1. Development Processes and Product Planning + Capturing the Voice of the Customer
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
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2. Every project must make two important decisions about the way they will carry out their product development.
What is the Product Development Process and
What is the Product Development Organization
The process is the method the team will use to go from idea to product.
The organization is the team structure that will be employed to accomplish the development process.
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3. What is a Structured approach to Design?
It is a set of methodologies and tools that provide the communications infrastructure between the marketing, engineering, and manufacturing functions of a company.
It breaks down the design process into sub-processes that have a natural progression from idea to product.
These tools and methods also provide the communication network for the design team. They organize the project activities and encourage the use of design tools at the appropriate stages of the product development.
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4. What role do “milestones” play in organizing a project?
What are some of the problems that could occur if the team did not have a plan or method of completing their project?
What role do “milestones” play in organizing a project?
How does the Development Process affect the Organizational structure?
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5. Introduction to a Phase/Gate development process
Activities
Checkpoint
Meeting A
Proceed to
next phase 1 B C E
Redirect
Project 2
Cancel
Project 3 D
Development Phase
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6. Product Development Process
Tested, piloted
and introduced
The pattern of Product
Development
Prototypes
Development
Designs
Ideas
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7. Develop a “body of facts” about the proposed product concept.
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
Concept Development:
Develop a “body of facts” about the proposed product concept.
Identify target market, establish customer needs, determine technology requirements and availability.
Generated alternative product concepts, and select a single concept for further development.
Propose initial product specifications.
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8. The BOF is a collection of all the critical information that you know about your project.
Strategy or Solution
Critical Assumptions
Body of Facts - BOFs
Assumptions can make or break a development project
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9. Unstable Strategy!! Assumptions Changed!!
What happens when Assumptions prove to be invalid?
Strategy or Solution
Assumptions Changed!!
Unstable
Strategy!!
Body of Facts - BOFs
“Assumptions killed us. Nothing worked as it was supposed to and engineering success takes a long time.”
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10. Define the proposed product architecture,
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
System-Level Design:
Define the proposed product architecture,
break into subsystems and components,
complete initial feasibility evaluations of key subsystems,
complete staffing requirements and assignments,
and refine the functional specifications.
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11. Start full scale development of the product,
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
Detail Design:
Start full scale development of the product,
begin initial prototyping of entire product,
choose materials,
develop detailed specifications for all components,
develop test plans and quality objectives.
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12. Testing and Refinement: Do performance and reliability testing,
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
Testing and Refinement:
Do performance and reliability testing,
build-test-fix-document cycles until product meets functional specifications.
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13. Production Ramp-up: complete documentation,
Generic Phase/Gate Process
Phase 1
Concept
Development
Phase 2
Phase 5
Phase 4
Phase 3
System-Level
Design
Detail
Testing and
Refinement
Production
Ramp-up
Production Ramp-up: complete documentation,
complete final qualification testing,
all parts and components available for production volumes,
production tooling complete,
build first production runs,
and release documentation to production.
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14. Introduction to PLC Revision 6.0
Product Development Process
Opportunity
Proposal
Concept
Phase Review
Feasibility
Development
Qualification
Ramp-up
Phase
Ramp-Up
2.1 Prelim. Integrated Program Plan
3.1 Integrated Program Plan
3.2 Product Requirement
3.3 System Design
5.2 Beta Test
IPP Updates
Phase Review Presentations
6.1 Introduction Implementation
4.1 Introduction Planning
4.10 Engineering Verification Test
5.1 Alpha Test
4.3 Software Development
4.2 Hardware Development
4.5 Test Planning and Development
4.6 Manufacturing Development
5.4 Pilot Production
6.2 Production Ramp-Up
4.9 Customer Satisfaction Development
4.8 Technical Publications
6.3 Customer Satisfaction Implementation
4.7 Supply Chain and Logistics Development
5.3 Design Verification Test
4.4 Subsystem Development
Product Launch
Production &
EOL Phases
8.1 End Of
Life
EOL
7.1 Product Improvement
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15. Concept Development Phase
System-Level
Design
Detail
Design
Testing and
Refinement
Production
Ramp-up
Mission
Statement
Identify
Customer
Needs
Establish
Target
Specs
Analyze
competitive
Products
Generate
Product
Concepts
Select a
Concept
Refine
Perform
Economic
Analysis
Plan
Remaining
Development
Project
Development
Plan
Concept Development
Exhibit 2 Chapter 3 Ulrich & Eppinger
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16. Relationship between the key factors of product development
There are three factors that control product development:
Cost of development
Time to complete the process
The definition of the product features
You get to pick two of the three, but the third is always a dependent variable.
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17. C=F/T The key parameters of Development
Trade offs between the key product development
factors.
Product
Features-F
C=F/T
Development
time-T
Development
cost-C
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18. C=F/T The key parameters of Development …and, keep product features….
“Marketing says that if we don’t get the product out sooner we will not
be the market leader, and by-the-way, ‘you can’t cut features!’”
Product
Features-F
C=F/T
…and, keep product
features….
If you want to reduce
development time...
Development
cost-C
Development
time-T
You will need to increase
development costs
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19. C=F/T The key parameters of Development …you will need to
“You know how important Project X is to the company, we still need it
on time, but I am having to cut your expenses to make the quarter!!”
C=F/T
Product
Features-F
…you will need to
cut product features
Development
time-T
Development
cost-C
If you want to maintain
time-to-market...
..and your budget
just got cut...
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20. C=F/T The key parameters of Development …but we need to add
“The good news is that we haven’t cut your budget, but we still need to add auto-sensing to the product!!”
Product
Features-F
…but we need to add
a few features...
C=F/T
Your budget is
the same...
Development
time-T
Development
cost-C
…and, it is going to take
longer to develop!!
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21. Summary Companies are in the business to make money
Successful companies consistently out-engineer their competition.
The way you implement a design is often as important as the design itself.
You must make trade-offs between feature, time, and resources. C=F/T.
If you follow the methodology in the class, you will be more successful with your senior project design.
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22. Capturing the Voice of the Customer Or Marketing 101
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23. Concept Development Phase
System-Level
Design
Detail
Design
Testing and
Refinement
Production
Ramp-up
Mission
Statement
Identify
Customer
Needs
Establish
Target
Specs
Analyze
competitive
Products
Generate
Product
Concepts
Select a
Concept
Refine
Perform
Economic
Analysis
Plan
Remaining
Development
Project
Development
Plan
Concept Development
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24. What development phase is the most critical to the eventual success or failure of the product?
Why?
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25.  Early phases of Product Development Market analysis and Strategy
Technology
development 
Concept Development
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26. What’s the Problem?
Our
Performance
Customers’
Need
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27. “Marketing is too important to leave to the marketing department”—
Bill Hewlett—one of the founders of Hewlett-Packard Co.
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28. Kano's "3 Arrow Diagram" win 2017 Neutral Feeling Satisfied Feeling
Physically
Fulfilled
Condition
(Need is met)
(Need is not met)
Dissatisfied
Feeling
Feeling
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29. Kano's "3 Arrow Diagram" “Taken for granted” win 2017 Unstated,
Satisfied
Feeling
Physically
Fulfilled
(Need is not met)
Condition
(Need is met)
“Taken for granted”
Unstated,
Expected
Quality
Dissatisfied
Feeling
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30. Kano's "3 Arrow Diagram" “Competitive” “Taken for granted” win 2017
Dissatisfied
Feeling
Satisfied
Physically
Fulfilled
Condition
(Need is met)
(Need is not met)
"One-Dimensional" Quality
“Competitive”
the more the better
Unstated,
Expected
Quality
“Taken for granted”
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31. Kano's "3 Arrow Diagram" “Competitive” “Surprise & Delighters”
Dissatisfied
Feeling
Satisfied
Physically
Fulfilled
Condition
(Need is met)
(Need is not met)
"One-Dimensional" Quality
Exciting
Quality
“Competitive”
the more the better
“Surprise & Delighters”
Unstated,
Expected
Quality
“Taken for granted”
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32. Kano's "3 Arrow Diagram" win 2017 Unstated, Expected Quality Satisfied
Feeling
What was
exciting
yesterday
becomes
expected
tomorrow
Physically
Fulfilled
(Need is not met)
Condition
(Need is met)
Unstated,
Expected
Quality
Dissatisfied
Feeling
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33. What difference does it make?
Does it change the effort on customer identification?
Does it change the risk of product acceptance?
What about manufacturing?
How does it impact R&D expenditures?
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34. The goals for Identifying Customer Needs
Ensure that the product is focused on customer needs.
Identify unusual or hidden needs.
Provide a ‘body of facts’ for justifying the product specification.
Create an archival record of the needs.
Ensure that no critical customer need is over-looked.
Develop a common understanding of the customer needs by the team.
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35. Black and Decker Power Screwdriver Project
Market Statement:
Black and Decker Power Screwdriver Project
Product Description
Benefit Proposition
Key Business Goals
Primary Market or use
Critical Assumptions
Stakeholders
A handheld, power assisted device for installing threaded fasteners.
Drives screws more quickly, with less effort than by hand
Product introduction 4th Qtr. 2006
50% gross margin
10% share of cordless screwdriver market by 2008
Do-it-yourself consumer
Light duty professional
Hand held
Power assisted
Nickel-metal-hydride battery technology
Users
Retailer
Sales force
Production
Legal department
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36. Team Email assignment;
Homework
Team assignment;
Develop the “Body of Facts” (all the information that you currently know about your project).
What are the key assumptions that you are making at the beginning of the project?
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37. Homework assignment continued
Product Description
Primary Market or Use
Key technology or features
Describe the intended user
Critical Assumptions
Stakeholders
Describe the “product” that you expect to complete by the end of the semester.
What is the intended use, and are there other products with similar characteristics?
What is unique about this product? Why would someone choose to use this product. What are the other competitive offerings?
Who is the targeted user? How big is the intended market. Where on the Kano chart would this product exist?
What assumptions could radically alter the current strategy? And Why?
What other companies, groups, or individuals will be impacted by the success or failure of this product development?
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38. Notes from the past
We are happy that we are finished with this project and that it turned out so well. We learned so much this semester. … We learned a lot about teamwork, time management and ourselves. We learned about what it takes to go from an idea that a “customer” wants all the way down to a working prototype including design reviews along the way. The greatest thing we learned was that we could do it. We gained a lot of confidence from completing this senior project…. We came to understand now more than ever before what it means to rely on other people to accomplish a goal as we worked together as a team to get our project working. There are a couple things that we would do differently if we were to do it all again. We would take more scrupulous notes as we made decisions and changes to our design. Often times we would change our design and ask if it was better than what we had before, only to find out that we didn’t record data from the first simulation and so we’d have to do it over again. It would defiantly save time to take more careful notes. Another thing we would change would be that we would be more aware of the schedule as the semester moved along. We learned this about halfway through the semester after missing our first couple major deadlines by weeks. When you are aware of the schedule and the deadlines in it, there is a much greater motivation than not being aware of deadlines. Basically things tend to get done on time when you know when they are supposed to be done. This is a seemingly obvious lesson, but when you experience it and see the difference it will be easier to do in the future. We really enjoyed the fact that we were able to see this project to completion from beginning to end. That is something you rarely see as an undergrad and it was a great experience to have.
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39. Notes from the past -Continued
“Also, organization and goals and meetings seem like a waste of time or a lot of busy work, but they can save a lot of time. People say that all the time, but I think for engineering it is really true. If at the beginning of the semester, our group could have seen us not finishing the project on time and the scrambling to get something to work, we would have done a better job of figuring things out sooner. In fact, I wish we had a time table from day 1.”….
“I learned how important it is to keep accurate documentation. That includes keeping an up to date tracking record of progress being made and assignments. It is very easy to get side tracked and lose focus of the most important tasks that need to be completed.”
“We took a brute force approach on our project. We thought if we ran through enough iterations of our hardware that we would come up with something that worked. That was the wrong approach to take. We should have tried to understand more in depth what each of the parts was doing and designed better tests to determine how well they were working. A more theoretical approach over a trial and error approach would have saved us a lot of time and effort.”
“Documentation is ABSOLUTELY essential. I worked on documentation before for my internship, and nothing is more helpful than documents explaining how the system is supposed to work. In this project too, we have to make sure that we document everything reasonably well, we have people who are going to keep working on OUR work. If we don’t document it, they may as well start over.”
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40. Details of the Customer Needs Analysis
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41. The 6 steps in Identifying Customer Needs
Define the scope of the effort
Gather raw data from customers.
Interpret the raw data in terms of customer needs.
Organize the needs into a hierarchy of primary, secondary, and tertiary needs (if required)
Establish the relative importance of the needs.
Reflect on the results and the process
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42. Step1 Defining the scope
Often included as the Mission Statement or Project Charter
the project charter usually contains
a description of the customer and targeted market
Key business goals
critical customer needs being met
key program assumptions
major stakeholders
Keeps us from “boiling the ocean”– taking on more than we can accomplish.
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43. Step 2 Gather Raw Data from Customers
Identify typical customers or users
sometimes these can be individuals, other times in groups
develop a set of questions that will draw out needed comments
decide on using interviews or surveys.
Perform the market study
capture the customer inputs, written statements, voice, video recording, etc.
compile the final written list of customer statements.
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44. Customer Needs Interviews
Generate a ‘script’ or list of questions
Open ended versus closed ended questions
examples
when to use which
Let the customer talk - be flexible
Manage your time
Get the whole team involved
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45. Step 3 Interpret the Raw Data in Terms of Customer or User Needs
express the need in terms of What the product will do, not How it will do it.
Try to keep the interpretation at the same level of detail as the customer input.
Use positive statements.
Express the need as a product attribute.
Avoid the words Must and Want
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46. Examples of interpreting customer comments
Customer statement
Interpreted Need
“I need to drive screws fast, faster than by hand”
The SD drives screws faster than by hand.
“I sometimes do duct work; use sheet metal screws”.
The SD drives sheet metal screws into metal duct work.
“I like the pistol grip; it feels better in my hand”.
The SD is comfortable to grip.
“I don’t like it when the tip slips off the screw.”
The SD tip remains aligned with screw head without slipping.
“I sometimes drive screws in at an angle”
The SD will show when the screw in not aligned with the surface.
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47. Step 4 Organize the Needs into a Hierarchy
Write each Interpreted Need statement on a sticky note, and put them on the wall or chart.
Eliminate redundant statements.
Group the notes according to how similar the needs are to each other.
For each group of notes, write a label on a bigger sticky note.
Look for higher level groups of similar sub groups.
Go back and do a “sanity check” on the data. “how does it feel?”
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48. Step 4 Organize the Needs into a Hierarchy
Quadrotor must be able to move in any direction at 3 mph.
Quadrotor must be able to hover over the target
Quadrotor flight characteristics
Quadrotor must be able to fly for 10 mins without recharging
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49. Step 5 Establish the Relative Importance of the Needs.
First try the Team Consensus method
Give every team members three sticky dots and have them vote. Or just give each team members three votes.
Be careful that all the primary needs are at the same level.
If key customers are available, let them help establish importance either by surveys or in focus groups.
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50. Step 6 Reflect on the Results and the Process
This method is not an exact science.
Did we get the important customers in our data?
Are there needs that the current customers can’t envision?
Do we have some weak areas of analysis?
Are we surprised by the results? And why?
Did we get the key stakeholders involved?
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51. Steps in customer needs prioritization.
State the Project Scope or Mission.
Capture customer inputs, one customer
need on each Sticky note.
Group similar needs.
Title the groups.
Lay out groups and show relations
between groups.
Vote on most important needs and
draw conclusion.
Theme
Conclusion
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52. Examples of Homework example (page 65 text)
Customer statement
Interpreted Need
Priority
“I need to drive screws fast, faster than by hand”
The SD drives screws faster than by hand. ** 3 M
“I sometimes do duct work; use sheet metal screws”.
The SD drives sheet metal screws into metal duct work. * 1 L
“I like the pistol grip; it feels better in my hand”.
The SD is comfortable to grip.
*** 5 H
“I don’t like it when the tip slips off the screw.”
The SD tip remains aligned with screw head without slipping. ** 3 M
“I sometimes drive screws in at an angle”
The SD will show when the screw in not aligned with the surface. * 1 L
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53. Control Documents
The Functional Specification Document, FSD, answers the question; What does the customer want, or what will they accept? It is mainly a quantitative measure of user needs that allows the team to know when they have met their goals.
The Concept Generation and Selection Document, CGSD answers the question; How will we deliver the solution to the customer’s requirements, and how do we know that we are offering an optimum solution. Again the meat of the CGSD is a set of tables and matrices showing quantitatively how we have arrived at our project definition.
The Project Schedule answers the question; When will we deliver the solution. The Schedule shows the timing of project tasks, the breakdown of staffing requirements, and dates for project reviews and checkpoints.
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54. Functional Specifications Document
Most product ideas are initially driven by a loosely defined set of customer inputs that usually are not consistent or complete.
One of the most common mistakes that companies make, is to go into full-scale product development before these customer needs are thoroughly analyzed and the feasibility of the complementary technologies are determined.
In several studies of unsuccessful commercial products, it was found that there was a common theme of poorly defined features in the early stages of the project.
Subsequent project redefinition caused delays and missed expectations to the customer.
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55. FSD Requirements
Project Description and background: What is the project, and what is expected to be accomplished. (Mission statement)
Project Requirements: The customer needs and requirements including their relative importance.
Functional Specifications: The measurable engineering characteristics and target values for the product. You should include preliminary targets for marginal values and ideal values for each specification.
Linking of the Project Requirements and Functional Specifications: The analysis of the specifications to insure that critical program and customer requirements are being met. (First step in testing document)
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56. Control Documents FSD CES FSD win 2017 Schedule
Identify
Customer
Needs
Establish
Target
Specs
Analyze
competitive
Products
Generate
Product
Concepts
Select a
Concept
Refine
Perform
Economic
Analysis
Plan
Remaining
Development
Project
FSD
CES
FSD
Schedule
Preliminary & Final “Functional Specifications Document” - (FSD)
“Concept Evaluation and Selection Document”- (CESD)
“Project Schedule” with Staffing Assignments – (Schedule)
“Final Project Report”
(Most of the control documents are initiated during the 1st phase, and only updated in later phases.)
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