rewrite the paper

Outlines this process-the process have to go through the development cycle showing various stages and the players that take part in the process. In which product analysis is done to the final stage where it’s working effectively.

1. Assessment -The UNICEF organization cannot improve all aspects of product development at once. The implementation the implementation of product development best practices can best be viewed as a continuing improvement thus no final conclusion has been made

In this tool the following must be followed to achieve the improvement in the process: Assess strengths and weakness also Gap analysis and improvement plan; in this UNICEF tries to understand the best practices, determine critical success factors for the target plan for the product that is being developed. These practices are derived from: corporate visits, consulting assignments, conferences, workshops and meetings, literature review, telephone discussions and technology vendors.( Annacchino, M. A. (2007). The pursuit of new product development P.g 54-55).

2. Strategic alignment-To be successful in the mobile information technology UNICEF must have a basis for competitive advantage. In every organization needs to do a reasonable job in various competitive dimensions, it cannot be all things to all people. UNICEF must focus on one or two dimensions of competition to truly distinguish one and be successful. The following are the competitive dimensions typically associated with product development: Time-to market, Low development cost, Low cost producer/low cost, high value products, Innovation and product performance, Quality, reliability, ease of use, serviceability and Agility.

 Resources can be focused on higher priority projects underway. The next highest priority project can be undertaken when the resources become available to support it as expeditiously as possible. Fully commit to the project and rapidly staff to the plan to get off to a good start.

 Emphasize design re-use of modules, parts, cores, cells, part models, requirements documents, plans, technical documentation, simulation models, fixtures, tooling, etc. to minimize development cost and schedule. Tightly manage requirements to minimize changes that will require redesign cycles- this is where addressing new requirements in the next release or next generation product are made. Get suppliers involved early to collaborate and utilize their ideas and suggestions and to develop a design that is compatible with their process capabilities. Use product data management systems to both control product data and streamline the process through workflow capabilities. This speeds and controls the flow of information.  Emphasize early analysis and simulation to minimize build and test cycles with physical hardware.

(E.McQuarter, C. B. (1995). using quality tools and techniques successfully. TQMMag P.g 37-42)

3. Analysis and improvement- Gap analysis is then employed to focus attention on the improvement opportunities that will yield the highest payoff. The categories with high weighting factors indicating their importance to the product development success and relatively low performance ratings yield the largest gaps between what is important to the organization. The areas that require the highest priority in improving the development process and will likely have the largest recompense for worthy acts. Once the large gap categories are identified, an examination of the individual best practices with lower performance ratings will help identify the specific areas that require attention. Identify and focus on the strategic levers that have low performance ratings and that are associated with the organization's intended strategy. Therefore, as a prerequisite, executive management must define a vision for product development and determine the competitive strategy as a basis for aligning product development practices and developing implementation priorities. This analysis becomes the basis for developing priorities and, eventually, an improvement or implementation plan. Forming product development teams as the basis for product development, establishing effective product/project planning and resource management, and utilizing the quality function deployment methodology as a method for capturing and understanding the voice of the customer.

(P. D. (2005). The PDMA handbook of new product development. Hoboken, N.J: wiley P.g 13)

4. Six Sigma- This is a statistically based, problem-solving method. It improves quality and it reduces the variation of the processes. It very much deals with defining the process and trying to reduce variation. It uses statistics to quantify the root cause of the quality problem. It's a scale of process quality. It measures again the deviation of process. It has a Sigma in it, which typically you would think would make a lot of actuaries happy. Not a lot of actuaries or life companies are employing Six Sigma, because of a perceived difficult transition of utilization in a manufacturing process environment to utilization in a life company, product development environment. The three major methodologies of Six Sigma are DMADV, DMAIC and process management. DMADV essentially is the new process development for those who don't have a process. DMAIC is for improving current processes. Process management is putting something in place once you've improved your process, to allow for continuous improvement and ensure that what is done doesn't go unheard.

5. The Stage-Gate process incorporates cross-functional teams with the same goals at any given stage and overall. For any given stage, the same goal is to get to the end of the stage with what one is supposed to complete and hit that decision gate. The gates are the decision points where you decide on a go, kill, hold, recycle, shelf or whatever it is we do when we come out with a product that was not present. The senior leaders are involved and drive those decisions. Quality control checkpoints are very good at checking the progress of the process, finding out where you're lacking, moving things forward and controlling the level of quality. Again, it's a defined process within a defined picture. Question are proposed, for instance “Is the project meeting its deliverables”? Which is answered from the progress.

(C. B. (1995). using quality tools and techniques successfully.P.g 96-98).

6. Bench marking- On this tool the product are involved in checking up the other mobile technologies in order to know the best innovation to include, according to the UNICEF requirements and standards’.( M. A. (2007). The pursuit of new product development P.g 24).

Recommendation

New product development process from its definition is the complete process of bringing a new product to market the best recommended tools for the UNICEF mobile information are bench marking, assessment, Strategic alignment and analysis improvement this is because these tools are well enhanced for all sides and changed that are to be made are well catered for in the tool processes. Stage-Gate and Six Sigma cannot be recommended in this innovation because of unaligned resources

Conclusion

The UNICEF mobile innovation technology with overlook the following critical issues such as Birth Registration using Mobile Phones, Mobile health (MHealth) Using Rapid SMS for Faster Reporting and Response, Monitoring the Quality and Safety of Schools using SMS, U-report, thus it will be more efficient and more reliable in its field.

References

Annacchino, M. A. (2007). The pursuit of new product development : the business development process. Amsterdam;Boston : Butterworth-Heinemann. Deussom, R. H., Mitchell, M. H., & Ruben, J. D. (2014). Using Mobile Technology to Address the ‘Three Delays' to Reduce Maternal Mortality in Zanzibar. nternational Journal of User-Driven Healthcare. Kahn, K. B., & Association, P. D. (2005). The PDMA handbook of new product development. Hoboken, N.J: wiley. E.McQuarter, C. B. (1995). using quality tools and techniques successfully. TQMMag.