lecture 4

• Cost-benefit analysis on engineering characteristics


  Identify which ones provide the greatest benefit relative to associated cost of improvement
• Design


  The synthesis of technology and human needs into manufacturable products
• Design should not be considered an afterthought where industrial designers are asked to pretty-up a product that is almost ready to be manufactured
• Design-driven innovation


  Design itself takes on the leadership role, introducing a bold new way of competing, creating new markets, and pushing new meanings rather than new technologies
• Design's potential role in the new products process is sometimes underestimated due to a lack of understanding or appreciation of designers, design management, and the design function on the part of managers from other functional areas
• Contributions of Design to New Product Goals

  • Speed to Market
  • Ease of Manufacture
  • Differentiation
  • Meet Customer Needs (User-Oriented Design)
  • Build or Support Corporate Identity
  • Environment
• Universal design


  The design of products to be usable by anyone regardless of age or ability
• Design for disassembly


  The technique by which products can be taken apart after use for separate recycling of metal, glass, and plastic parts
• Product architecture development


  1. Create product schematic

  2. Cluster schematic elements

  3. Create geometric layout

  4. Check interactions between chunks

  
• Careful product architecture development is critical to a firm seeking to establish a product platform
• Assessment Factors for Industrial Design

  • Quality of user interface
  • Emotional appeal
  • Maintenance and repair
  • Appropriate use of resources
  • Product differentiation
• Prototype


  A fully functioning, full-size product essentially ready to be examined by potential customers
• Focused prototype


  Examines a limited number of performance attributes or features
• Focused prototypes are used in probe-and-learn ("lickety-stick") product development in the development of new-to-the-world products
• A more comprehensive physical prototype is necessary to determine how well all the components fit together
• Advanced prototypes can be used as milestones to track the performance of the prototype periodically to see if it has advanced to desired levels
• Participants in the product design task

  • Industrial designers
  • Design engineers
  • Technical people
  • Stylists
• Improving the interfaces in the design process

  1. Colocation (putting the various individuals or functional areas in close proximity)

  2. Digital colocation (using communications technology)

  3. Bringing in a produce-ability engineer
• Computer-aided design (CAD), computer-aided manufacturing (CAM), computer-aided engineering (CAE), design for manufacturability (DFM)

  Computer-based technologies that allow for very efficient product design and development
• On average, up to 80 percent of a product's cost is determined by the time it is designed
• Design for assembly (DFA)


  Concerned with checking ease of assembly and manufacture and encouraging product simplification
• Concurrent engineering (CE)


  A work methodology emphasizing the parallelisation of tasks (i.e. performing tasks concurrently), also called Simultaneous Engineering or Integrated Product Development (IPD)
• Organizational structure options for new product development

  • Functional structure
  • Functional matrix structure
  • Balanced matrix structure
  • Project matrix structure
  • Project structure

  
• Lightweight and heavyweight teams

  Lightweight is synonymous with low projectization, heavyweight is synonymous with high projectization
• Discovery, Incubation, Acceleration


  Three competencies tied to radical innovation
• Establishing a culture of collaboration

  1. Encourage continuous learning

  2. Accept risk

  3. Establish accountability

  4. Role of top management and product champion
• Core team, ad hoc team, extended team


  Core team includes those people who are involved in managing functional clusters, ad hoc members are from important departments whose importance is brief in time, extended team members may come from another division, corporate staff, or another firm
• Product champion/project champion/promotor


  An individual who commits to a product, promotes it, and does whatever is required to push it forward in the firm
• Ad hoc team members

  • From important departments (such as packaging, legal, and logistics)
  • Their importance is brief in time and thus not needed on the core team
• Extended team members


  • May come from another division of the firm, corporate staff, or another firm
• Product champion


  An individual who commits to a product, promotes it, and does whatever is required to push it forward in the firm
• Promotor


  The person who "pushes the idea forward"
• Power promotor


  • Has power and resources within the firm
• Expert promotor


  • Provides technical knowledge and support, gathers information, and builds expertise so that the team can quickly gain the required technical competence
• Process promotor


  • Knows the firm's organization and politics intimately, and diplomatically establishes connections among the required participants
• Relationship promotor


  • Has ties outside the organization and may be critical in finding an open innovation partner who will cooperate on a promising project
• Technological gatekeeper


  • Works with R&D to establish a communication exchange network, collecting technical information and sharing it with team members and others in the organization
• Network


  Consists of nodes (people important to the project), links (how they are reached and what important ties they have to others), and operating relationships (how these people are contacted and motivated to cooperate)
• An appointed team is not yet ready to operate. There must be top management support and, hopefully, a good image around the firm. Other managers sometimes come to doubt or fear a team, and they can isolate or ostracize it. But the real need at this time is training.
• Charged behavior


  In addition to commitment and cooperation, team members derive enjoyment from working together