New product development challenges

Many of the problems and issues in new product development are that they would invest a large number of people, goods, and money that was even not predicted in the initial development plan.  When The schedule got tight, and a considerable risk is exposed. As a way to avoid that risk, they have such a bitter experience just because they have a just cause such as  “it is not possible to inconvenience customers.” 
I have seen those through many new product development sites.

Preparation for QCD and DX strategy

Regarding these true empirical stories, I have organised specific matters as a preliminary preparation for the DX strategy from the perspective of QCD (Quality, Cost, Delivery) for new product development.
 For delivery time, there are many cases that it is not clear what/when to do and how much budget at the work volume calculation for the plan. Hence, some phenomena occur in many times, such as people don’t have a strong mentality that all the participants of the new product development project must keep the schedule of the process.
 The background to this is that it seems the content of product/product planning is ambiguous, and the elemental technologies of R & D, which correspond to Research or Development each, are not well organised.
 From a cost point of view, there are many design changes, and the concentration is concentrated on some mold manufacturing companies, which hinders the schedule and results in a significant increase in cost.
 The background to this is that, in addition to what I stated for the schedule, it is because they cannot share risks between the purchasing/procurement/materials department and the design department, I would say.
 Also, from the perspective of new product development management, I could even say that since each department is an independent department, it is not possible to create a situation in which it can fully demonstrate its comprehensive strength from the beginning.
 From the viewpoint of quality control, the process from the product/product planning stage to the market is not visualised, so the component performance evaluation is ambiguous or a list of what to check and how to check it is not created.
For this reason, newly manufactured parts are often implemented based on conventional quality control methods, and it can be said that there is no mechanism for checking new quality. Hence, that poor quality control is often exposed and at the mercy of countermeasures when the molds and new parts ordered at the final stage are completed.
The background to this is because the inspection would depend on the qualities of the development engineer who carries out the check as quality control. Therefore if there were a sloppy review by a development engineer who does not have a standard quality control method, then its risk would be exposed at the final stage accordingly.

QCD and DX strategy

Then, as a preliminary preparation for the DX strategy, how do you fit the DX strategy for new product development from those contents which are organised its issues of new product development from the perspective of QCD?
 It seems that each company has a vast amount of data, such as problems and issues through the process of implementing new product development.
 First, Considering those data as “event”. And see where each event would be related in QCD, then organise the events assigned to QCD then guide those countermeasures, and then convert the countermeasures into DX. This way, those would be positioned as a DX strategy at the end.