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

Every project must make two important decisions about the way they will carry out their product development. 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

What is a Structured approach to Design? 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

What role do “milestones” play in organizing a project? 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

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

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

Develop a “body of facts” about the proposed product concept. Generic Phase/Gate Process Phase 1 Concept Development Phase 2 Phase 5 Phase 4 Phase 3 System-Level Design Detail Testing and Refinement 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

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

Unstable Strategy!! Assumptions Changed!! What happens when Assumptions prove to be invalid? Strategy or Solution Assumptions Changed!! Unstable Strategy!! Body of Facts - BOFs Fall 2009

Define the proposed product architecture, Generic Phase/Gate Process Phase 1 Concept Development Phase 2 Phase 5 Phase 4 Phase 3 System-Level Design Detail Testing and Refinement 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

Start full scale development of the product, Generic Phase/Gate Process Phase 1 Concept Development Phase 2 Phase 5 Phase 4 Phase 3 System-Level Design Detail Testing and Refinement 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

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

Production Ramp-up: complete documentation, Generic Phase/Gate Process Phase 1 Concept Development Phase 2 Phase 5 Phase 4 Phase 3 System-Level Design Detail Testing and Refinement Production Ramp-up 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

Introduction to PLC Revision 6.0 Product Development Process Opportunity Proposal Concept Phase Review Feasibility Development Qualification Ramp-up Phase Ramp-Up 2.1 Prelim. Integrated Program Plan 3.1 Integrated Program Plan 3.2 Product Requirement 3.3 System Design 5.2 Beta Test IPP Updates Phase Review Presentations 6.1 Introduction Implementation 4.1 Introduction Planning 4.10 Engineering Verification Test 5.1 Alpha Test 4.3 Software Development 4.2 Hardware Development 4.5 Test Planning and Development 4.6 Manufacturing Development 5.4 Pilot Production 6.2 Production Ramp-Up 4.9 Customer Satisfaction Development 4.8 Technical Publications 6.3 Customer Satisfaction Implementation 4.7 Supply Chain and Logistics Development 5.3 Design Verification Test 4.4 Subsystem Development Product Launch Production & EOL Phases 8.1 End Of Life EOL 7.1 Product Improvement Fall 2009

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

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

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

ECEn 490 Control Documents Identify Customer Needs Establish Target Specs Analyze competitive Products Generate Product Concepts Select a Concept Refine Perform Economic Analysis Plan Remaining Development Project FSD CES 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 1st phase, and only updated in later phases.) Fall 2009

Relationship between the key factors of product development There are three factors that control product development: 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

C=F/T 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

C=F/T The key parameters of Development …and, keep product features…. “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!’” Product Features-F C=F/T …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

C=F/T The key parameters of Development Or…. …you will need to “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 Product Features-F …you will need to cut product features Development time-T Or…. Development cost-C If you want to maintain time-to-market... ..and your budget just got cut... Fall 2009

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

Summary Companies are in the business to make money Successful companies consistently out-engineer 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

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