product planning 4013.315 architectural engineering system

• Product Design and DevelopmentKarl T. Ulrich and Steven D. Eppinger2nd Edition, Irwin McGraw-Hill, 2000.

Moonseo Park

39동 433Phone 880-5848, Fax 871-5518

E-mail: [email protected]

Department of ArchitectureCollege of Engineering

Seoul National University

Associate Professor, PhD

Product PlanningProduct PlanningApril 1st, 20094013.315 Architectural Engineering System Design


PlanningPlanning

Product Development Process

ConceptDevelopment

ConceptDevelopment

System-LevelDesign

System-LevelDesign

DetailDesignDetail

DesignTesting andRefinement

Testing andRefinement

ProductionRamp-Up

ProductionRamp-Up

Four Phases of Product Development

The product planning phase precedes the product development process.


The Product Planning Process

Evaluate and Prioritize Projects

Allocate Resources and

Plan TimingPortfolioof

Projects

Multiple Projects

Complete Pre-Project PlanningProduct

PlanMission

Statements

Product Development

Process

Identify Opportunities


Session Outline

• Product development opportunities.

• Market competition. • Technology. • Portfolio planning. • Mission statements.


Product development opportunities

• Marketing/Sales • Research/Technology

Development• PD Teams • Manufacturing • Customers • Suppliers • Other business groups


수요자 피드백의 예


Market competition


A Product Plan

1996 1997 1998 1999 2000

Hodaka

Lakes

H-Net

L-Net

Astro

595 6010 392 393

New Platforms

Derivatives

Improvements

Fundamentally New

LegendProjectProduct Release


Market Segment Map

1998 19991997 2000

Department

Workgroup

Personal

40 ppm network

$20k30 ppm $10k

20 ppm $8k

40 ppm $16k

65 ppm $23k

55 ppm $20k

25 ppm $9k

30 ppm $10k

25 ppm $10k

35 ppm $15k

20 ppm $7k

40 ppm $20k

60 ppm network

$35k

LegendXerox

product

competitor product

potential competitor

65 ppm network

$31k

Year ofRelease

Hodaka Project

Lakes Project Lakes

Extensions

Hodaka Project

Lakes Project Lakes

Extensions

Mar

ket S

egm

ent


Segmentation Matrix for Construction Firms

Buyer Types

Prod

uct

Vari

ety

• Geographical Segments

US Asia Europe

• Client-Type Segments

Firms Hospitals Schools

• or, if necessary, combinations of the above

US Asia

Government Industry

• GC, CM, Turnkey…

• TV, VCR, Camera …

• and so on…


Michael Porter’s Five ForcesPotential Entrance

Threat of New Entrance

Buyers

Bargaining Power of Buyers

Substitutes

Threat of Substitutes

Industry Competitors

Suppliers

Bargaining Power of Suppliers

Rivalry among Existing Firms


Segmentation Matrix for Fluor Daniel

Description Buyers

N. America International

Asia Europe S. America Africa

G P I E T G P I E T G P I E T G P I E T G P I E T

GCFP

RB

CMFF

CP

DBFP

RB

TKFP

RB

BOT

Prod

uct V

arie

ty

* Note

G: general building GC: general contract FP: fixed pricet : Fluor Daniel P: process CM: construction managemen RP: reimbursable

: ABB I: industrial DB: design-build FF: fixed fee : Bechtel E: environmental TK: turnkey CP: cost-plus : Kiewit T: telecommunicatio BOT: build-operate-transfer

er


Technology


Technology S-Curves

Light-LensTechnology

DigitalTechnology

Time

Cop

ier P

erfo

rman

ce

Which one would be better?


유추와 형태 인식비선형 동적 모영

잠재수요 연구기술예측, TRM시나리오 계획

의사결정분석도구옵션 평가모형게임이론

전통적인 분석도구들

분석도구

미래를 예측하는근거가 없음

가능한 결과 범위, 하지만 자연스럽게도출되는시나리오는 없음

미래를 규정하는서로 다른 몇 가지시나리오

전략을 결정하기에충분히 정확한예측

알 수있는것

완전히 모호함(true ambiguity)

대안의 영역 존재(a range of future)

선택 대안 존재 (alternative future)

충분히 예측 가능(a clear future)

불확실성수준

수준 4수준 3수준 2수준 1구분

Technology Roadmap

• 기술요소들 간의 시간적 구조적 관계를 시각적으로 표현

• 기술개발목표 달성을 위한 대안평가 및 핵심기술 확보를 위한 전략적 선택을 도와주는 도구

• 일반적으로 5~10년 또는 그 이상의 중장기 기술 개발을 위한 상위 전략 (High Level Strategy)

• 기술 선정에 관한 합의를 이끌어 내는 방법론인 동시에 기술개발계획을 조정하기 위해 사용되는 틀


Technology RoadmapFunctional Elements

Photo- receptor

Scanner Layout

Toner Type

Output Modes

User Interface

Cylindrical Drum

2D CCD Array w/Optical Reduc.

Keypad

3-Pitch Belt Photoreceptor

Full-Width, Linear Array without Optical Reduction

Touch Screen, Remote PC

Color: Paper, Fax, Scan, Local Network, Internet

Document Centre

220, 230

Document Centre

240, 255, 265

Document Centre 2XX

Hodaka Project

Lakes Project

Lakes Extensions

Document Centre 3XXNext

Platform

Technologies

n-Pitch Belt Photoreceptor

High Temperature

Low Melting Point

Low Melting Point, Low Emission

Touch Screen

Image Processing

Automatic Image Quality

Diagnostics On-Board Diagnostics

Remote-Dialup Diagnostics

Remote Repair

Time

1200 dpi600/1200 dpi 1800 dpi600 dpi

Monochrome: Paper, Fax, Scan, Local Network, Internet


Portfolio Planning

- The difference between a product and a platform?- When is a platform appropriate? - When is a new platform necessary?


Platforms vs. Derivatives

time

Platform BPlatform Product

Development

Derivative Product

Development

LegendProjectProduct Release

Research and Technology

Development

Platform A


Product-Process Change MatrixExtent of Production Process Changes

Exte

nt o

f Pro

duct

Cha

nges

NewCore

Process

NextGeneration

Process

SingleDepartment

Upgrade

Tuning andIncremental

Changes

NoProcessChange

NewCore

Product

NextGeneration

Product

Additionto Product

Family

MinorProduct

Enhancement

NoProductChange

LakesProject

Research andTechnology

Development

BreakthroughDevelopment

Projects

PlatformDevelopment

Projects

DerivativeProduct

Development

CurrentProduct/Process

Support


Aggregate Resource Planning

0%

20%

40%

60%

80%

1 0 0 %

120%

140%

Year 1 Year 2 Year 3

C a p a c i t y U t i l i z a t i o n

Mec

hani

cal D

esig

n

Ele

ctric

al E

ngin

eerin

g

Man

ufac

turin

g E

ngin

eerin

g

Sof

twar

e/ F

irmw

are

Indu

stria

l Des

ign

Mec

hani

cal D

esig

n

Ele

ctric

al E

ngin

eerin

g

Man

ufac

turin

g E

ngin

eerin

g

Sof

twar

e/ F

irmw

are

Indu

stria

l Des

ign

Mec

hani

cal D

esig

n

Ele

ctric

al E

ngin

eerin

g

Man

ufac

turin

g E

ngin

eerin

g

Sof

twar

e/ F

irmw

are

Indu

stria

l Des

ign


Mission Statement

• the essential elements of the mission statement?

• the role of assumptions and constraints?


Lakes Project Mission StatementProduct Description• Networkable, digital machine with copy, print, fax, and scan functionsKey Business Goals• Support Xerox strategy of leadership in digital office equipment• Serve as platform for all future B&W digital products and solutions• Capture 50% of digital product sales in primary market• Environmentally friendly• First product introduction 4thQ 1997Primary Market• Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)Secondary Markets• Quick-print market• Small ‘satellite’ operationsAssumptions and Constraints• New product platform• Digital imaging technology• Compatible with CentreWare software• Input devices manufactured in Canada• Output devices manufactured in Brazil• Image processing engine manufactured in both USA and EuropeStakeholders• Purchasers and Users• Manufacturing Operations• Service Operations• Distributors and Resellers


CD Rack

product planning 4013.315 architectural engineering system

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