Note: The eNPIProcess.com website is an arrangement of DFSS tools used in a systematic order for rapid product development. Often in the paper below the term "eNPI" is interchangeable with "DFSS."
Bob Jordan, PE
Engineering Manger; DFSS Black Belt
ASQ Meeting - November 13, 2003
TEN LESSONS I LEARNED IN DEPLOYING eNPI IN A MEDIUM-SIZED BUSINESS
1. The time to develop project engineers is vastly reduced
¨ An engineer new to project engineering can follow this process and succeed
¨ Not taught in schools (except Henry Cogswell College)
¨ The skill and effectiveness level of your department and organization increases
2. Use "just enough process"
¨ Partial tool use is effective - but don't leave out the tool use altogether
¨ The eNPI process is easily grandfathered into existing projects
¨ Tools can be used "out of phase" to add even move value to the project
3. Use visual aids and promote the vision
¨ Keep repeating the philosophy of the process and it's advantages - vision leaks!
¨ Post schedules and documents ("war room") and keep them updated - reference them in meetings
¨ Use a laptop and projector with the tools to continually familiarize the audience with the process
4. Rally support
¨ Get buy in on the process with your own department before introducing it to others
¨ Introduce the tools to new people in small groups; make it easy to understand
¨ Add value to other influencers in the organization by using the tools to assist them to solve their own problems
5. Communicate early and often
¨ Following the eNPI process makes managing and reporting on a project easier
¨ You be the leader and exercise leadership in executing project management
¨ Make sure executive leadership is briefed weekly - else they think nothing is going on
6. Phase 1 is the most critical - and most resisted
¨ Process-adverse people (free-wheeling types) don't like eNPI tools, or any "bureaucracy"
¨ Keep them out of meetings where the tools are being used - manage around them
¨ Use them as individual contributors - don't put them in a project leadership role
7. KISS
¨ Keep meetings (with advocates) to 1-hour max when using the tools (QFD, Kano, Risk Mitigation, etc.)
¨ Use the tools in 2-parts if necessary; do the number crunching on your own time
¨ This is not the place to impress anyone - bring them along at a reasonable pace for long-term success
8. Get 'em to sign on the dotted line
¨ Have Company leadership buy off at each phase. - this creates ownership and buy-in
¨ Everyone understands (and appreciates) where you're at in the process and their comfort level increases
¨ Mitigates against "MAW" when changes are wanted after you're deep into development
9. Buckle up!
¨ eNPI is the fastest way from idea to production implementation I've seen. Lead well and prosper
¨ Very good decisions can be made because you have quantifiable measurements (QFD, RM, PCS, etc.)
¨ Sprint to the finish line - don't stop in the Red Zone but get the ball over the goal line
10. eNPI superior to eMFH
¨ The systematic and robust eNPI process beats the free-for-all eMFH (every man for himself) method
¨ Everyone is involved (Sales, Marketing, Engineering, Manufacturing - and especially the Customer)
¨ eNPI works and it works well, very well. You still need to think and execute and make decisions - eNPI does not replace any of that (just helps you along more).