RTD:research,tech dev, prod dev Prod design guidelines: scope/intent/complexity>TTM>
TRL: tech readiness lvl (1=research) Cost>prod $ environment>org infrastructure>
3 innovation challenges: "desirable","viable","feasible" design/eng/mfg tools>staff experience
MIAE 380 - Midterm cs Success in prod dev: prod quality/$/time +dev time/ DFM(design-for-mfg): meet desired specs+optimizing
$/capability design through prod system
Design Intent: dev. reliable product for function, Interdisciplinary: marketing,design, Mfg DFMA:simplify prod to reduce assbly+mfg,improve
mfg., assmbly, servicing attributes: creation,indiv needs,team diversity, team spirit assbly efficiency, -$
Dev process useful: quality assur (checkpts), coordination) DFA(design-for-assbly): conflicts with DFM
Changes in competitive envr.:
roles), planning (milestones),mgm(assess KPI), improvement -----------------------------------------------
- evolving tech
(documentation) Planning+schedulesZ+resources: GANTT chart (crit
- complex prods Planning phase output=mission statement path MTD)
- consumer demand conclusion of prod dev=prod launch
- TTM : must not compromise quality ------------------------------------------------------------
- Cost competitivness PLC:intro>growth>maturity>decline
- global trends Intro: little profit, ensure growth, otherwise withdraw
Globalization: Mergers&acquisitions, Shared RnD Growth: +profits, increase output+market shares
resources, outsourcing, global collabs Maturity:intense competition,marketing spending
Strategic plan: Identify mission, Decline: market shrink,-profit,control stock, -prod $
strength+weaknesses,lontrange business obj, market Benchmarking:comparing business processes and performance
segment, formal process for selecting metrics to industry bests. Time,Quality,Cost
product,identify tactical issues, projected profit. - Generic(market pull)prods: market oppurtunity (sports, activity relationships: sequential+ // +coupled
------------------------------------------------- furniture...) PERT (crit path MTD): dependencies+timing
Product dev: customer+CE for design approach - Tech-push prods:start with new tech (gore-tex,tyvek Design struct. matrix DSM: r epresent+analyze task
Quality control:high competitive edge envelop) dependencies [vertical = transfer info to,
DMAIC: define,measure,analyze,improve,control => horizon=require info from)
- Platform prods:built around established (computer,
process for implementing quality+process improv.
printer)
DMC: Design, mfg., Control
- Process intensive prods: highly constraint by prod
-------------------------------------------------
Material Selection: Ashby's MTD = Function, process (food,chemicals...)
geometric., material specs - customized prods: slight variations on existing
(mapping properties ie. Modulus-Density chart) (batteries, motors)
Classify processes: Kingdom,family - Highrisk prod:tech/market uncertainty = risk
(Joining,shaping,finishing, class, member, (pharma,space)
Attributes - Quick-build prods: rapid model+prototype
Cost: Material,capital,time,energy,information (clothing,furniture)
- Digital prods: higly iterativr D-B-T process
(apps,websites)
- Prod-service systems: prod+service dev. together
(restaurants,apps)
- Complex systems: several subsystems (airplanes,vehicles) Lead time:task should proceed but can be started
CAM: mfg. Planning (prod+inventory planning) Advantage of AM: func,structure,material,geo complexity before
+control(process monitoring, quality, inventory) slack/float:time task can be extended before
Marketing>design>mfg.>production affecting
NOTE: $ x10 for every suceeding lvl lagtime:min time between finish+start of task
Traditional design cons (result = delayed market entry: Earned val (EV)+ Actual cost (AC) + Planned val(PV)
- minimal understanding of customer reqs Scheduled cost (SC) + Cost variance (CV)
- poor communication within groups CV=EV-AC // SV=EV-PV // CPI=EV/AC // SPI= EV/PV
- loosely defined guidelines/process PV=Budget cost work scheduled (BCWS)
- integrated lessons learnt database missing EV=Budget cost work performed (BCWP)
- last minute changes= mfg. issues, waste $ AC=actaul cost work performed (ACWP)
NOTE: 6mo delay in market entry = -33% profit - CV used to raise ref flags early on
------------------------------------------------ ------------------------------------------------
CE (simultaneous eng): merge prod design+mfg. Hroizon 1 oppor:improvement/extension/variants
- more accurate $ estimates (60-95% in design) Horizon 2 oppor:push out into less-known
- more precise def. of prod w/o late changes Horizon 3 oppor:attempt to exploit oppor
Oppor ident process: charter,generate oppor,
- mfg+assmbly design in early stages
screening oppor,develop,select exceptional
- less engineering changes (65-90%)
oppor,reflect on results
- well-def. prod. dev. Innov. charter:goals+BCs, broader than mission
- decrease prod dev time (30-70%) statements
- design details centralized, // tasks Generate: internal+external sources of oppor.
- decrease TTM = improved prod+reduce cost (20-90%) Reporting relationship: supervisor/subordinate
financial arrangement: linked by financial entity Screening: web survey (>10 judgements)+workshops
- teams work concurrently instead of conseq. dev:customer interviews,testing of existing prods,
Physical layout: sharing office/floor etc.
- triple constraint: Quality,schedule,cost concept gen.,quick prototypes, market and growth
Roles: general manager-marketing-design-mfg-Quality-
- three key factors: Good, quick, cheap purchasing-customer service estimates
- cross-func. teams (communication=crucial) Phases: Know-how>demonstration>optimization>stabilization> Select:real-win-worthit
- emphasis on problem solving realization>production - is oppor real? real market for prod?
- trade-offs in cost+design better considered Functional org.:links due to similar fnc. - can you win? better execution?comeptitive adv?
- higher quality (200-600%) - strengths: strong specialization+expertise - worth it financially? have enough resources?
- productivity increases (20-110%) - weakness: coord across fncs slow reflect:how many internal/external? how many oppor?
Not warrented when: simple product, or change increment - example: customized prods was charter too norrow? was filtering criteria
is marginal - Issues:integration of fncs to achieve goal based?
CE key elements: design for : Cost, Project org.: links due to same project Product planning principles:
manufacturabiltiy/assembly,serviceability,compliance - sources of prod oppor.
- strengths: optimal resource alloc. tradeoffs eval quick
(customer reqs) [Keep it simple] - oppor tournaments + filtering
- weakness:weaker cutting edge fnc capability
- make prod easy to mfg - down selection(funneling) during PD
- example:start-ups,firms in highly dynamic market
- make prod easy to assbly - platform dev
- Issues:maintain fnc expertise, sharing knowledge proj-
PLC:Design,Build+test(recurrent $),customer supp. - tech evolution
proj
---------------------------------------------------- - project portfolia balancing
Teams: forming>storming>Nurturing>Performing>adjourning Matrix org:hybrid of project/functional
- Lightweight:weaker project link,more fnc - resource alloc.
Groups: several indivs within proximity, team: working - project launch
towards common purpose ○ strength: single proj mnger, maintain dev of
Successful team:leadership, contribution, communication, specialization
creativity, relationship,planning ○ weakness:need more mgm+admins
Indiv atributes: attendance, personality, responsible, ○ example:derived prod (auto,elec,aero)
ability,creativity - Heavyweight:more project link, less fnc
Design factors: $,performance,aesthetics,reliability... - Issues: balance of fnc+project, evaluating performances
Int'l factor: digital comm., teams never meet irl How to choose: How important is corss-fnc integration?//How
Work package: subelement of task needs to be done to do important is functional expertise for success?//can indivs
objectives of task from each fnc be fully used for duration of proj?//how
Prod dev projects: NP platforms, derivitive prod,
Customer needs: identify needs, latent/hidden important is dev speed?
incremental improvement to existing prod,
needs,justidy prod specs,archives of needs in dev Oppurtunity Identification: knowledge of tech + knowledge of
fundamentally new prod
process,articulate needs to team market
Effective oppor tournament: generate large ## oppor.,seek - NP :new family of prod on new platform
- explicit:known+understood - derivitive prod: extend exisitng prod to other
- unfulfilled: difficult to address high quality,create high variance in quality of oppor.
PPP Prod planning process: market using existing platform
- latent: unaddressed, not expressed widely - Incremental: modify prod to extend market life
Lead/extreme users: special needs - identify oppor: marketing+sales,customers,
- eval+prioritize: competitive strategy, market - fundamentally new FNP: new prod different from
mainstream users: common needs existing
1. gather raw data:interview,observe,focus group segmentation, tech trajectory, prod platform plan, eval
FNP oppor PPP (cont'd):
(recording,notes,still photography) • prod dev projects based on org competitive
2. intepret data:functions,positive phrasing,needs as ○ strategies: tech leadership, cost leadership,
customer focus, imitative strategy,tech trajectory,prod platform plans
attributes (avoid MUST/SHOULD)
○ market segment using prod segment map:consider • balanced protfolio: investments in breeakthrough
3. organize data (primary needs,secondary...) prods,new platforms, derivitives,current prod
4. establish relative importance: number of comeptitors actions,strength of existing prods
○ tech trajectories:when to adopt new basic tech in supports
responses/catagory,assign hierarchy
5. reflect on results+process prod line (S Curve = time/performance+cost) • aggregate planning ensures project has enough
Caveats: capture "WHAT" not how, meet customer in ○ product platform planning using tech roadmap:diagram resources for successful completion
environment,collect visuals/verbal/textual data,props with key functional elements and sequemnce tech --------------------------------------------------
will simulate responses,interviews more expedcted to implement over time Measure KPI:prod dev schedule length,meeting
effective,interview all stakeholders/lead users,survey to (evaluating+prioritizing projects) schedules,meeting budget,reduce design iteration
quanitfy tradeoffs ○ eval FNP oppor: market size,growth rate,comp. Continuous Improvement: View process as whole,small
intensity,knowledge market/tech... changes constantly,evolving steps,atomate
○ Balancing protfolio:Prod balance change matrix measure+analysis,6sigma capability assess.
(extent of prod change//extent of prod process Stages: Project identification>scope>reqs+analysis>
change) system design>dev. planning
- alloc resources+plan timing:aggregate resource Scope:time,$,effort estimate for execs information
planning,prod timing,TRL,market reasiness,comp. Req+Analysis: build+validate model based on problem
- Pro-proj planning(CORE team): prod vision statement def.+customer needs
○ mission statements:1 sentence desc of prod, System design: technical sol meeting customer need
proposition,key business goals, Dev planning: define work plan for implementing soln
assumptions+constraints guiding dev, stakeholders
MIAE 380 - CS Page 1
TRL: tech readiness lvl (1=research) Cost>prod $ environment>org infrastructure>
3 innovation challenges: "desirable","viable","feasible" design/eng/mfg tools>staff experience
MIAE 380 - Midterm cs Success in prod dev: prod quality/$/time +dev time/ DFM(design-for-mfg): meet desired specs+optimizing
$/capability design through prod system
Design Intent: dev. reliable product for function, Interdisciplinary: marketing,design, Mfg DFMA:simplify prod to reduce assbly+mfg,improve
mfg., assmbly, servicing attributes: creation,indiv needs,team diversity, team spirit assbly efficiency, -$
Dev process useful: quality assur (checkpts), coordination) DFA(design-for-assbly): conflicts with DFM
Changes in competitive envr.:
roles), planning (milestones),mgm(assess KPI), improvement -----------------------------------------------
- evolving tech
(documentation) Planning+schedulesZ+resources: GANTT chart (crit
- complex prods Planning phase output=mission statement path MTD)
- consumer demand conclusion of prod dev=prod launch
- TTM : must not compromise quality ------------------------------------------------------------
- Cost competitivness PLC:intro>growth>maturity>decline
- global trends Intro: little profit, ensure growth, otherwise withdraw
Globalization: Mergers&acquisitions, Shared RnD Growth: +profits, increase output+market shares
resources, outsourcing, global collabs Maturity:intense competition,marketing spending
Strategic plan: Identify mission, Decline: market shrink,-profit,control stock, -prod $
strength+weaknesses,lontrange business obj, market Benchmarking:comparing business processes and performance
segment, formal process for selecting metrics to industry bests. Time,Quality,Cost
product,identify tactical issues, projected profit. - Generic(market pull)prods: market oppurtunity (sports, activity relationships: sequential+ // +coupled
------------------------------------------------- furniture...) PERT (crit path MTD): dependencies+timing
Product dev: customer+CE for design approach - Tech-push prods:start with new tech (gore-tex,tyvek Design struct. matrix DSM: r epresent+analyze task
Quality control:high competitive edge envelop) dependencies [vertical = transfer info to,
DMAIC: define,measure,analyze,improve,control => horizon=require info from)
- Platform prods:built around established (computer,
process for implementing quality+process improv.
printer)
DMC: Design, mfg., Control
- Process intensive prods: highly constraint by prod
-------------------------------------------------
Material Selection: Ashby's MTD = Function, process (food,chemicals...)
geometric., material specs - customized prods: slight variations on existing
(mapping properties ie. Modulus-Density chart) (batteries, motors)
Classify processes: Kingdom,family - Highrisk prod:tech/market uncertainty = risk
(Joining,shaping,finishing, class, member, (pharma,space)
Attributes - Quick-build prods: rapid model+prototype
Cost: Material,capital,time,energy,information (clothing,furniture)
- Digital prods: higly iterativr D-B-T process
(apps,websites)
- Prod-service systems: prod+service dev. together
(restaurants,apps)
- Complex systems: several subsystems (airplanes,vehicles) Lead time:task should proceed but can be started
CAM: mfg. Planning (prod+inventory planning) Advantage of AM: func,structure,material,geo complexity before
+control(process monitoring, quality, inventory) slack/float:time task can be extended before
Marketing>design>mfg.>production affecting
NOTE: $ x10 for every suceeding lvl lagtime:min time between finish+start of task
Traditional design cons (result = delayed market entry: Earned val (EV)+ Actual cost (AC) + Planned val(PV)
- minimal understanding of customer reqs Scheduled cost (SC) + Cost variance (CV)
- poor communication within groups CV=EV-AC // SV=EV-PV // CPI=EV/AC // SPI= EV/PV
- loosely defined guidelines/process PV=Budget cost work scheduled (BCWS)
- integrated lessons learnt database missing EV=Budget cost work performed (BCWP)
- last minute changes= mfg. issues, waste $ AC=actaul cost work performed (ACWP)
NOTE: 6mo delay in market entry = -33% profit - CV used to raise ref flags early on
------------------------------------------------ ------------------------------------------------
CE (simultaneous eng): merge prod design+mfg. Hroizon 1 oppor:improvement/extension/variants
- more accurate $ estimates (60-95% in design) Horizon 2 oppor:push out into less-known
- more precise def. of prod w/o late changes Horizon 3 oppor:attempt to exploit oppor
Oppor ident process: charter,generate oppor,
- mfg+assmbly design in early stages
screening oppor,develop,select exceptional
- less engineering changes (65-90%)
oppor,reflect on results
- well-def. prod. dev. Innov. charter:goals+BCs, broader than mission
- decrease prod dev time (30-70%) statements
- design details centralized, // tasks Generate: internal+external sources of oppor.
- decrease TTM = improved prod+reduce cost (20-90%) Reporting relationship: supervisor/subordinate
financial arrangement: linked by financial entity Screening: web survey (>10 judgements)+workshops
- teams work concurrently instead of conseq. dev:customer interviews,testing of existing prods,
Physical layout: sharing office/floor etc.
- triple constraint: Quality,schedule,cost concept gen.,quick prototypes, market and growth
Roles: general manager-marketing-design-mfg-Quality-
- three key factors: Good, quick, cheap purchasing-customer service estimates
- cross-func. teams (communication=crucial) Phases: Know-how>demonstration>optimization>stabilization> Select:real-win-worthit
- emphasis on problem solving realization>production - is oppor real? real market for prod?
- trade-offs in cost+design better considered Functional org.:links due to similar fnc. - can you win? better execution?comeptitive adv?
- higher quality (200-600%) - strengths: strong specialization+expertise - worth it financially? have enough resources?
- productivity increases (20-110%) - weakness: coord across fncs slow reflect:how many internal/external? how many oppor?
Not warrented when: simple product, or change increment - example: customized prods was charter too norrow? was filtering criteria
is marginal - Issues:integration of fncs to achieve goal based?
CE key elements: design for : Cost, Project org.: links due to same project Product planning principles:
manufacturabiltiy/assembly,serviceability,compliance - sources of prod oppor.
- strengths: optimal resource alloc. tradeoffs eval quick
(customer reqs) [Keep it simple] - oppor tournaments + filtering
- weakness:weaker cutting edge fnc capability
- make prod easy to mfg - down selection(funneling) during PD
- example:start-ups,firms in highly dynamic market
- make prod easy to assbly - platform dev
- Issues:maintain fnc expertise, sharing knowledge proj-
PLC:Design,Build+test(recurrent $),customer supp. - tech evolution
proj
---------------------------------------------------- - project portfolia balancing
Teams: forming>storming>Nurturing>Performing>adjourning Matrix org:hybrid of project/functional
- Lightweight:weaker project link,more fnc - resource alloc.
Groups: several indivs within proximity, team: working - project launch
towards common purpose ○ strength: single proj mnger, maintain dev of
Successful team:leadership, contribution, communication, specialization
creativity, relationship,planning ○ weakness:need more mgm+admins
Indiv atributes: attendance, personality, responsible, ○ example:derived prod (auto,elec,aero)
ability,creativity - Heavyweight:more project link, less fnc
Design factors: $,performance,aesthetics,reliability... - Issues: balance of fnc+project, evaluating performances
Int'l factor: digital comm., teams never meet irl How to choose: How important is corss-fnc integration?//How
Work package: subelement of task needs to be done to do important is functional expertise for success?//can indivs
objectives of task from each fnc be fully used for duration of proj?//how
Prod dev projects: NP platforms, derivitive prod,
Customer needs: identify needs, latent/hidden important is dev speed?
incremental improvement to existing prod,
needs,justidy prod specs,archives of needs in dev Oppurtunity Identification: knowledge of tech + knowledge of
fundamentally new prod
process,articulate needs to team market
Effective oppor tournament: generate large ## oppor.,seek - NP :new family of prod on new platform
- explicit:known+understood - derivitive prod: extend exisitng prod to other
- unfulfilled: difficult to address high quality,create high variance in quality of oppor.
PPP Prod planning process: market using existing platform
- latent: unaddressed, not expressed widely - Incremental: modify prod to extend market life
Lead/extreme users: special needs - identify oppor: marketing+sales,customers,
- eval+prioritize: competitive strategy, market - fundamentally new FNP: new prod different from
mainstream users: common needs existing
1. gather raw data:interview,observe,focus group segmentation, tech trajectory, prod platform plan, eval
FNP oppor PPP (cont'd):
(recording,notes,still photography) • prod dev projects based on org competitive
2. intepret data:functions,positive phrasing,needs as ○ strategies: tech leadership, cost leadership,
customer focus, imitative strategy,tech trajectory,prod platform plans
attributes (avoid MUST/SHOULD)
○ market segment using prod segment map:consider • balanced protfolio: investments in breeakthrough
3. organize data (primary needs,secondary...) prods,new platforms, derivitives,current prod
4. establish relative importance: number of comeptitors actions,strength of existing prods
○ tech trajectories:when to adopt new basic tech in supports
responses/catagory,assign hierarchy
5. reflect on results+process prod line (S Curve = time/performance+cost) • aggregate planning ensures project has enough
Caveats: capture "WHAT" not how, meet customer in ○ product platform planning using tech roadmap:diagram resources for successful completion
environment,collect visuals/verbal/textual data,props with key functional elements and sequemnce tech --------------------------------------------------
will simulate responses,interviews more expedcted to implement over time Measure KPI:prod dev schedule length,meeting
effective,interview all stakeholders/lead users,survey to (evaluating+prioritizing projects) schedules,meeting budget,reduce design iteration
quanitfy tradeoffs ○ eval FNP oppor: market size,growth rate,comp. Continuous Improvement: View process as whole,small
intensity,knowledge market/tech... changes constantly,evolving steps,atomate
○ Balancing protfolio:Prod balance change matrix measure+analysis,6sigma capability assess.
(extent of prod change//extent of prod process Stages: Project identification>scope>reqs+analysis>
change) system design>dev. planning
- alloc resources+plan timing:aggregate resource Scope:time,$,effort estimate for execs information
planning,prod timing,TRL,market reasiness,comp. Req+Analysis: build+validate model based on problem
- Pro-proj planning(CORE team): prod vision statement def.+customer needs
○ mission statements:1 sentence desc of prod, System design: technical sol meeting customer need
proposition,key business goals, Dev planning: define work plan for implementing soln
assumptions+constraints guiding dev, stakeholders
MIAE 380 - CS Page 1
