Development Processes and Organizations
Teaching materials to accompany: Product Design and Development Chapter 2 Karl T. Ulrich and Steven D. Eppinger 5th Edition, Irwin McGraw-Hill, 2012.
Product Design and Development
Karl T. Ulrich and Steven D. Eppinger 5th edition, Irwin McGraw-Hill, 2012.
Chapter Table of Contents: 1. Introduction 2. Development Processes and Organizations 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 13. Design for Manufacturing 14. Prototyping 15. Robust Design 16. Patents and Intellectual Property 17. Product Development Economics 18. Managing Projects
Concept Development Process
Mission Statement
Identify Customer Needs
Establish Target Specifications
Generate Product Concepts
Select Product Concept(s)
Test Product Concept(s)
Set Final Specifications
Plan Downstream Development
Development Plan
Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes
Generic Product Development Process
Planning Concept Development Mission Approval System-Level Design Detail Design Testing and Refinement Production Ramp-Up
Concept Review
System Spec Review
Critical Design Review
Production Approval
Core development stages
Solution approach Concept design Architectural design Detailed design Process design Fabrication and assembly Test and deployment
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Solution Approach
Concept for solutions DFX
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Concept development
A description of the form, function, and features of a product A set of specifications An economic justification of the project.
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System (architectural) design
Definition of product architecture, with an assembly layout. Division of the product into subsystems and components, each with a functional specification.
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Detailed design
Complete specification of the geometry, materials, and tolerances of each of the unique parts Identification of all standard parts to be purchased. Establishment of a process plan and tooling
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Test and refinement
Construction and evaluation of multiple pre-production versions of the product. Early (alpha) prototypes are usually built with productionintent parts (but may not be with the intended production processes) for testing in the designer's environment, if the design intent and key customer needs are met. Later (beta) prototypes are built with parts supplied by the intended production processes (but may not be with the intended-assembly process), tested by customers in their environment, and to evaluate product performance and reliability.
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Production ramp-up
The product is made using the intended production system. To train the work force and to work out any remaining problems in the production processes.
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A generic concept development process
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Identifying customer needs Establishing target specifications Concept generation Concept selection Concept testing Setting final specifications Project planning Economic analysis Benchmarking of competitive products Modeling and prototyping
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Rapid Iteration PD Process
Many Iteration Cycles
Planning Concept Development Mission Approval System-Level Design Design Build Test Production Ramp-Up Cycle Review
Concept Review
Cycle Plan Review
Complex System PD Process
Design Test Design Planning Concept Development Mission Approval System-Level Design Design Concept Review System Review Test Production Approval Test Integrate and Test Validation and Ramp-Up
Design
Test
Concept Development Process
Mission Statement Identify Customer Needs Establish Target Specifications Generate Product Concepts Select Product Concept(s) Test Product Concept(s) Set Final Specifications Plan Downstream Development Development Plan
Perform Economic Analysis Benchmark Competitive Products
Build and Test Models and Prototypes
Front-end of PD need not be a fuzzy process. Structured methods exist for each process step (see text chapters 4 to 8). This is not strictly sequential -- generally a parallel and iterative process.
Tyco Product Development Process
DEFINE CONCEIVE DESIGN OPTIMIZE VERIFY
Project Registration
Concept Definition
Feasibility and Planning
Preliminary Design
Final Design
Product Verification
Process Verification
Launch
Post-Launch Assessment
RP 0
RP 1
RP 2
RP 3
RP 4
RP 5
RP 6
RP 7
RP 8
Tyco Product Development Process
Organizational types
Strict functional organization Strict project organization Matrix organization
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Matrix organization
A hybrid of functional and project organizations Each individual is linked to others according to both the project they work on and their functions Each has two supervisors: project manager and functional manager. Two variants of the matrix organizations
Heavyweight project organization (i.e., strong project links). Lightweight project organization (strong functional links).
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Factors for affecting an org. structure
Importance of cross-functional integration Criticalness of cutting-edge functional expertise to business success Utilization of resources from each function Importance of product development speed
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Organizational linkages
Reporting relationship Financial arrangement Physical layout.
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Other Images
Variants of the development process
Market pull products Technology push products Platform products Process-intensive products Customized products high-risk product Quick build products Complex systems
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Variants
Market-pull products
The firm finds a market opportunity and a technology to meet customer's needs. Thermo care.
Technology-push products
The firm begins with a new technology and then finds a market for it. Glue for post-it.
Platform products
Use of a proven technology platform to build a new product. Instant film used in Polaroid cameras.
Process-intensive products
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Develop product and process simultaneously.
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Variants
Customized products
Build a new product by varying existing configurations.
High-risk products
Intensive and early test and analysis
Quick-build products
Rapid modeling & prototyping at testing phase
Complex systems
Subsystems and integration worked by teams
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Traditional design methods
Aggregation
(include new functions)
Adaptation
(adapt to new conditions)
Application
(apply a proven technology to a new area)
analysis of properties
(thorough analysis of an existing design to improve)
Brainstorming
(find many solutions to a problem)
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Traditional design methods
systematic search of field
(obtain complete possible information)
Questioning
(apply a system of questions to produce mental simulation)
mental experiment
(observe an idealized mental model at work)
value analysis Evaluation
(find best variant among a few by point-counting)
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Traditional design methods
invention Iteration
(to solve a system with complicated interactions)
experimentation division of totality math & computer modeling
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Chapter 2: Home work
Exercise (Analysis of Properties) Focus on materials selection for an existing product Steps: 1. Examine each component of a product (an incandescent bulb, stapler, can opener).
2. Break the product or decompose it, avoiding injury to eyes or hands and damage to the other components. 3. Construct and complete a table consisting the following items on its columns. a. list each component of the product b. define the function of each component c. identify the material used d. reason why it was selected e. select possible alternative. 4. List five failure mechanisms
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