EPDP Overview Training For Teams

Enterprise Product
Delivery Process
(EPDP)
Detailed Review
What: A Detailed Review of the EPDP
Who: Primarily for Unit Middle Management, Team
Leaders & Team Members
How Long: Approximately 3 Hours
Questions or need assistance? - Contact your
unit PDP Coordinator or EPDP Manager
11 August02/JWA
1
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt Updated: 11August2002
Printed copies are uncontrolled and may not be current. All rights reserved by Deere & Company under the copyright laws.
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2
Introduction to the EPDP
Key Overview Goals
What, When & Why Project Template
Vision & Goals Build Terminology
Fundamentals Milestones
The Levels Web Site
Compared to Epdp Organization
Division PDPs Next Steps
The Phases Division Plans
The Subprocesses
3
What is PDP?
A standard set of recommended
activities organized in a logical
sequence, for the purpose of
sequence,
defining, developing, and then
implementing new or revised
products and the processes
necessary to build and support
them.
4
History of PDP
About 12 years old
Originated at Harvester & Waterloo
Grew to WW Ag and then to other
Divisions
Each Division re-
re-invented their own
A number of Units added their own
unique requirements, roles,
responsibilities, etc.
5
Original Intent
Division PDPs would have high level
content
Units could add to but not change
Division PDPs
6
Results
Division PDPs did not resemble each
other
Units lost their association with their
Division PDPs
No documented templates, tools or best
practices
No communities of practice
But, many Units recognized the value in

having a PDP and following it!
7
Why EPDP?
PDP is a critical competitive

advantage - we need to strengthen
that advantage against
consolidating industries
We need to leverage our Best
Practices and enable Continuous
Improvement across the Enterprise
to meet increasing customer
expectations
8
Why EPDP?
To enable better alignment of Deere

partner project plans
(e.g. have the same gates and
milestones in our project plans)
We need common processes &
terminology to support the strategic
DABA initiatives (Design Anywhere
- Build Anywhere)
9
Why EPDP?
By the end of 2003, we must

fundamentally change the way that
we bring products to market.
Nothing less will create the
necessary breakthroughs to help us
achieve 20% Operating Return on
Assets.
Robert W. Lane
10
EPDP Vision
Provide a world class enterprise-
enterprise-
wide Product Delivery Process that
is dramatically more responsive to
customer needs and gives us a
distinct competitive advantage as
measured by product integrity and
support, by shorter program
support,
duration and expense, and by
superior financial results.
11
KEY EPDP GOALS
Drive Enterprise commonality to provide a
better basis for leverage and synergy
Drive more predictable project results in
terms of schedule, quality, and cost
Reduce project cycle times
Integrate the process with other functions
and processes
Enable the process using a common suite
of tools
Deploy the EPDP to the point where it has
become a self evident competitive
advantage 12
EPDP PROCESS GOAL
The EPDP reflects where we

want to be
not where we are
13
FUNDAMENTALS
Involve Suppliers early in the

process
Rigorously track costs, and evaluate
the quality of cost in all phases
Minimize the number of physical
builds required to do the project
Cross functional teams
Manage and minimize scope change
14
EPDP FUNDAMENTALS
Marketing and customers are
involved in every phase
Electronic tools are leveraged as
much as possible
New component and technology
development prior to PDP
Overall schedule detailing key tasks,
responsibilities & due dates
15
EPDP FUNDAMENTALS
Activities and deliverables agreed on
before each phase
Systematic review process
Metrics reviewed regularly with
corrective action taken as needed
Completion of deliverables is
demonstrated to close each phase
Adequately staff and fund projects -
or dont do them
16
Application
Every project team will need to
determine which activities are
appropriate for their project and
scale those activities to a level that
their specific business (product line)
can support at an appropriate level
of risk for that business.
17
Level 1 Enterprise PDP
Strategic Planning
Strategic Plans & Perf. Obj.
Leadership
Enterprise Technology
Strategy
Critical Technology Plan
Portfolio Management
Approved Customer Solution Focused Projects
Technology Delivery
New Tech & Knowledge
Product Delivery
Component Development
Proven Concepts, Systems &
Components
Project PDP
Solutions Available for Delivery
Continuous Improvement PDP

Solutions Maintained & Improved for Delivery
Order Fulfillment
Solutions Delivered to Customer
Other Customer
Processes
Customer Support
Ongoing Support for Customer
Customer Acquisition
Customer Needs & Feedback
Strategic Planning
Leadership
Strategy
Technology Delivery
Product Delivery
Components
Project PDP

Order Fulfillment
Other Customer
Processes
Customer Support
EPDP Phases and EPMP
PMP CYCLE TIME PDP CYCLE TIME
PH 1 PH 2 PH 3 PH 4 PH 5 PH 6
Project
Long Term Project Project Project Continuous
Verification
Business Planning Definition Development Implementation Improvement
& Validation
Leadership Review Gate 2

Project Draft Project Compilation & Scoring Portfolio

Analysis & Commitment
Screening
Score New Projects
between and within

Portfolio Scenarios
Update Scores on
Compile Product
Trade-off Analysis
Compile Detailed
Ideas
Queued projects
Review Validate
Committed and
Committed
Project Drafts
Peer/External
Innovations
Project Plans
Line Plans
Projects
Requests
Scenarios
Compile
Portfolio
Scores
Create
PMP Process Map Level 2

Portfolio Mgmt Process Alignment
Project Draft Project Portfolio
Analysis & Compilation & Commitment
Screening Scoring
Products,
Score New Projects
Portfolio Scenarios
Leadership Review
Trade-off Analysis
Update Scores on
Compile Detailed
Queued projects
Review Validate
Compile Product
Services & Tech
Create Portfolio
Committed and
Review Gate 2
Review Gate 1
Peer/External
Project Drafts
Project Plans
Leadership
Leadership
Line Plans
Scenarios
Portfolio Mgmt
Compile
Scores
Gate 0
Proposal Proposals Proposals to
Project
Decision be scored
Making Proposals to Commitments
be detailed Gate 2
Gate 0
Leadership
CSP & Planning
OFP
Exec Measure
Marketing Plan
ute
Business Intelligence Development Revise
Mark
CAP Market &
eting
Plan
Strategies &
Plans
Product Customer
Planning Retention
PH 1 PH 2 Project
PH 3 PH 4 PH 5 PH 6
PDP Product Line
Planning
Definition Project
Development
Other efforts to meet the needs of the customer or the business

Strategic Planning
Leadership
Strategy
Technology Delivery
Product Delivery
Components
Project PDP

Order Fulfillment
Other Customer
Processes
Customer Support
Strategic Planning
Leadership
Strategy
Technology Delivery
Product Delivery
Components
Project PDP

Order Fulfillment
Other Customer

Processes
Customer Support
Strategic Planning
Leadership
Strategy
Technology Delivery
Product Delivery
Components
Project PDP

Order Fulfillment
Other Customer
Processes
Customer Support
EPDP Process Documentation
Level 1
Level 1 Enterprise PDP Agre ed to by E PD P
Revise d 24Oc t 2001
With Key Connections to Customer Processes
Strate gic Plannin g

Strategic Plans & Perf . Obj.
Leadership
Level 2
Enter prise T ec hnology
Strategy
Critic al Technology Plan
Portfolio Managem ent

Approv ed Customer Solution Foc us ed P rojec ts
T echno logy Del ive ry

28-Sep-01 E-PDP GRID Level 2
Product Delivery
Com ponent Development Phase # 1 2 3 4

Prov en Concepts , S yst ems & Long Te rm Proje ct Project Proje ct
Components
PDP Busine ss De finition De velopm ent Verifica tion
Project PDP Sub-Process Pla nning & Va lida tion
Level 3
Custustom er M 1M 2M 3M 4M
Solut ionsA vailable for D eliv ery Acquisition 1) Compile Business Intell'gce 1) Define Competitive 1) Develop Product/Market 1) Implement Product/Market
Inte gra tion 2) Complete Customer Configuration to meet Introduction Plan Introduction Plan
Con tin uou s Impr ov ement PDP Segment As sessments Customer & Business Needs 2) Review Business Environment 2) Validate configuration
Solut ionsMaintained & E-CAP
Improved forCouncil
Delivery 3) Develop & Priortize needs, 2) Define & Validate Bus. Plan 3) Insure fit of configuration with Customers
Gaps & Opportunities 3) Complete Concept Models concepts to meet 3) Monitor Business
4) Review TDP projects customer requirements Environment
Order Ful fill ment Product D 1D 2D 3D 4D
De sign
Solut ions Deliv ered t o Customer 1) Provide Input for Long 1) Conduct Technical 1) Dev & share digital models 1) Verify Engineering BOM
Other Customer
Olson Charles D Range Product Plans Assessments for Electronic Evaluation 2) Perform problem analysis
Processes
2) Identify systems and 2) Capture Design Intent with 2) Perform Engr Analysis 3) Refine design to resolve
Customer Support Components that require General Spec 3) Finalize General Specification PV&V, customer, and other
O ngoing Support for C ustomer separate Development and concept model 4) Create Design, issues
3) Initiate Data Management Project Management Sub-Process of PDP: Phase 1 - Long Term Business Planning
Engineering BOM and 4) Complete part release for
4) Begin Competitive Evaluatn release for physical build production
Inputs Activities & Events Outputs
Cus tomer Acqu isition Product Ve rifica tion V 1V 2V 3V 4V
a nd Va lida tion 1) Identify PV&V Core 1) Establish initial reliability Leadership
1) Evaluate
(Unit, design per PV&V 1) Evaluate design per PV&V
29 October 2001 1
Level 4
Cust omer Needs & Feedback Competancies /Gaps and functionality risk (input Division,Plan Plan
Plan for Milestone Revise Plan per Plan for Phase 2 Phase 1
Ghere Gary into Project Risk Enterprise)
2) Based on PV&V plan results,2) Based on PV&VHigh planLevel Project Plan
results,
Planning
Reviews PMP Direction Activities Presentation
Assessment) update reliability and update reliability and
Strategic Phase 1 Project
2) Develop PV&V Plan Plan,functionality
World risk (input into functionality risk (input Project
intoPlan Revised Plan
Schedule Estim ates
and track Metrics WideProject
Product Risk Assessment) Project Risk As sessment)
- Planning & Risk Assessment Line Plans,
- Planning & Risk Assessment - Planning & Risk Assessment
Unit Goals, Signed
- Design Analysis - Design Analysis - Design Analysis
M easure & Track

Strategic Phase 1
3) Develop Reliability Plan - Lab Test
Initiatives - Lab Test RegularMeasurement of Progress to Phase Review
Project
3) Execute Reliability Plan - Field Test Charter
3) Execute Reliability Plan Current Status Management &
OFP O 1O 2O CAP/PMP
3O 4O Team
Inte gra tion 1) Review current and identify 1) Define rqmts to balance 1) Create Manufacturing 1) Validate Finish Inv Mgmt Commitment
Business
TBD
OFP Vision and Strategy & demand to meet cust & bus Operating Strategy
Opportunity system
Identify Key
Respons e
Hellenthal Nicholas 2) Establish OFP Product 2) Define Inventory strategies 2) Develop Inventory Plan 2) Validate Order entry system Approved
Issues
Line Goals and Objectives for raw, wip and finished 3) Develop Order Policies 3) Validate Shop Floor Phase 2 Plan
3) Define the distribution, 4)CAPDevelop the Distribution, Execution System Issues / Action
Items
invoice and collect plan Invoice and Collect Plan 4) Validate Distribution System
4) Define the Mfg site(s) Marketing
Ma nufa cturing A 1A 2A Plans
3A 4A
Docum entation
De sign 1) Create/update operations/ 1) Prepare Manufacturing Plan 1) Define Mfg Process flow 1) Build & debug Document Phase Identify
Developlong LTeam
Project/T & Charter
Materials Program
manufacturing plan 2) Quantify trade-offs for 2) Design and Develop high risk equipment
OFP Metrics
Dumolien W illiam - core competencies make-vs. buy. Facilities and Equipment 2) Simulate toUnderstanding,
verify Phase Report &
Consensus
Presentation
Trees David - operating criteria 3) Identify New Mfg 3) Identify Long lead time &
Operations process plans
2) Concept Design of and Technologies Plans risk items 3) Continue E build process
4) Build physical parts to
Communication
Publish Phase 1
and Equipment 4) Perform Electronic build 4) Iterate E build until costs verify
Results Lessons
3) Define equipment financial concept process tasks CSPand times meet goal methods and capabilities Learned
investment levels 5) Plan ramp-up schedule 5) Document methods Management & Team Awareness Updated Team
Custom er
Support
Plans
Prepare for Phase

Management
2 Team Kick-Off F eedback to

Team
PMP
Team Plans
Prepare for
Leadership
Address Roadblocks Project

Phase Review
Phase 1 Manager
Effective Team Phase
Logistics
EXAMPLES, TOOLS, TEMPLATES, BEST PRACTICES, PROCEDURES, &

PROJECT APPLICATION25 TEMPLATE
EPDP Level 2
Phase # 1 2 3 4 5 6
Product Line Business Project Proje ct Project Project Continuous
PDP Plan De ve lopment De finition De ve lopment Demonstration Implementation Improvement
Mike
Sub-Process Flennike n/DavHolm Chris Myers Da ve Larson Bria n Rauch Gail Leese Ted Breidenbach
Custustome r M 1M 2M 3M 4M 5M 6M
1) Compile Business 1) Define Competitive 1) Establish Tactical 1) Deploy Marketing 1) Measure progress to
Acquisition Intell'gce config Goals 1) Formulate Tactical Plans plan
to meet cust&Bus 2) Develop/retain 2) Obtain Customer
Integration 2) Complete Customer needs and Objectives Marketing Plan Segment feedback
Segment 2) Define & Validate 2) Review Business 2) Validate Physical and Customer 3) Respond to Cust.
Assessments Bus. Plan Environment Build Relationships Needs
3) Develop & Priortize 3) Define & validate 3) Validate digital 4) Modify Strategies &
Doug Linnebur needs, detailed concept with Customers Plans
Gaps & specs with model with 3) Communicate
Opportunities customers customers Marketing
4)Define Info & Training
Rqmts plan to stakeholders
Product D 1D 2D 3D 4D 5D 6D
1) Dev & share digital 1) Verify Engineering 1) Refine design to 1) Make Design
Design 1) Provide Input for Long 1) Conduct Technical models BOM resolve Changes
Range Product for Electronic 2) Perform problem early production and to support
Olson Charles D Plans Assessments Evaluation analysis other continuous
2) Capture Design Intent 2) Perform Engr 3) Refine design to
2) Identify systems and with Analysis resolve issues Improvement goals
Components that 3) Finalize General PV&V, customer,
require General Spec Specification and other
separate
Development and concept model 4) Create Design, issues
3) Initiate Data Engineering BOM 4) Complete part
Management and release for
4) Begin Competitive release for physical
Evaluatn build production
Product Ve rification V 1V 2V 3V 4V 5V 6V
1) Establish initial 1) Evaluate design per 1) Evaluate design per 1) Verify & Validate
and Validation 1) Identify PV&V Core reliability PV&V PV&V 1) Complete execution design
and functionality changes as
Competancies /Gaps risk (input Plan Plan of PV&V Plan required to
2) Based on PV&V plan 2) Based on PV&V plan 2) Based on PV&V Plan
Ghere Gary into Project Risk results, results, results, support Continuous
Assessment) update reliability and update reliability and finalize reliability and Improvement Goals
functionality risk (input functionality risk (input functionality risk 2) Archive PV&V results
2) Develop PV&V Plan into into (input into and
Project Risk Project Risk Project Risk
2) Define Competitive and track Metrics Assessment) Assessment) Assessment) procedures
Configuration to - Planning & Risk - Planning & Risk - Planning & Risk - Planning & Risk
meet Assessment Assessment Assessment Assessment
Customer &
Business Needs - Design Analysis - Design Analysis - Design Analysis - Design Analysis
3) Develop Reliability
Plan - Lab Test - Lab Test - Lab Test - Field Test
3) Execute Reliability 3) Complete Product
Plan - Field Test Reliability
3) Execute Reliability
Plan Assessment
14 Subprocesses
Whats New/Planned?
Many Tools, Templates & Examples:
M.S. Project Schedule Template
Part, Process & Assembly Reviews
World Wide Event Tracking System
Virtual Manufacturing (Deere Production System)
Cost Tracking Procedure
Product Specifications Teamplate
Product Line Plans Recommended Contents
Phase Plans (next phase)
Phase Reviews and Evaluations (last phase)
Etc.
27
E
Phase Comparison
N
T
E PH 1 PH 2 PH 3 PH 4 PH 5 PH 6
R Product Line
Project Project Project Project Continuous
P Business Plan
Definition Development Demonstration Implementation Improvement
R Development
I
S
E
P
D
P
Concept Evaluation & Selection
Confirmation & Implementation
RAMP UP & FULL PRODUCTION

World Wide Product Line Plan
IDENTIFY POT. CONCEPTS
TEST BEDS & MOCK-UPS
PROTOTYPE BUILDS
IDENTIFY POT. CONCEPTS
AND VERIFICATION
PILOT/LIMITED BUILD
Ag.
Production & Continuous

Program Definition
Div.
LAUNCH TEAM
Improvement
D
P
Program Development
Phase 1 2 3 4 5 6
Phase Phase Phase Phase Phase Phase

Review Review Review Review Review Review
How is EPDP different than
Ag. Div. PDP?
Subprocesses
EPDP
Customer Acquisition Integration
Ag. Div. Product Design
Product Verification and Validation
Customer
OFP Integration
Marketing
Manufacturing Design
Customer Support
Supply Chain Integration
Business/Financial
Customer Support Integration
Quality/Reliability
Financial Management
Product Safety
Cost Management
Product/Process Eng.
Quality Integration
Production
Resource Management
Materials Management
Product Safety
Order Fulfillment
Engineering Standards
Human Resources
29
Project Management
E
Phase Comparison
N
T PH 1 PH 2 PH 3 PH 4 PH 5 PH 6
E
R Product Line
P Business Plan
R Development
I
S
E
P
D
P
Portfolio Portfolio
CONTINUOUS IMPROVEMENT
Portfolio
C Assessment Planning Commit-
PROTOTYPE VERIFICATION
& Analysis ment
&
F
Project Commitment Gate 2
Business Opportunity Plans
iMPLEMENTATION
Detailed Project Analysis
P
Product Line Planning
Gate 0 BARB Review
Gate 1 Barb Review
M
& Portfolio Merge
for Commitment
P
Select Projects
Assessments
&
P
D
P
Step 1 2 3 4 5 6 7 8 9? 10? 11? 12? 13? 14? 15? 16?
Gate Gate Gate Gate

0 1 2 3
C&F PDP?
Subprocesses
EPDP
C&F Product Design
Product Verification and Validation
Market Value
OFP Integration
Design / Verification
Manufacturing
Supply Integration
After Market Support
Financial Benefit
Cost Management
Quality
Quality Integration
Technology Application
Resource Management
Process Management
Product Safety
31
Project Management
I
T
P
P
E
E
S
P
E
E
D
C
&
C
R
R
N
Team
Milestone
1
Concept Captured
PHASE
2
CONCEPT
Concept Assessed
PH 1
PSC
3
Review
Market Analysis
Product Line
Development
Program
Business Plan
Approved
Definition
4
Product Definition-Step 1
5
Technical Feasibility Assessed
6
PHASE
Advanced Quality Plan Completed
DEFINITION
7
PH 2
8
Project
AFE Completed
Definition
ent
PSC
9
Review
Product
Approved
Developm
Sourcing Plan Finalized
Supplier Digital Models Received
E-Design
Digital Product Model Completed
10 11 12
PH 3
PSC
Project
Design
13
Review
Virtual Build/Digital Product Model
Product
DESIGN PHASE
Approved
Validated
Development
Alpha/Beta Final Test Plan
14
E-Test
Phase Comparison
Completed
Alpha Build Completed
15 16
Alpha Prototypes Validated
PH 4
PSC
Project
Review
Testing
Beta Build Completed
Product
Approved
PHASE
Demonstration
PROTOTYPE
Beta Prototype Deployed

Beta & Reliability Testing
17 18 19
Completed
PSC
Review
Strategic Marketing Plan
Product
Approved
20
Finalized & Communicated

PH 5
Project
Roll-Out Plan Approved

21
Capable Processes, Control Plan,

Implementation
22
& Manuals Completed

Service Parts Available
LAUNCH PHASE
1st Production Build w/ Attachments

Marcom Materials Prepared
PH 6
Sales & Service Training Completed

23 24 25 26
PSC
Continuous
Review
Release
Improvement
Shipping
Approved
Project Closure
27
CIALIZE
PHASE
28
COMMER-
Team Review Meetings

PSC
Post
Review
Launch
Reviews
Phase Comparison
E PH 1 PH 2 PH 3 PH 4 PH 5 PH 6
- Product Line
Business Plan
P Development
D
P
Gen. 1 Gen. 2 Gen. 3

J Mule
Life Test Life Test Life Test
D
Design, Design,
P Business
Performance, Performance & Follow-up
S Viability - Product Production
Manufacturing Manufacturing &
Project Definition Startup
Process Process Closure
Basis
Evaluation Verification
P
D
P
Phase Review 1 2 3 4 5 6
Team Staffed AFE Approval Tooling Ordered Change Control PPAP Project Closure
How does EPDP align with
JDPS Portfolio Mgmt?
PH 1 PH 2 PH 3 PH 4 PH 5
E Product Line
P Project Project Project
Business Plan
Project Definition Development Demonstration Implementation
D Development
P
Portfolio Portfolio Portfolio

J Assessment Planning Commit-
D & Analysis ment
P
Project Commitment Gate 2
Business Opportunity Plans
S
Gate 0 Portfolio Review
Gate 1 Portfolio Review

Detailed Business Plan
Product Line Planning
P
& Portfolio Merge
for Commitment
M
Select Projects
Assessments
Step
1 2 3 4 5 6 7 8
Gate Gate 34Gate
0
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt 1 2 Updated: 11August2002
JDPS Program PDP?
Roles vs Subprocesses
JDPS Roles EPDP Subprocesses
Marketing Customer Acquisition Integration
Applications Product Design
Product Engineering Product Verification and Validation
Reliability Analysis Engineering Standards
Manufacturing Product Safety
Supply Management OFP Integration
Product Support Manufacturing Design
Finance Supply Chain Integration
Leadership Customer Support Integration
Quality Financial Management
Cost Management
Resource Management
35 Project Management
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt Quality Integration
Updated: 11August2002
EPDP
Project Project Continuous

Product Line Project Project
Development Demonstration Imp.
Business Definition Imp.
Obj: Design Obj: Verify & Obj: Verify,
OBJECTIVES
Plan Obj: Identify Obj: Achieve

PHASES &
& Dev. Validate Validate &

Development & Evaluate Production
Concepts & Concepts & Respond
Obj: Define Potential Readiness;
Cust. Process Customer based on
Market & Concepts to Produce
Strategies Process Customer
Strategic Address & Introduce
to Achieve Strategies Feedback
Business Business to
Gen. Spec. to Achieve to Ensure
Opportunity Opportunity Market
& Project Project Objectives
Place
Objectives Objectives are Met
KEY PHASE ACTIVITIES
SELECT CONCEPT
LIMITED (PILOT)
OPPORTUNITY
BUILDS & V&V
IMPROVEMENT
BUILD & V&V
SIMULATIONS
PRODUCTION
CONTINUOUS
RAMP UP TO
PROTOTYPE
CORE TEAM
TEST BEDS
MOCK-UPS
BUSINESS
ANALYSIS
IDENTIFY
FULL
AFE
1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase

Review Review Review Review Review Review
Phase Descriptions
Phase
1 2 3 4 5 6
Product Line Project

Project Project Project Continuous
Business Verification
Definition Development Implementation Improvement
Plan Dev. & Validation
Product Design
Product Verification &Validation
OFP Integration
Supply Management Integration
6 Phases
Sub-processes Financial Management
Cost Management
Quality Integration
Resource Management
Product Safety
37
Project Management
Phase Description
Phase 1 Description: Product Line Business Plan
Development
Phase
1 2 3 4 5 6

Business Definition Development
Verification
Implementation Improvement
Plan Dev. & Validation
Define market and strategic business

opportunity
Initial identification and project scope
Assessments (gaps, needs, opportunities)
Output is a proposed project
PMP Output - projects approved/declined for detailed analysis
38
Phase Description
Phase 2 Description: Project Definition

Phase
1 2 3 4 5 6
Long Term Project
Planning & Validation
Identify and evaluate potential concepts to

address business opportunity
Input includes high level project plan
Output includes proposed AFE, concept models, general
specification, detailed project plans
PMP Output - Committed & declined projects
39
Phase Description
Phase 3 Description: Project Development
Phase
1 2 3 4 5 6
Long Term Project
Design and develop concepts and

processes to achieve final general
specification and project objectives
Input includes approved AFE, concept models, general
specification, and detailed project plans
Output includes completed design, virtual verification of
product and processes, and plans for physical build(s)
40
Phase Description
Phase 4 Description: Project Demonstration
Phase
1 2 3 4 5 6
Long Term
Business
Definition Development Dem. Implementation Improvement
Planning
Verify and validate concepts and processes

to achieve project objectives
Input includes complete product & process design,
specification, & virtual verification
Output includes physical build using production processes,
& virtual, lab, customer, & field test confirmations
All plans ready for implementation ((product
product & processes
processes))
41
Phase Description
Phase 5 Description: Project Implementation
Phase
1 2 3 4 5 6
Long Term Project
Definition Development Improvement
Planning & Validation Implementation
Achieve production; produce and provide

to marketplace
Inputs include validated products and processes
Outputs include full production
42
Phase Description
Phase 6 Description: Continuous Improvement
Phase
1 2 3 4 5 6
Long Term Project
Verify and validate (and then respond)

based on customer feedback to insure that
objectives are being met
Inputs - performance data, warranty data, cost data, etc.
Output - ongoing improvements based on the needs of the
product or service (e.g. warranty reduction, cost reduction,
performance enhancements, process improvements, quality
enhancements, etc.)
43
Phase Descriptions
Phase
1 2 3 4 5 6
Product Line
Project
Project Project Continuous Business Project
Verification
Definition Development Improvement Plan Implementation
& Validation
Development
44
EPDP Phase Champions
(EPDP Council Members)
Phase
1 2 3 4 5 6

Business Implemen-
Definition Development Demonstration Improvement
Plan Dev. tation
M.Flenniken Brian Rauch

& D.Holm Chris Myers Mgr. Ted
Dave Larson Advanced Gail Leese
Directors Engineering Breidenbach
Director R&D & Director
Advanced Manager Manager
Mfg. Tech. & Quality
Product Seeding Product Engine
Processes Management
Engineering Ag. Div. Evaluation Engineering
C&CE C&F
45
Phase Ownership
Structure
E-PDP Council Member as Phase Owner
Reps from each PDP Sub-
Sub-Process (single name for
each PDP Level-
Level-2 grid box)
Role / Responsibility
Own entrance/exit criteria for Phase
Establish Phase milestones and steps
Alignment & optimization across Sub-
Sub-
Processes within the phase (including approval of
sub--process changes within the phase)
sub
Phase performance metrics
Measurement & Improvement
46
14 EPDP SUBPROCESSES TEAM LEADERS 1 2 3 4 5
Custustomer Acquisition Integration 1M 2M 3M 4M 5M
ECAP Council
Product Design 1D 2D 3D 4D 5D
Olson Charles D
Product Verification and Validation 1V 2V 3V 4V 5V
Ghere Gary
OFP Integration 1O 2O 3O 4O 5O
Hellenthal Nicholas
Manufacturing Design 1A 2A 3A 4A 5A
Dumolien William & Trees David
Supply Chain Integration 1S 2S 3S 4S 5S
Lawrence Burken
Customer Support Integration 1C 2C 3C 4C 5C
Hanks Thomas W
Financial Management 1F 2F 3F 4F 5F
Van Gerpen Thomas
Cost Management 1Z 2Z 3Z 4Z 5Z
Surma Thomas
Quality Integration 1Q 2Q 3Q 4Q 5Q
Williams David R
Resource Management 1R 2R 3R 4R 5R
TBD
Product Safety 1L 2L 3L 4L 5L
DePauw Richard A
Engineering Standards 1G 2G 3G 4G 5G
Skinner David A
Project Management 1P 2P 3P 4P 5P
Ackley John
Sub--Process Ownership
Sub
Structure
One representative from each
Division/SBU and related Corporate
Staff.
Assigned Sub-
Sub-Process Owner
Roles / Responsibilities
Content Owners of the Sub-
Sub-Process
Identify and Drive Process
Improvements
Support and Enable the Sub-
Sub-Process 48
Subprocess Teams
PDP Corporate C&F C&CE JDPS Ag Other
Sub-Process T - Tractor H-Harvstr
Custustomer M Jim Orr Sue Bedir Randy Swanson Dave Rock
Acquisition Keith Enstrom (C) Jim Podein John Radke Doug Linnebur
Integration Mark Pavcik
MA&A Team
E-CAP
Product D Matt Pustejovsky Charles Olson (C)

Design Mike Kennedy (C)
Olson Charles Seppo Taatila (F)
Product Verification V Tom Cordes Kevin Funke (C) Dave Stricker Roy Johnson Gary Ghere (H)
and Validation Don Pfundstein (T)
Steve Edwards (T)
Gary Ghere Jim Crosheck also Jeff Ringwald (T)
had input Dr Hissam Al-Deen
(Region 2)
Manufacturing A Dave Trees Doug Cheever (C) Jeff Hollett Bob Niedenthal Bruce Iversen (T)
Design Bill Dumolien
Dave Trees Dave Davis
Bill Dumolien Nick Hellenthal
OFP O Bill Dumolien Rob Howe (C) Loren Troyer Don Henderson Nick Hellenthal (T)
Integration Doug Cheever (C)
Nick Hellenthal
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt
14 Subprocesses 49
JDPS Subprocess Owners
Julie Martinov Supply Chain Integration
Kris Hamilton Cost Management
Guang Jin Quality Integration
Steve Timm Resource Management
Jan Chase Engineering Standards
Kevin Bailey Project Management
Dick Herting Financial Management
Bradley George Customer Support Integration
Randy Swanson Customer Acquisition
Integration
Dwight Coburn Product Design
Paul Herring PV&V
Bob Neidenthal Manufacturing Design
50
David Christensen
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt OFP Integration
C&F Subprocess Owners
Larry Burken Supply Chain Integration
Glenda Nichol / Steve Peters Cost Management
Ernest Jackson Quality Integration
Glen Lichti Resource Management
Dave Gamble Product Safety
Dave Gamble Engineering Standards
Marti Ruhter Project Management
John Driscoll Financial Management
Joe Dunn Customer Support Integration
Jim Orr Customer Acquisition Integration
Mike Kennedy Product Design
Kevin Funke PV&V
Doug Cheever Manufacturing Design 51
Doug Cheever OFP Integration

Ag. Div. Subprocess Owners
Unit Specific
52
C&CE Subprocess Owners
Scot Dail Supply Chain Integration
Allen Curtis Cost Management
K. Clark, S. Post Quality Integration
LaVern Schiele Resource Management
Dave Gamble Product Safety
Dave Gamble Engineering Standards
Marti Ruhter Project Management
George Broderick Financial Management
Sam Peery Customer Support Int.
M. Pavcik, W. Freeman
Customer Acquisition Int.
Dan Sebben Product Design
Dave Stricker PV&V
John Bishop Manufacturing Design
53
Jeff Holett
http://www.90.deere.com/entpdp/training/EPDP-TeamTraining.ppt OFP Integration
EPDP Subprocess
Improvements
OFP: Focused on inventory/workforce, product
availability and delivery details
Quality Integration: Risk assessment emphasis,
earlier problem identification and planning
(FMEAs)
Supply Chain Integration: Early integration with
critical suppliers (not just CAT 1 & 2 suppliers)
PV&V: Risk assessment leads to comprehensive
PV&V plan with tracking tools
Mfg. Design: Virtual Manufacturing team with
iterative E-
E-builds
Customer Support: Earlier virtual and physical
54
reviews
EPDP Subprocess
Improvements (contd)
Financial/Cost Mgmt: Target costing best
practices, continuous monitoring, quality of
cost, cost recovery processes
Project Mgmt: Master planning tool (scalability),
project charters, project change control
Product Safety: Virtual reviews
Customer Acquisition: Business intelligence,
customer validation of virtual concepts
Product Design: Full utilization of digital
models throughout development and
implementation
Eng Stds: WW SRC compliance 55
Subprocess (Roles)
Phase
1 2 3 4 5 6
Long Term Project

Definition Development Implementation Development

Product Design
OFP Integration
Supply Management Integration
Sub-processes Financial Management
Cost Management
Quality Integration
Resource Management
Product Safety
Project
56
Management
NOTE!
Subprocess Roles
Responsibilities
?
57
SUBPROCESS
Business Intelligence, Marketing & Sales

functions from defining an opportunity
through delivering products or services
that continuously meet the needs of
customers.
58
MAJOR REQUIREMENTS
Phases 1 & 2 - Business Intelligence
Phase 2:
Customer validated detailed
specifications
Strategic high level Marketing Plan
Detailed competitor evaluation
Phase 3 - Customer validated
electronic build
59
MAJOR REQUIREMENTS
Phases 1 & 2 - ___________________

Business Intelligence
Phase 2:
Customer validated detailed
______________
specifications
Strategic high level Marketing Plan
__________ evaluation
Detailed competitor
Phase 3 - Customer validated
_______________
electronic build
60
SUBPROCESS
Product Design
Provides product definition that meets customer
and business needs in the form of digital models,
drawings, software and engineering bill of
materials. Including:
Assessing technology
Selecting concepts
Developing detailed designs
Providing digital models, drawings, software and
EBOMs
Continuous improvement recommendations 61
MAJOR REQUIREMENTS
Phase 1 - Product technology assessment
Phase 2
Feasibility model
Product specification
Design budget
Technology risks and plans to mitigate
Phase 3 - Digital Models and EBOM
released for electronic and physical builds
Phase 4
Digital Models and EBOM released for
production
Published decisions 62
MAJOR REQUIREMENTS
Phase 1 - Product technology assessment
__________
Phase 2
Feasibility model
Product specification
Design budget
Technology risks and plans to mitigate
Phase 3 - Digital Models and EBOM
______
released for electronic and physical builds
Phase 4
Digital Models and EBOM released for
production
__________
Published decisions
________ 63
SUBPROCESS
Product Verification - Ensuring the

adequacy of the design per the product
performance and functionality
specifications (I.e. the product will
properly function in its intended
application over its design life)
Product Validation - Ensuring the design
meets or exceeds customer expectations
64
MAJOR REQUIREMENTS
Phase 2
Reliability & functionality risk for each major
component, assembly, and/or system
Comprehensive PV&V Plan - all reviews,
analyses and tests required to verify and
validate a product
Reliability Plan
Phases 3 & 4
Use PV&V Plan results to update reliability,
serviceability, and functionality risk
Document issues and track resolution using
Enterprise Event tracking system. 65
MAJOR REQUIREMENTS
Phase 2
Reliability & functionality risk
___ for each major
component, assembly, and/or system
Comprehensive _________
PV&V Plan - all reviews,
analyses and tests required to verify and
validate a product
Reliability Plan
_____
Phases 3 & 4
Use PV&V Plan results to update reliability,
serviceability, and functionality risk
____
Document issues and track resolution using
Enterprise Event tracking system.
___________________. 66
MAJOR REQUIREMENTS
Phases 3 & 4
Track execution of PV&V Plan using Design
Verification Rating (DVR).
Do reliability estimates
Phase 5
Prior to production start, reduce all high and
medium PV&V risk items to low risk.
Complete all the activities (reviews, analyses,
and tests) per the PV&V Plan
Complete warranty (reliability) projections
67
MAJOR REQUIREMENTS
Phases 3 & 4
Track execution of PV&V Plan using Design
________
Verification Rating (DVR).
_______________________
Do reliability estimates
Phase 5
Prior to production start, reduce all high and
medium PV&V risk____ items to low risk.
Complete all the activities (reviews, analyses,
and tests) per the PV&V Plan
Complete warranty (reliability) projections
__________
68
SUBPROCESS
Fundamental Intent: Design of the Factory from

the fence line in. Develop and Implement all of
the design and methodologies required to deliver
the new product.
Primary involvement beginning in early Phase II
Close and iterative collaboration with Product
Design
69
MAJOR REQUIREMENTS
Phase 2 - Formation of Virtual
Manufacturing Team
Phase 3
Conduct iterative E-
E-Builds
Early placement of orders for high risk
and long lead time items
Phase 4
Processes need to be verified,
First builds on production tooling
Phase 5 - Pay Plan
70
MAJOR REQUIREMENTS
Phase 2 - Formation of ______
Virtual
Manufacturing Team
Phase 3
Conduct iterative E-
E-Builds
________
Early placement of orders for high risk
and long lead time items
______________
Phase 4
Processes need to be verified,
verified
First builds on __________________
production tooling
Phase 5 - Pay Plan
_____
71
SUBPROCESS
Sub--process Definition: OFP Integration

Sub
The Order Fulfillment process begins with
long range forecasting of demands, and
includes receipt and management of
orders from the Customer Acquisition
process, making the orders, and
inventory management which ends with
the sale of the final trade.
72
MAJOR REQUIREMENTS
Phase 1 - Develop OF Product Line
Strategy and Goals
Phase 2 Define the Product Line Plan
Requirements to balance supply and demand
to meet customer and business goals
Whole Goods Inventory , Bundles ,
Attachments and Option mix requirments
Flex Material Plan - RAW and WIP Inventories
Define Manufacturing Plan
Phase 3 Develop the Product Line Plan
Phase 4 Verify the Product Line Plan
Phase 5 Implement the Product Line
Plan
73
MAJOR REQUIREMENTS
Phase 1 - Develop OF Product Line
Strategy and Goals
_________________
Phase 2 Define the Product Line Plan
Requirements to balance supply and demand
to meet customer and business goals
Whole Goods Inventory , Bundles ,
Attachments and Option mix requirements
____________
Flex Material Plan - RAW and WIP Inventories
___________
Define Manufacturing _____
Plan
Phase 3 Develop the Product Line Plan
Phase 4 Verify the Product Line Plan
Phase 5 Implement the Product Line
Plan
74
SUBPROCESS
Identifies qualified suppliers to provide

purchased components.
Insures that suppliers are fully integrated
into the PDP process and establishes the
supply chains necessary to deliver quality
components within time and cost
requirements.
75
MAJOR REQUIREMENTS
Phase 1 Sourcing Strategies
Phase 2
Critical Suppliers Identified
Critical Supplier Cost Targets
Tooling/Capital Needs Identified
Phase 3
Supplier Quality Plans Established
All parts quoted to Physical Build revision
Phase 4
Parts ordered for Production Start
All Parts quoted to production revision
Phase 5 - Logistics Plan in place 76
MAJOR REQUIREMENTS
Phase 1 Sourcing
_________ Strategies
Phase 2
Critical Suppliers _________
Identified
Critical Supplier Cost ________
Targets
Tooling/Capital Needs
______________
Identified
Phase 3
Supplier Quality Plans Established
All parts quoted to Physical Build revision
Phase 4
Parts ordered for Production Start
All Parts quoted to production revision
Phase 5 - Logistics Plan in place 77
SUBPROCESS
Plan, jointly develop, & deliver project

elements that support customers &
channel partners in operating &
maintaining the product including:
Technical support (DTAC, etc)
Service parts planning
Support information and training
Parts & Service Marketing
78
MAJOR REQUIREMENTS
Phase 1 High Level Goals & Requirements
For the product (serviceability, etc)
For the Customer Support plan (Schedules,etc)
Phase 2 Detailed Project Specs and Plans
For the product (serviceability, etc)
Phase 3 Participate in electronic & physical
build reviews and Finalize Customer Support
Plans
Phase 4 Support Physical Builds & Develop
Customer Support Deliverables
Phase 5 Customer Support Readiness
79
MAJOR REQUIREMENTS
Phase 1 High Level Goals & Requirements
For the product (serviceability,
(_______________)etc)
(____________)
Phase 2 Detailed Project Specs and Plans
For the product (serviceability,
(_______________)etc)
For the Customer Support plan (_____________)
(Schedules,etc)
Phase 3 Participate in __________________
electronic & physical
build reviews and Finalize Customer Support
Plans
Phase 4 Support Physical Builds & Develop
Customer Support Deliverables
Phase 5 Customer Support Readiness
80
SUBPROCESS
Project financial analysis, counseling, tracking, and

reporting from the time an opportunity is defined
to the time the project is closed and a follow-
follow-up
report is completed; using common approaches
and procedures worldwide as established by the
Deere Finance Community
81
MAJOR REQUIREMENTS
Phase 2
2-- High Level Project Review
Phase 3 AFE
Phases 4 6 AFE Updates
82
MAJOR REQUIREMENTS
Phase 2
2-- High Level Project Review
Phase 3 AFE
____
Phases 4 6 AFE Updates
________
83
SUBPROCESS
Cost Management
Provide mechanism to improve cost results from
new product development
Develop better up-
up-front cost targets
Provide cost recovery ideas/processes
Understand the norms of acceptable Target
Costing and Cost Management
Speak in a common language
Leverage the Best of the Enterprise
Broader utilization throughout Enterprise
84
MAJOR REQUIREMENTS
Preliminary HIGH LEVEL cost and capital details Phase
1
Part level cost (recommended) and capital target Phase 2
(to support AFE)
Part level cost/capital costs Phase 3 - 6
Cost comparison to target Phase 3 - 6
Cost recovery through identification of variance(s) was
cost overage due to expensive design or unfavorable
supplier cost? - Phase 3 5
Quality of Cost Metrics as a phase output Phase 3 5
Fences (frozen and common revision/buildable machine
cost/investment roll-
roll-up) Phase 3 5
Seamless transition to OFP Phase 5
Continuous improvement/cost management feedback loop
Phase 6 85
MAJOR REQUIREMENTS
Preliminary HIGH LEVEL cost and capital details Phase
1
Part level cost (recommended) and capital target Phase 2
(to support AFE)
____level
Part cost/capital costs Phase 3 - 6
Cost comparison to target Phase 3 - 6
Cost recovery through identification of variance
_______(s) was
cost overage due to expensive design or unfavorable
supplier cost? - Phase 3 5
______
Quality of Cost Metrics as a phase output Phase 3 5
______
Fences (frozen and common revision/buildable machine
cost/investment roll-
roll-up) Phase 3 5
Seamless transition to OFP Phase 5
Continuous improvement/cost management feedback loop
Phase 6 86
MAJOR REQUIREMENTS
General outputs/results/activities
All cost calculations supported by Price Profit = Cost
All Phases
Cost roll
roll--ups, continuous monitoring, and communication
at the end of every phase
87
SUBPROCESS
Quality Integration
Quality integration is the sub-
sub-process
responsible for integrating quality tools and
processes into and throughout every phase of
PDP.
Includes planning, improvement, and control (Juran
Trilogy)
Proactive integration, not passive auditing
Customer focus and performance excellence are innate
to all sub-
sub-processes
Applies to the timely delivery of products and services
that meet or exceed customer quality, reliability, and
durability expectations 88
SUBPROCESS
Quality Integration continued
Oversee critical activities such as design reviews

and risk assessment
Promote early identification of required changes
and the prevention of the need for late changes
Facilitate communication with project
stakeholders to assure that all required steps are
completed in the appropriate sequence
89
SUBPROCESS
Quality Integration continued
Oversee critical activities such as design

_____ reviews
reviews
and risk
____assessment
assessment
Promote early identification of required changes
and the prevention of the need for ___________
late changes
Facilitate communication with project
stakeholders to assure that all required steps are
completed ________________________
in the appropriate sequence
90
SUBPROCESS
Resource Management
Predicts, acquires, develops and

deploys the people, facilities and
tools needed to support Project
PDP.
91
MAJOR REQUIREMENTS
Phase 2
Develop plan for HR staffing
Allocated phase 2 team by name
Phase 3
Detailed staffing,facilities, tool requirements plans
Phase 3 team identified by name and date
Allocated facilities, systems and equipment for phase 3
Phase 6 - Ongoing resources for staffing,
facilities and tool requirements
92
MAJOR REQUIREMENTS
Phase 2
High level staffing, facilities, tool requirements plans
Allocated phase 2 team _________
by name
Phase 3
Detailed staffing, facilities, tool requirements plans
Phase 3 team identified ________________
by name and date
Allocated facilities, systems and equipment for phase 3
Phase 6 - Ongoing resources for staffing,
facilities and tool requirements
93
SUBPROCESS
Product Safety
Establish Safety and Environmental
requirements and verify conformance to
standards, regulations and defined
requirements.
Determine legal requirements for intended
markets and ensure compliance
94
MAJOR REQUIREMENTS
Phase 1 - Assess the potential for
improving the level of safety
Phase 2
Identify potential new safety features
Perform configuration safety review
Develop Product Safety plan and schedule
Phase 3 - Perform electronic build safety
reviews
Phase 4 - Perform physical build safety
reviews
Phase 5 - Product Safety Committee
approval for production. 95
MAJOR REQUIREMENTS
Phase 1 - Assess the potential for
improving the level of safety
______
Phase 2
Identify potential new safety features
Perform configuration
____________ safety review
Develop Product Safety ________________
plan and schedule
Phase 3 - Perform electronic
_________ build safety
reviews
Phase 4 - Perform physical build safety
reviews
Phase 5 - Product Safety Committee
approval for production
__________. 96
SUBPROCESS
SSRC (Strategic Standards, Regulations and

Conformity), other than Product Safety
Materials Availability for potential manufacturing
locations
Data Management (WISE, DRP, Imaging, Supplier
Data, etc.)
Parts Standardization, Consolidation and Reuse
97
MAJOR REQUIREMENTS
Phase
I II III IV V VI
SSRC Documents for Anticipated
X x x x x x
Markets
Future SSRC Requirements X x x x
Plan for Influencing SRC in Anticipated
X x
Markets
Business Cases for Unique Machine
X
Configurations in Various Markets
SSRC Conformance Review X x x x
Internal/External Certification X x x x
Available & Equivalent Materials for
X
Potential Manufacturing Locations
98
MAJOR REQUIREMENTS
Phase
I II III IV V VI
SSRC Documents for Anticipated
X x x x x x
Markets
Future SSRCStandards,
Strategic Requirements
Regulations X Conformity
and x x x
Plan for Influencing SRC in Anticipated
X x
Standards include industry and international
Markets
standards,
Business such
Cases as SAE,
for Unique ASAE, ANSI, ISO,
Machine DIN,
etc. Regulations include government X
Configurations in Various Markets
SSRC = ?
requirements such as CPSC, OSHA, CAL OSHA,
SSRC Conformance Review X x x x
MSHA, European Directive, etc. Conformity in
Internal/External Certification
some cases requires X x x x
third party verification.
Available & Equivalent Materials for
X
Potential Manufacturing Locations
99
SUBPROCESS
Project Management
Plans and executes the EPDP Project so

that the new product and all supporting
business processes are delivered on time,
within budget, to specifications as
defined by the business case and the
project plan.
Purpose: To plan and then make sure that
things go right and according to plan
100
MAJOR REQUIREMENTS
Project Charter
Standardized PMT Metrics
Project Management Fundamentals &
Best Practices
Project Risk Assessments
Project Change Control Process
Team Launch Process
Signed Phase Documents
Detailed Schedule Template & Tool
Phase Assessment Process w/Lessons
Learned
101
MAJOR REQUIREMENTS
Project Charter
Standardized PMT Metrics
Project Management Fundamentals &
Best Practices
_____________
Project Risk
_____ Assessments
Project Change
_______ Control Process
Team Launch Process
Signed
______ Phase Documents
Detailed Schedule Template & Tool
Tool
Phase Assessment Process w/Lessons
w/________
Learned
_________
102
MAJOR CHANGES &
RECOMMENDATIONS
Conclusion: The EPDP simply

represents another step in
the evolution of our Product
Delivery efforts.
103
14 March 02
EPDP Gates and Milestones
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
1 Start development of a product line plan 11 Leadership approval to start physical builds (AFE update)
2 Submit completed project product line plan 12 First physical build completed
3 Management approval to proceed with detailed 13 Product & process verification (pre-build/unsold machines)
project definition in PMP 14 Leadership Approval for production launch (AFE update)
4 Configuration electronic build completed 15 Production start (pilot or full build of sold machines)
5 Leadership project approval completed in PMP 16 Processes and Product verified
6 Full AFE Approval 17 Leadership approval to ship
7 Launch project team 18 Achieve planned full production rate
8 Release for electronic build complete 19 Leadership approval to move into Phase 6
9 Full electronic build completed (Project parameters:
10 Release for physical build completed Capital, Failure rate/defects, capability, AFE update)
20 Begin redeployment of team resources
21 Leadership approves project closure
Level 3
14 Subprocesses
6 Phases
84 Development Flowcharts
Need to:
Verify Inputs/Activities/Outputs
Identify & Address Phase Issues
105
Project Management Sub-Process of PDP: Phase 1 - Long Term Business Planning
Inputs Activities & Events Outputs
Leadership (Unit,
Division, Plan for Milestone Revise Plan per Plan for Phase 2
High Level Project Plan Phase 1
Enterprise)
Planning
Reviews PMP Direction Activities Presentation
Strategic Phase 1 Project
Project Plan Revised Plan
Plan, World Schedule Estimates
Wide Product
Line Plans,
Unit Goals, Signed
Measure & Track
Strategic Phase 1
RegularMeasurement of Progress to Phase Review
Initiatives Project
Charter
Current Status Management &
CAP/PMP Team
Commitment
Business
Opportunity Identify Key
Response
Issues Approved
Phase 2 Plan
Issues / Action
CAP Items
Marketing
Plans
Documentation
Document Phase Identify

Develop Project/Team Charter
Materials Program
Metrics
OFP Phase Report &
Understanding, Consensus
Presentation
Operations
Plans
Communication
Publish Phase 1
Results Lessons
CSP Learned
Management & Team Awareness Updated Team
Customer
Support
Plans
Prepare for Phase

Management
2 Team Kick-Off Feedback to

Team
PMP
Team Plans
Prepare for
Leadership
Address Roadblocks Project

Phase Review
Phase 1 Manager
Phase
Effective Team
Logistics
EPDP Project Application
Documentation
ID Task Name Examples Duration Start
0 EPDP Phase 1 Master Schedule 1 day? Wed 5/1/02 Wed 5/1/02
1 Engineering Standards 1 day? Wed 5/1/02 Wed 5/1/02
2 List of applicable Current, preliminary or pending, and future SRC documents1 for dayanticipated
Wed 5/1/02
marketsWed 5/1/02
3 Future SRC requirements that could impact the product or alter the risk 1 day? Wed 5/1/02 Wed 5/1/02
4 Plan for influencing SRC in the anticipated markets if needed 1 day? Wed 5/1/02 Wed 5/1/02
5 Inch versus metric goals Blue Bulletin B-462, 8 Aug 1973 1 day? Wed 5/1/02 Wed 5/1/02
6 Order Fulfillment Integration 1 day? Wed 5/1/02 Wed 5/1/02
7 Agreement on Divisions asset turn goal 1 day? Wed 5/1/02 Wed 5/1/02
8 2002 2004 target goals for Order Fulfillment 4 key metrics 1 day? Wed 5/1/02 Wed 5/1/02
9 Chartered team to develop high-level product line plan and implementation 1schedule
day? Wed 5/1/02 Wed 5/1/02
10 Quality Integration 1 day? Wed 5/1/02 Wed 5/1/02
11 Product line goals and objectives aligned with quality policy X 1 day? Wed 5/1/02 Wed 5/1/02
12 Quality tools established X 1 day? Wed 5/1/02 Wed 5/1/02
13 Lessons learned action plan X 1 day? Wed 5/1/02 Wed 5/1/02
14 Supply Chain Integration 1 day? Wed 5/1/02 Wed 5/1/02
15 Strategic sourcing plans Provide URL 1 day? Wed 5/1/02 Wed 5/1/02
16 Program scope To distribute example 1 day? Wed 5/1/02 Wed 5/1/02
17 Supplier Agreements (LTAs, preferred suppliers, etc) 1 day? Wed 5/1/02 Wed 5/1/02
18 Product Verification and Validation 1 day? Wed 5/1/02 Wed 5/1/02
19 Required See
PV&V Design
resources
Analysis
(including
for Core
quantity
Competencies
and source)
example attachment1 day? Wed 5/1/02 Wed 5/1/02
20 Action PlanSeeto Design
eliminate
Analysis
gaps between
for CorePV&V
Competencies
resourcesexample
requiredattachment1
and existingday?
resourcesWed 5/1/02 Wed 5/1/02
21 Manufacturing Design 1 day? Wed 5/1/02 Wed 5/1/02
22 Five year capital budget 1 day? Wed 5/1/02 Wed 5/1/02
23 HR development and succession 1 day? Wed 5/1/02 Wed 5/1/02
24 Strategy for Make subprocess 1 day? Wed 5/1/02 Wed 5/1/02
25 Updated manufacturing plans Deere Production System? 1 day? Wed 5/1/02 Wed 5/1/02
107
PROJECT APPLICATION TEMPLATE
Project Application
Framework
de
Co
ess
ess
e
on
roc
roc
ase
est
bp
bp
Phase Outputs Descriptions

Mil
Ph
Su
Su
Tie new product programs to longer term

manufacturing projections to synergistically
improve manufacturing capabilities,
1 A MfgD 1 Five year capital budget competencies, and capacity.
Provide continuity to assure sufficient PDP
support as well as competitive manufacturing
technology and leadership before, during, and
1 A MfgD 1 HR development and succession after project.
Use method of manufacture, manufacturing
location, and delivery to create competitive
1 A MfgD 1 Strategy for Make subprocess advantage.
Leverage opportunities for breakthrough
improvements in manufacturing to increase
1 A MfgD 1 Updated manufacturing plans competitive advantage.
A document that summarizes the following:
Project Sponsor, Business Case, Goals, Scope,
Risk Assessment, Deliverables, Timetable, &
1 P PMgmt 1 Signed phase 1 project charter Resource Requirements. MS1
Understand potential sites and their constraints:
1 A MfgD 2 Factory location/ site candidates green field or brown field?
Select manufacturing team members to pro-
actively develop functional, robust, cost-effective
108
1 A MfgD 2 Make subprocess team members products.
Project Application Template
(Under Development)
ID Task Name Examples Duration Start Finish PredecessorsResource Names
0 EPDP Phase 2 Project Plan and Schedule 1 day? Wed 5/1/02 Wed 5/1/02
1 Engineering Standards 1 day? Wed 5/1/02 Wed 5/1/02
2
3
Ref.
4 Configuration electronic build completed
4 Parts Reuse Metric Establish

on Corp. Engineering
goals for parts
Standards
and component
web sitereuse
Examples
Write Report of SRC Requirements for all potential markets over the anticipated production
for guidance with service parts aspect.
0 days
1 day?
life
1 day?
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02 C:\Documents and Settings\rg31101
5 5 Leadership project approval completed in PMP 0 days Wed 5/1/02 Wed 5/1/02
6 Develop Business cases for selling unique machine configurations in various markets 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
7 Write Report of available and equivalent raw materials for potential manufacturing locations
1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
Train designers and supply8 management buyers of
9
10
Train
experimental
PDP teamparts
members
in WISE,
Order Fulfillment Integration
as needed
Determine Customer demand by product families

Duration
DRP, Parts Analysis, Standards, and Terminology. 1 day?
1 day?
1 day?
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02
11 Develop Sales strategies that allow lower inventories 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
12 Determine Customer behaviors and dealer changes needed 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
13 Define Projects and timeframe required to overcome any obstacles to lowering dealer inventory
1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
14 Define Time-phased steps required to put remaining products on automated replenishment 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
15
16
Establish BDT plans for 2002 - 2004
Determine Impact on OROS, Asset Turns, OROA, and SVA
Start1 day?
1 day?
Wed 5/1/02
Wed 5/1/02
17 Determine Target for peak to valley ratio by product 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
18 Establish Facility capacity constraints & capital requirements 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
19 Identify Internal factory capital projects 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
20 Define how much output can be flexed with workforce (overtime, vacation, temporary) 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
21
22
23
Establish Strategies / projects and timeframe required to implement required labor flexibility
Determine Strategies to implement required flexibility

Finish
1 day?
Establish Factory flex objectives by product line (model mix, build rate changes, peak to1valley
Wed 5/1/02
day?ratios)
1 day?
Wed 5/1/02
Wed 5/1/02
24 Determine Strategy to reduce Order to Delivery cycle time 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
25 Identify Projects and timeframe required to implement required DPS capabilities 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
26 Document supplier flexibility policy 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
27
28
29
Identify Key suppliers' constraints to BTD
Document approach to improving supplier flex
Develop Strategy to reduce Order to Delivery cycle time
1 day?
1 day?
1 day?
Predecessor
Wed 5/1/02
Wed 5/1/02
Wed 5/1/02
30 Identify Projects, cost (capital), and timeframe required to implement required supplier flexibility
1 day? strategies
Wed 5/1/02
(including Wed
how to
5/1/02
coordinate
C:\Documents
activities with
and Settings\rg31101
common supplier
31 Develop Material replenishment strategies 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents and Settings\rg31101
109
32 Establish Projects and timeframe to implement required material replenishment strategies 1 day?
(includingWed
how 5/1/02
to coordinateWed
activities
5/1/02 with
C:\Documents
common suppliers)
and Settings\rg31101
33 Document Plan to incorporate opportunities for common platform and late configuration 1 day? Wed 5/1/02 Wed 5/1/02 C:\Documents
Updated: 11August2002 and Settings\rg31101
Project Application Template
(Under Development)
ID Task Name Resource Names Unit Product Line Project
0 EPDP Phase 2 Project Plan and Schedule
1 Engineering Standards
2
3
4 Configuration electronic build completed
Resource
Write Report of SRC Requirements for all potential markets over the anticipated production life
4 Establish goals for parts and component reuse
5 5 Leadership project approval completed in PMP
6 Develop Business cases for selling unique machine configurations in various markets
7 Write Report of available and equivalent raw materials for potential manufacturing locations
8
9
Train PDP team members as needed
Order Fulfillment Integration
SCALING (Yes/No):
10 Determine Customer demand by product families
11 Develop Sales strategies that allow lower inventories
12 Determine Customer behaviors and dealer changes needed
13 Define Projects and timeframe required to overcome any obstacles to lowering dealer inventory
14
15
Unit
Define Time-phased steps required to put remaining products on automated replenishment
Establish BDT plans for 2002 - 2004
16 Determine Impact on OROS, Asset Turns, OROA, and SVA
17 Determine Target for peak to valley ratio by product
18 Establish Facility capacity constraints & capital requirements
19
20
21
Identify Internal factory capital projects
Define how much output can be flexed with workforce (overtime, vacation, temporary) Product
Establish Strategies / projects and timeframe required to implement required labor flexibility
22 Establish Factory flex objectives by product line (model mix, build rate changes, peak to valley ratios)
23 Determine Strategies to implement required flexibility
24 Determine Strategy to reduce Order to Delivery cycle time
25
26
Identify Projects and timeframe required to implement required DPS capabilities
Document supplier flexibility policy Project
27 Identify Key suppliers' constraints to BTD
28 Document approach to improving supplier flex
110
29 Develop Strategy to reduce Order to Delivery cycle time
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
PMP GATES 0 1 2
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
1 Start development of a product line plan 11 Leadership approval to start physical builds (AFE update)
2 Submit completed project product line plan 12 First physical build completed
3 Management approval to proceed with detailed 13 Product & process verification (pre-build/unsold machines)
project definition in PMP 14 Leadership Approval for production launch (AFE update)
4 Configuration electronic build completed 15 Production start (pilot or full build of sold machines)
5 Leadership project approval completed in PMP 16 Processes and Product verified
6 Full AFE Approval 17 Leadership approval to ship
7 Launch project team 18 Achieve planned full production rate
8 Release for electronic build complete 19 Leadership approval to move into Phase 6
9 Full electronic build completed (Project parameters:
10 Release for physical build completed Capital, Failure rate/defects, capability, AFE update)
21 Leadership approves project closure (AFE Followup)
PRODUCT BUILD
TERMINOLOGY
Production Intent
Feasibility Model
Mule Build
Electronic Build
Physical Build
Limited Production Build
Production
112
PRODUCT BUILD
DEFINITIONS
Production Intent
The design has been developed to the
level of detail required for production and
known issues have been resolved
This does not imply that risks have been
reduced to an acceptable level
It is also recognized that changes might
be made as a result of further
development
113
PRODUCT BUILD
DEFINITIONS
Feasibility Model
Digital model of existing and new
components to approximate production
intent
The new components can be actual
models or block models that represent the
approximate physical space of
components
114
PRODUCT BUILD
DEFINITIONS
Mule Build
Experimental model constructed from a
combination of new components and
existing components
Used to evaluate specific systems or
components rather than the entire product
115
PRODUCT BUILD
DEFINITIONS
Electronic Build
Complete digital model of entire product
This model is used to verify and validate
the design for customer, manufacturing,
marketing and customer support needs
The extent of parts modeled should be the
full extent of modeling that is planned for
the project
116
PRODUCT BUILD
DEFINITIONS
Physical Build
Physical model built of components used
to evaluate the complete product
All parts in the physical build must be to
print and represent the production intent
design
Vision: A single physical build on
production tooling
117
PRODUCT BUILD
DEFINITIONS
Limited Production Build
Physical product built in limited quantities
Production intent from production tooling
Provides verification of manufacturing
processes & validation of customer
expectations with enough lead time to
address issues prior to full production
Vision: Limited production builds will
disappear as the electronic model is
leveraged more fully
118
PRODUCT BUILD
DEFINITIONS
Production
Physical product authorized to be
produced at full production volume
in accordance with the demand of
the market
119
PRODUCT BUILD
DEFINITIONS?
Pilot Build?
Prototype Build?
Test Machine?
Functional Machine?
Durability Build?
NO
120
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Production Intent Business Plan
Development
Feasibility Model 2) Project

Definition
Mule Build 3) Project

Development
Electronic Build
4) Project
Physical Build Demonstration
Limited Production Build 5) Project

Implementation
Production 6) Continuous
Improvement
121
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
122
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
123
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
124
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
125
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
126
PRODUCT BUILD
TERMINOLOGY
1) Product Line
Development

Definition

Development
Electronic Build
4) Project

Implementation
Improvement
127
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
Milestone Gate
The term 'milestone' refers to 'events' that occur within a PDP The term "Gate" refers to 'approval' milestones. To
project. To pass a milestone will usually require the successful pass a gate will usually require the successful
completion of a series of events. Being 'close' to a milestone completion of a series of events plus the approval of a
doesn't count - you're either past it or you're not. higher authority.
Examples might be: By definition, gates are milestones, however all

Teams are launched milestones are not gates.
Costs are complete
Parts released.
General Spec Complete
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
1. Start development of a product line plan

Start or update multi
multi--functional definition of a long range product
line plan including component development projects as well
as expected model updates. This activity is in preparation for
PMP Gate 0. These plans are updated on a continual basis as
required.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
2. Submit completed project product line

plan
The Product line plan is presented to the portfolio management
leadership group for their awareness and agreement. This
submittal seeks agreement on the general strategy and direction of
the long range product plan. It does not constitute Gate 0
approval of any project in the plan.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
3. Management approval to proceed with

detailed project definition in PMP
Agreement is received from portfolio management leadership to
proceed with detailed development of plans for specific
projects. Here is where the leadership group has agreed and
committed to the resources and schedule required to detail
the projects in phase 2.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
4. Configuration (Feasibility) electronic

build completed
Feasibility product specification and digital model has been
created and and has been verified by all functional areas.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
5. Leadership project approval completed

in PMP
At this point the feasibility electronic build, project plans, product
spec, discounted cash flow, etc. have been completed and
submitted for PMP leadership Gate 1 review and approval.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
6. Full AFE Approval

At this point the completed AFE is approved by the appropriate
leadership group according to AFE guidelines.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
7. Launch project team

Multi-functional teams, including suppliers, are created based on
Multi-
detailed project plans approved by leadership. This includes public
orientation of all the team members to the project plans and provides
opportunity for questions and answers between project team members
and management.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
8. Release for electronic build complete

Complete digital model and bill of materials are released by product
design for formal electronic verification by multi
multi--functional teams. A
formal change control process is used to identify the versions of parts
to be used in the electronic build.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
Milestone Gate

Costs are complete
Parts released.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
Milestone Gate

Costs are complete
Parts released.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
9. Full electronic build completed

All subprocesses have leveraged the digital model to produce
the deliverables that verify that the design meets business and
customer needs in their areas.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
10.Release
10. Release for physical build completed
Complete digital model and bill of materials are released by
product design for physical build. A formal change control
process is used to identify the versions of parts to be used in
the physical build.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
11.Leadership approval to start physical

11.Leadership
builds (AFE update)
The appropriate leadership group authorizes the ordering of all
parts and tooling required for the physical build. It is
recognized that parts and tooling with long lead times might
have received special approval for procurement before this
milestone.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
12.First
12. First physical build completed
Physical build of the first series of production intent products
has been completed.
***It is recognized that, at this point in time, multiple physical
builds might be required on some projects. The EPDP vision
though is to accomplish projects with a single physical build.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
13.Product & process verification (pre

13.Product (pre--
build/unsold machines)
Verification and validation of the product and processes has
been completed and it has been demonstrated that product and
project goals have been met.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
14.Leadership Approval for production

14.Leadership
launch (AFE update)
The appropriate leadership group authorizes productio builds
for sale to customers. An AFE update is required at this point.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
15.Production start (pilot or full build of

15.Production
sold machines)
Begin to build production units on the main production
assembly line.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
16.Processes
16. Processes and Product verified
This milestone represents the completion of all verification
activities of the product and the processes. Milestone 16 exists
in addition to Milestone 13 because some projects might not
have enough product samples to determine process capability.
This milestone is completed when the PMT agrees to request
leadership approval to ship production units.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
17.Leadership
17. Leadership approval to ship
The appropriate leadership group authorizes the shipment of
production units through the commercial distribution network.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
18.Achieve
18. Achieve planned full production rate
The planned production rampup volume has been successfully
completed. This means that the production rate required for full
production has been achieved.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
19.Leadership approval to move into

19.Leadership
Phase - (Project parameters: Capital, Failure
rate/defects, capability, AFE update)
Leadership agrees that the initial production project
goals have been met and approves transitioning into
continuous improvement. Approval is also given to
redeploy team resources.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
20.Begin
20. Begin redeployment of team resources
Team resources are reassigned to other projects and continuous
improvement efforts.
10Jul02
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
21.Leadership approves project closure

21.Leadership
(AFE Follow-
Follow-up)
All resources have been redeployed, and the final AFE update
has been submitted.
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
1 Start development of a product

________________
line plan
2 Submit completed project _______________
product line plan
3 __________________
Management approval to proceed with detailed project definition in PMP
4 ____________ electronic build completed
Configuration
5 Leadership project ________completed
approval in PMP
6 ____ Approval
Full AFE
7 Launch project
___________
team
8 Release for _________
electronic build complete
9 Full electronic build completed
__________
10 Release for ________build
physical completed
EPDP Phases
1 2 3 4 5 6
Product Line
Business Plan
Development
EPDP
Leadership 3 5 6 11 14 17 19 21
Gates
Milestones 1 2 4 7 8 9 10 12 13 15 16 18 20
11 Leadership
___________ approval to start physical builds (AFE update)
12 First ________
physical build completed
13 Product & process verification (_______________
(pre-build/unsold machines)
14 Leadership Approval for production _______
launch (AFE update)
15 Production start (pilot or full build of _____
sold machines)
16 Processes and Product _______
verified
17 Leadership approval to ship
____
18 Achieve planned ____
full production rate
19 Leadership approval to move into Phase 6
________
______________
21 Leadership approves project closure
_______ (AFE Follow-up)
EPDP INTERIM WEB PAGE
Home Page - Adobe Acrobat
Document
Level 3 Navigator - Acrobat Document
Subprocess Map Page - Acrobat Document
Glossary - Acrobat Document
FAQ - Acrobat Document
More Information - Acrobat Document
EPDP Conference - Acrobat Document
Best Practices - Acrobat Document
Ref: http://www2.ca.timberjack.com/pdpcf/epdp/
154
EPDP COUNCIL
T.Breidenbach, C.Loweth, TDP
JDPS C.Myers, Ag.
M.Flenniken/ R.Nelsen, Health
D.Holm, C&CE B.Rauch, C&F
J.Garbin, S.M. R.Barton, CAE
D.Larson, Mfg. Serv.
Tech. M.Whitman, I.S.
G.Leese, Quality M.Wyffels, EPDP
155
EPDP Council
The EPDP Council owns the entire
Process
Vision
Communication
Identify and coordinate Division budgets for
enterprise efforts
Alignment of different organization levels
Alignment with other Core Processes
Support & Enable the Process
Measurement
Improvement 156
EPDP Council Mission
The enterprise PDP council will deliver
deliver::
An common enterprise PDP through levels 1, 2,
and 3 and/or 4.
Clearly defined integration touch points with
CAP, OFP & CSP
A professional level of project management that
is the norm.
A standard approach to assessing EPDP
(metrics)
A process for developing and maintaining long-
long-
term product portfolios.
157
EPDP Council Mission
The enterprise PDP council will deliver
deliver::
A common approach for sharing product
information (incl. PDM, geometry & general
specifications)
An optimized set of tools that is implemented
enterprise--wide.
enterprise
A process for continuous improvement of the
Enterprise PDP.
158
Enterprise PDP Advisory
Council
JEAN GILLES AG
MAX GUINN C&F
PAUL MEYER C & CE
BOB MOULDS CORPORATE
DAN REILLY C & CE
JIM WHITE JDPS
ADEL ZAKARIA AG
159
EPDP Advisory Council
Vision
Alignment of different organization
levels
Provide alignment with Division and
enterprise strategies
Communication
160
EPDP COUNCIL
T.Breidenbach, C.Loweth, TDP
JDPS C.Myers, Ag.
M.Flenniken/ R.Nelsen, Health
D.Holm, C&CE B.Rauch, C&F
J.Garbin, S.M. R.Barton, CAE
D.Larson, Mfg. Serv.
Tech. M.Whitman, I.S.
G.Leese, Quality M.Wyffels, EPDP
161
Enterprise PDP Advisory
Council
JEAN GILLES AG
MAX GUINN C&F
PAUL MEYER C & CE
BOB MOULDS CORPORATE
DAN REILLY C & CE
JIM WHITE JDPS
ADEL ZAKARIA AG
162
EPDP NEXT STEPS
Provide Subprocess Tools, Templates, & Best
Practice Examples
Division Roll-
Roll-Outs
Subprocess Training via Net Meetings
New EPDP Web Site
Semiannual Conferences
Expand Subprocess COPs (Communities of
Practice)
Level 4 documentation as required
Part PDP
Unit Application Assessments
163
EPDP Phases and EPMP
Milestone 21
AFE Approved Metrics Achieved
PMP CYCLE TIME PDP CYCLE TIME
Product Line
Business Plan
Development

Project Draft Project Compilation & Scoring Portfolio

Analysis & Commitment
Screening
Score New Projects
between and within

Portfolio Scenarios
Update Scores on
Compile Product
Trade-off Analysis
Compile Detailed
Ideas
Queued projects
Review Validate
Committed and
Committed
Project Drafts
Peer/External
Innovations
Project Plans
Line Plans
Projects
Requests
Scenarios
Compile
Portfolio
Scores
Create
PMP Process Map Level 2

EPDP Phase Champions
(EPDP Council Members)
Phase
1 2 3 4 5 6

Business Implemen-
Definition Development Demonstration Development
Plan Dev. tation
M.Flenniken Brian Rauch

& D.Holm Chris Myers Mgr. Ted
Dave Larson Advanced Gail Leese
Directors Engineering Breidenbach
Director R&D & Director
Advanced Manager Manager
Mfg. Tech. & Quality
Product Seeding Product Engine
Processes Management
Engineering Ag. Div. Evaluation Engineering
C&CE C&F
165
Alignment:
Sub--Process vs. Phase
Sub
No 1 2 3 4 5 6
Long Term Project Project Project Project Continuous
Business Definition Development Verification Implementation Improvement
Phase EPDP Council EPDP Council EPDP Council EPDP Council EPDP Council EPDP Council
Owner Member 1 Member 2 Member 3 Member 4 Member 5 Member 6
M 1M 2M 3M 4M 5M 6M
C&F-M C&CE-M Ag1-M Ag2-M Corp-M Ag3-M
Subprocess Team
D 1D 2D 3D 4D 5D 6D
Ag2-D C&CE-D Ag3-D C&F-D Ag1-D Corp-D
Phase
V 1V 2V 3V 4V 5V 6V
Team
Corp-V Ag3-V Ag1-V C&CE-V C&F-V Ag2-V
A 1A 2A 3A 4A 5A 6A
C&CE-A C&F-A Ag2-A Corp-A Ag3-A Ag1-A
166
DIVISION INTRODUCTION
AND ROLL
ROLL--OUT PLANS
167
Division Training Plans
2002 2003 2004
DIVISION
2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD
AG. AGDEM OVERVIEW & INTRODUCTORY LETTER & BROCHURE TO DIVISION
AGDEM SESSION ON SCALABILITY
GM INTRODUCTION & COMMITMENT
START UNIT TRAINING
OWNERS/COORDINATORS - START UPDATING UNIT DOCUMENTATION
OWNERS/COORDINATORS - START UNIT SPECIFIC TRAINING
C&CE AWARENESS & TRAINING WILL BE PRIORITIZED AND IMPLEMENTED BY SUBPROCESS
C&F ALL MATERIALS COMPLETE
C MGT. AWARENESS
F MGT. AWARENESS
JDPS IMPLEMENT PART, APPLICATION & PROGRAM PDP
START EPDP AWARENESS
168
Division Implementation
Plans
2002 2003 2004
DIVISION 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD
AG. ALL NEW PROJECTS
5 5
C&CE IMPLEMENT INDIVIDUAL SUBPROCESSES
FULL IMPLEMENTATION COMPLETE
ALL NEW PROJECTS
C&F
C ALL NEW PROJECTS, AND ALL PROJECTS CONTINUING AFTER FY03
8-9 PROJECTS TO DATE
F ALL NEW PROJECTS
20 PROJECTS TO DATE
JDPS ALL NEW PROJECTS
BEGIN PART LEVEL PDP IMPLEMENTATION
169
C & F Division Roll-
Roll-Out
2 hr education session for PLMT
First Scaling exercise. Milestones are
added or deleted as required for a given
factory and project. Reasons
documented and dates.
PMT does Scalability exercise on
outputs for the phase they are entering.
Outputs are added or deleted and
reasons documented.
170
Ag. Div. Roll
Roll--Out
C.Myers - Overview at GM Meetings, June
& July
Commitment & Support
Subprocess Experts
Unit Rollouts as requested,
requested, Sept.02
Feb.03
1st Day - 2 hr. Management Overview
2nd Day Team Training
Semiannual NetMeeting Training Sessions
on Subprocesses
171
Ag Division Unit Rollout
Flexible 2 day rollouts during Sep 02 thru

Feb 03
Schedule determined by your PDP coordinator
1st Day: 2 hour overview (+AgDEM)
Attendee's: GM, GMs Staff, PDP owners/coordinators
Agenda: what is EPDP, why EPDP, major milestones
and gates, comparison to Ag Division PDP by phase,
scalability using MS Project master planning tool
Purpose: Communicate commitment &
responsibilities to Staff
172
Ag Division Unit Rollout Plans
2nd Day: Full day (+AgDEM)

Attendee's: PDP owners/coordinators,
program managers, and unit subprocess
owners (and others determined by unit mgmt)
Agenda:
What is EPDP, why EPDP, major milestones and
gates, comparison to Ag Division PDP by phase
The new subprocess deliverables of the 14 EPDP
subprocesses as compared to Ag Division PDP
Use a unit future project as an example to scale a
phase 2 using MS Project master planning tool
173
Ag. Div. - Recommended Next
Steps At Units
Designate EPDP Implementation as
a 2003 factory goal
Assign GM Staff member or
department member as go to
person for each EPDP subprocess
Select first project to use EPDP
AgDEM recommended that all new PDP
programs in starting in 4th quarter of
2002 or later use EPDP
174
Ag. Div. - 1st EPDP Projects
Assign core team members to project

and develop milestone schedule
Assess project risk
Use EPDP master planning tool to
scale Phase 2 EPDP deliverables to the
project
Create detailed Phase 2 work schedule
Include EPDP deliverables and
schedule in Performance Management
goals 175
JDPS Roll
Roll--Out
TIER 2 - Finish using JDPS Program
PDP
TIER 3 - Begin using E
E--PDP by end of
September
Marine and Natural Gas programs
that will not be complete in FY03 will
change to E-E-PDP by Dec02
176
JDPS Roll
Roll--Out
Implementation Approach for Each Program
Conduct 2 hour training session for the
Program Leadership Teams
Conduct similar training session for all the
PDP people in JDPS
How We Start Using E-
E-PDP On A Program
High Level Scaling Exercise
Second Scaling Exercise
Part PDP Integration with E
E--PDP
Practitioner Part Level Update based on
EPDP
177
Implementation Plan for JDPS
- 2nd Scaling Exercise
E-PDP PHASE
E-PDP SUBPROCESS
1 2 3 4 5 6 TOTAL
Customer Acquisition Integration 5 7 5 4 3 5 29
Product Design 2 6 10 7 5 5 35
Product Verification and Validation 2 7 11 15 8 7 50
Order Fulfillment Integration 3 37 13 14 15 4 86
Manufacturing Design 7 10 8 7 6 4 42
Supply Chain Integration 3 6 9 7 8 4 37
Customer Support Integration 2 3 4 4 4 2 19
Financial Management 0 7 5 5 5 6 28
Cost Management 3 4 4 4 3 2 20
Quality Integration 3 5 7 4 7 2 28
Resource (HR, tools and facilities) Management 4 6 3 3 3 3 22
Product Safety 3 3 2 2 1 2 13
Engineering Standards 4 5 5 6 6 4 30
Project Management 7 10 8 8 9 4 46
485
ROLE E-PDP SUBPROCESS RESPONSIBILITY 1 2 3 4 5 6 TOTAL

Program Manager Financial, Cost, Resource, & Project Management 14 27 20 20 20 15 116
Engrg Project Manager (if not same) Product Design, Product V&V, Engr Standards 8 18 26 28 19 16 115
Supply Management Supply Chain Integration 3 6 9 7 8 4 37
Customer Support Customer Support Integration 2 3 4 4 4 2 19
Marketing Customer Acquistion Integration 5 7 5 4 3 5 29
Finance Financial management 0 7 5 5 5 6 28
Factory(s) Affected OFP Integration, Manufacturing Design 10 47 21 21 21 8 128
Application Engineering Customer Acquisition Integration, Product V&V 7 14 16 19 11 12 79
178
2003 Priorities - C&F
Finish and secure the EPDP documentation:
A permanent enterprise storage site
Publish documentation through a
permanent EPDP web site
Establish a gatekeeper for accepting
changes and putting them on the web site
Establish a change control process
Establish a change notification process
179
2003 Priorities - Ag. Div.
All C&F requirements plus:
Rollout is the priority. Whatever is needed
for rollouts is what Ag. needs
Too many duplications in the phase
outputs within the same phases
Require Microsoft Project Mgmt tool
Encourage expansion of communities of
practice
Permanent web site
180
2003 Priorities
JDPS
All C&F requirements plus:
Tier 3 projects
C&CE
Need EPDP at Augusta to bring Ag. and
C&CE together
Need to put priority on the final EPDP web
site
181
EPDP V1.0
The EPDP is a work in process and will
continue to be refined as we develop more
tools, templates and best practices.
In addition, we fully expect teams to tell us

about necessary changes, additions and
corrections as they apply the process to
their projects Contact the Subprocess
Team Leader or your EPDP Coordinator.
182
For Additional Information
Contact:
Unit EPDP Owner
Unit EPDP Coordinator
Unit Subprocess Expert
183
DEFINITIONS
PDP Product Delivery Process
EPDP Enterprise Product Delivery
Process
EPDM E. Product Data Management
System
EPMP E. Portfolio Management P.
ECDP E. Component Delivery P.
ETDP E. Technology Delivery P.
184
The Enterprise Product Delivery Process (E (E--
PDP) is a robust and consistent
framework to take concepts and bring
them to market. The E-E-PDP is an evolving
set of best practices, guiding principles,
methodologies, and tools organized in a
logical sequence to help cross
cross--functional
teams deliver new products on time, on
budget, with an unwavering commitment
to quality and our customers.
Robert W. Lane
185
QUESTIONS?
186

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Enterprise Product

But, many Units recognized the value in

PDP is a critical competitive

To enable better alignment of Deere

By the end of 2003, we must

The EPDP reflects where we

Involve Suppliers early in the

Continuous Improvement PDP

Strategic Plans & Perf. Obj.

Continuous Improvement PDP

Leadership Review Gate 2

Leadership Review Gate 1

between and within

PMP Process Map Level 2

Score New Projects

Other efforts to meet the needs of the customer or the business

New Tech & Knowledge

Continuous Improvement PDP

Continuous Improvement PDP

Solutions Delivered to Customer

Continuous Improvement PDP

Strate gic Plannin g

Portfolio Managem ent

T echno logy Del ive ry

Com ponent Development Phase # 1 2 3 4

Project PDP Sub-Process Pla nning & Va lida tion

M easure & Track

Prepare for Phase

2 Team Kick-Off F eedback to

Address Roadblocks Project

EXAMPLES, TOOLS, TEMPLATES, BEST PRACTICES, PROCEDURES, &

Confirmation & Implementation

RAMP UP & FULL PRODUCTION

IDENTIFY POT. CONCEPTS

TEST BEDS & MOCK-UPS

Production & Continuous

Phase Phase Phase Phase Phase Phase

Gate 0 BARB Review

Gate 1 Barb Review

Gate Gate Gate Gate

Digital Product Model Completed

Alpha/Beta Final Test Plan

Beta Prototype Deployed

Finalized & Communicated

Roll-Out Plan Approved

Capable Processes, Control Plan,

& Manuals Completed

1st Production Build w/ Attachments

Sales & Service Training Completed

Team Review Meetings

Gen. 1 Gen. 2 Gen. 3

Portfolio Portfolio Portfolio

Gate 1 Portfolio Review

Project Project Continuous

Plan Obj: Identify Obj: Achieve

& Dev. Validate Validate &

BUILDS & V&V

1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase

Product Line Project

Product Line Project

Define market and strategic business

Phase 2 Description: Project Definition

Identify and evaluate potential concepts to