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Product Development  Process, A contract book - Coggle Diagram

- - - - The drawings or computer files describing the geometry of each part
      - its production tooling, the specifications of the purchased parts, and the process plans for the fabrication and assembly of the product
- - - - The goal of concept generation is to thoroughly explore the space of product concepts that may address the customer needs.
      - •Concept generation includes: a mix of external search, creative problem solving within the team, and systematic exploration of the various solution fragments the team generates.
      - The outcome of this phase is a set of 10 to 20 concepts each is represented by a sketch and brief descriptive text.
    - - is the activity in which various product concepts are analyzed and sequentially eliminated to identify the most promising concept(s).
    - - •Specifications provide a precise description of what a product has to do. They are the translation of the customer needs into technical terms.
      - •The output of this stage is a list of target specifications. Each specification consists of a metric, and marginal and ideal values for that metric. A method
    - - •The target specifications set earlier in the process are revisited after a concept has been selected and tested.
      - •At this point, the team must commit to specific values of the metrics reflecting the constraints inherent in the product concept, limitations identified through technical modeling, and trade-offs between cost and performance.
    - - •In this final activity of concept development, the team creates a detailed development schedule, devises a strategy to minimize development time, and identifies the resources required to complete the project.
    - - • The goal of this activity is to understand customers’ needs and to effectively communicate them to the development team.
      - • The output of this step is a set of carefully constructed customer need statements, organized in a hierarchical list, with importance weightings for many or all of the needs.
    - - •The concept is verified to make sure that customer needs have been met.
      - •Assess the market potential of the product.
      - •Identify any short comings if any is found.
    - - Economic analysis
        
        •To resolve specific trade-offs between, for example, development costs and manufacturing costs.
        
        • This model is used to justify continuation of the overall development program
        
        •The team, often with the support of a financial analyst, builds an economic model for the new product
      - Benchmarking of competitive products
        
        • An understanding of competitive products is critical to successful positioning of a new product and can provide a rich source of ideas for the product and production process design.
      - Modeling and prototyping
        
        “form only” concept
        
        •Can be shown to customers to evaluate ergonomics and style.
        • Experimental test models, which can be used to set design parameters for robust performance.
        
        Process Types
        
        •Technology-Push Products:
        
        The team begins with a new technology, then finds an appropriate market. Example : Tyvek envelopes
        
        Process-Intensive Products:
        
        Characteristics of the product are highly constrained by the production process.
        Examples: chemicals, semiconductors., New shape of breakfast cereals
        
        Market-Pull Products:
        
        Market pull is when product ideas are produced in response to market forces or customer needs. The team begins with a market opportunity and selects appropriate technologies to meet customer needs.
        
        Platform Products:
        
        The team assumes that the new product will be built around an established technological subsystem.
        Examples: Consumer electronics, computers, printers. The apple phone operating system
        
        Customized products:
        
        New products are slight variations of existing configurations.
        •Examples: Motors, switches, batteries, containers.
        
        High-risk products:
        
        Technical or market uncertainties create high risks of failure.
        Examples: Pharmaceuticals, space systems
        
        Quick-build products:
        
        Rapid modeling and prototyping enables many design-build-test cycles.
        Examples: Software, cellular phones.
        
        Complex systems:
        
        System must be decomposed into several subsystems and many components.
        Examples: Airplanes, jet engines and automobiles.
        
        proof of-concept
        
        •early “proof of- concept” models, which help the development team to demonstrate feasibility