Verhaert Innovation Day 2012 - Luc van Goethem & Frederik Wouters (VERHAERT) - Risk & requirements cooperating or counteracting forces in the process
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Verhaert Innovation Day 2012 - Luc van Goethem & Frederik Wouters (VERHAERT) - Risk & requirements cooperating or counteracting forces in the process

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Speakers of Verhaert at the 9th edition of our Innovation Day on October 26th 2012.

Speakers of Verhaert at the 9th edition of our Innovation Day on October 26th 2012.

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Verhaert Innovation Day 2012 - Luc van Goethem & Frederik Wouters (VERHAERT) - Risk & requirements cooperating or counteracting forces in the process Verhaert Innovation Day 2012 - Luc van Goethem & Frederik Wouters (VERHAERT) - Risk & requirements cooperating or counteracting forces in the process Presentation Transcript

  • CONFIDENTIAL Risks and requirements in NPD Frederik Wouters Director Business Development Frederik.wouters@verhaert.com Luc Van Goethem Consultant Applied Physics and Systems Luc.vangoethem@verhaert.comOctober 26th 2012 Slide 1
  • CONFIDENTIALOctober 26th 2012 Slide 2
  • CONFIDENTIAL Main causes for new product failuresOctober 26th 2012 Slide 3
  • CONFIDENTIALOctober 26th 2012 Slide 4
  • CONFIDENTIAL Scope This sessions focus is on the NPD process and the risk not having an adequate deliverable (product) as an output. Product risk is handled for those aspects influenced by the NPD process Innovation Process FEI NPD NPI Front End of Innovation New Products Development New Products IntroductionOctober 26th 2012 Slide 5
  • CONFIDENTIAL Early risk assessmentOctober 26th 2012 Slide 6
  • CONFIDENTIAL Early stage risk assessment: why? Wait for the risk to come true ? More freedom to adjust in early project phases => Early detection of risk allows for measures at lower cost and with less impact on schedule => Learn to fail fast !October 26th 2012 Slide 7
  • CONFIDENTIAL Uncontrolled learning curveLearning curve Normal Late changes can invoke a lot of rework > impact on planning & cost. Illustrated by the project cost profile Time is exponential from start and end. Test Integration Cost curve Tooling / purchase Detailed design Conceptual design System specification “The further we get in the process, the more we get to know”. Time Test This induces important Integration Tooling / purchase risk/cost/schedule impacts Detailed design Conceptual design System specification October 26th 2012 Slide 8
  • CONFIDENTIAL Reverse the learning curveOctober 26th 2012 Slide 9
  • CONFIDENTIAL An Approach to reverse the learning curve Avoid unnecessary risk:  Define / Limit the level of innovation according objectives Identify remaining risk:  Review if you have a clear set of requirements: identify TBD’s/TBC’s.  Ensure that you properly understand the requirements and that there is a consensus, identify YOUR risks (level of knowledge).  Are all disciplines /aspects covered before starting the next phase (also human aspects!)October 26th 2012 Slide 10
  • CONFIDENTIAL An Approach to reverse the learning curve Move it to the front end:  Plan to mitigate risk and allocate priorities in a solid development plan  Ensure that requirements/functions/performance, … can be met. This might involve early verification (e.g. by breadboarding) Get control on the process:  Plan project buffers instead of task buffers to protect your project  Set-up a control system and a transparent documentation (configuration control) Strategic / tactical and operational levelsOctober 26th 2012 Slide 11
  • CONFIDENTIAL Risk assessmentOctober 26th 2012 Slide 12
  • CONFIDENTIAL Types of risk Product risk • Legal and regulatory requirements such as ISO 9001, VDE, UL, FCC, FDA, CE, machinery directive, ROHS,… • Functional risks • Reliability • Lifetime • Quality • Performance • Product cost • Human factors • Service cost / warranty cost Project risk • Project timing • Project cost • Performance • Resources (human, investments,…) • Quality • IP • Tools • Market and competitors Business risk Enterprise riskOctober 26th 2012 Slide 13
  • CONFIDENTIAL Risk sources Project Management • Top management eg resources overcommitted, conflicting inter-project priorities • Planning eg impossible schedule commitments, no integrated planning and control • Project management eg Poor control of design changes, Poor control of customer changes • No project cost accounting ability • Conflicting project priorities • Poorly organized project office Financial eg Currency rate fluctuations Natural disasters Vandalism, sabotage or unpredicted side effects Market risk Operational risk Media Technical • Technology changes • Project failures Legal & regulatory • Violating trade marks and licenses • Unforeseen regulatory requirementsOctober 26th 2012 Slide 14
  • CONFIDENTIAL Risk assessment: role in overall risk managementOctober 26th 2012 Slide 15
  • CONFIDENTIAL Overview risk assessment tools 31010 IEC 2009October 26th 2012 Slide 16
  • CONFIDENTIAL FMECA intro Failure Mode and Effects Analysis (FMEA) Failure Modes, Effects and Criticality Analysis (FMECA) FMECA is a bottom up risk assessment tool, typically used to assess technical risks. Goals • to identify potential failure modes for a product or process, • to assess the risk associated with those failure modes, • to rank the issues in terms of importance • to address the most serious concerns • to identify and carry out corrective actionsOctober 26th 2012 Slide 17
  • CONFIDENTIAL FMECA items Component Function (product break down / BOM should be available) Failure modes Failure effect Current controls & detections Ratings • Severity • Probability • Detectability • RPN risk priority number Recommended actions New RPN (to evaluate effectiveness) Actions chosen Item owner Follow up to completion …….October 26th 2012 Slide 18
  • CONFIDENTIAL FMECA: functional level or piece-part level? Functional FMECA • Considers the failures at the functional block level (e.g. a power supply) • This method can be used early in the design process. • Provides more overview / insight in system interactions and dependencies. Piece part FMECA • Considers the individual components (e.g. a transistor) • Used when a detailed design is available • A piece part FMECA provides more in depth evaluation. • A piece part FMECA requires far more effort. Tailoring of FMECA • Determine the level of detail according to the needs and type of product • Start at functional level and dig deeper where needed • Maximise your “return on investment”October 26th 2012 Slide 19
  • CONFIDENTIAL FMECA: Strengths & weaknesses Strengths: • Avoid costly modifications by the early identification of design deficiencies……if used early • Provide an understanding of the factors which influence the reliability of the system • To provide proof that care has been taken to ensure that the design will meet its specification in service. Weaknesses: • FMEA can be a time/resource consuming & inefficient process … see tailoring • Inability to deal with multiple-failure scenarios or unplanned cross-system effects. • Software/hardware interactions • Human interactions with hardwareOctober 26th 2012 Slide 20
  • CONFIDENTIAL Main reasons for an ineffective FMECA !! Organisation / management level: • Lack of follow-up to insure implementation • Not enough support of management Typically 50% of field problems can occur at interfaces or integration with the system. Disconnect between FMEA and company information • Eg Field failure data • Eg previous products design The FMEA is not completed during the "window of opportunity”. -> functional FMEA early in design process -> Piece part FMEA should be available at design reviews Failure to get to root cause. -> Expert input is necessary. -> Should be team actionOctober 26th 2012 Slide 21
  • CONFIDENTIAL Fault tree analysis FTA Is a typical top down risk assessment toolOctober 26th 2012 Slide 22
  • CONFIDENTIAL Strengths of FTA • A disciplined approach which is highly systematic • Flexible enough to allow analysis of a variety of factors, including human interactions and physical phenomena. • The application of the "top-down" approach focuses attention on those effects of failure which are directly related to the top event. • The pictorial representation leads to an understanding of the system behaviour and the factorsOctober 26th 2012 Slide 23
  • CONFIDENTIAL How can risk assessment help you in meeting requirements ? Use risk assessment tools to select the most promising concepts / exclude the most risky concepts • Use major requirements as top event in a FTA • Use functional FMECA in the concept faze of NPD FMECA: use the requirements as basic input for the ratings • Eg the severity of an image defect in an office printer is much lower than for a medical diagnostic printer • Eg the severity rating for a low budget hand tool will be much lower than for a professional craftsmen tool.October 26th 2012 Slide 24
  • CONFIDENTIAL Gathering Requirements Requirements elicitation tools Due on date Resp ation Con tin- sible unic a tion genc y omm Mitig pm t g & c Structure NT IA L Score y tesFIDE ct test b rtin wn Impa staff eng Repo ter / Risk Bre cription akdo Prob a - plan pm gis bility Risk re Des gory Cate r N° teste no sw sw site multi- s ct team proje uy-in les b no sa sales ing stin g rank ste te score no ta roto : risk with p value taste dded on a focus ers keep old es to h stakeh ge rioriti it chan Set p nicate w f it! lture • mu ol cus o ed cu Com nd contr ities es ole fo the requir • ka ibil not th otivate Trac pons RM, • n res ood l not m Assig l to g , you wil • id enta ing ol is inc n report contr rting o n of Repo nly focus lusio • you o ks, il If al ris • atori mbin s : co 14 knes Slide W ea • 2012 27.09. October 26th 2012 Slide 25
  • CONFIDENTIAL It’ s not a Santa Claus list Aim high to land in the middle does not work in product development! Remember we search for added value, being a balanced conceptOctober 26th 2012 Slide 26
  • CONFIDENTIAL Don’t fix all of you specifications Market requirements vary. Custom needs shift. New regulations are passed. Technology evolves. Engineers find better waysOctober 26th 2012 Slide 27 23.10.2009
  • CONFIDENTIAL Don’t Overspecify To specify in excessive detail. The customer overspecified the requirements and now were contractually required to build it this way. Does he think hes an engineer? To specify excessive capability. As usual the customer overspecified the requirements, its like asking for a car that sits 20 and fits in compact cars parking spaceOctober 26th 2012 Slide 28 23.10.2009
  • CONFIDENTIAL Option management & requirements Overspecified Underspecified Risk reduction Buffer Options Risk increase Cost / Timing Late changes Be aware of extra risk due to design changes (schedule, cost, impact on other design items, …) Examples: Hot cold treatment: • Temperature target 2 °C very demanding and not usefull for treatment Borehole measurement: • 5 µm target very demanding , set by quality department and not usefull for end user (production)October 26th 2012 Slide 29
  • CONFIDENTIAL Determine user group willingness & motivation ability to learn medical condition physical abilities & fatigue, mental & emotional state level of education …October 26th 2012 Slide 30
  • CONFIDENTIAL User Centred Design strategies Less dependent of abilities of the user more accomodating of disabilities from unpacking until disposal Matching environmental conditions For different conditions of us : Intended use Intended misuse Unintended use Unintended misuseOctober 26th 2012 Slide 31
  • CONFIDENTIAL Life cycle requirement Fault Safety tolerance Fault Security prevention The ability to deliver a service that can be trusted. Confidence Ability to perform as Reliability and when required Availability Maintainability ResilienceOctober 26th 2012 Slide 32
  • CONFIDENTIAL Dependability requirements i.e. define a safe system (dependability) • generate requirements to ensure the root causes of risks are avoided • ensure risk doesn’t arise • ensure if it arises it doesn’t develop into an incident • ensure damage is minimised • ensure if damage occurs cost of recovery is minimised -> generate requirements that ensure there is a high probability that these safety functions will be available Requirements that specify the detection, isolation, diagnosis, and recovery of the system from failures and its restoration to an acceptable state and therefore a level of fault tolerance, fault handling and fault recovery, diagnostic & error messagesOctober 26th 2012 Slide 33
  • CONFIDENTIAL Requirements pitfalls Difficulties in implementing these requirements due to misunderstanding unclarity ambiguity inconsistent conflicting unverifiable imprecise incorrect incomplete Be careful not to specify on the lower levelOctober 26th 2012 Slide 34
  • CONFIDENTIAL Requirements recommendations Need for requirement tracebility Prioritisation of requirements Incremental commitment Rich definitions & Visual thinking Human, technical and economic aspects should be balanced Just good enoughOctober 26th 2012 Slide 35
  • CONFIDENTIAL Requirement management as a process • Business requirements • User requirements • Functional requirements • Product requirements Performance • Architectural or system requirements Strategy • Design requirements Timing Cost Risk • Risk & Safety requirements • …..October 26th 2012 Slide 36
  • CONFIDENTIAL It takes more than a ‘moment’ Active Succesfull Risk Requirements management projects managementOctober 26th 2012 Slide 37
  • CONFIDENTIAL VERHAERT MASTERS IN INNOVATION® Headquarters Hogenakkerhoekstraat 21 9150 Kruibeke (B) tel +32 (0)3 250 19 00 fax +32 (0)3 254 10 08 ezine@verhaert.com More at www.verhaert.com VERHAERT MASTERS IN INNOVATION® Netherlands European Space Innovation Centre Kapteynstraat 1 VERHAERT MASTERS IN INNOVATION® helps companies and governments to innovate. 2201 BB Noordwijk (NL) We design products and systems for organizations looking for new ways to provide value Tel: +31 (0)633 666 828 for their customers. willard.vanderheijden@verhaert.com We are a leading integrated product innovation center; creating technology platforms, More at www.verhaert.com developing new products and business in parallel, hence facilitating new-growth strategies for our clients.October 26th 2012 Slide 38