Professional Documents
Culture Documents
Introductiontothedesignproblems Productplanning
Productplanning
Lecture2
AndreaSchiffauerova,PhD.
Design g p problem
Alldesignproblemsareilldefined
Ananalysisproblem
Clearneed Problemeasilyunderstood Justfindcorrectformula x WhatsizeSAEgrade5boltshouldbeusedtofastentogether2 piecesof1045sheetsteel,each4mmthickand6cmwide,which arelappedovereachotherandloadedwith100N?
Designproblem
Designproblemshavemanysatisfactorysolutionsand noclearbestsolution solution.
Adesignproblem
Adesignparadox
Themoreyoulearnthelessfreedomyouhavetousewhat youknow
Typesofmechanicaldesignproblems
Selectiondesign
Simplestdesignproblem Selectionofone(ormore)itemsfromalistofsimilar items
Example:
Thegoalistolearnasmuchasearlyaspossibleinthedesign process,becauselaterthechangeswillbemoreexpensive.
Typesofmechanicaldesignproblems
Configurationdesign
Allthecomponentshavebeendesigned Howtoassemblethemintothecompletedproduct Somecomponentsmayneedtobealteredinsize, shapeorfunction
Components:
Typesofmechanicaldesignproblems
Possibleconfigurations:
Parametricdesign
Findingvaluesforthefeaturesthatcharacterizethe studiedobjects
x Design g acylindrical y storage g tankthatmusthold4m 3 of liquid.Thetankisdescribedbyparametersr,itsradius, andl,itslength. x Thevolumeisdeterminedby V = r 2 l x Givenavolumeequalto4m 3 r 2l = 1.273 x Aninfinitenumberofvaluesforr andl willsatisfythe equation
Typesofmechanicaldesignproblems
Originaldesign
Ifthedesignproblemrequiresthedevelopmentofa newprocess,assemblyorcomponent Eachdesign g p problemrepresents p something gnewand unique
Typesofmechanicaldesignproblems
Redesign
Mostdesignproblemssolvedinindustry Themodificationofanexistingproducttomeetnew requirements q Manyredesignproblemsareroutine Maturedesignisadesignwhichhasremained unchangedoverlongperiodoftime(examplesinclude pencilsharpeners,staplers,holepunchers,etc.)
Evenmaturedesignschange!
Maturedesign
Productdesignanddevelopment
Productdevelopmentisasetofactivitiesstartingwith theperceptionofamarketopportunityandendingwith thesaleofaproduct Productdesignisoneaspectofthedevelopmentprocess
Engineering designspecifieshowthetechnicalsystemswill work Industrialdesignspecifiestheaesthetics,ergonomics,and userinterface
Productdesignanddevelopment
Marketing
(predesign)Identificationofmarketopportunities (predesign)Identificationofcustomerneeds (predesign)Identificationoftargetpricing (postdesign)Promotionofproduct
Design D i
Manufacturing
Productionsystem Supplychain
E Examples l
Goodmarketresearchandbaddesign: A h vs.Apple Archos A l
Productplanning
Archos 20GB
Released R l d O October b 2001 350g,1.3thick Filebasedorganizationsystem Uglyinterface
iPod5GB
ReleasedNovember2001 184g,0.78thick ID3basedorganizationsystem P tt i Pretty interface t f
Productplanning
Corporationstypicallyplanproductsmanyyearsin advance Productplanningensuresthatproductssupport overallbusinessstrategy Productplanning:
Establisheswhichmarketsegments g totarget g DetermineswhichPDprojectswillbeundertaken Decidesonthemixofnewproductsvs.upgrades Determinesthetimingandsequenceoftheprojects
Theproductplanningprocess
Multiple Projects Evaluate E l t and d Prioritize Projects All Allocate t Resources and Plan Timing C Complete l t Pre-Project Planning Identify Opportunities P d t Product Development Process
Portfolio of Projects
Product Plan
Mission Statements
Theoutcomesoftheproductplanningprocess:
Portfolioofprojects p Productplan Missionstatements
Identifyopportunities
Ideasourcesfornewproducts
Marketingandsalespersonnel Researchandtechnologydevelopmentorganizations Currentproductdevelopmentteams Manufacturingandoperationorganizations Currentorpotentialcustomers Thirdpartiessuchassuppliers,inventors,andbusiness partners.
EvaluateandPrioritizeProjects
Afirmcancollect100soreven1000sof opportunitiesduringayear. year Selectthemostpromisingprojectstopursue. Fourusefulperspectivestoprioritize:
CompetitiveStrategy g Marketsegmentation Technologicaltrajectories Productplatforms
CompetitiveStrategy
Anorganizationscompetitivestrategydefinesabasic approachtomarketsandproductswithrespectto competitors. Possiblecompetitivestrategies:
Technologyleadership Costleadership p
x Emphasisonbasisresearchanddevelopment x Focusonproductionefficiency(economiesofscale,manufacturing methods,lowcostlabor,bettermanagement) x Follows F ll closely l l customers t needs d and dpreferences f x Mayresultinabroadproductlinewithhighproductvariety x Allowscompetitorstoexploretheproducts x Iftheirproductsaresuccessful,thefirmquicklylaunchesits imitations
MarketSegmentation
Dividingamarketintosegmentsallowsthefirmto considertheactionsofcompetitorsandthestrength oftheexistingproductsofthefirmwithineachwell definedg group pofcustomers.
Customerfocus Imitative
MarketSegmentation
65 ppm $23k 55 ppm $20k 40 ppm $16k 25 ppm $10k 35 ppm $15k 40 ppm $20k 65 ppm network $31k 60 ppm network $35k
TechnologicalTrajectories
Lakes Extensions Legend
Xerox product
Department
MarketSegm ment
Lakes Project
Workgroup
30ppm 30ppm $10k 40 ppm 40ppm network $20k
HodakaProject
20ppm $8k 25 ppm $9k 30 ppm $10k
Personal
20ppm $7k
1997
1998
1999
2000
Year of Release
ProductsegmentmapforXerox
TechnologySCurves
TechnologySCurves
Cop pier Perfor rmance Digital Technology
PlatformsversusDerivatives
ProductPlatformPlanning
Aplatformdevelopmentproject
Createsthearchitectureforafamilyofproducts Involvesmajordevelopmenteffort
DerivativeProducts
Extendanexistingproductplatformtobetteraddress familiarmarkets Maybeincludedintheinitialplatformdevelopment effortorderivativeproductsmayfollowthereafter.
Platform A
Platform B
PlatformsversusDerivatives
Balancingtheportfolio
Thefirmusuallybenefitsfromadiversesetof projects Thechoiceofcompetitivestrategyshouldaffectthe shapeoftheproductdevelopmentportfolio Manymethodsforbalancingtheportfolioof developmentprojects Productprocesschangematrix
Plotstheportfolioofprojectsalongtwodimensions:
x Achangeintheproductline x Achangeinproductionprocesses
ProductProcessChangeMatrix
ExtentofProductionProcessChanges
Researchand Technology h l Development New Core Product Next Generation Product Addition toProduct Family Minor Product Enhancement No Product Change New Core Process Next Generation G i Process Breakthrough Development Projects Platform Development Projects Lakes k Project Derivative Product d Development Single Department Upgrade Tuningand Incremental l Changes No Process Change
Allocationofresourcesandtimeplanning
Afirmcannotinvestineveryproductdevelopment opportunity Prioritizationoftheprojectsbasedonthelimited resources(budgetandtime)
Extentof fProductChanges
Estimationofthetimerequired
Estimationofthetimerequired
Basedofthecomplexityoftheproductsfunction Time=A A*PC*D PC D0.85 where Aconstantbasedonpastprojects:A=30 forasmall companywith ithgood dcommunication, i ti A=150 A 150 for f al large companywithaveragecommunication Dproduct p difficulty: y D=1 ifnottoodifficult( (using gwell knowntechnologies),D=2 ifdifficult(somenew technologies),D=3 ifextremelydifficult(manynew technologies) PCproductcomplexity
Thespaceshuttleaftfieldjointfunctionaldecomposition
Developmentofthesequenceforthetasks
Estimationofthetimerequired
Timeestimationisverydifficultandsubjecttoerror Itisrecommendedtobasetheestimationon3 estimates
oan anoptimisticestimate mmostlikelyestimate ppessimisticestimate
Time .estimate = o + 4m + p 6
Developmentofthesequenceforthetasks
PERT(ProgramEvaluationandReviewTechnique)
Developmentofthesequenceforthetasks
DSM(DesignStructureMatrix) Acompact compact,matrixrepresentationofasystemorproject
Ganttchart
x x x x x x x
CandDarecoupledactivities (shouldbeexecutedatthesametime)
Veryusefulwhentheorderofthetasksisnotevident
..
Aggregateresourceplanning
Helpsanorganizationmakeefficientuseofits resourcesbypursuingonlythoseprojectswhichcan becompletedwiththebudgetedresources
Aggregateresourceplanning
140% 120%
100%
Manufacturin ng Engineering Manufacturin ng Engineering Manufacturin ng Engineering 80% ngineering Electrical En 60% 40% 20% 0%
Electrical En ngineering
Electrical En ngineering
Mechanical D Design
Mechanical D Design
Industrial De esign
Industrial De esign
Mechanical Design
Year 1
Year 2
Year 3
Projecttiming
Factorstoconsider:
Timingofproductintroductions
x Thesoonerthebetter
Theproductplan
Theproductplanidentifiestheportfolioofprojects tobepursuedbythedevelopmentorganizationand thetimingoftheirintroduction Theplanmaydivideprojectsinto4categories:
Newplatforms Derivativesofexistingplatforms Productimprovements Fundamentallynewproducts
Technologyreadiness
x The h robustness b of ftechnologies h l iscritical! l
Marketreadiness
x Thesequence q ofproduct p introductions x Nottooquickly,nottooslowly
Competition
x Theanticipatedreleaseofcompetingproductsmay acceleratethetimingofdevelopmentprojetcs
Industrial De esign
Theproductplan
New Platforms Hodaka Lakes H-Net L-Net L Net Improvements y New Fundamentally 1996 1997 595 6010 Astro 1998 1999 2000 392 393 Legend Project Product Release
Productmissionstatement
TheMissionStatementprovidesadetaileddefinitionof theassumptionsunderwhichtheproductwillbe developed Itincludes:
Brief(onesentence)descriptionoftheproduct(avoid implyingaspecificproductconcept) Benefitproposition Keybusinessgoals(time,cost,quality) Targetmarket(s)fortheproduct Targetprice Assumptionandconstraintsthatguidethedevelopment effort(manufacturing,service,environment) Stakeholders
Derivatives
TheproductplanofXerox
Productmissionstatement
Exhibit310
Nextlecture
Customerneeds Engineeringspecifications Presentationsofopportunitystatements