www.thalesgroup.com THALES GROUP INTERNAL

Concept Paper

26 MAI 2016

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What is the biggest waste

associated to the development of a

new product ?

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To design a product that doesn’t

fit the customer needs

Added cost for customers when

the product doesn’t solve their

problem completely or when they

have to compensate, fix and

maintain it

Overpricing regarding to

expected quality and functionality

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key contributors to

customers value

Engineers are …

Each solution’s design decision lead to

create value or wastes for customer/user

at each step of the customer’s experience

Purchasing Installing

Deployment Usage

Maintenance

Support Upgrading Dismentling

Customer/user’s experience

OK/NOK OK/NOK OK/NOK OK/NOK OK/NOK OK/NOK

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Engineers need to understand the gap

between what the customer’s really needs

and what he experiences with current

solution

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What do they need?

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This is not a faster horse

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The objective is to design & develop products that

solve the problems of our customers at

the price they are willing to pay while

insuring business profit

To build a shared vision on the product to be

developed, the concept paper is used

during the early front end phase

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What is a concept paper ?

A brief written document (A3) to easily share key information in the

organization

Who are the target customers ?

What are the problems that we want to solve for them ?

What are the critical product performances ?

What are the main gaps with our current product to be solved ? With our

competitors ?

What is the concept for the new product ?

What are the target cost & schedule ?

What do we already know ? What are the main gaps of knowledge ?

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Identify the target customers/users

The target customers/users are organized into

one or several market segments of individuals

that

seek the same value &

have common needs

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What is the user’s experience you are trying to deliver with

the product or competing products. By using the product, the

user will experience value and wastes

What are the current user’s Problems that our

Products must solve:

“Why would customers purchase our product?”

What are the issues caused by using the product & why the

product doesn’t meet the users’ expectations?

Understand what delights or annoys our customers/users

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Engineers must have a deep

understanding of what

customers really value,

the job they might want a

product to do for them, what

might delight them

Learning and building up knowledge about customers

Define the Perceived value

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Define the Perceived value

From Customer/User perspective

Perceived Value = Benefices

Sacrifices

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Perceived Value Benefice

Functional - product’s ability to perform its utilitarian

purpose - Measurable performance & attractive features

- Quality Attributes : quality (e.g. conformity to SoW), reliability,

maintainability, safety, availability, durability, etc.

Emotional - Image, brand name, emotion, fun, aesthetic/appearance,

advertising, etc.

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Perceived Value Costs

Monetary component - Purchasing price “Am I willing to spend this much money for this

much value?” = value-for-money

- Operating cost (installation, usage, services, evolution, …)

Nonmonetary components - Time & effort expenditure: learnability, deliverability, … - Psychological – emotional: stress, risk, frustration, anger, discomfort,

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Define what values for customer

Thales Angénieux

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Where are the knowledge gaps to fill ?

Identify the right problems to

solve for our customers &

the related knowledge gaps to fill

Gap to fill to be more attractive => Innovation

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What value

customers

Target product

requirements

within target costs

Set the product’s requirements target that

maximize customer’s value and minimize his wastes

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Derive from the gaps which product’s parts should support the

evolutions or innovations enabling to fill these gaps and those that

must remain unchanged

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Concept Paper : <nom> Owner : jj/mm/aa

Pour qui ? Penser à une personne représentative du client; si possible une personne physique à qui on pourrait parler ; le focus doit porter sur un groupe connu et non sur un client « générique ». Il peut y avoir plusieurs clients (payeur, utilisateurs, …), il est important de les identifier tous, mais il faut aussi définir qui va porter le « Wahou » sur le produit.

Quoi ? Écrire ce que l’on cherche à faire de façon claire et succincte Quel problème essaie-t-on de résoudre pour le client? Pour mes clients, quelle est la valeur associée à mon produit ?

[VSM client] [OCD] [Use Case]

V1.0

Comment ? Décrire le concept Favoriser une formulation simple et percutante qui exprime un trade off : « Un zoom d’une grande précision MAIS pas cher ». Le concept permet d’animer les débats avec les ingénieurs

Performances critiques En fonction des préférences/de la valeur client, on identifie les performances clés.

Si on a plusieurs clients, on valorise ces performances pour chacun d’entre eux pour identifier les performances sur lesquelles ils sont d’accord et celles où cela diverge.

Dans ce cas, le concept paper doit permettre de comprendre la performance recherchée sur le prochain produit, et éventuellement sur les suivants (où veut-on être dans 2 ans, 5 ans ?)

Dans la mesure du possible, on représente également la valorisation de ces performances pour les produits concurrents.

[Radar Clients] [Radar concurrence] [Modèle de Kano] [Key Performance Attribute]

Target Cost? Il doit être cohérent avec les hypothèses associées à l’innovation, au reuse, au changement de technologie, …

[Target Cost]

Planning cible ? [Project Milestones]

Gaps de connaissance Que sait-on ?

Sait on évaluer les performances critiques sur nos produits existants ?

Quels sont les sujets complexes ? Les interfaces critiques ?

Quels sont les sujets sur lesquels on choisit d’amener de l’innovation ? Quel type d’innovation ?

[Mur client] [Radar Produit] [Trade-off curve]

Qu’est ce qui ne change pas ? Quelles sont les hypothèses de Reuse, sur tous les aspects incluant l’indus, la production, les S/T, …

Quelle est la connaissance qu’il faut réutiliser ?

Qu’est ce que l’on cherche à faire ?

Qu’est ce qui est bien ? C’est quoi, bien faire ?

Qu’est ce qu’il faut comprendre ? Apprendre ?

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Main benefices to use a concept paper

A shared vision established from the very beginning, identifying the

main challenges, constraints

A support to communicate with all actors

A way to smoothly reconcile the point of view beetween

marketing/sales, engineers, supply chain

A first step before setting up an Product development Obeya

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