The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
This is a Feasibility Study conducted by a group of students "The Incorporators" from Capitol University's Bachelor of Science In Business Administration major in Marketing Management and Human resource Management.
Note: This document is not available to download, sorry for the inconvenience.
This is a Feasibility Study conducted by a group of students "The Incorporators" from Capitol University's Bachelor of Science In Business Administration major in Marketing Management and Human resource Management.
Note: This document is not available to download, sorry for the inconvenience.
This is the product proposal paper prepared by the students of Capitol University major in Marketing Management and Human Resource Management taking up Introduction to Entrepreneurship Feasibility Study paper.
Product design and development by Karl T. UlrichJoy Biswas
Chapter 1
Introduction to Product design and Development by Karl T. Ulrich. Here is the presentation file of chapter 1 by the students of SUST IPE 2010-11 batch.
This is the product proposal paper prepared by the students of Capitol University major in Marketing Management and Human Resource Management taking up Introduction to Entrepreneurship Feasibility Study paper.
Product design and development by Karl T. UlrichJoy Biswas
Chapter 1
Introduction to Product design and Development by Karl T. Ulrich. Here is the presentation file of chapter 1 by the students of SUST IPE 2010-11 batch.
Competitive dimensions - strategic management - Manu Melwin Joymanumelwin
According to Porter, two competitive dimensions are the keys to business-level strategy.
The first dimension is a firm’s source of competitive advantage.
The second dimension is firms’ scope of operations.
Product design involves many steps in order to reach the finalised, working product. Here is a basic guide from http://www.rf3design.co.uk with 7 steps to effective product design.
Product and Services Design & DevelopmentRaj Vardhan
This PPT is about product design and development and it's the significance, advantages and disadvantages and its impacts on sales and performance of the product or services of the company.
My notes areTo have a comprehensive and structured literature r.docxsusanschei
My notes are
To have a comprehensive and structured literature review, please think about what is the purpose of the literature review? What do you want to prove from reviewing the related documents in TRIZ, Six Sigma, and new product development
Not plagiarism because I use to submit to my UNI
Academic references at least 20 references for each part and not under 2006
You are expected to reference (Harvard style preferred) within the text of the assignment. That is at least 20 references including in-text citations and not earlier than 2006
Use English (UK)
please see the attached files and I highlighted to you some points to do, and other points just paraphrasing and use new references.
Thanks
Chapter 3: Design for Six Sigma (DFSS)
3.1 Six Sigma overview
In our daily life we encounter all kinds of devices which have an input and generate an
output. Consider a lamp which, after turning it on, takes the current as input and spreads a
certain amount of lumen as output. Users like us do not need to know about the details of
this process, but for those in the business of manufacturing and developing these lamps the
details are important. The developer will probably be happier with a lamp which takes less
input and generates more output, hence the preferences for LEDs over light bulbs.
Considering the goal of input-output ratio improvement, one can imagine that identification
of inputs and changing the initial processes would help in positively impacting the output.
Six Sigma is a methodology which can be used for this purpose as it “involves the use of
statistical and non-statistical tools within a structured environment for the purpose of
creating knowledge that leads to higher quality products in less time than the competition”
(Breyfogle 2003).
In businesses the Six Sigma methodology is used, because it provides them with the tools to
improve the capability of their business processes. A process in this case is a product or a
service which is provided both internally or externally. The improvement is focused on
increasing performance and decreasing performance variation, which will lead to reductions
in defects, improvement in profits, employee morale and product quality and eventually to
business excellence (Yang and El-Haik 2008). However, Sig Sixma does not only apply to
product quality but to all aspects of business operations by improving key processes (Yang
and El-Haik 2008).
3.1.1 Six Sigma Tools (as appoints)
3.2 DFSS overview
DFSS can be seen as Six Sigma applied earlier in the product lifecycle. Where Six Sigma is
used for existing products and processes DFSS is applied to new products and processes
with the goal to improve the designed product in terms of customer value, quality,
reliability and cost (Yang and El-Haik 2008). DFSS can be defined as “a disciplined process
that provides the user with a structured methodology for the efficient commercialization of
new products, processes and services” (Perry and Bacon 2006). .
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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3. Customer Satisfaction begins with product and
service design. Moreover, decisions are made in
this area impact operations and the
organization’s overall success.
Process selection and capacity planning impact
the ability of the product system to deform and
to satisfy customers. Flexibility, Production
time, and cost are key considerations in process
design.
Process selection and layout are closely related.
Layout decisions are influenced by decisions
made in product and service design.
4. Work design focuses on the human element in
production systems. Increasingly, managers are
realizing that workers are a valuable asset and
can contribute greatly to the organization’s
success. Strategic planning is beginning to
incorporate employee participation to help
improve production systems.
Design decisions have strategic significance for
business organizations. Many of these decisions
are not made by the operations manager.
Nonetheless, because of the important links
between operations and each strategic area,
5. it is essential to the success of the organizations
to involve all of the functional area of the
organization in design decisions.
7. The various activities and responsibilities of
product and service design include the following
(functional interactions are shown in parenthesis)
1. Translate customer wants and needs, into
product and service requirements.
(marketing, operation)
2. Refine existing product and services.
(marketing)
3. Develop new product and/or
services.(marketing. Operations)
4. formulate quality goods.
(marketing, operation)
8. 5. Formulate cost targets. (
accounting, finance, operations)
6. Construct and test prototypes.
(operations, marketing, engineering)
7. Document specifications.
9. REASONS FOR
PRODUCT AND
SERVICE DESIGN OR
REDESIGN
10. Product and service design has typically had
strategic implications for the success and
prosperity of an organization. Furthermore, it has
an impact on future activities.
Consequently, decisions in this area are some of
the most fundamental that managers must make.
Organizations become involved in product and
service design or redesign for a variety of
reasons. The main forces that initiate design or
redesign are market opportunities and threats.
11. The factors that give rise to market opportunities
and threats can be one or more changes in:
ECONOMIC (low demand; excessive
warranty claim; the need to reduce cost)
SOCIAL AND DEMOGRAPHIC (aging baby
bloomers; population shifts)
POLITICAL, LIABILITY OR LEGAL
(government changes; safety issues; new
regulations)
12. COMPETITIVE (new or changed products or
services; new advertising/promotion)
COST OR AVAILABILITY (of raw materials;
components; labour)
TECHNOLOGICAL (in product component
processes)
While each of these factors may seem obvious,
in technological part a need to create an faster,
smaller microprocessor that spawns a new
generation of personal digital assistants or cell
phones. Advances may require altering existing
products.
16. The main focus of product and service design is
customer satisfaction. Hence, it is essential for
designers to understand what the customer wants
and design with that in mind. Marketing is the
primary source of this information.
It is important to note that although profit is
generally the overall measure of design
effectiveness, because the time interval between
the design phase and profit realization is often
considerable.
17. These typically include development time and
cost, and the resulting product or service quality.
Quality, is high on the list of priorities in product
and service design, having high quality was
enough for a product or service to stand out; now
it is the norm, and product and service that fall
below this norm are the ones that stand out.
For many electronic product, “high tech”
appearance is a design factor.
19. Designers must be careful to take into account a
wide array of legal and ethical considerations.
Moreover, if there is a potential to harm the
environment, then those issues become
important. Most organizations have numerous
government agencies that regulate them. Among
the more familiar federal agencies are the Bureau
of Food and Drug, the Occupational Health and
Safety Administrations, the DENR and various
local agencies and NGOs.
20. Organizations generally want designers to adhere
to guidelines such as the following:
Produce designs that are consistent with the
goals of organizations.
Give customers the value they expect.
Make health and safety a primary concern.
Consider potential to harm the environment.
22. 1. Life cycles- is the stages through which a
product or its category bypass.
2. Standardization- the extent to which there is
absence of variety in a product, services or
process.
2.1. mass customization- a strategy of
producing standardized goods or services, but
incorporating some degree of customization in
the final product or services.
2.2. delayed differentiation- the process of
producing but not quite completing.
23. 2.3. modular design- modules represent
groupings of component parts into
subassemblies.
3. Reliability- is a measure of the ability of a
product, a part, a service, or an entire system to
perform its intended function under a prescribed
set of conditions.
24. 4. Robust design- also called the Taguchi
Method, greatly improves engineering
productivity. By consciously considering the
noise factors (environmental variation during the
product’s usage, manufacturing variation, and
component deterioration) and the cost of failure
in the field the Robust Design method helps
ensure customer satisfaction.
25. 5. The Degree of Newness- products or service
design change can range from the modification
of an existing product or service to an entirely
new product or service.
o Modification of an existing product or service.
o Expansion of an existing product line or
service offering.
o A clone of a competitor’s product or service.
o New product or service.
26. 5. Cultural differences- products design in
companies that operate globally also must take
into account any cultural differences of different
countries or regions related to the product,
6. Global Product design- are development could
be a more sustainable solution; as a part of
Globalization.
28. 1. Idea Generator- product development begins
with ideas.
2. Feasibility analysis- entail market
analysis(demand), economic
analysis(development cost and production
cost, profit potential), and technical
analysis(capacity requirements and
availability, and the skills needed), cn answer
the question “Does it fit with the mission?”
29. 3. Product specifications- involves detailed
descriptions of what is needed to meet( or
exceed) customer wants, and requires
collaboration between legal, marketing and
operations.
4. Process specifications- alternatives must be
weighed in terms of cost, availability of
resources, profit potential, and quality.
5. Prototype development- units are made to see
if there are any problems with the product or
process specifications.
30. 6. Design review- making any necessary
changes, or abandoning.
7. Market test- used to determine the extent of
consumer acceptance.
8. Production introduction- promoting the
product.
9. Follow-up evaluation- determining if changes
are needed, and refining forecasts.
32. Service. refers to an act, something that is done
for the customers.
Service delivery system. The facilities,
processes; and skills needed to provide a service.
Product bundle. The combination of goods and
services provided to a customer.
Service package. The physical resources needed
to perform the service, the accompanying goods,
and the explicit and implicit services needed.
33. OVERVIEW OF SERVICE
DESIGN
Service design begins with the choice of a
service strategy, which determines and focus
on the service , and the target market.
34. DIFFERENCES BETWEEN
SERVICE DESIGN AND
PRODUCT DESIGN
Service operations managers must
contend with issues that may be
insignificant or non-existent for
managers in a production setting.
These includes the following:
35. 1. Products are generally tangible; services are
generally intangible.
2. Oftentimes services can be created and at the
same time delivered. (haircut; carwash)
3. Services cannot be inventoried.
4. Services are highly visible to the customers
and must be designed with that in mind. (spa)
5. Some services have low barriers to entry and
exit.
36. 6. Location is often important to service design
with convenience as a major factor.
7. Service system range from those with little or
no customer contact to those that have a very
high degree of customer contact.
8. Demand variability alternately creates waiting
lines, or idle service resources.
38. 1. Service blue printing- a method used in a
service design to describe and analyse a
proposed service.
2. Characteristics of well-designed service
system
being consistent with the organization
mission.
Being user friendly.
Being robust of variability is a factor.
Being easy to sustain
Being cost- effective.
39. 3. Challenges of service design- service design
presents some special challenges that are less
likely to be encountered in product design, in
part, because service design also involves design
of the delivery system.
41. 1. Define the service package in detail.
2. Focus on the operation from the customer
perspective.
3. Consider the image that the service package
will present.
4. Recognize the designer familiarity with the
system.
5. Make sure that managers are involved and
will support the design once it is
implemented.
42. 6. Define quality for both tangible and
intangibles.
7. Make sure that recruitment, training and
reward policies are consistent with service
expectations.
8. Established procedures to handle both
predictable and unpredictable events.
9. Establish systems to monitor, maintain and
improve service
43. OPERATION
STRATEGY
Product and service design is a futile area for
achieving competitive satisfaction. Potential
sources of such benefits include the
following:
44. 1. Increasing emphasis on component
commonality.
2. Packaging products and ancillary service to
increase sales.
3. Using multiple-use platforms.
4. Implementing tactics that will achieve the
benefits of high volume while satisfying
customer needs.
5. Continually monitoring products and service
for small improvements.
6. Shorten the time it takes to get new or
redesign goods and services to the markets.
45. “No matter how different one
may be to another, the fact that we
all work out for the good of other,
can be the start of our similarity.”