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Chapter 2 - Development Process and Organizations

1. This chapter discusses product development processes and organizations. 2. It describes a generic 6-phase development process and how organizations can be structured around functions, projects, or both. 3. The key phases are planning, concept development, system design, detail design, testing and refinement, and production ramp-up.

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73 views

Chapter 2 - Development Process and Organizations

1. This chapter discusses product development processes and organizations. 2. It describes a generic 6-phase development process and how organizations can be structured around functions, projects, or both. 3. The key phases are planning, concept development, system design, detail design, testing and refinement, and production ramp-up.

Uploaded by

hisham_eyes
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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DMC 4532

PRODUCT DESIGN AND DEVELOPMENT

DEVELOPMENT PROCESS
AND ORGANIZATION
MUHAMAD ZAKI BIN YUSUP
 Is there a standard development process that
will work for every company?

 What role do experts from different functional


areas play in the development process?

 What milestones can be used to divide the


overall development process into phases?

 Should the development organization be divided


into groups corresponding to projects or to
development functions?

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
Learning Objective

At the end of this chapter, student should be able to:

 Explain what constitutes product development


organizations.

 Describe types of organizations that appropriate for


different settings.
settings

 Identify strengths and weaknesses of different


organizational.

 Describe how the project-


project-team structure can be
mapped onto the overall product development
CHAPTER 2: DEVELOPMENT
organization..
organization PROCESS & ORGANIZATION
2.1 A GENERIC DEVELOPMENT PROCESS

PRODUCT DEVELOPMENT PROCESS

is the sequence of steps an enterprise


employs to conceive (think), design and
commercialize a product

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.1 A GENERIC DEVELOPMENT PROCESS

Why USEFUL ?
1. Quality Assurance
- specifies the phases a development project
(assure a quality product)
2. Coordination
- acts as a master plan , defines the roles of each of the players
3. Planning
- the schedule of the overall development project.
4. Management
- benchmark for assessing the performance, can identify possible
problem areas
5. Improvement
- careful documentation, identify opportunities for improvement

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.1 A GENERIC DEVELOPMENT PROCESS

6 PHASE OF PRODUCT DEVELOPMENT


PROCESS
1. Planning
from zero phase to project approval & product lunch
(details in chapter 3)

2. Concept Development
target market are identified, product concepts are generated,
evaluated, and select (form, function, and features of a
product)

3. System Level Development


- definition, decomposition of the product architecture
- functional specification each product's subsystems, and
preliminary process flow diagram for final CHAPTER
assembly process.
2: DEVELOPMENT
PROCESS & ORGANIZATION
2.1 A GENERIC DEVELOPMENT PROCESS

6 PHASE OF PRODUCT DEVELOPMENT


PROCESS

4. Detail Design
- complete specification , geometry, materials, and
tolerances for unique parts and standard parts
- documentation (drawings, specification)
- Two critical issues (production cost and robust performance)

5. Testing and Refinement


- construction and evaluation of multiple preproduction
- (alpha) prototypes (beta) prototypes (performance and
reliability for final product)

6. Production Ramp-
Ramp-up CHAPTER 2: DEVELOPMENT
- to train the work force , identify problems in the production
PROCESS & ORGANIZATION

processes
2.1 A GENERIC DEVELOPMENT PROCESS

6 PHASE OF PRODUCT DEVELOPMENT PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.2 A CONCEPT DEVELOPMENT : THE FRONT - END PROCESS

- contains many interrelated activities


 Identifying customer needs (Chapter 4)
 Establishing target specifications- precise description of product (Chapter 5)
 Concept generation - address the customer needs (Chapter 6)
 Concept selection – analyze, elimination (Chapter 7)
 Concept testing – verify customer needs , assess market potential
(Chapter 8)
 Setting final specifications - commit to specific values (product concept,
limitations identified through technical modeling,
& trade-offs between cost and performance)
 Project planning - creates a detailed development schedule (time,
resources, concept, spec, economic analysis, staffing, budget)

 Economic analysis - financial analyst (trade-offs, development & mfg costs)


 Benchmarking of competitive products (Chapters 4-8)

 Modeling and prototyping - proof-of-concept, evaluate ergonomics and


CHAPTER 2: DEVELOPMENT
style; set design parameters for robust performance
PROCESS & ORGANIZATION
2.2 A CONCEPT DEVELOPMENT : THE FRONT - END PROCESS

SUMMARY OF CONCEPT DEVELOPMENT :


THE FRONT - END PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.3 Adapting the Generic Product Development Process

Technology-Push Products - involve basic materials or basic process technologies


- technology is matched with a market opportunity
Platform Products - built around a preexisting technological subsystem
(a technology platform).
E.g. Sony Walkman, Apple Macintosh OS, Polaroid cameras
Process-Intensive Products - semiconductors, foods, chemicals, and paper
(high volumes and bulk)

Customized Products - switches, motors, batteries, and containers


- developed in response to a specific order by a customer
High-Risk Products - technical risk, market risk, budget and schedule risk

Quick-Build Products – software, electronics products (rapid process )

Complex Systems - Larger-scale products (automobiles and airplanes)


- Detail design of the components

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.3 Adapting the Generic Product Development Process

SUMMARY OF VARIANTS OF GENERIC PRODUCT


DEVELOPMENTAL PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.4 PRODUCT DEVELOPMENT PROCESS FLOW

- structured flow of activity and information flow


PROCESS FLOW DIAGRAMS FOR THREE PRODUCT
DEVELOPMENT PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.5 AMF DEVELOPMENT PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.6 PRODUCT DEVELOPMENT ORGANIZATIONS

PRODUCT DEVELOPMENT
ORGANIZATION

the scheme by which individual designer


and developer are linked together into
groups
1. Organizations are formed by
Establishing Links among Individuals
•Reporting relationships- supervisor and subordinate
(organization chart)
•Financial arrangements - same financial entity,
same office,floor, building, or site

2. Organizational Links May Be Aligned with


Functions, Projects, or Both CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.6 PRODUCT DEVELOPMENT ORGANIZATIONS

ORGANIZATION STRUCTURE
- Function

- Project

- BOTH ( Function + Project)

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.6 PRODUCT DEVELOPMENT ORGANIZATIONS

3. Choosing an Organizational Structure

- How important is cross-


cross-functional
integration?

- How critical is cutting-


cutting-edge functional
expertise to business success?

- Can individuals from each function be fully


utilized for most of the duration of a project?

- How important is product development


speed? CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.6 PRODUCT DEVELOPMENT ORGANIZATIONS

ORGANIZATION STRUCTURE
- Function

- Project

- BOTH
( Function + Project)

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
 -
Example: 2.7 The AMF Organization

Functions
Involved

engineering quality assurance

manufacturing purchasing

sales marketing
CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
2.1 A GENERIC DEVELOPMENT PROCESS

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
Summary:
1. Product development process & organization must be define

2. Product development process - sequence of steps an enterprise


employs to conceive, design, and commercialize a product

3. Concept development phase - integration across different


functions on the development team - front
front--end process

4. Front
Front--end process-
process-identifying customer needs, analyzing
competitive products, establishing target specifications,
generating product concepts, selecting one or more final
concepts, setting final specifications, testing the concept(s),
performing an economic analysis,
analysis, and planning the remaining
project activities - documented in a contract book.

5.. Development process -generic process (include technology


technology--push
products, platform products, process
process--intensive products,
customized products, high
high--risk products, quick
quick--build
CHAPTER products,
2: DEVELOPMENT
PROCESS & ORGANIZATION
and complex systems.)
systems.)
Summary:

6. Organizations are defined by linking individuals through reporting


relationships, financial relationships,
relationships, and/or physical layout.
layout.

7. Functional organizations - organizational links correspond to the


development functions

8. Project organizations - the organizational links correspond to the


development projects

9. Two types of hybrid, or matrix, organization - heavyweight &


lightweight project organization.

1o. The classic trade-


trade-off btwn functional organizations and
project organizations - btwn deep functional expertise &
coordination efficiency.
efficiency.
CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION
SEKIAN
TERIMA KASIH

CHAPTER 2: DEVELOPMENT
PROCESS & ORGANIZATION

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