Uberall Solutions (I) Ltd. : Technology Services

Product Enhancement | Product Migration & Porting | Product Maintenance & Support

The key to Uberall’s product development approach is an entirely different way of making product-development decisions, from a “Process-based (phase-gate) approach to an “Information-based” approach.

In the “Information-based” approach, a linear, sequential development process is turned into a flexible one that reacts to information continually rather than at intervals and in batches. Product development now resembles the lean-manufacturing techniques that transformed mass production

In this way, we keep our customer’s product options open longer than most of their rivals and can act on new information about customers, markets, suppliers, and production capabilities later in the development process.

To achieve the step-value change in performance, Uberall has improved the efficiency of the entire development process, from generating ideas to launching products

Significant Features of Uberall’s Offshore Product Development
	The first step is to decide which information gaps must be filled during the testing of the prototype and when that information will be most useful. Sometimes an earlier, simpler model might yield it without additional work—thereby eliminating one source of delays.
	The product team defines a work flow built around determining and meeting cost targets instead of allowing costs to be an uncontrolled output.
	Under the old process, teams focused mostly on defining the features and functions of new products. Market research was secondary, and no input from operations people and suppliers was sought until prototypes had been built. Uberall understands that the end-customer is the beneficiary or the sponsor of the Product and includes “End-User” Acceptance as the first; not last aspect of Product development.
	A team participating in a project using the information-based approach starts by creating three simultaneous work flows: one for the needs of customers and the design features of the product, a second for its cost, and a third for its reliability.
	Customer service and operations are consulted early on to analyze what had made previous models break down and to estimate the trade-offs between design features and costs. If it is a new product, competitive analysis replaces information value for this stage of the phase.
	Instead of using a linear approach to collect information, make a decision, and then base other decisions on the first one, information-based teams solve problems continually and combine their findings frequently.
	Effective teams that can solve problems, synthesize findings, and orchestrate information flows are vital to the new process.
	Our Product Development is a FIXED Cost proposition driving Total Cost of Ownership (TCO) risks low for our customers.