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INSE6411
ProductDesignTheoryandMethodology
Productplanning
AndreaSchiffauerova,PhD.
Lectureoutline
Introductiontothedesignproblems
ro uc p ann ng
Readingmaterial
Most
commonly
used
books: rd
. .
ProductDesignand Development(4th ed.)byKarlT.UlrichandStevenD.Eppinger
Courselecturenotes+yourownnotestakenduringtheclass
emes oryourpresen a ons Introductiontomechanicaldesignproblemsandthedesignprocess
Introductiontodesigntheoryandmethodologies Customerneedsandproductspecifications Desi nconce t eneration Designproblems,resolutionofdesignconflicts Designconceptevaluation Designconceptselection Designconcepttesting Productdesignandgeneration,productarchitecture Designevaluationforperformanceandtheeffectsofvariations,
ro us es gn DesignforX(cost,manufacture,assembly,etc.) Prototypingandproductlaunching,intellectualpropertyrights
Guestlectures
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Designproblem
All desi n roblems are illde ined
Ananalysisproblem Clearneed
Problemeasilyunderstood
Justfindcorrectformula
WhatsizeSAEgrade5boltshouldbeusedtofastentogether2ieces of 1045 sheet steel each 4 mm thick and 6 cm wide which
arelappedovereachotherandloadedwith100N?
Adesignproblem
Notenoughinformation Potentialsolutionsnotgiven
Constraintsareincomplete
,thickand6cmwide,whicharelappedovereachotherandloadedwith100N.
Designproblem
Designproblemshavemanysatisfactorysolutionsand.
Themoreyoulearnthelessfreedomyouhavetousewhat
youknow
Thegoalistolearnasmuchasearlyaspossibleinthedesign
process,becauselaterthechangeswillbemoreexpensive.
Typesofmechanicaldesignproblems
Selection
design
Selectionofone(ormore)itemsfromalistofsimilar
items
Example:
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Typesofmechanicaldesignproblems
Originaldesign
newprocess,assemblyorcomponent
Eachdesi n roblemre resentssomethin newand
unique
Typesofmechanicaldesignproblems
Redesign
Themodificationofanexistingproducttomeetnew
re uirements
Manyredesignproblemsareroutine
Maturedesignisadesignwhichhasremainedunchangedoverlongperiodoftime(examplesinclude
pencilsharpeners,staplers,holepunchers,etc.)
Maturedesign
Evenmaturedesignschange!
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Productdesignanddevelopment
Productdevelopmentisasetofactivitiesstartingwiththeperceptionofamarketopportunityandendingwiththesaleofaproduct
Productdesignisoneaspectofthedevelopmentprocess Engineering designspecifieshowthetechnicalsystemswill
work Industrialdesignspecifiestheaesthetics,ergonomics,and
userinterface
Otherdevelopmentactivitiesincludemarketingandmanufacturing Successoftheproducttypicallydependsonthesuccess
ofallthreedevelopmentactivities
Productdesignanddevelopment
Marketing (predesign)Identificationofmarketopportunities (predesign)Identificationofcustomerneeds (predesign)Identificationoftargetpricing (postdesign)Promotionofproduct
es gn Productquality Productcost(includesdevelopmentcost)
Developmentcapability
Manufacturing
Supplychain
xamp esGoodmarketresearchandbaddesign:
Archos 20GB
iPod
5GB
Arc os vs.App e
e ease cto er
350g,1.3thick
Filebasedorganizationsystem
184g,0.78thick
ID3basedorganizationsystem
re y n er ace
Productplanning
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Productplanning
Corporationstypicallyplanproductsmanyyearsin
Productplanningensuresthatproductssupport
overall business strate
Productplanning:
Establisheswhichmarketsegmentstotarget
DetermineswhichPDprojectswillbeundertaken
Decidesonthemixofnewproductsvs.upgrades
Determinesthetimingandsequenceoftheprojects
Theproductplanningprocess
Multiple Projects
vauae anPrioritizeProjects
oca eResources and
Plan TimingPortfolioof
Projects
ompeePre-ProjectPlanningProduct
PlanMission
Statements
ProductDevelopment
Process
IdentifyOpportunities
Portfolioofprojects
Productplan
Missionstatements
Identifyopportunities
Ideasourcesfornewproducts
Researchandtechnologydevelopmentorganizations
Current roduct develo ment teams
Manufacturingandoperationorganizations
Currentorpotentialcustomers
Thirdpartiessuchassuppliers,inventors,andbusiness
partners.
EvaluateandPrioritizeProjects
Afirmcancollect100soreven1000sof
.
Selectthemostpromisingprojectstopursue.
CompetitiveStrategy
Marketsegmentation
Technologicaltrajectories
Productplatforms
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CompetitiveStrategy
norgan za on scompe ves ra egy e nesa as c
approachtomarketsandproductswithrespecttocompetitors.
Technologyleadership Emphasisonbasisresearchanddevelopment
Costleadershi Focusonproductionefficiency(economiesofscale,manufacturing
methods,lowcostlabor,bettermanagement)
Customerfocus o owsc ose ycus omers nee san pre erences
Mayresultinabroadproductlinewithhighproductvariety
Imitative
Iftheirproductsaresuccessful,thefirmquicklylaunches itsimitations
MarketSegmentation
Dividingamarketintosegmentsallowsthefirmto
oftheexistingproductsofthefirmwithineachwell
defined rou ofcustomers.
65 ppm
$23k
65 ppmnetwork
$31k
Department
40 ppm
$16k
55 ppm
$20k
60 ppmnetwork
$35kLakesProject Lakes
Extensionsen
t
Workgroup40ppm30ppm
25 ppm
$10k
35 ppm
$15k
40 ppm
$20kLegend
Xeroxproduct
rketSeg
network
$20k
$10k
20 ppm
8k
25 ppm
9k
30 ppm
10k
competitorproduct
potentialcompetitor
HodakaProjectMa
Personal20 ppm
$7k
ProductsegmentmapforXerox
1998 19991997 2000 Year ofRelease
TechnologicalTrajectories
Intechnologyintensivebusinesses,akeyproduct
productline.
thinkaboutsuchdecisions.
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TechnologySCurvesTechnologySCurves
DigitalTechnology
rmance
pierPerfo
Light-LensTechnology
Co
me
Xeroxexpectedthatdigitalcopiertechnologieswerejustemerging
andthatitcoulddevelopafullfeatureddigitalcopierinthenear
future.
ProductPlatformPlanning
Aplatformdevelopmentproject
Involvesmajordevelopmenteffort
Extendanexistingproductplatformtobetteraddress
familiarmarkets
Maybeincludedintheinitialplatformdevelopment
effortorderivativeproductsmayfollowthereafter.
Research and
PlatformsversusDerivatives
TechnologyDevelopment
Platform BPlatformProduct
Development
Legend
Project
ProductRelease
Platform A
Derivative
time
Product
Development
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PlatformsversusDerivativesBalancingtheportfolio
Thefirmusuallybenefitsfromadiversesetof
Thechoiceofcompetitivestrategyshouldaffecttheshapeoftheproductdevelopmentportfolio
Manymethodsforbalancingtheportfolioofdevelopmentprojects
Plotstheportfolioofprojectsalongtwodimensions:
Achangeintheproductline
Achangeinproductionprocesses
ExtentofProductionProcessChanges
New Next Single Tuningand NoResearchandCore
ProcessGeneration
ProcessDepartment
UpgradeIncremental
ChangesProcessChange
New
Core
TechnologyDevelopment
Breakthrough
Development
Changes
NextGeneration
Product
PlatformDevelopment
Projects
fProduct
AdditiontoProduct
Family
LakesProject
Derivative
Extento
MinorProduct
Enhancement
ProductDevelopment
NoProductChange
CurrentProduct/Process
Support
Allocationofresourcesandtimeplanning
Afirmcannotinvestineveryproductdevelopment
Prioritizationoftheprojectsbasedonthelimited
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EstimationofthetimerequiredEstimationofthetimerequired
Basedofthecomplexityof theproductsfunction
Time = A*PC*D0.85where
Aconstantbasedonpastprojects:A=30 forasmallcompanyw t goo commun cat on, = ora argecompanywithaveragecommunication
Dproductdifficulty:D=1 ifnottoodifficult(usingwell
knowntechnologies),D=2 ifdifficult(somenewtechnologies),D=3 ifextremelydifficult(manynew
PCproductcomplexity
Estimationofthetimerequired
Thespaceshuttleaftfieldjointfunctionaldecomposition
Estimationofthetimerequired
Theproductcomplexityisestimatedby = FjPC * where
jthelevelinthefunctiondiagramj
Fortheexampleabove:PC=1*1+2*4+3*3=18
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Estimationofthetimerequired
Timeestimationisverydifficultandsubjecttoerror
srecommen e o ase ees ma onon
estimates
mmostlikelyestimate
ppessimisticestimate
6
4.
pmoestimateTime
++=
Foreachtaskitisessentialtoidentifyits predecessors(tasksdonebeforeit)anditssuccessors (tasksdoneafterit)
CPM(CriticalPathMethod) TheCriticalPathMethodisamathematicallybasedalgorithmfor
schedulin ro ect activities. It is a network anal sis techni ue.
TheCriticalPathMethod(CPM)enablestheprojectCriticalPathtobedetermined.Thisisasequenceofactivitiesthroughaprojectnetworkfromstarttofinish.
Allowstrackingofcriticalactivities
Providesavisualpresentationoftheproject
Developmentofthesequenceforthetasks
PERT(ProgramEvaluationandReviewTechnique)
VerysimilartoCPM,exceptthateveryactivityinaPERTnetworkalso.
Ganttchart Abarchartthatillustratestheprojectschedule
Developmentofthesequenceforthetasks
DSM(DesignStructureMatrix)
,
xx
x x
CandDarecoupledactivitiesx
x
x x
Veryusefulwhentheorderofthetasksisnotevident
s ou eexecu e a esame me
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Aggregateresourceplanning
Helpsanorganizationmakeefficientuseofits
becompletedwiththebudgetedresources
Aggregateresourceplanning. .
140%
100%
120%
ation
40%
60%
80%
Design
gineering
gEngineering
rmware
sign
Design
gineering
gEngineering
rmware
sign
Design
gineering
gEngineering
rmware
sign
cityUtiliz
0%
20%
Year 1 Year 2 Year 3
Mechanical
Electrica
lE
Manufact
uri
Software
/Fi
IndustrialD
Mechanical
Electrica
lE
Manufacturi
Software
/Fi
IndustrialD
Mechanical
Electrica
lE
Manufacturi
Software
/Fi
IndustrialD
Cap
Projecttiming
Factorstoconsider:
Thesoonerthebetter
Technologyreadiness
T ero ustnesso tec no ogiesiscritica !
Marketreadiness
These uenceof roductintroductions
Nottooquickly,nottooslowly
Competition
acceleratethetimingofdevelopmentprojetcs
Theproductplan
Theproductplanidentifiestheportfolioofprojects
thetimingoftheirintroduction
Newplatforms
Derivativesofexistingplatforms
Productimprovements
Fundamentallynewproducts
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Theproductplan
HodakaNew Legend
Lakes
H-Net
L-NetDerivatives
Project
ProductRelease
Astro
595 6010 392 393Improvements
Fundamentally New
1996 1997 1998 1999 2000
TheproductplanofXerox
Productmissionstatement
TheMissionStatementprovidesadetaileddefinitionoftheassumptionsunderwhichtheproductwillbe
Itincludes: Brief(onesentence)descriptionoftheproduct(avoid
Benefitproposition Keybusinessgoals(time,cost,quality)
Targetprice Assumptionandconstraintsthatguidethedevelopment
, , Stakeholders
Productmissionstatement
Exhibit310
Nextlecture
Customerneeds
ng neer ngspec ca ons
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DESIGNPROJECT
O ortunit Statement
Anopportunitystatementisa1 or2sentence
Shouldnotimplytheuseofanyparticular
technolo
Shouldnotimplyaspecificproductconcept
Example:
Createasimplebedsidedevicethatdisplaysinternet
weatherforecastssoyoucanseewhattheweather
willbewhenyouwakeupinthemorning.
DESIGNPROJECT
O ortunit Statement
HowtoIdentifyOpportunities
o en a sources:
Thinkaboutthefrustrationsandcomplaintsyour
friends have about existin roducts
Thinkaboutinefficienciesinyourdailyroutine
ScantheTableofContentofProc.IEEEforthepastfew
monthstogetanideaofemergingtrends
DESIGNPROJECT
O ortunit Statement duenextweek!
Eachshouldmakeaveryshortpresentation(max3
Explainproblem,need,ormotivation
Ex lain necessar elements in solution
Summarizewithopportunitystatement
Youneedtoemailmeyourpresentationsbeforenext
Thursday(Wednesdaymidnightisthedeadline)