SEM5- NPD -Chapter2 development processes

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  • Gate review-decision is made whether to carry on with the project or not.
  • Generic product development process consists of 6 phases. Planning often referred to as phase 0 because it precedes the project approval and launch of the actual product development process. -opportunity identification, corporate strategy, assessment of technology and market objectives. Output – project mission statement.
  • Identifying customer needs – effectively communicate needs to development team. Establishing target specifications – technical terms of customer needs. Concept generation – exploration of the many solutions to best fit customer needs. Concept selection – identify the most promising concept Concept testing – one/more concept tested to unsure that customer needs are met. Setting final specification – target set earlier are revisited after final concept has been selected and tested. Project planning – final activity of concept development, plans for the project/product to be developed. Economic analysis – financial analyst, builds economic model for the new product. Benchmarking of competitive products – Modeling and prototyping – Every stage of the concept development process involves various forms of models and prototypes.
  • (a) Used to develop market-pull, technology-push, platform, process intensive, customised, and high-risk products. Each phase is followed by a review gate to confirms that phase is completed and to determine if the project should proceed. (b) Detail design, prototyping and test activities are repeated a number of times – development of complex systems. (c) Decomposition into parallel stages of work on the many subsystems and components.
  • Product development process
  • Function - area of responsibility usually involving specialised education, training or experience. E.g. Marketing, design, and manufacturing.
  • Functional organisation – a group of marketing professionals, share similar training and expertise. Report to the same manager. Project organisation – mixture of function to produce a certain product/project Matrix organisation – hybrid of function, individuals are linked based on project and their function.
  • Cross functional – easier to coordinate and communicate objectives of project When experts need to be retrained or developed i.e. Aerospace companies, organised functionally to ensure the firm will have the best possible capability in this area. Expertise vs. Duration of project. Experts may be drawn to several projects to fully utilised them. Based on industry.
  • SEM5- NPD -Chapter2 development processes

    1. 1. Chapter 2: Development Processes and Organizations Lecturer: Dr. Juhaini Jabar [email_address] Product Design and Development Fourth Edition by Karl T. Ulrich and Steven D. Eppinger
    2. 2. Awards offered for BPTT 3153 <ul><li>Best individual assignment </li></ul><ul><li>Best group assignment </li></ul><ul><li>Best group presentation (slides, languange coordination, Q&A, time management) </li></ul><ul><li>The most proactive individual </li></ul><ul><li>The most proactive group </li></ul><ul><li>Groups will be assessed during class. </li></ul><ul><li>30 minutes will be given in each class for group discussion. </li></ul>
    3. 3. Tyco International <ul><li>http://www.te.com/default.aspx </li></ul><ul><li>Leading manufacturer of sensors and controls </li></ul><ul><ul><li>Wireless security alarm system control panel </li></ul></ul>
    4. 4. Questions to address new product development issues <ul><li>What are the key product development activities that must be included in every project? </li></ul><ul><li>What project milestones and review gates can be used to manage the overall development process by phases? </li></ul><ul><li>Is there a standard development process that will work for every operating division? </li></ul><ul><li>What role do experts from different functional areas play in the development process? </li></ul><ul><li>Should the development organisation be divided into groups corresponding to projects or to technical and business functions? </li></ul>
    5. 5. Well-defined development process <ul><li>Quality assurance </li></ul><ul><ul><li>Assuring quality of the end product – E.g. ISO standards </li></ul></ul><ul><li>Coordination </li></ul><ul><ul><li>Roles of members defined </li></ul></ul><ul><li>Planning </li></ul><ul><ul><li>Milestones for project </li></ul></ul><ul><li>Management </li></ul><ul><ul><li>Benchmarking planning vs. performance by managers </li></ul></ul><ul><li>Improvement </li></ul><ul><ul><li>Review of progress and performance </li></ul></ul>
    6. 6. The product development process <ul><li>0. Planning </li></ul><ul><li>Concept development </li></ul><ul><ul><li>Concept of the product vs. target market </li></ul></ul><ul><li>System-level design </li></ul><ul><ul><li>Preliminary design of key components </li></ul></ul><ul><li>Detail design </li></ul><ul><ul><li>Control documentation – drawings describing geometry of each component </li></ul></ul><ul><li>Testing and refinement </li></ul><ul><ul><li>Prototypes –construction and evaluation of multiple preproduction versions of the product </li></ul></ul><ul><ul><li>Alpha and beta prototypes </li></ul></ul><ul><li>Production ramp-up </li></ul><ul><ul><li>Produced for preferred customers to identify remaining flaws </li></ul></ul>
    7. 7. The generic product development process (p. 14) Planning Concept development System-level design Detail design Testing and refinement Production Ramp-up
    8. 8. Concept development: The front-end process <ul><li>Identifying customer needs </li></ul><ul><li>Establishing target specifications </li></ul><ul><li>Concept generation </li></ul><ul><li>Concept selection </li></ul><ul><li>Concept testing </li></ul><ul><li>Setting final specifications </li></ul><ul><li>Project planning </li></ul><ul><li>Economic analysis </li></ul><ul><li>Benchmarking of competitive products </li></ul><ul><li>Modelling and prototyping </li></ul>
    9. 9. Front-end activities comprising the concept development phase (p. 16)
    10. 10. Adapting the generic product development process <ul><li>Generic (market-pull) products </li></ul><ul><ul><li>Sporting goods, furniture, tools… </li></ul></ul><ul><li>Technology push products </li></ul><ul><ul><li>Gore-Tex rainwear, iBOT </li></ul></ul><ul><ul><li>http://www.youtube.com/watch?v=gMCc-9PMVY8&feature=related </li></ul></ul><ul><li>Platform products </li></ul><ul><ul><li>Consumer electronics, computers, printers… </li></ul></ul><ul><li>Process-intensive products </li></ul><ul><ul><li>Snack foods, breakfast cereals, chemicals, semiconductors… </li></ul></ul>
    11. 11. <ul><li>Customized products </li></ul><ul><ul><li>Motors, switchers, batteries, containers </li></ul></ul><ul><li>High-risk products </li></ul><ul><ul><li>Pharmaceuticals </li></ul></ul><ul><li>Quick-build products </li></ul><ul><ul><li>Software, cellular phones </li></ul></ul><ul><li>Complex system </li></ul><ul><ul><li>Airplanes, jet engines, automobiles </li></ul></ul>
    12. 12. Product development process flows <ul><li>Product development process generally follows a structured flow of activity and information flow </li></ul>
    13. 13. Product development process flows (p. 22)
    14. 15. Product development organisations <ul><li>Organisations are formed by establishing links among individuals </li></ul><ul><ul><li>Reporting relationships – supervisor & subordinate (formal) </li></ul></ul><ul><ul><li>Financial arrangements – linked by same financial entity </li></ul></ul><ul><ul><li>Physical layout – share the same building/space (informal) </li></ul></ul><ul><li>Organisational links may be aligned with functions, projects, or both </li></ul>
    15. 17. Choosing an organisational structure <ul><li>How important is cross-functional integration? </li></ul><ul><li>How critical is cutting-edge functional expertise to business success? </li></ul><ul><li>Can individuals from each function be fully utilised for most of the duration of a project? </li></ul><ul><li>How important is a product development speed? </li></ul>
    16. 18. Distributed product development teams <ul><li>Access to information about regional markets </li></ul><ul><li>Availability of technical expertise </li></ul><ul><li>Location of manufacturing facilities and suppliers </li></ul><ul><li>Cost saving through lower wages </li></ul><ul><li>Outsourcing to increase product development capacity </li></ul><ul><li>View p. 29 – Characteristics of different organisational structures </li></ul>

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