Reengineering the new product introduction process

This paper presents a case study of reengineering the new product introduction (NPI) process in a high-technology business. It provides a methodology that may be used by others engaged in similar efforts. Using benchmarking and process reengineering, the business unit substantially improved time-to-market intervals and responsiveness to customer needs. Average time-to-market intervals were cut in half in less than two years. A set of best practices for new product introduction is compiled from this experience and others.