november 2012 process thinking · 2012-11-20 · process 21st november 2012 strategic design...
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PROCESS 21st November 2012
Strategic Design Thinking
21st November 2012
‘Process Thinking’
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Process Successful organisations use a process when developing new products, with: • Well-crafted, robust new product process that
drives projects from idea to launch and beyond
• Process emphasises: up-front homework, voice of the customer, quality of execution
The process is organised with: • A true team approach, effective, properly
resourced cross-functional team, accountable for the end result
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What do we mean by process
• A process from your personal life
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Typical business processes
• Production • Financial management • Purchasing • Order processing • New product development • Sales development • Distribution
(Manufacturing company)
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Generic Design Process
Successful companies use a process when developing new products
Idea
Launch 1 2 3 4
1 Feasibility 2 Concept 3 Prototype 4 Details
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Strategic Design Process
1 2 3 4
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Strategic Example
Philips ‘vision of the future’
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Strategic Design Process?
Product Launch
Process Change
Product Change
A
B C
D E
F
Product Ideas
Idea Screening
Design Process
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Project selection
Evaluation screens Mechanisms for filtering ideas efficiently
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Evaluation Screens
Useful criteria • Product advantage • Market attractiveness • Synergy with the company • Company specific
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Evaluation Screens
Product advantage: Does the product offer: • Unique benefits to customer / end-user? • The customer good value for money? • Solution to problem or customer needs? • Highly visible benefits? • Greater value than competition?
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Evaluation Screens
Market attractiveness: Is the market: • A large one? • A growing one? • Offering significant long term potential? • Offering high margins? • Featuring no dominant competitor?
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Evaluation Screens
Synergy with company: Does synergy exist: • With marketing and sales channels? • With company’s customer base? • With company’s R&D capability? • With company’s operational capability?
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Evaluation Screens
Miscellaneous: Does the project have: • A champion to drive it forward? • A sponsor? • A positive impact on other projects? • Fit with product platform policy? • Other benefits?
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Evaluation Screens
Miscellaneous: Does the project have: • A champion to drive it forward? • A sponsor? • A positive impact on other projects? • Fit with product platform policy? • Other benefits?
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Evaluation Screens - Customised
What are the criteria associated with successful product development in your organisation? What can you learn from past successes and failures?
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What does NPD process look like?
Product Idea
Product Launch 1 2 3 4
1 Product Feasibility 2 Product Concept 3 Product Prototype 4 Product Details
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What does NPD process look like?
Marketing Department Design
Department Engineering Department
Production Department
Sales Department
Product Feasibility
Product Concept
Product Prototype
Detailed Product
Product Ideas
Product
Traditional • Quality problems • Time to market problems
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What does NPD process look like?
Marketing
Design
Engineering
Production
Sales
Brief
Product
F E A S I B I L I T Y
C O N C E P T
P R O T O T Y P E
D E T A I L S
• Contemporary
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Organisation
Successful companies organise product development processes to maximise input from the customer and contributing disciplines
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Building teams
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Team Options
Source: Wheelwright & Clark (1988)"
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Team Options
Source:Larson & Gobeli (1988): 540 Projects"
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Processes used in business
• Stage Gate Process Robert Cooper (2001) www.stage-gate.com/knowledge.php
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What does the design process look like?
OpportunitySpecification
DesignSpecification
Test productconcepts againstdesignspecification
Test Embodimentdesigns againstdesign specification
Identify productfailure modes &refine specification
Test productprototype againstdesign specification
Identify manufacturefailure modes anddevelop specification
QualityControls
New Product
All possible details
All possible embodiments
All possible concepts
All possible innovation opportunities
Business Strategy
Best business Opportunity
Best Concept
Best Embodiment
Working prototype
To innovate or not to innovate
All possible products
Best product Opportunity
Market
Specification
Concept design
Detail design
Manufacture
Sell
Materials
Mechanical Stress
Mechanisms
Electrical stress
Manufacture
Control
Market analysis
Synthesis
Decision making
Costing
Data Handling
Optimisation
Technology Technique
TOTAL ACTIVITY
PLANNED ORGANISED
ConceptDevelopment
• Define Market Segments• Identify lead users• Identify competitive products
SystemLevelDesign
• develop plan for product options and extended product family
DetailDesign
• Develop marketing plan
Testing &Refinement
• Develop promotion & launch materials
ProductionRamp-up
• Place early production with key customers
• Investigate feasibility of product concepts• Develop industrial design concepts• Build & test experimental prototypes
• Generate alternative product architectue• define major sub-systems & interfaces• Refine Industrial design
• Define part geometry• Choose materials• Assign tolerances• Complete industrial design
• reliability testing• Obtain regulatory approvals• Implement design changes
• Evaluate early production output
• Estimate manufacte cost• Assess production feasibility
• Identify suppliers for key components• Perform make-buy analysis• Define final assembly scheme
• Define piece-part production• Design tooling• define quality assurance• Begin procurement of long lead tooling
• Facilitate supplier ramp-up• Refine fabrication & assembly• Train work force• Refine quality assurance processes
• Begin operation of entire production system
• Finance: facilitate economic analysis• Legal: Investigate patent issues
• Finance: Facilitate make-buy analysis• Service: Identify dervice issues
• Sales: Develop sales plan
Mar
ketin
gD
esig
nM
anuf
actu
ring
Oth
er F
unct
ions
MissionStatement
ProductLaunch
• Idea• Need• Proposal• Brief
Design Specification
Design Concept
Design Layouts
Manufacturinginformation
Product
Working product
• Retired product• Recycled product• Scrap product
Activity
Task Clarification Phase
Conceptual Design Phase
Embodiment Design Phase
Detail Design Phase
Market analysis Problem analysis
Alternative solutions
Testing &Development
Design for safety,function, manuf.
Components & Assembly
Manufacture & Assembly
Testing & Delivery
Use of product
Strategic Planning
Concept generation
Pretechnical evaluation
Technical development
Commercialisation
Inflow of resourcesSBU mission/strategy People Dollars Buildings Equipment Etc.
• Ongoing marketing and corporate planning / opportunity analysis• Compile and sort suggestions for product innovation activity• Study resources, threats & the role of innovation• Cull to a pool of validated new product opportunities• Screen the opportunities• Find ongoing activity where opportuinity fits or create new PIC
• Prepare for ideation - identify team - train team• Problem identification - market contacts - scenarios• Fotuitous scanning - attribute analysis - relationship analysis etc.• Ideas submitted by employees etc related to the project• Pool of new concepts
• Entry screen - spell out preliminary concept statement• Customer screen - concept boards - test plan• Technical screen - Final technical test• Final screen - scoring model process• Business analysis - Preliminary marketing, technical, operations plan - finicial review - budgets established
• Prepare concept - final concept statement - written protocol• Gather resources - environment - team - information systems• Technological development - establish evaluation system - maket scan updates• Release early prototypes - release later prototypes - conduct tests• Final process and update cost estimates - pilot product• Prepare comprehensive business analysis
• Create organisational structure for commercialisation• Build regular production capability - early runs - scale up• Conduct beta / gamma tests• Revise marketing plan - create launch plan - create controls• Market testing - revise product / process - revise marketing plan• Launch• Fine tune all operations as required.
Go No
Go No
Go No
Go No
Harvest
Reposition
Opportunity IdentificationMarket definitionIdea generation
DesignCustomer needs
Product positioningSegmentation
Sales forecastingEngineering
Marketing mix
TestingAdvertising and product testing
Pretest and prelaunch forecastingTest marketing
IntroductionLaunch planning
Tracking the lauch
Life Cycle ManagementMarket response analysis
Competitive monitoring and defenceInnovation at maturity
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What does the design process look like?
The design process is usually customised • The scale of the projects (size, time and
resources) • The disciplines involved • The nature of the project incremental / radical • The relationship with customers • The nature of the outcome (design 1.0 or
design 2.0)
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What does the design process look like?
Certain characteristics are, however, usually present in all design processes: • Information gathering – primary research – secondary
research • People and discussion • Interaction with users/consumers/stakeholders • Divergent & Convergent thinking • Phases of Reviewing – Phases of Doing • Different points of starting • Different points of ending • Exchange of information and concepts between different
disciplines • The use of tools to structure thinking
www.dubberly.com/wp-content/uploads/2008/06/ddo_designprocess.pdf
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