Day 2 Chapter 2
-
Upload
rakesh-upadhyay -
Category
Documents
-
view
85 -
download
4
Transcript of Day 2 Chapter 2
TECH 313Product Design and Development
Day 2:Wednesday, January 7th 2009
Dr. Seaman
Chapter 2: Development Processes and Organizations
Objectives of this Lecture:
After this lecture, students should be able to answer the following questions: What are the different functions in a product
development organization and what do they do?
What does a generic product development process look like?
Why is a process important? How can the project team structure be
mapped onto the overall product development organization of a firm?
What are the strengths and weaknesses of different organizational firms?
Case Study: AMF Bowling
AMF Bowling is the leading manufacturer of bowling equipment. The Capital Equipment Division of AMF manufactures bowling alley equipment such as pin spotters, ball returns and scoring equipment. Several years ago, the general manager of the division asked the head of engineering to develop a well-defined and generic product development organization that would enable AMF to compete effectively over the next decade.
A GenericDevelopment Process
“A product development process is the sequence of steps or activities which an enterprise employs to conceive, design, and commercialize a product.”- Karl T. Ulrich and Steven D. Eppinger
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
Six Phases of the Generic Development Process
MarketingDesign
Manufacturing
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 Assignment 1 for you will address this!
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.
I.D. 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
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
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
The AMF Development Process
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
Group Work for Chapter 2
Group Work for Chapter 2
Reports from each group on the set of questions given
Lets review
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 The 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.
What happened to AMF Bowling Worldwide in 2001?
http://www.scripophily.net/amfcompany.html
QUBICA AMF
Diagram a process for planning and cooking a family dinner. Does your process resemble the generic product development process? Is cooking dinner analogous to a market-pull, technology-push, process-intensive, or customization process?
One process might consist of the following steps:
Ask spouse, children, or roommates what they feel like eating and when they would like to eat.
Survey available ingredients. Generate three or so alternatives that are both
feasible and meet the desires of the other diners.
Select an alternative through a survey or by a subjective judgment.
Plan (usually informally and intuitively) the best sequence for preparing the food.
Cook and serve. Reflect on the results and the process (just
kidding).
Objectives of this Lecture: You should be able to answer the
following questions: What are the different functions in a product
development organization and what do they do?
What does a generic product development process look like?
Why is a process important? How can the project team structure be
mapped onto the overall product development organization of a firm?
What are the strengths and weaknesses of different organizational firms?
Assignment 1 Overview
Individual AssignmentRefer to handout
Product Categories Outdoors/Sports Entertainment Garden Parenting/Baby Office Supplies Computer
accessories Kitchen products
Car/Truck /Motorcycle 3rd party accessories
Communication Devices accessories
Where can you go to research existing products?
Staples – Office Depot – Office Max
Pep Boys ? ? ? ?
? ? ? ?
Assignment 1 Directions
Here is what to do
Reminders for Next Time Quiz #1 over Chapter 2
5 questions Individual Project proposals
Focus is on marketing opportunity and not solution concepts at this time!
Assignment 1a: 1-page proposal handouts
For 3 potential projects Assignment 1b: Proposal Presentations
60 seconds per project proposal