1. 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

2. 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

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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