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2 Development Processes and Organizations

This document discusses product development processes and organizations. It provides an overview of common development stages like concept design, architectural design, and detailed design. It also discusses different types of organizational structures for product development like functional, project-based, and matrix structures. The document outlines generic development processes and gives examples from companies like Tyco. It discusses variants of development processes for different types of products and lists traditional design methods.

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108 views

2 Development Processes and Organizations

This document discusses product development processes and organizations. It provides an overview of common development stages like concept design, architectural design, and detailed design. It also discusses different types of organizational structures for product development like functional, project-based, and matrix structures. The document outlines generic development processes and gives examples from companies like Tyco. It discusses variants of development processes for different types of products and lists traditional design methods.

Uploaded by

Civer
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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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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