SEM5- NPD -Chapter2 development processes
Transcript of SEM5- NPD -Chapter2 development processes
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Chapter 2: Development Processes and Organizations
Lecturer: Dr. Juhaini [email protected]
Product Design and DevelopmentFourth Edition
by Karl T. Ulrich and Steven D. Eppinger
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Awards offered for BPTT 3153
1. Best individual assignment2. Best group assignment3. Best group presentation (slides, languange
coordination, Q&A, time management)4. The most proactive individual5. The most proactive group
• Groups will be assessed during class. • 30 minutes will be given in each class for group
discussion.
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Tyco International
• http://www.te.com/default.aspx• Leading manufacturer of sensors and controls
– Wireless security alarm system control panel
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Questions to address new product development issues
1. What are the key product development activities that must be included in every project?
2. What project milestones and review gates can be used to manage the overall development process by phases?
3. Is there a standard development process that will work for every operating division?
4. What role do experts from different functional areas play in the development process?
5. Should the development organisation be divided into groups corresponding to projects or to technical and business functions?
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Well-defined development process• Quality assurance
– Assuring quality of the end product – E.g. ISO standards
• Coordination– Roles of members defined
• Planning– Milestones for project
• Management– Benchmarking planning vs. performance by managers
• Improvement– Review of progress and performance
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The product development process0. Planning1. Concept development
– Concept of the product vs. target market2. System-level design
– Preliminary design of key components3. Detail design
– Control documentation – drawings describing geometry of each component
4. Testing and refinement– Prototypes –construction and evaluation of multiple preproduction
versions of the product– Alpha and beta prototypes
5. Production ramp-up– Produced for preferred customers to identify remaining flaws
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The generic product development process (p. 14)
Planning Concept development
System-leveldesign
Detaildesign
Testing and refinement
ProductionRamp-up
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Concept development: The front-end process
Identifying customer needsEstablishing target specificationsConcept generationConcept selectionConcept testingSetting final specificationsProject planningEconomic analysisBenchmarking of competitive productsModelling and prototyping
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Front-end activities comprising the concept development phase (p. 16)
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Adapting the generic product development process
• Generic (market-pull) products– Sporting goods, furniture, tools…
• Technology push products– Gore-Tex rainwear, iBOT– http://www.youtube.com/watch?v=gMCc-9PMVY8&feature=related
• Platform products– Consumer electronics, computers, printers…
• Process-intensive products– Snack foods, breakfast cereals, chemicals,
semiconductors…
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• Customized products– Motors, switchers, batteries, containers
• High-risk products– Pharmaceuticals
• Quick-build products– Software, cellular phones
• Complex system– Airplanes, jet engines, automobiles
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Product development process flows
• Product development process generally follows a structured flow of activity and information flow
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Product development process flows (p. 22)
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Product development organisations
• Organisations are formed by establishing links among individuals– Reporting relationships – supervisor & subordinate
(formal)– Financial arrangements – linked by same financial
entity– Physical layout – share the same building/space
(informal)
• Organisational links may be aligned with functions, projects, or both
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Choosing an organisational structure
• How important is cross-functional integration?• How critical is cutting-edge functional
expertise to business success?• Can individuals from each function be fully
utilised for most of the duration of a project?• How important is a product development
speed?
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Distributed product development teams
• Access to information about regional markets• Availability of technical expertise• Location of manufacturing facilities and suppliers• Cost saving through lower wages• Outsourcing to increase product development
capacity• View p. 29 – Characteristics of different
organisational structures