Writers Den

Milestone

Deliverable

Module Due

Grading

One

Overview

Three

Graded separately;
Milestone One Rubric

Two

Production Needs

Five

Graded separately;
Milestone Two Rubric

Three

Risk and Financial Impact and Draft of

Seven

Graded separately;
Milestone Three Rubric

Management Strategies

Final Submission: Analysis of Product

Nine

Graded separately; Final
Project Rubric

Introduction

Critical Elements

Exemplary
(100%)

Proficient
(90%)

Needs
Improvement (70%)

Not
Evident (0%)

Value

Overview:
Company

Meets “Proficient” criteria and

Provides concise overview of

Provides overview of the

Does not provide an overview

4.1

demonstrates
keen insight

the
company and its new

company
and its new product

of the
company and its new

regarding important specifics of

product launch

launch, but description either

product launch

a new
product launch

lacks
brevity or has gaps in the

details

Production Needs:

Meets “Proficient” criteria, and

Estimates the process cycle

Estimates the process cycle

Does not estimate the process

4.59

Cycle
Time

comparison of process cycle

time for the new product

time for the new product

cycle time for the new product

time and
takt time

introduction
and compares

introduction,
but does not

introduction

demonstrates
nuanced

against
estimated takt time

compare
to estimated takt time

understanding
of product

or
estimates are illogical

introduction

Production Needs:

Meets “Proficient” criteria and

Determines process bottlenecks

Determines process bottlenecks

Does not determine process

4.59

Bottlenecks

provides
a comprehensive list of

that may
adversely affect cycle

that may
adversely affect cycle

bottlenecks
that may adversely

bottlenecks
that may adversely

time of
the new product

time of
the new product

affect
cycle time of the new

affect cycle time

introduction

introduction, but determination

product introduction

is
inappropriate or cursory

3

Production Needs:

Meets
“Proficient” criteria and

Explains
how principles of lean

Explains
how principles of lean

Does not
explain how principles

4.59

Lean
Management

explanation demonstrates a

management could be applied

management could be applied

of lean management could be

nuanced
understanding of the

to the
introduction of the new

to the
introduction of the new

applied
to the introduction of

relationship
between principles

product
to account for adverse

product,
but explanation either

the new
product to account for

of lean management and cycle

effects on cycle time

lacks accountability for adverse

adverse effects on cycle time

time

effects
on cycle time, is

inaccurate,
or is cursory

Production Needs:

Meets “Proficient” criteria, and

Recommends an appropriate

Recommends a strategy aligned

Does not recommend a strategy

4.59

Strategy

recommendation demonstrates

strategy aligned with principles

with principles of lean

aligned with principles of lean

a nuanced
understanding of

of lean
management that could

management,
but strategy is

management
that could be

how
principles of lean

be
implemented to improve

either
inappropriate or

implemented
to improve cycle

management
can be applied to

cycle
time of the new product

overgeneralized

time of
the new product

cycle time

Production Needs:

Meets “Proficient” criteria, and

Assesses the company’s labor,

Assesses the company’s labor,

Does not assess the company’s

6.12

Needs

assessment
outlines in

material
and equipment needs

material
and equipment needs

labor,
material, and equipment

significant
detail the labor,

that
would be required to

that
would be required to

needs
that would be required to

equipment, and material

support the new product

support the new product, but

support the new product

requirements
that result in a

assessment
is inaccurate or

highly
efficient process

overgeneralized

Production Needs:

Meets “Proficient” criteria, and

Proposes a labor, equipment,

Proposes a labor, equipment,

Does not propose a labor,

6.12

Plan

the plan
demonstrates insight

and
materials plan to support

and
materials plan to support

equipment,
and materials plan

into the labor, equipment, and

the new product introduction

the new product introduction,

to support the new product

materials
required to support

but
proposed plan is

introduction

new
production

inappropriate
or

overgeneralized

Production Needs:

Meets “Proficient” criteria, and

Explains how the proposed

Explains how the proposed

Does not explain how the

6.12

Support

explanation
demonstrates a

labor,
equipment, and materials

labor,
equipment, and materials

proposed
labor, equipment, and

nuanced
understanding of how

plan will
support the new

plan will
support the new

materials
plan will support the

the labor, equipment, and

product launch

product launch, but explanation

new product launch

materials
plan supports the

is
inappropriate or cursory

launch

Risk and Financial

Meets “Proficient” criteria, and

Identifies potential risks to the

Identifies potential risks to the

Does not identify potential risks

6.12

Impact: Potential

response
demonstrates insight

company
associated with the

company
associated with the

to the
company associated with

Risks

into the potential risks

new product introduction

new product introduction, but

the new product introduction

associated
with new product

risks are
inaccurate or

introduction

overgeneralized

4

Risk and Financial

Meets
“Proficient” criteria, and

Develops
a risk mitigation plan

Develops
a risk mitigation plan

Does not
develop a risk

6.12

Impact: Risk

the plan demonstrates insight

to address identified risks

to address identified risks

mitigation plan to address

Mitigation Plan

into how
mitigation plans can

associated
with introduction of

associated
with introduction of

identified
risks associated with

reduce
risks to product

the new
product

the new
product, but plan is

introduction
of the new product

production

inappropriate or

overgeneralized

Risk and Financial

Meets “Proficient” criteria, and

Explains how the proposed risk

Explains how the proposed risk

Does not explain how the

6.12

Impact: Address

the plan
demonstrates insight

mitigation
plan accounts for and

mitigation
plan accounts for and

proposed
risk mitigation plan

into how mitigation plans can

addresses identified risk

addresses identified risk, but

accounts for and addresses

reduce
risks to product

explanation
is inappropriate or

identified
risk

production

cursory

Management

Meets “Proficient” criteria, and

Describes the key aspects and

Describes the key aspects and

Does not describe the key

4.59

Strategies: Key

description
demonstrates a

characteristics
of the team that

characteristics
of the team that

aspects
and characteristics of

Aspects
and

nuanced understanding of the

would be built to support the

would be built to support the

the team that would be built to

Characteristics

key
aspects and characteristics

introduction
of the new product

introduction
of the new

support
the introduction of the

of a team
that would support

product,
but description of

new
product

the introduction of a new

team is inaccurate or cursory

product

Management

Meets “Proficient” criteria, and

Selects the stakeholders from

Selects the stakeholders from

Does not select stakeholders

4.59

Strategies:

selection
demonstrates a

the
company to be included on

the
company to be included on

from the
company

Stakeholders

nuanced
understanding of

a
cross-functional team to

a
cross-functional team, but

stakeholders within a company

support the introduction of the

selection is inappropriate or

who would
be best qualified to

new
product

illogical

support
the introduction of the

new product

Management

Meets “Proficient” criteria, and

Explains how the team is cross-

Explains how the team is cross-

Does not explain how the team

4.59

Strategies: Cross-

explanation
demonstrates keen

functional
and how this assists

functional,
but not how this

is
cross-functional

functional

insight
into how a cross-

in
supporting the introduction

assists
in supporting the

functional team interacts and

of the new product

introduction of the new

supports
the new product

product,
or explanation is

launch

cursory

Management

Meets “Proficient” criteria and

Develops a strategy to manage

Develops a strategy to manage

Does not develop a strategy to

4.59

Strategies: Strategy

strategy
demonstrates a

the
cross-functional team

the
cross-functional team, but

manage
the cross-functional

nuanced understanding of how

supporting the introduction of

developed strategy is

team

to manage
a cross-functional

the new
product

inappropriate
or

team

overgeneralized

5

Management

Meets
“Proficient” criteria, and

Explains
how principles of total

Explains
how principles of total

Does not
explain how principles

6.12

Strategies:
Managing

explanation demonstrates

quality management could be

quality management could be

of total quality management

insight
into the relationship

applied
in managing the

applied
in managing the

could be
applied in managing

between
principles of total

product
introduction

product
introduction, but

the
product introduction

quality management and

explanation is inaccurate or

product
introduction

cursory

Management

Meets “Proficient” criteria, and

Describes how the TQM

Describes how the TQM

Does not describe how the TQM

6.12

Strategies: Customer

description
demonstrates

approach
could be utilized to

approach
could be utilized to

approach
could be utilized to

Expectations

insight into how the TQM

fulfill customer expectations

fulfill customer expectations,

fulfill customer expectations

approach
helps fulfill customer

but
description is inaccurate or

requirements

cursory

Management

Meets “Proficient” criteria, and

Explains how each department

Explains how each department

Does not explain how each

6.12

Strategies:

explanation
demonstrates

approaches
the assessment of

approaches
the assessment of

department
approaches the

Department

insight into departmental

customer expectations

customer expectations, but

assessment of customer

characteristics
and the

explanation