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This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.

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Dr. Iain Sanders – Sustainable Innovative Solutions Ltd Some of the material contained in this presentation is copyright © to: Sustainable Innovative Solutions Ltd. How to Deliver Competitive Exports When $NZ1 = $US1 (derived from a NZTE Product Development Workshop) Slide 1
• Idea Generation & Concept Refinement • Idea Management & Evaluation • Project & Product Lifecycle Management • Document & Process Management • Portfolio Management & Business Development S.I.S. Focus Implementing Better Product Innovation, Development & Project Management Solutions, Processes and Systems Slide 2
Strategic Alignment of Business Priorities with Opportunities 1. Where are we going? (External Perspective: Market Scenarios) 2. What can we use? (Relevant Context: Customer Needs) 3. How do we use it? (Formulate Strategy: Identify & Evaluate Opportunities) Slide 3
How do we compete more effectively? Maintain current strategy Diversify and deepen existing relationships Expand into new markets or applications Diversify and expand into new markets Existing Value New Value New Context Existing Context What is our key value proposition? Slide 4
Product-Market Matrix: Market Penetration Market Development Product Development Diversification Current MarketCurrent Market New MarketNew Market NewNew ProductProduct CurrentCurrent ProductProduct De facto strategy: change nothing and sell more of the same to existing customers and extend customer base Well-developed products introduced into new markets to extend value: ideal when little modification required & room for growth in original market is restricted This strategy chosen in conjunction with one or more of the others or when a crisis has been recognized Make new product offers more effectively and inexpensively to existing customers rather than to new ones Slide 5
Doing the Right Product Development Project the Right Way Sales targets not met Good business practice Going bankrupt fast Project costs overrun Doing the Wrong Projects Doing the Right Projects Doing projects badly Doing projects right Slide 6
How the Problems Feed Each Other – A Downward Spiral A LACK OF RESOURCES FOR NEW PRODUCTS A LACK OF FOCUS NO NEW PRODUCT PROCESS TOO MANY SMALL, LOW IMPACT PROJECTS POOR PROJECT PRIORITIZATION & FAILURE TO KILL PROJECTS TOO MANY PROJECTS FOR THE LIMITED RESOURCES AVAILABLE POOR DATA ON PROJECTS POOR JOB DONE ON PROJECTS weak market studies, poor launch, inadequate testing NO ROADMAP FOR PROJECTS LOW IMPACT ON SALES, PROFITS LOW IMPACT ON SALES, PROFITS POOR CYCLE TIMES POOR CYCLE TIMES HIGH FAILURE RATES HIGH FAILURE RATES Slide 7
PD-Trak Stage-Gate and Portfolio Management Design for Innovation What is Phase-Gate Product Development & Portfolio Mgt.? A complete solution for managing your product development initiatives New Product Development (NPD) Process Portfolio Management (Which projects) Pipeline Management (Resource assignment) Product Development Strategy (Business Plan) DFM/AQFD Target costing FMEA Phase-Gate Process (go/kill, guidance) Development Phase Feasibility Phase Launch Phase Investigation Phase Manufacturing/ Deployment Phase Pilot/Test Phase Ideation Phase F RMLPDI Management Process Product Development Process Slide 8 Generating & Evaluating Better Ideas Developing Ideas More Effectively
New Product Development Process A well-defined NPD process will: • Reduce the learning curve for each new product team • Define clear goals and expectations of work to be performed • Require “homework” to understand customer needs • Result in well-defined product specifications & scope • Require thorough planning of all project activities • Ensure appropriate involvement of needed disciplines at right times • Provide a basis for planning needed resources Development Stage Feasibility Stage Launch Stage Investigation Stage Manufacturing/ Deployment Stage Pilot/Test StageDF P L M R Slide 9
Tools Configured To Your Phase-Gate Process Project Brief/ Proposal Budget & Schedule Financial Justification QFD Product Planning Matrix Project Brief Project Plan Product Definition Test Plan & Results Test Plan Marketing Launch Plan Customer Support Plan Ideas List Metrics Tracking Voice of the Customer Plan Market Defn & Forecast Task Plans: Standard Project Tasks By Phase Lessons Learned Slide 10
Phase-Gate Process NPD Process defined at three levels: 1. Phases & gates 2. Tasks & deliverables 3. Document templates Slide 11
Managing Risk With A Phase-Gate Process The fundamental objectives of an effective Phase-Gate Process are to reduce project risk as rapidly as possible:  With the minimum possible expense  With the lowest possible administrative effort Slide 12
“New Product” Process – Phase Descriptions Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I Ideation Phase •Solve problems, realize opportunities, identify needs etc. and conduct problem / opportunity assessment audit. •Map relevant harmful and useful functions and generate options to explore and evaluate. Investigation Phase •Develop the idea by gathering readily available data; preliminary identification of target market, application and product concept. •Determine plan for feasibility phase focusing on voice of the customer and competitive data collection, concept identification, assessment and selection and data needed to develop a comprehensive business case. Feasibility Phase •Complete customer needs and competitive assessment; develop product requirements and identify the target cost; assess several alternative concepts and select the one that best satisfies the project targets; demonstrate the feasibility of the selected technical approach, assess manufacturing process implications and finalize the business case. Slide 13
“New Product” Process – Phase Descriptions Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I Development Phase •Complete the design of the product, demonstrate specification conformance by building and evaluating a number of prototype units, design the manufacturing processes, create and release a full manufacturing documentation package. Pilot/Launch Phase •Prove out the manufacturing processes and documentation. •Introduce the product to the market, train the sales and technical support teams, prepare for first shipments. Manufacturing Phase •Ramp up production. •Demonstrate the ability to manufacture the product at the projected volume and cost. Slide 14
“New Product” Process – Gate Descriptions I Gate – Product managers screen ideas/opportunities and select potential projects for initial investigation F Gate – Based on preliminary investigation, management reviews product proposal and commits to funding Feasibility Phase D Gate – Management reviews comprehensive product definition, product plan and business case and decides whether to commit funds to development (most critical gate) P Gate – Management reviews development and verifies that the product is ready for pilot and launch M Gate – Management reviews product is ready for production ramp up R Gate – Reviews conducted to determine results relative to project objectives and collect lessons learned Development Phase Feasibility Phase Investigation Phase Manufacturing Phase Pilot/Launch Phase F D P M R I Slide 15
PD-Trak™: A Project and Portfolio Management System • Project team tools – Extensive phase-gate process knowledge content – Guides teams to embrace best practices with an emphasis on risk management, customer focus and innovation – Standard methods and tools for project budgeting, planning, justification and tracking – Emphasizes and facilitates cross functional involvement – A common repository for project data and documents – Streamlined documentation using standardized templates • Management team tools – Portfolio management – Captures information needed to support effective gate decision making – Resource planning & management Slide 16
3 Decisions to Pass a Stage-Gate Review Slide 17
Gate Review Meeting – a Two-Step Process • The gatekeepers/approvers may cover both decisions in the gate review meeting or may make the second step decision subsequent to the gate review meeting. • In the case of the latter, the decision should be made within one business day to avoid potential waste. Slide 18
Portfolio Management Technology Development New Products Enhancements & Line Exten. TOTAL Business Unit A 7% 24% 4% 35% Business Unit B 2% 16% 7% 25% Business Unit C 0% 6% 11% 17% Business Unit D 2% 14% 6% 22% TOTAL 11% 60% 28% 99% Annual/ 5 Year Business Plan Strategic Allocation Corporate or BU Level Corporate or BU Portfolio Mgt. Review to Ensure Balance Review to Consider Roadmap Relationships (Technology & Platforms) R&D Budget R&D Headcount Scorecard Method Development Productivity Index Portfolio Bubble Chart 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 1.1 1.2 0 10 20 30 40 50 60 70 80 NPV Probabilityofsuccess Gemini Aquarius Aries Capricorn Taurus Virgo Leo Done outside of PD-Trak Slide 19
What Happens When You Lack Effective Portfolio Management A reluctance to kill projects Many projects added to list A total lack of focus A reluctance to kill projects Many projects added to list A total lack of focus Too many projects - resources thinly spread. Projects in a queue. Quality of execution suffers. Too many projects - resources thinly spread. Projects in a queue. Quality of execution suffers. Increased time to market Higher failure rates Increased time to market Higher failure rates Weak decision points Poor Go / Kill decisions Weak decision points Poor Go / Kill decisions Too many low value projects: -Tweaks and modifications -Good projects are starved Too many low value projects: -Tweaks and modifications -Good projects are starved Too few stellar product winners Many ho hum launches Too few stellar product winners Many ho hum launches No rigorous selection criteria Projects selected on emotion, politics No rigorous selection criteria Projects selected on emotion, politics Wrong projects are selected Wrong projects are selected Many failures Many failures No Strategic criteria for project selection No Strategic criteria for project selection Projects lack strategic direction Projects not strategically aligned Projects lack strategic direction Projects not strategically aligned Scatter gun effort Does not support strategy Scatter gun effort Does not support strategy No Portfolio Management Means… Immediate Result End Result: Poor New Product Performance Slide 20
Portfolio Management – Balance / Mix • Portfolio bubble chart provides a way to graph projects on two axes to assess balance and mix of projects • A common bubble chart is risk-reward (high risk-reward vs. low risk- reward) Slide 21
Innovation by Design Typology of Technological Innovations at the Enterprise Level Low HighLow High Degree of Management Degree of Leadership and Contribution to Competitiveness Unplanned Improvements Continuous Incremental Innovation Radical Innovation Strategic Accelerated Systematic Innovation Design for Innovation Design for Innovation Slide 22
Ideation Phase Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I IDENTIFY NEEDIDENTIFY NEED IDENTIFY NEEDIDENTIFY NEED PROBLEMPROBLEM TO SOLVETO SOLVE PROBLEMPROBLEM TO SOLVETO SOLVE OPPORTUNITYOPPORTUNITY TO REALIZETO REALIZE OPPORTUNITYOPPORTUNITY TO REALIZETO REALIZE MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/ USEFUL FUNCTIONSUSEFUL FUNCTIONS ANDAND GENERATE OPTIONS TOGENERATE OPTIONS TO EXPLORE AND EVALUATEEXPLORE AND EVALUATE MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/ USEFUL FUNCTIONSUSEFUL FUNCTIONS ANDAND GENERATE OPTIONS TOGENERATE OPTIONS TO EXPLORE AND EVALUATEEXPLORE AND EVALUATE PROBLEM /PROBLEM / OPPORTUNITYOPPORTUNITY ASSESSMENT AUDITASSESSMENT AUDIT PROBLEM /PROBLEM / OPPORTUNITYOPPORTUNITY ASSESSMENT AUDITASSESSMENT AUDIT DISTINGUISH RELEVANTDISTINGUISH RELEVANT OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO DEVELOP SOLUTIONSDEVELOP SOLUTIONS DISTINGUISH RELEVANTDISTINGUISH RELEVANT OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO DEVELOP SOLUTIONSDEVELOP SOLUTIONS Slide 23
Why the Ideation Process is Necessary: Enhancing Decision Making Process via Accelerating Idea Generation Process Starting Point Practical Deadline An EXHAUSTIVE Set of Options Forced Decision Point Number of Options Required to Make a Reasonable Decision Possible Options Time Gradual Accumulation of Practical Knowledge Confident Decision PointRapid Development of Practical Knowledge Slide 24
Introducing a New DfX: Design for Innovation (DfI) – Supporting the Ideation, Investigation, Feasibility & Development Phases DfI combines three distinct scientific and engineering disciplines: – Axiomatic Design – Systems Engineering – Inventive Problem Solving (TRIZ) WHAT? HOW? HOW WELL? VERIFY AXIOMATIC DESIGN SYSTEMS ENGINEERING INVENTIVE PROBLEM SOLVING (TRIZ) Slide 25
Key Benefits of Design for Innovation 1. DFI provides integrity of design over the entire product development lifecycle. 2. DFI provides alignment of strategic objectives with tasks executed, and outcomes achieved. 3. DFI coordinates, prioritizes and integrates the “directions of innovation” pursued with the value creation sought (through their implementation). 4. DFI facilitates systematic innovation throughout the business, product and process lifecycle with “requirements traceability” to track and manage value creation. Slide 26
Design for Innovation Process Axiomatic DesignAxiomatic Design - Customer Needs - Functional Requirements - Design Parameters - Process Variables - Constraints DfIDfI TRIZTRIZ DesignDesign Appropriate Technologies Appropriate Systems - Available Resources - Scientific Effects - Substance-Field Analysis - System Operators - ISQ - Ideal Vision - Problem Formulation - Innovation Algorithm - Resolve Contradictions - Evolution Patterns SystemsSystems EngineeringEngineering - Systems Design Hierarchy: Systems, Sub- systems, Components, Sub- components, Parts DfI Integrated Design for InnovationIntegrated Design for Innovation Appropriate Solutions - System Lifecycle Stages: Needs Analysis, Concept Exploration, Concept Def. Adv. Dev., Eng. Design, Integration & Eval. Axiomatic DesignAxiomatic Design - Customer Needs - Functional Requirements - Design Parameters - Process Variables - Constraints DfIDfI TRIZTRIZ DesignDesign Appropriate Technologies Appropriate Systems - Available Resources - Scientific Effects - Substance-Field Analysis - System Operators - ISQ - Ideal Vision - Problem Formulation - Innovation Algorithm - Resolve Contradictions - Evolution Patterns SystemsSystems EngineeringEngineering - Systems Design Hierarchy: Systems, Sub- systems, Components, Sub- components, Parts DfI Integrated Design for InnovationIntegrated Design for Innovation Appropriate Solutions - System Lifecycle Stages: Needs Analysis, Concept Exploration, Concept Def. Adv. Dev., Eng. Design, Integration & Eval. Slide 27
Axiomatic Design Domains CustomerCustomer NeedsNeeds (CNs)(CNs) Customer Domain FunctionalFunctional RequirementsRequirements (FRs)(FRs) Functional Domain DesignDesign ParametersParameters (DPs)(DPs) Physical Domain ProcessProcess VariablesVariables Process Domain (PVs)(PVs) WHAT? HOW? Concept Design Phase WHY? WHAT? HOW? Process Design Phase WHY? WHAT? HOW? Product Design Phase WHY? Slide 28
Zigzagging Functional Domain Physical Domain Zig Zag FR1 Cool Food DP1 Refrigerator FR1-1 Temp Range FR1-2 Uniform Temp DP1-1 Temp Sensor DP1-2 Fan System Slide 29
DESIGN ELEMENT CATEGORY (EXAMPLES)DESIGN ELEMENT CATEGORY (EXAMPLES) FUNCTIONAL REQUIREMENTSFUNCTIONAL REQUIREMENTS DESIGN PARAMETERS (EXAMPLES)DESIGN PARAMETERS (EXAMPLES) ELECTRONICELECTRONIC (Examples)(Examples) RECEIVE SIGNALRECEIVE SIGNAL TRANSMIT SIGNALTRANSMIT SIGNAL PROCESS DATAPROCESS DATA PROCESS SIGNALPROCESS SIGNAL PROCESS SIGNAL / DATAPROCESS SIGNAL / DATA VARIOUSVARIOUS RECEIVERRECEIVER TRANSMITTERTRANSMITTER DATAPROCESSORDATAPROCESSOR SIGNAL PROCESSORSIGNAL PROCESSOR COMMUNICATION PROCESSORSCOMMUNICATION PROCESSORS SPECIAL ELECTRONIC COMPONENTSPECIAL ELECTRONIC COMPONENT ELECTRO-OPTICALELECTRO-OPTICAL (Examples)(Examples) INPUT SIGNALINPUT SIGNAL STORE DATASTORE DATA OUTPUT SIGNAL / DATAOUTPUT SIGNAL / DATA FORM MATERIALFORM MATERIAL GENERATE ELECTRICITYGENERATE ELECTRICITY OPTICAL SENSING DEVICEOPTICAL SENSING DEVICE OPTICAL STORAGE DEVICEOPTICAL STORAGE DEVICE DISPLAY DEVICEDISPLAY DEVICE HIGH ENERGY OPTICS DEVICEHIGH ENERGY OPTICS DEVICE OPTICAL POWER GENERATOROPTICAL POWER GENERATOR ELECTROMECHANICALELECTROMECHANICAL (Examples)(Examples) INPUT DATAINPUT DATA GENERATE ELECTRICITYGENERATE ELECTRICITY STORE DATASTORE DATA TRANSDUCE SIGNALTRANSDUCE SIGNAL INPUT / OUTPUT DATAINPUT / OUTPUT DATA INERTIAL INSTRUMENTINERTIAL INSTRUMENT ELECTRIC GENERATORELECTRIC GENERATOR DATA STORAGE DEVICEDATA STORAGE DEVICE TRANSDUCERTRANSDUCER DATA INPUT / OUTPUT DEVICEDATA INPUT / OUTPUT DEVICE MECHANICALMECHANICAL (Examples)(Examples) SUPPORT MATERIALSUPPORT MATERIAL STORE MATERIALSTORE MATERIAL FORM / JOIN MATERIALFORM / JOIN MATERIAL REACT MATERIALREACT MATERIAL CONTROL MOTIONCONTROL MOTION FRAMEWORKFRAMEWORK CONTAINERCONTAINER MATERIAL PROCESSING MACHINEMATERIAL PROCESSING MACHINE MATERIAL REACTORMATERIAL REACTOR POWER TRANSFER DEVICEPOWER TRANSFER DEVICE THERMOMECHANICALTHERMOMECHANICAL (Examples)(Examples) GENERATE TORQUEGENERATE TORQUE GENERATE THRUSTGENERATE THRUST CONTROL TEMPERATURECONTROL TEMPERATURE CONTROL TEMPERATURECONTROL TEMPERATURE GENERATE ELECTRICITYGENERATE ELECTRICITY ROTARY ENGINEROTARY ENGINE JET ENGINEJET ENGINE HEATING UNITHEATING UNIT COOLING UNITCOOLING UNIT SPECIAL ENERGY SOURCESPECIAL ENERGY SOURCE SOFTWARESOFTWARE (Examples)(Examples) CONTROL SYSTEMCONTROL SYSTEM CONTROL PROCESSINGCONTROL PROCESSING CONTROL PROCESSINGCONTROL PROCESSING CONTROL SYSTEMCONTROL SYSTEM OPERATING SYSTEMOPERATING SYSTEM APPLICATION PROGRAMAPPLICATION PROGRAM SUPPORT SOFTWARESUPPORT SOFTWARE FIRMWAREFIRMWARE Slide 30
SCIENTIFICSCIENTIFIC EFFECTSEFFECTS FIELDFIELD EFFECTSEFFECTS SUBSTANCESUBSTANCE EFFECTSEFFECTS PARAMETERPARAMETER EFFECTSEFFECTS ABSORBABSORB ACCUMULATEACCUMULATE DETECTDETECT PREVENTPREVENT PRODUCEPRODUCE CHANGECHANGE PHASEPHASE COMBINECOMBINE DESTROYDESTROY FORMFORM MOVEMOVE PRODUCEPRODUCE SEPARATESEPARATE CHANGECHANGE MEASUREMEASURE STABILIZESTABILIZE ElectromagneticElectromagnetic radiation, lightradiation, light Forces, energyForces, energy & momentum& momentum ImpactImpact impulseimpulse Mechanical &Mechanical & sound wavessound waves ThermalThermal energyenergy VibrationsVibrations ElectricalElectrical energyenergy Forces, energyForces, energy & momentum& momentum ThermalThermal energyenergy DeformationDeformation ElectromagneticElectromagnetic waves, lightwaves, light Forces, energyForces, energy & momentum& momentum Magnetic fieldMagnetic field Mechanical &Mechanical & sound wavessound waves Electric fieldElectric field ElectromagneticElectromagnetic waves, lightwaves, light BirefringenceBirefringence DeformationDeformation Electric currentElectric current ElectricElectric dischargedischarge ElectricElectric fieldfield ElectromagneticElectromagnetic waves, lightwaves, light Forces, energyForces, energy & momentum& momentum ImageImage InformationInformation LaserLaser radiationradiation LuminescenceLuminescence Magnetic fieldsMagnetic fields Mechanical &Mechanical & sound wavessound waves MechanicalMechanical forceforce Nuclear energyNuclear energy & activity& activity TemperatureTemperature gradientgradient Thermal energyThermal energy VibrationsVibrations Change crystal-Change crystal- line phasesline phases CondenseCondense vapoursvapours EvaporateEvaporate liquidsliquids FreezeFreeze liquidsliquids Ionize gasesIonize gases Melt solidsMelt solids Other phaseOther phase changeschanges RecombineRecombine plasmasplasmas SublimateSublimate solidssolids Superconduct-Superconduct- ing transitioning transition Vitrify liquidsVitrify liquids Vitrify solidsVitrify solids Assemble solidAssemble solid bodiesbodies Deposit filmsDeposit films Dissolve gasesDissolve gases Dissolve solidDissolve solid particlesparticles Embed impuri-Embed impuri- ties into solidsties into solids Mix liquidsMix liquids Other combinat-Other combinat- ions of substan.ions of substan. Destroy chem-Destroy chem- ical elementsical elements Destroy inorg-Destroy inorg- anic compoundsanic compounds Destroy organicDestroy organic compoundscompounds Destroy submol-Destroy submol- ecular particlesecular particles Kill biologicalKill biological organismsorganisms Bend solidBend solid bodiesbodies CompressCompress substancessubstances ExpandExpand substancessubstances Fluidize solidFluidize solid particlesparticles RotateRotate substancessubstances TranslateTranslate substancessubstances VibrateVibrate substancessubstances ProduceProduce alloysalloys Produce chem-Produce chem- ical elementsical elements Produce submo-Produce submo- lecular particleslecular particles SynthesizeSynthesize inorganic comp.inorganic comp. Synthesize org-Synthesize org- anic compoundsanic compounds RemoveRemove filmsfilms Remove impuri-Remove impuri- ties from solidsties from solids SeparateSeparate gasesgases Separate gasesSeparate gases From liquidsFrom liquids SeparateSeparate liquidsliquids SeparateSeparate moleculesmolecules Separate otherSeparate other substancessubstances Separate solidSeparate solid particlesparticles Separate solidsSeparate solids from liquidsfrom liquids Break solidBreak solid bodiesbodies ChemicalChemical parametersparameters DeformationDeformation parametersparameters Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters EnergyEnergy parametersparameters FluidsFluids parametersparameters ForceForce parametersparameters GeometricGeometric parametersparameters Magnetic fieldMagnetic field parametersparameters Mech. waveMech. wave parametersparameters MomentumMomentum parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters ProcessesProcesses parametersparameters QuantityQuantity parametersparameters RadioactivityRadioactivity parametersparameters SolidsSolids parametersparameters ThermalThermal parametersparameters ChemicalChemical parametersparameters DeformationDeformation parametersparameters DurationDuration Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters EnergyEnergy parametersparameters FluidsFluids parametersparameters ForceForce parametersparameters GeometricGeometric parametersparameters Magnetic fieldMagnetic field parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters QuantityQuantity parametersparameters RadioactivityRadioactivity parametersparameters SolidsSolids parametersparameters ThermalThermal parametersparameters ChemicalChemical parametersparameters Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters FluidsFluids parametersparameters GeometricGeometric parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters ThermalThermal parametersparameters Examples of Process Variables Slide 31
Systems Engineering Method CustomerCustomer DomainDomain FunctionaFunctiona l Domainl Domain PhysicalPhysical DomainDomain ProcessProcess DomainDomain 1. Requirements Analysis 2. Functional Definition 3. Physical Definition 4. Design Validation CustomerCustomer NeedsNeeds (CNs)(CNs) FunctionalFunctional RequirementsRequirements (FRs)(FRs) DesignDesign ParametersParameters (DPs)(DPs) ProcessProcess VariablesVariables (PVs)(PVs) ObjectivesObjectives RequirementsRequirements FunctionsFunctions System ModelSystem Model (To next phase)(To next phase) (From proceeding phase)(From proceeding phase) Slide 32
Systems Engineering / Axiomatic Design Method over Life CycleSystems Engineering / Axiomatic Design Method over Life Cycle Phase Activities / StepStep Phase NeedsNeeds AnalysisAnalysis ConceptConcept ExplorationExploration ConceptConcept DefinitionDefinition AdvancedAdvanced DevelopmentDevelopment EngineeringEngineering DesignDesign Integration &Integration & EvaluationEvaluation System studies, Technology assessment, Operational Analysis Concept synthesis, Feasibility experiments, Requirements definition Trade-off analysis, Functional architecture, Subsystem definition Risk abatement, Subsystem demonstration, Component design requirements Component engineering, Component test, Reliability engineering System integration, Prototype test, Operational evaluation RequirementsRequirements AnalysisAnalysis Analyze NeedsAnalyze Needs AnalyzeAnalyze operationaloperational requirementsrequirements AnalyzeAnalyze performanceperformance requirementsrequirements AnalyzeAnalyze functionalfunctional requirementsrequirements Analyze designAnalyze design requirementsrequirements AnalyzeAnalyze requirementsrequirements FunctionalFunctional DefinitionDefinition Define systemDefine system functionsfunctions DefineDefine subsystemsubsystem functionsfunctions DefineDefine componentcomponent functionsfunctions Define sub-Define sub- componentcomponent functionsfunctions Define partDefine part functionsfunctions DefineDefine functionalfunctional teststests PhysicalPhysical DefinitionDefinition VisualizeVisualize subsystems,subsystems, technologytechnology VisualizeVisualize components,components, architecturesarchitectures SelectSelect components,components, architecturesarchitectures SpecifySpecify componentcomponent constructionconstruction Specify sub-Specify sub- componentcomponent constructionconstruction Specify testSpecify test equipmentequipment DesignDesign ValidationValidation ValidateValidate needs,needs, feasibilityfeasibility ValidateValidate performanceperformance requirementsrequirements Simulate,Simulate, validatevalidate systemsystem effectivenesseffectiveness Test criticalTest critical subsystemssubsystems ValidateValidate componentcomponent constructionconstruction Test andTest and evaluateevaluate systemsystem Slide 33Slide 33
Evolution of System Materialization through System Life Cycle Phase Level Needs Analysis Concept Exploration Concept Definition Advanced Development Engineering Design Integration & Evaluation System Define operational objectives Explore concepts Define selected concept Validate concept Test & evaluate Subsystem Visualize Define functions Define configuration Validate selected subsystems Integrate, test Component Visualize Select, define functions Validate, specify construction Design, test Integrate Sub- component Visualize Define functions Design Part Visualize Select or adapt (Focus of principal effort in each phase is shaded) Slide 34
OPERATORS PROBLEM-SOLVING, OPPORTUNITY / VALUE -CREATION AND CONCEPT- DEVELOPMENT / REFINEMENT USING: MY PROBLEM THE WORLD’S PROBLEMS THE WORLD’S SOLUTIONS MY SOLUTION PATTERNS OF INVENTION TRIZ Design An Operator = A path to a solution An Operator = An approach to solving a problem An Operator = A direction towards an answer Used with TRIZ: Theory of Inventive Problem Solving Slide 35
Processing Sweet PeppersProcessing Sweet Peppers TRIZ PATTERNS OF INVENTIONTRIZ PATTERNS OF INVENTION I HAVE TO REMOVE CORES FROM A MILLION GREEN PEPPERS…. “Slowly raise pressure and suddenly reduce it” OR “accumulate energy and release it” Slide 36
Pattern of Invention – Example  Coring bell peppers  Shelling sunflower seeds  Unpacking parts  Cleaning filters  Splitting diamonds The Operator: Slowly increase then abruptly drop pressure Splitting diamonds alongSplitting diamonds along micro-cracksmicro-cracks (+27 years after pepper patent) Slide 37
1 2 3 5 6 7 8 9 n 4 1 2 3 4 5 6 7 8 9 n To Corresponding Solutions Many Typical Problems Many Typical Recommendations for Solutions (Knowledge base) A large number of typical problems are available for consideration. These operators help to narrow the search to a manageable range of typical problems For each typical problem, there are one or more potential solutions Prism of Analytical tools Best Practice Available from Exploring Known Problems Slide 38
2,000,000 40,000 Key Findings •Definition of inventive problems •Levels of invention •Patterns of evolution •Patterns of invention Patents (Worldwide) TOOLS BASED ON PATTERNS INTOOLS BASED ON PATTERNS IN THE PATENT DATABASETHE PATENT DATABASE Key Findings Derived from Exploring the Patent Database Slide 39
Useful and Harmful Functions Used to Define the Problem •Has useful output (although it may also have harmful output as well) •Is a useful result Useful Function Harmful Function •Leads to a harmful result. No useful results are produced. •A harmful result because it hinders some useful function. Slide 40
Linking Useful and Harmful Functions Function A Function B Makes good happen Makes bad happen Stops good from happening Stops bad from happening Links describe the relationship between functions. Produce Link Produce Counteract Counteract Slide 41
Integrated Design for Innovation FR FR1 FR2 FR3 FR31 FR32FR11 FR311 FR312 FR3111 FR3112 CN CN1 CN2 CN21 CN22 CN211 CN212 CN213 CN2131 CN2132 DP DP1 DP2 DP3 DP 21 DP 22 DP 11 DP 12 DP 31 DP 211 DP 212 DP 213 DP 221 DP 222 DP 311 DP 121 DP 122 DP 123 DP 111 DP 112 DP 113 DP 114 DP 1131 DP 1132 DP 1221 DP 1222 DP 2131 DP 2132 DP 2133 PV PV1 PV2 PV3 PV 21 PV 22 PV 11 PV 12 PV 31 PV 211 PV 221 PV 121 PV 122 PV 111 PV 112 PV 113 PV 114 PV4 PV5 PV 51 PV 52 PV 32 PV 321 PV 322 PV 323 PV 521 PV 522 PV 3221 PV 3222 PV 1141 PV 1142 PV 1221 PV 2111 PV 2211 © Sustainable Innovative Solutions Ltd. 2006 CN FR DP PV 1ST LEVEL CN FR DP PV DP1 DP2 DP3 PV1 PV2 PV3 PV4 PV5 CN1 CN2 FR3 FR2 FR1 2ND LEVEL CN2 FR1 DP1 PV1 CN FR DP PV DP2 DP3 PV2 PV3 PV4 PV5 CN1 FR3 FR2 CN21 CN22 FR11 FR31 FR32 DP11 DP12 DP21 DP22 DP31 PV11 PV12 PV21 PV22 PV31 PV32 PV51 PV52 3RD LEVEL Slide 42
Examples of Organizations Using TRIZ Leading manufacturers across the Global 2,000 and spanning numerous industries including: • Automotive • Aerospace and defense • Petrochemical • Consumer product goods • Consumer electronics • High tech • Pharmaceutical/Life sciences • Industrial manufacturing Slide 43
Additional Resources and Information •Websites: – General NPD Information http://www.npd-solutions.com (especially the Product Development Forum) – TRIZ for DFI http://www.triz-journal.com – Axiomatic Design for DFI http://www.axiomaticdesign.com/ technology/papers.asp – Systems Engineering for DFI http://www.bmpcoe.org/pmws/ index.html •Sustainable Innovative Solutions: Dr. Iain Sanders Sustainable Innovative Solutions P.O. Box 20-452 Bishopdale Christchurch 8543 New Zealand Email: iain@designforinnovation.com Tel: +64 (0)3 359 2151 Mob: +64 (0)273 566 401 Slide 44

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Technology

  • 1.
    Dr. Iain Sanders– Sustainable Innovative Solutions Ltd Some of the material contained in this presentation is copyright © to: Sustainable Innovative Solutions Ltd. How to Deliver Competitive Exports When $NZ1 = $US1 (derived from a NZTE Product Development Workshop) Slide 1
  • 2.
    • Idea Generation& Concept Refinement • Idea Management & Evaluation • Project & Product Lifecycle Management • Document & Process Management • Portfolio Management & Business Development S.I.S. Focus Implementing Better Product Innovation, Development & Project Management Solutions, Processes and Systems Slide 2
  • 3.
    Strategic Alignment ofBusiness Priorities with Opportunities 1. Where are we going? (External Perspective: Market Scenarios) 2. What can we use? (Relevant Context: Customer Needs) 3. How do we use it? (Formulate Strategy: Identify & Evaluate Opportunities) Slide 3
  • 4.
    How do wecompete more effectively? Maintain current strategy Diversify and deepen existing relationships Expand into new markets or applications Diversify and expand into new markets Existing Value New Value New Context Existing Context What is our key value proposition? Slide 4
  • 5.
    Product-Market Matrix: Market Penetration Market Development Product Development Diversification Current MarketCurrentMarket New MarketNew Market NewNew ProductProduct CurrentCurrent ProductProduct De facto strategy: change nothing and sell more of the same to existing customers and extend customer base Well-developed products introduced into new markets to extend value: ideal when little modification required & room for growth in original market is restricted This strategy chosen in conjunction with one or more of the others or when a crisis has been recognized Make new product offers more effectively and inexpensively to existing customers rather than to new ones Slide 5
  • 6.
    Doing the RightProduct Development Project the Right Way Sales targets not met Good business practice Going bankrupt fast Project costs overrun Doing the Wrong Projects Doing the Right Projects Doing projects badly Doing projects right Slide 6
  • 7.
    How the ProblemsFeed Each Other – A Downward Spiral A LACK OF RESOURCES FOR NEW PRODUCTS A LACK OF FOCUS NO NEW PRODUCT PROCESS TOO MANY SMALL, LOW IMPACT PROJECTS POOR PROJECT PRIORITIZATION & FAILURE TO KILL PROJECTS TOO MANY PROJECTS FOR THE LIMITED RESOURCES AVAILABLE POOR DATA ON PROJECTS POOR JOB DONE ON PROJECTS weak market studies, poor launch, inadequate testing NO ROADMAP FOR PROJECTS LOW IMPACT ON SALES, PROFITS LOW IMPACT ON SALES, PROFITS POOR CYCLE TIMES POOR CYCLE TIMES HIGH FAILURE RATES HIGH FAILURE RATES Slide 7
  • 8.
    PD-Trak Stage-Gate and PortfolioManagement Design for Innovation What is Phase-Gate Product Development & Portfolio Mgt.? A complete solution for managing your product development initiatives New Product Development (NPD) Process Portfolio Management (Which projects) Pipeline Management (Resource assignment) Product Development Strategy (Business Plan) DFM/AQFD Target costing FMEA Phase-Gate Process (go/kill, guidance) Development Phase Feasibility Phase Launch Phase Investigation Phase Manufacturing/ Deployment Phase Pilot/Test Phase Ideation Phase F RMLPDI Management Process Product Development Process Slide 8 Generating & Evaluating Better Ideas Developing Ideas More Effectively
  • 9.
    New Product DevelopmentProcess A well-defined NPD process will: • Reduce the learning curve for each new product team • Define clear goals and expectations of work to be performed • Require “homework” to understand customer needs • Result in well-defined product specifications & scope • Require thorough planning of all project activities • Ensure appropriate involvement of needed disciplines at right times • Provide a basis for planning needed resources Development Stage Feasibility Stage Launch Stage Investigation Stage Manufacturing/ Deployment Stage Pilot/Test StageDF P L M R Slide 9
  • 10.
    Tools Configured ToYour Phase-Gate Process Project Brief/ Proposal Budget & Schedule Financial Justification QFD Product Planning Matrix Project Brief Project Plan Product Definition Test Plan & Results Test Plan Marketing Launch Plan Customer Support Plan Ideas List Metrics Tracking Voice of the Customer Plan Market Defn & Forecast Task Plans: Standard Project Tasks By Phase Lessons Learned Slide 10
  • 11.
    Phase-Gate Process NPD Processdefined at three levels: 1. Phases & gates 2. Tasks & deliverables 3. Document templates Slide 11
  • 12.
    Managing Risk WithA Phase-Gate Process The fundamental objectives of an effective Phase-Gate Process are to reduce project risk as rapidly as possible:  With the minimum possible expense  With the lowest possible administrative effort Slide 12
  • 13.
    “New Product” Process– Phase Descriptions Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I Ideation Phase •Solve problems, realize opportunities, identify needs etc. and conduct problem / opportunity assessment audit. •Map relevant harmful and useful functions and generate options to explore and evaluate. Investigation Phase •Develop the idea by gathering readily available data; preliminary identification of target market, application and product concept. •Determine plan for feasibility phase focusing on voice of the customer and competitive data collection, concept identification, assessment and selection and data needed to develop a comprehensive business case. Feasibility Phase •Complete customer needs and competitive assessment; develop product requirements and identify the target cost; assess several alternative concepts and select the one that best satisfies the project targets; demonstrate the feasibility of the selected technical approach, assess manufacturing process implications and finalize the business case. Slide 13
  • 14.
    “New Product” Process– Phase Descriptions Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I Development Phase •Complete the design of the product, demonstrate specification conformance by building and evaluating a number of prototype units, design the manufacturing processes, create and release a full manufacturing documentation package. Pilot/Launch Phase •Prove out the manufacturing processes and documentation. •Introduce the product to the market, train the sales and technical support teams, prepare for first shipments. Manufacturing Phase •Ramp up production. •Demonstrate the ability to manufacture the product at the projected volume and cost. Slide 14
  • 15.
    “New Product” Process– Gate Descriptions I Gate – Product managers screen ideas/opportunities and select potential projects for initial investigation F Gate – Based on preliminary investigation, management reviews product proposal and commits to funding Feasibility Phase D Gate – Management reviews comprehensive product definition, product plan and business case and decides whether to commit funds to development (most critical gate) P Gate – Management reviews development and verifies that the product is ready for pilot and launch M Gate – Management reviews product is ready for production ramp up R Gate – Reviews conducted to determine results relative to project objectives and collect lessons learned Development Phase Feasibility Phase Investigation Phase Manufacturing Phase Pilot/Launch Phase F D P M R I Slide 15
  • 16.
    PD-Trak™: A Projectand Portfolio Management System • Project team tools – Extensive phase-gate process knowledge content – Guides teams to embrace best practices with an emphasis on risk management, customer focus and innovation – Standard methods and tools for project budgeting, planning, justification and tracking – Emphasizes and facilitates cross functional involvement – A common repository for project data and documents – Streamlined documentation using standardized templates • Management team tools – Portfolio management – Captures information needed to support effective gate decision making – Resource planning & management Slide 16
  • 17.
    3 Decisions toPass a Stage-Gate Review Slide 17
  • 18.
    Gate Review Meeting– a Two-Step Process • The gatekeepers/approvers may cover both decisions in the gate review meeting or may make the second step decision subsequent to the gate review meeting. • In the case of the latter, the decision should be made within one business day to avoid potential waste. Slide 18
  • 19.
    Portfolio Management Technology Development New Products Enhancements & LineExten. TOTAL Business Unit A 7% 24% 4% 35% Business Unit B 2% 16% 7% 25% Business Unit C 0% 6% 11% 17% Business Unit D 2% 14% 6% 22% TOTAL 11% 60% 28% 99% Annual/ 5 Year Business Plan Strategic Allocation Corporate or BU Level Corporate or BU Portfolio Mgt. Review to Ensure Balance Review to Consider Roadmap Relationships (Technology & Platforms) R&D Budget R&D Headcount Scorecard Method Development Productivity Index Portfolio Bubble Chart 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 1.1 1.2 0 10 20 30 40 50 60 70 80 NPV Probabilityofsuccess Gemini Aquarius Aries Capricorn Taurus Virgo Leo Done outside of PD-Trak Slide 19
  • 20.
    What Happens WhenYou Lack Effective Portfolio Management A reluctance to kill projects Many projects added to list A total lack of focus A reluctance to kill projects Many projects added to list A total lack of focus Too many projects - resources thinly spread. Projects in a queue. Quality of execution suffers. Too many projects - resources thinly spread. Projects in a queue. Quality of execution suffers. Increased time to market Higher failure rates Increased time to market Higher failure rates Weak decision points Poor Go / Kill decisions Weak decision points Poor Go / Kill decisions Too many low value projects: -Tweaks and modifications -Good projects are starved Too many low value projects: -Tweaks and modifications -Good projects are starved Too few stellar product winners Many ho hum launches Too few stellar product winners Many ho hum launches No rigorous selection criteria Projects selected on emotion, politics No rigorous selection criteria Projects selected on emotion, politics Wrong projects are selected Wrong projects are selected Many failures Many failures No Strategic criteria for project selection No Strategic criteria for project selection Projects lack strategic direction Projects not strategically aligned Projects lack strategic direction Projects not strategically aligned Scatter gun effort Does not support strategy Scatter gun effort Does not support strategy No Portfolio Management Means… Immediate Result End Result: Poor New Product Performance Slide 20
  • 21.
    Portfolio Management –Balance / Mix • Portfolio bubble chart provides a way to graph projects on two axes to assess balance and mix of projects • A common bubble chart is risk-reward (high risk-reward vs. low risk- reward) Slide 21
  • 22.
    Innovation by Design Typologyof Technological Innovations at the Enterprise Level Low HighLow High Degree of Management Degree of Leadership and Contribution to Competitiveness Unplanned Improvements Continuous Incremental Innovation Radical Innovation Strategic Accelerated Systematic Innovation Design for Innovation Design for Innovation Slide 22
  • 23.
    Ideation Phase Development Phase Feasibility Phase Manufacturing Phase Pilot/Launch Phase Investigation Phase Ideation Phase F D P M R S I IDENTIFYNEEDIDENTIFY NEED IDENTIFY NEEDIDENTIFY NEED PROBLEMPROBLEM TO SOLVETO SOLVE PROBLEMPROBLEM TO SOLVETO SOLVE OPPORTUNITYOPPORTUNITY TO REALIZETO REALIZE OPPORTUNITYOPPORTUNITY TO REALIZETO REALIZE MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/ USEFUL FUNCTIONSUSEFUL FUNCTIONS ANDAND GENERATE OPTIONS TOGENERATE OPTIONS TO EXPLORE AND EVALUATEEXPLORE AND EVALUATE MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/ USEFUL FUNCTIONSUSEFUL FUNCTIONS ANDAND GENERATE OPTIONS TOGENERATE OPTIONS TO EXPLORE AND EVALUATEEXPLORE AND EVALUATE PROBLEM /PROBLEM / OPPORTUNITYOPPORTUNITY ASSESSMENT AUDITASSESSMENT AUDIT PROBLEM /PROBLEM / OPPORTUNITYOPPORTUNITY ASSESSMENT AUDITASSESSMENT AUDIT DISTINGUISH RELEVANTDISTINGUISH RELEVANT OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO DEVELOP SOLUTIONSDEVELOP SOLUTIONS DISTINGUISH RELEVANTDISTINGUISH RELEVANT OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO DEVELOP SOLUTIONSDEVELOP SOLUTIONS Slide 23
  • 24.
    Why the IdeationProcess is Necessary: Enhancing Decision Making Process via Accelerating Idea Generation Process Starting Point Practical Deadline An EXHAUSTIVE Set of Options Forced Decision Point Number of Options Required to Make a Reasonable Decision Possible Options Time Gradual Accumulation of Practical Knowledge Confident Decision PointRapid Development of Practical Knowledge Slide 24
  • 25.
    Introducing a NewDfX: Design for Innovation (DfI) – Supporting the Ideation, Investigation, Feasibility & Development Phases DfI combines three distinct scientific and engineering disciplines: – Axiomatic Design – Systems Engineering – Inventive Problem Solving (TRIZ) WHAT? HOW? HOW WELL? VERIFY AXIOMATIC DESIGN SYSTEMS ENGINEERING INVENTIVE PROBLEM SOLVING (TRIZ) Slide 25
  • 26.
    Key Benefits ofDesign for Innovation 1. DFI provides integrity of design over the entire product development lifecycle. 2. DFI provides alignment of strategic objectives with tasks executed, and outcomes achieved. 3. DFI coordinates, prioritizes and integrates the “directions of innovation” pursued with the value creation sought (through their implementation). 4. DFI facilitates systematic innovation throughout the business, product and process lifecycle with “requirements traceability” to track and manage value creation. Slide 26
  • 27.
    Design for InnovationProcess Axiomatic DesignAxiomatic Design - Customer Needs - Functional Requirements - Design Parameters - Process Variables - Constraints DfIDfI TRIZTRIZ DesignDesign Appropriate Technologies Appropriate Systems - Available Resources - Scientific Effects - Substance-Field Analysis - System Operators - ISQ - Ideal Vision - Problem Formulation - Innovation Algorithm - Resolve Contradictions - Evolution Patterns SystemsSystems EngineeringEngineering - Systems Design Hierarchy: Systems, Sub- systems, Components, Sub- components, Parts DfI Integrated Design for InnovationIntegrated Design for Innovation Appropriate Solutions - System Lifecycle Stages: Needs Analysis, Concept Exploration, Concept Def. Adv. Dev., Eng. Design, Integration & Eval. Axiomatic DesignAxiomatic Design - Customer Needs - Functional Requirements - Design Parameters - Process Variables - Constraints DfIDfI TRIZTRIZ DesignDesign Appropriate Technologies Appropriate Systems - Available Resources - Scientific Effects - Substance-Field Analysis - System Operators - ISQ - Ideal Vision - Problem Formulation - Innovation Algorithm - Resolve Contradictions - Evolution Patterns SystemsSystems EngineeringEngineering - Systems Design Hierarchy: Systems, Sub- systems, Components, Sub- components, Parts DfI Integrated Design for InnovationIntegrated Design for Innovation Appropriate Solutions - System Lifecycle Stages: Needs Analysis, Concept Exploration, Concept Def. Adv. Dev., Eng. Design, Integration & Eval. Slide 27
  • 28.
  • 29.
  • 30.
    DESIGN ELEMENT CATEGORY(EXAMPLES)DESIGN ELEMENT CATEGORY (EXAMPLES) FUNCTIONAL REQUIREMENTSFUNCTIONAL REQUIREMENTS DESIGN PARAMETERS (EXAMPLES)DESIGN PARAMETERS (EXAMPLES) ELECTRONICELECTRONIC (Examples)(Examples) RECEIVE SIGNALRECEIVE SIGNAL TRANSMIT SIGNALTRANSMIT SIGNAL PROCESS DATAPROCESS DATA PROCESS SIGNALPROCESS SIGNAL PROCESS SIGNAL / DATAPROCESS SIGNAL / DATA VARIOUSVARIOUS RECEIVERRECEIVER TRANSMITTERTRANSMITTER DATAPROCESSORDATAPROCESSOR SIGNAL PROCESSORSIGNAL PROCESSOR COMMUNICATION PROCESSORSCOMMUNICATION PROCESSORS SPECIAL ELECTRONIC COMPONENTSPECIAL ELECTRONIC COMPONENT ELECTRO-OPTICALELECTRO-OPTICAL (Examples)(Examples) INPUT SIGNALINPUT SIGNAL STORE DATASTORE DATA OUTPUT SIGNAL / DATAOUTPUT SIGNAL / DATA FORM MATERIALFORM MATERIAL GENERATE ELECTRICITYGENERATE ELECTRICITY OPTICAL SENSING DEVICEOPTICAL SENSING DEVICE OPTICAL STORAGE DEVICEOPTICAL STORAGE DEVICE DISPLAY DEVICEDISPLAY DEVICE HIGH ENERGY OPTICS DEVICEHIGH ENERGY OPTICS DEVICE OPTICAL POWER GENERATOROPTICAL POWER GENERATOR ELECTROMECHANICALELECTROMECHANICAL (Examples)(Examples) INPUT DATAINPUT DATA GENERATE ELECTRICITYGENERATE ELECTRICITY STORE DATASTORE DATA TRANSDUCE SIGNALTRANSDUCE SIGNAL INPUT / OUTPUT DATAINPUT / OUTPUT DATA INERTIAL INSTRUMENTINERTIAL INSTRUMENT ELECTRIC GENERATORELECTRIC GENERATOR DATA STORAGE DEVICEDATA STORAGE DEVICE TRANSDUCERTRANSDUCER DATA INPUT / OUTPUT DEVICEDATA INPUT / OUTPUT DEVICE MECHANICALMECHANICAL (Examples)(Examples) SUPPORT MATERIALSUPPORT MATERIAL STORE MATERIALSTORE MATERIAL FORM / JOIN MATERIALFORM / JOIN MATERIAL REACT MATERIALREACT MATERIAL CONTROL MOTIONCONTROL MOTION FRAMEWORKFRAMEWORK CONTAINERCONTAINER MATERIAL PROCESSING MACHINEMATERIAL PROCESSING MACHINE MATERIAL REACTORMATERIAL REACTOR POWER TRANSFER DEVICEPOWER TRANSFER DEVICE THERMOMECHANICALTHERMOMECHANICAL (Examples)(Examples) GENERATE TORQUEGENERATE TORQUE GENERATE THRUSTGENERATE THRUST CONTROL TEMPERATURECONTROL TEMPERATURE CONTROL TEMPERATURECONTROL TEMPERATURE GENERATE ELECTRICITYGENERATE ELECTRICITY ROTARY ENGINEROTARY ENGINE JET ENGINEJET ENGINE HEATING UNITHEATING UNIT COOLING UNITCOOLING UNIT SPECIAL ENERGY SOURCESPECIAL ENERGY SOURCE SOFTWARESOFTWARE (Examples)(Examples) CONTROL SYSTEMCONTROL SYSTEM CONTROL PROCESSINGCONTROL PROCESSING CONTROL PROCESSINGCONTROL PROCESSING CONTROL SYSTEMCONTROL SYSTEM OPERATING SYSTEMOPERATING SYSTEM APPLICATION PROGRAMAPPLICATION PROGRAM SUPPORT SOFTWARESUPPORT SOFTWARE FIRMWAREFIRMWARE Slide 30
  • 31.
    SCIENTIFICSCIENTIFIC EFFECTSEFFECTS FIELDFIELD EFFECTSEFFECTS SUBSTANCESUBSTANCE EFFECTSEFFECTS PARAMETERPARAMETER EFFECTSEFFECTS ABSORBABSORB ACCUMULATEACCUMULATE DETECTDETECTPREVENTPREVENT PRODUCEPRODUCE CHANGECHANGE PHASEPHASE COMBINECOMBINE DESTROYDESTROY FORMFORM MOVEMOVE PRODUCEPRODUCE SEPARATESEPARATE CHANGECHANGE MEASUREMEASURE STABILIZESTABILIZE ElectromagneticElectromagnetic radiation, lightradiation, light Forces, energyForces, energy & momentum& momentum ImpactImpact impulseimpulse Mechanical &Mechanical & sound wavessound waves ThermalThermal energyenergy VibrationsVibrations ElectricalElectrical energyenergy Forces, energyForces, energy & momentum& momentum ThermalThermal energyenergy DeformationDeformation ElectromagneticElectromagnetic waves, lightwaves, light Forces, energyForces, energy & momentum& momentum Magnetic fieldMagnetic field Mechanical &Mechanical & sound wavessound waves Electric fieldElectric field ElectromagneticElectromagnetic waves, lightwaves, light BirefringenceBirefringence DeformationDeformation Electric currentElectric current ElectricElectric dischargedischarge ElectricElectric fieldfield ElectromagneticElectromagnetic waves, lightwaves, light Forces, energyForces, energy & momentum& momentum ImageImage InformationInformation LaserLaser radiationradiation LuminescenceLuminescence Magnetic fieldsMagnetic fields Mechanical &Mechanical & sound wavessound waves MechanicalMechanical forceforce Nuclear energyNuclear energy & activity& activity TemperatureTemperature gradientgradient Thermal energyThermal energy VibrationsVibrations Change crystal-Change crystal- line phasesline phases CondenseCondense vapoursvapours EvaporateEvaporate liquidsliquids FreezeFreeze liquidsliquids Ionize gasesIonize gases Melt solidsMelt solids Other phaseOther phase changeschanges RecombineRecombine plasmasplasmas SublimateSublimate solidssolids Superconduct-Superconduct- ing transitioning transition Vitrify liquidsVitrify liquids Vitrify solidsVitrify solids Assemble solidAssemble solid bodiesbodies Deposit filmsDeposit films Dissolve gasesDissolve gases Dissolve solidDissolve solid particlesparticles Embed impuri-Embed impuri- ties into solidsties into solids Mix liquidsMix liquids Other combinat-Other combinat- ions of substan.ions of substan. Destroy chem-Destroy chem- ical elementsical elements Destroy inorg-Destroy inorg- anic compoundsanic compounds Destroy organicDestroy organic compoundscompounds Destroy submol-Destroy submol- ecular particlesecular particles Kill biologicalKill biological organismsorganisms Bend solidBend solid bodiesbodies CompressCompress substancessubstances ExpandExpand substancessubstances Fluidize solidFluidize solid particlesparticles RotateRotate substancessubstances TranslateTranslate substancessubstances VibrateVibrate substancessubstances ProduceProduce alloysalloys Produce chem-Produce chem- ical elementsical elements Produce submo-Produce submo- lecular particleslecular particles SynthesizeSynthesize inorganic comp.inorganic comp. Synthesize org-Synthesize org- anic compoundsanic compounds RemoveRemove filmsfilms Remove impuri-Remove impuri- ties from solidsties from solids SeparateSeparate gasesgases Separate gasesSeparate gases From liquidsFrom liquids SeparateSeparate liquidsliquids SeparateSeparate moleculesmolecules Separate otherSeparate other substancessubstances Separate solidSeparate solid particlesparticles Separate solidsSeparate solids from liquidsfrom liquids Break solidBreak solid bodiesbodies ChemicalChemical parametersparameters DeformationDeformation parametersparameters Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters EnergyEnergy parametersparameters FluidsFluids parametersparameters ForceForce parametersparameters GeometricGeometric parametersparameters Magnetic fieldMagnetic field parametersparameters Mech. waveMech. wave parametersparameters MomentumMomentum parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters ProcessesProcesses parametersparameters QuantityQuantity parametersparameters RadioactivityRadioactivity parametersparameters SolidsSolids parametersparameters ThermalThermal parametersparameters ChemicalChemical parametersparameters DeformationDeformation parametersparameters DurationDuration Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters EnergyEnergy parametersparameters FluidsFluids parametersparameters ForceForce parametersparameters GeometricGeometric parametersparameters Magnetic fieldMagnetic field parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters QuantityQuantity parametersparameters RadioactivityRadioactivity parametersparameters SolidsSolids parametersparameters ThermalThermal parametersparameters ChemicalChemical parametersparameters Electric fieldElectric field parametersparameters EM radiationEM radiation parametersparameters FluidsFluids parametersparameters GeometricGeometric parametersparameters MotionMotion parametersparameters PlasmaPlasma parametersparameters ThermalThermal parametersparameters Examples of Process Variables Slide 31
  • 32.
    Systems Engineering Method CustomerCustomer DomainDomain FunctionaFunctiona lDomainl Domain PhysicalPhysical DomainDomain ProcessProcess DomainDomain 1. Requirements Analysis 2. Functional Definition 3. Physical Definition 4. Design Validation CustomerCustomer NeedsNeeds (CNs)(CNs) FunctionalFunctional RequirementsRequirements (FRs)(FRs) DesignDesign ParametersParameters (DPs)(DPs) ProcessProcess VariablesVariables (PVs)(PVs) ObjectivesObjectives RequirementsRequirements FunctionsFunctions System ModelSystem Model (To next phase)(To next phase) (From proceeding phase)(From proceeding phase) Slide 32
  • 33.
    Systems Engineering /Axiomatic Design Method over Life CycleSystems Engineering / Axiomatic Design Method over Life Cycle Phase Activities / StepStep Phase NeedsNeeds AnalysisAnalysis ConceptConcept ExplorationExploration ConceptConcept DefinitionDefinition AdvancedAdvanced DevelopmentDevelopment EngineeringEngineering DesignDesign Integration &Integration & EvaluationEvaluation System studies, Technology assessment, Operational Analysis Concept synthesis, Feasibility experiments, Requirements definition Trade-off analysis, Functional architecture, Subsystem definition Risk abatement, Subsystem demonstration, Component design requirements Component engineering, Component test, Reliability engineering System integration, Prototype test, Operational evaluation RequirementsRequirements AnalysisAnalysis Analyze NeedsAnalyze Needs AnalyzeAnalyze operationaloperational requirementsrequirements AnalyzeAnalyze performanceperformance requirementsrequirements AnalyzeAnalyze functionalfunctional requirementsrequirements Analyze designAnalyze design requirementsrequirements AnalyzeAnalyze requirementsrequirements FunctionalFunctional DefinitionDefinition Define systemDefine system functionsfunctions DefineDefine subsystemsubsystem functionsfunctions DefineDefine componentcomponent functionsfunctions Define sub-Define sub- componentcomponent functionsfunctions Define partDefine part functionsfunctions DefineDefine functionalfunctional teststests PhysicalPhysical DefinitionDefinition VisualizeVisualize subsystems,subsystems, technologytechnology VisualizeVisualize components,components, architecturesarchitectures SelectSelect components,components, architecturesarchitectures SpecifySpecify componentcomponent constructionconstruction Specify sub-Specify sub- componentcomponent constructionconstruction Specify testSpecify test equipmentequipment DesignDesign ValidationValidation ValidateValidate needs,needs, feasibilityfeasibility ValidateValidate performanceperformance requirementsrequirements Simulate,Simulate, validatevalidate systemsystem effectivenesseffectiveness Test criticalTest critical subsystemssubsystems ValidateValidate componentcomponent constructionconstruction Test andTest and evaluateevaluate systemsystem Slide 33Slide 33
  • 34.
    Evolution of SystemMaterialization through System Life Cycle Phase Level Needs Analysis Concept Exploration Concept Definition Advanced Development Engineering Design Integration & Evaluation System Define operational objectives Explore concepts Define selected concept Validate concept Test & evaluate Subsystem Visualize Define functions Define configuration Validate selected subsystems Integrate, test Component Visualize Select, define functions Validate, specify construction Design, test Integrate Sub- component Visualize Define functions Design Part Visualize Select or adapt (Focus of principal effort in each phase is shaded) Slide 34
  • 35.
    OPERATORS PROBLEM-SOLVING, OPPORTUNITY /VALUE -CREATION AND CONCEPT- DEVELOPMENT / REFINEMENT USING: MY PROBLEM THE WORLD’S PROBLEMS THE WORLD’S SOLUTIONS MY SOLUTION PATTERNS OF INVENTION TRIZ Design An Operator = A path to a solution An Operator = An approach to solving a problem An Operator = A direction towards an answer Used with TRIZ: Theory of Inventive Problem Solving Slide 35
  • 36.
    Processing Sweet PeppersProcessingSweet Peppers TRIZ PATTERNS OF INVENTIONTRIZ PATTERNS OF INVENTION I HAVE TO REMOVE CORES FROM A MILLION GREEN PEPPERS…. “Slowly raise pressure and suddenly reduce it” OR “accumulate energy and release it” Slide 36
  • 37.
    Pattern of Invention– Example  Coring bell peppers  Shelling sunflower seeds  Unpacking parts  Cleaning filters  Splitting diamonds The Operator: Slowly increase then abruptly drop pressure Splitting diamonds alongSplitting diamonds along micro-cracksmicro-cracks (+27 years after pepper patent) Slide 37
  • 38.
    1 2 3 5 6 7 8 9 n 4 1 2 3 4 5 6 7 8 9 n To Corresponding Solutions Many Typical Problems Many Typical Recommendations for Solutions (Knowledge base) Alarge number of typical problems are available for consideration. These operators help to narrow the search to a manageable range of typical problems For each typical problem, there are one or more potential solutions Prism of Analytical tools Best Practice Available from Exploring Known Problems Slide 38
  • 39.
    2,000,000 40,000 Key Findings •Definition ofinventive problems •Levels of invention •Patterns of evolution •Patterns of invention Patents (Worldwide) TOOLS BASED ON PATTERNS INTOOLS BASED ON PATTERNS IN THE PATENT DATABASETHE PATENT DATABASE Key Findings Derived from Exploring the Patent Database Slide 39
  • 40.
    Useful and HarmfulFunctions Used to Define the Problem •Has useful output (although it may also have harmful output as well) •Is a useful result Useful Function Harmful Function •Leads to a harmful result. No useful results are produced. •A harmful result because it hinders some useful function. Slide 40
  • 41.
    Linking Useful andHarmful Functions Function A Function B Makes good happen Makes bad happen Stops good from happening Stops bad from happening Links describe the relationship between functions. Produce Link Produce Counteract Counteract Slide 41
  • 42.
    Integrated Design forInnovation FR FR1 FR2 FR3 FR31 FR32FR11 FR311 FR312 FR3111 FR3112 CN CN1 CN2 CN21 CN22 CN211 CN212 CN213 CN2131 CN2132 DP DP1 DP2 DP3 DP 21 DP 22 DP 11 DP 12 DP 31 DP 211 DP 212 DP 213 DP 221 DP 222 DP 311 DP 121 DP 122 DP 123 DP 111 DP 112 DP 113 DP 114 DP 1131 DP 1132 DP 1221 DP 1222 DP 2131 DP 2132 DP 2133 PV PV1 PV2 PV3 PV 21 PV 22 PV 11 PV 12 PV 31 PV 211 PV 221 PV 121 PV 122 PV 111 PV 112 PV 113 PV 114 PV4 PV5 PV 51 PV 52 PV 32 PV 321 PV 322 PV 323 PV 521 PV 522 PV 3221 PV 3222 PV 1141 PV 1142 PV 1221 PV 2111 PV 2211 © Sustainable Innovative Solutions Ltd. 2006 CN FR DP PV 1ST LEVEL CN FR DP PV DP1 DP2 DP3 PV1 PV2 PV3 PV4 PV5 CN1 CN2 FR3 FR2 FR1 2ND LEVEL CN2 FR1 DP1 PV1 CN FR DP PV DP2 DP3 PV2 PV3 PV4 PV5 CN1 FR3 FR2 CN21 CN22 FR11 FR31 FR32 DP11 DP12 DP21 DP22 DP31 PV11 PV12 PV21 PV22 PV31 PV32 PV51 PV52 3RD LEVEL Slide 42
  • 43.
    Examples of OrganizationsUsing TRIZ Leading manufacturers across the Global 2,000 and spanning numerous industries including: • Automotive • Aerospace and defense • Petrochemical • Consumer product goods • Consumer electronics • High tech • Pharmaceutical/Life sciences • Industrial manufacturing Slide 43
  • 44.
    Additional Resources andInformation •Websites: – General NPD Information http://www.npd-solutions.com (especially the Product Development Forum) – TRIZ for DFI http://www.triz-journal.com – Axiomatic Design for DFI http://www.axiomaticdesign.com/ technology/papers.asp – Systems Engineering for DFI http://www.bmpcoe.org/pmws/ index.html •Sustainable Innovative Solutions: Dr. Iain Sanders Sustainable Innovative Solutions P.O. Box 20-452 Bishopdale Christchurch 8543 New Zealand Email: iain@designforinnovation.com Tel: +64 (0)3 359 2151 Mob: +64 (0)273 566 401 Slide 44

Editor's Notes

  • #23 This presentation provides EGNRET members with an update on APEC-CPI project development. Iain Sanders would like to express his apologies for not being able to attend this meeting due to other commitments. He extends his best wishes and sincerest thanks to all EGNRET members for their support in helping to get this project endorsed and funded by APEC.