9-1 chapter 9 developing products © david o’sullivan 2008
TRANSCRIPT
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9-1
Chapter 9
Developing Products
© David O’Sullivan 2008
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9-2
Reflections Outline the key stages of a project life cycle. Explain the issues around planning, scheduling, and
controlling a project. Explain the difference between workpackages, tasks,
and deliverables. Construct a simple cost–benefit analysis for a project. Explain the following expression: Risk = ƒ(event,
probability, impact). What are the six stages of the buyer experience life
cycle? Detail a simple form for capturing critical data for a
project workpackage.
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Activities
[Discussion of selected student ‘Activities’ from previous chapter]
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9-4
Learning Targets Outline the key stages in the stage gate
process for new product development Detail project investment issues for new
product innovation Define a number of ways to share
investment in product development Outline a number of ways of protecting
innovations Explain the product exploitation process Discuss the special role of
entrepreneurship in product exploitation
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New Product Development Development leads times can range
from a few months to decades First to market offers monopoly with
premium pricing and ease of marketing
E.g. a 6 month delay can results in 33% reduction in profits
Protection can be important and adds to delay
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The Design Process
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9-7
Stage Gate Process
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9-8
Design Process Effective design can provide a competitive
edge matches product or service characteristics with
customer requirements ensures that customer requirements are met in
the simplest and least costly manner reduces time required to design a new product
or service minimizes revisions necessary to make a design
workable
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9-9
Design Process (cont.) Product design
defines appearance of product
sets standards for performance
specifies which materials are to be used
determines dimensions and tolerances
Service design specifies what
physical items, sensual benefits, and psychological benefits customer is to receive from service
defines environment in which service will take place
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New CoreProcess
Next GenerationProcess
SingleDept.Upgrade
Tuning& IncrementalUpgrades
NoChange
New CoreProduct
Next GenerationProduct
Addition toFamily
Add-ons andEnhancements
ComponentChanges
No Change
PROCESS
PRODUCT
Next GenerationDevelopmentProjects
Radical
Incremental
(Source: Wheelwright and Clark, 1992)
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9-11
Product Life CycleId
ea G
ener
atio
n St
age
Idea
Eva
luat
ion
Stag
e
Bus
ines
s / T
echn
ical
Feas
ibili
ty A
naly
sis
Stag
e
Tech
bica
l Res
earc
han
d D
evel
opm
ent
Stag
e
Prod
uct (
Mar
ket)
Res
earc
h an
dD
evel
opm
ent S
tage
Prel
imin
ary
Prod
uctio
n St
age
Mar
ket
Test
ing
Stag
e
Com
mer
cial
Pr
ocuc
tion
Stag
e
Intr
oduc
tion
Stag
e
Mar
ket
Dev
elop
men
t Sta
ge
Rap
id G
row
th S
tage
Com
petit
ive
Turb
ulen
ce S
tage
Mat
urity
Sta
ge
Dec
line
Stag
e
Aba
ndom
ent
Stag
e
PremarketPhase
MarketPhase
Sales
Profits
IdeaMortalityRate
NegativeProfits(Investment)
Time
Dol
lars
Idea
s
100
0
R & D
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9-12
Feasibility Studies
Marketing Screen Operations Screen Finance Screen Competitor Analysis Price-performance Screening Financial Analysis
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Rapid Prototyping
Build a prototype form design functional design production design
Test prototype Revise design Retest
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Quality Function Deployment
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Quality Function Deployment
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Traditional Approach
An approach to product design that tends to separate design and manufacturing engineering
Product design develops the new design, sometimes with small regard for the manufacturing capabilities possessed by the company
There is little interaction between design engineers and manufacturing engineers who might provide advice on producability
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Concurrent Engineering
An approach to product design in which companies attempt to reduce elapsed time to bring a new product to market by integrating design and manufacturing engineering, and other functions
Manufacturing engineering becomes involved early in the product development cycle
In addition, other functions are also involved, such as field service, quality engineering, manufacturing departments, vendors, and in some cases customers
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Concurrent Engineering All of these functions can contribute to a
product design that performs well functionally, and is also manufacturable, assembleable, inspectable, testable, serviceable, maintainable, free of defects, and safe All viewpoints have been combined to design a
product of high quality that will deliver customer satisfaction
Through early involvement of all interested parties, the total product development cycle time is reduced
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Design for Manufacturing and Assembly
Estimated that 70% of the life cycle cost of a product is determined by basic decisions made during product design Decisions include material for each part,
part geometry, tolerances, how parts are organized into subassemblies, and assembly methods
Once these decisions are made, the ability to reduce manufacturing cost of the product is limited
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How Design Affects Process Planning Example: If the product engineer designs an
aluminum sand casting with features that can be achieved only by machining Then the process planner must specify sand casting
followed by the necessary machining operations The manufacturing engineer might advise the
designer that a plastic molded part would be superior It is important for the manufacturing engineer to
have an opportunity to advise the design engineer as the product design is evolving
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Design for Manufacturing and Assembly
An approach to product design that systematically includes considerations of manufacturability and assembleability in the design
DFM/A includes: Organizational changes Design principles and guidelines that
should be implemented during product design
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Organizational Changes in DFM/A To implement DFM/A, a company must make
organizational changes to provide closer interaction between design and manufacturing personnel Often done by forming design project teams
consisting of product designers, manufacturing engineers, and other specialties
In some companies, design engineers must spend some career time in manufacturing to learn about the problems encountered in making things
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DFM/A Principles and Guidelines DFM/A includes principles and guidelines that
indicate how to design a given product for maximum manufacturability
Many of these principles and guidelines are universal Rules of thumb that can be applied to nearly any
product design situation
In addition, DFM/A includes principles that are specific to given manufacturing processes
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Examples of DFM/A Principles Minimize number of components in the product Use standard commercially available components
wherever possible Use common parts across product lines Design parts with tolerances that are within process
capability Design product for foolproof assembly Use modular design Shape parts and products for ease of packaging Eliminate or reduce adjustments
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Other Product Design Objectives Design for quality
Principles and procedures to ensure that the highest possible quality is designed into the product
Design for product cost Efforts to specifically identify how design decisions
affect product costs and to develop ways to reduce cost through design
Design for life cycle Gives consideration to costs associated with
reliability, maintainability, serviceability, etc., which may be a significant portion of the total cost of the product
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9-27
Product Funding
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Protecting New Products
patents copyright design rights trademarks
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9-29
Commercializing New Products Compliance with industry standards Compatibility with existing products Production costs Distribution capability After-sales service
Production Plan Market Launch Plan
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9-30
Feasibility Studies
Marketing Screen Operations Screen Finance Screen Competitor Analysis Price-performance Screening Financial Analysis
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Linkages with Marketing Relative advantage of the new offering over its
predecessors and competitors Compatibility of the new offering with existing skills,
technological platforms, and industrial standards Complexity, relating to how easily the offering can
be understood and used by the customer Trialability, relating to the amount of opportunity
that the potential customers have to test the offering, to learn more and reduce their risk perception
Observability, which reduces risk perception and relates to the degree to which potential customers can see other consumers use and benefit from the offering
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Adoption of New Products
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9-33
Entrepreneurship
Entrepreneurial zeal Business planning Exit strategy
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9-34
Summary Outline the key stages in the stage gate
process for new product development Detail project investment issues for new
product innovation Define a number of ways to share
investment in product development Outline a number of ways of protecting
innovations Explain the product exploitation process Discuss the special role of
entrepreneurship in product exploitation
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9-35
Activities
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Search Online
http://mitworld.mit.edu/ Democratizing Innovation (E. von Hippel) A Conversation with Jack Welch Innovation at the Interface:
Technological Fusion at MIT - Edward B. Roberts, Rodney A. Brooks