Development Processes and Product Planning Phase 1 Concept

Development Processes and Product Planning Phase 1 Concept Development Phase 2 Phase 3 System-Level Detail Design Fall 2009 Phase 4 Testing and Refinement Phase 5 Production Ramp-up 1

Every project must make two important decisions about the way they will carry out their product development. 1. 2. What is the Product Development Process and What is the Product Development Organization The process is the method the team will use to go from idea to product. The organization is the team structure that will be employed to accomplish the development process. Fall 2009 2

l What is a Structured approach to Design? l l l It is a set of methodologies and tools that provide the communications infrastructure between the marketing, engineering, and manufacturing functions of a company. It breaks down the design process into sub-processes that have a natural progression from idea to product. These tools and methods also provide the communication network for the design team. They organize the project activities and encourage the use of design tools at the appropriate stages of the product development. Fall 2009 3

• What are some of the problems that could occur if the team did not have a plan or method of completing their project? • What role do “milestones” play in organizing a project? • How does the Development Process affect the Organizational structure? Fall 2009 4

Introduction to a Phase/Gate development process Activities Checkpoint Meeting A B C 1 Proceed to next phase E 2 D Redirect Project 3 Development Phase Fall 2009 Cancel Project 5

Product Development Process Tested, piloted and introduced The pattern of Product Development Prototypes Development Designs Plans Fall 2009 6

Generic Phase/Gate Process Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up Concept Development: Develop a “body of facts” about the proposed product concept. Identify target market, establish customer needs, determine technology requirements and availability. Generated alternative product concepts, and select a single concept for further development. Propose initial product specifications. Fall 2009 7

The BOF is a collection of all the critical information that you know about your project. Strategy or Solution Critical Assumptions Body of Facts - BOFs Assumptions can make or break a development project Fall 2009 8

What happens when Assumptions prove to be invalid? Stra tegy or So lutio n Assumptions Changed!! Unstable Strategy!! Body of Facts - BOFs Fall 2009 9

Generic Phase/Gate Process Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up System-Level Design: Define the proposed product architecture, break into subsystems and components, complete initial feasibility evaluations of key subsystems, complete staffing requirements and assignments, and refine the functional specifications. Fall 2009 10

Generic Phase/Gate Process Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up Detail Design: Start full scale development of the product, begin initial prototyping of entire product, choose materials, develop detailed specifications for all components, develop test plans and quality objectives. Fall 2009 11

Generic Phase/Gate Process Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up Testing and Refinement: Do performance and reliability testing, build-test-fix-document cycles until product meets functional specifications. Fall 2009 12

Generic Phase/Gate Process Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up: complete documentation, complete final qualification testing, all parts and components available for production volumes, production tooling complete, build first production runs, and release documentation to production. Fall 2009 13

Introduction to PLC Revision 6. 0 Product Development Process Concept Phase Feasibility Phase Development Phase 2. 1 Prelim. Integrated 3. 1 Integrated Program Plan 3. 2 Product Requirement 3. 3 System Design Ramp-Up Phase Qualification Phase Production & EOL Phases • IPP Updates • Phase Review Presentations 4. 1 Introduction Planning 6. 1 Introduction Implementation 5. 1 Alpha Test 4. 2 Hardware Development 4. 3 Software Development 4. 10 Engineering Verification Test 8. 1 End Of Life 5. 2 Beta Test 7. 1 Product Improveme nt 4. 4 Subsystem Development 5. 3 Design Verification Test 4. 5 Test Planning and Development 4. 6 Manufacturing Development 5. 4 Pilot Production 6. 2 Production Ramp. Up 4. 7 Supply Chain and Logistics Development 4. 8 Technical Publications 4. 9 Customer Satisfaction Development Opportunity Proposal Concept Phase Review 6. 3 Customer Satisfaction Implementation Development Phase Review Feasibility Phase Review Fall 2009 Qualification Ramp-up Phase Review Product Launch EO L 14

Early phases of Product Development Market analysis and Strategy Technology development Concept Development Fall 2009 15

Concept Development Phase 1 Concept Development Phase 2 System-Level Design Phase 3 Detail Design Phase 4 Testing and Refinement Phase 5 Production Ramp-up Mission Statement Identify Customer Needs Establish Target Specs Generate Product Concepts Analyze competitive Products Select a Product Concept Perform Economic Analysis Refine Specs Plan Remaining Development Project Development Plan Concept Development Exhibit 2 Chapter 3 Ulrich & Eppinger Fall 2009 16

Control Documents It is important to maintain complete and accurate documentation on a design project to insure that the key plans, decisions, and results are captured and made available to everyone who will impact or be impacted by the project. What are some problems that can occur without adequate documentation? • Duplicated efforts by team members • Problems being solved more than once because previous results were not available. • Management becoming alarmed because of mis-information or rumors. • Unclear project requirements and unclear customer needs • Delayed projects because critical path activities were not completed on time. • Wrong parts being ordered • etc. Fall 2009 17

ECEn 490 Control Documents Identify Customer Needs Establish Target Specs Generate Product Concepts Analyze competitive Products FSD • • CES Select a Product Concept Refine Specs Perform Economic Analysis Plan Remaining Development Project FSD Schedule Preliminary & Final “Functional Specifications Document” - (FSD) “Concept Evaluation and Selection Document”- (CESD) “Project Schedule” with Staffing Assignments – (Schedule) “Final Project Report” (Most of the control documents are initiated during the 1 st phase, and only updated in later phases. ) Fall 2009 18

Relationship between the key factors of product development l There are three factors that control product development: l l Cost of development Time to complete the process The definition of the product features You get to pick two of the three, but the third is always a dependent variable. Fall 2009 19

The key parameters of Development Trade offs between the key product development factors. Product Features-F C=F/T Development time-T Development cost-C Fall 2009 20

The key parameters of Development “Marketing says that if we don’t get the product out sooner we will not be the market leader, and by-the-way, ‘you can’t cut features!’” C=F/T Product Features-F …and, keep product features…. If you want to reduce development time. . . Development cost-C Development time-T You will need to increase development costs Fall 2009 21

The key parameters of Development “You know how important Project X is to the company, we still need it on time, but I am having to cut your expenses to make the quarter!!” C=F/T Or…. …you will need to cut product features Product Features-F Development time-T Development cost-C If you want to maintain time-to-market. . . and your budget just got cut. . . Fall 2009 22

The key parameters of Development “The good news is that we haven’t cut your budget, but we still need to add auto-sensing to the product!!” C=F/T …but we need to add a few features. . . Product Features-F Your budget is the same. . . Development time-T …and, it is going to take longer to develop!! Fall 2009 Development cost-C 23

l Summary l l l Companies are in the business to make money Successful companies consistently outengineer their competition. The way you implement a design is often as important as the design itself. You must make trade-offs between feature, time, and resources. C=F/T. If you follow the methodology in the class, you will be more successful with your senior project design. Fall 2009 24

Control Documents support key factors Product Features-F PFSD CES FSD C=F/T Development time-T Schedule Development cost-C Fall 2009 Final Project Reports 25