Tahapan Pengembangan Disain

Produk (Bagian 2)
TK 4095 Disain Produk Industri
Semester Ganjil 2017/2018
Program Sarjana Teknik Kimia(Kelas C)
Value-Chain Analysis
The capturing or realization of the potential economic value
of a new product, in the face of competition, is crucial to the
success of the new-product-development team.
During the concept stage, the team needs answers to the
following related questions:
Should we sell products and/or services? Note that Apple
does both. New customers can subscribe to AT&T phone
service through the iTunesTM application.
How should we protect the competitive advantage
expressed in the value-proposition statement?
How far along the value chain should we go to capture the
maximum value?
Value-Chain Analysis
A value chain in a business is comprised of activities
or functions in the creation and delivery of a
product(s) to its end users.
These are classified as primary, that is, directly
needed in the production and delivery of the
product(s), and secondary, that is, supporting
activities not directly involved.
Value-Chain Analysis
Customer Requirements
The needs and the process of obtaining them became known
as the voice of the customer (VOC).
Marketing, sales, and technical service personnel have been
added to product-development teams today to capture the
VOC.
The process of obtaining the VOC often involves primary and
secondary research.
In secondary research, no customers are contacted and
interviewed, but rather, general market requirements are
collected through market studies and analyses.
The secondary research provides the voice of the market
(VOM), a more generic assessment of customer needs.
Customer Requirements
The principal steps of their process to obtain the VOC
involve:
a) selecting customers,
b) preparing questionnaires,
c) conducting customer interviews,
d) processing and analyzing customer needs, and
e) translating the customer needs into product
requirements
Customer Requirements
Product Requirements
Product requirements using a more technical
language involving quantitative and measurable
variables.
The House of Quality (HOQ), also known as the
Quality Function Deployment (QFD), relates the
various requirements (customer, product,
manufacturing) to one another.
When first formulated, in the concept stage, the
HOQ relates the customer requirements to the
overall product requirements.
Product Requirements
In general, an HOQ consists of six blocks:
Block A is associated with the customer requirements,
Block B is associated with the quantitative and measurable
technical requirements.
Block C is the relationships between the customer and
technical requirements.
Block D, the synergies and conflicts among the technical
requirements.
Block E gives weighting factors for the customer
requirements, and
Block F represents the capabilities of the competitors in
fulfilling the customer requirements
Product Requirements

Elemen of a House of Quality

Product Requirements
The customer requirements are categorized as
fitness-to-standard (FTS) or new-unique-and-
difficult (NUD).
The direction of fulfillment of the NUD requirements
is shown with a (+) rating indicating that as the
technical requirement increases, it better fulfills an
associated technical requirement.
Similarly, a (-) rating indicates the opposite effect.
Product Concepts
Product concept is a potential solutions that satisfy
the NUD and FTS requirements.
A multifunctional product-development team creates
the solution concepts, with the team comprised of
multidisciplinary personnel, including:
Scientists and engineers who have developed the
underlying technologies likely to be used in the
new product.
Development engineers in related fields.
Product Concepts
Senior manufacturing engineers, such as those
who developed previous generations of the
product.
Technical- and customer-service personnel who
worked on previous generations of the product, or
who have extensive experience in handling
technical problems and customer concerns.
Marketing and sales personnel.
Supply-chain specialists.
Health, safety, environmental, and regulatory
specialists.
Product Concepts
Pugh matrix in which each solution concept (partial
and complete) is judged against a reference solution,
is useful for screening purposes in generating new
solution concepts.
Opportunity Assessments
In the concept stage, product-development teams
normally focus on assessing their product
opportunities by carrying out preliminary product
cost estimates and risk analyses.
Porter Five-Forces Analysis is a competitives analysis
commonly focuses on the competition forces within
markets or industries.
Opportunity Assessments
In the concept stage, product-development teams
normally focus on assessing their product opportunities
by carrying out preliminary product cost estimates and
risk analyses.
Porter Five-Forces Analysis is a competitive analysis
commonly focuses on the competition forces within
markets or industries.
Intellectual-Property Analysis is used to assess technical
competitiveness, to forecast technological trends, and to
plan for potential competition from disruptions and
displacements by new technologies, all of which are
important when developing a new product
 FEASIBILITY STAGE
The second stage of the Stage-GateTM Product-
Development Process is the feasibility stage.
The main objectives of this stage are to
validate the superior concept(s) generated
during the concept stage against the customer
requirements, and to build the business case
for the project.
 FEASIBILITY STAGE
The key deliverables are:
1) an assessment of the extent to which the
superior concepts fulfill the customer
requirements,
2) a business case for capturing the potential
economic value of the product in the face of
competition, and
3) a base-case process flow diagram, when
applicable, especially for the design of basic
chemical products.
 FEASIBILITY STAGE
This stage involves the generation of product
prototypes, their evaluation by the customers,
customer feedback, and the redesign of superior
concepts.
In so doing, the business case is revised, as is the
competitive analysis. The team prepares a complete
business proposal, together with its
recommendation.
At this gate, the management team decides whether
to further invest or abandon the project.
 DEVELOPMENT STAGE
The main objective of this stage is to fully develop
the product, ensuring that it is manufacture and
delivers the promised value proposition to its
customers.
Detailed design, equipment-sizing, profitability
analysis, and optimization are carried out at this
stage.
The key deliverables are the product specifications,
the manufacturing feasibility assessment, and the
detailed process designespecially for the basic
chemical products.
 MANUFACTURING STAGE
The main objective of this stage is to develop a
process to manufacture the product that meets the
product specifications set in the development stage.
The key deliverables are the manufacturing process
and its long-term capability for consistently
producing the product.
This stage involves the development of a
manufacturing process that consistently produces
the product according to specifications, including a
quality-control protocol.
 PRODUCT-INTRODUCTION STAGE
The last stage of the SGPDP is the product-
introduction stage.
The main objective of this stage is to prepare a
product-launch plan that includes product literature
containing the final product specifications, pricing
strategy, branding strategy, advertisements, and
new-product-announcements.
In addition at this stage, the product inventory is
normally built for about two months of sales.
The key deliverables are the product introduction
plan and the product inventory.
 PRODUCT-INTRODUCTION STAGE
Pricing strategy is a key consideration in launching a new
product(s), as it is a major factor in positioning the product(s) in
the market.
There is no simple recipe to set prices, several steps are
involved:
Develop a marketing strategy by performing a market analysis, which
involves market segmentation, targeting, and positioning.
Estimate the demand curve, that is, the relationship between the sales
volume and the product price. Clearly, lower prices usually lead to
higher sales volumes. For existing products, estimates of sales volumes
at prices below or above the current price indicate the price elasticity.
With inelastic demand, price increases are feasible.
Calculate the unit cost, including the fixed and variable costs, in
manufacturing the new product. The unit cost sets the lower bound on
the product price and determines the profit margin at higher prices.
 PRODUCT-INTRODUCTION STAGE
There is no simple recipe to set prices, several steps are
involved (continued):
Understand the environmental conditions to evaluate competitive
responses and legal constraints. Prices set too low may invite an
undesirable response such as a price war, while prices set too high may
induce new competitors to enter the market. Legally, firms are not free
to price products at any level. At the low extreme, firms may be accused
of predatory pricing for a global product. Also, prices should be uniform
to prevent allegation of price discrimination.
Set pricing objectives, for example, profit maximization, revenue
maximization, sales volume maximization, profit-margin maximization,
or price stabilization.
 PRODUCT-INTRODUCTION STAGE
To set prices that achieve the various pricing
objectives, several strategies are commonly used:
Cost plus pricing, where the price is set at the unit cost plus
a desired profit margin.
Target return pricing, where the price is set to achieve a
specified return on investment (ROI).
Value-based pricing, where the price is set at the effective
value to the customer relative to alternative products.
Psychological pricing, where the price is set based on
product quality at an acceptable price point, which the
consumer perceives to be a fair price.