Abstract :
The author describes how Malvern Instruments transformed its product development practices in order to reduce time to market. The new product creation strategy caused a major change in the organisational structure. The responsibility for the product creation process was placed jointly under marketing and operations. In the new organisation, marketing was made responsibility for feasibility projects (product definition), with operations assuming responsibility for development projects (product translation). During the definition stage, markets would be validated, solutions to market needs would be identified and the feasibility of products designed to suit market needs would be determined. During the translation phase, designs proven to meet market requirements at an acceptable cost would be “converted” into products via alpha and beta development and launched into manufacture. The result is that Malvern Instruments are now a totally project based organisation with the interface between marketing and operations becoming increasingly “fuzzy”. There is a single process from product idea through to delivery and support of the product. IS09002 provides a flexible framework of controls that have been revised with experience to make them more “user friendly” while still maintaining their effectiveness
