Research Area 3 (WP6): Product Realization

Torgeir WeloNorwegian University of Science and Technology (NTNU)Engineering Design and Materials,Trondheim, Norway

October 12, 2012

WP 6 – Product realization

WP 6 Product realization

Task 6.1: Enablers for product realization capability and business performance Goal: To determine the impact of an assortment of PD enablers on business performance and

product realization capability Research question(s):

RQ: What are the important enablers with respect to efficient and sustainable product realization? RQ: How to extract and apply the identified enablers in an assessment tool capable of identifying product

realization performance gaps? Collaborating key company (ies): Nammo (verification of pilot)

Task 6.2: Implementation of lean-PD into existing, multidisciplinary and dispersed PD teams

Goal: Gaining insight into how knowledge-based PD (KBD) methodology/philosophy is implemented and adapted within an organization, using action research at a selected company.

Research question(s): RQ: How can KBD efficiently be implemented and practiced in an organization with multidisciplinary and

dispersed teams and, additionally, be seamlessly integrated into existing business processes and systems?

Collaborating key company (ies): KA (active participation in KBD implementation) Task 6.3: Knowledge-based PD in the ideation and concept phases

Goal: To determine if, and how, the knowledge-based philosophy can be adapted to in the front end PD process where conditions of more fuzziness, more ambiguity, less predictability, more innovation, less ‘process-structure’, less repeatability, etc,. prevail.

Research question(s): RQ: Can KBD thinking and methodologies be used to ‘boost’ the process of identifying unmet

needs, generate ideas and convert these into concepts and solutions with better potential for success in the market place? If yes, how is this done; e.g. at what level should ‘process’ and activities be structured?

Collaborating key company (ies): RT

Main Results 2011

Completed LPD model and associated assesment tool

Completed assessment with 2 Norman companies Developed LPD best-practice survey based on above Relatively high publication activity Internationalization: Stanford; exchange PhD and

ME310 course program Recruitment of one new PhD within ‘fuzzy’ front-end

research Receives funding for IP project, Knowledge-Based

Development (KBD) based on results obtained in Norman, among others

Several MSc student projects

Main Results 2012

Completed survey, including more than 350 respondents; first publication of data submitted to CIRP: ‘Understanding Lean Product Development Practices: A Survey of Norwegian Manufacturing Companies’

First PhD within WP6 finished in August 2012 High publication activity, including several papers

combining Lean and Systems Engineering; PDMA; ISPIM; CIRP; CSER;INCOSE;IJPD;IJITM;JEDT; etc.

Strengthens internalization: New PhD on exhange program with Stanford for 1 year; Working on ‘exchange’ professorship 2nd generation ME310 course; Cooperation with DTU (Copenhagen) ->PPF-> EU project (?)

Capitalizing on activities in other IP projects, including KBD, Lean Operations, etc

Several MSc student projects within WP6 (Sund; Martinsen; Sanches; Tonning )

Example: Integrating Norman Research, Education and Industrial Practice in MSc projects

Main Results 2012…continued

Continue publish articles on the basis of collected data from survey Two case studies under construction with Nammo and KA:

Organizational aborptivity of an event-driven NPD process Problem: Stage gate is a BU process primarily for resource allocation BU needs a governance process to make healthy investment decisions PD/SE/PE teams need an adaptive guidance process Establish a research method that continuously measure how the team perceive/rate

the success of the implementation wrt outcome, process, execution environment.

MarketRequirements

Planning/RiskMitigation

Designintegration

ProcessIntegration

ProductionIntegration

LearningCycle(s)

Design Review&Freeze(s)

Discovery GATE 1

IdeaScreen

Scoping BusinessCase

Development ValidationGATE 2

SecondScreen

GATE 3

Go toDevelopment

GATE 4

Go toTesting

GATE 5

Go toLaunch

Launch GATE 6

ProductionReadiness

Post LaunchReview

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Publications (2011) According to ’official’ scores, WP6 produced 7,5 points in the NTNU system. Three selected 2011 articles demonstrating the variety of topics in WP6:

Publications 2012

Estimated publication credits according the NTNU system: 12 points.

Targeted Publication Channels: Journal of Cleaner Production Int Journal of Sustainable Engineering Int Journal of Product Development Int Journal of Innovation and Tech Management Journal of Product Innovation Management Journal of Production Research Journal of Engineering, Design and Technology Systems Engineering Networks: ISPIM, PDMA, INCOSE; CSER; ICED; CIRP; EEE SOSE; etc

Integration of PhD within WP6Name Christer W. Elverum

Topic/Title of thesis The fuzzy front-end of innovation: a framework for user-centered concept generation product engineering

Department IPM / CDR - Center for Design Research (Stanford University)

Supervisor(s) Torgeir Welo and Martin Steinert

Relation to RA/WP in Norman

WP 6 – Product realization

Ideation and concept phase – Opportunity identification, concept generation and concept development

Involved companies Possibly General Motors and Tesla Motors

Status “fagstudiet” All mandatory courses (22.5 PhD, 7.5 MSc) to be completed by mid-September 2012.

Overview of publications First publication scheduled fall/winter 2012. Comprehensive literature study on Fuzzy front-end and concept development. Maybe including case studies.

Other results/achievements

Submitted paper to CIRP Design 2013, “Towards a context-driven front-end in new product development”, still pending

Comments/other Will move to Stanford and work at CDR from mid-September to end of September next year. One of the goals is to establish cooperation with two automotive companies in the US to conduct case studies in the concept development phase.

Plans for PhD Visiting researcher at Stanford, October 2012 – October 2013

Co-supervisor Martin Steinert Case study with two car manufacturers, possibly Tesla and a established company

(GM or similar) Work with two international car labs at Stanford

Volkswagen Automotive Innovation Lab CARS – the center for automotive research

Focus case studies and future research on concept development Continue to pursue front-end contextual factors within the concept development

phase Study the concept development phase by looking at two vastly different

companies producing the ‘same’ product, electric vehicles Journal paper, fuzzy front-end literature study, possibly with a case study, winter

2012

How does the existing infrastructure such as tools, knowledge and suppliers affect the concept development phase? In this case we want to specifically look at how concepts are developed when you are allowed/must to start with blank sheets. For example how are concepts developed when designing EVs at Tesla compared to Nissan/Honda/GM (or other car manufacturers that already have a very established infrastructure).