I. Soc. Cosmet. Chem.. 24, 783-795 (December 9, 1973) Computer-Assisted Product Development GERALD S. ROYE, M.S., GENE R. BERUBE, B.S., and FRANCIS W. BUSCH, B.S.* Presented December 12, 1972, New York City Synopsis--Initial steps in establishing an effective development program utilizing PERT (Program Evaluation and Review Techniques) and CPM (Critical Path Method) COM- PUTER PROGRAMS are shown. Interactive computer-assisted FORMULATION of new NAIL LACQUERS is carried out using matrix programs. Analysis of completed formulas for specific parameters is performed. Stability analysis and statistical evaluation of the completed nail lacquers are handled by computers. Color formulation and batch cor- rection of new pigmented nail fo•nula are carried out under several light conditions in order to eliminate metamerism. INTRODUCTION Product development in the cosmetic industry consists of complex physical, chemical, and legal barriers which must be cleared before a new product can be marketed. The availability of minicomputers and time-share networks is permitting the research chemist to solve some of his problems. Our laboratory is currently using computer base data collection and analysis systems to handle several important development tasks. Computer programs handle project planning, analytical, stability testing, and color formulation for nail lacquers. Many of the concepts developed in this paper are generally applic- able to other development projects. PROJECT The ideas for new products can originate within the corporation or be ob- tained from outside sources such as inventors, suppliers, or advertising agencies. Project initiation by marketing is one of the most critical planning * Chesebrough-Pond's, Inc., Research Laboratories, Trumbull Industrial Park, Trumq bull, Conn. 06611. 783

784 JOURNAL OF THE SOCIETY OF COSMETIC CHEMISTS steps in the research organization. The systems used for assembling and screening ideas and the establishment of research projects need to be care- fully analyzed. Responsibility and burden of program and project evaluation lie within research management. Planning activities should focus on the means of directing manpower, equipment, and cost factors in order to meet prescribed goals. Management is forced to choose among several worthwhile projects. The chemist who wishes to have his project accepted must be able to state his goals, his timetable for completion, and his manpower require- ments (1). One of the most widely used planning techniques available today is PERT, an acronym for Program Evaluation and Review Technique (9 0. PERT is a method of managing, a tool used by research management in planning and manipulating various laboratory resources to successfully attain the stated goal. PERT was originally developed by the U.S. Navy to organize the develop- ment of the Polaris Missile system. The application of PERT is not limited to the development of missile systems, but can also be used for most laboratory research projects which meet two criteria: (a) definite objective to be at- tained and (b) independent series of steps which must be successfully per- formed in sequence. PERT is a network system which displays in graphical representation those ordered step-by-step actions which must be carried out in order to reach a specific objective. Before we begin, some basic definitions are in order. Geometrically, the network is composed of two forms. 1. Event-A milestone of progress or accomplishment in the program plan depicting the start or completion of an activity which precedes or succeeds it. Usually represented by a circle. 9,. Activity-A time-consuming element in a program plan representative of work in progress or descriptive of a relationship between two events. Repre- sented by a solid line. 3. Dummy Event-A nonexisting event in actuality, but occasionally insert- ed in a network to simplify the analysis of project status. Represented by a broken line. The previous definitions permit us to extend PERT from a planning tool into a powerful control system by the simple expedient of applying time esti- mates to each activity. Estimates can be made in any unit, but all estimates in the network must be in the same unit. The unit most commonly used is weeks and tenths of weeks. Some of the time involved for completion of a project is not definitely known by management due to unexpected delays or unpredicted speedups PERT makes major recognition of uncertainty by placing it in a standard frame of reference, so that time estimates can be made with a predictable de- gree of success.