In general, predicting future process capabilities is
the responsibility of the corporate process capabilities team, discussed in 2.1
. Realistically however, all technical personnel in the organization are
likely to be exposed to new technology that might have the potential for
future implementation, and many will, themselves, have ideas for the
development of new process technology.
Corporate management should encourage the open communication of process
technology information. Each IPT should identify process investment areas and
communicate their needs to the corporate process capabilities team. The
corporate process capabilities team should be tasked with providing
recommendations for investment priorities. In addition, the team should
coordinate efforts to ensure that new process capabilities are mature and
well-understood prior to their use in a production environment and that the
technology is available to those production programs that would benefit most
from its use.General steps in identifying future process capabilities
1. Continuously identify potential new capabilities through internal
brainstorming, Internet searches, industry working groups, trade
publications and shows, and supplier strategic partnerships.
Evaluate candidate technologies. Assess marketing, financial, and schedule
impacts as well as technical considerations.
3. Select the technology
to develop internally or incorporate and mature.
4. Evaluate process
capability and determine if adequate level of understanding of process
5. If sufficient data is available, incorporate the new
process capability data into the process capability guidelines (see 2.1).
If the process capability is not mature and understanding of the process is
not sufficient, conduct studies or analyses (see 2.1