project & product management portfolio v6

PROJECT AND PRODUCTMANAGEMENT PORTFOLIO

1992 - 2008

Steven CitronOceanside, CA 92056425-765-7887

STEVEN CITRONPROJECT AND PRODUCT MANAGEMENT PORTFOLIO

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SuperLift Contractor

SuperTower

Load Lifter

Genie Lift

Table of Contents

Product Development Projects &Related Product Management Responsibilities

Industrial Work Platform

SuperLift Advantage

GS-4390 & 5390 Rough Terrain Scissor Lifts

Genie Runabout

AWP Super Series

IWP Super Series

DPL Super Series

TMZ-50/30 Trailer-Mounted Booms

GS-1530/1930 Electric Scissor Lifts

TMZ-34/19 Trailer-Mounted Booms

Summary

Section

Business Development/Assessment Processes

Product Rationalization

New Business/Product Assessment Process

QFD - Quality Functional Deployment / House of Quality

Branding/Private Labeling/Strategic Partnerships Projects

ATD

GS-2032, 2046, 2646, & 3246 Electric Scissor Lifts

GS-2668 & 3268 Rough Terrain Scissor Lifts

Stanley Hydraulic Tools

BPI

Genie Trailer-Mounted Light Towers

GS-2632 Electric Scissor Lifts & GS3384 Rough Terrain Scissor Lifts

Bil-Jax Summit Series Trailer-Mounted Boom Family

MEC Self-Propelled Boom Family

Bil-Jax X-Boom Series


Project:Project:IWP (Industrial Work Platform)

Project Type:New Product Development

Project Drivers:

Goals/Targets:

• Continuous customer requests for an outriggerless aerial work platform.• Strategic advantage to integrate such a product into the company's portfolio.

• Develop and introduce the industry's first

Results:

Develop and introduce the industry s first outriggerless manually propelled aerial work platform.• Project outcome must meet planned targets to ensure corporate profitability. and customer satisfaction.

Results:

• Project completed on time and within budget.• Significant sales revenue impact.• High level of customer satisfaction achieved.

Duration: 1 year

Base Models: 2

Configurations (approximate): 50

Budget (approximate): < $1 000 000No pictures available of original model Current model depicted Budget (approximate): < $1,000,000

Cross-functional team size: 12

No pictures available of original model. Current model depicted.

Page 1 of 34


Project:Project:SLA (SuperLift Advantage)

Project Type:

P j t D i

• Redesign of existing multi-model product family.

Project Drivers:• The original product line had not been improved for over 15 years.• The company was losing sales revenue and market share to competitors who had developed superior products.

Goals/Targets:

Results:

• Improve product to meet or exceed customer expectations.• Integrate new and exciting features to re- establish market dominance.

Results:

Base Models: 5

• High level of customer satisfaction.• 50% sales increase.• Re-established market dominance.


Project Duration: 1 year

Budget (approximate): > $1,000,000

Cross-functional team size: 12Cross-functional team size: 12

Page 2 of 34


Project:Project:SLC (SuperLift Contractor)

Project Type:

P j t D i


Project Drivers:• Although there was a high level of customer acceptance for the SLA product line, there was a significant market segment that requested a lighter-duty product family that was similar to the original SuperLift models.

Goals/Targets:• Develop and introduce a lighter-duty version of the SLA product line to meet the market demand for a lower price point product family.• Establish key feature differentiation while

Results:

Establish key feature differentiation while maintaining a significant level of commonality with the SLA product line.

• High level of customer satisfaction.• The introduction of the SLA & SLC

Base Models: 4

product lines resulted in a 100% sales increase over the original SuperLift product family.• Re-established market dominance.



Budget (approximate): < $1,000,000


Page 3 of 34


Project:Project:ST (Super Tower)

Project Type:

P j t D i


Project Drivers:• Transfer technological elements from the SLA project to the ST product line to optimize manufacturing commonality, improve product features, and reduce overall costs.• Integrate improved features and reliability

Goals/Targets:• See "Project Drivers" section above

specifically targeted for this product line based on customer feedback and historical warranty data.

Results:


Base Models: 4





Page 4 of 34


Project:Project:LL (Load Lifter)

Project Type:

P j t D i


Project Drivers:

Goals/Targets:

• Evolution of product costing eventually drove product pricing higher than the market would bear, resulting in significant reductions in sales.

g

Results:

• Reduce cost by 50%, allowing product to be sold at an acceptable price point.

• Reduced costs by 66%.• 50% sales increase.• Achieved improvements in functionality

Base Models: 2


• Achieved improvements in functionality and reliability as outlined in project plan.

Project Duration: 9 months



Page 5 of 34


Project:Project:GL (Genie Lift)

Project Type:

P j t D i


Project Drivers:

Goals/Targets:

• Customer feedback for product improvements.• Corporate cost reduction targets.

• Improve profit margins through a 25%

Results:

• Reduced costs by 30%.40% sales increase

p p g g reduction of product cost.• Improve features, functionality and reliability.

Base Models: 12

• 40% sales increase.• Achieved improvements in features, functionality and reliability as outlined in project plan.




Cross-functional team size: 8Cross-functional team size: 8

Page 6 of 34


Project:Project:AWP Super Series (Aerial Work Platform)

Project Type:

Project Drivers:


• Original product family had a long history• Original product family had a long history of strong sales revenue and profit generation.• Competitive pressure resulting in 3 successive years of significant market share losses in a product category that had been originally established by the

Goals/Targets:• Improve product competitiveness and re-establish market leadership.

R d t t i fit i

company.• Significant "pride factor" throughout many levels of the organization.

Results:

• Sales increase resulting in market share as high as 80% within two years of product introduction.• Achieved significant feature, functionality,

• Reduce costs to improve profit margin.

and reliability improvements as outlined in project plan.• Reduced costs by 20%. Patented design improvements allowed the manufacturing team to establish a timed production flow line, reducing product assembly time by 25%.

Base Models: 18

Configurations (approximate): 10,000




• A key competitor completely withdrew from the market shortly after losing a patent infringement suit for copying elements of our design.

Page 7 of 34


Project:Project:IWP Super Series (Industrial Work Platform)

Project Type:

P j t D i


Project Drivers:• Transfer technological elements from the AWP project to the IWP product line to optimize manufacturing commonality, improve functionality, and reduce overall costs.• Integrate improved features and reliability

Goals/Targets:• See "Project Drivers" section above.

specifically targeted for this product line based on customer feedback and historical warranty data.

Results:


Base Models: 3

• Refer to AWP Super Series Project results for related market share, cost reductions and manufacturing improvements.

Configurations (approximate): 3,600




Page 8 of 34


Project:Project:DPL Super Series (Dual Personnel Lift)

Project Type:

Project Drivers:


T f t h l i l l t f th• Transfer technological elements from the AWP project to the DPL product line to optimize manufacturing commonality, improve functionality, and reduce overall costs.• Integrate improved features and reliability specifically targeted for this product line

Goals/Targets:

Results:

• See "Project Drivers" section above.

P j t l t d ti d ithi

based on customer feedback and historical warranty data.

• Project completed on time and within budget.• Significant sales revenue impact.• High level of customer satisfaction achieved.• Refer to AWP Super Series Project results for related market share, cost

Base Models: 3



reductions and manufacturing improvements.



Page 9 of 34


Project:Project:GS-1530/1930 Scissor Lifts

Project Type:

Project Drivers:

New Product Development

• Initiative to grow sales revenues in other aerial work platform product categories aerial work platform product categories.

• Initiative to become a "full line" supplier of aerial work platforms.• Strong customer feedback requesting that we enter this product category for our future business survival.• Strategic defense of existing product lines

i t h t b i lift

Goals/Targets:• Develop a 15 and 19 ft mini-scissor lift product line that meets or exceeds customer requirements.

C t lli " l iti " t

against encroachment by scissor lift manufacturers.

• Create a compelling "value proposition" to ensure market success.• Develop scissor lift production facility from the ground up, including building construction, capital equipment acquisition and installation, and hiring a new production team.

Results:• Introduced product innovations that provided key sales advantages to effectively compete against existing competitors. • World leading scissor lift manufacturer

i h l d ffi i

Base Models: 2

possessing the largest and most efficient scissor lift production facility in the world.• The overall scissor lift product family accounted for 30% of the total corporate sales revenue in 2002.

¹ This project had been managed by an outside consulting firm for two years prior to my involvement. This was the largest single undertaking in the history of the company as it involved a significant financial investment and a high level of coordination. The construction of the facility, the acquisition and installation of large amounts of capital equipment, the hiring and training of hundreds of new production team members, and the development of the initial product line made this project extremely


Project Duration: 1 year¹



p p p j ychallenging.

Page 10 of 34


Project:Project:TMZ-34/19 (Trailer-Mounted Boom)

Project Type:

Project Drivers:


• Initiative to grow sales revenues in other aerial work platform product categories.• Initiative to become a "full line" supplier of aerial work platforms.• Strategic defense of existing product lines against encroachment by trailer-mounted boom manufacturers.

Goals/Targets:• Develop and introduce a 34 ft. trailer- mounted boom to effectively compete against existing manufacturers.• Ensure product meets or exceeds customer requirements.• Create a compelling "value proposition" to

Results:

C eate a co pe g a ue p opos t o to ensure market success.

• Introduced patented product innovations that provided key sales advantages to effectively compete against existing

competitors competitors. • Dominant market share achieved within two years of product introduction, estimated to be at least 50%.• Added $10,000,000 to overall company sales revenues during the first year of production.

Base Models: 2





Page 11 of 34


Project:Project:TMZ-50/30 (Trailer-Mounted Boom)

Project Type:

Project Drivers:


• Initiative to grow sales revenues in other aerial work platform product categories.• Initiative to become a "full line" supplier of aerial work platforms and to continue to fill out our trailer-mounted boom product family.• Strategic defense of existing product lines against encroachment by trailer-mounted

Goals/Targets:• Develop and introduce a 34 ft. trailer- mounted boom to effectively compete against existing manufacturers.• Ensure product meets or exceeds

g y boom manufacturers.

Results:

Ensure product meets or exceeds customer requirements.• Create a compelling "value proposition" to ensure market success.

• Introduced patented product innovationsthat provided key sales advantages to that provided key sales advantages to

effectively compete against existing competitors. • Dominant market share achieved within two years of product introduction, estimated to be approximately 50%.• Added $15,000,000 to overall company

sales revenues during the first year of

Base Models: 3





sales revenues during the first year of production.

Page 12 of 34


Project:Project:GS-2032, 2046, 2646, & 3246 Scissor Lifts

Project Type:

Project Drivers:


• Refer to GS-1530 & 1930 Scissor Lift

Goals/Targets:

Project.

• Develop and introduce additional electric scissor lift models, necessary to fill out the complete product category, that meets or exceeds customer

Results:

Base Models: 4

• Refer to GS-1530 & 1930 Scissor Lift Project.

requirements.


Project Duration: 1 year (overlapping with GS1530/1930 Project)

Budget (approximate):

Included in GS-1530/1930 Projectj


Page 13 of 34


Project:Project:GS-2668 & 3268 Rough Terrain Internal Combustion Scissor Lifts

Project Type:

P j t D i


Project Drivers:• Initiative to grow sales revenues in other aerial work platform product categories.• Initiative to become a "full line" supplier of aerial work platforms.• Continued customer feedback requiring the development of additional scissor lift

Goals/Targets:

models to complete a similar product category.• Strategic defense of existing product lines against encroachment by scissor lift manufacturers.

Goals/Targets:

Results:

• Develop and introduce an initial rough terrain internal combustion scissor lift product family that meets or exceeds customer requirements.

• Introduced product innovations that provided key sales advantages to effectively compete against existing competitors. • The overall scissor lift product line accounted for 30% of the total corporate

sales revenue in 2002.

Base Models: 2




sales revenue in 2002.

udget (app o ate) $ ,000,000


Page 14 of 34


Project:Project:GS-4390 & 5390 Rough Terrain Internal Combustion Scissor Lifts

Project Type:

Project Drivers:


• Initiative to grow sales revenues in other aerial work platform product categories.• Initiative to become a "full line" supplier of aerial work platforms.• Continued customer feedback requiring the development of additional scissor lift models to complete the product category.

Goals/Targets:• Develop and introduce additional rough

terrain scissor lift models neccesary to

p p g y• Strategic defense of existing product lines against encroachment by scissor lift manufacturers.

Results:

terrain scissor lift models, neccesary to fill out the complete product category, that meets or exceeds customer requirements.

• Introduced product innovationsthat provided key sales advantages to

Base Models: 2

that provided key sales advantages to effectively compete against existing competitors. • The overall scissor lift product line accounted for 30% of the total corporate sales revenue in 2002.

Base Models: 2





Page 15 of 34


Project:Project:GR (Genie Runabout)

Project Type:

Project Drivers:


• Initiative to grow sales revenues in other aerial work platform product categories.• Initiative to become a "full line" supplier of aerial work platforms.• Customer feedback requesting the development of these models.• Strategic defense of existing product lines against encroachment by other aerial

Goals/Targets:• Develop and introduce a multi-model family of self-propelled vertical mast booms to effectively compete

against existing manufacturers by

g y work platform manufacturers.

Results:

I t d d d t i ti

against existing manufacturers by ensuring the product line meets or exceeds customer requirements.• Create a compelling "value proposition" to ensure market success.

• Introduced product innovations that provided key sales advantages to effectively compete against existing competitors. • Dominant market share achieved in this product category within two years of product introduction.

$

Base Models: 3





• Added $7,000,000 to overall company sales revenues during the first year of production.

Page 16 of 34


Project:Project:TML (Trailer-Mounted Light Towers)

Project Type:

Project Drivers:


• Corporate initiative to diversify the company's product portfolio to grow sales

revenues from existing product categories outside of the company's core product lines.• Corporate initiative to develop products that are counter-cyclical to existing product portfolio to allow for increased

Goals/Targets:• Develop and introduce a line of trailer- mounted light towers.• Ensure product meets or exceeds

productivity and consistent quarterly sales revenue generation.

Results:

p customer requirements.• Create a compelling "value proposition" to ensure market success.

• Introduced patented product innovationsthat provided sales advantages to that provided sales advantages to

effectively compete against creatively stagnant competitors. • 10% market share achieved within two years (and growing) in a highly competitive product category dominated by companies with strong brand name

presence directly related to this product

Base Models: 2


Project Duration: 1½ years



presence directly related to this product type. • Added $5,000,000 to overall company sales revenues in 2002.

Page 17 of 34


Projects:Projects:GS-2632 Electric Scissor Lifts &GS-3384 Rough Terrain Scissor Lifts

Project Type:

P j t D i


Project Drivers:

Goals/Targets:

• Continued expansion of scissor lift product family.

• Similar to previously listed scissor lift targets

Results:

Base Models: 2

g

• Successful introduction of both products per project schedules and budgets.


Project Duration: 1 year each


Cross-functional team size: 8 - 10

Page 18 of 34


Projects:Projects:Bil-Jax Summit SeriesTrailer-Mounted Boom Product Line

Project Type:

Project Drivers:• Bil Jax had an outdated product offering


• Bil-Jax had an outdated product offering and had been experiencing downward trending market share for several successive years.• Company was the leading scaffolding manufacturer in North American but was looking to their powered access business

f i

Goals/Targets:

Results:

for expansion.

• Improve product competitiveness and re-establish market leadership. • Reduce costs to improve profit margins.

Results:• Successful introduction of entire product family per project schedules and budgets.• Catapulted Bil-Jax back into a market leadership position for this product category.• Product offering and appeal was

l d t d l i t ti l

Base Models: 24

Configurations (approximate): 1 000's

leveraged to develop new international distribution channels. • Product offering and growth positioned the company as an acquisition target for a number of companies.• Bil-Jax was purchased by the world's third largest aerial work platform

Configurations (approximate): 1,000 s

Project Duration: 2 years



manufacturer following the introduction of this and the X-Boom product lines.

Page 19 of 34


Projects:Projects:Bil-Jax Summit Series (continued)

Page 20 of 34


Projects:Projects:Bil-Jax X-BoomsSelf-Propelled Boom Lift Product Line

Project Type:

Project Drivers:


• Substantially grow the company's

Goals/Targets:

• Substantially grow the company s revenues and market presence within the powered access industry.• Create and establish a leadership position in an innovative new product category.

Goals/Targets:

Results:

• Position Bil-Jax as an innovator and leader within a new product category. • Leverage maximum commonality of parts with the Summit Series trailer-mounted boom family.

Results:• Developed a new family of hybrid self- propelled boom lifts that would provide the transportability of trailer-mounted booms with the on-site maneuverability of conventional self-propelled booms.• Successful introduction of two of the eight

b d l i d

Base Models: 24

C fi ti ( i t ) 1 000'

base models prior to my departure from the company.• Significant sales revenues and market acceptance achieved. Positioned Bil-Jax as more than just a scaffold and trailer- mounted boom manufacturer, allowing them to leverage the International markets

Configurations (approximate): 1,000's

Project Duration: 2 years



as a new product category leader.• Maximized common components and major sub-assemblies from the Summit Series trailer-mounted boom product family to create this new product line.

Page 21 of 34


Projects:Projects:Bil-Jax X-Booms

Page 22 of 34


Projects:Projects:MEC Aerial Work PlatformsM40T & M46TJ Self-Propelled Booms

Project Type:

Project Drivers:


• MEC offered a full line of scissor lifts but

Goals/Targets:

• MEC offered a full line of scissor lifts but did not have any self-propelled boom lifts in its product portfolio. They need to be a full line provider in order to be strategically positioned for substantial growth.

• Develop a highly competitive family of

Results:• Prototypes built for key 2008 trade

Develop a highly competitive family of telescopic and articulating boom models that can be produced at a cost target that would ensure a competitive price position within the market.

Base Models: 8

Configurations (approximate): 1,000's


Prototypes built for key 2008 trade shows and were successfully marketed - we sold out our planned production capacity for nearly 6-months.• Each model is far superior in comparisons against competitive machines in the same product category

in virtually every key publishedProject Duration: 1 year


Cross-functional team size: 5 -6

in virtually every key published specification and feature.• Project was on budget and met their margin targets for each model.

Page 23 of 34


Projects:Projects:MEC Aerial Work PlatformsM40T & M46TJ Self-Propelled Booms

Page 24 of 34


Strategic Alliance/Private LabelingStrategic Alliance/Private Labeling

Company:ATD Northwest

Products:Portable Video Surveillance Systems

Business Activities:• Co-developed trailer-mounted video surveillance product.• Developed relationships, strategies and processes to facilitate mutually beneficial business arrangements. • Other details cannot be released due to proprietary agreements.

A STRATEGIC OPPORTUNITY

Page 25 of 34



Company:Stanley Hydraulic Power Tool Division

Products:Multiple product lines.

Business Activities:• Co-developed several product lines for both organizations to brand within their respective distribution systems.• Developed relationships, strategies and processes to facilitate mutually beneficial business arrangements. • Other details cannot be released due to proprietary agreements.

Page 26 of 34



Company:Terex Handlers (Baraga Products Inc.)

Products:Multi-model telehandler product line.

Business Activities:• Private labeling of Terex Handlers through Genie's distribution system.• Developed relationships, strategies and processes to facilitate mutually beneficial business arrangements.

Other Notes:

• Provided leadership for a similar project with a company in Italy that is now

• Other details cannot be released due to proprietary agreements.

with a company in Italy that is now producing Genie branded telehandlers for our international sales offices throughout Europe, Asia, Africa, and Australia.

Page 27 of 34


Product Rationalization ProjectsProduct Rationalization Projects

Project Scope/Purpose: The product rationalization process is intended to identify products which do not fit into the corporation's overall strategy for one or a combination of the following reasons:

• Low or no profit• Low sales• Unjustifiably unique or complex manufacturing processes.

The process is conducted annually and d b f i iti ti i l diproduces a number of initiatives including:

• Price increase recommendations.• Cost reduction proposals targeted for specific product lines.• Initiatives to improve sales and marketing efforts to increase sales

R lt

of targeted products.• Design for manufacturability initiatives.• Product obsolescence and related recommendations for production build- out and inventory disposition.

Results:

Project Duration: 6 - 9 months


• Significant improvements in organizational efficiency and profitability.

Page 28 of 34


New Product/Business AssessmentNew Product/Business Assessment

Project Scope/Purpose:• To evaluate and approve project proposals to ensure specific targets will be met.• Co-developed several tools that include strategic and financial evaluation criteria. A sample of one of these tools is listed below:

CONTRIBUTION ASSESSMENT SHEETNew Product Example 5/12/03 rev FNew Product Example 5/12/03 rev. F

Sales Projection Projected

Average net sell price $4,655 Current Sales Replaced by New UnitSales forecast 3,236 Current Model Current

Discount factor 0.6187 Average net sell price $0Units sold per year 0

% net Cannibalized Sales Current

List price $7,523 Model none

Average Net Sell Price $4,655 $15,062,672 Average net sell price $0Lost unit sales per year 0

Average Discounts/Expenses 3.50% $163 $527,194 Average discount/expense 3.50%Net Sales $4,492 $14,535,479 Net replaced sales $0

Per Unit Per Year

p

Variable Costs % net Current Variable Costs per unit savings

Materials Costs Materials Costs

Avg Direct Materials (BOM) $1,729 $5,595,044 Direct Materials (BOM) $0 $0Outside Processing 0.04% $2 $6,173 Outside ProcessingConsumables 0.63% $29 $94,390 ConsumablesInbound Freight - Direct 1.19% $56 $179,996 Inbound Freight - DirectOther - Direct Costs 0.87% $41 $131,549 Other - Direct CostsInbound Freight - Allocated 0.13% $6 $19,396 Inbound Freight - AllocatedOther - Allocated -0.09% -$4 -$14,118 Other - AllocatedIndirect Materials total (non-BOM) $129 $417,387

Contribution Margin-Gross 56.58% $2,634 $8,523,047

Variable Operating Costs Variable Operating CostsVariable Operating Costs Variable Operating CostsDirect Product Team Labor 11.65% $542 $1,755,359 Direct Product Team LaborIndirect Product Team Labor 5.26% $245 $792,556 Indirect Product Team LaborProduct Team Expenses 1.26% $59 $189,940 Product Team ExpensesCorporate Overhead 0.00% $0 $0 Corporate OverheadAdditional marketing $0 $0

Contribution Margin-Net $1,788 $5,785,193 Cost Reduction per Unit $0

Allocated Fixed Costs Development Costsper hour hours totals

Fixed Operating Costs Engineering cost $40 0 $0 Product Team Expenses 2.41% $112 $362,861 Process set up labor $40 0 $0Equipment Depreciation & Rent 1.73% $80 $260,006 Distribution set up cost $40 0 $0

Warranty Expense 2.85% $133 $429,783 Prototypes $0 Corporate Overhead 8.22% $382 $1,237,559 Testing and Certification $0Sales and marketing 6.00% $279 $903,760 Tooling $0

Operating Profit $801 $2,591,224 Equipment $0

% Operating Profit 17.2% Other (patents, travel, etc.) $0

Total development cost $0

Cash and Earnings Impact

Cash Impact of Program Investment Value of ProgramDevelopment costs $0 Return analysis time (years) 3Average weeks of on-hand inventory 2 Time to market (years) 1Cost to develop inventory $336,549 Amount invested $3,281,708Average days payment terms 90 Cost of capital 9.50%Cost to develop accounts receivable $2 945 158 58 Incremental Operating Earnings (annual) $2 500 532Cost to develop accounts receivable $2,945,158.58 Incremental Operating Earnings (annual) $2,500,532

Total investment: $3,281,708 net present value $2,991,893

Net Present Value (adjusted) $2,732,322# of months from project start to first production unit 1 Return 56%# of months from project start to production at rate 12

-300,000

-200,000

-100,000

0

100,000

200,000

300,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Cash Flowmonth 1 will be in the past on in

process projects

Operating Earnings Impact of Program

Cost Reduction Impact (annual) $0 (positive value is a cost reduction)

Sales Revenue Impact (annual) $14,535,479 (new net sales - old net sales)

Operating Earnings Impact (annual) $2,500,532 (additional net sales * profit percent) + total cost reduction

-400,000

Month (from project start)

Page 29 of 34

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nal o

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2012

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r an

nual

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new

pro

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s.

Is id

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nal

ysis

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est

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ize.

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nt P

enet

ratio

n.•

Impa

ct o

n ex

istin

g pr

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t lin

e &

bus

ines

s.

•T

he C

ompe

titio

n.•

Who

buy

s th

e pr

oduc

t?•

How

will

we

get

the

prod

uct t

o m

arke

t?

Ch

eckl

ist

for

eval

uat

ing

new

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du

ct

con

cep

ts:

1.C

ontr

ibut

ion

to p

re-t

ax r

etur

n on

inve

stm

ent.

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stim

ated

ann

ual s

ales

.3.

Est

imat

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row

th p

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rodu

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ife C

ycle

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Cap

ital i

nves

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t pay

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5.P

rem

ium

-Pric

e P

oten

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Pro

du

ct A

sses

smen

t

CO

NC

EP

T S

EL

EC

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N

IDE

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AT

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OD

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T

PR

OD

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T P

LA

NN

ING

MA

TR

IX

TE

CH

NIC

AL

MA

TR

ICE

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NE

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R E

AC

H S

UB

-SY

ST

EM

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QF

D: A

pro

cess

for

tran

slat

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cust

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exp

ecta

tions

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d

esig

n an

d pr

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s pa

ram

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s

PR

OD

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TS

UB

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AS

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UT

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ST

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AR

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T D

AT

A

TE

CH

NIC

AL

CO

NC

EP

TS

/IDE

AS

Out

put/R

esul

ts:

- W

hat t

he c

usto

mer

exp

ects

.-

How

impo

rtan

t is

each

exp

ecta

tion

(prio

ritiz

ed).

- P

relim

inar

y co

st ta

rget

s fo

r e

ach

sub-

syst

em o

f the

des

ign

bas

ed o

n its

' ove

r-al

l c

ontr

ibut

ion

to c

usto

mer

exp

ecta

tions

.-

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limin

ary

risk

anal

ysis

.-

Rou

gh c

ut c

ompe

titiv

e b

ench

mar

king

(us

ing

com

petit

ive

lite

ratu

re a

nd p

revi

ous

data

).

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put/R

esul

ts:

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ea g

ener

atio

n fo

cuse

d on

det

erm

inin

g po

tent

ial w

ays

to s

atis

fy c

usto

mer

exp

ecta

tions

.-

Man

y id

eas

gene

rate

d fo

r ea

ch c

usto

mer

exp

ecta

tion

and

the

man

ufac

turin

g pr

oces

s.-

Rou

gh s

cree

n ev

alua

tion

and

elim

inat

ion

to d

eter

min

e w

hich

ide

as h

ave

the

mos

t pot

entia

l.-

Idea

s re

-cat

egor

ized

by

affe

cted

sub

-sys

tem

s an

d th

en c

ateg

oriz

ed b

y sh

ort,

med

ium

, and

long

term

im

plem

enta

tion.

- Id

eas

rega

rdin

g m

anuf

actu

ring

pro

cess

es to

be

take

n in

to c

onsi

dera

tion

durin

g th

e de

sign

pha

se.

MA

NU

FA

CT

UR

ING

PR

OC

ES

SE

S

Out

put/R

esul

ts:

- A

llow

s sy

stem

atic

eva

luat

ion

and

sel

ectio

n of

var

ious

con

cept

s b

ased

on

the

best

"ba

lanc

e" b

etw

een

mee

ting

the

cust

omer

exp

ecta

tions

and

mee

ting

the

str

ateg

ies

of th

e or

gani

zatio

n.

Ste

ven

Cit

ron

TE

CH

NIC

AL

TE

CH

NIC

AL

Out

put/R

esul

ts:

- T

echn

ical

(de

sign

) pa

ram

eter

s w

hich

dire

ctly

pay

-off

to c

usto

mer

exp

ecta

tions

for

eac

h su

b-sy

stem

.-

Prio

ritiz

ed im

port

ance

rat

ing

for

each

tec

hnic

al p

aram

eter

bas

ed o

n its

' o

ver-

all c

ontr

ibut

ion

to s

atis

fyin

g c

usto

mer

exp

ecta

tions

.-

Tec

hnic

al b

ench

mar

king

par

amet

ers

and

ana

lysi

s.-

Iden

tific

atio

n of

pos

itive

and

neg

ativ

e c

orre

latio

ns b

etw

een

para

met

ers.

- T

arge

t val

ues

(spe

cs)

for

desi

gn.

- R

isk

anal

ysis

on

each

spe

cific

tec

hnic

al p

aram

eter

.

CO

NC

EP

TS

/IDE

AS

PA

RT

CH

AR

AC

TE

RIS

TIC

S M

AT

RIX

(on

ly f

or

the

syst

em c

ho

sen

to

be

carr

ied

fo

rwar

d)

QU

AL

ITY

PL

AN

NIN

G M

AT

RIC

ES

MA

NU

FA

CT

UR

ING

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S M

AT

RIC

ES

INP

UT

FO

R T

HIS

ST

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=T

EC

HN

ICA

L M

AT

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ES

Ste

ven

Cit

ron

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D: A

pro

cess

for

tran

slat

ing

cust

omer

exp

ecta

tions

into

d

esig

n an

d pr

oces

s pa

ram

eter

s

PA

RT

S C

HA

RA

CT

ER

IST

ICS

(TH

ICK

NE

SS

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DIU

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LE

NG

TH

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C.)

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put/R

esul

ts:

- T

rans

latio

n of

tech

nica

l par

amet

ers

int

o sp

ecifi

c pa

rts

char

acte

ristic

s th

at w

ill m

eet t

he te

chni

cal p

aram

eter

targ

et v

alue

s.

MA

NU

FA

CT

UR

ING

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OC

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SS

TE

PS

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LE

AN

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LD

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INT

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C.)

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put/R

esul

ts:

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rans

late

s th

e cr

itica

l par

t cha

ract

eris

tics

into

pr

oces

s st

eps

whi

ch w

ill m

eet t

he n

eces

sary

re

quire

men

ts.

- S

et c

ost/t

ime

targ

ets

for

each

bas

ic fu

nctio

n or

pro

cess

ste

p.-

Iden

tifie

s th

e m

ost i

mpo

rtan

t pro

cess

ste

ps to

ach

ieve

the

par

ts c

hara

cter

istic

s.-

Out

put p

rovi

des

data

for

deta

iled

man

ufac

turin

g flo

w c

hart

s, a

llow

ing

anal

ysis

and

pro

cess

impr

ovem

ent

bef

ore,

dur

ing

and

afte

r pr

oduc

t int

rodu

ctio

n.

Out

put/R

esul

ts:

- C

ontr

ol p

oint

s fo

r es

tabl

ishe

d pr

oces

s st

eps.

- D

eter

min

es p

roce

ss c

ontr

ol p

oint

s to

ens

ure

pro

cess

con

sist

ency

.-

Hel

ps e

stab

lish

proc

esse

s w

hich

will

ens

ure

con

sist

ent o

utpu

t by

limiti

ng th

e va

riatio

n in

the

man

ufac

turin

g pr

oces

s.-

Set

cos

t/tim

e ta

rget

s fo

r ea

ch q

ualit

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ea.

MA

NU

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CT

UR

ING

PR

OC

ES

SS

TE

PS

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NU

FA

CT

UR

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PR

OC

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SS

TE

PS

QU

AL

ITY

CO

NT

RO

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QU

AL

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CO

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RO

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QU

AL

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CO

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RO

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OIN

TS


Project & Product Management Experience: 16 yearsj g p y

Project types:New Product DevelopmentProduct ImprovementCost ReductionsProduct RationalizationNew Product/Business DevelopmentpStrategic Partnership/Private Labeling/BrandingDistribution Development

Typical project durations: 9 - 18 months

Typical cross-functional team size: 8 - 12

Formal Education and Training:• Leadership training • Value engineering• Management training (McGraw Hill) • Rapid new product development• Project management (multiple courses) • Formal & extensive QFD training• Total Quality Management • Total customer satisfaction• Lean manufacturing • Creative problem solving

Project planning tools/process experience:GOAL/QPC S M t d Pl i T l Oth t l /GOAL/QPC Seven Management and Planning Tools: Other tools/processes:

• Affinity Diagrams • Gantt Charts• Interrelationship Digraphs • Pert Charts• Tree Diagrams• Matrix Diagrams• Prioritization Matrices • Contribution Assessment• Process Decision Program Chart (PDPC) • Pugh's Concept Selection

• Quality Functional Deployment & HOQ

g ( )• Activity Network Diagram

Other misc. problem solving tools• The Seven Quality Control Tools (7QC)

Accomplishments:

Process

• Proven track record of product management and project leadership resulting in theintroduction of several new and improved products, representing cumulative sales of

• Responsible for product rationalization/life cycle management processes, results of which have contributed to efficiency gains and related improvements in profitability. • Served as project and product planning manager, responsible for market research,

introduction of several new and improved products, representing cumulative sales of several billion dollars, significantly impacting the success of a number of companies.

competitive benchmarking, final design specifications and leading cross-functional teams from concept generation through market introduction, sales, and customer

support for over 100 products (primary model configurations) over the past 16 years

are the industry benchmark, with market shares near or in excess of 50%.• Named inventor and co-inventor on several U.S. patents.

• Several products mentioned above have received awards and recognition. Many support for over 100 products (primary model configurations) over the past 16 years.

Page 34 of 34

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