1 New Product Development and Design for Manufacturability

2 Product Architecture Illustration

3 Options in New Products Organization 1. Functional: work is done by the various departments, very little project focus. Usually a new products committee or product planning committee. Usually a new products committee or product planning committee. Does not lead to much innovation. Does not lead to much innovation. 2. Functional Matrix: A specific team with people from various departments; project still close to the current business. Team members think like functional specialists. Team members think like functional specialists. Departments call the shots. Departments call the shots.

4 Myths and Truths About Product Champions The Myths: Champions are associated with market successes. Champions are associated with market successes. Champions are excited about the idea. Champions are excited about the idea. Champions get involved with radical changes. Champions get involved with radical changes. Champions arise from high (or low) levels in the firm. Champions arise from high (or low) levels in the firm. Champions are mostly from marketing. Champions are mostly from marketing. The Truths: Champions get resources and keep projects alive. Champions get resources and keep projects alive. They are passionate, persuasive, and risk-taking. They are passionate, persuasive, and risk-taking. Champions work in firms with or without formal new product processes. Champions are sensitive to company politics. Champions work in firms with or without formal new product processes. Champions are sensitive to company politics. Champions back projects that align with the firm’s innovation strategy. Champions back projects that align with the firm’s innovation strategy.

5 Product Life Cycles Product Des/ Planning IntroductionGrowthMaturityDecline Annual Profits Annual Sales Annual Dollars Life Cycle Stages 0 What if program slips?

6 Subsection: Concurrent Engineering Concurrent Engineering Defined Concurrent Engineering Defined Brainstorming Brainstorming Nuts and Bolts Nuts and Bolts How It Works How It Works Example of Concurrent Engineering Example of Concurrent Engineering An Exercise An Exercise

7 Utilizing a Suppliers Skills: General Performance Specifications Instructions to supplier: Instructions to supplier: “Design a set of brakes that can stop a 2200 pound car from 60 miles per hour in 200 feet ten times in succession without fading. The brakes should fit into a space 6” x 8” x 10” at the end of each axle and be delivered to the assembly plant for $40 a set.” “Design a set of brakes that can stop a 2200 pound car from 60 miles per hour in 200 feet ten times in succession without fading. The brakes should fit into a space 6” x 8” x 10” at the end of each axle and be delivered to the assembly plant for $40 a set.” Supplier submits design specifications and prepares a prototype for testing. Supplier submits design specifications and prepares a prototype for testing.

8 Benefits of Design Automation Quality of Design and Documentation Quality of Design and Documentation Can promote design and part reuse--leverage Can promote design and part reuse--leverage Shorten Design and Introduction Cycle Times (Impacts Market Share and Revenue over life of the product) Shorten Design and Introduction Cycle Times (Impacts Market Share and Revenue over life of the product) Incorporation of Design for Manufacturing Guidelines (DFM): Both Physical attributes and Component and Supplier selections Incorporation of Design for Manufacturing Guidelines (DFM): Both Physical attributes and Component and Supplier selections Facilitates integration with core business processes and the management of configuration control Facilitates integration with core business processes and the management of configuration control