Our New Product Development and Introduction Manual is written for the user and is a ready reference at all phases of your new product program.  It satisfies the requirements of ISO 9001 and you may easily customize it for your company if you wish. We provide the instructions!  However, it may be used effectively in its generic format for training your associates for new product programs and as a specific guide for conducting those programs.  

Our New Product Development and Introduction Manual covers the full range of actions you will require and encounter in your new product programs and includes guidelines for using the manual.  Topics include:

Product Screening - Idea to Budgeted Product

    Product Identification

    Preliminary Review and Approval

    Inclusion in the Annual Budget

Program Preparations

    Team Selection and Assignment

    Team Guidelines

    Program Requirements Specification

    Technology Evaluation

    Preliminary Program Documents and Projections, Including:

  • Department Plans

  • Program Cost Summary

  • Product Sales Forecast

  • Product Pricing

  • Financial Analysis

  • Program Timeline

  • Program Manning Requirements

    Program Evaluation Funding Approval

Program Specification and Evaluation

    Product Functional Specification

    Product Structure

    Proprietary Rights Appraisal

    Updated Program Documents and Projections, Including:

  • Department Plans

  • Financial Analysis

  • Program Timeline

  • Program Manning Requirements

    Product Design and Readiness Funding Approval

Commitment, Product Design, and Readiness Evaluation

    Final Department Plans

    Final Manning Assignment for Major Activities

    Product Design

    Product Test Plans

    Prototype Build

    Product Order to Delivery Checklist

    Unit Test

    Product Documentation

    Documentation Transfer (Internal Documentation)

    Product Launch Plan

    Product Announcement

    Updated Program Documents and Projections, Including:

  • Financial Analysis

  • Program Timeline

  • Program Manning Requirements

    Product Qualification and Production Start-up Funding Approval

Product Qualification and Production Start-up Funding Approval

    Manufacturing Readiness Review

    System Integration Test

    First Piece Build

    Qualification Test

    Regulatory Compliance Verification

    Beta Test (if required)

    Product Launch

    Production and First Shipments

    Program Financial Performance Review

Product Manufacturing Cycle

    Ongoing Responsibility for Product

    Regular Financial Reviews

    Product Continuation and Withdrawal

The following are extracted from our New Product Development and Introduction Manual.  They include a general statement of purpose and company commitment to new product development (and introduction) and highlights from several sections of the manual.



XYZ Company recognizes its responsibility as a manufacturer of quality products to develop and introduce new or significantly improved products in a prompt, yet responsible manner. To this end the company has developed and documented a New Product Development and Introduction Process (NPDI.)  This system complies with the requirements of the International Quality Standard ISOO9001:2008 and XYZ Company's Quality Manual, [XX-XXXX].

The purpose of this manual is to define the steps to be taken in each NPDI program and the responsibilities and authority of those assigned to it. It provides for ongoing oversight to assure that new or improved products meet all agreed goals established for them, primarily performance, quality, cost and scheduled availability. All NPDI developed products will be documented and controlled in accordance with the company's Engineering Standards, Quality Manual and Documentation Control Procedure.

The Manual covers the entire New Product Development and Introduction process from the initial product idea through NPDI product production. This is done in six phases, each of which corresponds to a controlled stage of the NPDI process. Phase 1 is preparatory and defines how the product is conceived and included in the company's Product Migration Plan. Phases 2 through 6 define the development, introduction and production process for the NPDI product.

This manual is for internal use only, and is issued to all internal XYZ Company departments on a controlled basis. Issue to anyone outside XYZ Company requires the approval of the President of XYZ Company. Any deviation from the practices specified in this manual requires the approval of the department manager in whose area it occurs and the NPDI Program Manager


____________________________, Date:_____________

[Name], President



1.0 General

1.1 The New Product Development and Introduction Process (NPDI) is loosely based on the "Life Cycle" process currently in use in parts of our industry.  The NPDI process focuses on the product identification, authorization, design, qualification, introduction and production of the new product in an expedited and adequately documented fashion.  It defines what is required to get the right product to market at the right price and at the right time, and to support it properly throughout the process.

1.2 The NPDI Process applies to any product, including software and services, and may be edited to include the appropriate terminology for these products. This manual is written for large and complex software controlled electro-mechanical systems, and may be scaled down for less complex units. {Edit this sentence for the scope of products your company will develop.}


1.0 General

1.1 The major paragraphs of this manual are presented in the order in which you should perform the tasks they describe for the best program results.  However, each of these paragraphs is complete for the tasks they describe to facilitate use of the manual as an NPDI program reference book.

1.1.1 You are encouraged to read and understand this manual in its entirety before you attempt to implement the NPDI Process for your product. You should always try to understand why something is required rather than incorporate it blindly.  It is possible that a particular step does not apply to your product and should not be taken.

1.2 A significant part of this manual is concerned with making sure that your product is well defined, that you and the entire NPDI team knows exactly what is proposed.  Once that is established the product and program are then subjected to technical and financial inspection as well as extensive evaluation of where the product fits in XYZ Company's product line and market area.  If there is any question of the proposed product's viability it should be identified early rather than late in the program.  Indeed, sometimes the best course is to terminate the program.

1.3 An equally significant part of the NPDI program is concerned with the design, test and qualification of the product.  This is the part that most people think of when the subject of new product development comes up. Obviously, it must be done right or there is no product.  Again, the key is to understand your product first.  Know the risks before you assume them.

1.4 The Concurrent Engineering approach to product design is to be used as a matter of XYZ Company policy.  This will avoid having to do things twice, and will assure that each department has its needs considered in the design process.  Typical examples of this approach are:

1.4.1 Designing for convenience of manufacture.   This will assure in so far as possible that the Manufacturing and Engineering Bills of Material will be the same.  It will also be helpful to bring Service into the process to assure commonality in Manufacturing and Service assemblies, a convenience for Service in the procuring and stocking of spares.

1.4.2 Designing for Manufacturability (DFM.) The designing of products for minimum component counts and reduced assembly times as well as a minimum of required adjustments will be of considerable benefit to XYZ Company.  This usually requires compromise across the board because of tooling costs and time constraints, but is worthwhile to keep manufacturing costs as low as possible and to pave the way for subsequent cost reductions.

1.5 Another equally important part of the NPDI program and process is the readiness of key departments to support the product.  These concerns include:

1.5.1 Engineering

Installation Support

Product Sustaining

1.5.2 Manufacturing

Manufacturing Engineering (Process, Tooling)

Production Readiness

Product Sustaining

1.5.3 Quality

Vendor Qualification

Inspection (Receiving, In-process)

Statistical Quality Control Preparations

1.5.4 Service

Training of Service Technical Personnel

Technical Communications (Manuals)

Customer Training (Trainers, Manuals)

Installation (Teams)

Service Contracts

1.5.5 Marketing/Sales

Product Information Guides

Sales Literature and Videos

Training (Salespersons)

1.6 The NPDI program requires a number of written documents, specifications, evaluations, reports, etc.  Always understand the reason for the document and what purpose it will serve before you provide it.  It may not be appropriate for your particular product or program. Do not include anything just to comply with this manual.  By the same token, be sure that you have a good reason for not including anything that is specified.  The Program Manager must agree before any requested information is left out.

1.7 Finally, anything written for this NPDI program should be concise and to the point as well as accurate.  Bullet statements are generally sufficient, and are preferred.



1.0 Background

1.1 The development and introduction of new or significantly enhanced products is essential for the continued growth and success of XYZ Company.  The process is challenging because time and resources are always limited.  The NPDI Process is a guide to what is important in the development and introduction process, and how it is to be handled most efficiently. Its use also helps weed out non-viable products, and assures that those that are pursued are within the company's means, respond to a real customer/market need, perform as specified, reach the market when required, and are kept within the established cost targets.

1.2 Estimates of development and sustaining costs and man/hours, product costs (material, labor and overhead), function preparations (Engineering, Quality, Manufacturing and Service), etc. will be required in the course of the NPDI program. They are part of the individual department planning process that starts in this phase.  They must be as accurate as possible as they have a direct impact on whether or not the NPDI program will be funded, and on the success of the program.  They will be revisited as the program progresses.  Significant increases later in the program may cause its cancellation.


1.0 General

1.1 The information presented in this phase is background on how new ideas evolve to be considered for NPDI programs in XYZ Company.  The program and process for developing and introducing the new NPDI product starts in Phase 2.  In most cases the products with which you will be involved will have completed Phase 1.

1.2 Phase 1 is the phase in which the proposed product is identified, evaluated, reviewed against current XYZ Company and competitive products, prioritized and budgeted. It can be a long process and starts with the germination of a new product idea.  The main elements of this phase are:

1.2.1 Product Migration Plan

The Product Migration Plan is a matrix of the product families that includes each of the existing and proposed products in each family ranging from the least to the most complex. It will identify the expected life of each product over a timeline, and will indicate products to be replaced and those replacing them.  The format is at the discretion of Marketing/Sales, and is not presented here.

{In small companies with a limited product line, the Product Migration Process may be simplified. However, it is essential to understand where and whether the proposed product fits in your company's market and product line.}

1.2.2 XYZ Company Annual Budget Process

The actual budgeting process is under the control of Finance/Accounting, and will not be explored in depth in this manual.

{It is normal practice for companies to consider proposed new products as part of the Annual Budgeting process. Development work on new products should not be undertaken until the program is reviewed, understood and budgeted.}



1.0 Sources of New Product Ideas

1.1 New product ideas can originate anywhere - within or outside XYZ Company. Someone within the company, usually from Marketing/Sales will champion the idea and initiate the evaluation of its market potential.

2.0 The Bubbling-up Process

{The following is typical of many companies and has merit in your company. Early planning for development and introduction of new products is essential for their success. The following may be edited to reflect to approach used by your company.}

2.1 A product idea that Marketing/Sales or any other XYZ Company department thinks worthwhile will initially be discussed informally.  Eventually, as interest grows, they will be discussed formally, and brought to the attention of all department managers and the Executive Committee.  The venue for this presentation is the Product Migration meeting; a planning meeting at which proposed products and where they fit in XYZ Company's product line are discussed.  The result of this meeting is the Product Migration Plan that is forwarded to the Executive Committee and the President of XYZ Company for approval.

2.2 The Product Migration meeting is normally chaired by Marketing/Sales, and is attended by the managers and key personnel from all XYZ Company departments.  The meeting agenda is a proposed Product Migration Plan developed by Marketing/Sales, often with the assistance of Engineering.  The Marketing/Sales Manager will present the new product idea at the appropriate time during the Product Migration Meeting with the support of the Engineering Manager and any others who may wish to participate.

2.3 If, after the presentation and discussion, the Marketing/Sales Manager and the other attendees agree that the new product idea has merit and should be considered further, it is prioritized and included in the final Product Migration Plan.

2.4 The Product Migration Plan is forwarded to the Executive Committee.  When approved by the President of XYZ Company it will be used as one basis for the annual budgeting process.


1.0 General

1.1 Phase 2 is the first activity that involves the NPDI Team, and is concerned with making an initial assessment of the business opportunity for the proposed NPDI program.

1.1 Included in Phase 2 are:

Selection of Key Team Members

Product Code Name

Team Guidelines

Product and Program Plans and Documentation (Preliminary)

1.2 Once the program satisfactorily completes the screening process and exits Phase 2, the new product is authorized and funded (phase by phase.)

Our New Product Development and Introduction Manual includes a separate section for all required (or suggested) forms, including detailed instructions for their use.

View list of forms and templates here

Order New Product Development and Introduction Manual here











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