EGR 702 Lecture 1
Why are Processes UsefulQuality assurancePhases and checkpoints
must be passedThese phases and checkpoints have historical
precedencePassing each phase and checkpoint increases the chance of
getting a quality productCoordinationProcess communicates
expectations of team membersProvides a means to plan resource
expenditureProvides a means to schedule product team activitiesA
master schedule of what is needed, when it is needed, and by whom
is it neededPlanningNatural set of milestonesAn anchor for the
entire schedule#Why are Processes Useful (cont.)ManagementProgress
assessmentManagerial intervention alarmImprovementDocumentation of
process experience provides means of assessing viability of process
in practiceVariances (i.e., problems) can be documented with
respect to the processImproved processes can be formulated based on
new historical dataExample to consider: Doctoral processThe product
produced, the Ph.D., is the result of time honored milestones,
which are examined and adapted by the institute#A Generic Product
Development ProcessSix phases listedEach phase produces output for
subsequent phasesProcess actually circular in practiceSome
organizations include field monitoring as a phaseField monitoring
data feeds into the planning phaseDefinitely an information-based
process as well as a physical product producing processText is
focused on design activitiesRealize there are myriad supporting
processes linked to the developmental process#Generic Product
Development Process ExaminedPlanningPhase 0What is the corporate
strategy and does it apply?Consideration of market
objectivesMission statement for the development effortTarget
marketGoalsAssumptionsKey
constraintsPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedPlanningMarketing What is the market What segments are
targetedDesignTechnologies for product and any processesBuilding on
current platforms or new technologiesManufacturingConsider
impacts/constraints on process Supply chain impactsR&D
technology transitions
applicablePlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedConcept DevelopmentIdentify and target the marketIdentify
the potential alternative conceptsInitial viability of
alternativesEconomic analysisProduct justificationForm and feature
specificationPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedConcept DevelopmentMarketing Customer needs Competitive
products (benchmarking)DesignExamine alternativesBuild and examine
prototypesManufacturingCost assessment; capital investment
Production feasibilityPatent and other legal
issuesPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Concept Development (cont.)Perform
Economic AnalysisBenchmark Competitive ProductsBuild and Test
Models and
PrototypesIdentifyCustomerNeedsEstablishTargetSpecificationsGenerateProductConceptsSelectProductConcept(s)Set
FinalSpecificationsPlanDownstreamDevelopmentTestProductConcept(s)DevelopmentPlanExhibit
2-3: Many front-end activities comprising the concept development
phaseThis phase requires lots of coordinationUseful to examine in
more depthWhy the dashed arrows?#Concept Development in
DetailIdentify customer needsNeeds organized hierarchically and
prioritizedEstablish target specificationsTarget, minimum and
maximum valuesProvide basis of design and costConcept
generationCreatively explore the complete solution spaceConcept
selectionWeed out the weak; keep the promisingConcept testingAre
needs met, is market sufficient, will customers accept
product#Concept Development in Detail (cont.)Setting final
specificationsDecide the actual values team will build toProject
planningDevelop the detailed scheduleThis drives things like
budget, personnel, and other planningEconomic analysisBuild the
product cost modelBasis for various trade-offs among alternatives
and within alternativesBenchmarkingWhere will new product stand
with respect to the competitionModeling and prototypingLots of
uses#Generic Product Development Process ExaminedSystem Level
DesignDefine the product architectureDecompose system into
components and sub-componentsAssembly scheme and assembly flow
diagramsDefine product geometry layoutDefine component
specificationsPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedSystem Level DesignMarketing Plan for product
optionsExtended product family definedDesignExamine alternative
architecturesDefine sub-systems and interfaces between
systemsManufacturingIdentify suppliersDefine the final assembly
scheme
PlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedDetail DesignComplete
specificationGeometryMaterialsTolerancesUnique partsProcess and
tooling planControl documentation producedCAD/CAM filesProduct
specificationsProcess
plansPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedDetail DesignMarketing Marketing plan developedDesignChoose
materialsAssign tolerancesProduce requisite
documentationManufacturingPiece part production processesTooling
(to include long lead time tooling)Quality control
specification
PlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedTesting and RefinementTesting on pre-production versions of
productAlpha-versionProduction intent partsWill product function
and meet customer needsBeta-versionParts from actual production
processesPossibly a tailored assembly processCustomer performance
evaluation (operational test)Identify performance and reliability
issuesPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedTesting and RefinementMarketing Promotion launch (e.g.,
Coming in 2015, CES, Trade Shows!)Field testingDevelop the sales
plan (advertising?)DesignReliability testingPerformance
testingObtain regulatory releasesManufacturingGet suppliers ramped
upRefine fabrication and assembly processesConduct any
trainingPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedProduction ramp-upProduce product with intended production
processesIdentify and resolve production problems (not already
found)Prepare for full product
launchPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Generic Product Development Process
ExaminedProduction ramp-upMarketing Set up early products with key
customersDesignEvaluate early production productsHow close is
actual to predicted ManufacturingBegin operation of full
systemImplement the on-line quality monitoring
processPlanningConceptDevelopmentSystem-LevelDesignDetailDesignTesting
andRefinementProductionRamp-Up#Product Development
ContextMarket-Pull productsBased on a market opportunity (e.g.
sporting goods, tools)Technology-Push productsFind a market for a
technology (e.g. 4G, 3D, 4K)Must have clear advantage and better
than alternativesPlatform products Built around some existing
platform (e.g. consumer electronics)Process intensive
productsProduct cannot be separated from the process to produce it
(e.g. snack foods)Customized productsBuilt to satisfy specific
orders (e.g. motors)High risk productsTechnical or market
uncertainties create high risk (e.g. pharmaceuticals)Quick built
productsRapid modeling and prototyping many design-build test
cycles (e.g. software)Complex systemsSystems can be decomposed into
several subsystems and components (e.g. airplane)
#Variations on Product Development Process Flows
#Organizational StructuresThe organizational structure must be
appropriate for the organization and the product development
process in placePoor organizational structures can lead to
inefficiencies in all aspectsLinkages within the organization based
on:Reporting relationshipsFinancial arrangementsPhysical layoutNeed
to differentiate between functions and the product#
Organizational StructuresFunctional organizationAll personnel
have similar capabilitiesA product general manager coordinates
across officesIncreased bureaucracyEach group has its own
budgetMembers might work on various projects Might even have back
ups on projectsGeneral manager responsible for product but not
really for the personnel vested in creating that productNecessary
structure when personnel are limitedMaximizes personnel
utilizationGroup retains functional corporate knowledge#
Organizational Structures (cont.)Project organizationPersonnel
are aligned by projectGeneral manager responsible for product and
now owns the hammer on the members of the teamIndividual expertise
might be underutilizedMay not be enough work for full-timeProject
structure limits (prevents) work on other projectsLess functional
identity; more product identityHarder to retain functional
expertiseMuch harder for smaller companies to incorporate thisDo
not have enough personnel or sometimes enough work#
Organizational Structures (cont.)Matrix organizationPersonnel
now report to two mastersIn reality, one master is more
importantOwning group assigns personnel to the projectStrong
project links called a heavyweight matrix organizationProject
manager owns the resources and evaluates the peopleCurrent names:
IPT, PDT, DBTStrong functional links called a lightweight matrix
organizationProject manager now a coordinatorResources remain
within functional groups#IPT: Integrated product teamPDT: Product
development teamDBT: Design build teamIssues in Organizational
StructureHow important are project decisionsFunctional alignments
difficulty in project decisionsHow important is functional
continuityFunctional alignments better suited to retaining
corporate experienceHow critical is personnel utilizationIs there
enough work for a functional group to be assigned full-timeDoes the
organization care if a person is under utilizedHow quickly must the
product be producedProduct alignments centralize authorityAlways
the quicker approach#Development Processes and OrganizationsEGR
7020 - Systems Engineering and Analysis
Questions?#
