Professional Documents
Culture Documents
3.Opportunity Identification
4.Product Planning
5.Identifying Customer Needs
6.Product Specifications
7.Concept Generation
8.Concept Selection
9.Concept Testing
10.Product Architecture
11.Industrial Design
12.Design for Environment
15.Robust Design
Concept
Concept System-Level
System-Level Detail
Detail Testing
Testingand
and Production
Production
Planning
Planning Development Design Design Refinement Ramp-Up
Development Design Design Refinement Ramp-Up
DIGITAL COPIER
PLATFORM
(AS OPPOSED TO
EXISTING LIGHT
LENS )
Draw S-curves of your choice. What are the disruptive technologies here? What
dimensions of performance are affected?
The Product Plan
The product plans developed by keeping in mind:
Company’s goals
Capabilities
Constraints
Competitive environment
1. Identify opportunities.
2. Evaluate and prioritize projects.
3. Allocate resources and plan timing.
4. Complete pre-project planning.
5. Reflect on the results and the processes.
Note: Selecting a promising project is iterative in nature
Step 1: Identify opportunities
Sources of product development opportunities:
Marketing/Sales
Research/Technology Development (Xerox PARC)
PD Teams
Manufacturing
Customers
Third party: Suppliers, Inventors, and business partners
Other business groups (Xerox Supplies Division)
Some proactive approaches:
Document frustrations and complaints
Study Competitors’ products (Competitive benchmarking)
Track the status of emerging technologies
More…see text
Xerox
Some opportunity statements proposed at Xerox:
Create a document distribution system in which a networked
printing, device resides on each office worker’s desk and
automatically drives mail and other documents.
Exh 3.4: Product segment map showing Xerox B&W digital products and the competition in three
markets (Segmentation based on number of users sharing office equipment) . Key performance
dimensions pages per minute & networking capability
Technology Trajectories
Exh 3.5: This technology S-curve
illustrates that Xerox believed digital
copier technologies were just emerging
and will improve product performance
in coming years. Xerox believed that it
could develop a full-featured digital
copier in the near future with
performance exceeding that of light-
lens copiers.
Platform
Next Development
Generation Projects
Product
Lakes
Project
Addition
to Product
Family Derivative
Product
Minor Development
Product
Enhancement
Current
No
Product Product/Process
Change Support
Step 3:Allocate Resources & Plan
Timing
Resource Allocation
Careful use of the limited development resources
Avoid starting too many projects. May result in:
Skilled engineers and managers stretching their capabilities
Affects productivity, time-to-market, quality, and profitability
Aggregate Product Planning (Ex 3.9):
makes efficient use of resources within budgeted resources
Project Timing
Timing of product introductions
Technology readiness
Market readiness
Competition
The Product Plan (Exhibit: 3.2)
Set of projects approved by the planning process and sequenced in time.
Mix of: Fundamentally new product, platform and derivative projects.
Updated periodically as a part of the strategic planning activity.
Ca
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120%
140%
20%
40%
60%
80%
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ty
Ut
ili
Mechanical Design za
ti
on
Electrical Engineering
Manufacturing Engineering
Year 1
Software/ Firmware
Industrial Design
Mechanical Design
Electrical Engineering
Manufacturing Engineering
Year 2
Software/ Firmware
Industrial Design
Mechanical Design
Electrical Engineering
Manufacturing Engineering
Aggregate Resource Planning
Year 3
Software/ Firmware
Industrial Design
Ex 3.9: Aggregate
Resource Planning
Product Plan
The Product Plan (Exhibit: 3.2)
•Set of projects approved by the planning process and sequenced in time.
•Mix of: Fundamentally new product, platform and derivative projects.
•Updated periodically as a part of the strategic planning activity.
Exh 3-2: The product plan identifies the portfolio of projects to be pursued by the
development organization. This plan divides projects into four categories.
Step 4: Complete Pre-Project
Planning
Product Vision Statement
Develop a networked, mid-range digital platform for imaging, marking, and
finishing
Mission Statements
Brief (one sentence) description of the product
Key business goals
Target market(s) for the product
Assumptions and constraints that guide the development effort
Stakeholders
Assumptions and constraints
Manufacturing
Service
Environment
Staffing and other pre-project planning activities
Lakes Project Mission Statement
Product Description
• Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
• Support Xerox strategy of leadership in digital office equipment
• Serve as platform for all future B&W digital products and solutions
• Capture 50% of digital product sales in primary market
• Environmentally friendly
• First product introduction 4thQ 1997
Primary Market
• Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
• Quick-print market
• Small ‘satellite’ operations
Assumptions and Constraints
• New product platform
• Digital imaging technology
• Compatible with Centre Ware software
• Input devices manufactured in Canada
• Output devices manufactured in Brazil
• Image processing engine manufactured in both USA and Europe
Stakeholders
• Purchasers and Users
• Manufacturing Operations
• Service Operations
• Distributors and Resellers
Lakes Project Mission Statement
Product Description
• Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
• Support Xerox strategy of leadership in digital office equipment
• Serve as platform for all future B&W digital products and solutions
• Capture 50% of digital product sales in primary market
• Environmentally friendly
• First product introduction 4thQ 1997
Primary Market
• Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
• Quick-print market
• Small ‘satellite’ operations
Assumptions and Constraints
• New product platform
• Digital imaging technology
• Compatible with Centre Ware software
• Input devices manufactured in Canada
• Output devices manufactured in Brazil
• Image processing engine manufactured in both USA and Europe
Stakeholders
• Purchasers and Users
• Manufacturing Operations
• Service Operations
• Distributors and Resellers
Assumptions & Constraints
Some may ask:
Why manufacturing, Service and Environmental strategies should be
part of the mission statement for a new product?