Development Processes and Product Planning

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design Testing and Refinement Production Ramp-up Development Processes and Product Planning Fall 2014

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 2014

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. Text calls it a “Risk Management System” Why? Fall 2014

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 2014

1 Proceed to next phase 2 Redirect Project 3 Cancel Project Introduction to a Phase/Gate development process Activities Checkpoint Meeting A B C E D Development Phase Fall 2014

Prototypes Development Designs Ideas Product Development Process Tested, piloted and introduced The pattern of Product Development Fall 2014

Generic Phase/Gate Process Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design 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 2014

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 2014

Strategy or Solution Unstable Strategy!! Assumptions Changed!! Body of Facts - BOFs What happens when Assumptions prove to be invalid? “Assumptions killed us. Nothing worked as it was supposed to and engineering success takes a long time.” Fall 2014

Generic Phase/Gate Process Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design 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 2014

Generic Phase/Gate Process Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design 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 2014

Generic Phase/Gate Process Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design 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 2014

Generic Phase/Gate Process Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design 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 2014

Introduction to PLC Revision 6.0 Product Development Process Concept Phase Ramp-Up Phase Feasibility Phase Development Phase Qualification Phase Production & EOL Phases 3.1 Integrated Program Plan 2.1 Prelim. Integrated Program Plan • IPP Updates • Phase Review Presentations 4.1 Introduction Planning 6.1 Introduction Implementation 3.2 Product Requirement 5.1 Alpha Test 8.1 End Of Life 3.3 System Design 4.2 Hardware Development 4.10 Engineering Verification Test 4.3 Software Development 5.2 Beta Test 7.1 Product Improvement 4.4 Subsystem Development 5.3 Design Verification Test 4.5 Test Planning and Development 5.4 Pilot Production 6.2 Production Ramp-Up 4.6 Manufacturing Development 4.7 Supply Chain and Logistics Development 4.8 Technical Publications 6.3 Customer Satisfaction Implementation 4.9 Customer Satisfaction Development Development Phase Review Qualification Phase Review Concept Phase Review Feasibility Phase Review Opportunity Proposal Ramp-up Phase Review EOL Product Launch Fall 2014

Market analysis and Strategy Technology development  Concept Development Early phases of Product Development Fall 2014

Establish Target Specs Generate Product Concepts Identify Customer Needs Select a Product Concept Refine Specs Analyze competitive Products Plan Remaining Development Project Perform Economic Analysis Concept Development Phase Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept Development System-Level Design Detail Design Testing and Refinement Production Ramp-up Mission Statement Development Plan Concept Development Exhibit 2 Chapter 3 Ulrich & Eppinger Fall 2014

Notes from the past • We are happy that we are finished with this project and that it turned out so well. We learned so much this semester. … We learned a lot about teamwork, time management and ourselves. We learned about what it takes to go from an idea that a “customer” wants all the way down to a working prototype including design reviews along the way. The greatest thing we learned was that we could do it. We gained a lot of confidence from completing this senior project…. We came to understand now more than ever before what it means to rely on other people to accomplish a goal as we worked together as a team to get our project working. There are a couple things that we would do differently if we were to do it all again.We would take more scrupulous notes as we made decisions and changes to our design. Often times we would change our design and ask if it was better than what we had before, only to find out that we didn’t record data from the first simulation and so we’d have to do it over again. It would defiantly save time to take more careful notes. • Another thing we would change would be that we would be more aware of the schedule as the semester moved along. We learned this about halfway through the semester after missing our first couple major deadlines by weeks. When you are aware of the schedule and the deadlines in it, there is a much greater motivation than not being aware of deadlines. Basically things tend to get done on time when you know when they are supposed to be done by. This is a seemingly obvious lesson, but when you experience it and see the difference it will be easier to do in the future. We really enjoyed the fact that we were able to see this project to completion from beginning to end. That is something you rarely see as an undergrad and it was a great experience to have. Fall 2014

Notes from the past -Continued • “Also, organization and goals and meetings seem like a waste of time or a lot of busy work, but they can save a lot of time. People say that all the time, but I think for engineering it is really true. If at the beginning of the semester, our group could have seen us not finishing the project on time and the scrambling to get something to work, we would have done a better job of figuring things out sooner. In fact, I wish we had a time table from day 1.”…. • “I learned how important it is to keep accurate documentation. That includes keeping an up to date tracking record of progress being made and assignments. It is very easy to get side tracked and lose focus of the most important tasks that need to be completed.” • We took a brute force approach on our project. We thought if we ran through enough iterations of our hardware that we would come up with something that worked. That was the wrong approach to take. We should have tried to understand more in depth what each of the parts was doing and designed better tests to determine how well they were working. A more theoretical approach over a trial and error approach would have saved us a lot of time and effort Fall 2014

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 2014

Establish Target Specs Generate Product Concepts Identify Customer Needs Select a Product Concept FSD FSD Refine Specs Schedule CES Analyze competitive Products Plan Remaining Development Project Perform Economic Analysis ECEn 490 Control Documents • 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 2014

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 2014

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 2014

The key parameters of Development “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 2014

The key parameters of Development “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 Development cost-C If you want to maintain time-to-market... ..and your budget just got cut... Fall 2014

The key parameters of Development “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 2014

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 2014

PFSD FSD Schedule CES Final Project Reports Control Documents support key factors Product Features-F C=F/T Development time-T Development cost-C Fall 2014

Homework • Read Chapter 4, “Identifying Customer Needs” and/or read the lecture 4 notes. • Team Email assignment; • Develop the “Body of Facts” (all the information that you currently know about your project). • What are the key assumptions that you are making at the beginning of the project? Fall 2014

Development Processes and Product Planning