INTEGRATED PRODUCT AND PROCESS DEVELOPMENT

UNIT I

A. INTRODUCTION

1. Characteristics Of successful product development:

 Product Quality
 Product Cost
 Development time
 Development cost
 Development capability

2. Who designs and develop products:

 Marketing
 Design
 Manufacturing

3. Duration and cost of Product development:

4. The Challenges of Product development:

 Trade-offs
 Dynamics
 Details
 Time pressure
 Economics
Other intrinsic attributes:
 Creation
 Satisfaction of societal and individual needs
 Team diversity
 Team sprit

5. Organizational Realities:
  Lack of empowerment of the team
 Functional allegiances transcending project goals
 Inadequate recourses
 Lack of cross- functional representation on the project
team

B. DEVELOPMENT PROCESSES AND ORGANIZATIONS:

1. A Generic Development Process:

A development process is useful for the following reasons:

 Quality Assurance
 Coordination
 Planning
 Management
 Improvement

6. Six Phases of the generic Development process:

Phase 0: Planning
Phase 1: Concept Development
Phase 2: System level Design
Phase 3: Detail design
Phase 4: Testing and Refinement
Phase 5: Production Ramp- up
7. Concept Development: The front – end process:
Activities

1. Identifying customer needs

2. Establishing target specification
3. Concept generation
4. Concept selection
5. Concept testing
6. Setting final Specifications
7. Project planning
8. Economic analysis
9. Benchmarking of competitive products
10. Modeling and Prototyping

8. Adapting the Generic product development process

a) Technology- push products

b) platform products
c) process-Intensive products
d) customized products
e) High- Risk products
f) Quick- build products
g) complex systems

9. Product Development process Flows

 Generic Product Development process

 Spiral product Development process
 Complex systems Development process

10. The AMF Development process

---- Flow chart
11. Product development Organizations

Organizations are formed by establishing links among

individuals:

 Reporting relationships
 Financial arrangements
 Physical layout

12. Organizational links may be aligned with functions,

Project, or Both:

 Functional organization
 Project organization
 Matrix organization
1. Lightweight project organization
2. Heavyweight project organization

13. Choosing an Organizational Structure

Questions help guide the choice of organizational structure:

 How important is cross- functional integration?

 How critical is cutting-edge functional expertise to
business success?
 Can individuals from each functional be fully utilized
for most of the duration of a project?
 How important is product development speed?

10. The AMF Organization

 UNIT 2

A. PRODUCT PLANNING

1. The Product Planning Process:

The product plan identifies the portfolio of products to be
developed by the organizational and the timing of their
introduction to the market.

2. Four types of product development projects;

 New product platforms
 Derivatives of existing product platforms
 Incremental improvements to existing products
 Fundamentally new products

3. A five step process to develop product plan and mission

statements:

---------- Flow chart

Step 1: Identify opportunities

Step 2: Evaluate and prioritize projects

A. Competitive Strategy
 Technology Leadership
 Cost leadership
 Customer focus
 Imitative
B. Market Segmentation ------------ graph
C. Technological Trajectories-------- S curve
D. Product platform planning--------- Flow chart
E. Evaluating fundamentally new product opportunities
F. Balancing the portfolio
Step 3: Allocate resources and plan timing------Graph

A. Resource Allocation
B. Project timing
 Timing of product introductions
 Technology readiness
 Market readiness
 Competition
C. The product plan

Step 4: Complete Pre- project planning

 Mission statements
 Brief (one sentence) description of the product
 Key business goals
 Target markets) for the products
 Assumptions and constrains that guide the
development effort
 Stakeholders

 Assumptions and constrains

 Manufacturing
 Service
 Environment

 Staffing and other pro- project planning Activities

Step 5: Reflect on the result and the process

B. IDENTIFYING CUTOMERS NEED

FIVE STEPS:

Step1: Gather raw data from customer----- Graph

1. Methods used:
 Interviews
 Focus groups
 Observing the product in use

2. Choosing customers

3. Art of eliciting customer needs data

Some general hints for effective interaction with customer

 Go with the flow.

 Use visual stimuli and groups.
 Suppress preconceived hypotheses about the product
technology.
 Have the customer demonstrate the product and/or
typical tasks related to the product.
 Be alert for surprise and the expression of latent needs.
 Watch for nonverbal information.

4. Documenting interactions with customers

 Audio recording
 Notes
 Video recording
 Still photography
 Step 2: Interpret raw data in terms of customer needs

Guidelines:
 Express the need in terms of what the product has to do, not
in terms of how it might do it.
 Express the need as specifically as the raw data
 Use positive, not negative, phrasing.
 Express the need as an attribute of the product
 Avoid the word ‘must’ and ‘should’.

Step 3: Organize the needs into hierarchy

Procedure:
1. Print or write each need statement on a separate card or self-
stick note.
2. Eliminate redundant statements.
3. Group the cards according to the similarity of the needs they
express.
4. For each group, choose a label.
5. Consider creating super groups consisting of two to five
groups.
6. Review and edit the organized needs statements.

Step 4: Establish the relative importance of the needs.

Step 5: Reflect on the results and the process

 UNIT 3

A. PRODUCT SPECIFICATIONS

What are specifications?

When are specifications established?

 Target specifications
 Final specifications

Establishing Target specifications

Four step process:

Step 1: Prepare the list of metrics.

Guidelines:
 Metrics should be complete
 Metrics should be dependent, not independent, variables
 Metrics should be practical
 Some needs cannot easily be translated into quantifiable
metrics
 The metrics should include the popular criteria for
comparison in the marketplace.

Step 2: Collect competitive benchmarking information.

Step 3: Set ideal and marginally acceptable target values

Five ways to express the values of the metrics
 At least X
 At most X
 Between X and Y
 Exactly X
 A set of discrete values
Step 4: Reflect on the results and the process
Setting the final specifications

Five step process:

Step 1: Develop technical models of the product- flow chart

Step 2: Develop a cost model of the product (bill of materials)

Step 3: Refine the specifications; making trade- offs where

necessary.

---Graph --------

Step4: Flow down the specifications as appropriate.

Step 5: Reflect on the results and the process.

B. CONCEPT GENERATION

A FIVE STEP METHOD

------------- Flow chart

Step 1: Clarify the problem

 Decompose a complex problem into simpler sub problem

 Decomposition by sequence of user actions

 Decomposition by key customer needs

 Focus initial efforts on the critical sub problems.

Step 2: Search externally

 Interview lead users

 Consult experts
 Search patents
 Search published literature
 Benchmark related products

Step3: Search internally

Guidelines
1. Suspend judgment.
2. Generate a lot of ideas
3. Welcome ideas that may seem infeasible.
4. Use graphical and physical media.

Both individual and group sessions can be useful.

Hints for generating solution concepts.

1. Make analogies
2. Wish and wonder
3. Use related stimuli
4. Use unrelated stimuli
5. Set quantitative goals
6. Use the gallery method

Step 4: Explore systematically

 Concept classification tree

 Concept combination table
 Concept classification tree--------Flow chart

Four important benefits:

1. Pruning of less promising branches
2. identification of independent approaches to the problem
3. Exposure of inappropriate emphasis on certain branch
4. Refinement of the problem decomposition for a particular
branch.

Concept combination table---------- Table

Managing the exploration process

Step 5: Reflect on the results and the process

 UNIT 4

A. CONCEPT SELECTION

CONCEPT SELECTION:

Concept selection is the “process of evaluating concepts with

respect to customer needs and other criteria, comparing the relative
strengths and weaknesses of the concepts, and selecting one or
more concepts for further investigation, testing, or development”.

Methods used for choosing a concept----------- Diagram

 External decision
 Product champion
 Intuition
 Multivoting
 Pros and cons
 Prototype and test
 Decision matrices

Potential benefits of structured concept selection method:

 A customer- focused product

 A competitive design
 Better product- process coordination
 Reduced time to product introduction
 Effective group decision making
 Documentation of the decision process

Two stage concept selection methodology:

1. Concept screening
2. Concept scoring

Six step process in concept selection activity.

 (For both concept screening and concept scoring)

1. Prepare the selection matrix

2. Rate the concepts
3. Rank the concepts
4. Combine and improve the concepts
5. Select one or more concepts
6. Reflect on the results and the process

Caveats:
 Decomposition of concept quality
 Subjective criteria
 To facilitate improvement of concepts
 Where to include cost
 Selecting elements of aggregate concepts
 Applying concept selection throughout the development
process.

B. CONCEPT TESTING

Seven step method for testing product concepts:

1. Define the purpose of the concept test
2. Choose a survey population
Factors favoring a smaller sample size
Factors favoring a larger sample size
3. Choose a survey format
Formats commonly used in concept testing
 Face – to- face interaction
 Telephone
 Postal mail
 Electronic mail
 internet
4. Communicate the concept
Ways of communication
 Verbal description
 Sketch
 Photos and renderings
 Storyboard
 Video
 Simulation
 Interactive multimedia
 Physical appearance models
 Working prototypes

Issues in communicating the concept

5. Measure customer response

----purchase intent

Five response categories of the most commonly used

purchase intent:
1. definitely would buy
2. probably would buy
3. might or might not buy
4. probably would not buy
5. definitely would not buy
6. Interpret the results

The quantity of product expected to be sold during a

time period (Q)

Q=NxAxP
N = number of potential customers expected to make
purchases during the time period.

A = fraction of these potential customers or purchases

for which the product is available and the customer is
aware of the product.

P = probability that the product is purchased if available

and if the customer is aware of it.

P =(C definitely xF definitely ) + (C probably x F probably)

7. Reflect on the results and the process

 UNIT 5

PRODUCT ARCHITECTURE

1. DEFINITION:
The architecture of a product is the scheme by which the
functional elements of the product are arranged into physical
chunks and by which the chunks interact.
----- Physical elements
----- Functional elements
2. CHUNKS:
The physical elements of a product are typically organized into
several major physical building blocks called as chunks.

3. MODULAR ARCHITECTURE

4. INTEGRAL ARCHITECTURE

5. TYPES OF MODULARITY:
1. Slot – Modular Architecture
2. Bus - Modular Architecture
3. Sectional - Modular Architecture

6. IMPLICATIONS OF THE ARCHITECTURE

a. Product change
Motives for product change
 Upgrade
 Add-ons
 Adaptation
 Wear
 Consumption
 Flexibility in use
 Reuse
 b. Product variety
c. Component standardization
d. Product performance
e. Manufacturability
f. Product development management

7. ESTABLISHING THE ARCHITECTURE:

Steps:

1. Create a schematic of the product

2. Cluster the elements of the schematic
 Geometric integration and precision
 Function sharing
 Capabilities of vendors
 Similarity of design or production technology
 Localization of change
 Accommodating variety
 Enabling standardization
 Portability of the interfaces
3. Create a rough geometric layout
4. Identify the fundamental and incidental interactions

8. DELAYED DIFFRENTIATON
Two design principles are necessary conditions for
postponement.
 The differentiating elements of the product must be
concentrated in one or a few chunks
 The product and production process must be designed so
that the differentiating chunk(s) can be added to the
product near the end of the supply chain.

9. PLATEFORM PLANNING
 Differentiation plan
 Commonality plan
10. MANAGING THE TRADE- OFF BETWEEN DIFFERENTIATION
AND COMMONALITY.

Guidelines:
 Platform planning decisions should be informed by quantitative
estimates of cost and revenue implications
 Iteration is beneficial
 The product architecture dictates the nature of the trade –
off between differentiation and commonality.

11. RELATED SYSTEM LEVEL DESIGN ISSUES

 Defining secondary systems

 Establishing the architecture of the chunks
 Creating detailed interface specifications