November 2012 Process Thinking · 2012-11-20 · PROCESS 21st November 2012 Strategic Design Thinking 21st November 2012 ‘Process Thinking’ 2! Process Successful organisations

PROCESS 21st November 2012

Strategic Design Thinking

21st November 2012

‘Process Thinking’

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Process Successful organisations use a process when developing new products, with: •  Well-crafted, robust new product process that

drives projects from idea to launch and beyond

•  Process emphasises: up-front homework, voice of the customer, quality of execution

The process is organised with: •  A true team approach, effective, properly

resourced cross-functional team, accountable for the end result


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What do we mean by process

•  A process from your personal life

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Typical business processes

•  Production •  Financial management •  Purchasing •  Order processing •  New product development •  Sales development •  Distribution

(Manufacturing company)


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Generic Design Process

Successful companies use a process when developing new products

Idea

Launch 1 2 3 4

1  Feasibility 2  Concept 3  Prototype 4  Details

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Strategic Design Process

1 2 3 4


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Strategic Example

Philips ‘vision of the future’

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Strategic Design Process?

Product Launch

Process Change

Product Change

A

B C

D E

F

Product Ideas

Idea Screening

Design Process


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Project selection

Evaluation screens Mechanisms for filtering ideas efficiently

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Evaluation Screens

Useful criteria •  Product advantage •  Market attractiveness •  Synergy with the company •  Company specific


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Evaluation Screens

Product advantage: Does the product offer: •  Unique benefits to customer / end-user? •  The customer good value for money? •  Solution to problem or customer needs? •  Highly visible benefits? •  Greater value than competition?

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Evaluation Screens

Market attractiveness: Is the market: •  A large one? •  A growing one? •  Offering significant long term potential? •  Offering high margins? •  Featuring no dominant competitor?


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Evaluation Screens

Synergy with company: Does synergy exist: •  With marketing and sales channels? •  With company’s customer base? •  With company’s R&D capability? •  With company’s operational capability?

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Evaluation Screens

Miscellaneous: Does the project have: •  A champion to drive it forward? •  A sponsor? •  A positive impact on other projects? •  Fit with product platform policy? •  Other benefits?


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Evaluation Screens

Miscellaneous: Does the project have: •  A champion to drive it forward? •  A sponsor? •  A positive impact on other projects? •  Fit with product platform policy? •  Other benefits?

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Evaluation Screens - Customised

What are the criteria associated with successful product development in your organisation? What can you learn from past successes and failures?


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What does NPD process look like?

Product Idea

Product Launch 1 2 3 4

1  Product Feasibility 2  Product Concept 3  Product Prototype 4  Product Details

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Marketing Department Design

Department Engineering Department

Production Department

Sales Department

Product Feasibility

Product Concept

Product Prototype

Detailed Product

Product Ideas

Product

Traditional • Quality problems • Time to market problems


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Marketing

Design

Engineering

Production

Sales

Brief

Product

F E A S I B I L I T Y

C O N C E P T

P R O T O T Y P E

D E T A I L S

•  Contemporary

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Organisation

Successful companies organise product development processes to maximise input from the customer and contributing disciplines


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Building teams

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Team Options

Source: Wheelwright & Clark (1988)"


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Team Options

Source:Larson & Gobeli (1988): 540 Projects"

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Processes used in business

•  Stage Gate Process Robert Cooper (2001) www.stage-gate.com/knowledge.php


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What does the design process look like?

OpportunitySpecification

DesignSpecification

Test productconcepts againstdesignspecification

Test Embodimentdesigns againstdesign specification

Identify productfailure modes &refine specification

Test productprototype againstdesign specification

Identify manufacturefailure modes anddevelop specification

QualityControls

New Product

All possible details

All possible embodiments

All possible concepts

All possible innovation opportunities

Business Strategy

Best business Opportunity

Best Concept

Best Embodiment

Working prototype

To innovate or not to innovate

All possible products

Best product Opportunity

Market

Specification

Concept design

Detail design

Manufacture

Sell

Materials

Mechanical Stress

Mechanisms

Electrical stress

Manufacture

Control

Market analysis

Synthesis

Decision making

Costing

Data Handling

Optimisation

Technology Technique

TOTAL ACTIVITY

PLANNED ORGANISED

ConceptDevelopment

• Define Market Segments• Identify lead users• Identify competitive products

SystemLevelDesign

• develop plan for product options and extended product family

DetailDesign

• Develop marketing plan

Testing &Refinement

• Develop promotion & launch materials

ProductionRamp-up

• Place early production with key customers

• Investigate feasibility of product concepts• Develop industrial design concepts• Build & test experimental prototypes

• Generate alternative product architectue• define major sub-systems & interfaces• Refine Industrial design

• Define part geometry• Choose materials• Assign tolerances• Complete industrial design

• reliability testing• Obtain regulatory approvals• Implement design changes

• Evaluate early production output

• Estimate manufacte cost• Assess production feasibility

• Identify suppliers for key components• Perform make-buy analysis• Define final assembly scheme

• Define piece-part production• Design tooling• define quality assurance• Begin procurement of long lead tooling

• Facilitate supplier ramp-up• Refine fabrication & assembly• Train work force• Refine quality assurance processes

• Begin operation of entire production system

• Finance: facilitate economic analysis• Legal: Investigate patent issues

• Finance: Facilitate make-buy analysis• Service: Identify dervice issues

• Sales: Develop sales plan

Mar

ketin

gD

esig

nM

anuf

actu

ring

Oth

er F

unct

ions

MissionStatement

ProductLaunch

• Idea• Need• Proposal• Brief

Design Specification

Design Concept

Design Layouts

Manufacturinginformation

Product

Working product

• Retired product• Recycled product• Scrap product

Activity

Task Clarification Phase

Conceptual Design Phase

Embodiment Design Phase

Detail Design Phase

Market analysis Problem analysis

Alternative solutions

Testing &Development

Design for safety,function, manuf.

Components & Assembly

Manufacture & Assembly

Testing & Delivery

Use of product

Strategic Planning

Concept generation

Pretechnical evaluation

Technical development

Commercialisation

Inflow of resourcesSBU mission/strategy People Dollars Buildings Equipment Etc.

• Ongoing marketing and corporate planning / opportunity analysis• Compile and sort suggestions for product innovation activity• Study resources, threats & the role of innovation• Cull to a pool of validated new product opportunities• Screen the opportunities• Find ongoing activity where opportuinity fits or create new PIC

• Prepare for ideation - identify team - train team• Problem identification - market contacts - scenarios• Fotuitous scanning - attribute analysis - relationship analysis etc.• Ideas submitted by employees etc related to the project• Pool of new concepts

• Entry screen - spell out preliminary concept statement• Customer screen - concept boards - test plan• Technical screen - Final technical test• Final screen - scoring model process• Business analysis - Preliminary marketing, technical, operations plan - finicial review - budgets established

• Prepare concept - final concept statement - written protocol• Gather resources - environment - team - information systems• Technological development - establish evaluation system - maket scan updates• Release early prototypes - release later prototypes - conduct tests• Final process and update cost estimates - pilot product• Prepare comprehensive business analysis

• Create organisational structure for commercialisation• Build regular production capability - early runs - scale up• Conduct beta / gamma tests• Revise marketing plan - create launch plan - create controls• Market testing - revise product / process - revise marketing plan• Launch• Fine tune all operations as required.

Go No

Go No

Go No

Go No

Harvest

Reposition

Opportunity IdentificationMarket definitionIdea generation

DesignCustomer needs

Product positioningSegmentation

Sales forecastingEngineering

Marketing mix

TestingAdvertising and product testing

Pretest and prelaunch forecastingTest marketing

IntroductionLaunch planning

Tracking the lauch

Life Cycle ManagementMarket response analysis

Competitive monitoring and defenceInnovation at maturity

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The design process is usually customised •  The scale of the projects (size, time and

resources) •  The disciplines involved •  The nature of the project incremental / radical •  The relationship with customers •  The nature of the outcome (design 1.0 or

design 2.0)


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Certain characteristics are, however, usually present in all design processes: •  Information gathering – primary research – secondary

research •  People and discussion •  Interaction with users/consumers/stakeholders •  Divergent & Convergent thinking •  Phases of Reviewing – Phases of Doing •  Different points of starting •  Different points of ending •  Exchange of information and concepts between different

disciplines •  The use of tools to structure thinking

www.dubberly.com/wp-content/uploads/2008/06/ddo_designprocess.pdf

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Documents

November 2012 Process Thinking · 2012-11-20 · PROCESS 21st November 2012 Strategic Design Thinking 21st November 2012 ‘Process Thinking’ 2! Process Successful organisations