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MSE-415: Product Design. Chapter 3 Product Planning. Website. http://www.csun.edu/msem/ or http://www.csun.edu/~rsh12598/ Course Description – Syllabus Lecture notes and slides Additional readings. Lecture Objectives:. Syllabus Review Complete student bio-handouts

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mse 415 product design
MSE-415: Product Design

Chapter 3

Product Planning

website
Website

http://www.csun.edu/msem/

or

http://www.csun.edu/~rsh12598/

  • Course Description – Syllabus
  • Lecture notes and slides
  • Additional readings
lecture objectives
Lecture Objectives:
  • Syllabus Review
  • Complete student bio-handouts
  • Discuss types of product development projects
    • New product platforms
    • Derivatives of existing product platforms
    • Incremental improvements to existing products
    • Fundamentally new products
  • Discuss the Product Planning process
    • Identify opportunities
    • Evaluate and prioritize projects
    • Allocate resources and plan timing
    • Complete pre-project planning
    • Reflect on the results of the process
project planning
Project Planning
  • The Project Planning process takes place before:
    • a product development project is formally approved.
    • substantial resources are applied.
    • the larger development team is formed.
  • Product planning ensures that product development projects support the broader business strategy of the company and addresses:
    • What product development projects will be undertaken?
    • What mix of fundamentally new products, platforms, and derivative products should be pursued?
    • How do the various projects relate to each other as a portfolio?
    • What will be the timing and sequence of the projects?
project planning1
Project Planning
  • Each of the selected projects is then completed by a product development team. In order for the team to complete the project they need to know the following:
    • What market segments should be considered in designing the product and developing its features?
    • What new technologies (if any) should be incorporated into the new product?
    • What are the manufacturing and service goal constraints?
    • What are the financial targets for the project?
    • What are the budget and time frame for the project?
project planning2
Project Planning
  • So what is a project plan?
    • A project plan identifies the portfolio of products to be developed and the timing of their introduction to market.
    • Opportunities are identified from many sources including:
      • Marketing
      • Research
      • Customers
      • Current product development teams
      • Benchmarking of competitors
  • A project plan breaks projects into four types:
    • New product platforms
    • Derivatives of existing product platforms
    • Incremental improvements to existing products
    • Fundamentally new products
project planning3
Project Planning
  • New product platforms
    • Major development effort
    • Something totally new
      • Digital copier platform (instead of light-lens)
  • Derivatives of existing product platforms
    • Extension of an existing product platform to better address familiar markets with one or more new products.
      • A new light-lens copier.
  • Incremental improvements to existing products
    • Addition or modification of features on existing products in order to keep product line competitive.
      • A slight change to remedy minor flaws.
  • Fundamentally new products
    • Radically different products or production technologies.
discussion
Discussion
  • What is the difference between New Platforms and Fundamentally New Products?

Provide Examples

a typical project plan
A Typical Project Plan

Project

Product

Release

Value-lock: Lock Manufacturer

Key-type lock

New Platforms

Waterproof

Derivatives

Lubricated

CRES

Improvements

Bio-scan Type

Fundamentally

New

2006 2007 2008 2009 2010 2011

create a project plan
Create a Project Plan

Project

Product

Release

New Platforms

Break into groups and create a project

plan for a product of your choice.

Derivatives

Improvements

Fundamentally

New

2006 2007 2008 2009 2010 2011

project planning4
Project Planning
  • Inadequate coverage of target markets with competitive products.
  • Poor timing of market introductions of products.
  • Mismatches between aggregate development capacity and the number of projects pursued.
  • Poor distribution of resources, with some projects overstaffed and others understaffed.
  • Initiation and subsequent cancellation of ill-conceived products.
  • Frequent changes in the direction of products.
  • What happens if the organization does not carefully create the project plan?
project planning the process

Second Screen

Go to Development

Idea Screen

Complete

pre-project

planning

Go to Launch

Go to Testing

Product

development

process

Allocate resources

And plan timing

Evaluate and

prioritize projects

Identify

opportunities

Gate

2

Gate

1

Gate

3

Stage 2

Stage 3

Gate

5

Discovery

Gate

4

Stage 5

Stage 4

Stage 1

Build Business Case

Launch

Development

Testing & Validation

Scoping

Project Planning – The Process
  • The Project Planning Process
    • Identify opportunities
    • Evaluate and prioritize projects
    • Allocate resources and plan timing
    • Complete pre-project planning
    • Reflect on the results and the process
project planning5
Project Planning
  • Step 1: Identify Opportunities
    • Ideas for new products and/or features can come from:
      • Marketing and sales personnel
      • Research and technology development organizations
      • Current product development teams
      • Manufacturing and operations organizations
      • Current/potential customers
      • Third parties such as suppliers, inventors, business partners

Opportunities can be collected passively or actively.

project planning6
Project Planning
  • What are some active approaches to identify opportunities?
    • Document complaints about current products.
    • Interview lead users with attention devoted to innovations.
    • Consider new trends in lifestyles, demographics, and technology.
    • Systematically gather suggestions from current customers.
    • Carefully study competitors products. (Benchmarking)
    • Track the status of emerging technologies
project planning7
Project Planning
  • Step 2: Evaluate and Prioritize Projects
    • Competitive Strategy
    • Market Segmentation
    • Technological Trajectories
    • Product Platforms
project planning8
Project Planning
  • Competitive Strategy
    • An organization’s competitive strategy defines a basic approach to markets and products with respect to competitors.

Technology Leadership

Emphasis on basic R/D of new technologies and the deployment of these technologies.

Cost Leadership

Compete on production efficiency, either through economies of scale, superior manufacturing methods, low-cost labor, or better management.

Customer Focus

Close work with new and existing customers to assess their changing needs and preferences.

Imitative

Allow competitors to explore the market. Once a viable market is identified, firm quickly develops and launches product into that market.

project planning9
Project Planning
  • Market Segmentation
    • Divide the market into segments.
    • Evaluate which market segments current products cover.
    • Address which new products can best cover weakly covered market segments.
project planning10
Project Planning
  • Technological Trajectories
    • Used to evaluate when to make a transition from one technology to the next.

Maturity

Bio-scan

Product Performance

Rotary

Today

Time

project planning11
Project Planning

Product Platform Planning

Bio-scan

Voice-Recognition

What could some product derivatives be?

project planning12
Project Planning

Evaluating Fundamentally New Product Opportunities

  • Market Size (units/year x average price)
  • Market Growth Rate (%/year)
  • Competitive Intensity (# of competitors and their strength)
  • Depth of the firm’s existing knowledge of market.
  • Depth of the firm’s existing knowledge of technology.
  • Fit with the firm’s other products.
  • Fit with the firm’s other capabilities.
  • Potential for patents, trade secrets, or other barriers for competition.
  • Existence of a product champion within the firm.
project planning13
Project Planning

Product Process Change Matrix

Extent of Production Process Changes

Research and

New

Next

Single

Tuning and

No

Technology

Core

Generation

Department

Incremental

Process

Process

Process

Upgrade

Changes

Change

Development

Breakthrough

New

Development

Core

Product

Projects

Platform

Next

Development

Generation

Projects

Product

Bio-scan

Addition

Extent of Product Changes

to Product

Family

Derivative

Product

Development

Minor

Product

Enhancement

Current

No

Product/Process

Product

Support

Change

project planning14
Project Planning
  • Step 3: Allocate Resources and Plan Timing
    • It is likely that a firm cannot afford to invest in every product development opportunity in its desired balanced portfolio of projects.
      • Allocate Resources
      • Project Timing
project planning15

.

.

140%

120%

1

0

0

%

80%

60%

Manufacturing Engineering

Manufacturing Engineering

Manufacturing Engineering

40%

Electrical Engineering

Electrical Engineering

Electrical Engineering

C

U

o

p

a

a

a

n

c

y

z

t

t

t

i

i

i

l

i

Software/ Firmware

Software/ Firmware

Software/ Firmware

Mechanical Design

Mechanical Design

Mechanical Design

Industrial Design

Industrial Design

Industrial Design

20%

0%

Y

e

a

r

1

Y

e

a

r

2

Y

e

a

r

3

Project Planning

Allocate Resources

project planning16
Project Planning

Project Timing

  • Determining the timing and sequence of projects must consider
  • a number of factors:
    • Timing of product introductions
    • Technology readiness
    • Market readiness
    • Competition
project planning17
Project Planning
  • Step 4: Complete Pre-Project Planning
    • Core Team
      • Small, cross-functional team
    • Creates the Mission Statement
project planning18
Project Planning
  • Effective Mission Statement
    • Brief description of product.
    • Key business goals.
    • Target Market
    • Assumptions and constraints that guide the development effort.
    • Stakeholders
valu lock mission statement
Valu-Lock Mission Statement

Fill in information for mission statement.

  • Product Description
  • Key Business Goals

Primary Market

  • Secondary Markets
  • Assumptions and Constraints

Stakeholders

project planning19
Project Planning
  • Step 5: Reflect on the Results and the Process
    • What are some questions that should be asked at this step to assess the quality of both the process and the results?

See page 49

next week september 12 2007
Next WeekSeptember 12, 2007

Homework

  • Thought Question #1 on Page 52 of “Product Design and development”
  • Identify two (2) potential design and development ideas for use as a group project.
    • A brief, descriptive project title (2-4 words). This is critical!
    • The two (2) nearest competitors (existing solutions) and price.
    • A description of the product opportunity you have identified. Your description may include any of the following: Documentation of the market need, shortcomings of existing competitive products, and definition of the target market and its size.
    • Ideas can make a job; faster, safer, less labor intensive, less expensive, improve on an existing design, solve a problem, simplify a task, etc. But ultimately the product MUST be profitable.
    • Examples:
      • Can opener for someone with arthritis
      • Flashlight for firemen
      • Method for securing luggage when traveling
      • Tool to determine when a fruit/vegetable is optimal ripeness
      • Cell phone operated without fingers (used in cold weather)

Read Chapter 16 – Gantt, PERT charts, managing projects, etc