ValYOU Towards a Design-to-Value approach in early design ...em>Edit Basic page

Sonia Ben Hamidaabc, Marija Jankovicbc, Alain Hueta, Jean-Claude Bocquetbc

a Airbus Safran Launchersb CentraleSupélec, Université Paris-Saclayc SystemX research institute

ValYOU – Towards a Design-to-Value approach

in early design stages

ValYOU – Towards a Design-to-value approach in early design stages

About me

2

I am a system engineer at

Airbus Safran Launchers.

2011-2013: I took part in the

Single European Sky Air

traffic management Research

(SESAR) program.

Since 2014, I am doing a

Ph.D. on system design


Outline

Why focus on value?(10 min)

Context

Challenges & motivation

How to apply Design-to-Value (15 min)

Process

ValSearch

ValUse

ValXplore

Conclusion & Discussion (10 min)

Key takeaways

Next steps

Discussion (5 min)

3


Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

4


Context

Design of value proposition of new systems

or services in early design stagesConcept

Definition

Category Issues

Market Complexity Difficulty in identifying customers’ needs

Development

Complexity

Difficulty in assessing how much effort and money is

needed to develop a new product

Organizational

Complexity

Difficulty in “making certain that all involved groups

are on the same page.”

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Method to identify difficulties and challenges within Airbus Safran Launchers

In-house projects & processes analysis

Interviews

Goals • WHY do you (not) do it?

Activities • WHAT do you (not) do?

Methods & Tools

• HOW do you do it?

Roles • With WHOM?


System Architecting

processes

Business processes

Today

Difficulty to identify added value for Customers

Lack of communication betw. Business Dev. And Syst. Eng.

Lack of structuredway to collect info. Lack of mapping between

functions & added value

Lack of tool to manage functional alternatives

Lack of methods & tools to elicit Stakeholders’ needs


Interview internal stakeholders

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System Architecting

processes

Business processes

Need for better interactions between Business and Engineering in

early design stages

Business model

• Rapid business model iteration and analysis• Decision support• Common language and models• Aligned frameworks

Business scenarios

System Architecture

Tomorrow

CAPELLA

8


The objective of this work is to support decision-making on:

What is the best value proposition?

Value Proposition

1

Value Proposition

2

Value Proposition

3

Systems alternatives



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1) Support valueelicitation togenerate valuepropositions

2) Identify systemsalternativesand evaluate theirvalue with regardto the valueproposition


The objective of this work is to support decision-making on:

What is the best value proposition?

Value Proposition

1


Value Proposition

2


Value Proposition

3


ValSearch

ValUse ValXplore

10

1) Support valueelicitation togenerate valuepropositions

2) Identify systemsalternativesand evaluate theirvalue with regardto the valueproposition


Difficulty to identify added value for Customers

Lack of communication betw. Business Dev. And Syst. Eng.

Lack of structuredway to collect info.

Lack of mapping between functions & added value

Lack of tool to manage functional alternatives

Lack of methods & tools to elicit Stakeholders’ needs

Challenges & motivation addressed

11

ValSearch ValUse

ValXplore


Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

12

ValYOU – Towards a Design-to-value approach in early design stagesNg and Smith, “An Integrative Framework of Value.”

Many definitions of value exist

ImplicationDefinitionApproach

VALUE

Customer-centric

Net benefitTrade-offs between

benefits and outlays

Means-end

Assessment of product attributes ‘fit-for-

purpose’ to achieve outcomes

Firm-centricEconomic worth of the

customer to the firmCustomers are payers

13


We position Design-to-Value wrt the value oriented approaches for system

design

Design-to-value

Value driven design

Design-to-cost

Value engineering

•What customers want

•What competitors offer

•How much it will cost to bring the system to market

•Use of multidisciplinary optimization in design

•Production cost = performance to reach

•Technical performances can be reduced if necessary

•Meet customer needs at the lowest overall cost

14


Product Portfolio

Architecture

We focus on system development decisions, not organization

Krishnan and Ulrich, “Product Development Decisions.”

Marketing

Engineering

Operationsdept.

“A decision is an irrevocable allocation of resources” (Chen, Hoyle, and Wassenaar 2013)

OrganizationHow is the product

developed?

DecisionsWhat is being

decided?15


Proposed design-to-value process

Design-to-Value

Value Engineering

Design-to-Cost

Value driven design

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Proposed design-to-value process

ValSearch ValUseValXplore

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Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

18


ValSearch in the design-to-value process

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Qualitative analysis software

The ValSearch method Values’occurrence

Code structure:• Values• Stakeholders• Activities• Systems• Costs

Define the business focus

Gather information

Code info based on the Business Model ontology

Generate mapping of values to stakeholders

Identify interdependent values

Capture stakeholders‘ preferences

Val

ues

Stakeholders

20


Benefits of ValSearch

Capture stakeholders'

values

Capture stakeholders’ preferences

Map values to stakeholders

Identify interdependent

values

Structure the market analysis

Capture reliability of information

Justify the business model

elements

Capitalize on related projects

Use customers’ language

Capture competitors’

business model

21


Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

22


ValUse in the design-to-value process

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What is the ecosystem of stakeholders?

How do/will they interact with each other?

What are the stakeholders’ value streams?

What are the external systems?

What are their stages?

What are the benefits the SoI offers to the stakeholders?

What are the stakeholders’ preferences?

What is the value proposition for each stakeholder?

Why will the firm benefit from this project?

The questions ValUse helps to answer

24

Case study:

Providing Geo Intelligence to

Humanitarian actors

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The case study takes place within the Business Innovation Factory,

a 6-month Airbus Defence & Space program

The Business Innovation Factoryaims to accelerate the mostpromising business projects.

Employees areinvited to submittheir businessmodel ideas.

26


The problem addressed by ELPIS:

Humanitarian actors need more effective cross-sector collaboration

“We need to support effective cross-sector partnerships.” 2015

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After the training session, we worked on a first value proposition that

was deemed unclear and imprecise by the coaches.

Value proposition

“ELPIS is a platform which brings access to valuable information for humanitarianmissions, like demining land fields, developing agriculture, rescuing people after maindisasters.

Our platform could be used by international organizations, like the UN, working in post-conflict countries and undeveloped countries, which need information from theoperations fields to manage humanitarian missions and to assign funds.”

28


After, we did a 1-day workshop to apply the ValUse method.

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What is the ecosystem of stakeholders?

How do/will they interact with each other?

What are the stakeholders’ value streams?

What are the external systems?

What are their stages?

What are the benefits the SoI offers to the stakeholders?

What are the stakeholders’ preferences?

What is the value proposition for each stakeholder?

Why will the firm benefit from this project?


Map value

Capture stakeholders’ interactions

Today’s interactions Tomorrow’s interactions

30


We semantically enrich this model to depict the possible impacts of the

System/service of Interest

Flow types:- Policy- Money- Workforce- Technology- Knowledge- Goods and services

The Stakeholder Value model enables to identify direct as well as indirect value flows. (Cameron 2008)

31


Why we use affordances in business & system design

• Affordance-based design supports problem’s structuring -> more focus on the problem-

related aspects (Gero et al., 2013)

• Functions vs. affordances:

Function good for transformative relationship

Affordance good for complex relationships for larger complex context, all the interactions between

users. (Maier, 2002)

Function Affordance

Definitions “What a device does; the desired output from a system” (Ullman, 2002)

“relationship between two artifacts in which potential behaviors can occur that would not be possible with either system in isolation” (Maier)

Concept Transformational; relation input-output, though other proposals have been made (Crilly, 2010).

Relational; property of two systems (e.g. artefact and user).

Design approach Use-centric User-centric 32


Identify affordances

Desired affordances for Sponsors

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Prioritize affordances

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Affordances


Generate value proposition per stakeholders

Benefits delivered by ELPIS

• Alert on emergency

Population

• Capture local needs

• Justify funding request

National authorities (Gvts, …)

• Set priorities based on local population needs

• Share geospatial data costs across sectors

• Access and merge geospatial data

• Share geospatial data across sectors (horizontal and vertical network)

Sponsors (UN, World Bank, NGO, Donors, …)

• Delimit area of intervention

Field Operators

35


Relationships between value proposition, affordance and System/

Service of Interest

36


Benefits of ValUse

Understand today stakeholders' interactions

Share common understanding of

today’s ecosystem of stakeholders

Share common understanding of

tomorrow’s ecosystem of stakeholders

Capture stakeholders' value streams

Elicit value-in-exchange

Elicit value-in-use

Structure the exploration of values

wrt stakeholders’ value streams

Define what the system/service of

interest could afford

Prioritize stakeholders’ benefits (affordances)

Generate value proposition per

stakeholders

37


Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

38


ValXplore in the design-to-value process

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What is the “best” design alternative?

How we do today

Design Structure Matrix

SPACE CODE: Concurrent engineering environment

Decision tree

Affordance A

Affordance B

Criterion C

40


Design Structure Matrix

What is the “best” design alternative?

The ValSearch method

Define the possible futures

Define the Business & System design variables

Understand design variables correlations

Identify the feasible design alternatives

Evaluate design alternatives’ performances

Explore problem space

Explore solution space

Best case

Worst case

Business variables added

Decision tree

Affordance A

Affordance B

Criterion C

Decision tree

Affordance A

Criterion C

Decision tree

Affordance A

Affordance B

Criterion C

41


Benefits of ValXplore

Investigate business scenarios

alternatives

Compare concepts to competing

offers

Understand design variables

correlations

Explore problem space

Explore solution space

Identify most valuable design

alternatives

42


Outline


Context



Process

ValSearch

ValUse

ValXplore


Key takeaways

Next steps

Discussion (5 min)

43


ValYOU is based on 3 pillars

Analyse themarket byapplyingqualitativeanalysis based onthe BusinessModel ontology

ValSearch

Design valuepropositions forsystems andservices byadaptingaffordance-baseddesign

ValUse

Exploit knowledgegained duringtrade spaceexploration to helpthe decision-makers form theirpreference

ValXplore

44


Next steps

Integrate the 3 methods to ValYOU

Deploy the method within ASL

Get customers & partners on board

45

THANK YOU FOR YOUR ATTENTION

Questions?

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ValYOU Towards a Design-to-Value approach in early design ...em>Edit Basic page