Tools Flashcards
Commercial/market metrics for NPD are:
a. Attained margin/profitability goals and IRR/ROI
b. Launched on time and product performance
c. Customer satisfaction/acceptance and met market share/unit sales goals
d. Percent of sales by new products
c. Customer satisfaction/acceptance and met market share/unit sales goals
Metrics for NPD are essential b/c you can only manage what you can measure. Thus: I. Metrics need to be specific; II. Metrics need to be applied consistently and III. what gets measured gets done.
a. II. and III.
b. I. and III.
c. I., II., and III.
d. I. and II.
c. I., II., and III.
The New to the World stratgey is defined as:
a. New products that create a new market
b. New products that improve and replace existing products
c. New products for an established market
d. Existing products to new markets
a. New products that create a new market
The program return map defines the breakeven point as:
a. Cumulative revenue equals the product launch costs
b. Cumulative profit equals the total development investment
c. Cumulative revenue equals the total development investment
d. Estimated profit equals the product launch and marketing expenses
b. Cumulative profit equals the total development investment
Program/project metrics typically measure:
a. The effectiveness of the development cycle of the NPD process
b. ROI for medium term results of program/project
c. Percent of revenue from products developed w/in the last 5 years
d. Medium term effectiveness in execution the development program/project
d. Medium term effectiveness in execution the development program/project
According to Griffin and Page, the two most useful product success measures for “new to the company” (fast follower) projects are typically:
a. Market share and IRR
b. ROI and IRR
c. Market share and new product profit revenue goals
d. Fit to business strategy and customer staisfaction
c. Market share and new product profit revenue goals
Enterprise metrics typically measure:
a. Medium term metrics that focus on effectiveness in meeting product objectives
b. Longer term factors that focus on effectiveness of the organization in new products and R&D
c. ROI of the pipeline over time
d. Measuring staffing (hours) vs. plan
b. Longer term factors that focus on effectiveness of the organization in new products and R&D
The Life Cycle concept of Sales Forecasting is:
a. A financial analysis that allows for the forecast to be a living document that is viewed over time rather than at one “point” in time.
b. A technique that produces a product price that is an average of the anticipated prices in each of the four stages of the product life cycle.
c. Considered the most accurate method for sales forecasting
d. An analysis that forecasts in all four stages of the product life cycle
a. A financial analysis that allows for the forecast to be a living document that is viewed over time rather than at one “point” in time.
Quality Function Deployment is a structured method in the development effort that:
a. Uses rapid prototyping to reduce development time and to obtain prototypes for customer feedback
b. A quality system responsible for monitoring and evaluating development policies and practices
c. A system that collects attributes which will enable generation of a modified KANO
d. Employs a matrix analysis linking what the market requires to how it will be accomplished
d. Employs a matrix analysis linking what the market requires to how it will be accomplished
Mean time between failures and unit production costs and achieving are medium-term process metrics used in what category:
a. Process metrics
b. Product/platform metrics
c. Enterprise/corporate metrics
d. Program/project metrics
b. Product/platform metrics
To assure using best practices for metrics, avoid:
a. Keeping them simple
b. Easy to get information
c. Opportunities to game the system
d. Making them transparent
c. Opportunities to game the system
Firm/Company metrics for NPD are:
a. % of sales by new products
b. Attained margin/profitability goals and IRR/ROI
c. Launched on time and product performance
d. Customer staisfaction/acceptance and met market share/unit sales goals
a. % of sales by new products
When using the Work Breakdown Structure (WBS)?
a. Use this to do a post mortem on what breakdowns occured during the project to avoid repeating those errors
b. The project should remain on time and within budget by acknowledging all work that must occur
c. One should list tasks in order that they should occur
d. The breakdown continues to as many levels as needed. Best pratice continues breakdown until tasks are small enough for one person/team to control and manage
d. The breakdown continues to as many levels as needed. Best pratice continues breakdown until tasks are small enough for one person/team to control and manage
Computer-Aided Engineering (CAE) is:
a. Using computers to carry out separate activities of the product development process at the same time rather than sequentially
b. When product design and manufacturing process development use computers concurrently in an integrated fashion, using a cross-functional team, rather than sequentially
c. Using computers in designing, analyzing and manufacturing a product or process. Sometimes refers more narrowly to using computers just at the engineering analysis stage.
d. Using specially-designed computer software that aids in the process of recording, recalling and reconstruction ideas to speed up the NPD process.
c. Using computers in designing, analyzing and manufacturing a product or process. Sometimes refers more narrowly to using computers just at the engineering analysis stage.
QFD stands for:
a. Quality Function Deployment
b. Quality Form Deployment
c. Quality Form Development
d. Quality Functional Development
a. Quality Function Deployment
According to Griffin & Page strategy metrics, new products that enter an established market are said to be:
a. Product improvements
b. Product Line Extensions
c. New to the world
d. New to the company
d. New to the company
Project management float or slack is:
a. Float or slack is the number of days over schedule the project is projected to come in
b. Float or slack allows for work order and scope changes
c. Float or slack is the amount of time an activity may be delayed from its early start without delaying the project finish date
d. Allows the project to continue on schedule and within budget
c. Float or slack is the amount of time an activity may be delayed from its early start without delaying the project finish date
The sales forecastmodel A-T-A-R stands for:
a. Available-Testing-Aware-Repeat
b. Awareness-Trial-Availability-Repeat
c. After-Trials-Always-Repurchase
d. Always-Try-Accounting-Rules
b. Awareness-Trial-Availability-Repeat
The program return map helps focus on the:
a. Breakeven point of the new product project
b. Number of units sold over time
c. The lifecycle of the product
d. Return on investment over time
a. Breakeven point of the new product project
Which process metrics are medium-term metrics that measure effectiveness in executing the development using schedule performance and economic results:
a. Process metrics
b. Program/project metrics
c. Enterprise/corporate metrics
d. Product/platform metrics
b. Program/project metrics
To reduce project uncertainty requires a risk management process with this element:
a. Risk identification
b. Risk quantification
c. Contingency planning
d. All of the above
d. All of the above
Project scope is:
a. A list of the milestones of the project in relation to the product
b. All the work to deliver a new product or service with the specified features and functions required to satisfy customer needs
c. The work breakdown structure (WBS) and the critical path
d. All the key steps needed to develop a new product or service documented in a Gantt chart with a time line and budget
b. All the work to deliver a new product or service with the specified features and functions required to satisfy customer needs
Metrics best practives have the following:
a. Detailed analysis of hard to find information
b. The more metrics the better the review
c. Focus them only on process
d. Keeping them simple and transparent
d. Keeping them simple and transparent
When using the “Brand Range” method in Sales Forecasting be sure to include:
a. A rate of acceptance and an expected purchase rate
b. A high case, a low case and an expected case
c. A best case, an expected case and a breakeven case
d. Total market size, available market size and the expected market repeat buyers
c. A best case, an expected case and a breakeven case
Financial metrics for NPD are:
a. Attained margin/profitability goals and IRR/ROI
b. % of sales by new products
c. Customer statisfaction/acceptance and met market share/unit sales goals
d. Launched on time and product performance
a. Attained margin/profitability goals and IRR/ROI
According to Griffin and Page, the two most useful product “success” measures for “new to the world” products are typically:
a. IRR and ROI
b. Product fit with business stratgey and IRR
c. Customer acceptance/satisfaction and met new product profit goals
d. Breakeven point and ROI
c. Customer acceptance/satisfaction and met new product profit goals
Concurrent Engineering is:
a. Carrying out separate activities of the product development process at the same time rather than sequentially
b. When computers are used in designing, analyzing and manufacturing a product or process. Sometimes refers more narrowly to using computers just at the engineering analysis stage
c. using specially-designed computer software that aids in the process of recording, recalling and reconstruction ideas to speek up the new product development process
d. When product design and manufacturing process development occur concurrently in an integrated fashion, using a cross-function team, rather than sequentially
d. When product design and manufacturing process development occur concurrently in an integrated fashion, using a cross-function team, rather than sequentially
Breakeven time and/or % of revenue from new products are longer-term process metrics used in what category:
a. Program/project metrics
b. Process metrics
c. Product/platofrm metrics
d. Enterprise/corporate metrics
d. Enterprise/corporate metrics
Medium-term metrics that measure effectiveness in meeting technical performance measures fall in what category:
a. Program/project metrics
b. Process metrics
c. Enterprise/corporate metrics
d. Product/platform metrics
d. Product/platform metrics
The four stages of the “Product Life Cycle” are:
a. New uses, line extensions, improved products, diversification
b. Introduction, growth, maturity, decline
c. Opportunity, concept, development, launch
d. Product development, market development, market penetration, business development
b. Introduction, growth, maturity, decline
Vertical NPD metrics levels apply to:
a. Firm/Comany and Financial
b. Commercial/Market and Project
c. Short-term vs. long-term
d. All of the above
d. All of the above
Risk quantification contains two major parts:
a, Awareness and action plan
b. Probability of occurrence and impact
c. Testing assumptions and reducing development time
d. All of the above
b. Probability of occurrence and impact
A company following best practives for metrics, will:
a. Make them transparent
b. Keep them to a minimum
c. Keep them simple
d. All of the above
d. All of the above
What is “Quality Function Deployment”?
a, A way to design innovation into new products
b. A way to ensure quality manufacture of products
c. A means of translating market needs into technical requirements
d. A plan to produce high quality products that customers will buy
c. A means of translating market needs into technical requirements
Which of the following is a Sales Forecasting model?
a. A-T-A-R concept
b. Diffusion model
c. Life cycle concept
d. All of the above
d. All of the above
The decline stage of the “Product Life Cycle” is characterized by the following:
a. Increased competition leads to price decreases
b. Demand has to be created
c. Prices and profitability diminish
d. Increase in competition entering the market
c. Prices and profitability diminish
Process metrics typically measure:
a. The effectiveness of the product development process
b. The cycle time for the NPD project
c. The effectiveness of reaching the breakeven point
d. All of the above
a. The effectiveness of the product development process
Project level metrics for NPD are:
a. % of sales by new products
b. Launched on time and product performance
c. Customer satisfaction/acceptance and met market share/unit sales goals
d. Attained margin/profitability goals and IRR/ROI
b. Launched on time and product performance
Project triple constraints are:
a. Time, budget, functionality
b. Tasks, critical path, deliverable
c. Time, budget, scope
d. Budget, scope, deliverable
c. Time, budget, scope
According to Griffin and Page, the two most useful product “success” measures for “Product improvement: products are typically:
a. Met margin and revenue goals
b. Customer acceptance and IRR
c. Customer satisfaction and market share growth
d. Market share and revenue goals
c. Customer satisfaction and market share growth
To maximize profitability a new product should be launched when the established product reached the end of which stage in its “Product Life Cycle”.
a. Growth stage
b. Maturity stage
c. Introduction stage
d. Decline stage
b. Maturity stage
The diffusion model of sales forecasting is used to:
a. Determine the % of people who adopt the product after it is launched
b. Estimate the rate of reducing the market to the actual users of the product
c. Bracket the market for best case and expected case, but include the breakeven analysis
d. Determine the rate of acceptance of a product based on how it spreads through early adopters and laggards
d. Determine the rate of acceptance of a product based on how it spreads through early adopters and laggards
Process metrics are short-term measurements of product development effectiveness, measuring:
a. Days to launch
b. Staffing (hours) vs. plan
c. Schedule performance
d. Both days to launch and staffing (hours) vs. plan
d. Both days to launch and staffing (hours) vs. plan
The “House of Quality” relates primary customer requirements to:
a. The design and tooling for the final product
b. Features chosen to be included in the final product
c. The system used to reduc the number of defects in the product or service
d. Major design parameters about which the team wil make design choices
d. Major design parameters about which the team wil make design choices
The titles of the four “features category” boxes of the 2x2 modidied Kano Chart are:
a. Drivers, antes, fool’s gold, essentials
b. Antes, critical, baseline, drivers
c. Diamond, gold, silver, black
d. drivers, antes, neutrals, fool’s gold
d. drivers, antes, neutrals, fool’s gold
It is inherently more difficult to be successful with a NPD strategy that is:
a. Product line extensions
b. New to the world
c. Product repositioning
d. New to the company
b. New to the world
According to PDMA metrics is:
a. A set of measurements to track product development and allow a firm to measure the impact of process improvements over time
b. A set of measurements for managing the ideation process during the fuzzy front end of innovation
c. A decimal system of weights and measures based on the meter as a unit length and the kilogram as a unit mass
d. Essential for insuring that a firm is conducting best practices in their new product development processess
a. A set of measurements to track product development and allow a firm to measure the impact of process improvements over time
CAD systems and other software design tools provide:
a. Rapid access to data
b. Rapid access to drawing and models
c. Ability to do rapid analysis
d. All of the above
d. All of the above
The categories of NPD process metrics are:
a. Project time, project cost and project scope
b. Process, project, product and enterprise
c. Process, program, platform, and pricing
d. Product, price, promotion and place
b. Process, project, product and enterprise
In the “drivers” box of the 2x2 modified KANO chart, features are:
a. Distinctive but do not sustain customer loyalty
b. Important to customers and highly differentiated
c. Important to customers and provided by all competitors
d. Irrelevant to customers but unique to the seller
b. Important to customers and highly differentiated
