Design Strategy: Lectur E1

Design Strategy Lectur e1

Design Thinking Process

Institute of Design at Stanford

Research and Development

R Basic Research •Discovery process •No set timing •Unpredictable returns •Long term

T Technology Development •Loosely structured •Difficult to plan •Less predictable •Medium term

D Product Development •Structured methods •Planned timing •Predictable outcome •Short term

Changing Dimensions of Competition

Manufacturing: Cost and Quality

Product Development: Features and Function

Competitiveness today is more than ever based on product development capability.

Creating Value through Product Development: It’s all about the product.

Why? • Quality assurance • Coordination • Planning • Management • Improvement

French

Pahl and Beitz

Generic Product Development Process Planning Planning

Concept Concept Development Development

Mission Approval

System-Level System-Level Design Design

Concept Review

System Spec Review

Detail Detail Design Design

Testing Testingand and Refinement Refinement

Critical Design Review

Production Production Ramp-Up Ramp-Up

Production Approval

Rapid Iteration PD Process Many Iteration Cycles Planning Planning

Concept Concept Development Development

Mission Approval

System-Level System-Level Design Design

Concept Review

Design Design

Cycle Plan Review

Build Build

Production Production Ramp-Up Ramp-Up

Test Test Cycle Review

Complex System PD Process Design Design Test Test

Planning Planning

Concept Concept Development Development

Mission Approval

System-Level System-Level Design Design

Concept Review

System Review

Design Design Test Test Design Design Test Test Design Design Test Test

Integrate Integrate and andTest Test

Validation Validation and andRamp-Up Ramp-Up

Production Approval

Tyco Product Development Process Project Registration

RP 0

Concept Definition

Feasibility and Planning

RP 1

RP 2

Preliminary Design

Final Design

RP 3

Product Verification

RP 4

Process Verification

RP 5

Launch

RP 6

Post-Launch Assessment

RP 7

RP 8

Tyco Product Development Process

Design Actors

• Marketing • Design • Manufacturing

Design Process

Hales

Appeal • Creation • Satisfaction of societal and individual needs • Team diversity • Team spirit

Challenges • Trade-offs • Dynamics • Details • Time pressure

Success Factors • Product quality • Product cost • Development time • Development cost • Development capability

Variants • Generic (Market Pull) • Technology- Push • Platform Products • Process Intensive • Customized

Front-End Process

Concept Development Process M is s io n S ta te m e n t

Id e n tify C u s to m e r N e e d s

E s t a b lis h T a rg e t S p e c ific a tio n s

G e n e r a te P ro d u c t C o n c e p ts

S e le c t P ro d u c t C o n c e p t( s )

Test P ro d u c t C o n c e p t( s )

P e r f o r m E c o n o m i c A n a ly s is B e n c h m a r k C o m p e t it iv e P r o d u c ts B u ild a n d T e s t M o d e ls a n d P r o t o ty p e s

Set F in a l S p e c ific a t io n s

P la n D o w n s tr e a m D e v e lo p m e n t

D e v e lo p m e n t P la n

Concept Development Process Mission Development Identify Establish Generate Select Test Set Plan Plan Statem Customer Target Product Product Product Final Downstream ent Needs SpecificationsConcepts Concept(s) Concept(s) Specifications Development Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes

• Front-end of PD need not be a fuzzy process. • Structured methods exist for each process step. • This is not strictly sequential -- generally a parallel and iterative process.

Questions

Apple: Simply Better Products

Good Design … http://www.creativebloq.com/product-design/examples-industrial-design-12121488

Bad Design … http://blog.uxpin.com/2837/10-worst-design-failures-of-all-times/

Black & Decker Snake Light

GoodGrips Angled Measuring Cups

Target Prescription Pill Bottle

Bodum Pavina Glasses

iRobot Roomba

SummaryProduct Development Process : a) Planning b) Concept Development c) System Level Chapter 2 design d) Detail Design e) Testing and Refinement f) Production Ramp up Front End Process : a) Identify Customer needs b) Set target specifications c) Concept generation d) Concept Selection e) Concept Testing f) Setting final specifications g) Project Planning h) Economic Analysis i) Benchmarking the competitors j) Prototype and models. Adapting Generic Development Process : a) Generic (Market Pull) b) Technology Push Products c) Process intensive products d) High risk Products e) Customized Products f) Quick Build Products g) Complex products h) Platform Products Process development Flow : Spiral is used for Quick Build Products and design and test broken down into four parts used for complex products (Airplanes, Ship Building etc). Product development Organization : a) Financial Arrangement b) Physical layout c) Reporting Relationship Individuals Classified in : a) Function b) Project c) Matrix – (Heavyweight Matrix, Light Weight Matrix) Functional organizations are those in which organizational links correspond to the development functions. Project organizations are those in which the organizational links corresponds to the development projects. Two types of hybrid, or matrix organizations