Om Chapter 4

Front 1

“Product development is

Back 1

the set of activities beginning with the perception of a market opportunity and ending in the production, sale, and delivery of the product”

Front 2

Product Development Strategy

Back 2

Task: Define a well-defined product development process and propose a product development organization that will allow your company to compete effectively over the next decade.

Front 3

A Generic Product Development Process

Back 3

Front 4

Phase 0

Back 4

Planning

Generate mission
statement
(target market,
business goals,
key assumptions
and constraints)

Front 5

Phase 1

Back 5

Concept dev

Identify needs of target market;
Select several product concepts for further development and testing

Front 6

Phase 2

Back 6

System-level Design

Define product architecture
Decompose product into subsystems and components
Define final assembly scheme

Front 7

Phase 3

Back 7

Detail Design

Complete specification of geometry, materials and tolerances of all parts
List of standard parts to be purchased
Detailed drawings
Process plans for fabrication and assembly

Front 8

Phase 4

Back 8

Testing and Refinement

Building of alpha- and beta- prototypes
alpha: same material and geometry
- does it work?
- does it satisfy customer needs?
beta: parts supplied by production process
- tested internally and by customers
- tested for performance and reliability

Front 9

Phase 5

Back 9

Production Ramp-Up

Small volume production to train workforce and work out any remaining problems.

AND FINALLY LAUNCH

Front 10

Variations to Product Development Process

Back 10

Market pull products
Market opportunity to technology, e.g. sporting goods, furniture
Uses generic process
Technology push products
Technology to market opportunity, e.g. teflon, gore-tex
Concept development takes technology as given
Platform products
Built around existing platform, e.g. consumer electronics, printers
Concept development assumes proven technology platform
Process intensive products
Product constrained by production process, e.g. semiconductors, chemicals
Product and process developed from start
Quick build products
Rapid modeling and prototyping, e.g. software, cell phones
Many design-build-test cycles
Complex systems
System includes many subsystems and components, e.g. airplanes, jet engines
System and subsystems developed by many teams working in parallel

Front 11

What drives product development costs?

Back 11

Late changes – parts being scrapped, customer satisfaction issues, brand image damaged,potential recalls, may need overtime to meet deadlines

Front 12

Quality Function Deployment (QFD)

Back 12

A method to translate customer requirements into engineering specifications
Aims to get design, engineering and production people involved early on in the process to avoid late design changes that drive up cost

Front 13

Emerging Paradigms in Product Development

Back 13

Green design (inspired by “bio-logic”)
Rule #1: Use a parsimonious palette
Simplify & go natural
Rule #2: Cycle up
Use recyclable materials
Avoid “monstrous hybrids”
Rule #3: Exploit the power of platforms
Use the same components and the same materials across product lines

Front 14

How to implement Green design ?

Back 14

Using toxic material screens
Choosing materials that can be upcycled
Choosing materials that are cost-effective to recycle
Integrating these considerations into the design process
Exploiting economies of scale & reducing inputs
Rethink the buyer-supplier relationship

Front 15

Variability hurts!

Back 15

With limited WIP, production variability reduces the effective throughput rate (capacity) of the system.

Front 16

Why does variability occur?

Back 16

Machine and human variations, errors, raw material quality problems,

Front 17

What’s the solution to variability?

Back 17

Increase inventory; Disadvantage: costly
Reduce variability; e.g. Toyota Production System