New Product design and development Of Finisar (M) Sdn BhdGroup Member! N"anapri"aa ##$%&'! Goh(haunMeng ##))%! (haiMeei*"ng ##'$Product development is a set of activities starting with the perception of a market opportunity and ending with the sale of a product.Product design is one of the aspects of the development process:-Engineering designs specifies how the technical systems will work.Industrial design specifies the aesthetics, ergonomics, and user interface.Other development activities include marketing and manufacturing .Success of the product typically depends on the success of all three development activities.+hat is Product ,esign and ,evelopment -Marketing pre-design!Identification of market opportunities pre-design!Identification of customer needs pre-design!Identification of target pricingpost-design! Promotion ofa productDesign Product "uality Product cost includes development cost! #evelopment time #evelopment capa$ility Manufacturing Production systemSupply chainSuccessful Product ,evelopment.N*/O,0(*.ONEngineeringdesignandproductdevelopmentarethesourcesofcompetitive advantageforcompaniesfacingincreasingcompetitivepressuresinlocaland overseas markets. It contri$utes to our understanding on the influence of the company%s conte&t of the processes in engineering design and product development.'his study concentrates on'he processes of product development of (inisar )!.

*ole of the engineering design function and its relationship with other aspects of the manufacturing operation.Problem StatementsO$soletemodels engineering design process and product development in (inisar. +ndefined (inisar%s specific features of the engineering design as well as product development process in (inisar and the pro,ect conte&t..+ndefinedpracticesis$eingimplemented$y(inisarandthe constraints that may impede their adoption./esearch1ims'odevelopandimprovedmodelsoftheprocessesinengineeringdesign and product development in (inisar. Ob2ectives3-. 'o identify the (inisar%s specific features of the engineering design and product development process in (inisar and their pro,ect conte&t... 'oidentifythee&tenttowhichrecommendedpracticesare implemented$y(inisarandtheconstraintsthatmayimpedetheir adoption.Team and supply management activities during new product development(NPD) development phaseProduct Planning ProcessIdentify opportunitiesEvaluate and prioritize productsAllocate resources and plan timingComplete pre-project planningReflect on the results and the processProduct /)ission Statement0,esign /eviewsndertaken in a formal manner at the conclusion of each milestone in the development of the design! compare the design against the specified design re"uirements and consider other relevant issues such as manufactura#ility! "uality! etc. $he revie% schedule %ill depend on the project significance! and the comple&ity as %ell as use of proven components as follo%s'-preliminary design review of the concept or proposal1Intermediate design review, $efore the preparation of detail drawings, for which there may $e several, depending on type of product or pro,ect1Pre-releasedesignreview,$eforereleaseforpilotproduction1andfinaldesignreview,$eforestart of full production.2nadditionalfinalacceptancereview,precedingdeliveryandhandovertothecustomeri.e.for contract pro,ects!, may also $e needed in some instances.Structured ,evelopment Process3arious$enefitsareclaimedto$etheresultfromesta$lishinga$alancedprocessstructure which includes:2structureddesignanddevelopmentprocess,thatachievesacompromise$etween havingnostructureandtoomuchstructure,providesanoverallframeworkwhichcan accommodatefle&i$ility,andena$leprocessimprovementsto$econsistentlyachieved over successive pro,ects. 4 2 consistent use of terms and definitions4 Improved clarity of individuals5 and functions5 re"uirements and responsi$ilities4 6oordinated cross-functional planning4 )ore accurate schedules and more relia$le estimates of resources42 $asis for continuous improvement and performance measurementIntermission 1,esign Methods'echni"ueofanalysis,synthesis,decisionmaking,modelling,etc.,applica$leto any product or technology. 'herearealsotechni"uesandareasofknowledge-stressanalysis, telecommunication analysis, electronics, etc. - which are discipline dependent.)ethodshavealso$eencategori7edas$eingeithercreativeorintuitive!or rationalformal or discursive! in nature. 6reativemethodsseektoe&ternali7edesignthinking,whereasrationalmethods aim to formali7e certain procedures of design. 'he choice of method depends on the skills and $ackground of the designer and the nature of the pro$lem. ,iscrete steps involved in engineering design process! +h" .s1 Good Product ,evelopment ,i4cult(Trade-offsTrade-offsDynamicsDynamicsDetailsDetailsTime pressureTime pressureEconomicsEconomicsIntermission 2Pro2ect planning and (ontrolIsawholeiterationspecificallyfocusedonpro,ectmanagementthatprovidesa thorough account of the important principles and associated techni"ues. Pro,ectdefinition$yseniormanagement1esta$lishpro,ectorgani7ation,includingpro,ectleaderandteam selection1 and pro,ect planning, including plans and $udgets. Pro,ectcontrolmechanisms,includingroutinereporting1fre"uente.g.weekly!controlandrecovery planningmeetings,regulare.g.monthly!orkeymilestonepro,ectreviewand$udgetreviewmeetings1 resource planning and pro,ect organi7ation review1 and client liaison.

Post pro,ect auditing.Preparation PhaseExecution PhaseExecution PhasePost ProjectPost Project$heessentialelementsofaproject)sspecificationiscontainedintheprojectplanor the project model and should comprise as follo%'2documentedsummaryofthepro,ect5saimsando$,ectives,themeansforachieving these, the design $asis, and any important assumptions1 network plan which re"uires a work $reakdown structure and a citation of the key milestones! 2 pro,ect schedule12 resource plan including a list of key personnel and their responsi$ilities!2 cost estimate 8 $udget.Essential elements in a Projects specification1numberofpro2ectmanagementtechni5uesandsupporttoolsare now available to assist the planning and control of pro2ects6 these provide a number offacilitiesrangingfrombasicGantt charts(barcharts)through to more sophisticated techni5ues such as3 Critical path method *C+M,+roject evaluation revie% techni"ue *+ER$, -ierarchical %ork #reakdo%nResource analysis and leveling .udget preparation +roject scheduling.aseline tracking and reportingAnd multiple project capa#ilityFront78nd ProcessesoEarlyintheproductdevelopmentprogramwherethemaindirectionis esta$lished, the pro,ect costs are at their lowest, with costs much higher at the later stages. oOpportunitycostsassociatedwiththeimpactonsaleslife,marketshare, initial pricing premium and the cost reduction learning curve are incurred : oEliminating early pro$lems and making superior design trade-offs will also avoid downstream design changes and lead to improved designs and higher "uality products Errorsoccurringatthefront-endcan#ecarriedundetectedthroughdetail design or production/ Errorsalsoimplydelays!%hichmayleadtoachoice#et%eenhavingdeficient products at market launch! or #eing late to market(apturing Mar9et Needs and New Product .deasSystematicandcreativemechanismsmoreimmediatelyassociatedwithcapturing market needs and identifying new product ideas.Proposals6 Briefs and Speci:cationsSuita$le criteria include market needs, technical or market possi$ilities, profit potential, risks,consistencywiththeproductdevelopmentstrategy,clarityofo$,ectivesand re"uirements, and competitor position.2 pro,ect$riefiswrittenwiththeaimofdefiningthedevelopmentworkto$ecarried out, the main aim of the pro,ect proposal is to secure a contract and used for evaluation. Su$se"uently as a $asis for negotiating contractual terms, where elements such as price, performance specification, work scope, and contractual terms may $e su$,ect to change.P/.M1/; (ON(8/N OF S8N.O/ M1N1G8M8N*!'hese decisions occur at two levels. (irstly, there are the pro,ect planning and control decisions, the responsi$ility for which will depend on the firm and pro,ect. Secondly, there are the routine operational decisions, made $y the pro,ect manager and individuals assigned to the pro,ect, including the decision making processes of individual designers. It is reasona$le to conclude that at the overall product level decisions made regarding product development strategy will $e most strongly influenced $y the most senior designers connected to the pro,ect. 2t progressively lower levels, which concern pro$lems of a more detailed nature i.e. su$systems and components! the type of design approach taken will increasingly $e determined $y the vagaries of individual designers.*he tent to which companies were adopting prescribed best practice principles!(onstruction of the .nterview Surve" ?uestionnaire(irstly, identify the num$er of issues which could $e investigated.Secondly, it re"uired the "uestionnaire to $e designed for efficient completion. It was structured so that the $ackground information on the company was initially gathered.(irstly, identify the num$er of issues which could $e investigated.Secondly, it re"uired the "uestionnaire to $e designed for efficient completion. It was structured so that the $ackground information on the company was initially gathered.8valuating Pro2ects8valuating Pro2ectsCompetitive trategyCompetitive trategyMarket segmentationMarket segmentationTechnological trajectoriesTechnological trajectoriesProduct platformsProduct platformsPerspectives of EvaluationStep1: IdentifymarketopportunitiesStep2: EvaluateopportunitiesDefines the companys approach to markets and competitors reputation(ompetitive Strateg"Technology !eadershipTechnology !eadershipCost leadershipCost leadershipProduct ,evelopment Strateg"#efinethetypesofproductto$edeveloped1marketsto$etargeted1product features, differentiating factors, and customer $enefits1 types of technology to $e used1researchareasrelevanttofutureproductdevelopments1themeansfor prioriti7ing $etween product developments1 and the resources re"uired. 9igherinnovationratewasalsofoundto$eindicativeofawrittenstrategyfor $oth the case study and survey esta$lishments ,esign Speci:cation6omprehensivespecificationofthepro,ectanddesignre"uirementsshould$e esta$lished prior to the commencement of the main pro,ect phases. 2controldocumentwhichreflectschangesinthedefinitionoftheproductis prepared as the pro,ect progresses. Other empirical research has concurred that the specifications used in industry are typically inade"uate for their intended purpose. 'hisevaluatione&ercisealsoidentifiesthispro$leminspecificcases,$utnotto the same e&tent in general. Inclusion of selected elements in design specificationsModelling and 1nal"sis and /apid Protot"ping2 comparison of the achieva$le scores for the use of these tools indicates a strong relationship with product comple&ity and product structure, and the design capa$ility inherent in the product. Production of a product prototype and any su$se"uent internal testing was very much dependent on the level of product innovation and pro,ect type.E"ual proportions of minor improvement and ma,or enhancement to e&isting product pro,ects produced a prototype as those that did not, whilst most ma,or platform and new core product pro,ects did. +roduction of product prototype according to project type in the 0urveyModelling and 1nal"sis *ools'hisstudyinvestigatesthedemonstrateduseofdesignmodellingandanalysis toolsempiricalmethods,rigtesting,physicalmodels,62Emodellingand analysis,andrapidprototyping!whichisparticularlyimportantundercertain conditions. 'he use of these tools during the initial design stages of the case study pro,ects alsowerefre"uentlyassociatedwithlead-timepressures,highproduct comple&ity and deep product structure, a high design capa$ility re"uirement and, in association with these, an emphasis on relia$ility and technical performance. 'hisreflectedtheneedforcompaniesto$ea$letoade"uatelypredictproduct performance, early in the design process. ,iscussion'his study has descri$ed the findings of the analysis undertaken to $enchmark thecasestudyof(inisars5productdesignanddevelopmentpro,ectsagainst the recommendations of $est practice. Someareasof$estpractice-)arketingandPro,ectInitiation,Pro,ect )anagement, and )anagement and #ecision )aking - were found to $e almost universally applica$le to this case study in (inisar )!.#uetothegeneralnature,theserecommendationshave$eenfoundto$etoo $roadlystatedtoprovideguidancewhichissufficientlydetailedforeffective application.Products Manufactured in Finisar"ptical Transceivers#i$er "ptics Transceiver%&'& C(() Protocol *nalyser "ptical TransponderTuna$le !aser*ctive "ptical !aser+CE!s and Detectors2kao,:. -;