Why Product Structure Matters

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Why Product Structure Matters

  1. 1. Why Product Structure Matters<br />2009-05-08<br />Jonathan Scott<br />Principal Consultant, Razorleaf<br />
  2. 2. Agenda<br />Product Development Trends<br />From the Field<br />Product Structure Defined<br />Where Product Structure Fits and Why<br />The Right Tool for the Job<br />Product Structure in Practice<br />Advice<br />
  3. 3. Product Development Trends<br />Good product development practice includes:<br />Requirements definition<br />Design<br />Validation<br />Production<br />
  4. 4. Product Development Trends<br />Good product development practice includes:<br />Requirements definition<br />Design<br />Validation<br />Production<br />Reduced time-to-market is a universal goal<br />
  5. 5. Product Development Trends<br />Good product development practice includes:<br />Requirements definition<br />Design<br />Validation<br />Production<br />Reduced time-to-market is a universal goal<br />New products get more complex over time<br />
  6. 6. Product Development Trends<br />Good product development practice includes:<br />Requirements definition<br />Design<br />Validation<br />Production<br />Reduced time-to-market is a universal goal<br />New products get more complex over time<br />Many of today’s product development teams are multi-disciplinary and incorporate suppliers<br />
  7. 7. From the Field<br />Large Team Challenges<br />“The left hand never could seem to figure out what the right hand was doing, and having 5 hands didn’t help. By the time we realized we missed something, it was too late to go back and design it right.”<br />
  8. 8. From the Field<br />Time Challenges<br />“There was never any time to communicate – we were under such a tight schedule that we just had to throw it over the wall as soon as we had part of the design done. Our shop guys are good and I knew they would find a way to assemble it.”<br />
  9. 9. From the Field<br />Product Challenges<br />“If the power guys and the controls guys could have shown me what they meant to do here, I never would have put the cooling where I did.”<br />
  10. 10. From the Field<br />Digging Into the Problems<br />Where is product structure documented throughout design?<br />Can everyone look at the product structure?<br />How would two people discuss a product structure idea?<br />How should product structure changes be communicated?<br />
  11. 11. From the Field<br />Conclusion<br />Where is product structure documented throughout design?<br />Can everyone look at the product structure?<br />How would two people discuss a product structure idea?<br />How should product structure changes be communicated?<br />Bottom Line:<br />Communication Tools are Lacking<br />
  12. 12. Product StructureCommunication Tools are Lacking<br />
  13. 13. Product Structure Defined<br />Product Structure:a collection of items and item relationships sold or otherwise managed as a unit<br />item = manufacturable entity<br />item relationship examples include “belongs to”, “composed of”, and “is equivalent to”<br />
  14. 14. Product Structure Defined<br />Product Structure:a collection of items and item relationships sold or otherwise managed as a unit<br />Product Structuring:process of breaking-down an end-item unit into logical substructures<br />
  15. 15. Product Structure Meaning<br />the framework for product data through a lifecycle<br />
  16. 16. Where Product Structure Fits<br />Requirements definition<br />Design<br />Validation<br />Production<br />
  17. 17. Where Product Structure Fits<br />Requirements definition<br />Product structuring<br />Design<br />Product structuring<br />Validation<br />Product structuring<br />Production<br />Product structuring<br />
  18. 18. Where Product Structure Fits<br />Requirements definition<br />Product structuring<br />Design<br />Validation<br />Production<br />
  19. 19. How Product Structure Can Help<br />Division of responsibility<br />Communication/change hub<br />
  20. 20. The Right Tool for the Job<br />Text manipulation:Word, WordPerfect<br />
  21. 21. The Right Tool for the Job<br />Text manipulation: Word, WordPerfect<br />Spatial relations:CATIA<br />
  22. 22. The Right Tool for the Job<br />Text manipulation: Word, WordPerfect<br />Spatial relations: CATIA<br />Mathematical calculation:Excel, Lotus 1-2-3<br />
  23. 23. The Right Tool for the Job<br />Text manipulation: Word, WordPerfect<br />Spatial relations: CATIA<br />Mathematical calculation: Excel, Lotus 1-2-3<br />Logical structure manipulation:……<br />
  24. 24. The Right Tool for the Job<br />Product Structure and 3D CAD<br />PROS<br />Detailed product structure can be driven by 3D CAD<br />Most designers are familiar with 3D CAD tools<br />Most products require some mechanical (3D) design<br />
  25. 25. The Right Tool for the Job<br />Product Structure and 3D CAD<br />PROS<br />Detailed product structure can be driven by 3D CAD<br />Most designers are familiar with 3D CAD tools<br />Most products require some mechanical (3D) design<br />CONS<br />High-level product structure is concept or function-driven, not geometry-driven<br />Product structure must be exposed to everyone as it evolves<br />Changing product structure may need to drive 3D CAD also<br />Structure comparisons are difficult<br />Baselines can’t be kept<br />
  26. 26. The Right Tool for the Job<br />Product Structure and PDM<br />PROS<br />Object-Oriented DB + GUI = structure manipulation tools<br />PDM tools allow product structure<br />Creation<br />Revision (Baselining)<br />Comparison<br />Derivation<br />Multi-CAD PDM centralizes product structure<br />2D CAD -&gt; PDM<br />3D CAD -&gt; PDM<br />ECAD -&gt; PDM<br />
  27. 27. The Right Tool for the Job<br />Product Structure and PDM<br />PROS<br />Object-Oriented DB + GUI = structure manipulation tools<br />PDM tools allow product structure<br />Creation<br />Revision (Baselining)<br />Comparison<br />Derivation<br />Multi-CAD PDM centralizes product structure<br />2D CAD -&gt; PDM<br />3D CAD -&gt; PDM<br />ECAD -&gt; PDM<br />CONS<br />System nature of PDM prevents off-line work<br />Not all PDM systems treat product structure independent of CAD structure<br />
  28. 28. The Right Tool for the Job<br />Product Structure and MRP/ERP<br />PROS<br />Some ERP/MRP systems include PDM functionality<br />Object-Oriented DB + GUI = structure manipulation tools<br />
  29. 29. The Right Tool for the Job<br />Product Structure and MRP/ERP<br />PROS<br />Some ERP/MRP systems include PDM functionality<br />Object-Oriented DB + GUI = structure manipulation tools<br />CONS<br />Lacks baseline management<br />Disconnected from design tools<br />Needs layer to abstract design processes from production processes<br />Often cumbersome to use, hampers creative design processes<br />
  30. 30. Product Structure in Practice<br />Specification<br />
  31. 31. Product Structure in Practice<br />Sales Analysis<br />
  32. 32. Product Structure in Practice<br />Quoting<br />
  33. 33. Product Structure in Practice<br />Initial Structuring<br />
  34. 34. Product Structure in Practice<br />Sales Estimate Merging<br />
  35. 35. Product Structure in Practice<br />Overall Design Start<br />
  36. 36. Product Structure in Practice<br />Division of Responsibility<br />
  37. 37. Product Structure in Practice<br />Detailed Design Start<br />
  38. 38. Product Structure in Practice<br />MCAD Design Evolution<br />
  39. 39. Product Structure in Practice<br />MCAD Design Evolution<br />
  40. 40. Product Structure in Practice<br />MCAD Design Evolution<br />
  41. 41. Product Structure in Practice<br />Design Integration<br />
  42. 42. Product Structure in Practice<br />CAD to EBOM<br />
  43. 43. Product Structure in Practice<br />EBOM to MBOM<br />
  44. 44. Product Structure in Practice<br />MBOM to Production<br />
  45. 45. Product Structure in Practice<br />Central Change Hub<br />
  46. 46. Advice<br />So What Should You Do?<br />Focus on product structure FIRST during development<br />Maybe second – right behind requirements definition<br />Well before doing detailed design work<br />
  47. 47. Advice<br />So What Should You Do?<br />Focus on product structure FIRST during development<br />Pick the best tool for the job at EVERY stage<br />Requirements definition<br />Product structure definition<br />Detailed design<br />Production planning<br />Field service and repair<br />
  48. 48. Advice<br />So What Should You Do?<br />Focus on product structure FIRST<br />Pick the best tool for the job at EVERY stage<br />Use the tools to communicate across disciplines<br />
  49. 49. Advice<br />So What Should You Do?<br />Focus on product structure FIRST<br />Pick the best tool for the job<br />Use the tools to communicate across disciplines<br />Integrate your best-in-class tools<br />RM<br />CAE<br />PDM<br />ERP/MRP<br />
  50. 50. Advice<br />How Do You Start?<br />Get management support<br />The project is going to need people<br />The project is going to need money<br />The project is going to take time<br />
  51. 51. Advice<br />How Do You Start?<br />Get management support<br />Identify your needs<br />Assess what’s already in place (CAD, ERP, etc.)<br />Identify what’s missing<br />Product Structure Management<br />Requirements Management<br />Digital Mockup<br />Etc.<br />Develop a case for why those are needsnot wants<br />
  52. 52. Advice<br />How Do You Start?<br />Get management support<br />Identify your needs<br />Identify your resources<br />Who else in the organization has problems like these?<br />Who has budget for the areas you’re trying to improve?<br />Which of your existing partners have expertise?<br />Is there upcoming work that might “fund” the project?<br />
  53. 53. Advice<br />How Do You Start?<br />Get management support<br />Identify your needs<br />Identify your resources<br />Set priorities<br />What is most important to your organization?<br />What is most important to your sponsor?<br />What is the quickest “win” that can give momentum?<br />
  54. 54. Advice<br />How Do You Start?<br />Get management support<br />Identify your needs<br />Identify your resources<br />Set priorities<br />Proceed in a phased approach<br />Taking on too much always kills a project<br />People like to be on the winning team – be the winner<br />Funding a successful project is easier than starting new<br />
  55. 55. Contact Information<br /><ul><li>Jonathan Scott
  56. 56. 330.676.0022 ext. 7133
  57. 57. Jonathan.Scott@Razorleaf.com
  58. 58. Razorleaf Corporation
  59. 59. http://www.razorleaf.com/NTCOE</li></ul>Razorleaf is a professional services group that provides expertise for engineering and manufacturing organizations by optimizing business processes through the use of leading technologies.<br />

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