Fall 2009 1

Development Processes and Product Planning

Phase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-up

Fall 2009 2

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

1. What is the Product Development Process and

2. 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 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

Development Phase

Introduction to a Phase/Gate development process

Activities

A

BC

D

E

CheckpointMeeting

Proceed to next phase

1

CancelProject

3

RedirectProject

2

Fall 2009 6

Tested, pilotedand introduced

Plans

Designs

Development

PrototypesThe pattern of ProductDevelopment

Product Development Process

Fall 2009 7

Generic Phase/Gate ProcessPhase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-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

Assumptions can make or break a development project

Body of Facts - BOFs

Strategy or Solution

Critical Assumptions

The BOF is a collection of all the critical information that you know about your project.

Fall 2009 9

What happens when Assumptions prove to be invalid?

Body of Facts - BOFs

Strategy or Solution

Assumptions Changed!!

UnstableStrategy!!

Fall 2009 10

Generic Phase/Gate ProcessPhase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-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

Generic Phase/Gate ProcessPhase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-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

Generic Phase/Gate ProcessPhase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-up

Testing and Refinement: Do performance and reliability testing, build-test-fix-document cycles until product meets functional specifications.

Fall 2009 13

Generic Phase/Gate ProcessPhase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-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

OpportunityProposal

ConceptPhase Review

FeasibilityPhase Review

DevelopmentPhase Review

QualificationPhase Review

Ramp-upPhase Review

ConceptPhase

FeasibilityPhase

DevelopmentPhase

QualificationPhase

Ramp-UpPhase

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 Implementation4.1 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 analysisand Strategy

Technology development

Concept Development

Fall 2009 16

Phase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-up

Concept Development Phase

MissionStatement

IdentifyCustomer

Needs

EstablishTargetSpecs

Analyzecompetitive

Products

GenerateProduct

Concepts

Select aProductConcept

RefineSpecs

PerformEconomicAnalysis

PlanRemaining

DevelopmentProject

DevelopmentPlan

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.• etc.

Fall 2009 18

ECEn 490 Control Documents

IdentifyCustomer

Needs

EstablishTargetSpecs

Analyzecompetitive

Products

GenerateProduct

Concepts

Select aProductConcept

RefineSpecs

PerformEconomicAnalysis

PlanRemaining

DevelopmentProject

• 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.)

FSD CES FSD Schedule

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

Developmenttime-T

Developmentcost-C

ProductFeatures-FC=F/T

The key parameters of Development

Trade offs between the key product developmentfactors.

Fall 2009 21

Developmenttime-T

Developmentcost-C

ProductFeatures-FC=F/T

The key parameters of Development

If you want to reducedevelopment time...

You will need to increasedevelopment costs

…and, keep productfeatures….

“Marketing says that if we don’t get the product out sooner we will notbe the market leader, and by-the-way, ‘you can’t cut features!’”

Fall 2009 22

Developmenttime-T

Developmentcost-C

ProductFeatures-F

C=F/T

The key parameters of Development

If you want to maintaintime-to-market... ..and your budget

just got cut...

…you will need to cut product features

Or….

“You know how important Project X is to the company, we still need iton time, but I am having to cut your expenses to make the quarter!!”

Fall 2009 23

Developmenttime-T

Developmentcost-C

ProductFeatures-FC=F/T

The key parameters of Development

…and, it is going to takelonger to develop!!

Your budget isthe same...

…but we need to add a few features...

“The good news is that we haven’t cut your budget, but we still need to add auto-sensing to the product!!”

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

Developmenttime-T

Developmentcost-C

ProductFeatures-F

C=F/T

Control Documents support key factors

PFSD

FSD

CES

ScheduleFinal ProjectReports