Product design and Development

By

Prashanth.P

Lecturer - I.E.M

S.I.T

A product is something sold by an enterprise to its customers

Product development is the set of activities beginning with the perception of a market opportunity and ending in the production, sale and delivery of products

Characteristics of successful product development

Product quality Customer needs? Robust, reliable? Product cost Profits? Perceived value? Development time Window of opportunity? Economic returns? Development cost Profits? Development capability Learning opportunity?

Who designs and develops products

Marketing Interface between firm and its customers

Opportunities, market segments, customer needsPricing, launch and promotion

Design Form and functionEngineering, industrial design

Manufacturing Design/operate production system

Challenges of Product Development

Trade-offs

Dynamics

Details

Time pressure

Economics

Why Product development is interesting

Getting something to work

Satisfying societal needs

Team diversity

Team spirit

Chapter number -2

Development Processes

and Organizations

A Well-defined Development Process is useful for the following reasons

• Quality assurance– Following the process is one way to assure the quality of the

product• Coordination

– It helps act like a master plan to let team members know when to contribute and whom to work with to exchange information & materials

• Planning– Built in milestones related to each phase

• Management– Able to assess performance of the ongoing development

effort• Improvement

– Good documentation helps to I.D. opportunities to improve

PlanningPlanning

Product Development Process

ConceptDevelopment

ConceptDevelopment

System-LevelDesign

System-LevelDesign

DetailDesign

DetailDesign

Testing andRefinement

Testing andRefinement

ProductionRamp-Up

ProductionRamp-Up

Four Phases of Product Development

The product planning phase precedes the product development process.

o. Planning: The planning activity is often referred to as "phase zero" since it precedes the project approval and launch of the actual product development process

The output of the planning phase is the project mission statement, which specifies the target market for the product, business goals, key assumptions, and constraints

1. Concept development: In the concept development phase, the needs of the target market are identified, alternative product concepts are generated and evaluated, and oneor more concepts are selected for further development and testing.

A concept is a description of the form, function, and features of a product and is usually accompanied by a setof specifications, an analysis of competitive products, and an economic justification of the project

2. System-level design: The system-level design phase includes the definition of the product architecture and the decomposition of the product into subsystems and components. The final assembly scheme for the production system is usually defined during this phase as well.

The output of this phase usually includes a geometric layout of the product, a functional specification of each of the product's subsystems, and a preliminary process flow diagram for the final assembly process.

3. Detail design: The detail design phase includes the complete specification of the geometry, materials, and tolerances of all of the unique parts in the product and the identification of all of the standard parts to be purchased from suppliers. A process plan is established and tooling is designed for each part to be fabricated within the production system.

The output of this phase is the control documentation for the product-the drawings or computer files describing the geometry of each part and its production tooling, the specifications of the purchased parts, and the process plans for the fabrication and assembly of the product. Two critical issues addressed in the detail design phase are production cost and robust performance

4. Testing and refinement: The testing and refinement phase involves the construction and evaluation of multiple preproduction versions of the product.

(alpha) prototypes are usually built with production-intent parts-parts with the same geometry and material properties as intended for the production version of the product but not necessarily fabricated with the actual processes to be used in production

(beta) prototypes are usually built with parts supplied by the intended production processes but may not be assembled using the intended final assembly process

5. Production ramp-up: In the production ramp-up phase, the product is made using the intended production system. The purpose of the ramp-up is to train the work force and to work out any remaining problems in the production processes. Products produced during production ramp-up are sometimes supplied to preferred customers and are carefully evaluated to identify any remaining flaws

0. Planning 1. Concept Development

2. System-Level Design

3. Detail Design 4. Testing and Refinement

5. Production Ramp-Up

Marketing

Articulate the market opportunity.

Define the market segments.

Collect customer needs.

Identify lead users.Identify competitive

products.

Develop plan for product options and extended product family.

Develop marketing plan.

Develop promotion and launch materials.

Facilitate field testing.

Place early production with key customers.

Design

Consider product platform and architecture.

Assess new technologies.

Investigate feasibility of product concepts.

Develop industrial design concepts.

Build and test experimental prototypes

Generate alternative product architectures.

Define major subsystems and interfaces.

Refine industrial design.

Define part geometry.Choose materials.Assign tolerances.Complete control

documentation.

Reliability testing.Life testing.Performance testing.Obtain regulatory

approvals.Implement design

changes.

Evaluate early production output.

Manufacturing

Identify production constraints

Set supply chain strategy.

Estimate manufacturing costs.

Assess production feasibility.

Identify suppliers for key components.

Perform make vs. by analysis.

Define final assembly scheme.

Define piece-part production processes.

Design tooling.Define quality

assurance processes.

Begin procurement of long-lead tooling.

Facilitate supplier ramp-up.

Refine fabrication and assembly processes.

Train work force.Refine Quality

assurance processes.

Begin operation of entire production system.

Concept Development: The Front-End Process

The activities below are not always linear in fashion. The activities may overlap in terms of time and iteration (repetition) is often necessary due to newinformation or results.

Identifying Customer Needs

• Important to know their needs and effectively communicate them to the development team.

• Output results in:– Customer needs statements– Organized in a hierarchical order– Each need is assigned a rating of importance

Establishing Target Specifications

• Specifications define what the product is supposed to do.

• Serves as a translation of customer needs into technical terms.

• Target specs are set early and refined as the team zeros in on a choice of product concept.

Concept Generation

• The goal is to thoroughly explore the space of product concepts that may address the customer needs.

• Consists of:– External searches– Creative problem solving within the team– Results in maybe 10 to 20 concepts, each with a

sketch and brief description

Concept Selection

• A process where each concept is evaluated to identify the most promising concepts.

• Requires several iterations and may cause additional concept generation and refinement.

Concept Testing

• One or more concepts are tested to verify the customer needs have been met.

• To also assess the market potential of the product.

• Identify any shortcomings before any further development.

• Poor customer feedback could result in terminating a project.

Setting Final Specifications

• Previous target specifications are revisited AFTER a concept has been selected and tested.

• The project team needs to commit to specific values of metrics for the final specifications.

• Technical modeling done and they look at trade-offs between cost and performance.

Project Planning

• During this final activity the team– Creates a detailed development schedule– Comes up with a strategy to minimize

development time– I.D. resources required to complete the

project

The result = Contract Book

• Contains– Mission statement– Customer needs– Details of the selected concept– Product specifications– Economic analysis of the product– Development schedule– Project staffing– Budget

Adapting the Generic Product Development Process

Process Type Description Examples

Market Pull Team begins with market opportunity and selects technology to meet customer needs.

Fuel efficient cars

Technology Push Team begins with a new technology, then finds an appropriate market.

Velcro

Platform Products The team assumes that the new product will be built around an established technological subsystem.

Many new cars share the same chassis (Civic and CRV) (Nissan Ultima and Maxima –just laser blank different wheel base)

Process-Intensive Products

Characteristics of the product are highly constrained by the production process.

Coke

Customized Products

New products are slight variations of existing configurations.

Boiling water reactor pressure vessels

High-Risk Products

Technical or market uncertainties create high risks of failure.

Nuclear power plants, drug delivery devices

Quick-Build Products

Rapid modeling and prototyping enables many design-build-test cycles.

Software

Complex Systems System must be decomposed into several subsystems and many components.

Space shuttle

Most designs are one of these two, with Market pull as the primary.

More than one of these may apply.

http://en.wikipedia.org/wiki/Technology_push

http://cleantechnica.com/files/2009/02/ls.jpg

Aerogel is a technology looking for commercial applications

https://www.besttvbuys.com/loudandclear/index.asp?did=978&refcode=lnc4

Aging Baby Boomers have created a number of marketing opportunities

Generic (Market Pull)• A firm begins with a market

opportunity, then finds appropriate technologies to meet customer needs

• Examples:– Most sporting goods (golf

putters)– Furniture (IKEA)– Tools

Technology-Push Products

• A firm begins with a new technology, then finds an appropriate market– the post-it note– Gore-Tex Rainwear

• Planning phase involves matching the technology to the market

Platform Products

• A firm assumes that the new product will be built around an established technological sub-system

• Consumer electronics, computers, printers

• PT Cruiser – Dodge Neon

Volkswagen A-Platform

• VW plans for 19 vehicles based on A-platform

• VW estimates development and investment cost savings of $1.5 billion/yr using platforms

VW Golf IV

(3+5 door, station wagon, convertible, and Minivan)

VW Bora

(Bora sedan, coupe, convertible, and station wagon)

VW Beetle

(New Beetle, New Beetle convertible)

Skoda Octavia

(Octavia sedan, and station wagon)

Audi A3

(3+ 5-door)

Audi TT coupe

Audi TT roadster

Seat Toledo Successor

(Toledo, coupe, station wagon, and convertible)

Development Car DivisionSource:

Platform Products

http://www.unplggd.com/uimages/unplggd/james_dyson_sz.jpg

Dyson Vacuum cleaners are all built around the same “Cyclone”

Process-Intensive Products

• Characteristics of the product are highly constrained by the production process.

• Both the product and the process must be developed together from the very start, or an existing production process must be identified first

• Frito-Lay snack foods, chemicals, semi-conductors, computer memory

Customized Products

• New products are slight variations of existing configurations.

• Examples include:– Switches– Motors– Batteries– Containers

• i.e. – Pepsi bottles and other drink packages for markets around the world

http://www.pacific-bearing.com/default.aspx

Customized Products

While Pacific Bearing has a large number of stock choices, they also sell unique combinations and modifications of existing designs

PlanningPlanning

Product Development Process

ConceptDevelopment

ConceptDevelopment

System-LevelDesign

System-LevelDesign

DetailDesign

DetailDesign

Testing andRefinement

Testing andRefinement

ProductionRamp-Up

ProductionRamp-Up

Four Phases of Product Development

The product planning phase precedes the product development process.

GM sees Energy Crisis, needs better gas mileage

For transmissions, more speeds = better mileage

3 speed to 4 speedor

Continuously variable(GM Tech Center)

e.g. Find clutch area needed for full throttle upshift with current engine.(Division Level)

The AMF Development Process

PRODUCT DESCRIPTION  

Beautiful engraved Stock Certificate from The AMF Company - previoulsy known as American Machine and Foundry dated 1960's-1970's. American Machine and Foundry formally changed their name in 1971 to the AMF Company since they were out of the foundry business and concentrating their efforts on bowling equipment. This item has an orange ornate border with a vignette of an allegorical man sitting in front of a factory.

Product Development Organizations

Successful firms need to effectively organize their product development staffs. Lets look at several types of

organizations.

Organizations Are Formed by Establishing Links among Individuals

• Reporting relationships

• Financial arrangements

• Physical layout

Organizational Links May Be Aligned with Functions, Projects, or Both

Choosing an Organizational Structure

• Organizational structure depends on organizational performance factors critical to success.– Functional organizations have specializations and

expertise in functional areas.– Project organizations are better suited to enable rapid

and effective coordination among diverse functions.– Matrix organizations (hybrids) contain a little of both.

Matrix Organizations

The AMF Organization

• Decided to adopt a “matrix structure” for its product development staff.– General Manager– Functional Manager (each mgr. reports to G.M.)

• Engineering• Manufacturing• Marketing• Sales• Purchasing• Quality assurance

The AMF Organization

• Product Development Projects– Led by Project Manager– There are Project Teams

• Team members for each Project Team are pulled from the functional areas of:

– Engineering

– Manufacturing

– Marketing

– Sales

– Purchasing

– Quality assurance

The AMF Organization

• AMF Matrix Organization– Resembles a “lightweight project organization.”

• Why? Project managers are NOT the most senior level mangers and therefore lack direct control over resources (budget) and staffing (people) for the PROJECT TEAMS and,

• AMF has many small projects and a few big projects ongoing. The mixed size of projects has team members committed on a “part-time” basis.

• People (less than 100 salaried employees) work in the Capital Equipment Division with sales over $100 million.

• Small division with employees sharing financial rewards when their division is profitable!

The AMF Organization

• Project managers are held responsible for successful projects. A Project Manager from a functional area is responsible for the overall success and not just in his or her functional area!

• General managers’ (senior management) influence on product development and personal interest in each of their associated projects contributes to the overall success of the project(s).

• The Division message is on successful products rather than strong functional areas.

QUBICA AMF

What happened to AMF Bowling Worldwide in 2001?

•http://www.scripophily.net/amfcompany.html

They also own and operate 36 centers in Australia, 21 in the United Kingdom, 9 in Mexico, 6 in southern Europe, 6 in Hong Kong/China, and 5 in Japan. Bowling's appeal transcends cultural, language, demographic and geographic boundaries. It's a sport with a rich tradition and even brighter future. As the largest company in the world focused solely on bowling, AMF is excited about the prospect of moving bowling to a new level of recreational and competitive fun throughout the globe. This historic item is a very collectible piece.

AMF's success underscores the dynamic growth that can be achieved by focusing on the development of the world's most popular recreational activity, bowling. Today's AMF is a global manufacturer and marketer of bowling products, and the owner and operator of more than 500 bowling centers in 11 countries. Their mission in their bowling products business is to provide our trade partners and bowling proprietor customers with the highest quality products, to make the experience of their consumers as enjoyable and successful as it can be. Within their own bowling centers, their goal is to build on the popularity of bowling and provide an active, recreational fun experience for friends and family. Bowling is a growth business, both in the United States and worldwide. During the past year alone, they acquired the 50-center Bowling Corporation of America chain and American Recreation Centers, Inc., which operated 43 bowling centers in six states. Internationally, AMF's focus is on emerging markets that hold huge and exciting potential for bowling. With 25 sales offices around the globe, their bowling products business supplies more than 10,000 centers worldwide.

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