Case Study 1
A development project had been rumbling on for almost a year with no sight of the end of the initial feasibility phase. The project requirements were continually being altered and modified depending on casual comments from stakeholders and observers.
When Daniel was brought in, he put a hold on the development of the project until a full market research exercise was carried out and a detailed brief established. This freed up the development team to focus on other projects. When the market research was complete, the design team worked with the Sales and Marketing teams to compose the product specification. At this point, the design was continued and the feasibility phase completed within 5 weeks.
The right product was developed and on the market in a shorter period of time than had been spent in the original fruitless period of development.
Case Study 2
A major new technology project was continually being stopped and started due to lack of direction and strategic focus. The full manufacturing process was not fully understood either by the plants or by the development team and as a result, when Daniel was brought in he found that the capital expenditure budget was wildly optimistic, as was the expected delivery date.
Daniel worked with the development team and the production facilities to regain a hold of the capital expenditure budget based on a comprehensive understanding of all the manufacturing processes involved for this range of products. With this established, a realistic and dynamic timing plan was put together and with the help of the suppliers, opportunities were found of delivering the project in a time frame that was acceptable to the customer.
Case Study 3
The client developed a number of products every year, but with time there was an increasing realization that the products being developed were not necessarily going to bring the returns that they had anticipated.
Daniel worked with their marketing, commercial, development, quality, and production teams to put into place new development processes which were flexible enough to work with any type of development project. Structures were put in place to ensure that new products not only fitted with corporate strategy but would also always be financially viable.