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Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
Why Product Structure Matters
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Why Product Structure Matters

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  • 1. Why Product Structure Matters<br />2009-05-08<br />Jonathan Scott<br />Principal Consultant, Razorleaf<br />
  • 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. Product Development Trends<br />Good product development practice includes:<br />Requirements definition<br />Design<br />Validation<br />Production<br />
  • 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. 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. 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. 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. 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. 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. 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. 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. Product StructureCommunication Tools are Lacking<br />
  • 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. 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. Product Structure Meaning<br />the framework for product data through a lifecycle<br />
  • 16. Where Product Structure Fits<br />Requirements definition<br />Design<br />Validation<br />Production<br />
  • 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. Where Product Structure Fits<br />Requirements definition<br />Product structuring<br />Design<br />Validation<br />Production<br />
  • 19. How Product Structure Can Help<br />Division of responsibility<br />Communication/change hub<br />
  • 20. The Right Tool for the Job<br />Text manipulation:Word, WordPerfect<br />
  • 21. The Right Tool for the Job<br />Text manipulation: Word, WordPerfect<br />Spatial relations:CATIA<br />
  • 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. 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. 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. 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. 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. 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. 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. 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. Product Structure in Practice<br />Specification<br />
  • 31. Product Structure in Practice<br />Sales Analysis<br />
  • 32. Product Structure in Practice<br />Quoting<br />
  • 33. Product Structure in Practice<br />Initial Structuring<br />
  • 34. Product Structure in Practice<br />Sales Estimate Merging<br />
  • 35. Product Structure in Practice<br />Overall Design Start<br />
  • 36. Product Structure in Practice<br />Division of Responsibility<br />
  • 37. Product Structure in Practice<br />Detailed Design Start<br />
  • 38. Product Structure in Practice<br />MCAD Design Evolution<br />
  • 39. Product Structure in Practice<br />MCAD Design Evolution<br />
  • 40. Product Structure in Practice<br />MCAD Design Evolution<br />
  • 41. Product Structure in Practice<br />Design Integration<br />
  • 42. Product Structure in Practice<br />CAD to EBOM<br />
  • 43. Product Structure in Practice<br />EBOM to MBOM<br />
  • 44. Product Structure in Practice<br />MBOM to Production<br />
  • 45. Product Structure in Practice<br />Central Change Hub<br />
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. Contact Information<br /><ul><li>Jonathan Scott
  • 56. 330.676.0022 ext. 7133
  • 57. Jonathan.Scott@Razorleaf.com
  • 58. Razorleaf Corporation
  • 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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