MINGGU KE 9: PROSES DESAIN PRODUK BARU

IDENTIFYING CUSTOMER NEEDS (1) (Ulrich, 2000) MISSION STATEMENT DEVELOP- MENT PLAN IDENTIFY CUSTOMER NEEDS ESTABLISH TARGET SPECIFICAT. GENERATE PRODUCT CONCEPTS SELECT PRODUCT CONCEPT(S) TEST PRODUCT CONCEPT(S) SET FINAL SPECIFICS PLAN DOWNSTREAM DEVELOPMENT PERFORM ECONOMIC ANALYSIS BENCHMARK COMPETITIVE PRODUCTS BUILD AND TEST MODELS AND PROTOTYPES THE CUSTOMER-NEEDS ACTIVITY IN RELATION TO OTHER CONCEPT DEVELOPMENT ACTIVITIES

IDENTIFYING CUSTOMER NEEDS (2) (Ulrich, 2000) THE FIVE STEPS FOR IDENTIFYING CUSTOMER NEEDS ARE : 1. GATHER RAW DATA FROM CUSTOMERS. 2. INTERPRET THE RAW DATA IN TERMS OF CUSTOMER NEEDS. 3. ORGANIZE THE NEEDS INTO A HIERARCHY OF PRIMARY, SECONDARY, AND ( IF NECESSARY) TERTIARY NEEDS. ESTABLISH THE RELATIVE IMPORTANCE OF THE NEEDS. REFLECT ON THE RESULTS AND THE PROCESS

PRODUCT SPECIFICATION (Ulrich, 2000) MISSION STATEMENT DEVELOP- MENT PLAN IDENTIFY CUSTOMER NEEDS ESTABLISH TARGET SPECIFICAT. GENERATE PRODUCT CONCEPTS SELECT PRODUCT CONCEPT(S) TEST PRODUCT CONCEPT(S) SET FINAL SPECIFICS PLAN DOWNSTREAM DEVELOPMENT PERFORM ECONOMIC ANALYSIS BENCHMARK COMPETITIVE PRODUCTS BUILD AND TEST MODELS AND PROTOTYPES THE CONCEPT DEVELOPMENT PROCESS. THE TARGET SPECIFICATIONS ARE SET EARLY IN THE PROCESS, BUT SETTING THE FINAL SPECIFICATIONS MUST WAIT UNTIL AFTER THE PRODUCT CONCEPT HAS BEEN SELECTED.

ESTABLISH TARGET SPECIFICATIONS (1) (Ulrich, 2000) PRODUCT SPECIFICATION MEANS THE PRECISE DESCRIPTION OF WHAT THE PRODUCT HAS TO DO. SOME FIRMS USE THE TERMS “PRODUCT REQUIREMENTS” OR “ENGINEERING CHARACTERISTICS”. THE PROCESS OF ESTABLISHING THE TARGET SPECIFICATIONS CONTAINS FOUR STEPS : PREPARE THE LIST OF METRICS, USING THE NEEDS-METRICS MATRIX, IF NECESSARY. COLLECT THE COMPETITIVE BENCHMARKING INFORMATION. SET IDEAL AND MARGINALLY ACCEPTABLE TARGET VALUES FOR EACH METRIC. REFLECT ON THE RESULTS AND THE PROCESS.

ESTABLISH TARGET SPECIFICATIONS (2) (Ulrich, 2000) STEP 1 : PREPARE THE LIST OF METRICS A FEW GUIDELINES SHOULD BE CONSIDERED WHEN CONSTRUCTING THE LIST OF METRICS : METRICS SHOULD BE COMPLETE. METRICS SHOULD BE DEPENDENT, NOT INDEPENDENT, VARIABLES METRICS SHOULD BE PRACTICAL. SOME NEEDS CANNOT EASILY BE TRANSLATED INTO QUANTIFIABLE METRICS THE METRICS SHOULD INCLUDE THE POPULAR CRITERIA FOR COMPARISON IN THE MARKETPLACE.

ESTABLISH TARGET SPECIFICATIONS (3) (Ulrich, 2000) STEP 2 : COLLECT THE COMPETITIVE BENCHMARKING INFORMATION GATHERING THESE COMPETITIVE BENCHMARKING DATA & INFORMATION CAN BE VERY TIME CONSUMING, INVOLVING (AT THE LEAST) PURCHASING, TESTING, DISSASSEMBLING, AND ESTIMATING THE PRODUCTION COST OF THE MOST IMPORTANT COMPETITIVE PRODUCTS.

ESTABLISH TARGET SPECIFICATIONS (4) (Ulrich, 2000) STEP 3 : SET IDEAL AND MARGINALLY ACCEPTABLE TARGET VALUES FOR EACH METRIC THE IDEAL VALUE IS THE BEST RESULT THE TEAM COULD HOPE FOR. THE MARGINALLY ACCEPTABLE VALUE IS THE VALUE OF THE METRIC THAT WOULD JUST BARELY MAKE THE PRODUCT COMMERCIALLY VIABLE. THE BOTH OF THESE TARGET ARE USEFUL IN GUIDING THE SUBSEQUENT STAGES OF CONCEPT GENERATION AND CONCEPTS SELECTION, AND FOR REFINING THE SPECIFICATIONS AFTER THE PRODUCT CONCEPT HAS BEEN SELECTED.

ESTABLISH TARGET SPECIFICATIONS (5) (Ulrich, 2000) STEP 4 : REFLECT ON THE RESULTS AND THE PROCESS REFLECTION AFTER EACH ITERATION HELPS TO ENSURE THAT RESULTS ARE CONSISTENT WITH THE GOALS OF THE PROJECT.

SETTING THE FINAL SPECIFICATIONS (Ulrich, 2000) A FIVE-STEP PROCESS FOR SETTING THE FINAL SPECIFICATIONS ARE : DEVELOP TECHNICAL MODELS OF THE PRODUCT. DEVELOP A COST MODEL OF THE PRODUCT. REFINE THE SPECIFICATIONS, MAKING TRADE-OFFS WHERE NECESSARY. FLOW DOWN THE SPECIFICATIONS AS APPROPRIATE. REFLECT ON THE RESULTS AND THE PROCESS.

CONCEPT GENERATION (1) (Ulrich, 2000) 1. CLARIFY THE PROBLEM UNDERSTANDING PROBLEM DECOMPOSITION FOCUS ON CRITICAL SUB PROBLEMS SUBPROBLEMS 2. SEARCH ETERNALLY LEAD USERS EXPERTS PATENTS LITERATURE BENCHMARKING 3. SEARCH INTERNALLY INDIVIDUAL GROUP EXISTING CONCEPTS A NEW CONCEPTS

CONCEPT GENERATION (2) (Ulrich, 2000) 4. EXPLORE SYSTEMATICALLY * CLASSIFICATION TREE * COMBINATION TABLE INTEGRATED SOLUTIONS 5. REFLECT ON THE SOLUTIONS AND THE PROCESS * CONSTRUCTIVE FEEDBACK

CONCEPTSELECTION (1) (Ulrich, 2000) MISSION STATEMENT DEVELOP- MENT PLAN IDENTIFY CUSTOMER NEEDS ESTABLISH TARGET SPECIFICAT. GENERATE PRODUCT CONCEPTS SELECT PRODUCT CONCEPT(S) TEST PRODUCT CONCEPT(S) SET FINAL SPECIFICS PLAN DOWNSTREAM DEVELOPMENT PERFORM ECONOMIC ANALYSIS BENCHMARK COMPETITIVE PRODUCTS BUILD AND TEST MODELS AND PROTOTYPES CONCEPT SELECTION IS PART OF THE OVERALL CONCEPT DEVELOPMENT PHASE

CONCEPTSELECTION (2) (Ulrich, 2000) ALL TEAM USE SOME METHOD FOR CHOOSING A CONCEPT : EXTERNAL DECISION PRODUCT CHAMPION INTUITION MULTIVOTING

CONCEPTSELECTION (3) (Ulrich, 2000) A STRUCTURED CONCEPT SELECTION METHOD OFFERS THE FOLLOWING POTEN- TIAL BENEFITS : A CUSTOMER-FOCUSED PRODUCT A COMPETITIVE DESIGN BETTER PRODUCT-PROCESS COORDINATION REDUCED TIME TO PRODUCT INTRODUCTION EFFECTIVE GROUP DECISION MAKING DOCUMENTATION OF THE DECISION PROCESS

CONCEPTSELECTION (4) (Ulrich, 2000) THERE IS A TWO-STAGE CONCEPT SELECTION METHODOLOGY : CONCEPT SCREENING CONCEPT SCORING EACH IS SUPPORTED BY A DECISION MATRIX WHICH IS USED BY TEAM TO RATE, RANK, AND SELECT THE BEST CONCEPT(S).

CONCEPTSELECTION (5) (Ulrich, 2000) BOTH STAGES, CONCEPT SCREENING AND CONCEPT SCORING, FOLLOW A SIX-STEP PROCESS WHICH LEADS THE TEAM THROUGH THE CONCEPT SELECTION ACTIVITY. THE STEPS ARE : PREPARE THE SELECTION MATRIX. 2. RATE THE CONCEPTS. RANK THE CONCEPTS. COMBINE AND IMPROVE THE CONCEPTS. SELECT ONE OR MORE CONCEPTS. 6. REFLECT ON THE RESULTS AND THE PROCESS.