This stage gate includes a business case presented to the Product Steering Committee for approval. It includes project scope, rationale, approved margin analysis, team approved project schedule, and finished good manufacturing plan.

This position sets vision for project and is "voice of the customer" on the team. It facilitates product research, approves industrial design, Produces initial forecast, signs off of pricing, sets the market plan, and begins the product set-up.

Models that are given to consumers to test prior to launch

Team of executives that approves Gate business cases and resolves issues that have been escalated by the teams.

These teams is known to have the shortest gate 3 to launch timelines due to customer requirements

This stage gate measures final project metrics volume, start up costs, contribution margin, delivery sustainability, quality performance, actual, ship date.

This position provides technical guidance to design, creates design documentation, leads design reviews, initiates BOM’s, coordinates vendor PPAP’s, ensures component and model level compliance to Delta standards.

For a retail project, this mechansim rebaselines the NPD team's metrics, based on the customer's commitment to buy a new product

The system that manages all quoting, PPAP tracking, and various data collection for metrics.

This team will launch the first deck mounted non-commercial hands-free and touch soap dispenser

This stage gate is completed every six months and lists all current and planned projects for next 18 months of shipping. Commonly referred to as the Product Plan.

This position is the spokesperson for the NPD team. Develops business case and timeline. Manages the project budget and schedule. Ensures compliance to process, measures performance vs. goal. Facilitates decision making and manages project risks.

A development process that is generally used for lower-complexity projects and is an alternative to the "NPD Process"

Organization that provides support to the NPD teams on such activities as PPAP tracking, resolution engineering issues at vendors, and packaging development.

In 2015, This team put NPD projects on hold and focused it's attention on value management.

This stage gate confirms the following:
• Confirm market need
• Confirm new product(s) meet the market need
• Confirm no further product research is required
• Present Industrial Design
• Present volume & cannibalization forecasts

This position manages tooling/material orders, build ahead, completes part setup, manages supply chain issues, and coordinates with Engineering for engineering changes that impacting suppliers.

The team tracks tasks & timelines using this document, often created by Microsoft Project or Smartsheet

A 3 stage process that does the following:
- Design review for safety, quality, delivery, cost
- Introduction to plant and development of Prelim build sequence; detailed cost/labor, equipment, design challenges
- Identify and design a process and work

This team launched the first electronic proportioning valve

This stage gate ensures specific milestones are complete prior to shipment. These milestones include:
• Final SKU’s Loaded in JDE & Costs Rolled
• Master PAS Updated
• Ship Date Determined
• Final Pricing Approved
• Launch Plan Complete
• Component PPAP

This position leads FMEA reviews, provides guidance for specification requirements, approves test plans, facilitates product inspection process, creates control sample plan, reviews PPAP's, approves gauge and verification/validation plan

The person who ultimately approves any NPD project that requires over $750k in capitial expense

New technology projects that do not go through R&D Gate 2 must go through this process.

This team was formed to re-evaluate retail 2H centerset platform.