ct i vi t i e s Co st
S o u rce
DC Ut i l i ze E DI Co n si g n m e n t
M a te ri a l s
t ra n sa ct i o n s to a g re e m e n t s
DC DC
re d u ce cycl e t o re d u ce a sse t s
R2 . 3 t i m e a n d co st s a n d cycl e ti m e

R2.3 Source Materials: Process Element

receiving materials and technology.
DC
S ch e d u l e
Re se a rch
RESPONSIVENESS
A ct i vi ti e s
S o u rce
R2 . 2 DC M a te ri a l s
Cycl e T i m e
S o u rce d R2 . 3 S o u rce
CO ST
DC DC
M a te ri a l s M a te ri a l s
R2 . 4 R2 . 3 S o u rce
DC M a te ri a l s
Co st
P a ym e n t
A u th o ri za ti o n S u p p l i e r d e l i ve rs
p o i n t o f u se
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 & DC R FI D
S u p p l i er
DC (Ca rri e r)
A g re e m e n t s

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
Re l e a se to
S o u rce d
DC DC S e l l Cycl e
M a te ri a l s
T ime
RESPONSIVENESS
R2 . 3
V e ri fy M a te ri a l s
DC
Cycl e T i m e
Re se a rch R2 . 4 V e ri fy
DC DC
CO ST
Do cu m e n t a t i o n M a te ri a l s
E R. 3 R2 . 4
Re l e a se to
DC Sel l T otal
S u p p l i e r ce rti fi ca ti o n Co st
S u p p l i e r d e l i ve rs
V eri fi ed p ro g ra m s t o re d u ce /
DC DC DC d i re ctl y to
CO ST
M a te ri a l s e l i m i n a te recei vi ng
p o i n t o f u se
i n sp e cti o n
R2 . 5
B a r co d i n g i s V e ri fy
u se d t o m i n i m i ze S u p p l i e r re p l a ce s DC M a te ri a l s
D C h a n d l i n g ti m e & D Cd e fe cti ve m a te ri al at Co st
m a xi m i ze d a t a a ccu ra cy cu st o m e r's f a ci l i ty

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
V eri fi ed RESPONSIVENESS
M a te ri a l s
T ra n sf e r
R2 . 4 D C Fi n d i n g /M a te ri a l s
Cycl e T i m e
R2 . 5 T ra n sf e r
Re se a rch
CO ST
DC DC Fi n d i n g s/
M a te ri a l s
D2 . 3 I 2 . 4 D3 . 5 R2 . 5 T ra n sf e r
D C Fi n d i n g /M a te ri a l s
Co st
d i re ct l y t o sto ck T ra n sf e r to


P aym ent
RESPONSIVENESS
DC
A uthori zati on
R2 . 3 A uthori ze
S uppl i er
DC
P aym ent
Cycl e T i m e
DC
Out put to
Fi nanci al DC
R2. 6 A ut hori ze
S uppl i er
CO ST
P ro c e sse s P aym ent
A uthori ze
R2 . 6 DC S uppl i er
P a ym e nt Cost
P ay on
DC
Recei pt

R3: Research New Technology: Process Category

identification and decomposition of research topics for new technology,
obtaining and synthesizing of information and evaluation and publishing of
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
R3 Re se a rch
DC New
T e ch n o l o gy
R3
R3 . 1 Re ce i ve R3 . 2 Id e n ti fy R3 . 3 S ch e d u l e R3 . 4 S o u rce
DC & V a l i d ate DC S o u rce s f o r DC Re se a rch DC M a te ri a l s/
Re q u e st T e ch n o l o gy A ct i vi ti e s T e ch n o l o gy
R3 . 1 R3 . 2 R3 . 3 R3 . 4

R3 Research New Technology: Process Element

identification and decomposition of research topics for new technology,
obtaining and synthesizing of information and evaluation and publishing of
New Technology is driven by the Design New Technology process.

RESPONSIVENESS
Time
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
RELIABILITY
R3 Re se a rch
Re se a rch
DC New DC
Cycl e T i m e
T e ch n o l o gy
FLEXIBILITY
R3
DC
Cycl e T i m e
S e rvi ce
FLEXIBILITY
DC A g re e m e n t s
(S A )
Re se a rch d e si g n
DC ch a n g e
Cycl e T i m e
CO ST
Re se a rch
DC
T o t a l Co st
CO ST
T o ta l De si g n
DC
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

Re se a rch
DC
D3 . 5 I 3 . 3
B u si n e ss
RESPONSIVENESS
DC
Ru l e s
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
R3 . 1 Re ce i ve
V a l i dated
CO ST
DC DC & V a l i d ate
Re q u e st
Re q u e st
R3 . 2 R3 . 1 Re ce i ve &
DC V al i date
Re q u e st Co st
P ro d u ct Da t a E DI t o se n d a n d
D aCn a g e m e n t & E l e ctro n i c
M D C re ce i ve te ch n i ca l
Do cu m e n t M a n a g e m e n t i n fo rm a ti on

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
V a l i dated RESPONSIVENESS
Re q u e st
I d e n t i f y S o u rce s
R3 . 1 DC fo r T e ch n o l o gy
Cycl e T i m e
DC
Identi fi ed
S o u rce s DC
R3 . 2 Id e n ti fy
S o u rce s f o r
CO ST
fo r T e ch n o l o gy T e ch n o l o gy
I d e n t i f y S o u rce s
R3 . 3 R3 . 2 DC 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
DC 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
O n l i n e RFQ p ro ce sse s On l i n e d o cu m e n t m a n a g e m e n t
Dl i C
n ke d i n to th e d o cu m e n t DaCn d a u to m a te d su p p l i e r
m a n a g e m e n t p ro ce ss a p p ro va l p ro ce sse 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 On-l i ne avai l abi l i ty
DC DC
cycl e ti m e fo r ce rti fyi n g to su p p l i e r fi n a n ci a l s
su p p l i e rs


determined based on the detailed research request.
Identi fi ed
DC S o urces f or
T echnol ogy
R3 . 2
DC
Re se a rch RESPONSIVENESS
P l an
S chedul e
Re se a rch
P R. 4 DC
A ct i vi ti es
Cycl e T i m e
DC
Re se a rch
DC
R3. 3 S chedul e
Re se a rch
CO ST
S chedul e
A ct i vi ti es
S chedul e
P R. 3 R3 . 3 DC Re se a rch
A ct i vi t i es Cost
S chedul e
DC Re se a rch Ut i l i ze E DI Co nsi gnm ent
A ct i vi ti es t ransact i ons to agreem ent s
DC DC
reduce cycl e t o re d u ce asset s
R3 . 4 t i m e and cost s and cycl e ti m e

R3.4 Source Materials/Technology: Process Element

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.
S ch e d u l e
DC Re se a rch
A ct i vi ti e s
RESPONSIVENESS
R3 . 3
Re se a rch
DC Materi al
S o u rce M a t e ri a l s/
(S u p p l i e r)
DC T e ch n o l o gy
Cycl e T i m e
P u rch a se R3 . 4 S o u rce
DC O rd e r DC M a te ri a l s/
(S u p p l i e r) T e ch n o l o gy
R3 . 4
CO ST
S u p p l i e r ce rti fi ca ti o n
S o u rce d S u p p l i e r d e l i ve rs
p ro g ra m s t o re d u ce / S o u rce M a t e ri a l s/
DC M a te ri a l s/ DC DC d i re ctl y to DC
e l i m i n a te recei vi ng T e ch n o l o g y Co st
T e ch n o l o gy p o i n t o f u se
i n sp e cti o n
R3 . 5
u se d t o m i n i m i ze
P a ym e n t
DC D C h a n d l i n g ti m e & DC R FI D
R3 . 8
S u p p l i er
DC (Ca rri e r)
A g re e m e n t s

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.
S ourced
RESPONSIVENESS
DC M ateri al s/
T echnol ogy
R3 . 4 E st abl i sh
V eri fi cati on
DC
P ro c e ss Cy c l e
Time
DC
V eri fi cati on
DC
R3. 5 E st abl i sh
V eri fi cati on
CO ST
P ro c e ss
P ro c e ss
E st abl i sh
R3 . 6 R3 . 5 DC V eri fi cati on
P ro c e ss Co st

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.
V eri fi cati on
CO ST
DC
P ro c e ss
R3 . 5
V eri fy M ateri al s/
DC
T echnol ogy Cost
DC
Re se a rch
DC
R3. 6 V eri fy
M ateri al s/
RELIABILITY
Docum ent at i on
T echnol ogy
V eri fy M ateri al s/
E R. 3 R3 . 6 DC T echnol ogy
Cycl e T i m e
V eri fi ed
DC Re se a rch/ S uppl i er certi fi cati on
S uppl i er del i vers
M ateri al s program s t o reduce/
DC DC di rectl y to
el i m i nate recei vi ng
poi nt of use
R3 . 7 i nspecti on
B ar codi ng i s
used t o m i ni m i ze S uppl i er repl aces
D C handl i ng ti m e & D Cdefecti ve m ateri al at
m axi m i ze dat a accuracy cust om er's f aci l i ty

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.
V eri fi ed
RESPONSIVENESS
DC M a te ri a l s/
T e ch n o l o gy
R3 . 6 T ra n sf e r Fi n d i n g /
DC M a te ri a l s
Cycl e T i m e
DC
Re se a rch
DC
R3 . 7 T ra n sf e r
Fi n d i n g s/
CO ST
M a te ri a l s
T ra n sf e r Fi n d i n g /
D3 . 5 I 3 . 4 R3 . 7 DC
M a t e ri a l s Co st
D C d i re ct l y t o sto ck DC T ra n sf e r to


P a ym e n t
RESPONSIVENESS
DC
R3 . 4 A u th o ri ze S u p p l i e r
DC P a ym e n t
Cycl e T i m e
DC
Ou t p u t to
Fi n a nci al DC
R3 . 8 A u t h o ri ze
S u p p l i er
CO ST
P ro c e sse s P a ym e n t
A u th o ri ze S u p p l i e r
R3 . 8 DC
P a ym e n t Co st
Pay on
DC
Re ce i p t

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
E R E nabl e
DC
Re se a rch
ER
E R. 5 M anage E R. 6 M anage E R. 8 M anage

E R. 1 M anage E R. 2 M anage E R. 3 M ai ntai n E R. 4 M anage E R. 7 M anage
Re se a rch Re se a rch Re se a rch
D C Re se a rc h B u si n e ss DC Re se a rch DC Re se a rch DC P ro duct DC DC DC Re se a rch DC
Capi tal K nowl edge Regul atory
Ru l es P erf orm ance Inform ati on Li fecycl e Ne t wo rk
A sse t s T ransf er Requi rem ent s
E R. 1 E R. 2 E R. 3 E R. 4 E R. 5 E R. 6 E R. 7 E R. 8

ER Enable Research: Process Element
Description/Definition: Enable Research is the collection of processes to

Research execution processes rely.
RESPONSIVENESS
Time
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
FEXIBILITY
E n a b l e d e si g n
ER Enabl e
DC DC ch a n g e Cycl e
Re se a rch
Time
CO ST
ER
E n a bl e
DC Re se a rch
E n t e rp ri se L e ve l P o l i ci e s E n te rp ri se l e ve l Co st
DC DC
wi th l o ca l E xcu ti o n sp e n d a n al ysi s
CO ST
Co l l a b o ra ti ve re vi e w,
L o n g t e rm re se a rch T o ta l De si g n
DC DC a g re e m e n t of DC
a g re e m e n t s/ p a rt n e rsh i p s Ch a i n Co st
ASSETS
E l e ct ro n i c S o u rci n g
D C a n d Ne g oti ati on De si g n Ch a i n
(E -B u si n e ss)
DC Fi xe d A sse t
V a l ue

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.
B u si n e ss
DC
Ru l e s
E R. 1
RESPONSIVENESS
M a n age
Re se a rch
DC DC B u si n e ss
Re g u l a to ry
Ru l e s Cycl e T i m e
Co m p l i a n ce
E R. 8
RESPONSIVENESS
E R. 1 M a n a g e
Nu m b e r o f
B u si n e ss Re se a rch
DC DC DC B u si n e ss Ru l e
Ru l e s B u si n e ss
Ch a n g e s
Ru l e s
E R. 2 R1 . 1 R2 . 2 R3 . 1 E R. 1
CO ST
M a n age
DC Re se a rch
P e rf o rm a n ce E n t e rp ri se L e ve l P o l i ci e s E n te rp ri se l e ve l
DC DC DC B u si n e ss Ru l e s
wi th l o ca l E xe cu ti o n sp e n d a n al ysi s
Co st
E R. 7
E l e ct ro n i c Gra n t
L o n g t e rm re se a rch
DC DC Ne g oti ati on
a g re e m e n t s/ p a rt n e rsh i p s
(E -B u si n e ss)

ER.2 Manage Research Performance: Process Element
Description/Definition: The process of defining the requirement and

monitoring the performance of the research processes.
M a n age
DC Re se a rch
In fo rm a ti o n
E R. 3
RESPONSIVENESS
DC P e rf o rm a n ce
B u si n e ss Cycl e t i m e
DC
Ru l e s
CO ST
E R. 1
M a n age E R. 2 M a n a g e
DC Re se a rch DC Re se a rch DC
P e rf o rm a n ce Co st
Ne t wo rk P e rf o rm a n ce
E R. 7 E R. 2
P e rf o rm a n ce e xp e cta ti o n s Co n t i n u o u s I m p ro ve m e n t
D aCn d b u si n e ss ru l e s a re Di sCm e a su re d t h ro u g h th e
cl e a rl y co m m u n i ca ted p e rf o rm a n ce re vi e w
Re se a rch p e rf o rm a n ce
A sse ss
dDa C
ta i s co l l e cte d , a n a l yze d , DC
P e rf o rm a n ce
re p o rte d onl i ne
Co m p a ra t i ve a n a l ysi s o f
L e a n and
reD
seC
a rch p e rf o rm a n ce i s u se d DC
Si x Sigm a
i n re se a rch d e ci si o n s

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.
M a n age
Re se a rch
DC
K n o wl e d g e
T ra n sf e r
RESPONSIVENESS
E R. 6
M a na ge Re s e a r c h
DC In fo r m a tion
Re se a rch Cyc le T im e
DC
Do cu m e n t a t i o n
CO ST
R1 . 3 R2 . 4 R3 . 6
M a n age
E R. 3 M a i n ta i n
E xe cu ti o n Re se a rch
DC DC Re se a rch DC
Da t a In fo rm a ti o n
In fo rm a ti o n
Co st
E R. 3
M a n age
Re se a rch
DC S i n g l e data
K n o wl e d g e Co l l a borati ve
T ra n sf e r D CP l a n n i n g - Re se a rch DC
su p p o rt a n d
i nformation
E R. 6 b u si n e ss ru l e s
M a n age Da t a a cce si b i l i t y a cro ss

DC Re se a rch D C t h e e n te rp ri se fo r
In fo rm a ti o n 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

ER.4 Manage Product Life Cycle: Process Element

processes and maintenance of status information of products.
RESPONSIVENESS
DC
Li fe P ro d u ct L i fe cycl e
DC Cycl e M a n a g e m e nt
Plan Cycl e T i m e
CO ST
E R. 4 M a n a g e
DC P ro d u ct DC
I n ve n t o ry Co st
L i fe cycl e
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

ER.5 Manage Research Capital Assets: Process Element
Description/Definition: Acquisition, maintenance, and disposition of Research

capital assets. (Labs and equipment).
RESPONSIVENESS
M anage
DC Re se a rch M anage
Ne t wo rk Re se a rch
DC
A sse t
E R. 7 Cycl e t i m e
CO ST
E R. 5 M anage
M anage Research
Re se a rch
DC DC Ca pi t al A sset s
Capi tal
Co st
A sse t s
E R. 5
Cro ss Fu nct i onal T eam s A l i gnm ent of strategi c/ ASSETS

to execute and devel op b u si n ess pl ans wi t h
DC DC Re se a rch
Long-T erm Capaci ty and l ong-t erm capaci ty/
Fi xed
Re so u rc e s re source pl ans DC
A sse t
V al ue
Rem oval Faci l i ty &
ASSETS
DC of Obsol ete DC E qui pm ent
Research Capi t al A ssets E nvi ronm ent
Ret urn on
DC Desi gn Chai n
A sse t s

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.
K n o wl e d g e
Plan
RESPONSIVENESS
M a n age
M a n age
Re se a rch
DC Re se a rch DC
In fo rm a ti o n
Cycl e t i m e
E R. 3
CO ST
E R. 6 M a n a g e
K n o wl e d g e M a n a g e Re se a rch
Re se a rch
DC M a n a g e m e nt DC DC K n o wl e d g e
K n o wl e d g e
S ch e d u l e T ra n sf e r Co st
T ra n sf e r
E R. 6
M a n age
Re se a rch
DC
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 M e a su re m e n t
DE
Cxch a n g e s t h ro u g h o u t DC of
t h e De si g n Ch a i n P e rform ance
Autom ated
Do cum entati on
d e sg i n ch a i n
DC

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).
M a n age
DC Re se a rch
Ne t wo rk
E R. 2
RESPONSIVENESS
M a n age
Re se a rch
DC
Ne t wo rk
Re se a rch
DC Cycl e T i m e
Plan
CO ST
P R. 4
M a n age E R. 7 M a n a g e M a n age
DC Re se a rch DC Re se a rch DC Re se a rch
Ne t wo rk Ne t wo rk Ne t wo rk Co st
E R. 5 E R. 7
On l i n e d o cu m e n t
I n te rn e t m anagem ent and
DC DC
E xch a n ges a u to m a te d
a p p ro va l p ro ce sse s
E DI t o se n d RFQ s
Re se a rch
DC a n d te ch n i ca l DC
ce rti fi ca ti o n
i n f o rm a t i o n to re se a rch e rs
E st a b l i sh m e n t
Re se a rch
DC DC o f cri te ri a to
A g re e m e n t s
ra n k re se a rch
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

ER.8 Manage Research Regulatory Requirements: Process Element

government).
Legal
DC
P ro c e sse s
RESPONSIVENESS
Ch a i n
Fi n a n ce DC
Re g u l a to ry Co m p l i a n ce
T ax &
DC Cycl e t i m e
T re a su ry
P ro c e sse s
CO ST
M a n age E R. 8 M a n a g e
Re se a rch Re se a rch
DC DC DC Re g u l a to ry
Re g u l a to ry Re g u l a to ry
Co m p l i a n ce Co st
Co m p l i a n ce Re q u i re m e n t s
E R. 1 E R. 8
Di re ct co n n e cti o n
Do c u m e n t s
to Re g u l a to ry
DC g e n e ra ted DC
B o d i e s o r Re g u l a to ry
automatically
S e rvi ce s
Di re ct A sse ssi n g e xp o rt / i m p o rt
DC T ra n sf e r o f D Cre q u i re m e n t s d u ri n g
d o cu m e nts 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/
DC
su b -co m p o n e n t re se a rch / d e si g n t o
co u n try o f o ri g i n

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
D1 De si g n D2 De si g n D3 De si g n
ED Enabl e
De si g n
D1 D2 D3 ED

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
D1 De si gn
DC P ro duct
Re f resh
D1
D1. 1 S chedul e D1. 5 Rel ease

D1. 2 Devel op D1. 3 B ui l d & D1 . 4 P ackage
DC De si gn DC DC DC DC Desi gn t o
P rototype T est P rot otype De si gn
A ct i vi ti es Integrate

PROCESS ELEMENTS--Design
D1 Design Product Refresh / Facility Touch-up: Process Element

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
Nu m b e r o f
DC ch a n g e s p e r
RESPONSIVENESS
Time
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
FEXIBILITY
D1 De si g n De si g n
DC P ro d u ct DC Cycl e
Re f re sh Time
D1
FLEXIBILITY
De s ig n Co n fig u r a r ion De si g n p ro d u ct
Co n tr o l & Ch a n g e DC ch a n g e
Cycl e T i m e
Bo a r ds
FLEXIBILITY
DC
Cycl e T i m e
CO ST
T o ta l De si g n
DC
Ch a i n Co st
CO ST
De si g n T o ta l
DC
Co st

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
S ch e d u l e De si g n
A ct i vi t i e s Cycl e
De si g n Time
DC
Plan
P D. 4
FLEXIBILITY
De ve l o p P ro to typ e
Cycl e T i m e
D1 . 1 S ch e d u l e
S ch e d u l e
CO ST
DC DC De si g n
P ro to typ e
A ct i vi ti e s
D1 . 2 D1 . 1
De si g n
DC
S ch e d u l e
P D. 3
Co o rd i n a te d al l ocati on
D Co f re so u rc e s a cro ss
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
CO ST
d e si g n ch a i n d e si g n ch a i n m e m b e rs
De ve l o p
DC
P ro t o t yp e Co st
E sta b l i sh co l l a b o ra ti ve A l i gn
m e ch a n i sm s f o r co m p o n e n t
DC DC
co -d e ve l o p m e n t d e ve l o p m e nt
wi t h su p p l i e rs p ro g re ss
Co o rd i n a te d e ve l o p m ent A l l o w q u i ck a cce ss
D C re so u rc e s a c ro ss D C to i n te rn a l e xi sti ng
th e d e si g n ch a i n te ch n o l o g y

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.
S ch e d u l e
DC
P ro to typ e
D1 . 1
DC
De ve lo p
R1 . 4 P r o to typ e
Cyc le T im e
DC
P ro to typ e
DC
D1 . 2 De ve l o p CO ST
Re q u i re m e n t P ro to typ e
De ve lo p
D1 . 3 D1 . 2 P r o to typ e
Co s t
Re se a rch
DC Re a l -t i m e cu st o m e r
T e ch n o l o g y su p p o rt ve ri fi ca ti on of
DC DC
f o r p ro d u ct p ro to typ i n g e n g i n e e ri n g d ra wi n g s
R1 . 4 & sp e ci f i ca ti o n s
P ro j e ct t ra n sp a re n ce
Use 3 D so l i d m o d e l i n g
o n th e su p p l i e r
DC DC te ch n o l o g y to
si d e d u ri n g
d e ve l o p p ro to typ e s
th e p ro to typ i n g
M a n a g i n g a n d tra ci n g
Ra p i d se a rch
m e ch a n i sm f o r
D C o f t re fe re n ce p a rts DC
co st a n d ti m e o f
a n d i n te l l e ctu a l p roperty
d e ve l o p i n g p ro totype
Uti l i ze d e si g n Autom ate equipm ent

D C kn o wl e d g e b a se DC a cce ss a n d
f o r te ch n o l o g y re u se t e st i n g i n st ru ct i o n s
Ra p i d expl oi tati on
of new V e ri fy d e si g n
DC DC
te ch n o l o g y re su l t o n l i n e
re se a rch
S e cu re e a rl y a n d A l l o w i n sta n t
co n si st e n t te ch n i ca l p ro j e ct tra cki n g
DC DC
su p p o rt f ro m a cro ss t h e
th e su p p l i e r d e si g n ch a i n
Co n st ru c t 3 D A l l o w q u i ck
D Cso l i d m o d e l s d u ri n g DC a cce ss t o p a rt
t h e p ro to typ i n g p h a se i n fo rm a ti on
E n a b l e q u i ck Uti l i ze d e si g n
DC DC
RFQ f e e d b a ck kn o wl e d g e b a se
M a n a g e te sti n g
DC
e q u i p m e nt

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.
P ro to typ e
RESPONSIVENESS
DC
Re q u i re m e n t
D1 . 2 B u i l d & T e st
P ro t o t yp e Cycl e
Time
P a cka g e D1 . 3 B u i l d &
CO ST
DC DC
Re q u i re m e n t T e st P ro t o typ e
D1 . 4 D1 . 3
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
E n su re su p p l i e rs’co m p l i a n ce
a n d re a l -ti m e
DC o f q u a l i ty sta n d a rd s & DC
t e st re p o rt s
ce rti fi ca ti o n i n l a b o ratory
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 Use e f fe cti ve
DC DC
co n d u cti n g re l i abl e d e si g n ru l e s
t e st i n g p ro ce d u re s
V a l i date qual i ty i n M o n i t o r su p p l i e rs’

DC DC
l a b e n vi ro n m e nt te sti n g ca p a b i l i ti e s
Set up Co m p l e t e P ro d u ct
DC DC
d e si g n ru l e s De si g n Ce rti fi ca ti o n
Ra p i d
DC
P ro to typ e

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.
P a cka g e
RESPONSIVENESS
DC
Re q u i re m e n t
D1 . 3
P a cka g e De si g n
Cycl e T i m e
CO ST
P ro to typ e
and D1 . 4 P a cka g e
DC DC
De si g n
P a cka g e
D1 . 5 D1 . 4 De si g n
Co st
De si g n
DC
Do cu m e n t
E D. 3 E D. 9 Co m p l e te
E n su re t h e co m p l e t e n e ss
P ro d u ct
DoC
f p ro d u ct sp e ci fi ca ti o n s DC
De si g n
t e st d o cu m e n ts & p ro d u cti o n
Ce rti fi ca ti o n

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.
P ro to typ e
and
DC
P a cka g e
Desi gn
D1 . 4
DC
De si g n RESPONSIVENESS
Re l e a se to
I 1 .3 I n t e g ra te Cycl e
Time
D1 . 5 Re l e a se
De si g n
CO ST
DC DC De si g n t o
In te g ra te
I 1 .3 D1 . 5
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
P ro d u ct t ra n sf e r
D C m e ch a n i sm f o r DC
m eeti ngs
p ro d u ct i o n tra n sfe r
Fi n a l d e si g n m a tch e s De fi n e p ro d u cti o n
DC DC
t h e o ri g i n a l d e si g n sp e cs g u i d el i nes
T ra n sf e r M P A ssu re d e si g n
DC DC
te ch n o l o g y q ual i ty

D2: Design New Product: Process Category

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
D2 De si g n
DC New
P ro d u ct
D2
D2 . 1 Re ce i ve ,
D2 . 2 S ch e d u l e D2 . 6 Re l e a se
V a l i d ate & D2 . 3 De ve l o p D2 . 4 B u i l d & D2 . 5 P a cka g e
DC DC De si g n DC DC DC DC De si g n t o
De co m p o se P ro to typ e T e st P ro t o typ e De si g n
A ct i vi ti e s In te g ra te
Re q u e se t
D2 . 1 D2 . 2 D2 . 3 D2 . 4 D2 . 5 D2 . 6

D2 Design New Product: Process Element

new product. This includes development of manufacturing, testing, servicing
and disposal processes.

RESPONSIVENESS
Nu m b e r o f
RESPONSIVENESS
Time
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
FEXIBILITY
De si g n
DC Cycl e
Time
FLEXIBILITY
DC
Cycl e T i m e
CO ST
D2 De si g n
De si g n T o ta l
DC New DC
Co st
P ro d u ct
CO ST
D2
S ta n d a rd i ze d
De si g n f o r T o ta l De si g n
DC De si g n Da t a DC DC
Si x Sigm a Ch a i n Co st
(B e n c h m a rk).
ASSETS
In te g ra te S u p p l i er M o d el i ng &
P atents
D C i n P ro d u ct De si g n DC S i m u l a ti o n for DC
p e r p ro d u ct
T e am s De si g n
ASSETS
In te g r a te d P r oduc t De s ig n Co n fig u r a r ion
P atents
D C De ve lo p m e n t & DC
Co n tr o l & Ch a n g e DC
p e r p ro j e ct
Co n c u r r e n t En g ine e r ing Bo a r ds
ASSETS
Co n c u r r e n t P r oduc t
T ra d e S e cre t s
D C & Pr oc e s s DC C A D /C A M DC
p e r p ro d u ct
En g in e e r ing
ASSETS
DC
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.

DC
Re ce i ve , V a l i d a te
& De co m p o se
I 2 . 3 I3 .3 Re q u e st Cycl e
Time
D2 . 1 Re ce i ve ,
V a l i dated V a l i d ate &
CO ST
DC DC
Re q u e st De co m p o se
Re q u e se t
D2 . 2 D2 . 1 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 n h a n ce d Co m p o n e n t su p p l i e rs
DC co n cu rre n t D C e a rl y i n vo l ve m e n t
e n g i neeri ng i n p ro d u ct devel opm ent
Do cu m e n t
Re a l -t i m e co m m u n i ca ti o n
DC m anagem ent DC
o f d e si g n sp e ci fi ca ti ons
a n d ve rsi o n co n tro l
V a l i d a te ke y
Co l l a b o ra ti ve su p pl i er co m p o n e n t s
DC DC
- d e si g n d e ve l o p m e n t sp e ci fi e d b y
d e si g n -i n cu sto m e r
E n su re S P E C-I N V e ri fy d e si g n
DC DC
p a rt e a rl y re su l t o n l i n e
M o n i to r su p p l i e r M a i n ta i n p ro d u ct
DC DC
te ch n o l o g y d e ve l o p m e nt d a t a co n si st e n cy
E st a b l i sh
Do cu m e n t a n d m a n a g e co -d e ve l o p m e n t
DC DC
cu st o m e r re q u i re m e n t s re l a ti o n shi p
wi t h su p p l i e rs


prototyping of designs. The requirements are determined based on the
detailed design plan or other types of design pull signals.
V a l i dated
DC
Re q u e st
D2 . 1
DC
Plan
P D. 4 A ct i vi t i e s Cycl e
Time
P ro to typ e
DC DC De si g n
Re q u i re m e n t
A ct i vi ti e s
D2 . 3 D2 . 2
CO ST
De si g n Co l l a borati ve A l i g n e d p ro ce sse s
DC DC DC
S ch e d u l e d e si g n a cro ss d e si g n ch a i n
P D. 3
Co l l a b o ra t i ve m e ch a n i sm s
A l i g n co m p o n e n t
D Cfo r co -d e ve l o p m e n t DC
d e ve l o p m e n t p ro g re ss
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

D2.3 Develop Prototype: Process Element

for creating and testing a prototype. And collecting the materials and
technology required for the prototype.

Re se a rch
DC
RESPONSIVENESS
R1 . 4 R2 . 5
P ro to typ e
DC
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
Re se a rch D2 . 3 De ve l o p
DC DC
Re q u i re m e n t s P ro to typ e
R1 . 4 R2 . 1 D2 . 3
CO ST
De ve l o p
P ro to typ e
DC 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 Co st
o f te ch n i cal P ro j e ct t ra n sp a re n cy
D2 . 4 DC DC
d o cu m e n ta ti o n wi t h su p p l i e rs
wi t h cu st o m e r
3 D so l i d m o d e l i n g A u t o m a t e d se a rch
DC te ch n o l o g y to D C o f re fe re n ce p a rts
d e ve l o p p ro to typ e s a n d i n te l l e ctu a l p ro perti es
M e ch a n i sm f o r
T e ch n o l o g y su p p o rte d
D C t ra ci n g p ro to typ i n g DC
p ro d u ct 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
L i n ke d e q u i p m e n t a n d
D C t e ch n o l o g y wi th DC
te sti n g i n stru cti o n s
d e si g n kn o wl e d g e
Ra p i d expl oi tati on V e ri fy d e si g n
DC DC
o f n e w te ch n o l o g y re su l t o n l i n e
S e cu re e a rl y a n d A l l o w i n sta n t
co n si st e n t te ch n i ca l p ro j e ct tra cki n g
DC DC
su p p o rt f ro m a cro ss t h e
th e su p p l i e r d e si g n ch a i n
DC DC
M a n a g e te sti n g Ra p i d
DC DC
e q u i p m e nt P ro to typ e
D2.4 Build and Test Prototype: Process Element

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 RESPONSIVENESS
Re q u i re m e n t
B u i l d & T e st
D2 . 3 P ro t o t yp e Cycl e
T ime
DC
P a cka g e
DC
D2 . 4 B u i l d & CO ST
Re q u i re m e n t T e st P ro t o typ e
B u i l d & T e st
D2 . 5 D2 . 4 P ro t o t yp e Co st
Qual i fi ed Re a l -ti m e
DC DC
S u p p l i e rs t e st re p o rt s
S u p p l i e r te sti n g
DC DC De si g n ru l e s
rel i abi lity

DC DC
DC DC

Description/Definition: Activities associated with post-prototyping

documentation, testing, or certification required prior to delivery of the design
to Integration.
RESPONSIVENESS
P a cka ge
DC
Requi rem ent
P a cka ge Desi gn
DC
Cycl e T i m e
D2 . 4
De si gn D2 . 5 P ackage
CO ST
DC DC
Docum ent at i on De si gn
E D. 3 D2 . 5 P a cka ge
P rototype
DC De si gn
Co st
DC and P ackage
Qual i ty speci fi cati ons
De si gn Com pl et e P roduct
D C t e st d o cu m ent s DC
Desi gn Certi fi cati on
and producti on gui del i nes
D2 . 6

Description/Definition: The process of obtaining approval and releasing design

information to the Integration process.
P ro to typ e
RESPONSIVENESS
DC a n d P a cka g e
De si g n
D2 . 5 Re l e a se to
I n t e g ra te Cycl e
Time
D2 . 6 Re l e a se
De si g n
CO ST
DC DC De si g n t o
In te g ra te
I 2 . 4 I3 .4 D2 . 6 Re l e a se to
In te g ra te
Co st
P ro d u cti o n P ro d u ct
DC t ra n sf e r DC t ra n sf e r
g u i d el i nes m eeti ngs
De fi ne
T ra n sf e r M P
DC p ro d u cti o n DC
te ch n o l o g y
g u i d el i nes

D3: Design New Technology: Process Category

new product and introducing new technology. This includes development of
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
D3 De si g n
DC New
T e ch n o l o gy
D3
D3 . 1 Re ce i ve ,
D3 . 2 S ch e d u l e D3 . 5 B u i l d D3 . 7 Re l e a se
V a l i d ate & D3 . 3 A cq u i re D3 . 4 De ve l o p D3 . 6 P a cka g e
DC DC De si g n DC DC DC & T e st DC DC De si g n t o
De co m p o se K n o wl e d g e P ro to typ e De si g n
A ct i vi ti e s P ro to typ e In te g ra te
Re q u e st
D3 . 1 D3 . 2 D3 . 3 D3 . 4 D3 . 5 D3 . 6 D3 . 7

D3 Design New Technology: Process Element

new product and introducing new technology. This includes development of
RESPONSIVENESS
T ime
RESPONSIVENESS
Nu m b e r o f ch a n g e s
DC p e r P ro d u ct
De si g n
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
FEXIBILITY
De si g n
DC Cycl e
T ime
FLEXIBILITY
D3 De si g n De si g n p ro d u ct
DC New DC ch a n g e
T e ch n o l o gy 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 DC
Cycl e T i m e
Bo a r ds
CO ST
De si g n T o ta l
DC
Co st
CO ST
T o ta l De si g n
DC
Ch a i n Co st
ASSETS
DC
p e r p ro d u ct
ASSETS
DC
p e r p ro j e ct
ASSETS
Patents per
DC
p ro d u ct
ASSETS
Patents per
DC
p ro j e ct

D3.1 Receive Validate and Decompose: Process Element
Description/Definition: The series of activities to receive validate and

decompose the design requests.
DC
& De co m p o se
I 3 .3 Re q u e st Cycl e
Time
D3 . 1 Re ce i ve ,
V a l i dated V a l i d ate &
CO ST
DC DC
Re q u e st De co m p o se
Re q u e st
D3 . 2 D3 . 1 Re ce i ve , V a l i d a te
& De co m p o se
Re q u e st Co st
Ra p i d E a rl y i n vo l ve m e n t
DC Co n cu re n t D C wi t h co m p o n e n t
e n g i neeri ng su p p l i e rs
A u t o m a t e d d o cu m e n t Re a l ti m e d e si g n
DC m anagem ent DC sp e ci fi ca ti o n
a n d co n tro l co m m u n i ca t i o n s
Co l l a borati ve
Co m p o n e n t
DC S p e ci fi ca ti o n DC
Val i dati on
De ve l o p m e n t
V a l i d a te ke y
Co l l a b o ra ti ve su p pl i er co m p o n e n t s
DC DC
- d e si g n d e ve l o p m e n t sp e ci fi e d b y
d e si g n -i n cu sto m e r
E n su re S P E C-I N V e ri fy d e si g n
DC DC
p a rt e a rl y re su l t o n l i n e
M o n i to r su p p l i e r M a i n ta i n p ro d u ct
DC DC
te ch n o l o g y d e ve l o p m e nt d a t a co n si st e n cy
E st a b l i sh
Do cu m e n t a n d m a n a g e co -d e ve l o p m e n t
DC DC
cu st o m e r re q u i re m e n t s re l a ti o n shi p


prototyping of designs. The requirements are determined based on the
detailed design plan or other types of design pull signals.
De si g n
DC
Plan
P D. 4
DC
V a l i dated RESPONSIVENESS
Re q u e st
D3 . 1 DC A ct i vi t i e s Cycl e
T ime
DC
De si g n P l a n
DC
De si g n
CO ST
a n d Re q u e st
A ct i vi ti e s
D3 . 4 D3 . 2 DC
De si g n
DC A l i g n e d p ro d u ct
S ch e d u l e Co o rd i n a te d al l ocati on
d e ve l o p m e nt
D Co f re so u rc e s a cro ss DC
p ro c e sse s a c ro ss
d e si g n ch a i n
P D. 3 d e si g n ch a i n
Co l l a borati ve
A l i g n co m p o n e n t
DC m e c h a n i sm s DC
d e ve l o p m e n t p ro g re ss
fo r co -d e ve l o p m e n t
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

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.
De si g n P l a n
RESPONSIVENESS
DC
a n d Re q u e st
D3 . 2 A cq u i re
DC K n o wl e d g e
Cycl e T i m e
P ro to typ e D3 . 3 A cq u i re
CO ST
DC DC
Re q u i re m e n t K n o wl e d g e
D3 . 4 D3 . 3 A cq u i re
DC K n o wl e d g e
Ra p i d M a n a g i n g i nnovati ve Co st
a cq u i si ti o n te ch n o l o g y o r
DC DC
of new n e wl y d e ve l o p e d
te ch n o l o g y co m p o n e n t
T e ch n o l o g y su p p o rt A l l o w q u i ck a cce ss
DC f o r p ro d u ct D C to i n te rn a l e xi sti ng
p ro to typ i n g te ch n o l o g y
S e cu re e a rl y a n d
A l l o w a cce ss t o
co n si st e n t te ch n i ca l
D Csu p p l i e rs’ i n n o va ti ve DC
su p p o rt f ro m
technology
th e su p p l i e r

D3.4 Develop Prototype: Process Element

for creating and testing a prototype. And collecting the materials and
technology required for the prototype.
P ro to typ e
RESPONSIVENESS
DC
Re q u i re m e n t
D3 . 2 De ve l o p
P ro to typ e
Cycl e T i m e
DC
P ro to typ e
DC
D3 . 4 De ve l o p CO ST
Re q u i re m e n t P ro to typ e
De ve l o p
D3 . 5 D3 . 4 P ro to typ e
Co st
P ro j e ct 3 D so l i d
DC DC
T ra n sp a re n cy modeling
T i m e a n d Co st
Ra p i d S e a rch o f p a rts
DC DC Ca p t u re o f
a n d i n te l l e ctu a l p roperty
p ro to typ i n g
Re u se o f d e si g n Re a l t i m e cu st o m e r
DC DC
kn o wl e d g e co m m u n i ca t i o n s
Autom ate equipm ent

V e ri fy d e si g n
DC a n d te sti n g DC
i n st ru ct i o n s re su l t o n l i n e
A l l o w i n sta n t
M a n a g e te sti n g p ro j e ct tra cki n g
DC DC
e q u i p m e nt a cro ss t h e
d e si g n ch a i n
DC DC
Ra p i d
DC
P ro to typ e

D3.5 Build and Test Prototype: Process Element

create a prototype of the product in a lab environment. The processes
associated with the validation of product performance to ensure conformance
P ro to typ e
DC
Re q u i re m e n t
RESPONSIVENESS
D3 . 4
Re se a rch
DC B u i l d & T e st
DC P ro t o t yp e Cycl e
Time
R1 . 4 R2 . 5 R3 . 7
DC
P a cka g e
DC
D3 . 5 B u i l d
& T e st
CO ST
Re q u i re m e n t
P ro to typ e
B u i l d & T e st
D3 . 6 D3 . 5 DC P ro to typ e
Co st
Re se a rch
DC Qu a l i ty
Re a l ti m e
DC Co m p l i a n ce DC
t e st re p o rti n g
f o r su p p l i e rs
R1 . 4 R2 . 1 R3 . 1
S u p p l i er
De si g n ru l e
DC T e st DC
e ffe cti veness
Rel i abi l i ty

DC DC
DC DC

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.
P a cka g e
DC
Re q u i re m e n t
D3 . 5
RESPONSIVENESS
DC
Cycl e T i m e
P ro to typ e
D3 . 6 P a cka g e
CO ST
DC a n d P a cka g e DC
De si g n
De si g n
D3 . 7 D3 . 6 P a cka g e
DC De si g n
De si g n Co st
DC Co m p l e t e n e ss Co m p l e te
o f p ro d u ct P ro d u ct
DC DC
sp e ci fi ca ti o n s De si g n
E D. 3 a n d p ro d u cti o n g u i d e l i nes Ce rti fi ca ti o n

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
RESPONSIVENESS
De si g n
Re l e a se to
D3 . 6 In te g ra te
Cycl e T i m e
D3 . 7 Re l e a se
De si g n
CO ST
DC DC De si g n t o
In te g ra te
I 3 .4 D3 . 7
Re l e a se to
I n t e g ra t e Co st
P ro d u cti o n P ro d u ct
DC T ra n sf e r DC T ra n sf e r
M e ch a n i sm M e e ti n g s
De fi ne
T ra n sf e r M P
DC P ro d u cti o n DC
T e ch n o l o gy
Gu i d e l i n es

ED: Enable Design: Process Category
Description/Definition: Enable Design is the collection of processes to

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
E D E nabl e
DC
De si gn
ED
ED.6 M a n a g e ED.8 M a n a g e
ED.1 M a n a g e ED.2 M a n a g e ED.3 M a n a g e ED.4 M a n a g e ED.5 M a n a g e ED.7 M a n a g e ED.9 M a n a g e
De s ign De s ign
D C De s ign Bus ine s D
sC De s ign DC De s ign DC P r o d u c t Life D C De s ig n Ca pita lD C DC De s ign DC DC Inte lle c tua l
Kn o w le d g e Re g u la to r y
Ru le s Pe r for m a nc e In fo r m a tion Cyc le As s e ts Ne tw o r k P r o p e r ty
Tr a ns fe r Co m p lia nc e
E D. 1 E D. 2 E D. 3 E D. 4 E D. 5 E D. 6 E D. 7 E D. 8 E D. 9

ED.1 Manage Design Business Rules: Process Element

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.
M anage
De si gn
RESPONSIVENESS
DC
B u si n e ss
Ru l es
E D. 8 M anage P l an
DC B u si n e ss
B u si n e ss Rul es Cycl e T i m e
DC
Ru l es
RESPONSIVENESS
De si gn E D. 1 M anage Num ber of
DC B u si n e ss D C De si g n B u si n e ss DC B u si n e ss Rul e
Ru l es Ru l es Ch a nges
CO ST
E D. 2 E D. 1
M anage Desi gn
DC B u si n e ss Ru l e s
Co st
E nt erpri se
E nterpri se l evel
DC Level P ol i ci es DC
spend anal ysi s
I n t egrat ed busi ness Col l aborati ve revi ew,

D C and desi gn chai n D C ent of busi ness rul es
agreem
p l anni ng processes pri or to executi on

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
De si gn
DC B u si n e ss
Ru l es
RESPONSIVENESS
E D. 1
M anage
DC De si gn M anage Desi gn
Inform ati on Chai n
DC
P erf orm ance
E D. 3 Cycl e t i m e
CO ST
M anage E D. 2 M anage M anage Desi gn
DC De si gn DC De si gn DC P erf orm ance
Ne t wo rk P erf orm ance Co st
E D. 7 E D. 2
P erf orm ance expectati ons Cost reduct i on and/or

D aCnd busi ness rul es are D Cavoi dance are i denti fi ed,
cost
cl earl y com m uni cated i m pl em ent ed and m easured
Desi gn perf orm ance Cont i nuous I m provem ent

D C i s col l ected, anal yzed,
data Di sCm easured t hrough the
reported onl i ne perf orm ance revi ew
Com parat i ve anal ysi s of

A sse ss
D Cgn perf orm ance i s used
desi DC
P erf orm ance
i n research deci si ons
S i x S i gm a
Lean and
DC S t ati sti cal DC
S i x S i gm a
P ro ce ss Co nt rol

ED.3 Manage Design Information: Process Element

the accuracy of Design execution information necessary to plan and execute
the integrated design chain.
De si g n
DC
RESPONSIVENESS
D2 . 5 D3 . 6
M a n age
De si g n
DC M a n age
K n o wl e d g e
T ra n sf e r DC In fo rm a ti o n
Cycl e T i m e
E D. 6
CO ST
M a n age E D. 3 M a n a g e
DC De si g n DC De si g n DC
E D. 2 E D. 3
E xe cu ti o n
DC S i n g l e data
Da t a Co l l a borati ve
D C P l a n n i n g - De si g n DC
su p p o rt a n d
i nformation
M a n age
DC De si g n
In fo rm a ti o n
Da t a a cce si b i l i t y a cro ss
I n t e g ra te d De si g n
E D. 6 D C t h e e n te rp ri se fo r DC
& O p e ra t i o n a l S yst e m s
vi si b i l i t y b y d i scre te b u si n e ss u n t

ED.4 Manage Product Life Cycle: Process Element

RESPONSIVENESS
P ro d u ct L i fe cycl e
Li fe
Cycl e T i m e
DC Cycl e
Plan
CO ST
E D. 4 M a n a g e M a n a g e De si g n
DC P ro d u ct L i fe D C P ro d u ct I n ve n t o ry
Cycl e 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
st a t u s
P ro d u ct P a re n t
DC I m p ro ve m e n t DC Ch i l d
T e a m s (P I T s) De si g n

ED.5 Manage Design Capital Assets: Process Element

dispositioning Design's capital assets to operate the Design processes. This
includes laboratories and repair, alteration, calibration and other
miscellaneous items to maintain
RESPONSIVENESS
Ch a i n
DC
A sse t
M a n age Cycl e t i m e
De si g n
CO ST
DC
Ca pi tal
A sse t s
E D. 7 M a n a g e De si g n
DC Ca p i t a l A sse t s
Co st
E D. 5 M a n a g e
ASSETS
DC De si g n Ca p i ta l
A sse t s
E D. 5
Re t u rn o n De si g n
DC
Ch a i n A sse t s
Cro ss Fu n ct i o n a l T e a m s A l i g n m e n t o f stra te g i c/
to e xe cu te a n d d e vel op b u si n e ss p l a n s wi t h
ASSETS
DC DC
L o n g -T e rm Ca p a ci ty a n d l o n g -t e rm ca p a ci ty/
Re so u rc e s re so u rce p l a n s
De si g n Fi xe d
Re m o va l Fa ci l i ty &
DC
A sse t V a l u e
DC o f Ob so l e te DC Equi pment
Ca p i ta l A sse ts E n vi ro n m e n t

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.
K n o wl e d g e
Plan
RESPONSIVENESS
M a n age
Ch a i n
DC De si g n DC
In fo rm a ti o n
Cycl e t i m e
E D. 3
CO ST
De si g n De si g n
DC DC DC K n o wl e d g e
K n o wl e d g e K n o wl e d g e
T ra n sf e r Co st
T ra n sf e r T ra n sf e r
E D. 3 E D. 6
K n o wl e d g e
In te g ra te d M e a su re m e n t
S ch e d u l e
DC K n o wl e d g e DC of
S yste m P e rform ance
Re a l ti m e
E l e ct ro n i c In fo rm a ti o n
De si g n Ch a i n
DE
Cxch a n g e s t h ro u g h o u t DC
V i su a l i za ti on
t h e De si g n Ch a i n
(vi a In te rn e t)
Autom ated
Do cum entati on
d e sg i n ch a i n
DC

ED.7 Manage Design Network: Process Element

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
M a n age
De si g n
RESPONSIVENESS
Ne t wo rk
M a n a g e P ro d u ct
E D. 2 DC L i f e Cycl e (DC)
Cycl e T i m e
De si g n
DC
Plan
CO ST
M a n age
E D. 7 M a n a g e M a n a g e P ro d u ct
De si g n
DC DC De si g n DC L i f e Cycl e (DC)
Ca pi tal
Ne t wo rk Co st
A sse t s
E D. 5 E D. 7
Di g i ta l P ro d u ct
Co n cu rre n t
D aCn d Di g i ta l E xch a n g e s DC
De si g n
E xch a n ges
Co n cu rre n t E va l u a te
DC De si g n & D C re se a rch n e t wo rk
T e st fo r d u p l i ca te s

ED.8 Manage Design Regulatory Compliance: Process Element

government, laboratory safety, hazardous materials disposition, etc).
I n p u t f ro m
RESPONSIVENESS
DC Legal
P ro c e sse s
Ch a i n
I n p u t f ro m Fi n a n ce ,
DC
Re g u l a to ry Co m p l i a n ce
DC T a x & T re a su ry Cycl e t i m e
P ro c e sse s
CO ST
De si g n De si g n
B u si n e ss Re g u l a to ry
Ru l e s Co m p l i a n ce
E D. 1 E D. 8
Do c u m e n t s
to Re g u l a to ry
automatically
S e rvi ce s
A sse ssi n g e xp o rt / i m p o rt
Di re ct T ra n sf e r o f
DC D Cre q u i re m e n t s d u ri n g
d o cu m e nts
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/
DC
su b -co m p o n e n t re se a rch / d e si g n t o
co u n try o f o ri g i n

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
M a n a g e Intel l ectual
DC P ro p e rt y
Cycl e T i m e
E D. 9 M a n a g e
DC In tel l ectual
P ro p e rt y
E D. 9
CO ST
M a n a g e Intel l ectual
Do c u m e n t s Di re ct
DC
P ro p e rt y Co st
DC g e n e ra ted DC T ra n sf e r o f
automatically d o cu m e nts
Autom ated IP
P ro c e ss

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 1 In te g ra te I 2 In te g ra te I 3 In te g ra te
EI Enable
In te g ra te
I1 I2 I3 EI

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
I 1 Integrate
DC P ro duct
Re f resh
I1
I 1. 1 Recei ve &
I 1. 2 : Integrate I 1. 3 Obtai n & I1.4 P i l ot I 1. 5 P ackage I 1.6 Rel ease
DC V al i date DC DC DC DC DC
Ne w P ro d uct V al i date Desi gn De si gn P ro duct P ro duct
Re q uest
I 1.1 I 1.2 I 1.3 I 1.4 I 1.5 I 1.6

I1 Integrate Product Refresh: Process Element

releasing refreshed product and product definitions to Supply Chain execution
and releasing refreshed design documentation to Marketing and Support
organizations

RESPONSIVENESS
I n te g rq a te d e si g n
Time
RESPONSIVENESS
Nu m b e r o f
RESPONSIVENESS
In te g ra te
DC Cycl e
Time
RELIABILITY
P e rf e ct
DC P ro d u ct
De si g n
I 1 In te g ra te
DC P ro d u ct FLEXIBILITY
Re f re sh
Nu m b e r o f
I1
DC p ro d u ct
d e si g n s
FLEXIBILITY
DC
Cycl e T i m e
CO ST
T o ta l De si g n
DC
Ch a i n Co st
CO ST
In te g ra te
DC 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

B u si n e ss
DC
Ru l e s
EI.1
RESPONSIVENESS
P ro d u ct
DC Re ce i ve &
Cycl e T i m e
DC
V a l i dated
DC
I 1 . 1 Re ce i ve &
V al i date
CO ST
Re q u e st
Re q u e st
Re ce i ve &
I 1 .2 I 1 .1 DC V al i date
Re q u e st Co st
S yst e m a t i c S i n g l e data
M e t h o d fo r m a n a g e m e n t so u rce f o r d e ci si o n
DC
o f Re q u i re m e n ts su p p o rt a n d
a n d re q u e st s b u si n e ss ru l e s
Da ta a cce si b i l i ty
DC a cro ss t h e
e n t e rp ri se

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.
In te g ra te
DC
Plan
RESPONSIVENESS
PI.4
V a l i dated
DC De co m p o se
Re q u e st
DC Re q u e st
Cycl e T i m e
I 1 .1
De co m p o se d I 1 . 2 : In te g ra te
DC DC
Re q u e st Ne w P ro d u ct
I 1 .3 I 1 .2
CO ST
In te g ra te De co m p o se
DC DC
S ch e d u l e Re q u e st Co st
S yst e m a t i c
PI.3 S i n g l e data
M e th o d
for m anagem ent DC
su p p o rt a n d
o f Re q u i re m e n ts
a n d re q u e st s
Da t a
a cce si b i l i ty
DC
a cro ss t h e
e n t e rp ri se

I1.3 Obtain & Validate Design: Process Element
Description/Definition: The process of identifying, obtaining and validating off-

the-shelf designs against the product refresh specifications
De co m p o se d
DC
Re q u e st
I 1 .2
De si g n
DC
D1 . 5
DC
Ob t a i n &
R1 . 4 DC V a l i d a te De si g n
Cycl e T i m e
V a l i dated I 1 . 3 Ob ta i n &
CO ST
DC DC
De si g n V a l i d a te De si g n
I 1 .4 I 1 .3 Ob t a i n &
DC V al i date
Re se a rch De si g n Co st
DC
R1 . 4 S yst e m a t i c S i n g l e data
DC
De si g n
DC a n d re q u e st s b u si n e ss ru l e s
D1 . 5 Da ta a cce si b i l i ty
DC a cro ss t h e
e n t e rp ri se

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
V a l i dated
DC
De si g n
I 1 .3
DC
Fe e d b a ck f ro m RESPONSIVENESS
Cu st o m e r
P i l o t De si g n
DC
Cycl e T i m e
Pi l ot I1 .4 P i l ot
CO ST
DC DC
De si g n De si g n
I 1 .5 I 1 .4 Pi l ot
DC De si g n
Co st
DC DC
De si g n
DC DC a cro ss t h e
Pi l ot
e n t e rp ri se

I1.5 Package Product: Process Element
Description/Definition: Activities associated with post-piloting documentation,

testing, or certification required prior to releasing the product
DC
Pi l ot RESPONSIVENESS
De si gn
P a cka ge P roduct
I 1.4 DC
Cycl e T i m e
P ro duct I 1. 5 P ackage
CO ST
DC DC
Rel ease P ro duct
I 1.6 I 1.5 P a cka ge

DC P ro duct
P ro duct Co st
DC
Docum ent at i on
Up -to -d a te s h o p pa c k e t/
Pa pe r le s s
s pe c ific a tion for
EI.3 DC DC p r o d u c tion
e a c h u n iq ue pr oduc tion
c o ntr ol
e ve n t/d e m a nd
De s ig n /u p gr a de Ac c ur a te a nd
pDrC
o d u c tio n e q uipm e nt DC
a p p r o ve d p r oc e s s
to m a x im ize fle x ibility pla ns /s pe c ific a tions
Re d u c e n on-va lue Ac c ur a te , ba tc h/
a d d e d p a pe r w or k c o n fig ur a tion r e c or ds
DC DC
w hile s till m e a s ur ing fo r w a r r a n ty,
pr oc e s s m e tr ic s r e g u la tor y tr a c k ing
P a c k a ging ope r a tion

Au tom a tic la be l
is a n inte gr a l
DC a nd s e a l DC
p a r t o f th e ove r a ll
ve r ific a tion
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

I1.6 Release Product: Process Element
Description/Definition: The process of obtaining approval and releasing the

product
RESPONSIVENESS
P ro d u ct
DC Re l e a se
Re l e a se
DC P ro d u ct
Cycl e T i m e
I 1 .5
DC
P ro d u ct
DC
I 1 .6 Re l e a se CO ST
S p e ci fi ca ti o n s P ro d u ct
Re l e a se
t o S u p p l y Ch a i n I 1 .6 DC P ro d u ct
Co st
A ccu ra t e , b a t ch / A u to m a te d n o ti fi ca ti on
co n f i g u ra ti o n re co rd s o f l a b o ratory
DC DC
f o r wa rra n t y, re g a rd i n g sa m p l e
re g u l a t o ry tra cki n g availability
Re vi e w b a t ch
DC re co rd s b y
e xce p ti o n

I2: Integrate New Product: Process

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
I 1 . 2 : In te g ra te
DC
Ne w P ro d u ct
I 1 .2
I 2 .4
I 2 . 1 Re ce i ve & I 2 .2 I 2 .3 I 2 .5 I 2 .6 I 2 .7
Re ce i ve &
DC V al i date DC De co m p o se DC Di st ri b u te DC DC Pi l ot DC P a cka g e DC Re l e a se
V al i date
Re q u e st Re q u e st Re q u i re m e n t s De si g n P ro d u ct P ro d u ct
De si g n
I 2 .1 I 2 .2 I 2 .3 I 2 .4 I 2 .5 I 2 .6 I 2 .7

I2 Integrate New Product: Process Element

product definitions to Supply Chain and Selling Chain execution and releasing
design documentation to Marketing and Support organizations for new
products

RESPONSIVENESS
Fi rst to d e l i ve r
DC n e w i d e a to
m a rke t
RESPONSIVENESS
In te g rq a te
DC d e si g n ch a n g e
Cycl e T i m e
RESPONSIVENESS
Nu m b e r o f
" f ri st t o m a rke t"
DC
p ro d u ct
i n t ro d u cti o n s
RESPONSIVENESS
Nu m b e r o f ch a n g e s
DC
p e r P ro d u ct De si g n
RESPONSIVENESS
Nu m b e r o f n e w
DC p ro d u ct
RESPONSIVENESS
In te g ra te
DC New
P ro d u ct
I2 DC Ch a n g e Cycl e
Time
RESPONSIVENESS
P ro to typ i n g a n d Ut i l i ze E DI to
IDn C
t e g ra t e d De si g n S yst e m
DC re d u ce cycl e In te g ra te
(RA P I DS ) t i m e a n d co st s DC
Cycl e T i m e
RELIABILITY
B u i l d S e q u e n ce
DC P e rf e ct
W o rk P a c ka g e s
DC P ro d u ct
De si g n
FLEXIBILITY
DC
Cycl e T i m e
FLEXIBILITY
Nu m b e r o f
DC
p ro d u ct d e si g n s
CO ST
In te g ra te
DC T otal
Co st
CO ST
T o ta l De si g n
DC
Ch a i n Co st
ASSETS
DC
p e r p ro d u ct
ASSETS
DC
p e r p ro j e ct
ASSETS
Patents per
DC
p ro d u ct
ASSETS
Patents per
DC
p ro j e ct


B u si n e ss
DC
Ru l e s
EI.1
P ro d u ct
RESPONSIVENESS
DC
Re ce i ve &
V al i date
DC
Re q u e st
Cycl e T i m e
I 2 . 1 Re ce i ve &
V a l i dated
CO ST
DC DC V al i date
Re q u e st
Re q u e st
I 2 .2 I 2 .1 Re ce i ve &
Co st
E DI t o se n d
P ro d u ct Da t a
a n d re ce i ve
M DC
te ch n i ca l
Do cu m e n t M a n a g e m e n t
i n fo rm a ti on


design). This includes scheduling activities and assigning resources.
V a l i dated
DC
Re q u e st
I 2 .1
DC
In te g ra te RESPONSIVENESS
Plan
De co m p o se
PI.4 DC Re q u e st
Cycl e T i m e
I 2 .2
De co m p o se d
CO ST
DC DC De co m p o se
Re q u e st
Re q u e st
I 2 .3 I 2 .2
De co m p o se
DC
Re q u e st Co st
In te g ra te
DC
S ch e d u l e
P ro d u ct Da t a
M anagem ent &
PI.3 DC
E l e ct ro n i c Do cu m e n t
M a n a g e m e nt

I2.3 Distribute Requirements: Process Element
Description/Definition: The activity of transferring the decomposed

requirements to the appropriate Design or Research process.
De co m p osed
RESPONSIVENESS
DC
Re q uest
I 2.2 Di st ri bute
DC Requi rem ent s
Cycl e T i m e
I 2.3
V al i dated
CO ST
DC DC Di st ri bute
De si gn
Requi rem ent s
I 2.4 I 2.3 Di st ri bute

DC Requi rem ent s
De si gn Co st
DC
Requi rem ent s
P roduct Dat a
D2 . 1 D anagem
M C ent & E l ectroni c
Docum ent M anagem ent
Re se a rch
DC
Requi rem ent s
R2 . 1

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
V a l i dated
DC
De si g n
I 2 .3
De si g n
DC
D2 . 6
DC
Ob t a i n &
R2 . 5 DC V a l i d a te De si g n
Cycl e T i m e
I 2 .4
DC
V a l i dated
DC
Re ce i ve & CO ST
De si g n V al i date
De si g n
Ob t a i n &
I 2 .5 I 2 .4 DC V a l i d a te De si g n
Co st
DC DC
P ro d u ct Da t a Da ta a cce si b i l i ty
M DC a cro ss t h e
Do cu m e n t M a n a g e m e n t e n t e rp ri se


etc
RESPONSIVENESS
V a l i dated
DC
De si g n
P i l o t De si g n
DC
Cycl e T i m e
I 2 .4
DC
Fe e d b a ck f ro m
Cu st o m e r
RESPONSIVENESS
P a cka g e
DC P ro d u ct
Cycl e T i m e
I 2 .5
CO ST
Pi l ot
DC DC Pi l ot
De si g n
De si g n
I 2 .6 I 2 .5 Pi l ot
DC De si g n
Co st
CO ST
DC DC
P a cka g e
DC P ro d u ct
De si g n Co st
Pi l ot
e n t e rp ri se

Description/Definition: Activities associated with post-piloting product and

process documentation, testing, or certification required prior to releasing the
product
Pi l ot
DC
De si gn
I 2.5
RESPONSIVENESS
P a cka ge P roduct
DC
Cycl e T i m e
I 2.6
P a cka ged
DC DC P a cka ge
P ro duct
P ro duct
I 2.7 I 2.6
CO ST
P a cka ge
P ro duct
DC DC P ro duct
Docum ent at i on
Co st
EI.3 Up -t o-dat e shop packet /

P a perl ess
speci fi cati on for
DC DC producti on
each uni que producti on
control
event/dem and
Desi gn/ upgrade A ccurat e and

DC
producti on equi pm ent D C a p p roved process
to m axi m i ze fl exi bi l i ty pl ans/ speci fi cati ons
Reduce non-val ue A ccurat e, bat ch/

a dded paperwork conf i gurati on records
DC DC
whi l e sti l l m easuri ng f or warrant y,
p ro c e ss m e t ri c s regul at ory tracki ng
P ackagi ng operati on
A utom ati c l abel
i s an i ntegral
DC and seal DC
part of the overal l
veri fi cati on
p ro duct i on process
M i ni m i ze operator
DC
i nduced errors


product
P a cka ged
RESPONSIVENESS
DC
P ro duct
I 2.6 Rel ease

DC P ro duct
Cycl e T i m e
DC
P ro duct
DC
I 2.7
Rel ease
CO ST
S peci fi cati ons
P ro duct
Rel ease
t o S uppl y Chai n I 2.7 DC P ro duct
Co st
A ccurat e, bat ch/ A utom ated noti fi cati on

conf i gurati on records of l aboratory
DC DC
f or warrant y, regardi ng sam pl e
regul at ory tracki ng availability
Revi ew bat ch
DC re co rd s by
excepti on

I3: Integrate New Technology: Process

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
I 3 Integrate
DC New
T echnol ogy
I3
I 3.1 I 3.5
I 3.2 I 3.3 I 3.4 I 3.6 I 3.7 I 3.8
Recei ve & E st abl i sh
DC DC De co m p ose DC Di st ri bute DC Recei ve & DC DC Pi l ot DC P a cka ge DC Rel ease
V al i date E xecuti on
Re q uest Requi rem ent s V al i date Desi gn De si gn P ro duct P ro duct
Re q uest P ro c e sse s
I 3.1 I 3.2 I 3.3 I 3.4 I 3.5 I 3.6 I 3.7 I 3.8

I3 Integrate New Technology: Process Element

product definitions to Supply Chain execution and releasing design
RESPONSIVENESS FLEXIBILITY
Fi rst to d e l i ve r
Nu m b e r o f
DC n e w i d e a to DC
m a rke t
RESPONSIVENESS FLEXIBILITY
P ro d u ct De si g n P ro d u ct De si g n
DC DC
Ch a n g e Cycl e T i m e Cycl e T i m e
RESPONSIVENESS CO ST
I n te g rq a te d e si g n In te g ra te
DC ch a n g e DC
T o t a l Co st
Cycl e T i m e
RESPONSIVENESS CO ST
Nu m b e r o f In te g ra te T o ta l De si g n
DC " f i rst t o m a rke t" DC
DC New Ch a i n Co st
p ro d u ct i n t ro d u cti o n s T e ch n o l o gy
RESPONSIVENESS
I3
ASSETS
Nu m b e r o f P atents
DC ch a n g e s p e r DC
p e r p ro d u ct
RESPONSIVENESS ASSETS
Nu m b e r o f T ra d e S e cre t s
DC
DC n e w p ro d u ct p e r p ro d u ct
RESPONSIVENESS ASSETS
In te g ra te DC
DC p e r p ro j e ct
Cycl e T i m e
RELIABILITY ASSETS
P e rf e ct
P atents
DC P ro d u ct DC
p e r p ro j e ct
De si g n


B u si n e ss
DC
Ru l e s
EI.1
DC
P ro d u ct RESPONSIVENESS
Re ce i ve &
Cycl e T i m e
CO ST
I 3 .1
V a l i dated Re ce i ve &
DC DC
Re q u e st V al i date
Re q u e st
Re ce i ve &
I 3 .2 I 3 .1 DC V al i date
Re q u e st Co st
E DI t o se n d
P ro d u ct Da t a
a n d re ce i ve
M DC
te ch n i ca l
i n fo rm a ti on


design). This includes the scheduling of activities and assigning resources.
V a l i dated
DC
Re q u e st
I 3 .1
DC
In te g ra te RESPONSIVENESS
Plan
De co m p o se
PI.4 DC Re q u e st
Cycl e T i m e
DC
De co m p o se d
DC
I 3 .2
De co m p o se
CO ST
Re q u e st
Re q u e st
De co m p o se
I 3 .3 I 3 .2 DC Re q u e st
Co st
In te g ra te
DC
S ch e d u l e
P ro d u ct Da t a
M anagem ent &
PI.3 DC
E l e ct ro n i c Do cu m e n t
M a n a g e m e nt

I3.3 Distribute Requirements: Process Element
Description/Definition: The activity of transferring the decomposed

requirements to the appropriate Research process
De co m p o se d
RESPONSIVENESS
DC
Re q u e st
I 3 .2 Di st ri b u te
Cycl e T i m e
I 3 .3
Di st ri b u te d
CO ST
DC DC Di st ri b u te
I 3 .4 I 3 .3 Di st ri b u te
De si g n Co st
DC
P ro d u ct Da t a
D2 . 1 D3 . 1 D aCn a g e m e n t & E l e ctro n i c
M
Re se a rch
DC
R3 . 1

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
Di st ri b u te d
DC
I 3 .3
De si g n
DC
RESPONSIVENESS
D2 . 6 D3 . 7
Re se a rch
DC Ob t a i n &
DC V a l i d a te De si g n
Cycl e T i m e
R3 . 7
I 3 .4
V a l i dated
CO ST
DC DC Re ce i ve &
De si g n
V a l i d a te De si g n
I 3 .5 I 3 .4 Ob t a i n &
DC V al i date
De si g n Co st
P ro d u ct Da t a
M

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
V al i dated RESPONSIVENESS
De si gn
E st abl i sh
E xecuti on
I 3.4 DC
P ro c e ss Cy c l e
T ime
I 3.5
DC
E xecuti on
DC
E st abl i sh CO ST
P ro c e sse s E xecuti on
P ro c e sse s
E st abl i sh
I 3.6 I 3.5 DC 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


etc
E xe cu ti o n
DC
P ro c e sse s
RESPONSIVENESS
I 3 .5
Fe e d b a ck f ro m
DC
Cu st o m e r
P i l o t De si g n
DC
Cycl e T i m e
DC
De si g n
DC
I 3 .6
Pi l ot
CO ST
Pi l ot
De si g n
Pi l ot
I 3 .7 I 3 .6 DC De si g n
Co st
DC DC
De si g n
Pi l ot
e n t e rp ri se

Description/Definition: Activities associated with post-piloting product and

process documentation, testing, or certification required prior to releasing the
product
DC
Pi l ot RESPONSIVENESS
De si g n
P a cka g e
I 3 .6 DC P ro d u ct
Cycl e T i m e
DC
P a cka g e d
DC
I 3 .7
P a cka g e
CO ST
P ro d u ct
P ro d u ct
P a cka g e
I 3 .8 I 3 .7 DC P ro d u ct
Co st
Up -t o -d a t e sh o p p a cke t /
P a p e rl e ss
P ro d u ct sp e ci fi ca ti o n fo r
DC DC DC p ro d u cti o n
Do cu m e n t a t i o n e a ch u n i q u e p ro d u cti o n
co n tro l
e ve n t/d e m a n d
EI.3
De si g n / u p g ra d e A ccu ra t e a n d
DC
p ro d u cti o n e q u i p m e n t D C a p p ro ve d p ro ce ss
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 ccu ra t e , b a t ch /
a d d e d p a p e rwo rk co n f i g u ra ti o n re co rd s
DC DC
wh i l e sti l l m e a su ri n g f o r wa rra n t y,
p ro c e ss m e t ri c s 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
A u to m a ti c l a b el
i s a n i n te g ral
DC a n d se a l DC
p a rt o f th e overal l
ve ri fi ca ti on
p ro d u ct i o n p ro ce ss
M i n i m i ze o p e ra tor
DC
i n d u ce d e rro rs


product
P a cka g e d
RESPONSIVENESS
DC
P ro d u ct
I 3 .7 Re l e a se
DC P ro d u ct
Cycl e T i m e
DC
P ro d u ct
DC
I 3 .8
Re l e a se
CO ST
P ro d u ct
Re l e a se
D2 . 1 D3 . 1 I 3 .8 DC P ro d u ct
Co st
A ccu ra t e , b a t ch / A u to m a te d n o ti fi ca ti on
co n f i g u ra ti o n re co rd s o f l a b o ratory
DC DC
f o r wa rra n t y, re g a rd i n g sa m p l e
re g u l a t o ry tra cki n g availability
Re vi e w b a t ch
DC re co rd s b y
e xce p ti o n

EI: Enable Integrate: Process Category
Description/Definition: Enable Integrate is the collection of processes to

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
DC
Integrate
EI
E I.1 M anage E I.5 M anage E I.6 M anage E I.8 M anage

E I.2 M anage E I.3 M anage E I.4 M anage E I.7 M anage
Integrate Integrate Integrate Integrate
DC DC Integrate DC Integrate DC P ro duct DC DC DC Integrate DC
B u si n e ss Capi tal K nowl edge Regul atory
P erf orm ance Inform ati on Li fe Cycl e Ne t wo rk
Ru l es A sse t s T ransf er Com pl i ance
EI.1 EI.2 EI.3 EI.4 EI.5 EI.6 EI.7 EI.8

PROCESS ELEMENTS--Integrate
EI.1 Manage Integrate Business Rules: Process Element

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.
B u si n e ss
DC
Ru l es
RESPONSIVENESS
Integrate M anage Integrate
DC Regul atory DC B u si n e ss
Com pl i ance Rul es Cycl e T i m e
RESPONSIVENESS
EI.8
E I.1 M anage
M anage Num ber of
Integrate
DC Integrate DC DC B u si n e ss Rul e
B u si n e ss
P erf orm ance Ch a nges
Ru l es
CO ST
EI.2 EI.1
B u si n e ss
DC M anage Integrate
Ru l es
DC B u si n e ss Ru l e s
Co st
I 1.1 E nt erpri se
E nterpri se l evel
DC Level P ol i ci es DC
spend anal ysi s
I n t egrat ed busi ness Col l aborati ve revi ew,

D C and desi gn chai n D C ent of busi ness rul es
agreem
p l anni ng processes pri or to executi on

EI.2 Manage Integrate Performance: Process Element
Description/Definition: The process of measuring actual Integrate process

M a n age
DC In te g ra te
In fo rm a ti o n
EI.3
RESPONSIVENESS
M a n age M a n a g e In te g rate
DC In te g ra te DC P e rf o rm a n ce
P e rf o rm a n ce Cycl e t i m e
CO ST
EI.1
M a n age E I.2 M a n a g e
DC In te g ra te DC In te g ra te DC
P e rf o rm a n ce Co st
P e rf o rm a n ce P e rf o rm a n ce
EI.7 EI.2
P e rf o rm a n ce Co st re d u ct i o n a n d /o r
e xp e cta ti o n s a n d a re i denti fi ed,
DC DC
b u si n e ss ru l e s a re i m p l e m e n te d
cl e a rl y co m m u n i ca ted a n d m e a su re d
Co n t i n u o u s
De si g n p e rf o rm a n ce I m p ro ve m e n t i s
d a ta Di sCco l l e cte d , a n a l yze d , re p o rte D C m e a su re d t h ro u g h
onl ine t h e p e rfo rm a n ce
re vi e w
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 A sse ss
DC DC
i s u se d i n P e rf o rm a n ce
re se a rch d e ci si o n s
L e a n and
DC
Si x Sigm a

EI.3 Manage Integrate Information: Process Element

the accuracy of Integrate execution information necessary to plan and execute
the integrated design chain.
M anage
Integrate
R e s p o n s iv e n e s s
DC
K nowl edge
T ransf er
EI.6 M anage Integrate

DC Inform ati on
P ro duct Cycl e T i m e
DC
Docum ent at i on
CO ST
I 1.5
E I.3 M anage
E xecuti on M anage Integrate
DC DC Integrate DC
Dat a I nf orm at i on Cost
Inform ati on
EI.3
M anage
DC Integrate S i ngl e data
Col l aborati ve
Inform ati on source f or deci si on
D CP l anni ng - Integrate DC
support and
i nformation
EI.2 b u si n e ss ru l es
M anage
Integrate
DC Dat a accesi bi l i t y across
K nowl edge
T ransf er D C t he enterpri se for
vi si bi l i t y by di screte busi ness unt
EI.6

EI.4 Manage Product Life Cycle: Process Element

processes and maintenance of status information of products.
RESPONSIVENESS
Li fe
Cycl e T i m e
DC Cycl e
Plan
CO ST
E I.4 M a n a g e
DC P ro d u ct DC
I n ve n t o ry Co st
L i fe Cycl e
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

EI.5 Manage Integrate Capital Assets: Process Element

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
M anage M anage Integrate
DC Integrate DC A sse t
Ne t wo rk Cycl e t i m e
CO ST
EI.7
M anage Integrate
DC Ca pi t al A sset s
Co st
ASSETS
E I.5 M anage
Integrate
DC
Capi tal
A sse t s
Integrate Fi xed
EI.5 DC
A sset V al ue
Cro ss Fu nct i onal T eam s A l i gnm ent of strategi c/

to execute and devel op b u si n ess pl ans wi t h
ASSETS
DC DC
Long-T erm Capaci ty and l ong-t erm capaci ty/
Re so u rc e s re source pl ans
Ret urn on Desi gn

DC
Ch a i n A sse t s
Capi tal A ssets E nvi ronm ent

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.
K n o wl e d g e
RESPONSIVENESS
Plan
M a n age
In te g ra te
M a n age DC
In te g ra te
DC Cycl e t i m e
K n o wl e d g e
T ra n sf e r
CO ST
EI.3
E I.6 M a n a g e
K n o wl e d g e M a n a g e In te g rate
In te g ra te
DC M a n a g e m e nt DC D C K n o wl e d g e T ra n sf e r
K n o wl e d g e
S ch e d u l e Co st
T ra n sf e r
EI.6
M a n age
Re se a rch
DC
K n o wl e d g e
T ra n sf e r
EI.3
In te g ra te d
M e a su re m e n t o f
DC K n o wl e d g e DC
P e rform ance
S yste m
Re a l t i m e De si g n E l e ct ro n i c In fo rm a ti o n
D CCh a i n V i su a l i za 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) t h e De si g n Ch a i n
Autom ated
DC DC a c ro ss 1 0 0 %
Do cum entati on
o f d e sg i n ch a i n
In te rn e t P o o l i ng
Ca p t u re a n d
(E l e ct ro n i c b ro ke ra g e
D Cm a i n ta i n ca te g o ri ze d DC
o f re se a rch
sp e ci fi c d a ta
a n d o r d e si g n )

EI.7 Manage Integrate Network: Process Element

information about the Integrate network for a group of similar or
market need, product realization (development, introduction and production),
product discontinuation, and after-market support. This includes the
company's internal and external relationships
M anage
RESPONSIVENESS
DC Integrate
P erf orm ance
EI.2 M anage
i ntegrate
DC
Ne t wo rk
Integrate
DC Cycl e T i m e
P l an
CO ST
PI.4
M anage E I.7 M anage

M anage Integrate
DC Integrate DC Integrate DC
Ne t wo rk Co st
Ne t wo rk Ne t wo rk
EI.5 EI.7
Di gi tal P roduct
and Di gi tal Co ncurrent
DC DC
E xch a nges De si gn
E xchanges
E val uate
Integrate
DC
n e t wo rk
for dupl i cates

EI.8 Manage Integrate Regulatory Compliance: Process Element

government).
I n p u t f ro m
DC Legal
P ro c e sse s
RESPONSIVENESS
I n p u t f ro m Fi n a n ce ,
Re g u l a to ry
D C T a x & T re a su ry DC
Co m p l i a n ce
P ro c e sse s
Cycl e t i m e
CO ST
E I.8 M a n a g e
In te g ra te M a n a g e In te g rate
In te g ra te
DC Re g u l a to ry DC DC Re g u l a to ry
Re g u l a to ry
Co m p l i a n ce Co m p l i a n ce Co st
Co m p l i a n ce
EI.1 EI.8
Do c u m e n t s
to Re g u l a to ry
automatically
S e rvi ce s
A sse ssi n g e xp o rt / i m p o rt
DC D Cre q u i re m e n t s d u ri n g
d o cu m e nts
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

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 1 A m end A 2 A m end A 3 A m end

EA Enable
DC P ro d u ct DC De fi ci e n t DC P ro d u ct DC
A m e nd
Fal l out P ro d u ct Specs
A1 A2 A3 EA

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
A 1 A m end
DC P ro d u ct
Fal l out
A 1 . 1 Re ce i ve A 1.2 A 1.3 A 1 . 4 P u b l i sh
DC a n d V al i date DC De co m p o se DC Di st ri b u te DC A d vi so ry
I ssu e I ssu e I ssu e (E C N)
A 1.1 A 1.2 A 1.3 A 1.4

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
A m e nd
DC Cycl e
Time
RESPONSIVENESS
A m e nd P roduct
DC Fal l out Cycl e
A 1 A m end Time
DC P ro duct
Fal l out
RESPONSIVENESS
A1
Num ber of
DC ch anges per
P ro duct Desi gn
P ro duct -
engi neeri ng
DC
Dat a M anagem ent
S of t ware
FLEXIBILITY
Nu m ber of post -
DC rel ease P roduct
De si g n Changes
CO ST
A m e nd P roduct
DC Fal l out T otal
Co st
CO ST
T otal
DC A m e nd
Co st

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).
Co n f o rm a n ce
DC
I ssu e
E A .3
DC
Ru l e s
Re ce i ve &
E A .1
Cycl e T i m e
A 1 . 1 Re ce i ve
V a l i dated
CO ST
DC DC a n d V al i date
I ssu e
I ssu e
A 1.2 Re ce i ve &
DC V al i date
Re q u e st Co st
A m e nd
DC
S ch e d u l e
P ro d u ct -
e n g i neeri ng
DC
P A .3 Da ta M a n a g e m e n t
S o f t wa re

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
V a l i dated
DC
I ssu e
A 1.1
RESPONSIVENESS
De co m p o se
DC I ssu e Cy cl e
Time
DC
De co m p o se d
DC
A 1.2
De co m p o se
CO ST
I ssu e
I ssu e
De co m p o se
A 1.3
DC I ssu e
A 1.2 Co st
P ro d u ct -
e n g i neeri ng
DC
Da ta M a n a g e m e n t
S o f t wa re

A1.3 Distribute Issue: Process Element
Description/Definition: The activity of approving and transferring the ECO to

the Integrate process
De co m p osed
DC
I ssu e
A1 .2
I nput f rom
A ppropri ate
RESPONSIVENESS
DC
Desi gn Chai n
(executi o... De co m p ose
DC I ssu e Cy cl e
T ime
DC
Di st ri buted
I ssu e DC
A 1. 3
Di st ri bute
CO ST
I ssu e
De co m p ose
A1 .4 DC I ssu e
Co st
E ngi neeri ng
DC Change
O rd er P ro duct -
engi neeri ng
DC
Data M anagem ent
S of t ware

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.
Di st ri buted
RESPONSIVENESS
DC
I ssu e
A 1. 3 P ubl i sh A dvi sory

DC (E CN) Cy c l e
T ime
CO ST
E ngi neeri ng A 1. 4 P ubl i sh
P ubl i sh A dvi sory
DC Change DC A d vi sory DC
(E CN) Co st
No t i ce (E CN) (E C N)
E A .3 A 1. 4
P ro duct -
engi neeri ng
DC
Data M anagem ent
S of t ware

A2 Amend Deficient Product: Process Category

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
A 2 A m end
DC Defi ci ent
P ro duct
A2
A 2. 1 Obtai n A 2. 2 A 2. 3 A 2. 4 A 2. 5
DC Defi ci ency DC V al i date DC De co m p ose DC Di st ri bute DC P ubl i sh
Inform ati on I ssu e I ssu e I ssu e A d vi sory
A 2. 1 A 2. 2 A 2. 3 A 2. 4 A 2. 5

A2 Amend Deficient Product: Process Element

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
A m e nd
DC Cycl e
T ime
RESPONSIVENESS
A m end Def i ci ent
DC P roduct Cycl e
T ime
RESPONSIVENESS
Num ber of
DC ch anges per
P ro duct Desi gn
A 2 A m end
DC Defi ci ent FLEXIBILITY
P ro duct
Nu m ber of post -
A2
DC rel ease P roduct
De si g n Changes
P ro duct -
A ut om at i c m ateri al
CO ST
engi neeri ng
DC D C Revi ew & correct i ve
Dat a M anagem ent A m end Def i ci ent
A c t i o n sy st e m s
S of t ware DC P roduct T otal
Co st
CO ST
T otal
DC A m e nd
Co st

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
P ro d u ct
DC Qu a l i ty
I ssu e
CO ST
E A .3
Ob t a i n De fi ci e n cy
DC
DC
P ro d u ct
De fi ci e n cy DC
A 2 . 1 Ob ta i n
De fi ci e n cy
FLEXIBILITY
Ob t a i n De fi ci e n cy
A 2.2
D C I n f o rm a ti o n Cycl e
Time
P ro d u ct -
e n g i neeri ng
DC
S o f t wa re

A2.2 Validate Issue: Process Element
Description/Definition: The activities associated with logging (an ECO) and

validating the product deficiency
P r o d uc t
DC De fic ie nc y
In for m a tion
A2 .1
CO ST
Bus ine s s
DC
Ru le s Va lida te
DC
Is s ue Cos t
EA.1
DC
V a lida te d
DC
A2 .2
Va lida te
FLEXIBILITY
Is s ue
Is s ue
Va lida te Is s ue
DC
A2 .3 Cyc le T im e
Am e n d P r o d uc t-
DC
S c he dule e ngine e r ing
DC
Da ta
P A.3 M a n a ge m e ...

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
V a l i dated
DC
I ssu e
CO ST
A2 .2
De co m p o se
DC
I ssu e Co st
DC
De co m p o se d
DC
A 2.3
De co m p o se
RESPONSIVENESS
I ssu e
I ssu e
De co m p o se
DC I ssu e
A2 .4 A 2.3 Cycl e T i m e
P ro d u ct -
e n g i neeri ng
DC
S o f t wa re

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)
De co m p o se d
DC
I ssu e
A2 .3
I n p u t f ro m
A p p ro p ri a te
DC
De si g n Ch a i n
(e xe cu ti o ...
CO ST
B u si n e ss
DC
Ru l e s
De co m p o se
DC
I ssu e Co st
EA.1
DC
Di st ri b u te d
DC
A 2.4
Di st ri b u te
RESPONSIVENESS
I ssu e
I ssu e
De co m p o se
DC I ssu e
A2 .5 A 2.4 Cycl e T i m e
Ou t p u t to
A p p ro p ri a te
DC
De si g n Ch a i n
(e xe cu ti o n ... P ro d u ct -
e n g i neeri ng
DC
S o f t wa re

A2.5 Publish Advisory (ECN): Process Element

short-term actions and estimated completion schedule for the ECN. This can
include build and/or ship holds customer notification, website posting, etc.
Di st ri buted
DC
I ssu e
CO ST
A 2. 4

DC
(E CN) Co st
FLEXIBILITY
A 2. 5
E ngi neeri ng
P ubl i sh
DC Change DC
A dvi sory
No t i ce (E CN)
(E C N)
E A .3
DC (E CN) Cy c l e
Time
P ro duct -
engi neeri ng
DC
Data M anagem ent
S of t ware

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
A 3 A m end
DC P ro d u ct
Specs
A3
A 3 . 1 Ob ta i n A 3.2 A 3.3 A 3.4 A 3.5

DC S p e ci fi ca ti o n DC V al i date DC De co m p o se DC Di st ri b u te DC P u b l i sh
In fo rm a ti o n I ssu e I ssu e I ssu e S CO
A 3.1 A 3.2 A 3.3 A 3.4 A 3.5

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
A m e nd
DC Cycl e
Time
RESPONSIVENESS
A m e nd
S p e ci fi ca ti o n
DC
Cycl e
Time
FLEXIBILITY
Nu m b e r o f
A 3 A m end
DC S p e ci fi ca ti o n
P ro d u ct S p e cs
Ch a n g e s
CO ST
A3
A m e nd
P ro d u ct - DC S p e ci fi ca ti o n
e n g i neeri ng T o t a l Co st
DC
Da t a M a n a g e m e n t
CO ST
S o f t wa re
T otal
DC A m e nd
Co st

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
B u si n e ss
DC
Ru l e s
RESPONSIVENESS
E A .1
Re ce i ve &
Cycl e T i m e
A 3 . 1 Ob ta i n
CO ST
DC DC S p e ci fi ca ti o n
In fo rm a ti o n
In fo rm a ti o n
A 3.2 A 3.1 Re ce i ve &

DC V al i date
Re q u e st Co st
A m e nd
DC
S ch e d u l e
P A .3
P ro d u ct -
E l e ctro n i ca l l y
e n g i neeri ng
D C T ra ck S p e ci f i ca ti o n s DC
a n d Ch a n g e s
S o f t wa re

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
In fo rm a ti o n
RESPONSIVENESS
A 3.1
De co m p o se
DC I ssu e Cy cl e
Time
A 3.2
V a l i dated
CO ST
DC DC V al i date
I ssu e
I ssu e
A 3.3 A 3.2 De co m p o se
DC I ssu e
Co st
P ro d u ct -
E l e ctro n i ca l l y
e n g i neeri ng
D C T ra ck S p e ci f i ca ti o n s DC
a n d Ch a n g e s
S o f t wa re

Description/Definition: The process of reviewing specification change request

and identifying and documenting the root cause for change. This may include
alternative specification alternatives.
V al i dated
DC
I ssu e
A 3. 2
RESPONSIVENESS
I nput f rom
A ppropri ate
DC
Desi gn Chai n
(executi o...
De co m p ose
DC I ssu e Cy cl e
T ime
DC
De co m p osed
DC
A 3. 3
De co m p ose
CO ST
I ssu e
I ssu e
De co m p ose
DC I ssu e
A3 .4 A 3. 3 Co st
P ro duct -
E l ectroni cal l y
engi neeri ng
D C T rack S peci f i cati ons DC
Data M anagem ent
a nd Changes
S of t ware

Description/Definition: The activity of approving and transferring the SCO to

the Integrate process. And receiving and validating the resolution information
(SCO)
De co m p osed
DC
I ssu e
A 3. 3
RESPONSIVENESS
P u bl i sh S CO
DC Cycl e
T ime
A 3. 4
Di st ri buted
DC DC Di st ri bute
I ssu e
I ssu e
CO ST
A 3. 5 A 3. 4
D C P u b l i sh S CO Cost
Revi ew
E l ectroni cal l y S peci fi cati on
D C T rack S peci f i cati ons DC change frequency
a nd Changes and cycl e ti m e
trends

A3.5 Publish SCO: Process Element

short-term actions and estimated completion schedule for the SCO. This can
include updating specifications in an automated capability, notification,
website posting, etc.
Di st ri buted
DC
I ssu e
RESPONSIVENESS
A 3. 4
S CO Cy cl e
DC
T ime
S peci fi cati on A 3. 5
CO ST
DC Change DC P ubl i sh
O rd e r (S CO ) S CO
E A .3 A 3. 5
DC S CO Co st
P ro duct -
E l ectroni cal l y
engi neeri ng
D C T rack S peci f i cati ons DC
Data M anagem ent
a nd Changes
S of t ware

EA: Enable Amend: Process Category
Description/Definition: Enable Amend is the collection of processes to

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
E A E nabl e
DC
A m e nd
EA
E A . 1 M anage E A . 6 M anage EA.8

E A . 2 M anage E A . 3 M anage E A . 4 M anage E A . 5 M anage E A . 7 M anage
A m e n d B u si n e ss A m e nd M anage A m end
DC DC A m e nd DC A m e nd DC P ro duct DC Integrate DC DC A m e nd DC
Ru l es K nowl edge Regul atory
P erf orm ance Inform ati on Li fe Cycl e Ca pi t al A sset s Ne t wo rk
P ro c e sse s T ransf er Com pl i ance
EA.1 EA.2 EA.3 EA.4 EA.5 EA.6 EA.7 EA.8

EA Enable Amend: Process Element
Description/Definition: Enable Amend is the collection of processes to

Amend execution processes rely
RELIABILITY
De s ig n Ch a in
DC FT E p e r
P r o d u c ...
CO ST
T o ta l
DC Am e n d
Co s t
EA En a b le
DC
Am e n d CO ST
EA En a b le Am e nd
DC
T o ta l Co s t
ASSETS
De s ig n Ch a in
DC Fix e d As s e t
Va lue

EA.1 Manage Amend Business Rules: Process Element

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
Bus ine s s RESPONSIVENESS
Ru le s
M a na ge P la n
DC Bus ine s s
Ru le s Cyc l...
M a na ge
DC Am e n d
Re g u la to ...
EA.8
RESPONSIVENESS
EA.1 M a n a ge
Nu m b e r o f
Bus ine s s Am e n d Bus ine s s
DC DC D C Bu s ine s s Rule
Ru le s Ru le s
Ch a n ge s
Proc e s s e s
A2 .2 A3 .1 EA.1
M a na ge
CO ST
DC Am e n d M a n a g e Am e nd
Bu s ine ... En te r p r is e Le ve l D C Bu s ine s s Rule s
Polic ie s En te r pr is e le ve l Co s t
DC DC
EA.2 w ith loc a l s pe nd a na lys is
Ex e c ution
L o n g te r m Co lla b o r a tive
s upplie r r e vie w ,
DC DC
a gr e e m e nts /pa r t a g r e e m e nt of
ne r s hips b us ine s s r ul...
In te gr a te d Ele c tr onic
bus ine s s S o u r c ing
DC DC
a n d d e s ign a n d Ne g o tia tion
c ha i... (E-Bus ine s s)

EA.2 Manage Amend Performance: Process Element
Description/Definition: The process of measuring actual Amend process

implement a course of action to achieve targeted performance levels
M a n age
DC A m e nd
In fo rm a ti o n
RESPONSIVENESS
EA.3
Ch a i n
M anage Am end DC
P e rf o rm a n ce
B u si n e ss
DC Cycl e t i m e
Ru l e s/ P e rf o rm a n c
e
EA.1
CO ST
M a n age EA.2 M anage
DC A m e nd M anage Am end
DC A m e nd DC
P e rf o rm a n ce P e rf o rm a n ce Co st
Ne t wo rk
EA.7 EA.2
P e rf o rm a n ce Co st re d u ct i o n
e xp e cta ti o n s a n d /o r
DC DC
a n d b u si n e ss co st a vo i d a n ce
ru l e s a r... a re i denti fi ed...
Re se a rch Co n t i n u o u s
p e rf o rm a n ce I m p ro ve m e n t
DC DC
d a ta i s co l l e cte d , i s m e a su re d
a n a l yze d ... t h ro u g h th ...
Co m p a ra t i ve
a n a l ysi s o f A sse ss
DC DC
re se a rch P e rf o rm a n ce
p e rf o rm a n ce ...
L e a n and
DC
Si x Sigm a

EA.3 Manage Amend Information: Process Element

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
M a na ge
DC Am e n d
In for m a tion
EA.6
En g in e e ing
DC Ch a n ge
No t ic e ( ECN)
RESPONSIVENESS
M a na ge
A1 .4 A2 .5
DC In fo r m a tion
Cyc le T im e
P r o d uc t
DC Q u a lity
Is s ue
CO ST
M a na ge ER.3 M a n a g e M a n a g e Am e nd
DC Am e n d DC Am e n d DC In fo r m a tion
Pe r for m a nc e In fo r m a tion Co s t
EA.2 EA.3
Ex e c ution
DC Co lla b o r a tive S in gle da ta
Da ta
P la n ning - s our c e for
DC DC
De s ign d e c is ion
inform a tion s u p p o r t a ...
M a na ge
DC Am e n d
Da ta a c c e s ibility
In for m a tion
a c ros s
DC
EA.6 the e nte r pr is e
f o ...
P r o d uc t
DC Q u a lity
Is s ue
A2 .1
Is s ue

EA.4 Manage Product Life Cycle: Process Element

RESPONSIVENESS
Cycl e T i m e
Li fe
DC Cycl e
Plan
CO ST
EA.4 M anage
DC P ro d u ct M anage Am end
DC
L i fe Cycl e I n ve n t o ry Co st
Re a l ti m e
P ro d u ci b i l i ty
D C Da t a o n cu rre n t DC
Re v i e ws
st a t u s
DC P L CM

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
M anage Desi gn
M anage
Chai n
DC A m e nd DC
A sse t
Capi t al A sset s
Cycl e t i m e
EA.7
CO ST
A m end Fi xed
DC
A sset V al ue
E A . 5 M anage
DC Integrate
Ca pi t al A sset s CO ST
M anage A m end
DC Ca pi t al A sset s
Cro ss Funct i onal A l i gnm ent of Co st
T e am s st rat egi c/
DC DC
to execute and b u si n ess pl ans
devel o... wi t . . .

Capi tal A ssets E nvi ronm ent

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

K n o wl e d g e
Plan
M a n age
DC A m e nd
In fo rm a ti o n
E A .3
CO ST
M a n age EA.6 Manage Manage Amend
DC A m e nd D C A m e n d K n o wl e d g e DC K n o wl e d g e
In fo rm a ti o n T ra n se r T ra n sf e r Co st
E A .3 E A .6
A n a l ysi s o f a l l
I n t e g ra t e d Ord e r o rd e rs a n d
D C M a n a g e m e n t , WM S DC sh i p m e n t s:
and T MS 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 M e a su re m e n t
D C f o r P i cku p , De l i ve ry DC of
o f Cu st o m e r P e rform ance
S h i pm ents
Re a l ti m e
Re a l ti m e
Op t i m i ze d
DC D C S h i p m e n t T ra cki n g ,
S h i p m e n t M e th o d
(vi a In te rn e t)
S e l e cti on
E l e ctro n i c
In fo rm a ti o n
Automated
DC E xch a n g e s DC
Do cum entati on
th ro u g h o u t
t h e De si g n Ch a i n
Ca p t u re a n d
m a i n tai n
DC a cro ss 1 0 0 % o f DC
ca te g o ri ze d
d e sg i n ch a i n
sp e ci fi c d a ta
In te rn e t P o o l i ng
(E l e ct ro n i c
DC 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

information about the Amend design chain network for a group of similar or

market need, product realization (development, introduction and production),
product discontinuation, and after-market support
M a na ge
DC Am e n d
Ne tw o r k
RESPONSIVENESS
EA.2
M a n age
Re se a rch
DC
Ne t wo rk
Am e n d
DC Cycl e T i m e
Pla n
CO ST
M a na ge EA.7 M a n a ge
Manage Amend
D C Am e n d Ca pita l DC Am e n d DC
Ne t wo rk Co st
As s e ts Ne tw o r k
EA.5 EA.7

EA.8 Manage Amend Regulatory Compliance: Process Element

regulatory documentation and process standards set by external entities (i.e.
government, trade officials, etc.) when planning for Amend
I n p u t f ro m
DC Legal
P ro c e sse s
I n p u t f ro m RESPONSIVENESS
Fi n a n ce ,
DC M a n a g e De si g n
T a x & T re a su ry
Ch a i n
P ro c e sse s
Re g u l a to ry
Co m p l i a n c. ..
CO ST
M a n age EA.8 M anage
M anage Am end
A m e nd A m e nd
Re g u l a to ry Re g u l a to ry
Co m p l i a n ce Co m p l i a n ce
EA.1 EA.8
Do c u m e n t s to Re g u l a to ry
DC g e n e ra ted DC Bodi es or
automatically 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
DC D C re q u i re m e n t s d u ri n g
d o cu m e nts
p ro d u ct
d e ve l o p m e nt

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 A1
process is triggered by feedback that manufacturing quality and process
standards/metrics cannot be met. This includes regulatory compliance issues
A1.1 Receive and Validate The activities associated with receiving, logging (an ECO) and validating the fall out issue. A1.1
Issue This process is triggered by supply chain or customer chain performance monitoring
processes (make yield, source availability, on-site assist failure etc).
A1.2 Decompose Issue The process of reviewing the issue, duplicating the issue and identifying and A1.2
documenting the root cause. This includes reproducing the issue in a laboratory or
monitoring manufacturing processes and environmental influences and testing of
alternative scenarios
A1.3 Distribute Issue The activity of approving and transferring the ECO to the Integrate process A1.3
A1.4 Publish Advisory The process of communicating an advisory of the short-term actions and estimated A1.4
(ECN) completion schedule for the ECN. This can include build and/or ship holds, customer
notification, website posting, etc.
A2 Amend Deficient The process of gathering, analyzing and addressing a product's technical design A2
Product 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
A2.1 Obtain Deficiency The process of collecting product deficiency information. This information can be pulled A2.1
Information from customer support data or pushed by support functions or systems based on
thresholds
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 A2.3
documenting the root cause. This may include obtaining a sample product and
reproducing the issue in a laboratory and testing of alternative scenarios
A2.4 Distribute Issue The activity of approving and transferring the ECO to the Integrate process. This includes A2.4
the disposal of the products used for reproducing the issue. And receiving and validating
the resolution information (ECN)
A2.5 Publish Advisory The process of communicating an advisory of the short-term actions and estimated A2.5
(ECN) completion schedule for the ECN. This can include build and/or ship holds, customer
notification, website posting, etc.
A3 Amend Product Specs The activities associated with Specification Change. A3

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.
A3.1 Obtain Specification The process of collecting product specification information. It may be pulled or pushed. A3.1
Information 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 A3.3
the root cause for change. This may include alternative specification alternatives.
A3.4 Distribute Issue The activity of approving and transferring the SCO to the Integrate process. And receiving A3.4
and validating the resolution information (SCO)
A3.5 Publish SCO The process of communicating an advisory of the short-term actions and estimated A3.5
completion schedule for the SCO. This can include updating specifications in an
automated capability, notification, website posting, etc.

D1.1 Schedule Design Scheduling and managing the execution of individual prototyping of designs. The D1.1
Activities requirements are determined based on the detailed design plan or other types of design
pull signals.

D1.2 Develop Prototype The series of activities performed to establish the processes, environmental D1.2
requirements, infrastructure and test instructions for creating and testing a prototype.
And collecting the materials and technology required for the prototype.
D1.3 Build & Test The series of activities performed on materials to create a prototype of the product in a D1.3
Prototype lab environment. The processes associated with the validation of product performance to
ensure conformance to defined specifications and requirements.
D1.4 Package Design Activities associated with post-prototyping documentation, testing, or certification D1.4
required prior to delivery of the design to Integration.
D1.5 Release Design to The process of obtaining receiving, logging and validating a request for a design, D1.5
Integrate obtaining approval and releasing design information (specifications) to the Integration
process.
D2.1 Receive, Validate & The series of activities to receive validate and decompose the design requests. D2.1
Decompose Request
pull signals.
required prior to delivery of the design to Integration.
D2.6 Release Design to The process of obtaining approval and releasing design information to the Integration D2.6
Integrate process.
D3.1 Receive, Validate & The series of activities to receive validate and decompose the design requests. D3.1
Decompose Request
pull signals.
D3.3 Acquire Knowledge The series of activities of reviewing research materials, results and findings, D3.3
understanding the technology and how to integrate into the product design.
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.
D3.7 Release Design to The process of obtaining approval and releasing design information to the Integration D3.7
Integrate process
EA Enable Amend Enable Amend is the collection of processes to prepare, maintain, and manage EA
information or relationships upon which Amend execution processes rely
EA.1 Manage Amend The process of establishing, maintaining, and enforcing decision support criteria for EA.1
Business Rules Processes 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 Manage Amend The process of establishing, maintaining, and enforcing decision support criteria for EA.1
Business Rules Processes 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.2 Manage Amend The process of measuring actual Amend process performance against internal and/or EA.2
Performance external standards to develop and implement a course of action to achieve targeted
performance levels
EA.2 Manage Amend The process of measuring actual Amend process performance against internal and/or EA.2
performance levels
EA.3 Manage Amend The process of collecting, integrating and maintaining the accuracy of Amend execution EA.3
Information information necessary to plan and execute the recovery of design chain issues
EA.4 Manage Product Life The process of defining and maintaining the status of products/services during the total EA.4
Cycle life of a product. This includes establishing processes and maintenance of status
information of products
EA.5 Manage Integrate The process of defining capacity requirements and utilization and then acquiring, EA.5
Capital Assets maintaining and dispositioning an organization's capital assets as part of the overall
Amend process
EA.6 Manage Amend The process of defining a Amend knowledge transfer strategy and maintaining the EA.6
Knowledge Transfer information, which characterizes total Amend knowledge management requirements
EA.7 Manage Amend The process of defining and maintaining the information about the Amend design chain EA.7
Network 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.8 Manage Amend The process of identifying and complying with regulatory documentation and process EA.8
Regulatory Compliance standards set by external entities (i.e. government, trade officials, etc.) when planning for
Amend
ED.1 Manage Design The process of establishing, maintaining, and enforcing decision support criteria for ED.1
Business Rules 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.
ED.2 Manage Design The process of measuring actual Design process performance against internal and/or ED.2
performance levels.
ED.3 Manage Design The process of collecting, integrating and maintaining the accuracy of Design execution ED.3
Information information necessary to plan and execute the integrated design chain.
ED.4 Manage Product Life The process of defining and maintaining the status of products/services during the total ED.4
ED.5 Manage Design The process of acquiring, maintaining and dispositioning Design's capital assets to ED.5
Capital Assets operate the Design processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Design equipment.

ED.6 Manage Design The process of defining a Design knowledge transfer strategy and maintaining the ED.6
Knowledge Transfer information, which characterizes total Design knowledge management requirements.
ED.7 Manage Design The process of defining and maintaining the information about the Design network for a ED.7
Network 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.8 Manage Design The process of identifying and complying with regulatory documentation and process ED.8
Regulatory Compliance standards set by external entities (e.g. government, laboratory safety, hazardous
materials disposition, etc).
ED.9 Manage Intellectual The process of defining, establishing, maintaining, and enforcing a strategy for managing ED.9
Property intellectual property. And the process of collecting, maintaining, and archiving
intellectual property information.
EI.1 Manage Integrate The process of establishing, maintaining, and enforcing decision support criteria for EI.1
Business Rules 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.
EI.2 Manage Integrate The process of measuring actual Integrate process performance against internal and/or EI.2
performance levels.
EI.3 Manage Integrate The process of collecting, integrating and maintaining the accuracy of Integrate EI.3
Information execution information necessary to plan and execute the integrated design chain.
EI.4 Manage Product Life The process of defining and maintaining the status of products/services during the total EI.4
information of products.
EI.5 Manage Integrate The process of acquiring, maintaining and dispositioning Integrate's capital assets to EI.5
Capital Assets operate the integration processes. This includes laboratories and repair, alteration,
calibration and other miscellaneous items to maintain Integrate equipment.
EI.6 Manage Integrate The process of defining a Integrate knowledge transfer strategy and maintaining the EI.6
Knowledge Transfer information, which characterizes total Integrate knowledge management requirements.
EI.7 Manage Integrate The process of defining and maintaining the information about the Integrate network for EI.7
Network a group of similar or complimentary products through their full life cycle, including the
evaluation of market need, product realization (development, introduction and
EI.8 Manage Integrate The process of identifying and complying with regulatory documentation and process EI.8
Regulatory Compliance standards set by external entities (e.g. government).
EP.1 Manage Plan The process of establishing, maintaining, and enforcing decision support criteria for EP.1
Business Rules 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.2 Manage Design The process of measuring actual integrated design chain performance against internal EP.2
Chain Performance 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.3 Manage Plan The process of collecting, integrating and maintaining the accuracy of design chain EP.3
Information 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.4 Manage Product The process of defining and maintaining the status of products/services during the total EP.4
Lifecycle life of a product. This includes establishing processes and maintenance of status
EP.5 Manage Design The process of acquiring, maintaining and dispositioning an organization's Design Chain EP.5
Chain Assets capital assets. This includes automation tools and facilities like laboratories, offices, etc
EP.6 Manage Design The process of defining a Design Chain knowledge transfer strategy and maintaining the EP.6
Chain Knowledge Transfer information, which characterizes total Design Chain knowledge management
requirements
EP.7 Manage Design The process of defining and maintaining the information about the Design Chain network EP.7
Chain Configuration for a group of similar or complimentary products through their full life cycle, including the
evaluation of product requirements, product realization (development, introduction and
EP.8 Manage Plan The process of identifying and complying with regulatory documentation and process EP.8
Regulatory Compliance standards set by external entities (e.g. government).
EP.9 Align Design Chain The process of revising the long-term Design Chain capacity and resource plans, given EP.9
Unit Plan with Financial the inputs from the strategic and business plans. This includes revision of not only
Plan aggregate forecast and projections related to Design Chain, Research, Design, and
Integrate plans, but also business assumptions.
ER Enable Research Enable Research is the collection of processes to prepare, maintain, and manage ER
information or relationships upon which Research execution processes rely.
ER.1 Manage Research The process of defining and maintaining rules and work instructions for performing ER.1
Business Rules research, establishing supplier relationships and evaluating materials.
ER.2 Manage Research The process of measuring actual research performance against internal and/or external ER.2
Performance standards to develop and implement a course of action to achieve targeted research
performance.
ER.3 Maintain Research The process of collecting information to support the day-to-day maintenance of all ER.3
Information planning and execution data required supporting the sourcing process.
ER.4 Manage Product The process of defining and maintaining the status of products/services during the total ER.4
Lifecycle life of a product. This includes establishing processes and maintenance of status
ER.5 Manage Research Acquisition, maintenance, and disposition of Research capital assets. (labs and ER.5
Capital Assets equipment).
ER.6 Manage Research The process of defining a Research knowledge transfer strategy and maintaining the ER.6
Knowledge Transfer 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.
ER.7 Manage Research The process of defining and maintaining the supplier and research sources network for ER.7
Network specific materials/technologies/topics (no capital asset management).

ER.8 Manage Research The process of identifying and complying with regulatory documentation and process ER.8
Regulatory Requirements standards set by external entities (e.g. government).
I1.1 Receive & Validate Receive, log and assign project numbers to requests. Examine request to ensure I1.1
Request completeness of the request
I1.2 : Integrate New The Integrate management process encompasses synthesizing the design definitions I1.2
Product 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
I1.3 Obtain & Validate The process of identifying, obtaining and validating off-the-shelf designs against the I1.3
Design product refresh specifications
I1.4 Pilot Design The series of activities performed to create and validate a product pilot. The processes I1.4
associated with the validation of product performance to ensure conformance to defined
specifications and requirements. Examples are manufacturing verification build,
customer tests, etc
I1.5 Package Product Activities associated with post-piloting documentation, testing, or certification required I1.5
prior to releasing the product
I1.6 Release Product The process of obtaining approval and releasing the product I1.6
I2.2 Decompose Request The process of decomposing the requests and documenting the specifications of the I2.2
components (also known as conceptual design). This includes scheduling activities and
assigning resources.
I2.3 Distribute The activity of transferring the decomposed requirements to the appropriate Design or I2.3
Requirements Research process.
I2.4 Receive & Validate The process of identifying, obtaining and validating new technology designs against the I2.4
Design product requirements and specifications
customer tests, etc
I2.6 Package Product Activities associated with post-piloting product and process documentation, testing, or I2.6
certification required prior to releasing the product
I3.2 Decompose Request The process of decomposing the requests and documenting the specifications of the I3.2
components (also known as conceptual design). This includes the scheduling of activities
and assigning resources.
I3.3 Distribute The activity of transferring the decomposed requirements to the appropriate Research I3.3
Requirements process
I3.4 Receive & Validate The process of identifying, obtaining and validating new technology designs against the I3.4
Design product requirements and specifications
I3.5 Establish Execution The process of establishing, reviewing and/or modifying the activities, test criteria, I3.5
Processes 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
customer tests, etc

I3.7 Package Product Activities associated with post-piloting product and process documentation, testing, or I3.7
certification required prior to releasing the product
I2 Integrate New Product The Integrate management process encompasses synthesizing the design definitions I2
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
I3 Integrate New The Integrate management process encompasses synthesizing the design definitions I3
Technology and decomposition of the design definitions into sets of component design definitions,
releasing product and product definitions to Supply Chain execution and releasing design

PA.1 Gather Amend The process of identifying, prioritizing and considering all sources of Amend PA.1
Requirements requirements for the integrated design chain.
PA.2 Gather Amend The process of identifying, prioritizing and considering all Amend resources of the PA.2
Resources integrated design chain.
PA.3 Balance Amend The process of identifying and addressing the gaps between Amend requirements and PA.3
Requirements with resources in order to determine the optimal utilization of Amend resources.
Resources
PA.4 Establish Amend The establishment and communication of Amend priorities, projects and time lines. PA.4
Plans
PD.1 Gather Design The process of identifying, prioritizing and considering all sources of Design PD.1
Requirements requirements for the integrated design chain
PD.2 Gather Design The process of identifying, prioritizing and considering all Design resources of the PD.2
Resources integrated design chain
PD.3 Balance Design The process of identifying and addressing the gaps between Design requirements and PD.3
Requirements with resources in order to determine the optimal utilization of Design resources.
Resources
PD.4 Establish Design The establishment and communication of Design priorities, projects and time lines. PD.4
Plan
PI.1 Gather Integrate The process of identifying, prioritizing and considering all sources of Integrate PI.1
PI.2 Gather Integrate The process of identifying, prioritizing and considering all Integrate resources of the PI.2
PI.3 Balance Integrate The process of identifying and addressing the gaps between Integrate requirements and PI.3
Requirements with resources in order to determine the optimal utilization of Integrate resources
Resources
PI.4 Establish Integrate The establishment and communication of Integrate priorities, projects and time lines. PI.4
Plans
PP.1 Gather Design Chain The process of identifying, prioritizing and considering all sources of design chain PP.1
PP.2 Gather Design-Chain The process of identifying, prioritizing and considering all design chain resources of the PP.2
PP.3 Balance Design The process of identifying and addressing the gaps between design chain requirements PP.3
Chain Requirements with and resources in order to determine the optimal utilization of design chain resources.
Resources
PP.4 Establish & The establishment and communication of design chain priorities, projects and time lines. PP.4
Communicate Design-
Chain Plans
PR.1 Gather Research The process of identifying, prioritizing and considering all sources of Research PR.1
PR.2 Gather Research The process of identifying, prioritizing and considering all Research resources of the PR.2

PR.3 Balance Research The process of identifying and addressing the gaps between Research requirements and PR.3
Resources with Research resources in order to determine the optimal utilization of Research resources.
Requirements
PR.4 Establish Research The establishment and communication of Research priorities, projects and time lines. PR.4
Plans
R1.1 Schedule Research Scheduling and managing the execution of the individual deliveries of materials and R1.1
Activities technology. The requirements are determined based on the detailed Research plan. This
includes the identification and validation of potential suppliers of materials or
technology.
R1.2 Source Materials The process and associated activities of ordering and receiving materials and R1.2
technology.
R1.3 Verify Materials The process and actions required determining product conformance to requirements and R1.3
criteria. This includes documenting and archiving characteristics, test results, form, fit
and function, and can include testing in laboratories and disposition of materials.
R1.4 Transfer Findings/ The process of receiving a request for available research materials and documentation R1.4
Material of specifications and transferring samples and documentation.

R1.5 Authorize Supplier The process of authorizing payments and paying suppliers for product or services. This R1.5
Payment process includes invoice collection, invoice matching and the issuance of checks.
R2.1 Receive & Validate The activities of receiving and logging Research requests and determining the R2.1
Request completeness of specifications and validity of the request. This includes decomposition
of the request.
Activities technology. The requirements are determined based on the detailed research request.
This includes the identification and validation of potential suppliers of materials or
technology.
R2.3 Source Materials The process and associated activities of ordering and receiving materials and R2.3
technology.
R2.4 Verify Materials The process and actions required for determining product conformance to requirements R2.4
and criteria. This includes documenting and archiving characteristics, test results, form,
fit and function, and can include testing in laboratories and disposition of materials.
R2.5 Transfer Findings/ The process of receiving a request for available research materials and documentation R2.5
Materials of specifications and transferring samples and documentation.
R3.1 Receive & Validate The activities of receiving and logging Research requests and determining the R3.1
Request completeness of specifications and validity of the request. This includes decomposition
of the request.
R3.2 Identify Sources for The identification and qualification of potential suppliers capable of designing and R3.2
Technology delivering product and/or technology that will meet all of the required specifications.
Activities technology. The requirements are determined based on the detailed research request.
R3.4 Source Materials/ The process and associated activities of ordering and receiving materials and R3.4
Technology technology. This includes issuing/scheduling purchase orders, verification of
material/technology receipts, recording into inventory and transfer to laboratory or other
point of use.
R3.5 Establish Verification The process of establishing the activities, test criteria, environmental requirements and R3.5
Process disposition process for verification of the material/technology.
R3.6 Verify Materials/ The process and actions required to determine material/technology conformance to R3.6
Technology 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.
R3.7 Transfer Findings/ The process of releasing research materials/technology and documentation of R3.7
Materials specifications and transferring samples and documentation to the Design process.

Input/Output
B a l a n ce d A m e n d B a l a n ce d B a l a n ce d De si g n B a l a n ce d De si g n B a l a n ce d B a l a n ce d B a l a n ce d
A m e nd A m e nd A m e nd Re q u i re m e n t s De si g n Ch a i n Re q u i re m e n t s Re so u rc e s In te g ra te Re se a rch Re se a rch B u si n e ss
Plan Re q u i re m e n t s S ch e d u l e wi t h Re q u i re m e n t s wi t h wi t h De si g n Re q u i re m e n t s Re q u i re m e n t s Re so u rc e s Ru l e s
Re so u rc e s wi t h Re so u rce s Re so u rc e s Re q u i re m e n t s wi t h Re so u rce s wi t h Re so u rce s wi t h Re se a r. . .
De si g n De si g n De si g n De si g n
Co n f o rm a n ce De co m p o se d De co m p o se d De si g n De si g n De si g n De si g n P l a n
B u si n e ss Ch a i n Ch a i n Ch a i n
I ssu e I ssu e Re q u e st Do cu m e n t a t i o n Pi l ot Plan a n d Re q u e st
Ru l e s Plan Re q u i re m e n t s Re so u rc e s
E n g i n e e ri ng E n g i n e e ri ng
De si g n De si g n De si g n De si g n Di st ri b u te d Di st ri b u te d E xe cu ti o n E xe cu ti o n Fe e d b a ck f ro m
Ch a n g e Ch a n g e
Re q u i re m e n t s Re so u rc e s S ch e d u l e S p e ci fi ca ti o n s I ssu e Re q u i re m e n t s Da t a P ro c e sse s Cu st o m e r
No t i ce (E CN) O rd e r
Fi n a n ce Fi n a n ci al P l an I n p u t f ro m I n p u t f ro m
Ga t h e re d Identi fi ed I n p u t f ro m In te g ra te
T ax & f ro m : Fi n a n ce , A p p ro p ri a te Fi n a n ce , In te g ra te In te g ra te In te g ra te
A m e nd S o u rce s f o r Legal Re g u l a to ry
T re a su ry T ax De si g n Ch a i n T a x & T re a su ry Plan Re q u i re m e n t s Re so u rc e s
Re q u i re m e n t s T e ch n o l o gy P ro c e sse s Co m p l i a n ce
P ro c e sse s & T re a su r. . . (e xe cu ti o ... P ro c e sse s
M a n age M a n age
K n o wl e d g e K n o wl e d g e Li fe M a n age M a n age M a n age
In te g ra te Legal A m e n d B u si n e ss A m e nd
I ssu e M a n a g e m e nt M a n a g e m e nt Cycl e A m e nd A m e nd A m e nd
S ch e d u l e P ro c e sse s Ru l e s/ Re g u l a to ry
Plan S ch e d u l e Plan Ca p i t a l A sse t s In fo rm a ti o n P e rf o rm a n ce
P e rf o rm a n ce Co m p l i a n ce
M a n age M a n age M a n age M a n age M a n age M a n age M a n age

M a n age M a n age M a n age M a n age
De si g n De si g n De si g n De si g n Ch a i n De si g n De si g n In te g ra te
De si g n De si g n In te g ra te In te g ra te
B u si n e ss Ca pi tal Ch a i n K n o wl e d g e Ch a i n K n o wl e d g e K n o wl e d g e
In fo rm a ti o n Ne t wo rk In fo rm a ti o n Ne t wo rk
Ru l e s A sse t s Co n fi g u rati on T ra n sf e r P e rf o rm a n ce T ra n sf e r T ra n sf e r
M a n age M a n age M a n age Ou t p u t to

M a n age M a n age M a n a g e P l an M a n age M a n age M a n age Ou t p u t to
Plan Re se a rch Re se a rch A p p ro p ri a te
In te g ra te Plan Re g u l a to ry Re se a rch Re se a rch Re se a rch Fi n a nci al
B u si n e ss K n o wl e d g e Re g u l a to ry De si g n Ch a i n
P e rf o rm a n ce In fo rm a ti o n Co m p l i a n ce In fo rm a ti o n Ne t wo rk P e rf o rm a n ce P ro c e sse s
Ru l e s T ra n sf e r Co m p l i a n ce (e xe cu ti o n ...
P ro d u ct P ro d u ct
P a cka g e P a cka g e d P a ym e n t Pi l ot Plan P ro d u ct P ro d u ct P ro d u ct P ro d u ct
De fi ci e n cy Qu a l i ty
Re q u i re m e n t P ro d u ct A u th o ri za ti o n De si g n Da t a Do cu m e n t a t i o n Re l e a se Re q u i re m e n t s S p e ci fi ca ti o n s
In fo rm a ti o n I ssu e
P ro to tye P u rch a se Re se a rch Re se a rch

P ro to typ e Re se a rch Re se a rch Re se a rch Re se a rch Re se a rch Re se a rch
a n d P a cka g e O rd e r Materi al M a te ri a l from
Re q u i re m e n t Do cu m e n t a t i o n Plan Re q u i re m e n t s Re so u rc e s S ch e d u l e S p e ci fi ca ti o n s
De si g n (S u p p l i e r) (S u p p l i e r) In p u t S u p p l i e r
Re vi se d B u si n e ss
Re vi se d S ch e d u l e d S o u rce d S p e ci fi ca ti o n
A ssu m p t i o n s t o S ch e d u l e S o u rce d S p e ci fi ca ti o n V a l i dated V a l i dated V a l i dated
B u si n e ss Re se a rch M a te ri a l s/ Ch a n g e
Ou t p u t : P ro to typ e M a te ri a l s In fo rm a ti o n De si g n I ssu e I ssu e
A ssu m p t i o n s A ct i vi ti e s T e ch n o l o gy O rd e r (S CO )
Fi n a n ce , T a x ...
V eri fi ed V eri fi ed
V a l i dated V e ri fi ca ti on V eri fi ed
M a te ri a l s/ Re se a rch /
Re q u e st P ro c e ss M a te ri a l s
T e ch n o l o gy M a te ri a l s

Input/Output Description/Definition Occurrences
Amend Plan A plan for a course of action over specified time periods that involve EA..7 EP.3 PA.4
a projected appropriation of amend resources to meet amend
requirements.
Amend Requirements Product design issues and manufacturability feed back for current PA.3
products
Amend Schedule A plan that authorizes a certain quantity of a specific current items A1.1 A2.2 A3.1 PA.3
for gathering and analysis of product design issues and
manufacturability feed back
Balanced Amend The process result from developing a time-phased course of action PA.3 PA.4
Requirements with that commits amend resources to meet amend requirements
Resources
Balanced Design Chain The output of the process element which essentially authorizes the PP.3 PP.4
Requirements with plan
Resources
Balanced Design The process result from developing a time-phased course of action PD.3 PD.4
Requirements with that commits design resources to meet design requirements
Resources
Balanced Integrate The process result from developing a time-phased course of action PI.3 PI.4
Requirements with that commits integrate resources to meet integrate requirements
Resources
Balanced Research The process result from developing a time-phased course of action PR.3 PR.4
Requirements with that commits research resources to meet research requirements
Resources
Business Rules Rules for conducting business, i.e. developing and maintaining A1.1 A2.2 A2.4 A3.1 EA.1 ED.1 EI.1 EP.1
customer and channel performance standards of return processes EP.2 ER.1 ER.2 I1.1 I2.1 I3.1 PA.3 PD.3
such as service levels, given service requirements by supply chain PI.3 PP.3 PR.3 R1.1 R2.1 R3.1
stakeholders/trading partners. Business rules align Return process
polices with business strategy, goals and objectives
Conformance Issue Communication of performance non conformance A1.1
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 I1.2 I1.3 I2.2 I2.3 I3.2 I3.3
or Research process.
Design Business Rules Information about the Design network through their full life cycle, ED.1 ED.2
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).
Design Chain Plan Communication of courses of action over the appropriate time- EP.3 EP.7 PA.1 PD.1 PI.1 PP.4 PR.1
defined planning horizon and interval, representing a projected
appropriation of design chain resource to meet design-chain
requirements as they affect the customer.
Design Chain The process result of identifying, prioritizing, and considering as a PP.1 PP.3
Requirements whole with constituent parts, all requirements that must be satisfied
by the design chain execution.
Design Chain Resources The process result from developing a time-phased course of action PP.2 PP.3
that commits design chain resources to meet design chain
requirements
Design Documentation The product design document is the translation of a set of D2.5 D3.6 ED.3
functional requirements into an operational product that meets both
the enterprise and customer expectations.

Design Plan A master design plan used to allocate capacity among design D1.1 D2.2 D3.2 ED.7 EP.3 PD.4
resources and schedule finite design activities or executing the
performance of a service.
Design Plan and Request The process result from evaluating the design schedules relative to D3.2 D3.3
customer requested date to determine design schedule.
Design Requirements Design requirements are the translation of a set of functional D1.5 D2.1 D3.1 I1.3 I2.3 I3.3 PD.1 PD.3
requirements into design specifications that meets both the
enterprise and customer expectations.
Design Resources The process result of identifying, prioritizing, and considering as a PD.2 PD.3
whole with constituent parts, all resources available to design
process for execution.
Design Schedule A master design plan used to allocate capacity among design D1.1 D2.2 D3.2 PD.3
resources and schedule finite design activities or executing the
performance of a service.
Design Specifications Design Specification will: a.Define the technical scope of the D1.5 D2.6 D3.7 I1.3 I2.4 I3.4
product. b.Define the expected use and purpose of the product. c.
Define relationships with existing products. d.Describe the design of
the product.
Distributed Issue A reviewed issue with identified and documented root cause. A1.3 A1.4 A2.4 A2.5 A3.4 A3.5
Distributed Requirements Transferring the decomposed requirements to the appropriate I3.3 I3.4
Design or Research process.
Engineering Change Communicating the advisory of the short-term actions and A1.4 A2.5 EA.3
Notice (ECN) estimated completion schedule for the ECN. This can include build
and/or ship holds, customer notification, website posting, etc.
Engineering Change Order Communicating engineering changes to the Integrate Process A1.3
Execution Data Communicating information about research planning and execution EA.3 ED.3 EI.3 ER.3
processes.
Execution Processes The processes associated with the validation of product I3.5 I3.6
performance to ensure conformance to defined specifications and
requirements.
Feedback from Customer The flow of information back into the control system so that actual I1.4 I2.5 I3.6
performance can be compared with planned performance.
Finance Tax & Treasury Finance Tax and Treasury regulatory documentation and process EP.8 ER.8
Processes standards which must be complied with
Financial Plan from: Financial Plan from: Finance, Tax & Treasury which will revise the EP.9
Finance, Tax & Treasury long-term supply chain capacity and resource plans, given the
Processes inputs from the strategic and business plans.
Gathered Amend The process result from developing a time-phased course of action PA.1 PA.2
Requirements that commits amend resources to meet amend requirements
Identified Sources for Validated, decomposed request with complete specifications. R3.2 R3.3
Technology
Input from Appropriate Identification of the need for an ECO to the Integrate process A1.3 A2.4 A3.3
Design Chain (execution
process)
Input from Finance, Tax & Identified finance, tax and treasury (regulatory) documentation and EA.8 ED.8 EI.8
Treasury Processes process standards

Input from Legal Identified legal (statutory and regulatory) documentation and EA.8 ED.8 EI.8
Processes process standards
Integrate Plan A plan for a course of action over specified time periods that EI.7 EP.3 I1.2 I2.2 I3.2 PI.4
involves a projected appropriation of design resources to meet
integrate requirements.
Integrate Regulatory Identified regulatory documentation and process standards set by EI.1 EI.8
Compliance external entities (e.g. government).
Integrate Requirements The process result from developing a time-phased course of action PI.1 PI.3
that commits integrate resources to meet integrate requirements
Integrate Resources The process result of identifying, prioritizing, and considering as a PI.2 PI.3
whole with constituent parts, all resources available to the integrate
process for execution.
Integrate Schedule The required or agreed time or rate of integration of goods or I1.2 I2.2 I3.2 PI.3
services designed for a future period.
Issue Communication of performance non conformance A3.1 EA.3
Knowledge Management Communication of courses of action over the appropriate time- EA.6 ED.6 EI.6 EP.6 ER.6
Plan defined planning horizon and interval, representing systematic
processes by which knowledge needed for an organization to
succeed is created, captured, shared, and leveraged
Knowledge Management A plan that authorizes the company to process knowledge needed ED.6 EI.6 EP.6 ER.6
Schedule (created, capture, share, and leverage) for a specific item.
Legal Processes Process standards set by external entities (i.e. government, etc.) EP.8 ER.8
Life Cycle Plan Communication of courses of action over the appropriate time- EA.4 ED.4 EI.4 EP.4 ER.4
defined planning horizon and interval, representing systematic
processes by which the status of products/services is defined and
maintained over the product lifecycle.
Manage Amend Business Rules for conducting business, i.e. developing and maintaining EA.1 EA.2
Rules/ Performance performance standards of amend processes. Business rules align
Amend process polices with business strategy, goals and objectives.
Manage Amend Capital The process of defining and maintaining a unique network to deliver EA.5 EA.7
Assets a specific product set. This includes activities associated with
identifying and qualifying product design issues and
manufacturability feed back for current products
Manage Amend Specifying the inputs, files, processing, and outputs between the EA.2 EA.3 EA.6
Information processes of managing amend information and amend knowledge
transfer.
Manage Amend The performance of the amend process based upon criterion, EA.2 EA.3
Performance standards, and measurements.
Manage Amend Identified regulatory documentation and process standards set by EA.1. EA.8
Regulatory Compliance external entities (i.e. government, trade officials, etc.) which will
alter business rules.
Manage Design Business Decision support criteria for establishing, maintaining, and ED.1 ED.8
Rules 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)
Manage Design Capital Information about the Design network through their full life cycle, ED.5 ED.7
Assets including the evaluation of market need, product realization

Manage Design Chain Information (including the company's internal and external EP.5 EP.7
Configuration 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
discontinuation, and after-market support.
Manage Design Chain Knowledge transfer information, which affects total Design Chain EP.3 EP.6
Knowledge Transfer knowledge management requirements
Manage Design Chain Actual integrated design chain performance and/or external EP.2 EP.7
Performance standards used to achieve targeted performance levels.
Manage Design Design chain execution information used to plan the balancing of ED.2 ED.3 ED.6
Information design chain resources to requirements at both the highest
Manage Design Design chain execution information used to plan the balancing of ED.3 ED.6
Knowledge Transfer design chain resources to requirements at both the highest
Manage Design Network Information about the Design network through their full life cycle, ED.2 ED.7
including the evaluation of market need, product realization
Manage Integrate Information regarding the status of products/services during the EI.2 EI.3
Information total life of a product. Includes status information of products.
Measurement of actual Integrate process performance and/or
external standards/targets
Manage Integrate Execution information used to plan the balancing of Integrate EI.3 EI.6
Knowledge Transfer 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
Manage Integrate Network Information related to acquisition, maintenance, and disposition of EI.5 EI.7
the capital assets which are used in the integrate process.
Manage Integrate Measurement of actual Integrate process performance and/or EI.1 EI.2 EI.7
Performance external standards/targets
Manage Plan Business Decision support criteria for Design Chain Planning which translate EP.1 EP.2
Rules 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.
Manage Plan Information Design chain execution information for the balancing of design EP.2 EP.3 EP.6
chain resources to requirements at both the highest aggregate and
lowest project/product planning levels
Manage Plan Regulatory Identified regulatory documentation and process standards set by EP.1 EP.8
Compliance external entities (e.g. government).

Manage Research Measurement of actual research process performance and/or ER.2 ER.3 ER.6
Information external standards/targets
Manage Research Execution information used to plan the balancing of research EI.6 ER.3 ER.6
Knowledge Transfer resources to requirements at both the highest aggregate and lowest
project/product planning levels
Manage Research Information (internal and external) about the research network for a ER.2 ER.5 ER.7
Network group of similar or complimentary products through their full life
cycle. Includes market need, development, introduction and
production, product discontinuation, and after-market support.
Manage Research Measurement of actual research process performance and/or ER.1
Performance external standards/targets
Manage Research Identified regulatory documentation and process standards set by ER.1 ER.8
Regulatory Compliance external entities (e.g. government).
Output to Appropriate Output to Appropriate Design Chain (execution) Process A2.4

Design Chain (execution)
Process
Output to Financial Payment authorization and paying suppliers for product or services. R1.5 R2.6 R3.8
Processes This process includes invoice collection, invoice matching and the
issuance of checks.
Package Requirement Construction information and test documentation for a model D1.3 D1.4 D2.4 D2.5 D3.5 D3.6
suitable for use in complete evaluation of form, design,
performance, and material processing.
Packaged Product Product that has been through a series of activities that I2.6 I2.7 I3.7 I3.8
containerize completed products for storage or sale to end-users.
Payment Authorization Authorizing the supplier payment for goods and services per R1.2 R1.5 R2.3 R2.6 R3.4 R3.8
contract or purchase order
Pilot Design The output of the processes associated with the validation of I1.4 I1.5 I2.5 I2.6 I3.6 I3.7
product performance to ensure conformance to defined
specifications and requirements
Plan Data Information required in the process of setting goals for the EP.3 PA.1 PA.2 PD.1 PD.2 PI.1 PI.2 PP.1
organization and choosing various ways to use the organization's PP.2 PR.1 PR.2
resources to achieve the goals.
Product Deficiency Information about the materials/technology ordered, A2.1 A2.2
Information material/technology quality and the order completeness.
Product Documentation Product documentation is the set of functional and technical EI.13 I1.5 I2.6 I3.7
descriptive items used in the enterprise with customers and in the
design chain
Product Quality Issue Notification of a discrepancy relating to product quality. A2.1 EA.3
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), I1.1 I2.1 I3.1
including sales forecasts and actual orders and backorders
Product Specifications Detailed product information including, but not limited to key I1.6 I2.7 I3.8
features, compatible options, part numbers, and technical
specifications.
Prototype and Package The documentation (defined specifications) of the process D1.4 D1.5 D2.5 D2.7 D3.6 D3.7
Design performed on materials to create a prototype of the product in a lab
environment.
Prototype Requirement The requirement for a prototype of a product or service to be D1.2 D1.3 D2.2 D2.3 D2.4 D3.3 D3.4
developed for production or sales and the materials and technology D3.5
required.
Purchase Order (Supplier) Contract for delivery for certain products or services in specified R1.2 R3.4
quantities

Research Documentation Documented and archived characteristics, test results, form, fit and ER.3 R1.3 R2.4 R3.6
function, and laboratory testing results.

Research Material The result of determining if materials meet functional requirements R3.4
(Supplier) required for developmental products for both enterprise and
customer expectations.
Research Material from Research Information about materials which may meet functional R1.2
Input Supplier requirements required for developmental products for both
enterprise and customer expectations.
Research Plan An aggregate research requirements plan used to schedule EP.3 ER.7 PR.4 R1.1 R2.2 R3.3
research activities to meet design and make plans.
Research Requirements Research requirements related to design needs, including forecasts D1.2 D2.3 D3.5 I1.3 I2.3 I3.3 PR.1 PR.3
and actual orders and backorders R1.4 R2.1 R3.1
Research Resources The identified, prioritized, and considered as a whole with PR.2 PR.3
constituent parts, all resources available to the research process for
execution.
Research Schedule A timetable for planned occurrences in the research process. PR.3 R1.1 R2.2 R3.3
Research Specifications Research specifications: Product Description, Raw Materials, D1.2 D2.3 D3.5 I1.3 I2.4 I3.4 R1.4 R2.5
Equipment Required, Production Consideration, Production Process, R3.7
Merchandising Considerations, Estimated Shelf-Life.
Revised Business An update to the expected cause and effect statements that are the EP.9 PP.1
Assumptions base for the Revised Aggregate Forecast and Projections. These are
reviewed periodically with actual results to verify the linkage of
actual cause and effect.
Revised Business An update to the expected cause and effect statements that are the EP.9
Assumptions to Output: base for the Revised Aggregate Forecast and Projections. These are
Finance, Tax & Treasury reviewed periodically with actual results to verify the linkage of
Processes actual cause and effect. These are specifically related to Finance,
Tax and Treasury.
Schedule Prototype The timetable for planned occurrences in the prototyping process D1.1 D1.2
Sourced Materials Materials on order with a selected source against an existing R1.2 R1.3 R2.3 R2.4
contract or purchase order.
Sourced Materials/ Materials/technology on order with a selected source against an R3.4 R3.5
Technology existing contract or purchase order.
Specification Change Trigger for the process to change product specifications A3.5 EA.3
Order (SCO)
Specification Information A specification is a set of requirements. Normally, a specification is A3.1 A3.2
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.
Validated Design A design of product which ensures performance and conformance I1.3 I1.4 I2.3 I2.4 I2.5 I3.4 I3.5
Validated Issue Communication of the fall out issue which is triggered by supply A1.1 A1.2 A2.2 A2.3 A3.2 A3.3
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
Validated Request Validated, decomposed request with complete specifications. Or, D2.1 D2.2 D3.1 D3.2 I1.1 I1.2 I2.1 I2.2
examined and assigned request which precede logging (ECO) and I3.1 I3.2 R3.1 R3.2
validation of the deficiency
Verification Process Verification of received material/technology against received orders R3.5 R3.6
and technology.
Verified Materials Verification that the order received was the materials ordered, R1.3 R.4 R2.4 R2.5
material quality is sufficient and the order is complete.

Verified Materials/ Verification that the order received was the materials/technology R3.7
Technology ordered, material/technology quality is sufficient and the order is
complete.
Verified Research/ Verification that the order received was the materials ordered, R3.6
Materials material quality is sufficient and the order is complete.

Metrics - KPI
0 DCOR Metrics Overview: Key performance indicator allocation diagram
% I n vo i ce s A l i g n De si g n A m e nd
% I n vo i ce Re ce i p t s A cq u i re A cq u i re A m e nd A m e n d De f i ci e n t A m e n d De f i ci e n t A m e n d P ro d u ct A m e n d P ro d u ct A m e nd
p ro ce sse d P l a n wi th A m e n d Fi xe d S p e ci fi ca ti o n A u th o ri ze S u p p l i e r
a n d P a ym e n t s K n o wl e d g e K n o wl e d g e Cycl e P ro d u ct Cycl e P ro d u ct T o ta l Fa l l o u t Cycl e Fal l out T otal S p e ci fi ca ti o n
wi t h o u t i ssu e s Fi n a n ci al P l an A sse t V a l u e Cycl e P a ym e n t Co st
Ge n e ra t e d vi a E DI Co st Cycl e T i m e T ime T ime Co st T ime Co st T o t a l Co st
a n d / o r e rro rs Co st T ime
A u th o ri ze
B a l a n ce A m e n d B a l a n ce DC B a l a n ce De si g n B a l a n ce In te g ra te B a l a n ce Re se a rch B u i l d & T e st Co st De co m p o se De co m p o se De co m p o se De co m p o se De si g n Ch a i n
S u p p l i er B u i l d & T e st
Re q u i re m e n t s w/ Re q u i re m e n t s w/ Re q u i re m e n t s w/ Re q u i re m e n t s w/ Re q u i re m e n t s w/ P ro t o t yp e Cycl e per I ssu e I ssu e Re q u e st Re q u e st Fi xe d A sse t
P a ym e n t P ro t o t yp e Co st
Re so u rc e s Co st Re so u rc e s Co st Re so u rc e s Co st Re so u rc e s Co st Re so u rc e s Co st T ime i n vo i ce Co st Cycl e T i m e Co st Cycl e T i m e V a l ue
Cycl e T i m e
De si g n Ch a i n De si g n p ro d u ct De ve l o p De ve l o p Di st ri b u te Di st ri b u te E n a b l e d e si g n E n a bl e E st a b l i sh E st a b l i sh
De si g n Fi xe d Enabl e Am end E st a b l i sh A m e n d E st a b l i sh DC
FT E p e r P ro d u ct ch a n g e P ro to typ e P ro to typ e Re q u i re m e n t s Re q u i re m e n t s ch a n g e Cycl e Re se a rch De si g n P l a n E xe cu ti o n
A sse t V a l u e T o t a l Co st P l a n Co st P l a n Co st
De si g n Cycl e T i m e Co st Cycl e T i m e Co st Cycl e T i m e T ime Co st Co st P ro c e ss Co st
E st a b l i sh E st a b l i sh
E st a b l i sh E st a b l i sh Fi rst to d e l i ve r G a t h e r DC G a t h e r DC G a t h e r De si g n G a t h e r Re se a rch I d e n t i f y S o u rce s
E xe cu ti o n V e ri fi ca ti on Gather Am end Gather Am end G a t h e r De si g n G a t h e r Re se a rch
Re se a rch V e ri fi ca ti on n e w i d e a to Re q u i re m e n t s Re so u rc e s Re q u i re m e n t s Re q u i re m e n t s fo r T e ch n o l o gy
P ro c e ss Cy cl e P ro c e ss Cy c l e Re q u i re m e n t s Co st Re so u rc e s Co st Re so u rc e s Co st Re so u rc e s Co st
P l a n Co st P ro c e ss Co st m a rke t Co st Co st Co st Co st Co st
T ime T ime
M a n age
I d e n t i f y S o u rce s In te g ra te In te g ra te In te g ra te In te g rq a te I n te g rq a te d e si g n M a n age M anage Am end M anage Am end M anage Am end
In te g ra te Fi xe d In te g ra te In te g ra te Re se a rch
fo r T e ch n o l o gy Cycl e Re q u i re m e n t s T otal d e si g n ch a n g e ch a n g e Cycl e In fo rm a ti o n B a l a n ci n g B u si n e ss Ru l e s Ca p i t a l A sse t s
A sse t V a l u e P l a n Co st Re so u rc e s Co st A sse t
Cycl e T i m e T ime Co st Co st Cycl e T i m e T ime Cycl e T i m e Cycl e t i m e Co st Co st
Cycl e t i m e
M a n a g e De si g n M a n a g e De si g n
M anage Am end M a n a g e a m e nd M anage Am end M anage Am end M anage Am end M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n
M anage Am end M anage Am end M anage Am end M anage Am end Ch a i n Ch a i n
K n o wl e d g e Plan Re g u l a to ry Re q u i re m e n t s Re so u rc e s B a l a n ci n g B u si n e ss Ru l e s Ca p i t a l A sse t s
I n f o rm a t i o n Co st I n ve n t o ry Co st Ne t wo rk Co st P e rf o rm a n ce Co st Re q u i re m e n t s A sse t
T ra n sf e r Co st Cycl e t i m e Co m p l i a n ce Co st Cycl e t i m e Cycl e t i m e Cycl e t i m e Co st Co st
Cycl e t i m e Cycl e t i m e
M a n age M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n
M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n
De si g n Ch a i n Ch a i n Ch a i n Ch a i n Fi n a nci al Ch a i n Ch a i n Ch a i n Ch a i n M a n a g e De si g n
Ch a i n A sse t s Ch a i n In ve n to ry Ch a i n K n o wl e d g e Ch a i n Re so u rce s P e rf o rm a n ce
B a l a n ci n g Co n fi g u ari on Co n fi g u ra ti on Re a l i g n m e nt K n o wl e d g e P e rf o rm a n ce Plan Re g u l a to ry I n f o rm a t i o n Co st
Co st Co st T ra n sf e r Co st Cycl e t i m e Co st
Cycl e t i m e Cycl e t i m e Co st Cycl e t i m e T ra n sf e . .. Co st Cycl e t i m e Co m p l i a n c. ..
M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n a g e De si g n M a n age M a n age M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate

Plan P ro d u ct I n ve n t o ry Re g u l a to ry Re q u i re m e n t s Re so u rc e s In fo rm a ti o n In fo rm a ti o n A sse t B a l a n ci n g B u si n e ss Ru l e s B u si n e ss Ca p i t a l A sse t s In fo rm a ti o n
Cycl e t i m e Co st Co m p l i a n ce Co st Cycl e t i m e Cycl e t i m e Cycl e T i m e Cycl e T i m e Cycl e t i m e Cycl e t i m e Co st Ru l e s Cycl e T i m e Co st Cycl e T i m e
M a n a g e In te g rate M a n age M a n age M a n a g e In te g rate M a n age

M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n a g e In te g rate M a n age
M a n a g e In te g rate K n o wl e d g e In te g ra te M a n a g e In te g rate i n te g rate M a n a g e In te g rate Re g u l a to ry In tel l ectual
P e rf o rm a n ce Plan Re g u l a to ry Re q u i re m e n t s Re so u rc e s In tel l ectual
I n ve n t o ry Co st T ra n sf e r K n o wl e d g e Ne t wo rk Co st Ne t wo rk P e rf o rm a n ce Co st Co m p l i a n ce P ro p e rt y
Cycl e t i m e Cycl e t i m e Co m p l i a n ce Co st Cycl e t i m e Cycl e t i m e P ro p e rt y Co st
Co st T ra n sf e . .. Cycl e T i m e Cycl e t i m e Cycl e T i m e
M a n age
M a n a g e P l an M a n a g e P l an M a n a g e P l an M a n a g e P l an M a n a g e P ro d u ct M a n a g e P ro d u ct M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch
M a n a g e P l an Re se a rch M a n a g e Re se a rch
A m e nd B u si n e ss Ru l e s B u si n e ss Re g u l a to ry L i f e Cycl e (DC) L i f e Cycl e (DC) B a l a n ci n g B u si n e ss Ru l e s B u si n e ss Ca p i t a l A sse t s In fo rm a ti o n
I n f o rm a t i o n Co st In fo rm a ti o n I n ve n t o ry Co st
Cycl e t i m e Co st Ru l e s Cycl e T i m e Co m p l i a n ce Co st Co st Cycl e T i m e Cycl e t i m e Co st Ru l e s Cycl e T i m e Co st Cycl e T i m e
Co st
M a n age M a n age Nu m b e r o f
M a n a g e Re se a rch M a n age M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch M a n a g e Re se a rch Nu m b e r o f Nu m b e r o f Nu m b e r o f
Re se a rch Re se a rch M a n a g e Re se a rch " f i rst t o m a rke t"
K n o wl e d g e Re se a rch P e rf o rm a n ce Plan Re g u l a to ry Re q u i re m e n t s Re so u rc e s B u si n e ss Ru l e ch a n g e s p e r n e w p ro d u ct
K n o wl e d g e Ne t wo rk P e rf o rm a n ce Co st p ro d u ct
T ra n sf e r Co st Ne t wo rk Co st Cycl e t i m e Cycl e t i m e Co m p l i a n ce Co st Cycl e t i m e Cycl e t i m e Ch a n g e s P ro d u ct De si g n i n t ro d u cti o n s
T ra n sf e . .. Cycl e T i m e i n t ro d u cti o n s
Nu m b e r o f p o st - Nu m b e r o f Ob t a i n & Ob t a i n & Ob t a i n De fi ci e n cy P a cka g e P a cka g e P a cka g e P a ym e n t

Nu m b e r o f Ob t a i n De fi ci e n cy P a cka g e De si g n Patents per P atents
re l e a se P ro d u ct S p e ci fi ca ti o n V al i date V a l i d a te De si g n I n f o rm a ti o n Cycl e De si g n P ro d u ct P ro d u ct Cycl e
p ro d u ct d e si g n s I n f o rm a t i o n Co st Cycl e T i m e p ro d u ct p e r p ro j e ct
De si g n Ch a n g e s Ch a n g e s De si g n Co st Cycl e T i m e T ime Co st Co st Cycl e T i m e T ime
P e rf e ct Pi l ot P l a n De si g n P l a n d e si g n P ro d u ct De si g n P ro d u ct L i fe cycl e P u b l i sh A d vi so ry
P i l o t De si g n P l a n De si g n P l a n Fi xe d P l a n In te g ra te P l a n Re se a rch P ro d u ct De si g n P u b l i sh A d vi so ry
P ro d u ct De si g n Ch a i n T otal ch a n g e Cycl e Ch a n g e Cycl e M a n a g e m e nt (E CN) Cy c l e
Cycl e T i m e T o t a l Co st A sse t V a l u e T o t a l Co st T o t a l Co st Cycl e T i m e (E CN) Co st
De si g n Co st Co st T ime T ime Cycl e T i m e T ime
P u b l i sh S CO Re ce i ve & Re ce i ve & Re ce i ve , V a l i d a te Re l e a se Re l e a se Re l e a se to Re l e a se to Re l e a se to Re se a rch
P u b l i sh & De co m p o se Re l e a se to Re se a rch
Cycl e V al i date V a l i d a te Re q u e st & De co m p o se P ro d u ct P ro d u ct In te g ra te S e l l Cycl e Sel l T otal d e si g n ch a n g e
S CO Co st Re q u e st Cycl e I n t e g ra t e Co st Cycl e T i m e
T ime Re q u e st Co st Cycl e T i m e Re q u e st Co st Co st Cycl e T i m e Cycl e T i m e T ime Co st Cycl e T i m e
T ime
Re se a rch S ch e d u l e
Re se a rch d e si g n Re t u rn o n S ch e d u l e De si g n S ch e d u l e S o u rce S o u rce S o u rce M a t e ri a l s/
Fi xe d Re se a rch S ch e d u l e De si g n Re se a rch S CO Cy cl e S o u rce M a t e ri a l s/
ch a n g e De si g n Ch a i n A ct i vi t i e s Cycl e Re se a rch S CO Co st M a te ri a l s M a te ri a l s T e ch n o l o gy
A sse t T o t a l Co st A ct i vi t i e s Co st A ct i vi ti e s T ime T e ch n o l o g y Co st
Cycl e T i m e A sse t s T ime A ct i vi t i e s Co st Co st Cycl e T i m e Cycl e T i m e
V a l ue Cycl e T i m e
T otal T ra n sf e r Fi n d i n g / T ra n sf e r T ra n sf e r V e ri fy V e ri fy V e ri fy M a te ri a l s/
T o ta l De si g n T otal P l an T ra d e S e cre t s T ra n sf e r Fi n d i n g / V al i date V a l i d a te Issu e V e ri fy M a te ri a l s/
A m e nd M a te ri a l s Fi n d i n g /M a te ri a l s Fi n d i n g /M a te ri a l s M a te ri a l s M a te ri a l s T e ch n o l o gy
Ch a i n Co st A m e n d Co st p e r p ro j e ct M a t e ri a l s Co st I ssu e Co st Cycl e T i m e T e ch n o l o g y Co st
Co st Cycl e T i m e Co st Cycl e T i m e Co st Cycl e T i m e Cycl e T i m e

DCOR Metrics - Reliability: Key performance indicator allocation diagram
DC
Re lia b ilit y
% I n vo i ce Re ce i p t s De si g n Ch a i n P e rf e ct V e ri fy M a te ri a l s/
Re se a rch
a n d P a ym e n t s FT E p e r P ro d u ct P ro d u ct T e ch n o l o gy
Cycl e T i m e
Ge n e ra t e d vi a E DI De si g n De si g n Cycl e T i m e

DCOR Metrics - Responsiveness: Key performance indicator allocation
diagram

DC
R e s p o n s iv e n e s s
A m e nd A uthori ze
A cqui re A m e nd AAmmend
e nd Def
P roduct
i ci ent B ui l d & T est De co m p ose De co m p ose
S peci fi cati on S uppl i er
K nowl edge Cycl e PFal
roduct
l out Cycl
Cyclee P rot ot ype Cycl e I ssu e Re q uest
Cycl e P aym ent
Cycl e T i m e Time Time Time Cycl e T i m e Cycl e T i m e
Time Cycl e T i m e
E st abl i sh E st abl i sh
De si gn product Devel op Di st ri bute E nabl e desi gn Fi rst to del i ver I dent i f y S ources
E xecuti on V eri fi cati on
change P rototype Requi rem ent s change Cycl e new i dea to for T echnol ogy
P ro c e ss Cy c l e P ro c e ss Cy c l e
Cycl e T i m e Cycl e T i m e Cycl e T i m e Time m a rke t Cycl e T i m e
Time Time
M anage
Integrate Integrqate I ntegrqate desi gn M anage M anage A m end M anage am end M anage A m end
Re se a rch
Cycl e desi gn change change Cycl e Inform ati on B al anci ng P l an Requi rem ent s
A sse t
Time Cycl e T i m e Time Cycl e T i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e
Cycl e t i m e
M anage Desi gn M anage M anage Desi gn M anage Desi gn M anage Desi gn

M anage A m end M anage Desi gn M anage Desi gn Chai n
Chai n Desi gn Chai n Chai n Chai n Fi nanci al Chai n
Re so u rc e s B al anci ng Requi rem ent s
A sse t B al anci ng Confi guari on Real i gnm ent K nowl edge T ransf er
Cycl e t i m e Cycl e t i m e Cycl e t i m e
Cycl e t i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e
M anage Desi gn M anage Desi gn

M anage Desi gn M anage Desi gn M anage Desi gn M anage Desi gn M anage M anage
Chai n Chai n
Ch a i n Re sources P l an Requi rem ent s Re so u rc e s Inform ati on Inform ati on
P l an Regul atory Com pl i ance
Cycl e t i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e Cycl e T i m e Cycl e T i m e
Cycl e t i m e Cycl e t i m e
M anage M anage
M anage Integrate M anage Integrate M anage Integrate M anage Integrate M anage Integrate M anage Integrate
Integrate i ntegrate
A sse t B al anci ng B u si n e ss Inform ati on P erf orm ance P l an
K nowl edge T ransf er Ne t wo rk
Cycl e t i m e Cycl e t i m e Rul es Cycl e T i m e Cycl e T i m e Cycl e t i m e Cycl e t i m e
Cycl e t i m e Cycl e T i m e
M anage Integrate
M anage Integrate M anage Integrate M anage Intel l ectual M anage P l an M anage P l an M anage P roduct M anage Research
Regul atory
Requi rem ent s Re so u rc e s P ropert y A m e nd B u si n e ss Li f e Cycl e (DC) B al anci ng
Com pl i ance
Cycl e t i m e Cycl e t i m e Cycl e T i m e Cycl e t i m e Rul es Cycl e T i m e Cycl e T i m e Cycl e t i m e
Cycl e t i m e
M anage M anage
M anage Research M anage Research M anage Research M anage Research M anage Research M anage Research
Re se a rch Re se a rch
B u si n e ss Inform ati on P erf orm ance P l an Requi rem ent s Re so u rc e s
K nowl edge T ransf er Ne t wo rk
Rul es Cycl e T i m e Cycl e T i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e Cycl e t i m e
Cycl e t i m e Cycl e T i m e
Num ber of Num ber of Num ber of P a cka ge P aym ent P l an desi gn
P a cka ge Desi gn P i l ot Desi gn
" f i rst t o m arket" B u si n e ss Rul e ch anges per P ro duct Cycl e change Cycl e
Cycl e T i m e Cycl e T i m e
product i nt roducti ons Ch a nges P ro duct Desi gn Cycl e T i m e Time Time
Recei ve, V al i date

P ro duct Desi gn P roduct Li fecycl e P ubl i sh A dvi sory Recei ve & Rel ease Rel ease to Rel ease to
P ubl i sh S CO Cycl e & De co m p ose
Change Cycl e M anagem ent (E CN) Cy c l e V al i date Request P ro duct Integrate S el l Cycl e
Time Re quest Cycl e
Time Cycl e T i m e Time Cycl e T i m e Cycl e T i m e Cycl e T i m e Time
Time
S chedul e
Re se a rch S chedul e Desi gn S ource S ource M at eri al s/ T ransf er Fi ndi ng/ T ransf er
Re se a rch S CO Cy cl e
desi gn change A ct i vi t i es Cycl e M ateri al s T echnol ogy M ateri al s Fi ndi ng/M ateri al s
A ct i vi ti es Time
Cycl e T i m e Time Cycl e T i m e Cycl e T i m e Cycl e T i m e Cycl e T i m e
Cycl e T i m e
V eri fy
V al i date Issue
M ateri al s
Cycl e T i m e
Cycl e T i m e
DCOR Metrics - Flexibility: Key performance indicator allocation diagram

DC
F le x ib ilit y
% I n vo i ce s p ro ce sse d E n a b l e d e si g n Nu m b e r o f p o st - Nu m b e r o f
Nu m b e r o f
wi t h o u t i ssu e s ch a n g e Cycl e re l e a se P ro d u ct S p e ci fi ca ti o n
a n d / o r e rro rs Time De si g n Ch a n g e s Ch a n g e s
Ob t a i n De fi ci e n cy Re se a rch Re se a rch d e si g n
I n f o rm a ti o n Cycl e d e si g n ch a n g e ch a n g e
Cycl e T i m e
Time Cycl e T i m e Cycl e T i m e

DCOR Metrics - Costs: Key performance indicator allocation diagram

Costs
A cqui re A m end Def i ci ent A m e nd P roduct A m e nd B al ance A m end B al ance DC

A m end Fi xed A uthori ze S uppl i er
K nowl edge P roduct T otal Fal l out T otal S peci fi cati on Re q ui rem ent s w/ Re q ui rem ent s w/
A sset V al ue P a ym e nt Cost
Co st Co st Co st T ot al Cost Re so u rc e s Co st Re so u rc e s Co st
B al ance Desi gn B al ance Integrate B al ance Research Co st De co m p ose De co m p ose Devel op

B ui l d & T est
Re q ui rem ent s w/ Re q ui rem ent s w/ Re q ui rem ent s w/ per I ssu e Re q uest P rototype
P rot ot ype Cost
Re so u rc e s Co st Re so u rc e s Co st Re so u rc e s Co st i nvoi ce Co st Co st Co st
Di st ri bute E nabl e E st abl i sh E st abl i sh E st abl i sh

E nabl e A m end E st abl i sh A m end E st a b l i sh DC
Requi rem ent s Re se a rch Desi gn P l an E xecuti on Re se a rch
T ot al Cost P l an Cost P l an Cost
Co st Co st Co st P ro c e ss Co st P l an Cost
E st abl i sh G a t her DC G a t her DC G at her Desi gn G a t h er Research

G at her A m end G at her Desi gn G a t h er Research
V eri fi cati on Requi rem ent s Re so u rc e s Requi rem ent s Requi rem ent s
Re q u i rem ent s Cost Re so u rc e s Co st Re so u rc e s Co st
P ro c e ss Co st Co st Co st Co st Co st
I dent i f y S ources Integrate Integrate M anage A m end M anage A m end

Integrate Integrate M anage A m end
for T echnol ogy Requi rem ent s T otal B u si n e ss Ru l e s Ca pi t al A sset s
P l an Cost Re so u rc e s Co st I nf orm at i on Cost
Co st Co st Co st Co st Co st
M anage A m end M anage A m end M anage Desi gn M anage Desi gn M anage Desi gn
M anage A m end M anage A m end M anage A m end
K nowl edge Regul atory B u si n e ss Ru l e s Ca pi t al A sset s Ch a i n A sse t s
I n vent ory Cost Ne t wo rk Co st P e rf orm ance Cost
T ra nsf er Cost Com pl i ance Cost Co st Co st Co st
M anage Desi gn M anage Desi gn M anage Desi gn M anage Desi gn M anage Desi gn M anage Desi gn M anage Desi gn
M anage Desi gn
Chai n Confi gurati on Chai n Inventory Chai n K nowl edge Chai n P erf orm ance P erf orm ance P roduct I nvent ory Regul atory
I nf orm at i on Cost
Co st Co st T ra nsf er Cost Co st Co st Co st Com pl i ance Cost
M anage Integrate M anage Integrate M anage Integrate M anage P l an

M anage Integrate M anage Integrate M anage Integrate M anage Integrate
B u si n e ss Ru l e s Ca pi t al A sset s K nowl edge T ransf er B u si n e ss Ru l e s
I nf orm at i on Cost I n vent ory Cost Ne t wo rk Co st P e rf orm ance Cost
Co st Co st Co st Co st
M anage
M anage P l an M anage P roduct M anage Research M anage Research M anage Research
M anage P l an Re se a rch M anage Research
Regul atory Li f e Cycl e (DC) B u si n e ss Ru l e s Ca pi t al A sset s K nowl edge
I nf orm at i on Cost Inform ati on I n vent ory Cost
Com pl i ance Cost Co st Co st Co st T ra nsf er Cost
Co st
M anage M anage Research Obt ai n & P a cka ge Pi l ot P l an Desi gn

M anage Research Obt ai n Defi ci ency
Re se a rch Regul atory V al i date De si gn De si gn Chai n T otal
P e rf orm ance Cost I nf orm at i on Cost
Ne t wo rk Co st Com pl i ance Cost De si g n Cost Co st Co st Co st
Recei ve & Recei ve, V al i date Rel ease

P l an Desi gn P l an Integrate P l an Research P ubl i sh A dvi sory P ubl i sh
V al i date & De co m p ose P ro duct
T ot al Cost T ot al Cost T ot al Cost (E CN) Co st S CO Co st
Re q u e st Cost Re q u e st Cost Co st
Rel ease to S chedul e S ource

Rel ease to Re se a rch S chedul e Desi gn S ource M at eri al s/
Sel l T otal Re se a rch S CO Co st M ateri al s
I nt egrat e Cost T ot al Cost A ct i vi t i es Cost T echnol ogy Cost
Co st A ct i vi t i es Cost Co st
T otal T ransf er V eri fy

T otal Desi gn T otal P l an T ransf er Fi ndi ng/ V al i date V eri fy M ateri al s/
A m e nd Fi ndi ng/M ateri al s M ateri al s
Chai n Cost A m e n d Cost M at eri al s Cost I ssu e Co st T echnol ogy Cost
Co st Co st Co st

DCOR Metrics - Assets: Key performance indicator allocation diagram
Assets
A l i g n De si g n
De si g n Ch a i n
P l a n wi th De si g n Fi xe d In te g ra te Fi xe d Patents per
Fi xe d A sse t
Fi n a n ci al P l an A sse t V a l u e A sse t V a l u e p ro d u ct
V a l ue
Co st
Re se a rch
Re t u rn o n
P atents P l a n Fi xe d Fi xe d T ra d e S e cre t s
De si g n Ch a i n
p e r p ro j e ct A sse t V a l u e A sse t p e r p ro j e ct
A sse t s
V a l ue

METRIC DEFINITION METRIC METRIC OCCURENCES
CATEGORY
% Invoice Receipts and # of EDI generated invoices receipts and payments RELIABILITY R1.5
Payments Generated via divided by the total number of invoices.
EDI
% Invoices processed The number of Invoices processed without issues FLEXIBILITY R1.5
without issues and/or and/or errors divided by the total number of invoices
errors processed in the measurement period
Acquire Knowledge Cost Process cost. This cost includes direct costs (labor, COST D3.3
materials) and indirect costs (overhead).
Acquire Knowledge Cycle Process cycle time RESPONSIVENESS D3.3

Time
Align Design Plan with Process cost. This cost includes direct costs (labor, ASSETS EP.9
Financial Plan Cost materials) and indirect costs (overhead).
Amend Cycle Time Total time from receipt of product manufacturability RESPONSIVENESS A1 A2 A3
issue or technical deficiency information to publication
of ECN
Amend Deficient Product Total time from receipt of technical deficiency RESPONSIVENESS A2
Cycle Time information to publication of ECN
Amend Deficient Product Total time from receipt of technical deficiency COST A2
Total Cost information to publication of ECN
Amend Fixed Asset Value The current value of the design chain assets used in the COST EA.5
Amend process
Amend Product Fallout Total time from receipt of product manufacturability RESPONSIVENESS A1
Cycle Time issue to publication of ECN
Amend Product Fallout Total Amend Product Fallout Cost COST A1

Total Cost
Amend Specification Cycle Total time from receipt of specification change request RESPONSIVENESS A3
Time to publication of SCO
Amend Specification Total Total time from receipt of Specification Change Request COST A3
Cost to publication of SCO
Authorize Supplier Process cost. This cost includes direct costs (labor, COST R1 R2.6 R3.8
Payment Cost materials) and indirect costs (overhead).
Authorize Supplier Process cycle time RESPONSIVENESS R1 R2.6 R3.8

Payment Cycle Time
Balance Amend Process cost. This cost includes direct costs (labor, COST PA.3
Requirements w/ materials) and indirect costs (overhead).
Resources Cost
Balance DC Requirements Process cost. This cost includes direct costs (labor, COST PP.3
w/ Resources Cost materials) and indirect costs (overhead).
Balance Design Process cost. This cost includes direct costs (labor, COST PD.3
Resources Cost
Balance Integrate Process cost. This cost includes direct costs (labor, COST PI.3
Resources Cost
Balance Research Process cost. This cost includes direct costs (labor, COST PR.3
Resources Cost
Build & Test Prototype Cost Process cost. This cost includes direct costs (labor, COST D1.3 D2.4 D3.5
Build & Test Prototype Process cycle time RESPONSIVENESS D1.3 D2.4 D3.5
Cycle Time
Cost per invoice All costs associated with the receipt, review, processing, COST R1.5
and payment of a supplier’s invoice for product
received.

Decompose Issue Cost Process cost. This cost includes direct costs (labor, COST A1.2 A1.3 A2.2 A2.3 A3.22 A3.3

CATEGORY
Decompose Issue Cycle Process cycle time RESPONSIVENESS A1.2 A1.3 A2.2 A2.3 A3.22 A3.3
Time
Decompose Request Cost Process cost. This cost includes direct costs (labor, COST I1.2 I2.2 I3.2
Decompose Request Cycle Process cycle time RESPONSIVENESS I1.2 I2.2 I3.2
Time
Design Chain Fixed Asset DC Fixed Asset Value = Plan Fixed Asset Value + ASSETS ER EA
Value Research FAV + Design FAV + Integrate FAV + Amend
FAV DC Fixed Assets are managed in the Ex.5
processes.
Design Chain FTE per # of DC FTEs / # of product designs RELIABILITY EA

Product Design
Design Fixed Asset Value The current value of the design chain assets used in the ASSETS ED.5
Design process
Design product change Time to design product change FLEXIBILITY D2 D3
Cycle Time
Develop Prototype Cost Process cost. This cost includes direct costs (labor, COST D1.1 D1.2 D2.3 D3.4
Develop Prototype Cycle Process cycle time RESPONSIVENESS D1.1 D1.2 D2.3 D3.4
Time
Distribute Requirements Process cost. This cost includes direct costs (labor, COST I2.3 I3.3
Cost materials) and indirect costs (overhead).
Distribute Requirements Process cycle time RESPONSIVENESS I2.3 I3.3

Cycle Time
Enable Amend Total Cost Total Enable Amend Cost COST EA
Enable design change Time to enable design change FEXIBILITY ER
Cycle Time
Enable Research Cost Total Enable Research Cost COST ER
Establish Amend Plan Cost Process cost. This cost includes direct costs (labor, COST PA.4
Establish DC Plan Cost Process cost. This cost includes direct costs (labor, COST PP.4
Establish Design Plan Cost Process cost. This cost includes direct costs (labor, COST PD.4
Establish Execution Process cost. This cost includes direct costs (labor, COST I3.5
Process Cost materials) and indirect costs (overhead).
Establish Execution Process cycle time RESPONSIVENESS I3.5

Process Cycle Time
Establish Research Plan Process cost. This cost includes direct costs (labor, COST PR.4
Establish Verification Process cost. This cost includes direct costs (labor, COST R3.5
Process Cost materials) and indirect costs (overhead).
Establish Verification Process cycle time RESPONSIVENESS R3.5

Process Cycle Time
First to deliver new idea to % of time products are the first to market with new RESPONSIVENESS I2 I3
market technology or innovative features. # of “first to market”
product introductions / # of product introductions
Gather Amend Process cost. This cost includes direct costs (labor, COST PA.1
Requirements Cost materials) and indirect costs (overhead).
Gather Amend Resources Process cost. This cost includes direct costs (labor, COST PA.2
Gather DC Requirements Process cost. This cost includes direct costs (labor, COST PP.1

Gather DC Resources Cost Process cost. This cost includes direct costs (labor, COST PP.2

CATEGORY
Gather Design Process cost. This cost includes direct costs (labor, COST PD.1
Gather Design Resources Process cost. This cost includes direct costs (labor, COST PD.2
Gather Research Process cost. This cost includes direct costs (labor, COST PR.1
Gather Research Process cost. This cost includes direct costs (labor, COST PR.2
Resources Cost materials) and indirect costs (overhead).
Identify Sources for Process cost. This cost includes direct costs (labor, COST R3.2
Technology Cost materials) and indirect costs (overhead).
Identify Sources for Process cycle time RESPONSIVENESS R3.2

Technology Cycle Time
Integrate Cycle Time Total cycle time of all Integrate processes RESPONSIVENESS I1 I2 I3
Integrate design change Time to Integrate design change Triggered by ECO from RESPONSIVENESS I1 I2 I3
Cycle Time A1.3 or A2.4
Integrate design change Time to Integrate design change Triggered by ECO from RESPONSIVENESS
Cycle Time A1.3 or A2.4
Integrate Fixed Asset Value The current value of the design chain assets used in the ASSETS EI.5
Integrate process
Integrate Plan Cost Process cost. This cost includes direct costs (labor, COST PI.4
Integrate Requirements Process cost. This cost includes direct costs (labor, COST PI.1
Integrate Resources Cost Process cost. This cost includes direct costs (labor, COST PI.2
Integrate Total Cost Total Integrate Cost COST I1 I2 I3

Manage Information Cycle The average time to generate design chain design RESPONSIVENESS PA.3
Time information
Manage Amend Balancing The average time to balance amend changes RESPONSIVENESS EA.1
Cycle time
Manage Amend Business Process cost. This cost includes direct costs (labor, COST EA.5
Rules Cost materials) and indirect costs (overhead).
Manage Amend Capital Process cost. This cost includes direct costs (labor, COST EA.3
Assets Cost materials) and indirect costs (overhead).
Manage Amend Process cost. This cost includes direct costs (labor, COST EA.4
Information Cost materials) and indirect costs (overhead).
Manage Amend Inventory Process cost. This cost includes direct costs (labor, COST EA.6
Manage Amend Knowledge Process cost. This cost includes direct costs (labor, COST EA.7
Transfer Cost materials) and indirect costs (overhead).
Manage Amend Network Process cost. This cost includes direct costs (labor, COST EA.2
Manage Amend Process cost. This cost includes direct costs (labor, COST EA.2
Performance Cost materials) and indirect costs (overhead).
Manage Amend Plan Cycle The average time to manage amend plan changes RESPONSIVENESS PA.4
time
Manage Amend Regulatory Process cost. This cost includes direct costs (labor, COST EA.8
Compliance Cost materials) and indirect costs (overhead).
Manage Amend The average time to manage Amend requirement RESPONSIVENESS PA.1
Requirements Cycle time changes
Manage Amend Resources The average time to manage Amend Resources changes RESPONSIVENESS PA.2
Cycle time

Manage Design Balancing The average time to balance design changes RESPONSIVENESS PD.3
Cycle time
CATEGORY
Manage Design Business Process cost. This cost includes direct costs (labor, COST ED.1
Manage Design Capital Process cost. This cost includes direct costs (labor, COST ED.5
Manage Design Capitol The average time to manage Design Capitol Assets RESPONSIVENESS ED.5
Asset Cycle Time
Manage Design Chain The average time to manage Design chain requirement RESPONSIVENESS PP.1
Manage Design Chain Process cost. This cost includes direct costs (labor, COST ED.5
Manage Design Chain The average time to balance Design Chain changes RESPONSIVENESS PP.3
Balancing Cycle time
Manage Design Chain The average time to manage Design Chain Assets RESPONSIVENESS EA.5 ED.5
Capitol Asset Cycle time
Manage Design Chain Process cost. This cost includes direct costs (labor, COST EP.7
Configuration Cost materials) and indirect costs (overhead).
Manage Design Chain The average time to manage Design Chain configuration RESPONSIVENESS EP.7
Configuration Cycle time actions
Manage Design Chain The average time to manage Design Chain Regulatory RESPONSIVENESS EP.9
Financial Realignment Compliance changes
Cycle time
Inventory Cost materials) and indirect costs (overhead).
Knowledge Transfer Cost materials) and indirect costs (overhead).
Manage Design Chain The average time to manage Design Chain Knowledge RESPONSIVENESS EP.6 ED.6
Knowledge Transfer Cycle Transfer actions
time
Manage Design Chain Plan The average time to manage Design Chain plan changes RESPONSIVENESS PP.4
Cycle time
Manage Design Chain The average time to manage Design Chain Regulatory RESPONSIVENESS EA/8 ER/8 EP.8 ED.8
Regulatory Compliance Compliance changes
Cycle time
Manage Design Chain The average time to manage Design Chain Resources RESPONSIVENESS PP.2
Resources Cycle time changes
Manage Design Process cost. This cost includes direct costs (labor, COST ED.3
Manage Design Knowledge Process cost. This cost includes direct costs (labor, COST EP.2
Transfer Cost materials) and indirect costs (overhead).
Manage Design Process cost. This cost includes direct costs (labor, COST ED.2
Manage Design Plan Cycle The average time to manage design plan changes RESPONSIVENESS PD.4
time
Manage Design Product Process cost. This cost includes direct costs (labor, COST ED.4
Manage Design Regulatory Process cost. This cost includes direct costs (labor, COST ED.8
Manage Design The average time to manage Design requirement RESPONSIVENESS PD.1
Manage Design Resources The average time to manage Design Resources changes RESPONSIVENESS PD,2
Cycle time
Manage Information Cycle The average time to generate design chain amend RESPONSIVENESS ED.3 EP.3 EA..3
Time information
Manage Integrate Asset The average time to manage Integrate Assets RESPONSIVENESS P1.5
Cycle time

Manage Integrate The average time to balance integrate changes RESPONSIVENESS EI.3
Manage Integrate Business Process cost. This cost includes direct costs (labor, COST EI.1

CATEGORY
Manage Integrate Business The average time to process integrate business rules RESPONSIVENESS EI.1
Rules Cycle Time
Manage Integrate Capital Process cost. This cost includes direct costs (labor, COST EI.5
Manage Integrate Process cost. This cost includes direct costs (labor, COST EI.3
Manage Integrate The average time to generate Integrate information Responsiveness EI.3
Information Cycle Time
Manage Integrate Inventory Process cost. This cost includes direct costs (labor, COST EI.4
Manage Integrate The average time to manage Integrate Knowledge RESPONSIVENESS EI.6
time
Manage Integrate Network Process cost. This cost includes direct costs (labor, COST EI.7
Manage integrate Network The average time to manage Design Chain configuration RESPONSIVENESS EI.7
Cycle Time actions
Manage Integrate The average time to manage Integrate Performance RESPONSIVENESS EI.2
Performance Cycle time
Manage Integrate Plan The average time to manage integrate plan changes RESPONSIVENESS PI.4
Cycle time
Manage Integrate The average time to manage Integrate Regulatory RESPONSIVENESS EI.8
Regulatory Compliance Compliance changes
Cycle time
Regulatory Compliance materials) and indirect costs (overhead).
Cost
Manage Integrate The average time to manage Integrate requirement RESPONSIVENESS PI.1
Manage Integrate The average time to manage Integrate Resources RESPONSIVENESS PI.2
Manage Intellectual Process cost. This cost includes direct costs (labor, COST ED.9
Property Cost materials) and indirect costs (overhead).
Manage Intellectual The average time to manage Intellectual Property RESPONSIVENESS ED.9
Property Cycle Time changes
Manage Plan Amend Cycle The average time to manage Amend Plans RESPONSIVENESS PA
time
Manage Plan Business Process cost. This cost includes direct costs (labor, COST EP.1
Manage Plan Business The average time to process design chain plan business RESPONSIVENESS EP.1 ED.1 EA.1
Rules Cycle Time rules
Manage Plan Information Process cost. This cost includes direct costs (labor, COST EP.3
Manage Plan Regulatory Process cost. This cost includes direct costs (labor, COST EP.8
Manage Product Life Cycle Process cost. This cost includes direct costs (labor, COST ED.7
(DC) Cost materials) and indirect costs (overhead).
Manage Product Life Cycle The average time to manage Design Chain configuration RESPONSIVENESS ED.7
(DC) Cycle Time actions
Manage Research Asset The average time to manage Research Assets RESPONSIVENESS
Cycle time

Manage Research The average time to balance research changes RESPONSIVENESS PR.3
Manage Research Process cost. This cost includes direct costs (labor, COST ER.1
Business Rules Cost materials) and indirect costs (overhead).
Manage Research The average time to process research business rules RESPONSIVENESS ER.1
Business Rules Cycle Time
CATEGORY
Manage Research Capital Process cost. This cost includes direct costs (labor, COST ER.5
Manage Research The average time to generate design chain research RESPONSIVENESS ER.3
Information Cycle Time information
Manage Research The average time to manage Research Knowledge RESPONSIVENESS ER.6
time
Manage Research Network Process cost. This cost includes direct costs (labor, COST ER.7
Manage Research Network The average time to manage Research configuration RESPONSIVENESS ER.7 EA.7
Cycle Time actions
Manage Research The average time to manage Research Performance RESPONSIVENESS ER.2
Performance Cycle time
Manage Research Plan The average time to manage research plan changes RESPONSIVENESS PR.4
Cycle time
Regulatory Compliance materials) and indirect costs (overhead).
Cost
Manage Research The average time to manage research requirement RESPONSIVENESS PR.1
Manage Research The average time to manage Research Resources RESPONSIVENESS PR.2
Number of “first to market” Number of new products which were first to market RESPONSIVENESS I2 I3
product introductions
Number of Business Rule The number of Business Rule changes over a specified RESPONSIVENESS ED.1 ER.1 EP.1 EA.1 ET.1
Changes period of time. E.g. changes / month
Number of changes per # of design changes after release to operations (SC) / # RESPONSIVENESS I1 D3 A2 I3 A1 I2
Product Design of product designs
Number of new product Number of new products introduced to the market RESPONSIVENESS I2 I3
introductions
Number of post- release # of product design changes per product due to: 1. FLEXIBILITY A1 A2
Product Design Changes 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)
Number of product designs Total # of product designs released to operations (SC, FLEXIBILITY I1 I2 I3
CC)
Number of Specification # of specification changes per product due to: 1. FLEXIBILITY A3
Changes Customer or regulatory revisions 2. AND post product
release to operations (SC)
Obtain & Validate Design Process cost. This cost includes direct costs (labor, COST I1.3 I2.4 I3.4

Obtain & Validate Design Process cycle time RESPONSIVENESS I1.3 I2.4 I4.5
Cycle Time
Obtain Deficiency Process cost. This cost includes direct costs (labor, COST A2.1
Obtain Deficiency Process cycle time FLEXIBILITY A2.1

Information Cycle Time
Package Design Cost Process cost. This cost includes direct costs (labor, COST D1.4 D2.5 D3.6

CATEGORY
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, COST I1.5 12.5 I2.6 13.7
Package Product Cycle Process cycle time RESPONSIVENESS I1.5 12.5 I2.6 13.7
Time
Patents per product # 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 RESPONSIVENESS R1.5
(reported in days or dollar weighted average days)
Perfect Product Design % of product designs each period (month, quarter, year, RELIABILITY PI PD R/PP I3 PR R3 R2 ER I1 I2
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
Pilot Design Cost Process cost. This cost includes direct costs (labor, 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 Total Plan Design Chain Cost COST PP
Cost
Plan design change Cycle Time to plan design change RESPONSIVENESS PD PP DD PR PI
Time
Plan Design Total Cost Total Plan Design Cost COST PD
Plan Fixed Asset Value The current value of the design chain assets used in ASSETS EP.5
design chain integration
Plan Integrate Total Cost Total Plan Integrate Cost COST PI

Plan Research Total Cost Total Plan Research Cost COST PR
Product Design Change Time to change a product design after it has been RESPONSIVENESS PD RI PRI3PP R3 ER Pi R2 I2
Cycle Time 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
Product Design Cycle Time Total time from receipt of product requirements (from FLEXIBILITY I2 I1 R1 I3 R2 R3
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

Product Lifecycle The average time to generate product lifecycle plan RESPONSIVENESS ED.4 EEI.4 EP.4 ER.4 EA.4
Management Cycle Time updates
Publish Advisory (ECN) Cost Process cost. This cost includes direct costs (labor, COST A1.4 A2.5
Publish Advisory (ECN) Process cycle time RESPONSIVENESS A1.4 A2.5

Cycle Time
Publish SCO Cost Process cost. This cost includes direct costs (labor, COST A3.4
Publish SCO Cycle Time Process cycle time RESPONSIVENESS A3.4

CATEGORY
Receive & Validate Request Process cost. This cost includes direct costs (labor, COST I3.1 R2.1 I1.1 I2.1 A1.1 A3.1 R3.1
Receive & Validate Request Process cycle time RESPONSIVENESS I3.1 R2.1 I1.1 I2.1 A1.1 A3.1 R3.1
Cycle Time
Receive, Validate & Process cost. This cost includes direct costs (labor, COST D2.1 D3.1
Decompose Request Cost materials) and indirect costs (overhead).
Receive, Validate & Process cycle time RESPONSIVENESS D2.1 D3.1

Decompose Request Cycle
Time
Release Product Cost Process cost. This cost includes direct costs (labor, 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, COST D1.5 D2.6 D3.7
Release to Integrate Cycle Process cycle time RESPONSIVENESS D1.5 D2.6 D3.7
Time
Release to Sell Cycle Time Process cycle time RESPONSIVENESS R2.4
Release to Sell Total Cost Process cost. This cost includes direct costs (labor, COST R2.4
Research Cycle Time Total cycle time of all Research processes RELIABILITY R1 R2 R3
Research design change Time to research design change FLEXIBILITY R1 R2 R3

Cycle Time
Research design change Time to research design change FLEXIBILITY
Cycle Time
Research Fixed Asset Value The current value of the design chain assets used in the ASSETS ER.5
Research process
Research Total Cost Total Research Cost COST R1 R2 R3
Return on Design Chain Revenues – COGS – R&D/ Design Chain Fixed Asset ASSETS EP.6 ED.5 ER.5 EI.5
Assets Value
Schedule Design Activities Process cost. This cost includes direct costs (labor, COST D3.2 D1.1 D2.2
Schedule Design Activities Schedule Design Activities Cycle Time RESPONSIVENESS D3.2 D1.1 D2.2
Cycle Time
Schedule Research Process cost. This cost includes direct costs (labor, COST R1.1 R2.2 R3.3
Activities Cost materials) and indirect costs (overhead).
Schedule Research Process cycle time RESPONSIVENESS R1.1 R2.2 R3.3

Activities Cycle Time
SCO Cost Process cost. This cost includes direct costs (labor, COST A3.5
SCO Cycle Time Process cycle time RESPONSIVENESS A3.5

Source Materials Cost Process cost. This cost includes direct costs (labor, COST R1.2 R2.3
Source Materials Cycle Process cycle time RESPONSIVENESS R1.2 r2.3

Time
Source Materials/ Process cost. This cost includes direct costs (labor, COST R3.4

Source Materials/ 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 Process cost. This cost includes direct costs (labor, COST R3.7
Transfer Finding/ Materials Process cycle time RESPONSIVENESS R3.7

Cycle Time
CATEGORY
Transfer Finding/Materials Process cost. This cost includes direct costs (labor, COST R1.4 R2.5
Cost materials) and indirect costs (overhead). – Transfer
Finding/Materials Cycle Time - Process cycle time
Transfer Finding/Materials Process cycle time RESPONSIVENESS R1.4 R2.5

Cycle Time
Validate Issue Cost Process cost. This cost includes direct costs (labor, COST A2.2
Validate Issue Cycle Time Process cycle time FLEXIBILITY A2.2

Verify Materials Cost Process cost. This cost includes direct costs (labor, COST R1.3 R2.4
Verify Materials Cycle Time Process cycle time RESPONSIVENESS R1.3 R2.4
Verify Materials/ Process cost. This cost includes direct costs (labor, COST R3.6
Verify Materials/ Process cycle time RELIABILITY R3.6


Best Practices
DCOR Best Practices - Overview: Knowledge map
A ccurat e, bat ch/ Al i gn Al i gned product Al i gnm ent of strategi c/ Al l ow i nstant Anal ysi s of al l
Al i gn product devel opm ent 3D sol i d m odel i ng Abi l i t y t o track com ponent/ A ccurat e and A l l o w access t o A l l o w q u i ck a cce ss Al l ow qui ck Appoi ntm ent Schedul i ng A sse ssi n g export / i m port Aut om at e equi pm ent
3D sol i d conf i gurati on records com ponent A l i g n ed processes devel opm ent b u si n ess pl ans wi t h proj ect tracki ng o rd e rs and shi pm ent s: A sse ss A ssu re d e si g n
p ro c e sse s a c ro ss technol ogy to su b -com ponent research/ desi gn t o a p p roved process suppl i ers’ i nnovati ve to i nternal exi sti ng a cce ss t o part f or Pi ckup, Del i very requi rem ent s duri ng a cce ss a n d
modeling f or warrant y, devel opm ent a cro ss desi gn chai n p ro c e sse s a c ro ss l ong-t erm capaci ty/ a cro ss t h e L o gi st i cs, P roduct , Cost , Perf orm ance qual i ty
d esi gn chai n m em bers devel op prototypes country of ori gi n pl ans/ speci fi cati ons technology technol ogy i nform ati on o f Cust om er S hi pm ent s product devel opm ent t est i ng i nst ruct i ons
regul at ory tracki ng p ro g re ss desi gn chai n re source pl ans desi gn chai n G L Chargi ng
Bar codi ng i s
Autom ated noti fi cati on
Aut om at e equi pm ent Aut om at ed docum ent Aut om at ed I P A ut om at ed search Autom ati c l abel Aut om at i c m ateri al used t o m i ni m i ze B u si n e ss Capabi l i ty Capt ure and Col l aborati ve revi ew, Col l aborati on Col l aborati ve Col l aborati ve Col l aborati ve
Aut om at ed of l aboratory Bui l d Sequence Col l aborati ve
and testi ng m anagem ent M anagem ent of reference parts and seal Revi ew & correct i ve handl i ng ti m e & Intel l i gence C A D/ CA M T ransf er to m ai ntai n categori zed agreem ent of am ong Desi gn m e c h a n i sm s Pl anni ng - Desi gn Pl anni ng - Integrate
Docum entati on regardi ng sam pl e W o rk P a c ka g e s desi gn
i n st ruct i ons and control P ro c e ss and i ntel l ectual properti es veri fi cati on A c t i o n sy st e m s m axi m i ze dat a accuracy (B I ) Organi zati on speci fi c data b u si n e ss ru l es Chai n partners for co-devel opm ent i nformation i nformation
availability
Cont i nuous
Com parat i ve anal ysi s Com pl ete Co m p l et eness Co nsi gnm ent
Col l aborati ve Col l aborati ve Col l aborati ve revi ew, Col l aborati ve revi ew, Col l aborati ve Com parat i ve anal ysi s of Co ncurrent Concurrent engi neeri ng Co n current P roduct Co n st ru c t 3 D I m provem ent i s Coordi nate devel opm ent
Col l aborati ve suppl i er of desi gn perform ance P ro duct of product Com ponent Com ponent Co ncurrent agreem ent s
Pl anni ng - Research Pl anni ng agreem ent of busi ness rul es agreem ent of busi ness rul es Speci fi cati on re se arch perf orm ance i s used De si gn & wi t h suppl i ers for engi neeri ng & P ro c e ss sol i d m odel s duri ng m easured t hrough re so u rc e s a c ro ss
- desi gn devel opm ent i s used i n De si gn speci fi cati ons Standardi zati on Val i dati on De si gn t o re d u ce asset s
i nformation Forecast i ng pri or to contract executi on pri or to executi on Devel opm ent i n research deci si ons T est and product test data Engi neeri ng t he prototypi ng phase t he perform ance the desi gn chai n
re se arch deci si ons Certi fi cati on and producti on gui del i nes and cycl e ti m e
revi ew
Cro ss Fu nct i onal T eam s Desi gn t o Di gi t al Li nkage (EDI, Di gi tal l i nkage Di gi tal Di rect connecti on
Cost reduct i on and/or Data accesi bi l i ty Dat a accesi bi l i t y across Defi ne Desi gn Confi gurari on Desi gn i s i ntegrated Desi gn perf orm ance Desi gn/ upgrade Di gi tal l i nks Di gi tal Product
to execute and devel op Desi gn f or De si gn Desi gn rul e Co st XM L, et c. ) to provi de f or desi gn chai n, l i nkages to Regul atory
cost avoi dance are i denti fi ed, a cro ss t h e t he enterpri se for producti on Cont rol & Change wi t h Operat i ons data i s col l ected, anal yzed, Desi gn rul es producti on equi pm ent am ong desi gn and Di gi tal
Long-T erm Capaci ty and Si x Si gm a Pi l ot effecti veness Reduct i on real -t i m e research pl anni ng, confi gurati on, (X M L, E DI , et c. ) Bodi es or Regul atory
i m pl em ent ed and m easured ent erpri se vi si bi l i t y by di screte busi ness unt gui del i nes B o a rds Pl anni ng Process reported onl i ne to m axi m i ze fl exi bi l i ty ch a i n m em bers E xch a nges
Re so u rc e s Pl anni ng i nformation and requi rem ents provi de vi si bi l i ty S e rvi ces
E DI t o send Effi ci ent and Establ i sh col l aborati ve

Di rect Do cu m ent Do c u m e n t s Dri ve del i veri es Earl y i nvol vem ent E DI t o se n d RFQ s El ect roni c Inform ati on El ect roni c Sourci ng El ectroni cal l y E nhanced Ensure suppl i ers’com pl i ance E n su re t he com pl et eness
Docum ent and m anage and recei ve effecti ve Enabl e qui ck E n su re S P E C-I N Ent erpri se Level Pol i ci es Enterpri se l evel m e ch a ni sm s f or
T ransf er of m anagem ent generated di rect l y t o stock wi t h com ponent and techni cal Exchanges t hroughout and Negoti ati on T rack Speci f i cati ons co ncurrent of qual i ty standards & of product speci fi cati ons
cu st o m e r requi rem ent s techni cal b e nchm arki ng RFQ f e e d back part earl y wi th l ocal Executi on spend anal ysi s co-devel opm ent
docum ents and versi on control automatically or POU suppl i ers i nf orm at i on to researchers t he Desi gn Chai n (E-Busi ness) a nd Changes engi neeri ng certi fi cati on i n l aboratory t est docum ents &producti on
i nform ati on p ro c e ss wi t h suppl i ers
Eval uate Internet Pool i ng

Eval uate Faci l i ty & Frequent Ful l i nternal and Incorporates l eadi ng Integrate Suppl i er Integrated I n t egrat ed busi ness Integrated I nt egrat ed Order I nt egrat ed Product Integrated Joi nt Servi ce
Integrate Fi nal desi gn m atches I m pact of Desi gn I nt egrated Desi gn (El ect roni c brokerage Lean and Li nked equi pm ent and
re se a rch n et work Equi pm ent research pl an external vi si bi l i ty p ra c t i ce s su ch a s i n Product Desi gn A sse m b l y and desi gn chai n Knowl edge M a n agem ent , WM S Devel opm ent & P ro duct T eam s Agreem ent s Al l i ance and
n e t wo rk t he ori gi nal desi gn specs on Cost of Qual i ty & O perat i onal Syst em s of research Si x Si gm a testi ng i nstructi ons
for dupl i cates Envi ronm ent updat es t o am end pl ans CP FR, V M I , e t c . T e am s Pl anni ng p l anni ng processes System and T M S Concurrent Engi neeri ng & Pl anni ng Leverage agreem ents
for dupl i cates and or desi gn)
M anagi ng and traci ng M anagi ng i nnovati ve Mi ti gati on M oni t or suppl i ers’ Packagi ng operati on
M anage Inform ati on M easurem ent M echani sm f or M odel i ng & Onl i ne docum ent m anagem ent O n l i n e RFQ p ro cesses P a perl ess Parent
L ong t erm research M ai ntai n product M anage testi ng m echani sm f or technol ogy or M i ni m i ze operator of Obsol ecence M oni tor suppl i er capabi l i ti es of M oni t or suppl i ers’ On-l i ne avai l abi l i ty i s an i ntegral
a c ro ss 1 0 0 % of t raci ng prototypi ng Si m ul ati on for and autom ated suppl i er l i nked i nto the docum ent producti on Chi l d
a g reem ent s/ part nershi ps d at a consi st ency equi pm ent cost and ti m e of newl y devel oped i nduced errors Co st A n a l ysi s technol ogy devel opm ent conducti ng rel i abl e testi ng capabi l i ti es to suppl i er fi nanci al s part of the overal l
of desgi n chai n Perform ance ef f ecti veness De si gn a p p roval processes m a n a g em ent process control De si gn
devel opi ng prototype com ponent (M O CA ) t est i ng procedures p ro duct i on process
Peri odi c revi ew of Pl anni ng for P ro duct - P roduct Dat a Proj ect t ransparence
Perf orm ance expectati ons Pl ans com m uni cat ed Pl ans that vi ol ate Pl at f orm T eam s Product Desi gn al i gned P ro duct P ro duct Producti on Producti on Prototypi ng and
Pay on m e t ri cs & st ra t e gy transi ti oni ng Produci bi l i ty engi neeri ng M anagem ent & on the suppl i er Proj ect Proj ect t ransparency
a nd busi ness rul es are openl y and cross-functi onal l y b u si n ess rul es are i n New P roduct P L CM wi t h Go T o M arket Pl ans I m provem ent T ransf er t ransf er T ransf er I nt egrat ed Desi gn S yst em
Recei pt w/ co m p a ri sons t o f rom devel opm ent Re v i e ws Dat a M anagem ent El ect roni c Docum ent si de duri ng T ra nsparency wi t h suppl i ers
cl earl y com m uni cated for executi on a ddressed cross-f unct i onal l y De ve l opm ent P rocess & Operat i onal Perform ance T e a m s (P I T s) M eeti ngs gui del i nes M e chani sm (RAPI DS)
i n d u st ry b e n ch m a rks to producti on Sof t ware M anagem ent the prototypi ng
Provi de accurate Rapi d Rapi d expl oi tati on Real ti m e Real ti m e veri fi cati on
Qual i ty Qual i ty speci fi cati ons Rapi d Rapi d search Real ti m e Real ti m e desi gn Real ti m e Opti m i zed Real ti m e
and real -ti m e Qual i fi ed acqui si ti on Rapi d expl oi tati on of new Rapi d Rapi d Search of parts Real t i m e cust om er Desi gn Chai n Real ti m e of techni cal Real -t i m e com m uni cati on
Com pl i ance t e st d o cu m ent s Co ncurent of t reference parts Dat a on current speci fi cati on Shi pm ent M ethod Shi pm ent T racki ng,
t e st re port s Suppl i ers of new of new technol ogy technol ogy Prototype and i ntel l ectual property com m uni cat i ons Vi sual i zati on t est reporti ng docum entati on of desi gn speci fi cati ons
f or suppl i ers and producti on gui del i nes engi neeri ng and i ntel l ectual property st a t u s com m uni cat i ons Sel ecti on (vi a Internet)
t o t he cust om er technol ogy re se arch (vi a Internet) wi t h cu st o m er
Real -t i m e cust om er Reduce non-val ue Re-pl anni ng Re-pl anni ng l i nks Revi ew Speci fi cati on Secure earl y and Si ngl e data
Rel i abl e Conti nuous Rem oval Re search perf orm ance Reuse of exi sti ng Revi ew bat ch Set up the gui di ng Si x Si gm a Sound Proj ect
veri fi cati on of Real -ti m e a dded paperwork exi st s i n m ul ti -l evel s desi gn chai n operati on Re se a rch Reuse of desi gn change frequency consi st ent techni cal Set up source f or deci si on
I m p ro ve m e n t P ro cess of Obsol ete data i s col l ected, anal yzed, t echnol ogy wi th re co rd s by R FI D m echani sm f or St ati sti cal M a n agem ent P rocess
engi neeri ng drawi ngs t e st re port s whi l e sti l l m easuri ng of the Desi gn Chai n wi t h B u si n e ss/ A g re em ent s knowl edge and cycl e ti m e su pport f rom desi gn rul es support and
and M ethodol ogy. Capi tal Assets reported onl i ne desi gn knowl edge excepti on product i on transfer P ro ce ss Co nt rol and M ethodol ogy
& speci f i cati ons p ro c e ss m e t ri c s b e t we e n b usi nesses M arket i ng St rategy trends the suppl i er b u si n e ss ru l es
S t ru ct ured Suppl i er certi fi cati on Suppl i er certi fi cati on S yst e m at i c Up -t o-dat e shop packet /
Standardi zed Suppl i er Suppl i er del i vers Suppl i er repl aces Suppl i er T echnol ogy support T echnol ogy T i m e and Cost Use 3D sol i d m odel i ng Use Hi st ori cal Use S t a g e-G at es
P ro duct p rogram s t o reduce program s t o reduce/ Suppl i er testi ng M et hod for m anagem ent T ransf er M P speci fi cati on for Use ef fecti ve Uti l i ze desi gn
Desi gn Dat a (Carri er) di rectl y to defecti ve m ateri al at T est f or product Sust ai nm ent Capt ure of technol ogy to B a se d A m end to m anage
Devel opm ent cycl e ti m e for certi fyi ng el i m i nate recei vi ng rel i abi lity of Requi rem ents technol ogy each uni que producti on desi gn rul es knowl edge base
(B e n c h m a rk). A g re em ent s poi nt of use cust om er's f aci l i ty Rel i abi l i ty prototypi ng (M O CA ) prototypi ng devel op prototypes Ra t e Fo re cast s t h e desi gn process.
P ro c e ss (S P DP ro ) suppl i ers i nspecti on a n d request s event/dem and
Val i date key

Uti l i ze desi gn Ut i l i ze EDI
co m p onent s Veri fy desi gn
knowl edge base t o reduce cycl e
speci fi ed by resul t onl i ne
f or technol ogy reuse t i m e and cost s
desi gn-i n custom er

Best Practice Description Remarks Occurrences
3D solid modeling Use 3D solid modeling technology to develop D3.4
prototypes
3D solid modeling technology Use 3D solid modeling technology to develop D2.3
to develop prototypes prototypes
Ability to track component/ Ability to track component/sub-component ED.8 ER.8

sub-component research/design to country of origin
research/design to country of
origin
Accurate and approved Accurate and approved process Electronic document management I1.5 I2.6 I3.7
process plans/specifications plans/specifications
Accurate, batch/ Accurate and low cost batch/configuration records Electronic batch recording/configuration I1.5 I1.6 I2.6 I2.7 I3.8
configuration records for for warranty and regulatory tracking records
warranty, regulatory tracking
Align component The goal of this activity is to track and manage D1.1 D2.2 D3.2
development progress 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 Align product development processes across D1.1
processes across design design chain members
chain members
Aligned processes across Align product development processes across D2.2

design chain design chain members
Aligned product development Align product development processes across D3.2
processes across design design chain members
chain
Alignment of strategic/ Alignment of strategic and business plans with None Identified ER.5 EA.5 EI.5 ED.5
business plans with long-term long-term capacity and resource planning.
capacity/ resource plans
Allow access to suppliers’ Allow access to suppliers’ innovative technology D3.3

innovative technology Use component supplier management system to
collect latest technology development on the
supplier side.
Allow instant project tracking The goal of this activity is to provide project D1.2 D2.3 D3.4
across the design chain 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.

Allow quick access to internal The goal of this activity is to set up an effective D1.1 D3.3
existing technology 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.
Allow quick access to part The goal of this activity is to establish a D1.2 D2.3 D3.4
information 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 web-
based 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.
Analysis of all orders and View for analysis for all orders and shipments the EA.6
shipments: Logistics, Product, following data: Logistics, Product, Cost, GL
Cost, GL Charging Charging
Appointment Scheduling for Appointment Scheduling for Pickup and Delivery of EA.6
Pickup, Delivery of Customer Customer Shipments
Shipments
Assess Performance The process of measuring actual performance ER.2 EA.2 EI.2 ED.2
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 Assessing export/import requirements during time Export/import requirements should be EI.8 EA.8 ED.8
requirements during product of product development/manufacture included in design chain. Multi-country
development Export/Import documentation compliance
Assure design quality The goal of this activity is to ensure that customer D1.5
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.
Automate equipment access Establish the mechanism for accessing equipment D1.2
and testing instructions and testing instructions to aid the prototyping
process
Automate equipment and Establish the mechanism for accessing equipment D3.4
testing instructions and testing instructions to aid the prototyping
process
Automated document Develop well-defined mechanisms for document D3.1

management and control management and version control
Automated Documentation Automated Documentation E1.6 ED.6 EP.6 ER.6

EA.6

Automated IP Management The organizations process for Intellectual Property Employs IP Management Software ED.9
Process management throughout the design chain
Automated notification of Automated notification of laboratory regarding Interface between production system and I1.6 I2.7 I3.8
laboratory regarding sample sample availability LIMS
availability
Automated search of Establish the mechanism for rapidly searching D2.3

reference parts and reference parts and intellectual properties
intellectual properties
Automatic label and seal Automatic label and seal verification Automatic interface to inspection systems I1.5 I2.6 I3.7
verification
Automatic material Review & an automated system that provides real-time, Principal advantages included: •Elimination A2
corrective Action systems nonconformance status, electronic data transfer of the paper trail that was labor intensive,
and routing, on-line work queues and metrics, on- time consuming, and costly •Reduction of
line corrective action tracking, reporting and follow- cycle time and work-in-process
up, automated archiving, field level security for •Enhancement of a consistent material
electronic buy-offs, and occurrence and recurrence review process •Enhanced control of
analysis capabilities. This system has answered nonconforming material •Readily-available,
an MDA-St. Louis need for a nonconformance real-time reporting at any terminal
graphics capability. Other benefits of the system to •Improved customer satisfaction MDA-St.
MDA have been realized in all areas of the Louis plans to use the system to provide
nonconformance and corrective action process. 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 coding is used to Bar coding is used to minimize handling time & Bar code interface for data collection devices R1.2 R1.3 R3.4 R3.6
minimize handling time & maximize data accuracy Serial number used as identifier R2.3 R2.4
maximize data accuracy
Build Sequence Work Electric Boat Corporation, Quonset Point Facility’s Building a highly complex assembly such as I2
Packages Build Sequence Work Package is a documented a submarine that contains thousands of
approach for capturing the optimum sequence to subassemblies, parts, and operations is a
manufacture a highly complex assembly using an challenging task. The traditional approach
Electronic Product Model and associated three- employed the use of hard-copy drawings and
dimensional views to develop a detailed assembly data as the primary vehicle to provide
sequence at the part level, taking into account the technical requirements and trade
maximum amount of subassembly, maximum instructions to the mechanics on the deck
welding mechanization, maximum utilization of plates. Drawings were difficult to read and
automated layout marking, and minimum material interpret, and often required several
handling. 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.

Business Intelligence (BI) Business Intelligence (BI) A data warehouse / data mart is the source PP.3
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.
CAD/CAM The Mechanical CAD/CAM Analysis process The process came about through the efforts D2
enables design engineers to perform analyses on- of an Engineering Process Improvement
the-fly and rapidly test iterative design alternatives. Subcouncil. The Subcouncil, composed of
Simpler codes, like MacroFlow, are used to site experts from various Lockheed Martin
supplement the analysis and, in some cases, plants, standardized the engineering
replace high-end tools. The design engineer is also processes within the company. The
encouraged to build parametric analysis models Subcouncil also reviewed the situation of
that can be readily updated. Parametric modeling design engineers on the ease of performing
reduces errors introduced during re-creation of the FEA on parametric models. The result was
model geometries, as well as increases the the Mechanical CAD/CAM Analysis process,
productivity of engineers and throughput of the which employs a simple FEA tool that uses
engineering department. the same model geometry as the design
package of the design engineers.
Capability Transfer to Capability Transfer to Organization through Collaboration among Supply Chain partners R1.4 R2.5 R3.7
Organization Documentation, Training, Cross and Functional extends outwards to suppliers and
Teams, 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
Capture and maintain Capture and maintain specific data Entire product is captured in an electronic ED.6 EI.6 EA.6 EA.6
categorized specific data product model EP.6
Collaboration among Design Collaboration among Design Chain partners Collaboration among Design Chain partners PP.1 PP.4
Chain partners extends outwards spanning the design chain. extends outwards
Collaborative design Coordinate allocation of resources across design D2.2

chain members for collaborative design
Collaborative mechanisms for Establish collaborative mechanisms for co- D3.2

co-development development with suppliers
Collaborative Planning - Collaborative Planning - Planning information Modern communication technologies (XML, EP.3 D2.2 D3.2
Design information (shared in between suppliers, manufacturers, web enabled EDI) as well as newly defined
service providers and customers. standards (e.g. CPFR, eBXML, Rosettanet)
supports the real-time information exchange
in between the business community.
Collaborative Planning - Collaborative Planning - Planning information Modern communication technologies (XML, EI.3
Integrate information (shared in between suppliers, manufacturers, web enabled EDI) as well as newly defined
service providers, customers and the design chain. standards supports the real-time information
Information shared in integrate includes ECNs, exchange in between the design community
advisories and changes to specifications and the Automated systems also support this
management of same. functionality.
Collaborative Planning - Collaborative Planning - Planning information Modern communication technologies (XML, ER.3
Research information (shared information) web enabled EDI) as well as newly defined
standards. Supports the real-time
information exchange in between the
business community.
Collaborative Planning CPF, Collaborative Planning, Forecasting Collaborative Planning and Forecasting PP
Forecasting allows collaborative processes across the
design chain, using a set of process and
technology models (and exchanges)....
Collaborative review, Collaborative review and agreement of business Use of WEB enabled conferencing or ER
agreement of business rules rules meeting software for review
Collaborative review, Collaborative review and agreement of business Use of WEB enabled conferencing or EA.1 EP.1
agreement of business rules rules prior to contract execution meeting software for review
prior to contract execution

Collaborative review, Collaborative review and agreement of business Use of WEB enabled conferencing or ED.1 EI.1
agreement of business rules rules prior to design execution meeting software for review
prior to execution
Collaborative Specification Involve suppliers in the specs development D3.1

Development process and cultivate co-development
relationships with suppliers
Collaborative supplier - design Involve suppliers in the specification development D2.1 P3.1
development process and cultivate co-development
relationships with suppliers
Comparative analysis of Comparative analysis of design performance is Software application with data analysis EI.2 ED.2
design performance is used used in sourcing decisions capability
in research decisions
Comparative analysis of Comparative analysis of supplier performance is Software application with data analysis EA.2
research performance is used used in sourcing research decisions capability
in research decisions
Complete Product Design The goal of this activity is to allow the customer to D3.5 D1.4 D1.3 D2.5
Certification monitor design tests throughout the development D2.4 D3.6
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.
Completeness of product Ensure the completeness of product specifications, D3.6
specifications and production test documents and production guidelines
guidelines
Component Standardization Raytheon developed an electronic component The engineer may select from a list of all R1.2
standardization section for the company's specific part numbers that can be handled in
producibility manual giving the design engineer a the AMC. If the designer cannot use a part
standardized step-by-step approach on on the list, he then attempts to use a part
component/package selection so the component that can be purchased in one of the
can be handled in the Automated Manufacturing standard component packages listed.
Cell (AMC) prep station and assembled in the cell. 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.
Component Validation Validate key components specified by design-in D3.1
customer
Concurrent Design Utilize concurrent design to allow them to provide Features of Concurrent Design: 1.) Focus on EI.7 ED.7
a real time, interactive design environment 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

Concurrent Design & Test McDonnell Douglas Aerospace (MDA)-West has The project involved team members from ED.7
converged test development with concurrent design, test and verification, material and
engineering efforts. Test and verification process, and others. Unlike past
personnel are an integral part of product development projects, actual construction
development teams, and all tests conducted at and test planning of the shroud was started
MDA-West are a result of the work of concurrent prior to completion of its development. This
engineering teams. Personnel from other resulted in the shroud being quickly
functional areas are involved in the planning and completed. Using the concurrent
design of tests. There are several examples and engineering approach eliminated costly
areas in this effort: redesign efforts and improved the resulting
product's quality.
Concurrent engineering with Utilize concurrent design with researchers to allow Ten Features of Concurrent engineering: 1.) R3.,2
suppliers for engineering and them to provide design and product integration Focus on Entire Product Life 2.) Use and
product test data data 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
Concurrent Product & Process The Oak Ridge Y-12 Plant has the design, The advantages of concurrent processes D2
Engineering development, manufacturing and include identifying manufacturing/assembly
certification/testing technologies and capabilities problems earlier in the design cycle; refining
that are imperative for complex/difficult-to-make and addressing design/manufacturing
machined parts and assemblies. The principal dependencies early; providing product and
enabling technologies that allow for these process modeling; and simultaneously
processes to proceed in a timely, accurate, and providing simulation information to all
cost effective way center on the use of concurrent segments of the design/manufacturing team
engineering infrastructure elements that include a to validate and verify processes and provide
large (many nodes) computing network, an early start on product documentation and
comprehensive information system, and the training aids when necessary. Oak Ridge
implementation of shared computing tools. estimates its CAD drafting and modeling
Because of the need for tight informational control have provided a 300% gain over two-
from design through production, the Product Data dimensional manual drafting, and three-
Management (PDM) System has the ability to dimensional modeling, while costly, has paid
securely and verifiably handle many for itself by allowing for corrections and
information/user nodes while still allowing for vital changes that streamline many downstream
information sharing necessary for real-time manufacturing and testing processes.
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 to Consignment agreements are used to reduce Consignment inventory management R2.2 R11 R3.3
reduce assets and cycle time assets and cycle time while increasing the
availability of critical items
Construct 3D solid models The goal of this activity is to use 3D solid modeling D1.2 D2.3 DE.4
during the prototyping phase 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 is Continuous Improvement and development is Quality is a never ending quest and EA.2 ED.2 EI.2
measured through the driven and measured through the performance Continuous Process Improvement (CPI) is a
performance review review process never ending effort to discover and eliminate
the main causes of problems.

Coordinate development The goal of this activity is to involve co- D1.1 D2.2 D3.2
resources across the design development suppliers in the product planning
chain 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 Cost reduction and or cost avoidance are Enhanced performance (doing more with D1.1 E1.2 D3.2 D2.2
avoidance are identified, opportunities are identified, implemented and less) is the key to life-cycle cost reduction.
implemented and measured measured on a periodic basis 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 to Use of Cross Functional Teams to execute the Cross functional teams bring different EP.5 EI.5 ED.5 ER.5
execute and develop Long- process of developing Long-Term Capacity and personal characteristics, expertise, training, EA.5
Term Capacity and Resources Resource Plans. 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.
Data accessibility across the Data accessibility across the enterprise for visibility Web based access to various levels of I3.6 I1.1 I1.3 I1.4 I1.2
enterprise by discrete business units enterprise data I2.4 I2.5
Data accessibility across the Data accessibility across the enterprise for visibility Web based access to various levels of EI.3 EP.3 ED.3
enterprise for visibility by by discrete business units enterprise data
discrete business unit
Define production guidelines The goal of this activity is to ensure that production D1.5 D2.6 D3.7
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.
Design Configuration Control The system consists of two elements -- a monthly The Configuration Description document is D1 D2 D3
& Change Boards configuration update matrix and a document that periodically reissued to reflect the
contains a top-level description of the aircraft. The cumulative impact of the change board
monthly configuration update matrix reflects the decisions on the actual design. The monthly
change board decisions that affect the aircraft update matrices defined the changes that
configuration. The configuration matrices allow impact the configuration definition. This
MDA-St. Louis to quickly identify all aspects of the documentation contains text and graphics
design configuration that could potentially be portraying the air vehicle, airframe,
affected by any change. This enables MDA-St. subsystems, avionics, armament, new
Louis change boards to document design notes, technology, and flight test installations. It is
loft definition, and trade studies to provide a updated to support key program milestones,
common definition of the current product ranging from Critical Design Review to Low
configuration across the product design Rate Initial Production (Figure 2-1). This
community. It also provides a single configuration process can track multiple design baselines
baseline for the monthly Technical Performance from actual through planned configurations.
Measurement (TPM) process which assesses
design maturity/requirement conformance.

Design for Six Sigma Lean and Six Sigma is a structured process Six sigma deployment and lean integration D2
improvement methodology that significantly has been an evolutionary process at
increases the involvement and effectiveness of Lockheed Martin Naval Electronics &
employees in improving the systems they use to Surveillance Systems-Surface Systems
perform their work. The fundamental goal is to (NE&SS-SS). The company used a
provide value through the eyes of the customer. 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.
Design is integrated with Design is integrated with the operations planning Complexity is growing overall, as companies EP.7
Operations Planning Process process begin to adopt co-design and cooperative
design practices.
Design performance data is Design performance data is collected, analyzed Web based relational database / ED.2 EI.2
collected, analyzed, reported and reported online and real-time through extranet management application
online applications
Design Pilot One of seven elements of the Product Design PDP has seven steps: idea exploration; I1.4 I2.5 I3.6
Process (PDP) developed by Polaroid. 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.
Design rule effectiveness Use effective design rules D3.5
Design rules Use effective design rules D2.4

Design to Cost Reduction ITT A/CD revised its practices, and established In the past, ITT Aerospace/Communications PP.1
Planning Design-to-Cost (DTC) Reduction Planning to meet Division (A/CD) determined unit costs after
changing customer contract objectives and to production rather than as part of the design
compete more aggressively. The company phase. Design engineers focused on
consolidated the disjointed sections of its previous performance and paid minimal attention to
practices into a structured system. ITT Aerospace/ recurring unit production costs. As a result,
Communications Division also established the necessary cost reduction efforts became
objectives to meet contract-mandated, unit-cost a post design release process driven by
reduction quotas, and used measurements to senior management who instituted
evaluate the Integrated Product Development (IPD) reductions to remain competitive. Cost
output of the process. The DTC system integrates reductions also involved suppliers and
all elements of the design and manufacturing operations, and often resulted in hardware
processes. First, management establishes elements being redesigned to accommodate
competitive cost targets. Next, the BOMs and all a lower cost approach. DTC Reduction
manufacturing information are loaded into the Planning enabled ITT A/CD to compete more
material requirements planning system. Labor aggressively, resulting in contract awards for
estimates are then calculated, and advanced entire production lots. The system provides
manufacturing and test engineering personnel objective measurements of IPD outputs;
work with suppliers to cost any custom fosters organizational culture change; and
requirements. A first draft of the design-to-unit promotes innovative thinking. The process is
production cost is established, and then the design now embedded in all programs which require
and manufacturing processes are reviewed again production hardware, including low volume
for completeness and data validation. The unit projects. ITT A/CD exceeded its cost targets
cost is baselined, and management compares this which resulted in a unit price reduction of
cost to the cost target. In addition, management 75% between 1989 and 1998.
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.

Design/upgrade production Design/upgrade production equipment to Machine productivity and downtime 11.5 I2.6 I3.7
equipment to maximize maximize flexibility and avoid line stoppages monitoring
flexibility
Digital Linkage (EDI, XML, Digital Linkage (EDI, XML, etc.) is used to provide Using standardized file formats like XML and PR.4
etc.) to provide real-time real-time research information and handle routine JAVA programs to insure interoperability
research information transactions make visibility amongst researchers.
Digital linkage for design Digital linkage for design chain, planning, Product Life Cycle Management Software DD.1
chain, planning, configuration, and requirements and Digital exchanges supporting Standard
configuration, and for the Exchange of Product (STeP) Model
requirements Data facilitate the digitization of open
standards and exchange of information
about product and process
Digital linkages (XML, EDI, Digital linkages (XML, EDI, etc.) provide accurate Tightly integrated design chain enabled by P1.1
etc.) provide visibility visibility into product plans, documentation, paperless transactions
production plans, and inventory positions
Digital links among design Digital links (XML Based, EDI. and DEX.) among Real-time exchange of design chain PP.1 PP.2 PP.4
chain members design chain members. information between design chain members
Digital Product and Digital Internet Exchanges of digital content for design ISO 10303 series of application protocols ED.7 EI.7
Exchanges (see ISO 10303 series STandard Exchange of (APs) )and Digital Exchanges (DEX
Product subassemblies up to the actual product.
Also includes digital exchanges to convey business
to business implementation conventions
Direct connection to Direct connection with regulatory bodies or EA.8 ED.8 EI.8 ER.8
Regulatory Bodies or subscription services
Regulatory Services
Direct Transfer of documents Direct Transfer of documents Electronic documentation submission via EDI EA.9 ED.8 ER.8 ED.9
and/or Internet EI.9
Document and manage The goal of this activity is to involve the customer D2.1 D3.1
customer requirements 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 three-
way 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.
Document management and Develop well-defined mechanisms for document D2.1
version control management and version control
Documents generated Documents generated automatically Electronic documentation submission via EDI EA.8 ED.8 EI.9 ED.9
automatically and/or Internet ER.8
Drive deliveries directly to Drive deliveries directly to stock or point-of-use in Pay on receipt Specify delivery location and R1.4 R2.5 R3.7
stock or POU manufacturing to reduce costs and cycle time time (to the minute)
Specify delivery sequence
Early involvement with Monitor technology development from component D3,1
component suppliers suppliers and early involve them in the product
development process
EDI to send and receive Electronic data interchange is used to send Digital linkage to research in quoting, R3.1 I2.1 I3.1
technical information technical information to and from potential planning, configuration and service
research suppliers applications.
EDI to send RFQs and Electronic data interchange to send RFQs, RFI, This feature allows design chain to ER.7 R3.2
technical information to sources sought and technical information to broadcast their need for research throughout
researchers researchers the website’s research base.
Efficient and effective Efficient and effective benchmarking process Use of varied bench marks from different EP.2
benchmarking process leveraging cross industry metrics and definitions. sectors
Electronic Information Standards based digital exchanges of information ER.6 EP.6 EI.6 EP.6
Exchanges throughout the for the design chain EA.6
Design Chain
Electronic Sourcing and Electronic Sourcing and Negotiation (E-Business) Business Rules for electronic sourcing EP.1 EA.1 ER
Negotiation (E-Business) process and hierarchy for the Design Chain
Electronically Track Automated tools A3.1 A3.2 A3.3 A3.4

Specifications and Changes A3.5

Enable quick RFQ feedback The goal of this activity is to ensure fast response D1.2 D2.3 D3.4
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.
Enhanced concurrent Enhance capabilities of concurrent engineering D2.1
engineering and reduce the response time for engineering
changes
Ensure SPEC-IN part early The goal of this activity is to select and confirm key D2.1 D3.1
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 Ensure suppliers’ compliance of quality standards D1.3
of quality standards & and certification in laboratory environments
certification in laboratory
Ensure the completeness of Ensure the completeness of product specifications D1.4

product specifications test test documents &production
documents &production
Enterprise Level Policies with Enterprise Level Policies with local Execution Web based access to enterprise level EA.1 ED.1 EP.1 E1.1
local Execution business rules ER.1
Enterprise level spend Enterprise level spend analysis applied to the Web based access to current spend data EA.1 ER R.1 EDIER.I
analysis Design Chain available from enterprise to part level ER.
Establish collaborative D1.1

mechanisms for co-
development with suppliers
Evaluate Integrate network Evaluate integrate network for duplicates Merge Programs for duplicates E1.7
for duplicates
Evaluate research network for Evaluate research network for duplication Merge Programs for duplicates ER.7 ED.7
duplicates
Facility & Equipment Facility & Equipment Environment System software to list checklist items, EA.5 ED.5 E1.5 EP.5
Environment report results of audit & forward actions to
be taken
Final design matches the Ensure that the final design matches the original D1.5
original design specs design specs
Frequent research plan The research plan is updated frequently to reflect PR1
updates actual or research forecast information
Full internal and external Full internal (and external if they share in the Intranet and Extranet communications tools PA.4
visibility to amend plans amend process responsibilities) visibility to amend
plans
Impact of Design on Cost of The Cost of Quality System provides Mason & As a part of (Mason & Hangar's) M&H's EP.7
Quality Hanger (M&H) management with the information Quality Management System (QMS), the Cost
needed to help minimize total quality cost, and of Quality System prepares graphical reports
consequently, helps direct management decisions. illustrating plant-wide quality costs, plant-
M&H engineering, supervisory, and management wide defect trends, item quality costs (total
personnel have on-line access to the Cost of or per unit), and comparisons of different
Quality System, and it is used as a primary report production lines. The format of the graphs
card to gauge the results and effectiveness of can be selected to depict total quality cost
specific initiatives. The system is based on the trends for prevention, appraisal, and failure
American Society of Quality Control book Principles costs; quality costs normalized by production
of Quality Costs, as well as an internal M&H quality direct labor hours, total cost, or per unit cost;
control standard procedure. Quality costs are pie charts of prevention, appraisal, and
tracked in four categories - Prevention, Appraisal, failure costs; or a similar series of charts for
Internal Failure, and External Failure. Examples of defects categorized and displayed as minor,
some of the prevention costs include training, major, and critical. Plant-wide costs related
design, audits, quality planning and supplier to quality can also be compared, sorted, or
activities; appraisal cost activities include ranked by any of the data input fields. Trend
inspection, source inspection, and testing; internal data is calculated monthly and depicted on
failure cost activities include supplier corrective individual graphs, allowing adverse trends to
actions, material review board, scrap, and rework be easily identified and corrective action to
costs; and external failure cost activities include be initiated as appropriate.
returned goods and customer complaints.

Incorporates leading Incorporates leading practices such as CPFR, VMI, EP.7

practices such as CPFR,VMI, Collaborative Planning, Forecasting, and
etc. Replenishment, Vendor Managed Inventory, and
real time point of consumption reporting in the
Design Chain.
Integrate Supplier in Product CONAX Florida Corporation has a highly effective Efforts to continually help suppliers improve D2
Design Teams supplier improvement, education, and awareness include a rigorous qualification process for
program. The company established a Supplier new suppliers. CONAX Florida Corporation
Service Group in 1988 to initiate two-way also conducts extensive training programs
communication, develop a supplier/CONAX Florida for suppliers and directs Supplier Awareness
Corporation team concept, and improve supplier Seminars for machine shops and special
performance. This group, which assists CONAX process suppliers. Training sessions include
Florida Corporation suppliers in consistently Statistical Process Control (SPC), CONAX
meeting quality requirements, revised its format Florida Corporation requirements, and
for supplier surveys and audits to provide positive military specifications. The company has
feedback and the capability to lend assistance developed a special course on SPC for short
when necessary. The group categorized suppliers production runs which is offered to suppliers.
by location and product/process type and CONAX Florida Corporation also performs a
developed a supplier rating system which issues Pareto analysis of all supplier non-
monthly ratings to all suppliers based on defects, conformances. In addition, recognition and
process controls, and delivery. The supplier service awards for "A"-rated performance are
program has significantly improved communication provided. These efforts have produced
on problems and corrective action and has exceptional cost savings by reducing or
enhanced product/process design integrity during eliminating scrap, rework, and defects as
planning stages by involving suppliers. 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.
Integrated Assembly Planning Because modern products have more parts, are Automatic assembly planning has many PD.4
designed faster by different designers, and are advantages over traditional methods of
packed into a smaller volume, Sandia performs analyzing assembly processes. The process
automatic assembly planning to aid in can be verified and code generated for
manufacturing. The design is checked using this robotic programming before the product
application to ensure that products can be easily leaves the design stage. This can be used
assembled, serviced, and disassembled. This with solids modeling in design for assembly
confirms design assembly ease, checks designers' analysis tools, as well as for disassembly
assembly plans to avoid costly mistakes, reduces analysis to aid in the recycling of future
time to market by automating parts of the products. This work is part of the
production planning process, and gives feedback Archimedes Project in the Intelligent Systems
to designers regarding the assembly and and Robotic Center and provides the A-
disassembly process. (Sandia) PRIMED 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.
Integrated business and Integrated business and design chain planning Design Chain performance dashboard ED.1 EA.1 EI.1 EP.1
design chain planning processes where cross-functional input is capability.
processes leveraged to set business rules.
Integrated Design & The process of implementing a concurrent systems With Cincinnati Milacron’s new method, a EP.3
Operational Systems strategy. Part of that strategy will be the capability design engineer uses the Pro-Sheet Metal 3-
to design and produce a sheet metal part without D model to create the flat pattern layouts of
paper and with minimal human analysis. Major new part designs. Flat pattern layouts can
manufacturing objectives include 100% now be generated in about ten minutes. In
conformance to specifications; improved facility addition, the new method eliminates the
and equipment usage; reduced manufacturing chance of interpretation errors. Engineering
costs; and on-time delivery. The concurrent change notices for updates can be handled
systems strategy consists of the Engineering within minutes, since the flat pattern layout
Database; Pro-Engineer CAD; Product Data is parametrically driven by the Pro-Sheet
Manager; Pro-Review Engineering Markup; ERP: Metal 3-D model.
Shop Floor Control (with requirements planning
and finite capacity scheduling); Pro-Sheet Metal
Optimation; Distributed Numerical Control;
Computer Aided Process Planning; and Pro-
Manufacture.

Integrated Knowledge System Integrated Knowledge System Integrated Knowledge System via an e-portal E1.6 ED.6
which provides internal and external users
with access to knowledge
Integrated Order Integrated Knowledge System Integrated Knowledge System via an e-portal EA.6
Management, WMS and TMS which provides internal and external users
with access to knowledge
Integrated Product Concurrent Integrated Engineering and The CIEM effort is a major MSD initiative D.2
Development & Concurrent Manufacturing (CIEM) represent Missile Systems guided by a high-level steering committee of
Engineering Division's (MSD’s) effort to develop a concurrent department directors with division level
engineering design methodology. The MSD project managerial support. MSD CIEM involves five
recognizes that prerequisites to effective interrelated activities: •Team building
integration are the simplification of design data •Technical applications •Business
management and the elimination of applications •Network and data
interdisciplinary barriers to concurrent design management •Expert systems
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.
Integrated Product Teams & A developed, detailed build strategy (a design and The build strategy include facilities and PP.4
Planning build process agreed to by engineering, material equipment; assembly principles; pipe, paint,
management, production, and testing plan and tank strategies; planning and
disciplines). This strategy reflects the collective scheduling; work stations; engineering;
agreement of all company disciplines. 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)
Internet Pooling (Electronic Internet Pooling (Electronic brokerage of research EA.6 ED.6 ED.6 ER.6
brokerage of research and or and or design)
design)
Joint Service Agreements Collaborative Planning Systems Collaboration among Design Chain partners R1
Alliance and Leverage extends outwards. CPF - Collaboration
agreements among Design Chain partners

Lean and Six Sigma Lean and Six Sigma is a structured process Lockheed Martin identified several key roles EA.2 ED.2 EI.2 EP.2
improvement methodology that significantly in pulling the Lean and Six Sigma ER.2
increases the involvement and effectiveness of methodology together, and it starts from the
employees in improving the systems they use to top. A Senior Leadership Team (SLT) of top
perform their work. The fundamental goal is to executives provides visible support through
provide value through the eyes of the customer. 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.
Linked equipment and testing Establish the mechanism for accessing equipment D2.3
instructions and testing instructions to aid the prototyping
process
Long term research Long term research agreements/partnerships Electronic rules for business relationships ER.1
agreements/partnerships and transactions
Maintain product data The goal of this activity is to ensure consistent D2.1 D3.1
consistency 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.
Manage Information across Information across 100% of design chain is ISO standards based information on the EA.6 EA.6 EI.6 ER.6
100% of design chain electronic (paperless) product. e.g. ISO 10303 application ER.6
protocols
Manage testing equipment The goal of this activity is to remain tight control of D1.2 D2.3 D3.4
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.
Managing and tracing Establish the managing and tracing mechanism for D1,2
mechanism for cost and time the cost and time of developing prototype
of developing prototype
Managing innovative Establish the mechanism for managing innovative D3.3
technology or newly technology or newly developed component
developed component

Measurement of Performance Measurement of Performance for On-time Design EA.6 ED.6 EI.6 EP.6
Chain Delivery and Completeness ER.6
Mechanism for tracing Establish the managing and tracing mechanism for D2.3
prototyping effectiveness the cost and time of developing prototype
Minimize operator induced Minimize operator induced errors Automatic download of production I1.5 I2.6 I3.7
errors equipment with setup parameters Graphical
display of setup/changeover/layout
Mitigation of Obsolescence The methodology, known as Mitigation of The CALCE EPSC’s MOCA is a unique PA R1
Cost Analysis (MOCA) Obsolescence Cost Analysis (MOCA), has shown to methodology that uses a detailed cost
be an industry leading proactive approach to analysis model based on future production
managing the obsolescence impact. In contrast, projections, maintenance requirements, and
most existing methodologies used to mitigate parts obsolescence forecasts. It provides
DMSMS rely on databases that are effective only in the basis for determining the optimum
determining the current availability of parts, and Design Refresh Plan for specific
possibly the identification of alternative parts. 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.
Modeling & Simulation for As shipyards investigate and develop solutions for The UNO effort will develop a modeling D2
Design production improvement, the proposed infrastructure that will store pertinent
modifications must be analyzed for operational manufacturing process and planning
performance as well as their affect on adjoining knowledge, associate specific product data
processes. However, the development of a with the process information and make both
simulation to support these analyses can be time readily available to analysis tools. Phase I of
consuming and costly due to the effort of collecting a three-phase program formulated a
the data required and actually creating the modeling plan for the manufacturing process
modeling/simulation. In general, shipyard modeling system, the business use cases for
processes are poorly documented and, in some the system, the system
cases, the information only exists as personnel requirements/specifications, and
experience. Thus, collecting this data, organizing it subsequent selection of a potential
and entering the information into a simulation commercial-off-the-shelf (COTS) solution.
package can be a very arduous task. 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 The goal of this activity is to monitor and audit D2.1 D3.1
development 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.

Monitor suppliers’ capabilities Monitor suppliers’ capabilities of conducting D1.3
of conducting reliable testing reliable testing procedures
procedures
Monitor suppliers’ testing The goal of this activity is to monitor the testing D1.3 D2.4 D3.5
capabilities 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 On-line availability to supplier financials The process of identifying, evaluating and R3.2
financials considering, as a whole with constituent
parts, all things that add value in the
creation of products or performance of
services.
Online document On line document management and automated Create a secured and private workspace on R3.2
management and automated supplier approval processes can reduce the cycle the Net where you can run your business,
supplier approval processes time and costs associated with managing supplier promote collaboration with others, and unite
evaluations 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.
Online RFQ processes linked On line RFQ processes linked into the document RFQ is sent electronically processed by the R3.2
into the document management process reduces cycle time and vendor or service provider and returned
management process product management costs 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.
Packaging operation is an Packaging operation is an integral part of the Increasing government scrutiny required the I1.5 I2.6 I3.7
integral part of the overall overall production process client to focus efforts on ensuring compliant
production process 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.
Paperless production control Paperless production control Electronic dispatch of operations I I1.5 I2.6 I3.7
Parent Child Design The Sandia National Laboratories' (SNLs’) Agile The parent-child paradigm is a proactive ED.4
Product Realization of Innovative design which attempts to predict and plan
ElectroMechanical Devices (A-PRIMED) Project has for all product variations up front. Although
initiated a new design "parent-child" program similar to variant design, it differs in that
where the "parent" refers to a class of products variant design normally addresses variations
and "child" to an instance within the class. SNL and repercussions after an initial design has
maintains that if multiple variants of a new product been created. Parametric design provides
are inevitable, then it is necessary to plan for the capabilities for controlling geometric
variability. By initiating this new framework, relationships between features in a product.
Sandia is able to plan production processes and A parent-child design uses parametric design
facilities that address all child products and and other technologies for product/process
automate design and manufacturing tasks related development and qualification. Sandia has
to design variations. Also, parameter space applied the new paradigm to the
qualification contributes to an agile product development of a complex product such as a
realization process. 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.
Pay on Receipt Electronic Invoice Processing Digital linkage to suppliers quoting, planning, R1.5 R2.6 R3.8
configuration, customer service applications,
invoicing and payment.

Performance expectations Performance expectations and business rules are Web based access / availability to business EA.2 ED.2 EI.2 ER.2
and business rules are clearly clearly communicated prior to the initiation of rules and performance criteria
communicated research
Periodic review of metrics & Periodic review of metrics & strategy w/ Real time view of data EP.4
strategy w/ comparisons to comparisons to industry benchmarks
industry benchmarks
Planning for transitioning This is accomplished by the Division General The process is designed to achieve PI.4
from development to Manager requiring reviewing and approving a teamwork among all members, but
production Transition to Production Plan on all engineering particularly among program office,
development programs, all second source engineering and production, since the plan
programs and all major ECPs to ongoing cannot be presented unless consensus of
production programs. Such a plan consists of a the details is reached. This plan is reviewed
series of miniplans, one for each for, currently, 77 by the Division General Manager at the
requirements. The miniplans are supported by beginning of a development program for
checklists that are constantly updated to capture approval and at the end to validate
lessons learned and they are completed and compliance. In the event of multi-year
signed by the transition team, consisting of the development programs, other Division level
lead project engineer for the program office, for reviews occur and these are linked to the
engineering, for manufacturing, for product design reviews. This planning is used to
assurance, for procurement and for logistics. augment the discipline of the engineering
These miniplans are compiled into a single process, to ensure that the support
document, supported again by a checklist, which is engineering functions are an integral part of
signed by the senior managers of the listed the design effort, to ensure that production
disciplines that report to the Division General engineering participates in the design
Manager. process and finally to ensure that the design
team continues to support the project during
initial production.(Raytheon)
Plans communicated openly Plans which do not violate business rules are PI.4
and cross-functionally for communicated openly and cross-functionally for
execution execution
Plans that violate business Plans that violate business rules (e.g. Service Select a coordinator, who does the initial P1.4
rules are addressed cross- Agreements) are addressed cross-functionally thinking to set the framework for the first
functionally stage of action planning. The coordinator
serves as a cross-functional program
manager and should report directly to the
executive sponsor.
Platform Teams in New Use of Platform Teams in the New Product Design Platform teams are cross-functional and P1.4
Product Development Process and Development Process include members from design engineering,
manufacturing engineering, purchasing,
PLCM Product Life Cycle Management Product Life Cycle refers to the succession of EA ED EI EP ER
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
Producibility Reviews Two-way channel of communication between Electric Boat's manufacturing personnel EA.4
design and manufacturing facilitates the staged review repetitive work packages to minimize
acquisition of cutting-edge manufacturing welding operations and eliminate rework.
technologies for early design enrichment. 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 strong-
backing to counteract distortion from the
welding heat. Furthermore, pan
straightening and extensive clean-up were
required after welding which was a labor-
intensive 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.

Product- engineering Data product-engineering data management software Benefits of software drastically reduce the A1 A1.1 A1.2 A1.3 A1.4
Management Software that provides the ability to electronically define, quantity and cycle times of ECRs and ECOs; A2 A2.1 A2.2 A2.3 A2.4
edit, manage, distribute and view product eliminate redundant data and lower product A2.5 A3 A3.1 A3.2 A3.3
engineering data and processes across the development cost A3.5
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 & Product Data Management & Electronic Document The process of identifying, prioritizing, and I2.1 I2.2 I2.3 I2.4 I3.1
Electronic Document Management are used to manage technical considering as a whole with constituent I3.2 I3.3 I3.4 I3.5 R3.1
Management documents and requirements 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)
Product Design aligned with Applying Concurrent Teams to Product To Market The ACT PTM system was instituted to bring PP.4
Go To Market Plans & (ACT PTM) and the Technology Development the best practices developed over time by
Operational Performance System (TDS) combined to provide a product development people into an
comprehensive system for carrying new products organized and easily understood prescriptive
to market and carrying new technology through to format. When Harris acquired another major
the marketplace. 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 company-
wide.

Product Improvement Teams Auto-Valve, Inc. takes a proactive approach to AutoValve Inc (AVI): a new process was ED.4
(PITs) identifying and correcting design issues that affect implemented incorporating Design Review
product performance, cost, schedule, and Process to optimize overall effectiveness.
customer satisfaction with its Product The Design Review Process collects product
Improvement Team process. The Product requirements, establishes design verification
Improvement Team process uses a formalized and validation plans, defines design change
Design Review Process to capture and keep data requests and evaluations, and documents
organized and to optimize the Product design review updates, meeting guidelines,
Improvement Team’s overall effectiveness. 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.
Product transfer meetings Initiate product transfer meetings to review D1.5 D2.6 D3.7
potential issues during mass production
Production transfer guidelines Set up the guiding mechanism for production D2.6
transfer
Production Transfer Set up the guiding mechanism for production D3.7

Mechanism transfer
Project transparence on the Monitor and ensure project transparence on the D1.2
supplier side during the supplier side during the prototyping stage
prototyping
Project Transparency Monitor and ensure project transparence on the D3.4
supplier side during the prototyping stage
Project transparency with Monitor and ensure project transparence on the D2.3
suppliers supplier side during the prototyping stage
Prototyping and Integrated Prototyping and Integrated Design System Rapid Prototyping and Integrated Design I2
Design System (RAPIDS) (RAPIDS) System (RAPIDS) were developed by MDA
and Integrated Systems Inc. Using this
system, build and test stages are concurrent
to shorten design time.
Provide accurate and real- Provide accurate and real-time test reports to the D1.3
time test reports to the customer
customer
Qualified Suppliers Ensure suppliers’ compliance of quality standards D2.4
and certification in laboratory environments
Quality Compliance for Ensure suppliers’ compliance of quality standards D3.5

suppliers and certification in laboratory environments
Quality specifications test Ensure the completeness of product specifications, D2.5

documents and production test documents and production guidelines
guidelines
Rapid acquisition of new Establish the mechanism for acquiring suppliers’ D3.3
technology new technology
Rapid Concurrent engineering Enhance capabilities of concurrent engineering D3.1
and reduce the response time for engineering
changes
Rapid exploitation of new Monitor and exploit the results of new technology D1.2 D2.3
technology research
Rapid Prototype A rapid prototyping method to fabricate models Designers use accurate, rapid prototyping D1.3 D2.3 D3.4
directly from 3-D CAD data. This method provides methods to perform fit and function tests
a quick physical visualization of hardware concepts early in the process, generate more
without the need for expensive and time- iterations and alternatives, and receive
consuming machining, tooling or drawing prompt feedback. This approach optimizes
generation. Rapid prototyping can produce a designs and avoids substantial costs later in
prototype overnight with higher accuracy than the process. Rapid prototyping also reduces
previous methods could accomplish in weeks. manufacturing costs by creating more
producible designs, encourages design-for-
manufacturing assembly, and constructs
master patterns for vacuum forms, castings,
and tooling. Other benefits include improved
IPT communications; reduced design and
manufacturing times; and better
comprehension and response capability
regarding requests.

Rapid Search of parts and Establish the mechanism for rapidly searching D3.4
intellectual property reference parts and intellectual properties
Rapid search of reference Establish the mechanism for rapidly searching D1.2
parts and intellectual property reference parts and intellectual properties
Real time customer Communicate real-time with the customer to verify D3.4
communications engineering drawings, specifications, assemblies,
and prototyping cost analysis
Real time Data on current Real time data on current status. Dynamic calculation of safety stock based on EP.4 ER.4 ED.4 EI.4
status actual sales EA.4
Real time Design Chain Real-time Shipment Tracking, (via Internet) ED.6 EI.6
Visualization (via Internet)
Real time design specification Communicate design specifications real-time with D3.1
communications the customer or the project manager
Real time Optimized Real-time Optimized Shipment Method Selection EA.6

Shipment Method Selection (Air Parcel, Ground Parcel, LTL, etc.) Based on
Customer Service Requirements
Real time Shipment Tracking, Real-time Shipment Tracking, (via Internet) EA.6
(via Internet)
Real time test reporting Provide accurate and real-time test reports to the D3.5
customer
Real time verification of Communicate real-time with the customer to verify D2.3
technical documentation with engineering drawings, specifications, assemblies,
customer and prototyping cost analysis
Real-time communication of Communicate design specifications real-time with D2.1

design specifications the customer or the project manager
Real-time test reports Provide accurate and real-time test reports to the D2.4
customer
Reduce non-value added Reduce non-value added paperwork while still Electronic data collection of completion, I1.5 I2.6 I3.7
paperwork while still measuring process metrics quality, scrap, labor and equipment data
measuring process metrics
Reliable Continuous Reliable Continuous Improvement Process and CIP is an awareness of all clients’ needs and EP.2
Improvement Process and Methodology. preferences, 2) harmonizes these to produce
Methodology. benchmarks of quality attainment and 3) is
led by these harmonized benchmarks of
quality
Removal of Obsolete Capital Removal of Obsolete Capital Assets Automated Calculation of ABC Velocity EP.5 ER.5 ED.5 EA.5
Assets Movement
Re-planning exists in multi- A Re-planning process exists in multi-levels of the Business to business internet capability to EP.9
levels of the Design Chain Design Chain between business enterprises share common data.
between businesses
Re-planning links design A Re-planning process links the design chain Requires visibility into what capacity is EP.9
chain operation with operation with the Business Strategy and the available or what the trade-offs to using
Business/ Marketing Strategy Marketing Strategy. those capacities in different ways are. Need
to understand what yields can be expected
and just what needs to be done.

Research Agreements Research Agreements An agreement between The Company and ER.7
domestic and global research centers,
specifying service levels, payment terms and
other conditions
Research performance data Research performance data is collected, analyzed Web based relational database / ER.2
is collected, analyzed, and reported online and real-time through extranet management application
reported online applications
Reuse of design knowledge Utilize design knowledge base to support reuse of D3.4
existing technology
Reuse of existing technology Utilize design knowledge base to support reuse of D2.3
with design knowledge existing technology
Review batch records by Review batch records by exception Electronic batch records linked to process I1.6 I2.7 I3.8
exception plans/recipes and exceptions flagged
Review Specification change Periodic review of capital asset plan to determine if Periodic review of capital asset plan to A3.4
frequency and cycle time additional equipment, if needed, can be funded determine if additional equipment, if
trends needed, can be funded
RFID RFID RFID is next generation bar coding. R1.2 R2.3 R3.4
Secure early and consistent The goal of this activity is to secure the scope of D1.2 D2.3 D3.3
technical support from the technical support/service from the supplier side at
supplier 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.
Set up design rules The goal of this activity is to have the customer co- D1.2 D2.3 D3.3
define 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 Set up the guiding mechanism for production D1.5
mechanism for production transfer
transfer
Single data source for Single data source for decision support and A data warehouse/data mart is the source of EP.3 ER.3 ED.3 EI.3
decision support and business rules. all planning (master) data, business rules EA.3 I1.2 I1.3 I1.4
business rules and transaction data. Analyzing tools enable I2.4 I2.5 I3.6
the ongoing maintenance and improvement
of the business rules based on actual data.

Six Sigma Statistical Process Statistical Process Control (SPC) has been used in Software application with data analysis ED.2
Control the assembly process area with great success. For capability (Rockwell)
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 Sound Project Management Process and Collecting the right information and applying EP.2
Process and Methodology Methodology 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.
Standardized Design Data Standardization of Reliability, Availability, and A draft ship breakdown structure was SCCD2
(Benchmark). Maintainability performance data is a key element developed for mechanical products. The
to obtain useful shareable information for use in proposed breakdown uses an object
the improvements of ship design and operation. oriented approach similar to the approach
The University of New Orleans, College of recommended by ISO 10303. Four levels of
Engineering is currently attempting to establish a indenture from the ship to the maintenance
standard that will help plan and design teams part are proposed. A definition is provided
handling Reliability, Availability, and Maintainability for each object along with a list of properties
objectives. for identification and RAM data exchange.
The draft breakdown structure is currently
being reviewed by the project advisory board.
Structured Product The SPDpro established a requirements-driven Since the development process was defined PD.4
Development Process development process and provides an Integrated by the Engineering Process Improvement
(SPDPro) Engineering approach to satisfy requirements. The Center under various corporate owners, the
Process is now under local control; defines result was an immense set of
program responsibilities with monthly status documentation, requirement procedures,
measurements; and requires up-front detailed and manuals with no local ownership.
planning with traceable requirements. Emphasis is Projects were run without formal plans or
on development efficiency in addition to technical accountability, and often ended in a
excellence. Among the specific project elements countless array of design loops. To resolve
defined by the SPDpro are: Systems Engineering this situation, General Dynamics Armament
Management Plan (SEMP) establishes project plan; Systems (GDAS) reinvented its Structured
Specifications define requirements to be met; Test Product Development Process (SPDpro) to
Plan defines testing to be performed; Technical foster successful and efficient product
Performance Measures identify performance development and integration
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) Agreements Supplier (Carrier) Agreement An agreement between The Company and R1.2 R2.3 R3.4
domestic and global carriers, inbound and
outbound, specifying service levels, payment
terms and other conditions

Supplier certification Supplier certification programs can reduce the The Statistical Process Control (SPC) R3.2
programs to reduce cycle cycle time for certifying existing suppliers to Supplier Certification program is an initiative
time for certifying suppliers provide new technologies 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.
Supplier certification Supplier certification programs are used to reduce Skip lot / sampling inspection logic R1.2 R1.3 R2.3 R2.4
programs to reduce/ (skip lot) or eliminate receiving inspection R3.4 R3.6
eliminate receiving inspection
Supplier delivers directly to Supplier delivers directly to point of use Electronic Tag tracking to Point of Use (POU) R1.2 R1.3 R2.3 R2.4
point of use destination R3.4 R3.6
Supplier replaces defective Supplier replaces defective material at customer's Electronic Tag tracking to Point of Use (POU) R1.2 R2.4 R3.6
material at customer's facility facility with good product as required. destination
Supplier Test Reliability Monitor suppliers’ capabilities of conducting D2.4 D3.5

reliable testing procedures
Systematic Method for Requirements and requests are a component of an I1.2 I1.3 I1.4 I2.4 I2.5
management of overall product management framework I3.6
Requirements and requests
Technology supported Work with suppliers for technology support of D1.2 D2.3 D3.3
product prototyping product prototyping
Technology Sustainment The most mature MOCA methodology is known as CALCE is also developing an enhanced PA
(MOCA) the Technology Sustainment MOCA. This form of MOCA version known as the Technology
the tool provides planning data that supports Insertion MOCA. This version adds decision
refreshing the design at its current configuration. networks to the current sustainment
It provides a series of unique benefits: • The methodology. The intended benefit is to
analysis can be performed earlier in the consider other design factors besides
development cycle allowing for more effective obsolescence, making it possible to
refresh budget planning. This extends the reaction characterize key elements, such as
time allowing for more planning time. • performance and reliability that influence
Guidelines for addressing the refresh requirements design. Not only would it be possible to
are more accurate. • Operational availability is determine optimum refresh design dates,
improved as the design refreshes mitigate the but also how the design might be improved.
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.
Time and Cost Capture of Establish the managing and tracing mechanism for D3.4
prototyping the cost and time of developing prototype
Transfer MP technology The goal of this activity is to ensure solutions for D1.5 D2.6 D3.7
production transfer problems through cross-
functional/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.

Up-to-date shop packet/ Up-to-date shop packet/specification for each Electronic Work Instructions I1.5 I2.6 I3.7
specification for each unique unique production event/demand
production event/demand
Use 3D solid modeling Use 3D solid modeling technology to develop D1.2

technology to develop prototypes
prototypes
Use effective design rules Use effective design rules D1.3
Use Historical Based Amend Use Historical Based Amend Rate Forecasts Use historical amend data to determine an PA.1
Rate Forecasts historical amend rate for individual products
and/or for product groups
Use Stage-Gates to manage Implementation of the stage-gate process. The Further control of the company's R&D PD.4
the design process. process established a set of stage-gates (or expenditures was achieved by using
milestones) at key points in the life of each R&D Microsoft Project software as a management
project. Each stage-gate had a specific set of tool to improve the planning and tracking of
deliverables and responsibilities that had to be all development activities. This customized
met before a project was allowed to proceed to the software incorporates project timelines,
next level. Representatives of general deliverables, and required resources, as well
management, operations, engineering, marketing, as project tracking, technical notes, and
and other functions defined responsibilities at report generation.
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).
Utilize design knowledge base The goal of this activity is to help product D1.2 D2.3 D3.4
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 Utilize design knowledge base to support reuse of D1.2
for technology reuse existing technology
Utilize EDI to reduce cycle Utilize EDI to reduce cycle time and costs I2 R2.1
time and costs
Validate key components Validate key components specified by design-in D2.1 D3.1
specified by design-in customer
customer

Verify design result online The goal of this activity is to verify design results D1.2 D2.1 D2.3 D3.1
with the customer via enabling IT tools during the D3.4
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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DCOR Version 1.

© APICS 2014. All rights

© APICS 2014. All rights

Figure 1 - DCOR is organized around five major management processes.

© APICS 2014. All rights

Figure 2 - DCOR is a hierarchical model with specific boundaries in regard to scope.

1 Level 1 defines the scope and content

3 Level 3 defines a company’s ability to

Companies “fine tune” their Strategy at

4 Implementation Companies implement specific

© APICS 2014. All rights

© APICS 2014. All rights

Business Process Benchmarking Best Practices Process Reference

Capture the “as-is” state

Figure 3 - DCOR is a business process reference model.

© APICS 2014. All rights

DCOR Overview: Level 1 & Level 2

EP Enable ER Enable ED Enable EI Enable EA Enable

PP Plan R1 Research D1 Design I1 Integrate A1 Amend

R2 Research D2 Design I2 Integrate A2 Amend

R3 Research D3 Design I3 Integrate A3 Amend

Figure 3- DCOR Environments

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Perform ance Attributes

Figure 4 - DCOR Performance Attributes and Level 1 Metrics

© APICS 2014. All rights

Performance Performance Attribute Definition Level 1 Metric

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SOURCE OF SPECIFIC INPUT

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PP: Plan Design Chain: Process Category

Description/Definition: The development and establishment of courses of

© APICS 2014. All rights

Description/Definition: The development and establishment of courses of

I nst ant aneous

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Description/Definition: The process of identifying, prioritizing and considering

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Description/Definition: The process of identifying, prioritizing and considering

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Description/Definition: The process of identifying and addressing the gaps

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Description/Definition: The establishment and communication of design chain

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Description/Definition: The development and establishment of courses of

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Description/Definition: The development and establishment of courses of

© APICS 2014. All rights

Description/Definition: The process of identifying, prioritizing and considering

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Description/Definition: The process of identifying, prioritizing and considering

© APICS 2014. All rights

Description/Definition: The process of identifying and addressing the gaps

© APICS 2014. All rights

Description/Definition: The establishment and communication of Research

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Description/Definition: The development and establishment of courses of

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Description/Definition: The development and establishment of courses of

© APICS 2014. All rights

Description/Definition: The process of identifying, prioritizing and considering

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Description/Definition: The process of identifying, prioritizing and considering