A Chronology of the Product Delivery Process

Through the changes implemented during the past 5 years we have improved the D&M competitive position in the world market. Our efforts to focus on customer needs and reduce the number of hand-offs during product development have been measurably successful. Here is a brief chronology of the PDP events which led us to where we are today.

- RBG Chief Engineer's Council formed. Recognized a need for creating a consistent Product Delivery Process.
- Process Elements (areas of process specialization) defined by the Chief Engineers.
- Leadership Through Quality led to the formation of employee involvement teams who focused on key product development issues.
- Initial Management Decision Process defined.
- RBG and XSG worked toward agreement on one common management decision process.
- Product Delivery Process organization formed.
  - Development strategy defined
  - Elements of the overall process identified
- Formation of D&M organization required widening the scope of PDP.
- Some mature elements of PDP were pilot tested on product programs.
- Two product programs pilot tested all available pieces of PDP.
- Overall Xerox Delivery Process defined; combining technology (D&M), product (D&M), and customer (USMG) delivery processes.
- Several mature PDP process elemenets implemented on light lens products.
- D&M Management Decision Process issued.
- Process elements integrated into one PDP.
- D&M identified PDP "linkages" with the USMG Customer Delivery Process (CDP).
- DSBU and DP&SBU studied the PDP and identified modifications. Dialogue addressed operating differences in organization structure and product set.
- Additional product programs engaged with PDP.
- Process documentation issued (release 1).
- Development began on new process elements.
- CDP linkage initiated with XCI and XLG.
- Work with Fuji Xerox on common Management Decision Process begun.