Chapter 2: Development
Processes and Organizations
Lecturer: Dr. Juhaini Jabar
[email protected] Product Design and Development
Fourth Edition
by Karl T. Ulrich and Steven D. Eppinger
Awards offered for BPTT 3153
1. Best individual assignment
2. Best group assignment
3. Best group presentation (slides, languange
coordination, Q&A, time management)
4. The most proactive individual
5. The most proactive group
• Groups will be assessed during class.
• 30 minutes will be given in each class for group
discussion.
Tyco International
• http://www.te.com/default.aspx
• Leading manufacturer of sensors and controls
– Wireless security alarm system control panel
Questions to address new product
development issues
1. What are the key product development activities
that must be included in every project?
2. What project milestones and review gates can be
used to manage the overall development process by
phases?
3. Is there a standard development process that will
work for every operating division?
4. What role do experts from different functional areas
play in the development process?
5. Should the development organisation be divided into
groups corresponding to projects or to technical and
business functions?
Well-defined development process
• Quality assurance
– Assuring quality of the end product – E.g. ISO
standards
• Coordination
– Roles of members defined
• Planning
– Milestones for project
• Management
– Benchmarking planning vs. performance by managers
• Improvement
– Review of progress and performance
The product development process
0. Planning
2. Concept development
– Concept of the product vs. target market
3. System-level design
– Preliminary design of key components
4. Detail design
– Control documentation – drawings describing geometry of each
component
5. Testing and refinement
– Prototypes –construction and evaluation of multiple preproduction
versions of the product
– Alpha and beta prototypes
6. Production ramp-up
– Produced for preferred customers to identify remaining flaws
The generic product development
process (p. 14)
Planning Concept System- Detail Testing and Production
development level design refinement Ramp-up
design
Concept development: The front-end
process
Identifying customer needs
Establishing target specifications
Concept generation
Concept selection
Concept testing
Setting final specifications
Project planning
Economic analysis
Benchmarking of competitive products
Modelling and prototyping
Front-end activities comprising the
concept development phase (p. 16)
Adapting the generic product
development process
• Generic (market-pull) products
– Sporting goods, furniture, tools…
• Technology push products
– Gore-Tex rainwear, iBOT
– http://www.youtube.com/watch?v=gMCc-9PMVY8&feature=related
• Platform products
– Consumer electronics, computers, printers…
• Process-intensive products
– Snack foods, breakfast cereals, chemicals,
semiconductors…
• Customized products
– Motors, switchers, batteries, containers
• High-risk products
– Pharmaceuticals
• Quick-build products
– Software, cellular phones
• Complex system
– Airplanes, jet engines, automobiles
Product development process flows
• Product development process generally
follows a structured flow of activity and
information flow
Product development process flows (p. 22)
Product development organisations
• Organisations are formed by establishing links
among individuals
– Reporting relationships – supervisor &
subordinate (formal)
– Financial arrangements – linked by same financial
entity
– Physical layout – share the same building/space
(informal)
• Organisational links may be aligned with
functions, projects, or both
Choosing an organisational structure
• How important is cross-functional integration?
• How critical is cutting-edge functional
expertise to business success?
• Can individuals from each function be fully
utilised for most of the duration of a project?
• How important is a product development
speed?
Distributed product development
teams
• Access to information about regional markets
• Availability of technical expertise
• Location of manufacturing facilities and
suppliers
• Cost saving through lower wages
• Outsourcing to increase product development
capacity
• View p. 29 – Characteristics of different
organisational structures
