A global medical device manufacturer
Leadership made it the standard for new product development.
Dates that used to slip on every project now hold on most of them.
72 weeksof schedule acceleration found
The new standardfor planning and execution
The situation
A vascular device division where dates were delayed on all projects, and one program ran three years behind and $5 million over budget.
What changed
Teams built their own schedules and updated them weekly. Leadership checked where every date stood every four to six weeks. One project became a portfolio, then a second division.
The result
- About 72 weeks of schedule acceleration identified across six programs in two divisions.
- In the second division, leadership rolled it out as the standard for new product development.
“The decision support we are seeing is dramatically better than anything we’ve had previously.”Schedule a consultLeadership, a global medical device manufacturer