npi process_pune project office

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• Why NPI and Process?

• What is my role in NPI?

• NPI Department’s role?

• NPI Team – CFT?

• How to manage so may Projects?

• How NPI is managed at Competition and JLR?

• How to control time-line?

• How to control cost?

• How to ensure failures will not come after Launch?

• What is sanctity of Volume Projection?

• Dose NPI addresses quality issue of base vehicle and aggregates?

NPI Thinking: Dr S M Manton

Frugal M&M

FAQs

3

This discussion Objective: Share summary of approved CVBU NPI Process and guidelines

NPI Process First Communication

4NPI CVBU

Learning through study by ATK

of Toyota and Hyundai

systems for benchmarking of

process (2004-2006)

Responsibilities and accountabilities defined , refinement in line with ISO/TS 16949

deployed across functions (2003-2004)

Integrating of new functional processes like PLM, testing & validation, Cluster project process across all locations

(2007-2009)

Evolution of NPI Process

Synthesizing JLR GPDS Process with TML NPI process

Deployment of eTS module

(2011-2012 Onwards)

Digitization of Project initiation process through eNPI

(2010-2011)

Globalization lead to the rapid development of new technologies, the shift change in customer needs and attributes and increased players in Market has forced to adopt New Product Introduction (NPI) ahead of competition as a necessary and unavoidable business practice.NPI function established in Feb 2003, NPI Process was developed with Warwick Manufacturing Group, UK.

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NPI Process primary objective:

• Focused on four critical issues/questions: capturing market value (answering the question "does the customer care?"); developing business value (answering "do we care?"); delivering a winning solution (answering "can we beat the competition?"); and applying project and process planning (answering "can we do it?").

• Calls for continuous performance monitoring from customer satisfaction, financial and strategic management, and a process management perspective.

• Brings discipline by periodic systemic review of projects at multiple milestones in the development cycle.

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The Phases:

Phases are where the simultaneous activities are undertaken by NPI Project Cross Functional Team to advance the project to the next gate or decision point. There is no R&D or marketing phase.

Through parallel activities business risk is minimized via a phase gate method, by evaluating impact of vital information-technical, market, financial, operations.

Each phase costs more than the preceding one. As uncertainties decrease, expenditures are allowed to mount and risk is managed.

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The gates:

Preceding each phase is an entry gate or go/kill decision point.

Gates serve as quality control checkpoints, Go/Kill and prioritisation decision points.

Finally, gates are where the path forward for the next stage is decided, along with resource commitments.

Gate meanings are usually staffed by senior managers from different functions, who own the resources, the project leader and team required for the next stage. These decision-makers are called ‘’gatekeepers’’.

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Gates have a common format:

Deliverables: These are the inputs into the gate review-what the project leader and team deliver to the meeting. They are the results of the actions of the previous stage and are based on a standard menu of deliverables for each stage.

Criteria: These are questions or metrics on which the project is judged in order to make the Go/Kill and prioritisation decision.

Outputs: These are the results of the gate review-a decision (Go/Kill/Hold/Recycle). An action plan is approved and the date and deliverables for the next gate are agreed on.

DR Gateway: Review

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Example of Stage-Gate Review Definition

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Success Factors

In order for a product launch to be successful, 7 different factors have to come together in just the right way. If one is wrong, it’s likely the whole launch will fail.

Seven Actionable Critical Success Factors

1.Solid up-front homework – to define the product and justify the project. (Pre-DR0 Activities)

2.Voice of the customer – a slave-like dedication to the market and customer inputs throughout the project. (QFD, HOQ, Customer Clinic)

3.Product advantage – differentiated, unique benefits, superior value for the customer. (Targets wrt HOQ)

4.Sharp, stable and early product definition – before Development begins. (DR2)

5.A well-planned, adequately resourced and proficiently executed launch. (Time-line)

6.Tough go/kill decision points or gates – funnels not tunnels. (DR reviews)

7.Accountable, dedicated, supported cross-functional teams with strong leaders.

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1Phase Gateway Process

255Activities

NPI Process41

Functional Sub-Processes

Deliverables

1

2

3

4

5

6

7

8

9

10

11

12

13

Product Cost Target

VER 4.2 Hd ERC Fin

Cost Target Breakdown - Tata Model X

Remarks

DR 5 (SoP)PM (O)

Hd ERC CV

Hd SQIG / ADD

Hd MPC

Hd ERC Fin

Hd MPC

Hd ERC CV

Hd SQIG / ADD

Body/ Cab

Exhaust

Fuel Sys

Wheels

Suspension & Axles

Frame

Controls

Transmission

Engine & engine cooling system

Tools & special equipment

Electricals / Wiper

Steering

Brakes

Variance (b-a)

(Rs.)**

Existing Veh cost

Hd ERC Fin Hd ERC Fin Hd ERC Fin

Hd MPC Hd MPC Hd MPC

Hd ERC CV Hd ERC CV

Hd SQIG / ADD

Hd ERC CV

Arch

BO

M N

o.

Description

Gro

up N

o.

Agg/Comp(A & B class)(from the TPL/BOM)*

Model X Current Cost Estimate (b)

(Rs.)**

PM (O) PM (O)DR 3 DR 4

CET Leader (O) PM (O) PM (O)

TATA Model X

1029 DR 0

PO Member

DR 1 DR 2

Hd SQIG / ADD Hd SQIG / ADD

(B/m car name)

Teardown Estimate

(Rs.)

Model X Cost target

(a) (Rs.)

LEVEL 1 Activities LEVEL 2 Activities LEVEL 3 Activities

74 FORMATS

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NPI Process

CONTROL PROCEDURE

MANUALS (CPM)

TATA MOTORS STANDARDS (TS)

NPI SPECIFIC PROCESSES

Ramp-up Phase

•Ramp-up•PL Build•Execute advertising & promotion campaign

Project Review•Launch volumes•Service & dealership network readiness•OSB, WM, Sp.tools•Stocking of spares•QP build completion•Vendor parts fully approved – PPAP as per plan.•Ramp up plan•Action plan on the Variance –Product cost, project cost•Manufacturing processes been signed off

DR5

Product Strategy & Planning Phase•Market analysis •Competitor assessment•Explore Prod. Options•Product planning•Review Platform strategy•Review Collaboration / M&A Strategy•likely changes in Tariffs/ customs/ exchange rates

Concept Evaluation Phase

•Capture VOC •QFD- Build HOQ•Generate multiple options•Teardown analysis•Objective benchmarking•Subjective benchmarking•Styling themes•Packaging•Manf. Feasibility•Cost targeting• APQP• Simultaneous Engg• EVI

Product Strategy Review

•4BOX & supporting docs•Target market & customer identified•Key competitors identified•possible scenarios for volume growth & their 5-yr projections

DR0 Concept

Selection•Short listing final concept•9 Box•Product Profile & product offerings•Technical Specification•Recommended style theme•Make or buy decision•Prelim. Cost / wt targets•Prelim. Biz case

DR1

Concept Development

Phase•Performance & Weight analysis•Style clinic•Style & Spec’ dev’mt. & Freeze •Vehicle & Aggregate plans•Feasibility thru DMU•Complete Simulation•Build Mule•Product costing•Finalize investments•Select supplier for long lead item

Concept & Project

Approval•Target Book•Vehicle Test Plan•Style & packaging •Product & Project cost•Alpha proto design release•Couple of Alpha proto•Quality Targets•Time & resource plan•Full Biz. case

DR2

Design Release•Beta Proto Design release•Long lead tooling signed off•Component reliability plan•Set up of plant & facilities•Customer clinic –any major shift in market•Biz. Case validation

DR3

Product Design and validation

Phase•Design analysis & simulation•Alpha proto tests•Aggregate tests•Crash tests•Manf. Planning- Productivity & Process capability, process layout, floor plan•Conduct PFMEA•Manufacture of dies /fixtures•Detail costing• SAM

Productionisation

Phase•Full design validation •Beta proto tests•Production tooling•Vendor parts dev.•CMVR and ARAI certification•Proving equipment for production •LQOS•Input for ECAT, OSB,WM•Identify initial Spare part list & Sp. tools

Production Release

•Design release for P0•Vehicle reliability & durability targets met•Finalize Interior & Exterior Color Scheme•Marketing/ launch plan•Manuf. equipment/ facilities been installed & commissioned•Process sheets•Control plans signoff

DR4

Pre-Production

Phase•Quality Proving & Process validation•P0 & PP Builds•Vendor parts approval PPAP•Tryouts of dies /fixtures •Prepare Production Control Plan •Operator training• QAP• Training of Dealer, TASC & Field Staff •Soft Launch

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Customer Analysis

QFD / VOC Product Profile

Features list and Veh. Config. List release Features list and Veh. Config. List release

Project cost and investment estimation

Preparation of project brochure12 panel

Cost roll up of VCsLaunch readiness

Features list and Veh. Config. List release

4 box

Study of regulatory requirements Product optionsSafety Strategy

Benchmarking analysisSubjective and Objective targets

CAE Conformance

Packaging (Micro)Packaging (Macro)Virtual packaging study Vehicle Specs. finalization

Complexity Matrix

Styling finalization (Exterior/ Interior)Static Mock-up Dynamic mule

Alpha proto build Beta proto build

DFMEA (In-house)

DVP sign off Aggregate testing

Production tooling kick off

Color and texture finalization (Exterior / Interior)Color, texture register release

E Cube, Blue buck events Fit to nominal sign off

Vehicle level testing (Mileage accumulation and torture track)

CMVR, Homologation

Safety compliance Engine Calibration

Sourcing strategySupplier Finalization

Product cost targets definition Price finalization

DFMEA (Supplier)

Tooled up parts availability

BIW Panels maturation (Supplier parts)Item level CMVR, Homologation

Vendor readiness for SOP

PPAP

Parts quality maturation

Planned price indication

Manufacturing Strategy

Process complexity definition

Equipments readiness (BIW , TCF)Facilities readiness

PFMEA (In-house)

PFMEA (Supplier)

Inspection fixtures readiness

Control plans readiness and sign off

Press tooling tryoutWeld-shop readiness

PO batch readinessPO Batch PP Batch SOP

Fitment trials

Serviceability studyWorkshop manual, Owners manual, EPC. Service tools

Spare parts finalization Spare parts Initial stocking

Service training

DR0 DR1 DR2 DR3 DR4 DR5PI

Warranty Policy

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# Activity Description Primary Jointly with PROJECT INITIATION GATEWAY ( PI )

1 Clearance of Market Opportunity (4-Box) by Product strategy group PSG 2 Nomination of CET PSG

2a Initiate Project on eNPI PM PRODUCT STRATEGY & PLANNING PHASE

3Analyze modes of commercial transptn. & identify emerging application(s) or end-users (regression/ econometric/ time series modeling)

Market research LOB PM

4 Study current & future competitor product action FIBRES LOB Market research PMA Study various customer analysis reports (TNS report, JD Power Survey, ) ERC PM 5 Identify Key Product differentiators LOB Market research PM 6 Establish attractiveness of emerging segments, future of current segments & identify target mkt LOB Market research PM 7 Analyze demographic/ psychographic / lifestyle etc. profiles of customer & identify changing patterns Market research LOB

8Study co-relation of volumes with macro economic - GDP, Railroad shift, agriculture produce, disposable income.

Market research LOB PM

9 Review current Business Unit Product Portfolio PSG LOB PO head 10 Review platform Strategy PSG ERC PM 11 Review Powertrain Strategy & identify available options PSG ERC PM 12 Identify possible platforms / Modularity & new / carry-over aggs. (BIW, Dashboard..) ERC PM 13 Short-list possible product options / concepts PM LOB ERC 14 Identify principal benchmarks for shortlisted product option(s) LOB/IB ERC PM 15 Understand Customer's Perceptions of competitor brands & explore Product Positioning options LOB Market research PM 16 Establish launch date & expected lifecycle of New Product PM LOB ERC 17 Review Collaboration / M&A Strategy (in view of new product option(s)) PSG PM Corporate affairs 18 Review Manuf. Strategy & future technology (in view of New Prod. option(s)) and initiate EVI. PSG ERC APL PM19 Review Sourcing Strategy (in view of new product option(s)) SSG 20 Review Marketing Strategy (in view of new product option(s)) NPI LOB / IB PM 21 Project likely changes in Tariffs/ customs/ exchange rates etc. in domestic & overseas markets PM Finance Corporate affairs

PRODUCT STRATEGY REVIEW GATEWAY ( DR 0 )CONCEPT EVALUATION PHASE

33 Issue of Product Proposal (9-Box) & Project Brief PM 34 Appointment of PM / Core Team & Disband CET PSG PO Head 35 Issue revised Product Plan PO 36 Conduct Need/ usage based sub-segmentation (Cluster Analysis) LOB Market research PM 37 Plan for & Capture VOC PM LOB ERC Functions38 Conduct a QFD Analysis ( Building the House of Quality - HOQ ) and operating economics analysis PM LOB ERC Functions39 Conduct Conjoint Analysis on Target Segment, segmentation parameters & establish price/volume projections Market research LOB PM 40 Conduct objective benchmarking of competitive vehicles ERC PM Functions

NPI Phase-wise Activities

255 Activities

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PRODUCT STRATEGY & PLANNING PHASE19 Review Sourcing Strategy (in view of new product option(s)) SSG


59 Define vendor integration levels / involvement & shortlist suppliers SSG ADD PM 60 < Insert Level 3 Time Plan > SSG ADD PM

CONCEPT SELECTION GATEWAY ( DR1 )CONCEPT DEVELOPMENT PHASE

74 Optimise Styling for manuf. & engg. & check feasibility ERC APL ADD PM 95 Select suppliers of major / critical bought-out parts & vendor tooling by following EVI process SSG ADD PM

96 Establish boughtout component & ( vendor ) tooling time plans PM/SSG & ADD

97 Work out overall logistics requirements for bought outs APL ADD APPC 98 Identify & select suppliers of major / critical dies & fixtures ( eg: imported / PE ) APL SSG & ADD PE PM

99 Identify & select suppliers of major / critical / long lead equipment APL ADD Corporate planning PM

102 All vendors identified SSG ADD PM

105 Finalise investment in tooling - inhouse & for suppliers PM Finance APL/ADD/PE

Corporate planning

107 Establish Component, agg & Vehicle test/validation (incl reliability & durability) plans PM/ERC QA ADD 109 Establish Production Tooling Time Plan PM/PE APL ADD

CONCEPT & PROJECT APPROVAL GATEWAY ( DR 2 )PRODUCT DESIGN & DEVELOPMENT PHASE

154 SettleTechno-commercials of long lead items & place orders SSG ADD 155 < Develop detailed Time Plan > SSG ADD 158 Procure the prototype bought out parts ADD 159 < Develop detailed Time Plan > ADD 162 Develop bought-outs & procure (short lead) components for protos ADD QA 163 < Develop detailed Time Plan > ADD QA 164 Develop bought-outs & procure (Long lead) components for protos ADD QA 165 < Develop detailed Time Plan > ADD QA

DESIGN RELEASE GATEWAY ( DR 3 )DESIGN VALIDATION & PRODUCTIONISATION PHASE

PRODUCTION RELEASE GATEWAY ( DR 4 )PRE - PRODUCTION PHASE

Drive LQOS activity Mfg PM ERC ADD APL204 Production release of drawings (Milestone) ERC APL PE ADD 208 Supply parts in end user containers & validate logistics ADD APL PM 211 Transfer of tools & dies to production site & sign off PE APL & ADD Mfg

216 Release standard costs and complete excise formalities (Cost roll up in SAP) Finance APL ADD PM

Ensure initial stocking of sapre parts at dealers Service PM ADD 231 Signoff Control Plans, Validate Processes and complete PPAP for all vendors ADD QA 232 < Develop detailed Time Plan > ADD QA 233 Work out Launch Plan, Dates, Volumes ( across trim levels ) & distribution plan LOB APPC PM

Sourcing

17


PRODUCT STRATEGY & PLANNING PHASE18 Review Manuf. Strategy & future technology (in view of New Prod. option(s)) and initiate EVI. PSG ERC APL PM


CONCEPT SELECTION GATEWAY ( DR1 )CONCEPT DEVELOPMENT PHASE

67 Finalise and Issue Hard Points ERC PE PM 74 Optimise Styling for manuf. & engg. & check feasibility ERC APL ADD PM 84 Conduct Sheetmetal draw simulation to finalise methods plan ERC PE 85 Finalise 'Methods Plan' & place (inhouse) tool indents APL 93 Break down cost & weight to (A&B Class) component level targets. PM Finance ERC APL 97 Work out overall logistics requirements for bought outs APL ADD APPC 98 Identify & select suppliers of major / critical dies & fixtures ( eg: imported / PE ) APL SSG & ADD PE PM

99 Identify & select suppliers of major / critical / long lead equipment APL ADD Corporate planning PM

100 Workout stocking space for finished vehicles & indicate rqmts. if any APPC APL Sales PM

104 Finalise investment on facilities & equipment PM Finance APL Corporate planning

105 Finalise investment in tooling - inhouse & for suppliers PM Finance APL/ADD/PE

Corporate planning

106 Establish in house facilities & infrastructure time plans PM/APL 109 Establish Production Tooling Time Plan PM/PE APL ADD

CONCEPT & PROJECT APPROVAL GATEWAY ( DR 2 )PRODUCT DESIGN & DEVELOPMENT PHASE

128 Plan for & manufacture of prototype weld fixtures & tooling APL PE PM 129 < Develop detailed Time Plan > APL PE PM 130 Decide targets for productivity, process capability PSG APL Mfg QA 131 < Develop detailed Time Plan > PSG APL Mfg QA 141 Body panel tooling (skin panels ) -Longlead item PE ERC APL

142 Place order on overseas party -Longlead item APL PE Corporate affairs

143 Design &mfg of imported dies -Longlead item PE APL ERC PM 144 Detail the process of manufacture & tooling APL PE PM 145 < Insert Level 3 Time Plan > APL PE PM 146 Process Flow charts / process layouts,Floor plan layout APL BES(PSD) PM 148 Control plan at prelaunch stage QA APL 149 Plans - MSA. (Quality System) QA APL PM 150 Plan / order equipment APL 151 < Develop detailed Time Plan > APL 156 Design of dies.fixtures & release for manufacture PE APL ERC 157 < Develop detailed Time Plan > PE APL ERC 160 Manufacture of dies /fixtures PE APL 161 < Develop detailed Time Plan > PE APL

Auto Planning

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# Activity Description Primary Jointly with DESIGN RELEASE GATEWAY ( DR 3 )

DESIGN VALIDATION & PRODUCTIONISATION PHASE170 Build Beta protos APL ERC PM 171 < Develop detailed Time Plan > APL ERC PM 172 Process Design Review APL Mfg QA 173 Process Design Verification APL Mfg QA 174 MSA. Develop Quality System QA APL PM 175 Delivery process design & review ERC APL APPC 181 Identify all critical processes & conduct PFMEA APL QA Mfg PM 182 < Develop detailed Time Plan > APL QA Mfg PM 183 Close all pending technical issues & update PFMEAs APL QA Mfg PM 184 Procure & Commission,proving equipment for production APL QA Mfg PM 185 Conduct In house process capability studies,validation & sign off APL QA PM

PRODUCTION RELEASE GATEWAY ( DR 4 )PRE - PRODUCTION PHASE

200 Build PO Batch for all trim levels with all parts from Prod. tooling [Milestone] APL Mfg QA PM 201 < Develop detailed Time Plan > APL Mfg QA PM 204 Production release of drawings (Milestone) ERC APL PE ADD 205 shipment of dies to production site & sign off PE APL PM 206 Line integration & trial runs on production line APL QA Mfg PM 207 Trial runs in in engine, gearbox ,paint & chassis, etc APL QA Mfg PM 208 Supply parts in end user containers & validate logistics ADD APL PM 209 Tryouts of dies /fixtures &clearnace by QA PE APL QA 210 < Develop detailed Time Plan > PE APL QA 211 Transfer of tools & dies to production site & sign off PE APL & ADD Mfg 212 Close all product & process related issues APL ERC QA PM 213 Prepare Production Control Plan QA APL Mfg PM 214 Release control plans for inhouse processes. QA APL Mfg PM 215 Release process sheets for inhouse processes. APL 216 Release standard costs and complete excise formalities (Cost roll up in SAP) Finance APL ADD PM 217 Training of Team Members in new assembly processes & new product Mfg & APL QA PM 218 < Develop detailed Time Plan > Mfg & APL QA PM 219 Build Process-Proving (PP) Vehicles through QP builds at line speed APL Mfg QA PM 220 < Develop detailed Time Plan > APL Mfg QA PM 221 Quality Planning Summary and Sign-off APL Mfg QA PM

PROJECT REVIEW GATEWAY ( DR 5 )RAMP UP PHASE

236 Ramp up volumes through the build of Pre-Launch (PL) batch of vehicles APL Mfg PM

Auto Planning

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Gateway Process Owner

PI DR0 DR1 DR2 DR3 DR4 DR5 L

Month -7 -6 -5 -4 -3 -2 -1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

1 Validate product plan NPI

2 Generate Product offering options NPI

3Identify Target Customer & Market Segment, Define Product Positioning v/s Competition, Estimate Volumes & Pricing Mktg

4 Develop Style theme ERC

5 Package the vehicle ERC

6 Capture VOC & Conduct QFD NPI

7 Perform Subjective Benchmarking Mktg

8 Perform Objective Benchmarking Mktg

9 Conduct Teardown ERC

10 Conduct QFD and Define Technical Targets NPI

11 Establish Project Time Plan NPI

12 Compute Working Capital Requirement NPI

13 Present the Business Case Analysis Finance

14 Manage Product Costs NPI

15 Reliability Specification and Test ERC

16 Design BIW ERC

17 Design, develop & validate Engine ERC

18Design, develop & validate Transmission, Chassis, Suspension, Interior & Exterior trims, Aggregates Auto electrical ERC

19Create alpha prototype body tooling, Assemble Alpha prototype, Create Beta prototype body tooling, Assemble Beta prototype ERC

20 NVH ERC

21 Perform Component Testing ERC

22 Perform Vehicle Testing (Performance and Endurance) ERC

23 Crash testing ERC

24 Design and Manufacture Production Tooling for Press Shop & PE

25 Design and Manufacture Production Tooling for BIW PE

26 Define Mfg Process & Comn Eqp- Press Shop & APL

27 Define Mfg Process & Comn Eqp- BIW & APL

28 Define Mfg Process & Comn Eqp- Paint Shop& APL

29 Define Mfg Process & Comn Eqp- Trim Shop & APL

30 Define Mfg Process & Comn Eqp- Transmission Shop APL

31 Validate Preproduction vehicle quality QA

32 Planning P0-PL batches Mfg

33 Train Operators Mfg

34 Develop & Procure Vendor / B/O parts (incl. LL items) ADD

35 Outbound logistics for New Product Mktg

36 Service literature Service

37 Service technical inputs Service

38 Service training Service

39 Service Warranty Service

40 Parts priming Service

41 Ramp Up Production Mfg

DR0 DR1 DR2 DR3 DR4 DR5PI L

NPI integrates 41 Functional

processes

41 Functional Processes Phase-process


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PFD Ref Process Mktg NPI ERC

Auto Planni

ngQA PE ADD Finan

ce MFG Service

0 Validate product plan 2 1 3 2 2 3 1 Generate Product Offering Options (Create project

proposal) 1 2 2 2 2

2 Identify Target Customer & Market Segment1 2 2

Define Product Positioning v/s CompetitionEstimate Volumes & Pricing

3 Develop Style theme 2 1 2 2 24 Package the Vehicle 2 1 2 2

Validate vehicle design integration Capture VOC & convert to Product Profile & tech targets 5 Capture VOC (CFT Approach) 2 1 2 2 2 2 2 2 6 Perform Subjective Benchmarking 1 2 2 3 3 3 3 3 7 Perform Objective Benchmarking 1 2 2 3 3 3 3 3 8 Conduct Teardown (CFT Approach) 2 1 3 3 3 3 3 3 9 Conduct QFD and Define Technical Targets (CFT

Approach) 2 1 2 2 3 3 3 2 2

10 Establish Project Time Plan 2 1 2 2 3 3 3 2 2 Business Case Analysis

11 Compute Working Capital Requirement 1 1 12 Present the Business Case Analysis 2 1 1 13 Manage Product Costs 1 1 2 2 3 3 2 1 3 14 RST (CFT Approach) 2 1 2 3 3 15 Design BIW 1 2 2 3 16 Design, develop & validate Engine 2 1 2 3 3 17 Design, develop & validate transmission

2 1 2 2

Design, develop & validate chassis,Design, develop & validate suspension,Design, develop & validate interior & exterior trimsDesign, develop & validate aggregates auto electricals


21

PFD Ref Process Mktg NPI ERC

Auto Planni

ngQA PE ADD Financ

e MFG Service

18 Create alpha prototype body tooling

2 1 3 2 3

Assemble Alpha prototypeCreate Beta prototype body toolingAssemble Beta prototype

19 NVH 1 20 Perform Component Testing 2 1 2 2 21 Perform Vehicle Testing (Performance and Endurance) 2 1 22 Crash testing 1 Design and Manufacture Production tooling

23 Design and Manufacture Production Tooling for Press Shop 2 2 1 2 1 2 2 24 Design and Manufacture Production Tooling for BIW 2 2 1 2 1 2 2 Define Mfg Process & identify equipment, tools, >fixtures,

Procure & Commission Plant Equipment, >Complete Line Integration and Try Out

25 Define Mfg Process & Comn Eqp- Press Shop 2 2 1 2 2 2 2 2 26 Define Mfg Process & Comn Eqp- BIW 2 2 1 2 2 2 2 2 27 Define Mfg Process & Comn Eqp- Paint Shop 2 2 1 2 2 2 28 Define Mfg Process & Comn Eqp- Trim Shop 2 2 1 2 2 2 29 Define Mfg Process & Comn Eqp- Transmission Shop 2 2 1 2 2 Validate Preproduction vehicle quality

30 Validate Preproduction vehicle quality (CFT Approach QP) 1 2 2 2 2 2 31 Planning P0-PL batches 2 2 1 32 Train Operators 3 2 2 1 33 Develop & Procure Vendor / B/O parts (incl. LL items) 3 2 2 2 2 1 Prepare Launch & Distribution Plan

34 Outbound logistics planning 1 2 35 Service literature 2 2 3 136 Service training 2 2 137 Service technical inputs 2 138 Service Warranty 2 139 Parts priming 2 2 2 140 Ramp Up Production 2 2 2 1


22

Packaging the Vehicle

23NPI CVBU

Product cost target

Control Plan

Vendor Contract NPI Formats

Filled Formats are the ONLY evidence of activity completion and ownership lies with CFT member of relevant Functions

24

DR0 DeliverablesProcess Ownership

Marketing ERC NPI Finance APL, ADD, Mfg Quality

• Has the target market & customer been broadly identified?

• Have our key competitors & principal benchmarks been identified ?

• Has our overall product & price positioning been worked out?

• What are the possible scenarios for volume growth & their 5-yr projections ?

• Has the power train to be used selected? Does its timeline suit the vehicle program?

• Have new/carryover agg./sys. & the need for new tech. / consultancy been identified?

• Has the extent of styling changes been finalized? Impact on packaging & BIW?

• Which are the short listed product concepts considered for further evaluation?

• Have vehicle level targets for Product Cost & weight been finalized? Comparison with current products?

• Are all activities up to the 'Concept & Project Approval" (DR2) Gateway planned in detail?

• What are the major/critical activities up to DR2 & up to launch?

• What are the outline (assumed/est’d) project investments, costs & resource needs?

• What are the worst, best & most likely business results? Do they conform with overall business unit plans?

• What are the alternative platforms / manufacturing facilities available for this product?

• Have opportunities for manuf. / sourcing collaboration been explored?

• Has the manufacturing & sourcing strategy for the new product been finalized

• Are there any fundamental product / process improvements that can be effected through this project?

CFT Ownership• What are the overall targets & Project Brief? • Has the feasibility of supporting this product through its dev. & production lifecycle been evaluated?• Is the Product Plan updated? • Are the Project Manager & his core team appointed? • Have budgets to take the project up to the 'Concept & Project Approval' (DR2) Gateway been presented and cleared?

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• Has the target sub-segment & target customer been identified? What are the expectations & priorities?

• What is our product profile/ offering & how does it compare with benchmarks? What are our alternatives?

• Have the product & price positioning been worked out? What are our alternatives?

• What are the possible scenarios for volume growth & their 5-yr projections?

• Are all perf. targets established? Are they in line with cust. expectations & benchmarks?

• Are product specs (in line with targets) worked out? Are these producible within target cost/ time?

• Have all feasible concept layouts / packaging options been explored? Is one finalized for detailing out?

• Have alternative style themes been worked out? Is one style theme finalized?

• Have agg. /system level targets for product weight been finalized? Comparisons with competitor products?

• Has all 'new technology' to be implemented on the project been identified and a plan for implementation finalized?

• What are the preliminary estimates of project costs including resource requirements, Plant/ machinery & tooling investments?

• Have agg. /system level targets for Product cost been finalized? Comparisons with competitor products?

• Are major activities up to Launch been identified with time frames involved? Which ones are critical?

• What are the worst, best & most likely Business Results? Do they conform to overall business unit plans?

• Is the vendor integration plan for the new product final? Is the 'Make/buy' decided for all major/critical components & systems?

• Have the vendors for major/critical components & systems been identified/ short listed? Are they involved in development?

• Are planned production capacities in line with the requirements of the new model?

• Have collaboration opportunities for the Project been consolidated & finalized?

• What are the quality, reliability & durability targets for the new product?

CFT Ownership• What is the status of critical issues associated with this project? • How does the current 9 Box compare with the one presented at the previous gate?

26NPI CVBU

DR0

DR1

DR2

DR3

DR4

DR5 LPI

Mule Alpha Beta P0/PP PL

• A prototype is an early sample or model built to test a concept or process or to act as a thing to be replicated or learned from. A prototype is designed to test and trial a new design to enhance precision by system analysts and users. Prototyping serves to provide specifications for a real, working system rather than a theoretical one. Designer uses prototypes to exactly simulate the characteristics of their intended design.

• Building the full design is often expensive and can be time-consuming, especially when repeated several times—building the full design, figuring out what the problems are and how to solve them, then building another full design. As an alternative, “proto development" techniques are used, which implement part, but not all, of the complete design. This allows designers and manufacturers to rapidly and inexpensively test the parts of the design that are most likely to have problems, solve those problems, and then build the full design.

• It is important to realize that by their very definition, prototypes will represent some compromise from the final production design. Due to differences in materials, processes and design fidelity, it is possible that a prototype may fail to perform acceptably whereas the production design may have been sound.

Prototype

27NPI CVBU

Objective Starts Ends Criteria for parts

Parts made as per ...

Manufactured at / on

Major Quality reqmts

•Evaluate packaging & dynamic clearances

•Conduct outline ergonomic checks

•Evaluate preliminary performance & overall handling of the vehicle and / or its aggregates with near design intent systems

•It assists in exploring the concept and provides additional input to product definition

•The Mule is especially useful for evaluating new technology, new platforms or new aggregates

•After the DR1 Gateway of the Vehicle

• Before DR2 Gateway - when most packaging issues etc. are resolved

•Made from representative aggregates made from Temporary tooling or carryover parts

•Using borrowed parts from similar vehicles

•By 'Cut & shut' of existing vehicles

•Packaging outlines / layouts and drawings

•The ERC Proto shop

Mule

DR0

DR1

DR2

DR3

DR4

DR5 LPI

Mule

Mule

28



• Has the Product Profile been finalized & signed off ? What is the finalized Product Offering & how does it compare with key benchmarks?

• Are the product + price positioning & volume projections finalized & signed off? Have the possible scenarios in the market place been explored?

• Are all perf. & reliability targets on the product finalized & signed off? Are Vehicle Test Plans signed off?

• Are product specs frozen & signed off?

• Has the interior & exterior style been approved & signed off in all respects?

• Has the power train to be used finalized & signed off? Is DR3 of the engine cleared?

• Is 'Complete Alpha Proto Design' release planned within 4 weeks from DR2?

• Have all (level 2) activities related to the project been detailed out with responsibilities for execution & durations signed off?

• Have major (level 2) activities been broken down to a lower level of detail (level 3) at the dept/agg. level?

• Have critical timing issues been identified?

• Are project costs, investments & manpower requirements established & signed off?

• Have agg. cost targets been broken down into (A&B Class) comp. targets & signed off?

• Is current variance with target determined? Is a plan for achieving product cost in place?

• Have the worst, best & likely Business Case results been worked out and finalized? Are all inputs signed

• off? Are they in line with original project objectives?

• Are all vendors identified & finalized for bought out parts?

• Has the preliminary process & plant layout been worked out? Are all major equipment identified & lead times for them worked out?

• Has the macro feasibility of the product design been checked & approved?

• Have quality related targets on the product been defined & signed off?

CFT Ownership• What are the critical issues associated with the Project? • How does the current 9 Box compare with - a)The 9 Box presented at the previous gateway b)The 9 Box presented at the DR0 gateway • Is the Project Brochure ready? Has it been approved by the PSG?

29NPI CVBU

Applies to prototype vehicle, aggregates and components built to drawings released immediately following ‘Project and Concept Approval’ at the DR2 event. prototype drawings will be in a state of readiness for release at the time of the DR2 event. The prototype phase, which we refer to as ‘Product Development’ enables evaluation, improvement and finalization of the products’ design. It terminates at the DR3 event (Design Release) with finalization of all design details and release of B prototype drawings following clearance at DR3.

Objective Starts Ends Criteria for parts Parts made as per ...



•Verify that the intended product design achieves the functional & performance requirement

•Certify the structure of the vehicle as 'Crashworthy‘

•Vehicle architectural systems are validated. All Structural parts are validated here.

•Enables the evaluation, improvement and the finalization of the design.

•The design may see significant modifications

After the "Concept & Program Approval" (DR2) Gateway

With the achievement of the desired functional and performance requirements and the "Crashworthy Structure" Signoff.

•Parts made from soft tools & through alternate methods & processes

•Drawings released through 'PP' DMLs.


DFMEA, DFA, DFM initiated and completed during course of Alpha build. PFMEA initiated

Alfa PrototypeAlfa Prototype

DR0

DR1

DR2

DR3

DR4

DR5 LPI

Alpha

30

Process OwnershipMarketing ERC NPI Finance APL, ADD, Mfg Quality

• Do the assumptions behind projected pricing & volumes (presented at DR2) hold good?

• Are the features list and trim levels offered frozen?

• Have detailed Design FMEAs been carried out for the critical components/systems? Are the critical issues tracked & resolved and FMEAs updated regularly

• Has 'Complete Alpha Proto' Design release & build been completed as planned at DR2? Status on functional & performance targets?

• Has the BIW/ Structure been signed off as crashworthy?

• Are drawings releases for all long lead items done?

• Can 'Complete Beta Proto' Design release be approved with start of build by < date >

• Are overall Project costs under control?

• Are manpower resources being applied to the project as committed at DR2?

• Are product costs & weights under control? Have all cost & weight targets been confirmed as achievable

• Is the project on schedule? What are the critical activities/ causing delays/ needing management assistance?

• Are project costs, investments & manpower requirements established & signed off?

• Have agg. cost targets been broken down into (A&B Class) comp. targets & signed off?

• Is current variance with target determined? Is a plan for achieving product cost in place?

• Have the worst, best & likely Business Case results been worked out and finalized? Are all inputs signed

• off? Are they in line with original project objectives?

• Have detailed Process FMEAs been carried out for the critical processes?

• Are the critical issues tracked & resolved and FMEAs updated regularly

• Has the manuf. process & plant layout been detailed out? Have all major equipment been ordered as planned at DR2?

• Is the setup of the plant & facilities on schedule?

• Have techno-commercials for long lead items finalized & orders placed?

• Have quality related targets on the product been defined & signed off?

CFT Ownership• Have all concerns from previous gateway(s) (DR2) been addressed ? • .What are the critical issues associated with the project? Are there action plans in place to address all known functional issues on the product?

DR3 Deliverables

31NPI CVBU

prototypes represent the production intent vehicle and component designs following evaluation on prototypes and support the ‘Product Validation’ phase between DR3 and DR4 in readiness for ‘Production Release’ at DR4. The purpose of Prototypes is to validate the design against the original technical targets and requirements. The drawings released for prototypes enter the formal change control process, in Telco terminology the drawings are PM release and the DMR process is initiated. No changes are made without conforming to the DMR process. On completion of testing a production release is made at DR4, allowing completion of tooling and initiating the ‘Productionisation’ phase.




•Confirm achievement of desired functional & performance specifications and technical targets.

•Achieve intended Vehicle durability and reliability.

•Certify the crashworthiness of the product.

• Represent “Production Intent” vehicles

> Assembly of vehicles will be triggered by the clearance of the “Design Release” (DR3) gateway. (however, the manufacture of parts may begin earlier)

With the incorporation of feedback from the Beta vehicle program & the availability of all parts from production tooling

Made from "Production Intent" parts. (“Production Intent” parts conform to released drawings with respect to dimensional accuracies and material specifications but can be made using alternate processes.)

Drawings released through "PM" DMLs ( PP drawing releases will end at DR3)


PFMEA completed early in the phase of building of Beta vehicles

Beta ProtoBeta Proto

DR0

DR1

DR2

DR3

DR4

DR5 LPI

Beta

32

Process OwnershipMarketing ERC NPI Finance APL, ADD, Mfg Quality

• Has the internal/ external colour scheme been approved? Is the mascot selected, styled & signed off on schedule

• Is the marketing/ launch plan in place?

• Is the ordering/stocking of spares & special tools and EPC prep. on schedule?

• Is the prep. of Owner, Workshop manuals, warranty/service policies on schedule?

• Are there any major changes in the market place that were unforeseen at DR2/ DR3?

• Were Beta Protos representative of final production vehicles? Have all validation/ tests been completed and the Functional, Performance, Reliability & Durability targets met & signed off on the product?

• With above sign off, are all design changes from ERC frozen? (with all modifications, henceforth, being authorized by the on-site QP Team)

• Is the build specification for Pilot (P0) batch released?

• Are overall Project costs & applied manpower resources within targets committed at DR2?

• Have the target Product cost & weight been met? Do any exceptional variances that exist

• have a clear action plan & date by which target will be achieved?

• Is the project on schedule? What are the critical activities? (or activities causing delays & needing management assistance)

• Will the timing of the results of ongoing or outstanding validation tests be available on schedule & support SOP/volume build at DR5?

• Have the assumptions relating to the Business Case seen any (unforeseen) changes requiring revision of the Business Case?

• Has all manuf. equipment/ facilities been installed & commissioned? Are all the dies & other tools at the final production site?

• Are operator training plans in place? Are process sheets available for all manuf. processes?

• Are all parts available off production (final) tooling?

• Has PPAP of vendors commenced as per schedule?

• Has a QP team been nominated for the proving of the product & process on site? Have specific objectives been set?

• Are control plans ready for all comp’s & related manuf. processes? Are all Inspection/audit equipment in place?

• Have corrective actions been carried out on all critical issues in the Design & Process FMEAs? Have the FMEAs been updated?

• What is the forecasted quality & reliability at launch?

CFT Ownership• Have all DR3 concerns been fully addressed? ?

DR4 Deliverables

33NPI CVBU

PO refers to the first build from initial production intent parts of a new vehicle. It plays a key part in validation of the production intent designs, in particular the tool try-outs of pressings and moldings P0 is the first build to production-released drawings at the DR4 event utilizing fully off-tool parts and assemblies. The build will be conducted using trained operators. Its purpose is to stabilize and evaluate the quality of build achievable and identify design changes to assist manufacturing and assembly. It applies to both aggregates and vehicle. The required changes are identified and timed for completion by PP build and in some cases PL.




•Prove the production toolings / fixtures by achieving desired - fit / finish on components & product- dimensional accuracies on the product

•Perform final validation on the product

•These vehicles will have a planned validation program (which is one of the major factors in deciding the minimum vehicles to be built)

with the clearance of the "Production Release" (DR4) Gateway

With the incorporation of all feedback from the Pilot vehicles & the availability of a fully commissioned manufacturing facility

•All components are manufactured from production tooling.

•For plastic components, at least T1 samples are to be used to start with. The final Pilot vehicles will have textured components.

•Sheet metal parts have to be off final production dies

Changes from ERC have to be 'frozen' at this stage and 'mod levels' on the drawings tracked.

Offline tryout facility

Pilot vehicle Batch

DR0

DR1

DR2

DR3

DR4

DR5 LPI

P0

Pilot vehicle Batch

34NPI CVBU

PP is Pre-Production build of vehicles and/or subsystems and aggregates prior to ramp-up. This is the second iteration of build at line speed incorporating the changes put forth from P0. Changes resulting from PP are timed for implementation before PL or in some cases for ramp-up.





•Prove the manufacturing and assembly process and achieve targeted cycle times by identifying and resolving assembly / process and operator issues

•This activity is done on the final production facilities at line speed through the “Quality Proving” (QP) process using fully approved off-tool parts

•As these vehicles are fully validated and approved for fit, finish and dimensional accuracies (as estimated)

with the readiness of the production facilities and availability of final parts

at “Project Review” (DR5) gateway, which triggers 'Start of Production' and the manufacture of pre-launch (PL) batch of vehicles.

•The parts used for the Process Proving batch will be “parts that will be finally offered to the customer”. (Final Parts with all modifications incorporated)

•PPAP commences

All modifications, henceforth, will be authorized by the QP team only.

The production line

PPAP commences

Pre Production Batch

DR0

DR1

DR2

DR3

DR4

DR5 LPI

PP

Pre Production Batch

35

Process OwnershipMarketing/CS ERC NPI Finance APL, ADD, Mfg Quality

• Has the marketing plan for launch of the new product been finalized? Have launch volumes & distribution plans been signed off?

• Is the service & dealership network fully trained & ready for receiving new model?

• Is the ordering/ stocking of initial spares & special tools and EPC completed?

• Are the Owner, Workshop manuals, warranty/service policies ready?

• Have all modifications from the PO & PP builds incorporated into the design? Are all parts available as per final design release?

• Has the Product weight target been met? Do any exceptional variances that exist, have a clear action plan & date by which target will be achieved?

• .Are overall Project costs and manpower resources applied to this project, as committed at DR2, within targets

• Has the Product target cost been met? Do any exceptional variances that exist, have a clear action plan & date by which target will be achieved?

• Have all manufacturing processes been signed off? Have Process capabilities, cycle times, operator training requirements etc. been as per plan?

• Has PPAP of all vendors are as per plan?

• Have all quality & other outstanding concerns on the vehicle been resolved and closed? Is the product ready for volume production?

CFT Ownership• How has the Project fared vis-à-vis its DR2 targets? • What are the things gone right and things gone wrong? • What are the key learnings?

DR5 Deliverables

36NPI CVBU

PL is production build at line speed during the ramp up process and vehicles so built are considered saleable. PL is the third iteration and is the final stage of the Quality Proving process prior to ramp up for production. Changes to product design or manufacturing process must be timed for completion by start of production.





Ramp-up production to full volume with the clearance of the "Project Review" (DR5) Gateway

Launch of the Product

PPAP completed for all parts before Launch

Pre Launch Batch

DR0

DR1

DR2

DR3

DR4

DR5 LPI

PL

Pre Launch Batch

37NPI CVBU

How The Project is driven thro’ NPI Process

Prepare Prelim. Documents , get Head (NPI CVBU) approval and get Project Code No from NPI Projects Office.

Form a Project Team consisting members from ERC, APL, Marketing & Customer Support, Manufacturing, Vendor Development and other required functions.

Input – Market Scenario & Broad Customer Expectations.

Finalise broad Product features to meet market requirements. Appointment of Project Manager.by PSG (Apex Committee)

Co-ordinate with Function / Departments Heads through concerned Project Team members for getting desired work ( Activities as per “ Time Template

Decide Product Classification.

Access MyTataMotors and download level II time line for that classification

Complete work ( activities ) as per Quality, Cost ( Product & Project ) and Time Targets and monitor progress of work.

Prepare for the reviews with Plant committee periodically and Gateway clearance with Apex Committee as and when the Project gets ready after meeting deliverables

Get Capital approval from Corporate planning as per the phase of the Project time to time

Communicate revision in the targets in Cost , Quality and Time to concerned functions & Team members

Monitor Product during productionazion stage for Quality and Cost.Launch New Product after clearance of DR5.

38NPI CVBU

The Project team members are required to follow the guidelines while driving the project through New Product Introduction process.

NPI GuidelinesNPI Guidelines

39NPI CVBU

Factors / ClassificationNew

Generation(N)

Derivatives(D1, D2)

Enhancements(E1, E2)

Face Lift(F) Upgrade

(U)Version

(S)

Scope (Vehicle Concept - Layout ,

Drive Config , Body / Frame Structure)

Totally new concept to sweeping

changes on an existing concept

Model derived from an existing vehicle concept

Enhanced specification /

performance with changes to aggregates

Trim & styling improvements

'Fresh look' - Interior / Exterior changes to Trim /

sheetmetal (NoStructural

Change )

Component level improvements

( Addressing own problems /

Keepinp up with competition )

Addition / Deletion of

features on an existing model.

(No Vehicle Level Validation)

1 Market Segment New/Existing New Existing Existing Existing Existing2 Application / Usage New/Existing New Existing Existing Existing Existing3 Duty Cycle / performance New/Existing New Signficant Change Existing Minor / No Change Existing

4Vehicle Concept ( Layout ,

Drive Config , Body / Frame Structure

New Existing Existing Existing Existing Existing

Criteria For Classification Min Two of 1 , 2 , 3 , 4

Min one of 1 , 2 , 3

All 1 , 2 , 3 , 4

All 1 , 2 , 3 , 4

All 1 , 2 , 3 , 4

All 1 , 2 , 3 , 4

b Examples Ace 0.75T LPT 909Ace Magic

M & HCV Ex Serieswith GB600

& RA109RR LPT 709 EX

330 Dia.Clutch

SFC Face lift

Runner Mounted Load body/

HSD Body/Variable Ratio steering

Sleeper/Non Sleeper cab

c Key differences >New Program

>Agggregate & vehicle Val & Test>Plant&Machinery set up proving program>Significant new tooling

>Aggregate level & vehicle level Val & Test

>Confirmatory vehicle level Val & Test program

>Component performance & reliability Val & Test >Vehicle level Val & Test program

>No Testing required >Various options avaliable to expand product range

Market/CustomerProject ClassificationProject Classification

40NPI CVBU

Factors / ClassificationNew

Generation(N)

Derivatives(D1, D2)

Enhancements(E1, E2)

Face Lift(F) Upgrade

(U)Version

(S)

5 Cab Exterior / Interior (Styling) New / Major Major/Moderate Major/Moderate Minor Minor Minor

6 Passenger / Load Carrying Body New Major/Moderate Moderate Minor Minor Minor

7 Engine (Emission, Power, Technology) New / Major Major/Moderate Major /

Moderate Nil Minor Nil / option

8 Clutch , G/ B , Propeller Shaft New Major/Moderate Major /

Moderate Nil Minor Nil / option

9 Axle New Major/Moderate Major / Moderate Nil Minor Nil / option

10 Frame New Major/Moderate Moderate / Minor Minor Minor Minor

11 Suspension, Brakes, Steering New / Major New / Major Major / Minor Minor Minor Minor

12

Changes in Electricals / Electronics including

additional features (like powersteering or airbags)

New / Major New /Major Major / Minor Minor Minor Minor

Criteria For Classification

Min two of (5 & 6) , ( 7 & 8 &

9 ) , (10 )

DI-(11& /or 12) & (some of 5 to

10)

EI-(Min.Three of 5,6,7,8,9,10 )+ (11and /or 12)

Min. 5 Any one or more Min one of 5,6,10,11,12

DII-Min (6 & 10) .or ( 7 & 8 &

9),No 11,12

EII-(Min.Three of 5,6,7,8,9,10 )

NO (11, 12)

Applicability In Markets

New market / as before New market As before As before As before Addition to existing

range

PROJECT MANAGEMENT (NPI) PROGRAM MANAGEMENT (APL)

Work ContentProject ClassificationProject Classification

41NPI CVBU

# Classification Definition Key Difference Example

1 New Generation

Totally new concept to sweeping changes on an existing concept

•New Program Ace

2 Derivative Model derived from an existing vehicle concept

•Aggregate & Vehicle Validation & Test ( Crash Test)

•Plant & Machinery set up proving program

•Significant New tooling

Magic(7+D)

3 Enhancement Enhanced specification / performance with changes to aggregates Trim & styling improvements

•Aggregate level & Vehicle level validation & Test

•Ace EX

4 Facelift 'Fresh look' - Interior / Exterior changes to Trim / sheet metal (No Structural Change )

•Confirmatory Vehicle level validation & Test program

Ace Facelift

5 Upgrade Component level improvements ( Addressing own problems / Keeping up with competition )

•Component performance & reliability validation & Test

•Vehicle level validation & Test Program

Ace HT

6 Version Addition / Deletion of features on an existing model. (No Vehicle Level Validation)

•Permute / Combine existing features to expand range mainly an ‘Engineering Change’ introduction in production.

•Minimal Testing

•Magic with4+D6+D

•Magic Skool

Project ClassificationProject Classification

42NPI CVBU

Activity-wise Time-lineActivity-wise Time-line

43NPI CVBU

Timeline based on Project Classification

Category Facelift

PhaseBaseVehicle

NG Engine NG Cab Derivative I Derivative II Enhancement I Enhancement II Cvbu

DR0 - DR1 3 3 7 3 3 3 2

DR1-DR2 10 7 6 6 3 6 3(1) 5

DR2-DR3 17 (10) 17(4) 14(4) 14 (7) 8 (4) 14 (7) 7(3) 5(1)

DR3-DR4 18 (4) 23(4) 20(10) 14 (3) 9 (2) 14 (3) 9(2) 12(1)

DR4-DR5 3 5 4 3 3 3 3 2

DR5-Volume 2 3 2 1 1 1 1

Lead Time 39 50 39 31 21 31 19 22Activity Time 53 (14) 58(8) 53(14) 41 (10) 27 (6) 41(10) 25(6) 24(2)

CategoryPhaseRequest-DR2 2 1

DR2-DR3 4(1) 1

DR3-DR4 8(3) 5(2)

DR4-Volume 2 1

LeadTime 12 6Activity Time 16(4) 8(2)

New Product Introduction

MiniNPI

Upgrade Version

New Generation Derivative Enhancement

•Fig in ( ) indicates overlap in months

NPI

44NPI CVBU

Cluster ProjectsCluster Projects

Approved by

MD

Approved by

Head NPIED – CV

Head ERC, CVED – CV

46

ADD

MaterialsProprietaryPlasticSheet Metal

NPI Team Organization

PM1

PM2

MPC SSGNPI

Multiple communication & Conflicting Priority

Sourcing Team

47

ADD

MaterialsProprietaryPlasticSheet Metal


PM1

PM2

MPC SSGNPI

Resources assigned to project

Sourcing Team

48NPI CVBU

FH FH FH

ED, CVBU

FH FH

Head, ERC

Head, CV

FH

Head, OpsHead, PO

Service Engines BIW.SalesADDMfg.

Core Team Member

Support Staff

Resources assigned to project

Head, Mktg


CE

CE

PM

PM

Project Manager

Lead Engineer

49NPI CVBU

Auto Planning

Marketing / CS

Quality Assurance

Vendor Development

ManufacturingProject Support Staff

Project Core Team

(Project Manager)

Chief Engineer(Core Team Member & Single point of Contact for ERC)

Vehicle Integration

Transmission

Engine

NVH

Prototype

Electricals

Styling

ERC

MARKET SPACE

QFD Customer feedback Customer Complaints New requirements Deletions etc etc

TECHNOLOGY & ERC / REGULATIONS

Corrections of earlier design Modified design based on upgraded

knowledge. Response to regulations Response to Technological changes

etc etc

OPERATIONS RELATED

Suggestions for Improvements:- Capacity; quality; productivity; Fatigue to improve layout.

Cost reduction proposals Commonisation etc etc

Core Team Members for Respective Functions (Single point of Contact)

Lead Engineers for Respective Functions

50NPI CVBU

Roes & Responsibilities

Project Manager

•Be the ‘product champion’ and owner of the NPI process for his project

•Be accountable for the achievement of the product cost, quality and timing objectives and the disciplined execution of the NPI gateway review process

•Core Team Members, both full time and part time, appointed by their Function Heads, report directly to the Project Manager

•Accountable for securing all product and programme decisions

•Works with the Functional Heads to plan resource availability in line with project plan and to seek support for the activities of the team when required

•Provides reliable and timely project information to Function Heads and seeks their involvement when necessary in resolving critical technical issues faced by the team”

51NPI CVBU

Roes & ResponsibilitiesProject Support Staff

•Appointed as a full time member of the project team reporting to the Project Manager

•Supports the Project Manager and the Core Team Members

•Ensures ready access to the project documentation created by the core team members and captures all critical decisions made at the regular review meetings and gateways

•Ensures rigorous execution of the NPI Process through the co-ordination of inputs and sign-off documents for the gateway reviews”

•Control project costs and monitors product costs against their targets”

•Is the principal owner of the overall project time plan, monitors & reports on progress against plan”

52NPI CVBU


Core Team Member

•Appointed by the Functional Head, works as a core member of the project team and reports to the project manager

•Responsible to the Project Manager for the timely achievement of tasks specific to his area of responsibility on the project

•Responsible for managing the activities of his function through the lead engineers working in the function on related aspects of the project at the aggregate/component systems level as appointed by the function head

•Works with the other Core Team Members to resolve issues and conflicts relating to the project and it’s delivery

•Displays good team spirit and exemplary team-working ability

•Directly involves suppliers wherever appropriate as an integrated part of the project in resolving product, process, timing and cost issues”

• Responsible to his Functional Head for the achievement of technical standards and refers to him for assistance and further support as required

53NPI CVBU


Chief Engineer

•Appointed by the Head of ERC to represent all the functions of ERC on the project

•A full time Core Team member of the project

•Has lead engineers allocated from the relevant functions of ERC who are responsible for timely achievements of technical requirements

•Has overall responsibility for the supervision of the various ERC resources assigned to the project

•Is responsible for the coordination of the activities of the lead engineers across ERC functions and their interaction with other Core team members

•Is a single point of reference for the project team on all the technical matters that concern ERC.

•Reports directly to the Project Manager on all the product related issues

•Responsible to the head of ERC for the achievement of the technical & performance targets / standards applied to the project

54NPI CVBU

Lead Engineer

•An engineer nominated by his departmental area/group head to take the lead on his behalf on all related project issues

•Attends all project team meetings and works as a member of the team

•Responsible to the Project Chief Engineer for the timely achievement of the technical requirements fully utilising the resources assigned to the project by his departmental group head”

•Works with the core team members

•Responsible to my departmental area/group head for the achievement of technical targets and objectives for my system or component group

•Fully accountable for managing the workload relating to the project through the departmental group and supervision of the resource allocated to the project by the departmental group head


55NPI CVBU


Functional Head

•Accountable for making resource available to the teams in accordance with the agreed project timing and technical content in the product

•Does not involve himself directly in day to day technical decisions as a matter of course but is involved in resolving difficult technical issues faced by the team and allocating additional technical resource and skills when judged necessary

•Through interacting with respective teams, sets technical standards meeting the changing demands of the product and the market

•Responsible for the development of both product and/or process technology and also the enabling technologies

•Responsible for building the competencies and the capability of his technical function and its people

56NPI CVBU

Operational Reviews

‘Lead Engineers ’ interact with resources assigned to them

Continuouswithin

functions

‘Lead Engineers ’ interact with ‘Single Points of Contact ’

Daily

Periodic reviews and decision resolution by the

Project Strategy Group

As Required

Operational level Reviews

Are all activities done as per NPI? Proceed to gateway review?

N

‘Single Points of Contact ’ interact with the Project Manager

Continuous within the

Project Team

57NPI CVBU

FunctionsProject ERC APL PE ADD Sr. ADD MPC QA Manufacturing Service

WingerSelvaraj SaravananGarapati RamakrishnaAnil Jain

Shreenath BhaleraoSD PoteyAtul KolheAvinash Gonge

Sunil Rautmare

Sachin A SutarVarun B UpadhyayVishal Sadafal

L.P.Patil Amit Madankar

Abhay B Yeole - NPI QAAnup Vajaram - Supplier APQPDeepak V Patrekar - Inhouse APQPRajesh Mulay - Mfg QA

Manoj GadgeVijendra RathoreBandu R Kakde

Prasad PansePrashant Sathe

XenonBhatambarekar MilindKankaria NileshKulkarni NiketanRane Santosh

Joshi Pramod PYedge PravinkumarKundnani GopichandWadalkar KiranAvinash Gonge

Sunil RautmareKulkarni Abhay P

Sant AtulAntin VilasAgarwal NirajRao Amarnath

Nitin Deshpande Amit Madankar

Ajay Chandawale - NPI QAK Babu - Supplier APQPPurandere - Inhouse APQPKanchwala Abezer - Mfg QA

Bhavsar RakeshChaterge GauravPatil NitinMuley Vivekkahid NitinSrinath BAdake SamirSaware Shriniwas


207 Platform

GaneshKumarKulkarni Niketan

Joshi Pramod PYedge PravinkumarKundnani GopichandWadalkar KiranAvinash Gonge

Sunil RautmareKulkarni Abhay P

Sant AtulAntin VilasAgarwal Niraj

R.Borole Amit Madankar

Ajay Chandawale - NPI QABabu - Supplier APQPPurandere - Inhouse APQPKanchwala Abezer - Mfg QA

Patil SuhasHonraoJadhav VikramMaloo Mukesh


Y1

Chetan KurkureAmit RathodManjunathSantosh GosaviMandar AtreVilas KangutkarS. NaiduPrashant Shitole

NY DodakeRajendra GarudPrashant Kakade

AP KulkarniAS Mahind

K. GoreM. DesaiB. PhadAmarnath G

G.A.Rao Amit Madankar

Sagar Somawar - NPI QAVijay Munnipan - Supplier APQPDeepak P - Inhouse APQPSubhayan Bhattacharya - Mfg QA

Suraj PrasadYashwant PhalkeLaxman JamalePravin GawadePratik Chavan


Current LCV

Sarang KavishwarAjay KshirsagarM. AliRajendra Kulkarni

Prashant KakadeRajendra GarudGopichand KundananiMulay V Y

Sunil Rautmare

B. GhugareRajendra BoroleRakesh PuriKaustubh GokhaleAbhijit Kuber

Rakesh Puri Amit Madankar

Abhay Yeole - NPI QA, D Block, Sagar Somawar - NPI QA, H Block - NPI QAAshok Jadhav - Supplier APQPParag Joshi - Inhouse APQPSubhayan Bhattacharya - Mfg QA, H BlockAnchal Dubey - Mfg QA, D Block

Bandu KakdeDivesh Kale Ashish KamalapurkarShirish AnugadeVinay PatilIshwar BabarDhananjay Pitale


3L Engine Datta KanaseAtul Joshi

Avinash Gonge Prashant Bhalgat

B D Pathak Ambadas Vyawahare

Anan Patil Sushil Baloji Jaykumar

Ashok Khasnis - NPI QAMukesh Bhavsar - Supplier APQPDeepak P - Inhouse APQPNitin Gulhane - Mfg QA

Srinath B Prasad PansePrashant Sathe

5L Engine Ratnesh Sharma Avinash Gonge Prashant Bhalgat

B D Pathak Ambadas Vyawahare

Tushar Tambe Virendra Singh Jaykumar

Ashok Khasnis - NPI QAMukesh Bhavsar - Supplier APQPDeepak P - Inhouse APQPNitin Gulhane - Mfg QA

Srinath B Prasad PansePrashant Sathe

G85 Gear Box Rahul Jain Yogesh Kulkarni Patekar JG Mukesh Bansal Gopal Kulkarni Abhijit Gadgil

Ashok Khasnis - NPI QASachin Jadhav - Supplier APQP & Mfg QADeepak P - Inhouse APQP

Rathore V

NPI Projects CFTs - PuneNPI Projects CFTs - Pune

58NPI CVBU

CFTs FOR New Products Introduction Business

LOB Project group NPI ERC CPL AVP ADD Sr ADD Price Panel QA Mfg Service

Cluster projects (Cargo)

Tractor Anup Adak Pranab Sou MondalNavin Kumar/ Prem Pradeep/ Santosh Kumar/Archit

Vikas Malik Anurag Verma

G.V. Sriramkumar

Shatrughan Jha/ Rahul Sharma Anuj Singh/

Amar Raha

Rigid Trucks (37T & 31 T) S Tarafdar Pranab Sou Mondal

Navin Kumar/ Prem Pradeep/ Santosh Kumar/Archit

Harkamal Atwal

Mithun Sarkar

Anurag Verma

G.V. Sriramkumar

Shatrughan Jha/ Rahul Sharma Amarnath Anuj Singh/

Amar Raha

Rigid Trucks (25T)

Vijay Bondada

Arab Basha/ Manoranjan Sahu


Abhishek Ranjan Anurag

VermaG.V. Sriramkumar

Shatrughan Jha/ Rahul Sharma Dilip Anuj Singh/

Amar Raha

Rigid Trucks (16T) Isha Dhyani Arab Basha/

Manoranjan Sahu


Vikas Malik Anurag Verma

G.V. Sriramkumar


Amar Raha

Cluster projects

(Construck)

MAVRahul Vikas/ Rachit N Shah

Deep Singh/Jitendra Singh


S. Kundu Shranpreet Singh

Anurag Verma

G.V. Sriramkumar

Shatrughan Jha/ Rahul Sharma Amitosh Anuj Singh/

Amar Raha

TATAmandeep Singh/ Abhinit Lall

Jitendra Singh/Manoranjan Sahu


P Maruthi Anurag Verma

G.V. Sriramkumar

Shatrughan Jha/ Rahul Sharma

Rajat Kumar Singh

Anuj Singh/ Amar Raha

Cluster projects

(Aggregates)

(1516 Facelift Cab)

Sajja Rao/Rajesh Rao

VK More/Pranab Sou Mondal/Ravindra Deshmukh/Sushubon Chatterjee

Mr. Deepak Tamaria

Rajiv Sharma/Mainak Sinha/Mithun Sarkar/Rahul Moudgalya

Anurag Verma

G.V. Sriramkumar

Mr. Vishnu Gunnakanti Anuj Singh/

Amar Raha

Prima

Cargo Abhinaba Mukherjee

S. K. Khanna/ Sandeep Ghosh

Deepak Tamaria/ Santosh Kumar/Santosh Kumar/

Sanjeeb Das/Rishikesh

S. Sonthalia

G.V. Sriramkumar

Avijit Sen/Satyajit Patil/ Rahul Anuj Singh/

Amar Raha

Tipper Naveen S. K. Khanna/ Sandeep Ghosh/Anup Barik

Deepak Tamaria/ Santosh Kumar/Santosh Kumar/Archit

Kannan/Anirudh S.

SonthaliaG.V. Sriramkumar

Avijit Sen/Satyajit Patil/ Rahul Anuj Singh/

Amar Raha

Defense

6x6, 8x8, 10x10 platform

G. Balasubramanyam/ Saurav Panda

Sanjay Sharma/ Ashwani Garag


Chawar Singh

S Roychowdhary

Ranjan Choudhary

G.V. Sriramkumar


Amar Raha

4x4,6x4 & 12x12 platform

Abhishek Kumar/Rajiv Hota

Sanjay Sharma/ Ashwani Garag


Chawar Singh

S Roychowdhary

Ranjan Choudhary

G.V. Sriramkumar

Shatrughan Jha/Rahul Sharma Anuj Singh/

Amar Raha

NPI Projects CFTs - JSRNPI Projects CFTs - JSR

59NPI CVBU

NPI CFTs

Project NPI APL ADD SQIG Process QA CQA Manufacturing Service

Ace/Magic

Romen ChaudharyAmit SharmaPrabhat RanjanNilaksh Hasija

Rahul MattupaliN B SinghDheeraj WadhwaArul ThiyagarajanBimal Mehata

Vijay TiwariAkash GoyalSandeep GuptaSomali JaiswalAditya Gautam

Krushna MurariShakatishShashank Kaushik

Amitabh KrishnaDharmendar ShukalaArpan BharadwajRavi KashyapSoundar Rajan

Vishnu VarshneySangeeta Mishra

Manoj ShekharC PeterAshish AgarwalManoj RajpootS Dukani

Mohare R Ravindar Singh

Iris/Zip Pawan Kumar Prabhat Ranjan

Sumit LakheraNitinn DangwalVijay KumarAbhishek Diwan

Arvinda GuptaPankaj GangwarRajat Chopra

Pradeep SangwanSupriyoAbhishek Tripathi

Kanchan SupayalDheeraj KumarSoundar Rajan

Navin Vats

Baljeet VashishtAnkur AgarwalManoj Rajput Deepak Adhikari

VenturePawan Kumar Megha AgarwalKunal Biswas

Anil KhanBimal MehataDheeraj WadhvaPraneet Barwa

Raviraj ParmarChandan GuptaShyam ParasharKanchan RoshanSomali JaisawalRohit Pandita

Dilip SinghTanuja PathakManoj Vasishtha

Sanjay KumarPriyankar UpadhyayManish Pant

YatendraPradip TiwariAjay AgarwalManish Pant

Mohare R

Super AcePawan Kumar Megha AgarwalKunal Biswas

Anil KhanBimal MehataDheeraj WadhvaPraneet Barwa

Somali JaiswalChandan GuptaAmit ChauhanRohit Pandita

Dilip SinghTanuja PathakManoj Vasishtha

Sanjay KumarPriyankar UpadhyeyManish Pant

YatendraPradip TiwariAjay AgarwalManish Pant

Mohare R

NPI Projects CFTs - UTKNPI Projects CFTs - UTK

60

Way Forward:Way Forward:

1. NPI Team – Empowered Members from 1. NPI Team – Empowered Members from Functions on Projects. Functions on Projects.

2. Training to CFT – NPI Process, Roles & 2. Training to CFT – NPI Process, Roles & Responsibility. Responsibility.

3. Progress Review of Process deployment 3. Progress Review of Process deployment by committee. by committee.

4. Project Reviews by PSC.4. Project Reviews by PSC.