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© 2008, Tobias C. Larsson, [email protected] 1
Division of Functional Product
Development
Tobias C. Larsson Professor & Head of division [email protected] http://www.ltu.se/tfm/fpd
Public presentation, © 2008Some web material copyrighted by other companies
© 2008, Tobias C. Larsson, [email protected] 2
Overview
!! LTU facts and figures !! Idea
!! Functional Product Development?
!! Drivers and motives »! The future is here, it’s global and it’s challenging
!! Core research aspects in Engineering Product Development arena »! Functional Product Development - FPD
»! Knowledge Enabled Engineering - KEE
»! Team Based Innovation - TBI
!! Project palette
!! Competencies
!! Work methods »! How we perform the research
!! Collaboration »! Our partners and how we collaborate
!! Education »! Bachelor and Master studies
»! PhD studies
© 2008, Tobias C. Larsson, [email protected] 3
LTU prioritized areas
!! Mining engineering and metallurgy »! Professor Erling Nordlund
!! Sustainable use of resources »! Professor Patrik Söderholm
!! Customer-oriented construction engineering »! Professor Thomas Olofsson
!! Materials engineering
»!Professor Lars-Erik Lindgren
!! Process-IT »! Associate Professor Johan Carlson
!! Product development »! Professor Tobias Larsson
LTU strategy for areas:
“Excellent research environments with great external funding”
© 2008, Tobias C. Larsson, [email protected] 4
Department vs. Division
Machine Elements Prof Erik Höglund
Material Mechanics Prof Lars-Erik
Lindgren
Engineering Materials
Niklas Lehto
Polymer Engineering
Prof Janis Varna
Manufacturing Systems
Engineering Prof Alexander
Kaplan
Fluid Mechanics Prof Staffan Lundström
Head of Department
Jan Dahl
Research Divisions
Education Manager
Mats Näsström
Administrative Manager Lise-Lotte
Martinsson-Ekman
Computer Aided Design
Prof Lennart Karlsson
Energy Engineering Prof Marcus
Öhman
Experimental Mechanics Prof Mikael
Sjödahl
Functional Product Development Prof Tobias
Larsson
Physics Prof Alex Soldatov
Solid Mechanics Prof Mats Oldenburg
© 2008, Tobias C. Larsson, [email protected] 5
Vision
“With practice and science we want to support teams in product development
through new work methods and processes”
!! We aim at being nationally leading and an international player in our research fields through scientific excellence, innovative thinking, and great collaborative skills.
!! We should be highly valued for our attributes; »! Being a highly innovative, and challenging, partner.
»! Being well known for our academic excellence, innovative work processes, organization and commitment to fulfilling our goals.
»! Being customer oriented.
»! Being an early adopter; evaluating and utilizing new methods and technologies, and ensuring that collaboration with research partners prevails within the research group.
!! All our work is for the purpose of engineering design and our arena is Product development which is one of the six prioritized areas at Luleå University of Technology.
© 2008, Tobias C. Larsson, [email protected] 6
Development and sales of function vs. product?
Product •! The focus on the physical artefact as value carrier •! Services are aftermarket add-ons to delivered product •! Responsibility of product lies on buyer •! Methods and tools suited for development of product and service
Function •! Focus the function as value carrier •! For the provider the aftermarket is “cost-of-function” •! Possibilities
•! Reengineer, recycle, reuse over life-cycle of function, maintenance ownership •! New methods and tools needed
•! Enterprise product development, knowledge sharing, “coopetition”
© 2008 Tobias C. Larsson, [email protected]
© 2008, Tobias C. Larsson, [email protected] 7
Engine Flight Hours C
om
pany
2
Com
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pany
4
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pany
3
OE
M
Risk Revenue Sharing Partners
Com
pany
2
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pany
1
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4
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Revenue source Engine on wing
Revenue source Sale of engines Sale of spare part & service
OE
M
Airlin
es
Traditional
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pany
2
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pany
1
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pany
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pany
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Business view: Risk and Revenue Sharing
OEM example in aerospace •! Provides services, hardware, and take risk •! Supplier network companies
Sales financing, concessions, guarantees, …
Seat demand, engine reliability, …
In addition to providing finance, RRSP’s accept increased risks
Risk transfer from Airline to Engine manufacturer
OE
M
“Full sharing” EFH RRSP deal
Com
pany
2
Com
pany
1
Com
pany
4
Com
pany
3
Achieves “balanced” revenue flows
This business shift calls for new
ideas in development
© 2008 Tobias C. Larsson, [email protected]
© 2008, Tobias C. Larsson, [email protected] 8
Development view: Life-cycle responsibilities
The change •! Function does not tell the solution
•! Function = Torque •! Function can be uniquely solved by product
•! Solution = hydraulic motor, electric drive, 10 persons hard work •! Solution space opens up
•! Provider have the opportunity to create life-cycle solution for the “functional buyer” (customer)
Functional product development •! Future services and products designed simultaneous •! Optimize the “Functional Product” for the “functional buyer” •! Performance becomes more than “classic mechanics”
•! NOX/CO2 over lifecycle, future maintenance costs, return on investment, performance in service quality of function •! Through life capabilities and fleet management; life-cycle simulation, in-service data usage, “functional” prediction based on actual use
•! New methods and tools needed •! Methods of today are not tailored for cross-functional development
© 2008 Tobias C. Larsson, [email protected]
© 2008, Tobias C. Larsson, [email protected] 9
Functional or “non”-functional product?
It’s not about “broken” product or not •! It’s about the purpose of the development
•! Developed to be sold as “material” with service add-on (car) •! Rented out as short-time transportation (rental car) •! Long term rent (leasing)
•! You can’t see if it is a Functional Product
To be a Functional Product the following goes •! Considered the function to be provided
•! Develop design & service to secure that function
•! Hardware and services part of function developed in synergy •! The total life cycle of the function has been considered
•! Business case and technology development jointly •! How do you take on “at front” maintenance as function
© 2008 Tobias C. Larsson, [email protected]
© 2008, Tobias C. Larsson, [email protected] 10
“Product” is an evolving thing •! Process knowledge or competence is a “product” •! Knowledge of customer business is a “product” •! Certified methods and tools are “products” •! The product portfolio contains “functions” rather than goods and add-ons
How to achieve Functional Products?
Looking for added customer value •! Focus the needs of the customer
•! Find what creates value at customer (customer is not always right) •! Develop the function that meets the need
•! Product, process, customer knowledge is key •! Knowledge sharing
•! Share the technical excellence, and let customer innovate •! Share the customer experiences, and let engineers innovate
“If he buys a better tool and increases tool life by 50 percent, he lowers the cost of the component by 1 percent. But if instead he buys a better performing tool and speeds up by increasing cutting
data then he can reduce the cost of the component by 15 percent” Mike Abberley, President, Sandvik Coromant USA (2005)
© 2008 Tobias C. Larsson, [email protected]
© 2008, Tobias C. Larsson, [email protected] 11
Key capabilities
!! Knowledge Engineering & Automation »! Rapid conceptual development in early phases needed
»! Find, capture and reuse past design experiences (knowledge) to quickly develop new concepts
»! Design experience from existing products and services form the baseline for improved product concepts
»! Experience is both tacit (in knowledge workers heads) and explicit (in code, CAD systems, rules)
»! Deploy rapid simulations (agent based) to know the lifecycle effect of choices at design stage
»! Mapping of as many design parameters as possible in both hardware and service domain
!! Supporting product development teams »! Methods and tools to support development and innovation in both local and global
teams are in focus
»! Creative methods, team collaboration, design rationale capture
»! IT support for team collaboration and product development & innovation
»! Lean Product Development, QFD, Radical Innovation
Modelling
Simulation
Effects Gained in Jet Engine Design:
> 98% Shorter lead time per design loop
> 40 Designs studied in less time than 1 manually
Volvo Aero prize!!!
Innovative engine structures to reduce emissions require new design methods
© 2008, Tobias C. Larsson, [email protected] 12
Functional Product Development is the
context for our research !! A product construct where the development of the function is in
focus rather than specific hardware »! A function can the be realized by combinations of hardware, software and
services
»! Strong focus on value creation on both developer and customer side •! Function: Torque (Does not tell the solution)
•! Product: Hydraulic engine (Unique realization of the function
»! We focus the research onto the engineers situation in the lifecycle
development context
© 2008, Tobias C. Larsson, [email protected] 13
Drivers and motives
!! Lifecycle responsibilities »! From “time-and-material” to “total offers”
•! Power-by-the-hour, ton-kilometers, …
»! Manufacturer responsible for environmental impact •! Hence lifecycle control makes preventive actions possible
!! Take control over aftermarket »! Service becomes cost rather than income but the product control is granted
•! To control a total offer you need access
!! Lifelong product development and innovation »! Introduction of improvements possible if the function rather than the product is sold
»! With the continued ownership the manufacturer can continuously improve customer value
© 2008, Tobias C. Larsson, [email protected] 14
World aviation traffic growth
Drivers and motives…
!! Aerospace example
© 2008, Tobias C. Larsson, [email protected] 15
Research aspects
!! Functional Product Development - FPD
!! Knowledge Enabled Engineering - KEE
!! Team Based Innovation - TBI
Physical products Software
Information
Knowledge
Leasing
Culture & Values
Training
© 2008, Tobias C. Larsson, [email protected] 16
Functional Product Development
!! “Regular” products not development to be functional carriers, parts of total offers
!! Development processes for hardware development and service development separated
!! FPD is carried out in extended enterprises with risk & revenue sharing partners »! With modelling and simulation
support of products, processes and services
Extended
Enterprise
Functional Product
Operators
© 2008, Tobias C. Larsson, [email protected] 17
Product Development methods
!! Support early concept design decisions through »! Methods and tools for needs capture and hence customer driven product
development
»! Drive innovation through cross-functional teams
»! Focus value-creating activities and reduce non-value creating ones (Toyota model – Lean production / Lean product development)
»! Identify, capture, model, simulate, share knowledge on products and processes through lightweight knowledge sharing networks •! Agent based modelling approach (decentralized, individual-centric (as opposed to
system level) approach to model design
!! “Engineering 2.0” »! Engineering the total integration of product, business, and services in a
lifecycle perspective using computer models and knowledge engineering approach, in a global setting.
© 2008, Tobias C. Larsson, [email protected] 18
Knowledge Engineering
!! Rapid conceptual development in early phases needed »! Find, capture and reuse past design experiences (knowledge) to quickly develop new concepts
»! Design experience from existing products and services form the baseline for improved product concepts
»! Experience is both tacit (in knowledge workers heads) and explicit (in code, CAD systems, rules)
!! Systems Engineering modelling and simulation important »! Deploy rapid simulations (agent based) to know the
lifecycle effect of choices at design stage
»! Mapping of as many design parameters as possible in both hardware and service domain •! Material, design, cost, income, etc.
© 2008, Tobias C. Larsson, [email protected] 19
Value modelling and simulation !! Asset management
!! Linking business processes to technology processes
!! Analysing processes => build models => simulate future outcome (forecasting)
Via “design rationale” capture the
business and technology
processes affecting the
lifecycle of a product offering
© 2008, Tobias C. Larsson, [email protected] 20
!! Model the desired system »! Life-cycle view
»! Function performance of the system
»! Link engineering to sales and aftermarket
!! Model the desired knowledge
!! Co-develop product and service in same environment
!! Multi-model approach »! Continuous time
»! Discrete event
»! Agent based
!! Performance of product »! Stress resistance
!! Performance of function
»! Quality of service
Knowledge Engineering approach
System performance
model
© 2008, Tobias C. Larsson, [email protected] 21
Knowledge based methods
!! Knowledge based engineering »! a method that focus on automating
mechanical engineering design activities by means of a computer environment.
!! Design rationale capture
!! Case based reasoning »! a method to automatically generate
a solution based on recent solutions (cases)
»! http://www.ltu.se/tfm/fpd/research/tools/kee-toolbox?l=en
© 2008, Tobias C. Larsson, [email protected] 22
From Customer Value to Competitive Advantage
PA
RT
OF
TH
E P
RO
BL
EM
•!Perceived customer value is not a stable indicator of market performance
•!Customer satisfaction is a post-hoc concept
•!Higher customer satisfaction will not necessarily mean greater price tolerance
•!Customer expectations are based on what the customers already know
•!When the circumstances/contexts change, the perception of value changes
PA
RT
OF
TH
E A
NA
LYS
IS
•!Customer value has largely lost its meaning in an engineering context
•!Customer value needs to be reclaimed from the sales, marketing and management domains
•!Customer value needs to be a driver for innovation, not an after-the-fact metric of success and failure
PA
RT
OF
WH
AT
WE
WA
NT
•!To know more about how the concept of customer value can be used to predict marketplace performance
•!To know more about how enterprise-dispersed knowledge about customer value can be fed into product development activities
•!To know more about how market trends and forecasts impact the evolution of customer value
PA
RT
OF
WH
AT
WE
CA
N D
O
•!We can engage users in Future Workshops, with an intent to reason about ‘what could be in the future’ rather than ‘what is possible today’
•!We can conduct Scenario Based Design activities, with an intent to explore how customer value would be perceived based on persona descriptions, problem scenarios and solution scenarios
•!We can facilitate Radical Innovation Workshops, with the intent to help cross-functional teams to better understand customer values and how to turn them into products
•!We can conduct ethnographic studies, with the intent to bring clarity into the ways in which users perceive and respond to the concept of ‘value’
© 2008, Tobias C. Larsson, [email protected] 23
Use the Social Network Map to ask a
person who has previously filled out a
similar form! Strength of ‘Weak Ties’
The knowledge you need might not be available from the people you know well. Social software applications facilitate cross-functional, cross-enterprise knowledge sharing.
© 2008, Tobias C. Larsson, [email protected] 24
Lightweight technologies support
collective intelligence
Customer needs and values are interpreted differently in different parts of the organisation. Consolidate and aggregate these perspectives in enterprise mashups.
Keywords: RSS, folksonomies, blogs,
wikis, tag clouds, widgets, mashups,
enterprise 2.0
© 2008, Tobias C. Larsson, [email protected] 25
Semantic Web
Attaching meaning to website information (blogs, wikis, etc.).
<div class="vcard"> <div class="fn">Anders Svensson</div> <div class="org">SAS</div> !"#$%&'())*+&,-./012.(34+5674"4.!8"#$5 <div class="tel">123-456-789</div> <div class=“title“>Steward</div> <div class=“priority1“>Luggage space</div> <div class=“priority2“>Boarding time</div> <div class=“priority3“>Noise</div>
”Give me a list of the top three priorities of all stewards in Sweden.” ”Give me a list of the top priority of all people at my company.”
Find out which characteristics (values)
people think are important through the
Semantic Web!
© 2008, Tobias C. Larsson, [email protected] 26
The Kano model is useful for identifying
the differentiating features of your
product offer
© 2008, Tobias C. Larsson, [email protected] 27
Scenario Based Design facilitates the
change from a present need into a future
solution
Method cards facilitates the effective sharing of customer needs and values
across the enterprise
© 2008, Tobias C. Larsson, [email protected] 28
Team Based Innovation
!! Product development is a team effort and is not locally concentrated »! B2B collaboration is global and so is the extended enterprise
!! Methods and tools to support development and innovation in both local and global teams are in focus »! Creative methods (RIW), team collaboration, design rationale capture
»! IT support for team collaboration and product development & innovation
© 2008, Tobias C. Larsson, [email protected] 29
Distributed Collaborative Design
!! Fully utilize the joint potential of distributed development teams i.e. ‘true collaboration’ and enable them to ‘think together’ instead of dividing work.
Capability Readiness Level
Research:
Education:
Capability has been applied in previous research projects and within projects at companies.
. Courses in basic level, graduate level and industry courses.
© 2008, Tobias C. Larsson, [email protected] 30
Distributed Collaborative Design
!! Creative thinking and collaboration is largely dependent on the flexibility and usefulness of both physical spaces and the tools therein.
Capability Readiness Level
Research:
Education:
Capability has been applied in previous research projects and within projects at companies.
. Courses in basic level, graduate level and industry courses.
Design of physical environments for distributed collaboration.
© 2008, Tobias C. Larsson, [email protected] 31
Distributed Collaborative Design
Capability Readiness Level
Research:
Education:
OBJECTIVES
Creative thinking and collaboration is largely dependent on the flexibility and usefulness of both physical spaces and the tools therein. The vision is to fully utilize the joint potential of distributed development teams i.e. ‘true collaboration’ and enable them to ‘think together’ instead of dividing work.
FOCUS
The research focus on multidisciplinary approach to the investigation of collaboration in both co-located and geographically distributed product development teams. Collaboration in product development projects include all parts of the product development process such as brainstorming, concept generation, embodiment design, sharing of CAD models and detailed design.
EXPERIENCE
Peter Törlind and Andreas Larsson has worked within this area for more than ten years and published more than 20 papers. Research projects include Polhem Laboratory (97-05), Distributed Engineering (97-99), Distributed Engineering in Hetrogenous Environments (02-03), Faste Laboratory (05-). Peter Törlind has also participate in the designed of several state of the art physical environments for collaborative work (Studion: LTU, Faste Collaboratory: LTU, iMeet: LTU, VR studio: Innovatum Trolhättan and DITRA studio: Skellefteå).
Capability has been applied in previous research projects and within projects at companies.
. Courses in basic level, graduate level and industry courses.
© 2008, Tobias C. Larsson, [email protected] 32
Team Based Innovation
!! Reaching true collaboration by fully utilizing different perspectives and backgrounds from all team members and thereby “thinking together.
!! Research focus on methods and technology to: »! Simplify distributed creative meetings,
»! facilitating creativity,
»! simplify access to experts,
»! capturing of design rational (creating reusable knowledge assets).
!! Research approach: by combining industry studies with experiments at the Experimental studio innovative research ideas can easily be developed and evaluated.
© 2008, Tobias C. Larsson, [email protected] 33
© 2008, Tobias C. Larsson, [email protected] 35
!! Our ”offer” consists of ”capbility modules” that can be combined depending on the need »! Research project
•! Long-term
•! Short-term
»! Education •! Thesis work
•! Course
»! Cooperation •! Industrial training
•! On-site application
The idea
L1
L2
L3
L4
Project with appropriate
modules
Project setup!
Project finalization!
© 2008, Tobias C. Larsson, [email protected] 36
Capability
!! Capability is »! the power or ability to generate an outcome
»! the ability to perform actions.
»! in human terms the sum of expertise and capacity
!! Capabilites are measured (readiness level) according to the ability we have to deploy the capability. Hence: »! One capability can be ”mastered” by several staff
»! One staff can master several capabilites
»! However; we have to differ between ”black-belts” and ”knowledgeable” in methods in order to build the right competence mix •! Readiness level scale
© 2008, Tobias C. Larsson, [email protected] 37
Advantage
!! Capabilities description with readiness level gives transparancy in what ”methods/tools/solutions” that exist and their applicability together with staff skills
!! Improves communication when setting up new projects »! What knowledge that exist at the research unit
»! Experience in the methods and tools
© 2008, Tobias C. Larsson, [email protected] 41
Project palette
!! National Aeronautical Research Programme (VINNOVA) »! Service Concept Design, -2007
»! Experience Feedback, 2007-
»! Whole Engine Modelling, 2007-
!! Manufacturing Engineering Research Arena (VINNOVA) »! Digitally Linked Process Control - Experience, 2006-2009
!! VIVACE (EU FP6) »! Knowledge Enabled Engineering -2007
»! CRESCENDO 2009-
»! Clean Sky 2008-
!! VINN Excellence Center (VINNOVA) »! Faste Laboratory for Functional Product Innovation
!! …
© 2008, Tobias C. Larsson, [email protected] 42
Collaboration
!! Industrial »! Airbus, UK/France
»! AVIO, Italy
»! BAE Systems Hägglunds, Sweden »! BAE Systems, UK
»! Coor (Celero), Sweden
»! Deckel Maho, DMG Scandinavia, Sweden »! EADS Innovation Works, France
»! Engineous Software, France
»! Eurostep, Sweden »! Hexagon Metrology, Sverige
»! Hägglunds Drives, Sweden
»! Innovatum, Sweden »! LKAB, Sweden
»! Metso Panelboard, Sweden
»! MTU Aero Engines, Germany »! National Aerospace Laboratory, Netherlands
»! Rolls-Royce, UK
»! Sandvik Coromant, Sweden »! UGS Svenska AB, Sweden
»! Volvo Aero Corporation, Sweden
»! Volvo Car Corporation, Sweden
»! Volvo Powertrain, Sweden »! Volvo Truck Corporation, Sweden
»! Xerox Global Services, Italy
»! Zooma by Semcon AB, Sweden
!! Academic »! Blekinge Institute of Technology,
Sweden
»! Hosei University, Japan
»! KTH, Royal Institute of Technology, Sweden
»! Manchester Metropolitan University, UK
»! Politecnico di Milano, Italy
»! Queens University Belfast, UK
»! Stanford University, USA
»! University of Manchester, UK
»! University of Michigan, USA
»! University West, Sweden
© 2008, Tobias C. Larsson, [email protected] 43
Education
!! International Master Programme in Product Development »! Product Development Processes
»! Theory and Methodology for Engineering Product Development
»! Creative Concept Design
!! Arena Innovative Technology and Enterprise »! Master level
»! Multidisciplinary competence