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Diseño --ejemplo---3

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Desarrollo de productos

Desarrollo de productos

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  • 1. Emprendimiento y Diseño 3 Ejemplo Diseño de producto Jairo Rodríguez Mera HIBtools Herramientas
  • 2. Emprendimiento y Diseño
  • 3. New Product Development in a Small Cap Technology Company Indra Purkayastha Sr. VP, New Product Development iRobot Corporation October 19, 2006
  • 4. At Home The Old Way A Better Way More than 2M iRobot Roomba Vacuuming robots sold “I am unable to vacuum without extreme pain and wanted one or two robots to help keep me independent.” “Picks up more dirt than humanly possible.”
  • 5. At Home The Old Way A Better Way More than 2M iRobot Roomba Vacuuming robots sold “I am unable to vacuum without extreme pain and wanted one or two robots to help keep me independent.” “Picks up more dirt than humanly possible.”
  • 6. In the Frontline The Old Way A Better Way More than 700 iRobot PackBot robots in theater “You have saved lives today!” “When a robot dies you don’t have to write a letter to its mother.”
  • 7. In the Frontline The Old Way A Better Way More than 700 iRobot PackBot robots in theater “You have saved lives today!” “When a robot dies you don’t have to write a letter to its mother.”
  • 8. Practical Robots
  • 9. Practical Robots
  • 10. Addressing the Improvised Explosive Device (IED) threat “The robot should go in first” — Colonel, 82nd Airborne, Afghanistan
  • 11. Addressing the Improvised Explosive Device (IED) threat “The robot should go in first” — Colonel, 82nd Airborne, Afghanistan
  • 12. Enormous Market Potential Autonomy Creates Demand Autonomous Teleoperative Market Potential Fixed Automation Greater Autonomy
  • 13. Addressable Market $40 billion worldwide robot market by 2010 –Future Horizons  Unmanned Military Vehicles  Residential Floor Care • Law Enforcement • Homeland Security • Commercial Cleaning • Elder Care • Landscaping • Oil Services The iRobot solution = Affordable, Practical Robots that Work
  • 14. Barely Scratching the Surface Annual Domestic Vacuum Market: Annual Military Ground Vehicle Market: $3.4 billion* $2.8 billion* Conventional vacuum cleaners over $150 iRobot Roomba Sales = 3.4% * Freedonia Group Broad, untapped market opportunity for iRobot Roomba Expected 2015 unmanned ground vehicle market iRobot unmanned vehicle sales = 1.0% *Department of the Army Uniquely positioned to service expanding military robotic market
  • 15. Geoffrey Moore’s Crossing the Chasm New products from iRobot need to cross the chasm
  • 16. Home Robots
  • 17. The Home Robots Evolution 2002 2003 2004 2005
  • 18. Consumer Division Goal: Increase Penetration in the Home Home Maintenance Home Cleaning Increasing Challenge and Value People Care
  • 19. Challenges Facing Home Robots … early ‘05 • Dedicated passionate people who love robots • Lack of process • Long Tooling Cycle • Supply Chain delay – order to fulfillment ~6 months • Long gap between concept and reality • Making a repeatable producible product quite difficult • Inability to take large bets Two principle drawbacks 1) Long Unpredictable Product Development Cycle 2) Uncertain process for picking projects
  • 20. Vicious Circle Pitfalls of a long product development cycle u v w x Start Start + 3mos Start + 8mos Start + 13 mos Project Start Competitor makes announcement Key Enabling Technology proves difficult Product does not test well with focus group Scope, Budget Schedule agreed 24 mo. to launch Scope Revised New Budget Team commits to No schedule impact Scope Reduced New Budget 4 mo. Impact Scope Changed New Budget 4 mo. Impact Project Scope changed Project Scope decreased Project Scope Changed y •8 months late •Miss original intent •Budget Over-run •Under perform in marketplace 24 months development cycle … vulnerable to market whims
  • 21. How to Achieve Predictable Development Schedules • Bring cycles down to 12-18 months  No invention/research in product development  Do not change scope • Avoids “everything and the kitchen-sink” in requirements phenomenon  Resource people to do one project only … avoid multi-tasking • Get to yearly release/update discipline • Move research/advanced development off-line ... Not tied to releases  Keyed off a Product Road Map • Integrate Manufacturing Early into Product Development Cycle  Leverage Vendors and their competencies • Change the culture … Product Development is a total business sport  Includes Marketing, Engineering, Manufacturing, Post Sales, Finance …
  • 22. Product Life Cycle Product Development Advanced Development Manufacturing Integration Design 1 3 2 • Product/Market Concept OK Sustaining • Recipe OK for tooling • Small team of Engineers & Mktg engaged to flush details 4 • Manufacturing readiness • Pilot complete • Product Launch • Major Risks Retired • Market/Customer/Channel Identified • Detailed Product Spec written • Financials justify continuation Project may be stopped at any toll-gate if it can not be justified 5
  • 23. Organization Advanced Development Product Development Support Personnel Enabling Structure • Organize teams to mirror product life cycle • Define criteria for selecting projects • Clear Mission for each group Sustaining Engineering
  • 24. The Three Pillars of the Organization • Advanced Development  Working on products/technologies that are 2 years away • Product Development 401 K Pays tomorrow’s bills  Working on products that are to be launched next year  Each Team is responsible for • Project cost • Product Cost • Schedule • Quality • Product Scope • Sustaining Group Pays today’s bills  Continuous focus on product cost … celebrate a $0.10 savings  Minor Product Enhancement
  • 25. Advanced Development • Small integrated team with marketing and engineering • Many small ideas • Quick feasibility / technology assessment • Kill the ones that do not stick early • Build semi working prototypes and show it to customers     Assess feasibility Do not be fooled by the “early adopter” Learn to listen to early majority Do not fall on the trap “ Build it and they will come” Get alarmed if this group is not killing an idea a month and generating two new ones while doing so
  • 26. Quick Justification Analysis Two Years of Sales 4 Contribution Margin (CM) = Payback Ratio = Our Pocket Price - Our Cost Total CM in the first 24 months after launch Total Program Expense > 2 : Good Program
  • 27. Product Development • Scope Freeze • Bounded by hard dates … Christmas can not be postponed • Prototype early and often • Extensive use of Stereo Lithography • Classical Project Management Techniques  Critical path  Risk management • One focus • Strong manufacturing integration … get the factory integrated early Point clearly … Resource appropriately …and get the hell out of the way
  • 28. Risk Tracking Created and maintained by Project Manager
  • 29. Sustaining Engineering • Small tweaks – concept to launch < 6 months • Significant cost out focus … Without compromising quality • Very well integrated with manufacturing • Seamless with customer service
  • 30. October ’06 Status Positives • Predictable Execution on Product Development • Nimble response in Sustaining for new products • Significant Variable Cost Productivity achievements • Manufacturing closely integrated with Product Development • Key next generation project moving through Advanced Development Improvement Opportunity • Ideation process for Advanced Development • Reducing the tooling cycle • Staffing the Advanced Dev activity appropriately Improving, but long way to go
  • 31. BIENVENIDOS al CLUB de los que QUIEREN CAMBIAR el MUNDO! 
  • 32. Jairo Rodríguez Mera