The PDMA Handbook of New Product Development

34.6. The Obsolescence Process and Responsibilities

NOTE

Consider both external and internal interests when developing the obsolescence timeline.

Figure 34.1 shows the timeline used for the obsolescence of an active product line at a durable goods manufacturing company. The product line was to be made obsolete because a new generation of a similar product with features more closely matching the competition had been introduced four years prior. Most customers had converted to the new models. The product manager decided to consolidate sales into the new product line, reduce the SKU count, and eliminate some unique components and tooling. The termination of production of this line also aided the manufacturing process by removing the need for a separate line to produce these products.

Figure 34-1. PRODUCT OBSOLESCENCE TIMELINE.

The first milestone in the timeline is the product manager's decision to obsolete a product line. The second is the formation of a cross-functional team to help manage the process. This team should include the product manager and representatives from Finance, Master and Manufacturing Planning, Logistics, Purchasing, Information Technology, Sales Support, and Communications. The product manager is charged with introducing the program including the rationale for obsolescence, the provisional timetable, the product return policy, and the policy regarding future ...