A Common Business Process for Managing Change (R)
HP now maintains a continuous process of reinvention. In the imaging and printing division, the initiative focuses on time-to-market from the product manufacturing perspective. Specifically, the initiative targets market entry twice as fast, at half the cost, with half the warranty expense. Those three drivers, top down, fueled HP's reinvention and reengineering activities.
With those three drivers in mind, and with the recognition that HP represents a special environment, HP assembled the program called EPDM, Enterprise Product Development Management. Reflecting the organization of HP, the program concentrates on design centers and regional manufacturing, with a move toward increased outsourcing. HP wanted to leverage and reuse design, testing, and marketing information. That leverage contributes an enormous source of potential savings.
Through this program, from a collaborative perspective, HP has greatly improved the product development process. They can bring on a new partner, a new supplier, within 24 hours. They can design and build anywhere. And they have achieved 80% improvement in design and process reuse. Process adherence increased 300%. Part counts fell 2% to 18%. Time-to-market, product cost, and warranty cost fell. Productivity rose between 20% and 30%.
Keywords: Change orders, Collaboration, EPDM, Hewlett-Packard, Outsourcing, Reengineering, reuse, Supply chain, Time-to-market