creative design - pbworks
TRANSCRIPT
Microsoft PowerPoint - Creative DesignCreative Design? Choices from
2011 Fall (MBA)
What aspect of product is valued in your selection?• Which product (svc/biz model etc. ) did you choose?• Could you describe why you chose that specific product?• Aesthetic appeal: color, shape• Ease of use• Functionality• Uniqueness• Environmentally friendly• Longevity• Symbolic status• …………….
Recent Changes in Korea
• Development FocusEngineering oriented à Design Oriented à Integrated Thinking• Product FocusFunction à Aesthetics (Form) à Concepts (e.g. eco-)• Product StrategySingle product à Product groups à Platform (ecosystem)
Design
Innovation – Much More Complicated than Invention• Invention & Innovation: Difference? • Generation of Ideas à Problem-solving (Design) àImplementation(Mfr, Mkt, Dist) àDiffusion
• Basic Science à Applied Science à New Product Development à User Innovation– What is the role of the basic science?
Which is better & more prevalent?• Market-oriented innovation(market or demand “pull” ??)or• Manufacturer/service provider- driven innovation (technology or supply “push” ??)
Demand Pull
Supply Push
PolyesterFinancial optionsTelevisionTransistorPeer-to-peer computingTouch screensWeb-based social networking?
Demand-pull and supply-push
Market Take-off
Conventional wisdom?
The best innovations are customer/needs/demand-driven.• Common thoughts:– Nothing is worse than “a technology in search of an application,” or “a solution in search of a problem and a customer”
– “Necessity is the mother of invention”
– “How many billions of dollars has this company spent on R&D that goes nowhere?!”
Freshman Zack Anderson can check the weather at the monitor by the sink in his fully automated dorm room. Credits - Photo / Donna Coveney
Multifunction In-Dorm Automation System" (MIDAS)
Freshman R.J. Ryan hits the 'emergency' button in his automatic dorm room on East Campus. The button activates 'party mode.‘ (relax mode, sleep mode also possible)
VIDEO: MIDAS at work http://www.youtube.com/watch?v=wsPQWz9CWuA
&feature=player_embedded
a. Assimilation of scientific results into technology b. Recognized need for a device, technique, or scientific understanding c. Technology adoption for use d. Technological need for understanding of physical phenomena and
responses
The Relationship between Science & Technology
Attributes of Five Development Projects
Stanley Tools Jobmaster Screwdriver Rollerblade In-line Skate HP Deskjet Printer Volkswagen New Beetle Automobile Boeing 777 Airplane Annual production volume (units/year) 100,000 100,000 4 million 100,000 50 Sales lifetime (years) 40 3 2 6 30Price (US$/unit) 3 200 300 17,000 130MPart numbers (parts) 3 35 200 10,000 130,000Development time (years) 1 2 1.5 3.5 4.5 Internal development team (peak size) 3 5 100 800 6,800 External development team (peak size) 3 10 75 800 10,000 Development cost (US$) 150,000 750,000 50M 400M 3B Production investment 150,000 1M 25M 500M 3B
(Source: Ulrich & Eppinger)
New Product Success Factors• Developing a superior, differentiated product with unique benefits and superior value to the customers• Having a strong market orientation throughout the development process• Getting sharp, early product definition before development begins• Quality execution (completeness, consistency, and proficiency) of activities in the development process• Having the correct organizational structure (multifunctional, empowered teams)• Providing the sharp project selection decisions• Top management: specifying new product strategy and providing needed resources• Speed to market (Cooper, 1996)
New Product Development Process
• Generate alternative product architectures•Define major subsystems and interfaces• Refine industrial design
• Define part geometry• Choose materials• Assign tolerances• Complete industrial control documentation
• Reliability testing•Life testing•Performance testing• Obtain regulatory approvals• Implement design changes
• Evaluate early production output
• Collect customer needs• Identify lead users• Identify competitive products
• Develop plan for product options and extended product family• Set target sales price points
• Develop marketing plan • Develop promotion and launch materials• Facilitate field testing
• Place early production with key customers
(Source: Ulrich & Eppinger)
• Perform make-buy analysis• Define final assembly scheme• Set target costs
• Define piece-part production processes• Design tooling• Define quality assurance processes
•Facilitate supplier ramp-up• Train workforce• Refine assembly processes
• Begin operation of production system
(Source: Ulrich & Eppinger)
System-level Design
Detail Design
Testing & Refinement
Production Ramp-up
Product planning is an activity that considers the portfolio of projects that an organization might pursue and determines what subset of these projects will be pursued over what time period ü Which product development projects will be undertaken? ü How do the various projects relate to each other as a portfolio ü Timing and sequence of the projects?
(Source: Ulrich & Eppinger)
System-level Design
Detail Design
Testing & Refinement
Production Ramp-up
1. Define the scope2. Gather raw data from customers (interviews, focus groups, observation)3. Interpret the raw data in terms of customer needs4. Organize the needs into a hierarchy of primary, secondary, and tertiary needs5. Establish the relative importance of the needs6. Reflect on the results and the process (Source: Ulrich & Eppinger)
Identify Customer
Defining the scope (Mission Statement)
(Source: Ulrich & Eppinger)
Raw Data from the Customers
(Source: MIT’s Product Design and Development Course Material)
Number of Analysts
Customer Data into Interpreted Needs
(Source: Ulrich & Eppinger)
(Source: Ulrich & Eppinger)
Exercises: Need Translation
Exercises: Need Translation
Hierarchical List of Needs
Plan Downstream Development
What are specifications?- Customer needs are expressed in the “language of the customers.”- Specifications are the language of the manufacturer/service provider- “Measurable detail of what the product has to do”- Product requirements (Source: Ulrich & Eppinger)
Target Specification
(Source: Ulrich & Eppinger)
For your class projects, measurable metric may not exist. In this case, just describe the specification of the final product/service/business model in terms of feature requirements
New Product Development Process
Plan Downstream Development
What are specifications?- Customer needs are expressed in the “language of the customers.”- Specifications are the language of the manufacturer/service provider- “Measurable detail of what the product has to do”- Product requirements (Source: Ulrich & Eppinger)
Five-step Concept Generation Method
(Source: Ulrich & Eppinger)
Solutions to Sub-Problems
(Source: Ulrich & Eppinger)
Concept Classification Tree
(Source: Ulrich & Eppinger)
• Division of the entire space of solutions into several distinct classes • Identification of independent approaches to the problem• Pruning of less promising branches• Refinement of the problem decomposition for a particular branch
Concept Combination Table
(Source: Ulrich & Eppinger)
Concept Combination Table:A way to consider combinations of solution fragments systematically
< Concept combination table for the hand-held nailer & one possible combination >
Selection of Product Concepts• The goal of concept selection is NOT to select the best concept• The goal of the concept selection is to DEVELOP the best concept• Combine and refine the concepts to develop better ones• Selection Methods– External decision– Intuition– Multivoting– Pros and cons– Prototype and test– Decision matrices (Source: Ulrich & Eppinger)
Concept Generation, Selection, & Testing
Concept Scoring
What aspect of product is valued in your selection?• Which product (svc/biz model etc. ) did you choose?• Could you describe why you chose that specific product?• Aesthetic appeal: color, shape• Ease of use• Functionality• Uniqueness• Environmentally friendly• Longevity• Symbolic status• …………….
Recent Changes in Korea
• Development FocusEngineering oriented à Design Oriented à Integrated Thinking• Product FocusFunction à Aesthetics (Form) à Concepts (e.g. eco-)• Product StrategySingle product à Product groups à Platform (ecosystem)
Design
Innovation – Much More Complicated than Invention• Invention & Innovation: Difference? • Generation of Ideas à Problem-solving (Design) àImplementation(Mfr, Mkt, Dist) àDiffusion
• Basic Science à Applied Science à New Product Development à User Innovation– What is the role of the basic science?
Which is better & more prevalent?• Market-oriented innovation(market or demand “pull” ??)or• Manufacturer/service provider- driven innovation (technology or supply “push” ??)
Demand Pull
Supply Push
PolyesterFinancial optionsTelevisionTransistorPeer-to-peer computingTouch screensWeb-based social networking?
Demand-pull and supply-push
Market Take-off
Conventional wisdom?
The best innovations are customer/needs/demand-driven.• Common thoughts:– Nothing is worse than “a technology in search of an application,” or “a solution in search of a problem and a customer”
– “Necessity is the mother of invention”
– “How many billions of dollars has this company spent on R&D that goes nowhere?!”
Freshman Zack Anderson can check the weather at the monitor by the sink in his fully automated dorm room. Credits - Photo / Donna Coveney
Multifunction In-Dorm Automation System" (MIDAS)
Freshman R.J. Ryan hits the 'emergency' button in his automatic dorm room on East Campus. The button activates 'party mode.‘ (relax mode, sleep mode also possible)
VIDEO: MIDAS at work http://www.youtube.com/watch?v=wsPQWz9CWuA
&feature=player_embedded
a. Assimilation of scientific results into technology b. Recognized need for a device, technique, or scientific understanding c. Technology adoption for use d. Technological need for understanding of physical phenomena and
responses
The Relationship between Science & Technology
Attributes of Five Development Projects
Stanley Tools Jobmaster Screwdriver Rollerblade In-line Skate HP Deskjet Printer Volkswagen New Beetle Automobile Boeing 777 Airplane Annual production volume (units/year) 100,000 100,000 4 million 100,000 50 Sales lifetime (years) 40 3 2 6 30Price (US$/unit) 3 200 300 17,000 130MPart numbers (parts) 3 35 200 10,000 130,000Development time (years) 1 2 1.5 3.5 4.5 Internal development team (peak size) 3 5 100 800 6,800 External development team (peak size) 3 10 75 800 10,000 Development cost (US$) 150,000 750,000 50M 400M 3B Production investment 150,000 1M 25M 500M 3B
(Source: Ulrich & Eppinger)
New Product Success Factors• Developing a superior, differentiated product with unique benefits and superior value to the customers• Having a strong market orientation throughout the development process• Getting sharp, early product definition before development begins• Quality execution (completeness, consistency, and proficiency) of activities in the development process• Having the correct organizational structure (multifunctional, empowered teams)• Providing the sharp project selection decisions• Top management: specifying new product strategy and providing needed resources• Speed to market (Cooper, 1996)
New Product Development Process
• Generate alternative product architectures•Define major subsystems and interfaces• Refine industrial design
• Define part geometry• Choose materials• Assign tolerances• Complete industrial control documentation
• Reliability testing•Life testing•Performance testing• Obtain regulatory approvals• Implement design changes
• Evaluate early production output
• Collect customer needs• Identify lead users• Identify competitive products
• Develop plan for product options and extended product family• Set target sales price points
• Develop marketing plan • Develop promotion and launch materials• Facilitate field testing
• Place early production with key customers
(Source: Ulrich & Eppinger)
• Perform make-buy analysis• Define final assembly scheme• Set target costs
• Define piece-part production processes• Design tooling• Define quality assurance processes
•Facilitate supplier ramp-up• Train workforce• Refine assembly processes
• Begin operation of production system
(Source: Ulrich & Eppinger)
System-level Design
Detail Design
Testing & Refinement
Production Ramp-up
Product planning is an activity that considers the portfolio of projects that an organization might pursue and determines what subset of these projects will be pursued over what time period ü Which product development projects will be undertaken? ü How do the various projects relate to each other as a portfolio ü Timing and sequence of the projects?
(Source: Ulrich & Eppinger)
System-level Design
Detail Design
Testing & Refinement
Production Ramp-up
1. Define the scope2. Gather raw data from customers (interviews, focus groups, observation)3. Interpret the raw data in terms of customer needs4. Organize the needs into a hierarchy of primary, secondary, and tertiary needs5. Establish the relative importance of the needs6. Reflect on the results and the process (Source: Ulrich & Eppinger)
Identify Customer
Defining the scope (Mission Statement)
(Source: Ulrich & Eppinger)
Raw Data from the Customers
(Source: MIT’s Product Design and Development Course Material)
Number of Analysts
Customer Data into Interpreted Needs
(Source: Ulrich & Eppinger)
(Source: Ulrich & Eppinger)
Exercises: Need Translation
Exercises: Need Translation
Hierarchical List of Needs
Plan Downstream Development
What are specifications?- Customer needs are expressed in the “language of the customers.”- Specifications are the language of the manufacturer/service provider- “Measurable detail of what the product has to do”- Product requirements (Source: Ulrich & Eppinger)
Target Specification
(Source: Ulrich & Eppinger)
For your class projects, measurable metric may not exist. In this case, just describe the specification of the final product/service/business model in terms of feature requirements
New Product Development Process
Plan Downstream Development
What are specifications?- Customer needs are expressed in the “language of the customers.”- Specifications are the language of the manufacturer/service provider- “Measurable detail of what the product has to do”- Product requirements (Source: Ulrich & Eppinger)
Five-step Concept Generation Method
(Source: Ulrich & Eppinger)
Solutions to Sub-Problems
(Source: Ulrich & Eppinger)
Concept Classification Tree
(Source: Ulrich & Eppinger)
• Division of the entire space of solutions into several distinct classes • Identification of independent approaches to the problem• Pruning of less promising branches• Refinement of the problem decomposition for a particular branch
Concept Combination Table
(Source: Ulrich & Eppinger)
Concept Combination Table:A way to consider combinations of solution fragments systematically
< Concept combination table for the hand-held nailer & one possible combination >
Selection of Product Concepts• The goal of concept selection is NOT to select the best concept• The goal of the concept selection is to DEVELOP the best concept• Combine and refine the concepts to develop better ones• Selection Methods– External decision– Intuition– Multivoting– Pros and cons– Prototype and test– Decision matrices (Source: Ulrich & Eppinger)
Concept Generation, Selection, & Testing
Concept Scoring