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Introduction - EDGE - Rochester Institute of Technology

VIEWS: 2 PAGES: 16

									    Assessing your Corporate
  Culture of Product Development
    Design Project Management


          Dr. Edward Hensel, PE
      Professor and Department Head
          Mechanical Engineering
      Rochester Institute of Technology

“Know-Why is Just as Important as Know-How”

                          Design Project Management
The Culture of Product Development

  Belief        Science       Engineering

      Engineering: We Design The Future!

                Technology

  Culture      Strategy          Tactics
     Engineering of Systems Connects the
           Abstract to the Concrete
                   Product
           Development Process

                          Design Project Management
                                Organization Assessment
                                      Where do you fall in this range?
Administrative                         Program Management Focus                Engineering
Budgets, schedules, resources,                                                 Technical decision
admin issues                                                                   making, customer
                                                                               interface
Interfaced                                     Teaming Style                   Interactive
One-on-One meetings, Interface                                                 Teams form, dis-band,
Agreements                                                                     little formality
Guarded                                 Project Information Sharing            Concurrent
Info hoarding; push as you                                                     Info easily available,
perceive their need                                                            accessible to all
Entry Level                           Project Engineering Proficiency          Sr. Experienced
Design Engrs Jr level, little                                                  Design Engrs highly
experience                                                                     skilled, experienced
Ad-Hoc                                    Cross Project Learning               Ingrained
Learning across projects as                                                    Learning across projects
people move around                                                             ingrained
Basic                                      CAD/CAM Proficiency                 High
PD teams are poorly equipped,                                                  Well equipped, all
inconsistent                                                                   expected to know

Minimal                            Corporate Engineering Infrastructure        Extensive
No infrastructure outside of the                                               Lots of infrastructure for
project itself                                                                 new processes into
                                                                               project


                                                         Design Project Management
                    Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                           Organization Assessment
                                 A      B          C           D         E
Administrative                       Program Management Focus                Engineering
Budgets, schedules, resources,                                               Technical decision
admin issues                                                                 making, customer
                                                                             interface




                                                       Design Project Management
                 Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                          Organization Assessment
                                 A      B          C           D         E




Interfaced                                  Teaming Style                    Interactive
One-on-One meetings, Interface                                               Teams form, dis-band,
Agreements                                                                   little formality




                                                       Design Project Management
                 Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                             Organization Assessment
                              A          B          C           D         E




Guarded                               Project Information Sharing             Concurrent
Info hoarding; push as you                                                    Info easily available,
perceive their need                                                           accessible to all




                                                        Design Project Management
                  Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                                Organization Assessment
                                 A         B          C           D         E




Entry Level                           Project Engineering Proficiency           Sr. Experienced
Design Engrs Jr level, little                                                   Design Engrs highly
experience                                                                      skilled, experienced




                                                          Design Project Management
                    Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                              Organization Assessment
                                   Where do you fall in this range?




Ad-Hoc                                 Cross Project Learning               Ingrained
Learning across projects as                                                 Learning across projects
people move around                                                          ingrained




                                                      Design Project Management
                 Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                          Organization Assessment
                                A       B          C           D         E




Basic                                   CAD/CAM Proficiency                  High
PD teams are poorly equipped,                                                Well equipped, all
inconsistent                                                                 expected to know




                                                       Design Project Management
                 Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
                             Organization Assessment
                                   A          B         C           D         E




Minimal                                Corporate Engineering Infrastructure       Extensive
No infrastructure outside of the                                                  Lots of infrastructure for
project itself                                                                    new processes into
                                                                                  project



                                                            Design Project Management
                   Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
        MPD Winter 08-2
        MPD Fall 08-1           Organization Assessment
                                      Where do you fall in this range?
Administrative                         Program Management Focus                Engineering
Budgets, schedules, resources,                                                 Technical decision
admin issues                                                                   making, customer
                                                                               interface
Interfaced                                     Teaming Style                   Interactive
One-on-One meetings, Interface                                                 Teams form, dis-band,
Agreements                                                                     little formality
Guarded                                 Project Information Sharing            Concurrent
Info hoarding; push as you                                                     Info easily available,
perceive their need                                                            accessible to all
Entry Level                           Project Engineering Proficiency          Sr. Experienced
Design Engrs Jr level, little                                                  Design Engrs highly
experience                                                                     skilled, experienced
Ad-Hoc                                    Cross Project Learning               Ingrained
Learning across projects as                                                    Learning across projects
people move around                                                             ingrained
Basic                                      CAD/CAM Proficiency                 High
PD teams are poorly equipped,                                                  Well equipped, all
inconsistent                                                                   expected to know

Minimal                            Corporate Engineering Infrastructure        Extensive
No infrastructure outside of the                                               Lots of infrastructure for
project itself                                                                 new processes into
                                                                               project


                                                         Design Project Management
                    Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
       Traditional              Organization Assessment
        Toyota                        Where do you fall in this range?
Administrative                         Program Management Focus                Engineering
Budgets, schedules, resources,                                                 Technical decision
admin issues                                                                   making, customer
                                                                               interface
Interfaced                                     Teaming Style                   Interactive
One-on-One meetings, Interface                                                 Teams form, dis-band,
Agreements                                                                     little formality
Guarded                                 Project Information Sharing            Concurrent
Info hoarding; push as you                                                     Info easily available,
perceive their need                                                            accessible to all
Entry Level                           Project Engineering Proficiency          Sr. Experienced
Design Engrs Jr level, little                                                  Design Engrs highly
experience                                                                     skilled, experienced
Ad-Hoc                                    Cross Project Learning               Ingrained
Learning across projects as                                                    Learning across projects
people move around                                                             ingrained
Basic                                      CAD/CAM Proficiency                 High
PD teams are poorly equipped,                                                  Well equipped, all
inconsistent                                                                   expected to know

Minimal                            Corporate Engineering Infrastructure        Extensive
No infrastructure outside of the                                               Lots of infrastructure for
project itself                                                                 new processes into
                                                                               project


                                                         Design Project Management
                    Adapted From: Product Development for the Lean Enterprise, by M. Kennedy
 Once upon a time, a customer walked into an auto repair shop. As
 the customer approached the counter, he noticed a large display
    sign behind the clerk. The sign said, in large bold lettering:


                  We repair your car ...
                      • Very Fast
                      • With High Quality
                      • At Low Cost
                                                      ... you can pick any two
New Product Development has a lot in common with this story! A successful product launch requires
active management of tradeoffs between the fundamental issues of Time-to-market, Function, and Cost. A
key aspect of set-based concurrent engineering, is that the product development team concurrently works
on emerging design functions, which are introduced into the production plan on a pre-defined release
schedule.

                                                           Design Project Management
                            Project Priority Matrix
           This table illustrates the three basic conflicts
           which exist in any new product development.
Product Development
                                   Constrain               Optimize                      Accept
Axes
Typically, these conflicting       This axis must be       This axis must achieve high   This axis must follow
interests can be thought of as 3   satisfied in order to   performance in order to be    from the design
axes.                              be accepted in the      differentiated in the         limitations imposed by
                                   marketplace.            marketplace.                  the other axes.

Product Features

Product Cost

Product Time to Market

Set based concurrent engineering provides an alternative view of how to manage these fundamental
conflicts. Rather than falling into the trap of placing all resources on a single design review gate, which can
lead to poor long term choices in favor of making intermediate deadlines, the idea of set based concurrent
engineering is to develop emerging technologies in parallel, and introduce new technology “modules” into
the product stream as they are ready on a pre-determined TAKT time, much like a JIT manufacturing flow.

                                                                  Design Project Management
                            Project Priorities
Correct Choice may depend on product maturity                                                                             Optimize your cost
                                                                                                                          structure to provide
                 Constrain                                                                                                value, undercut the
                                                                                                                          competition as product
                     Optimize                                                                                             lines become commodity




                                                         Maturity/Volume
                           Accept                                          Be first to market,
                                                                           with limited
                                  Mature market                            Feature set;
       Feature                                                             name your price                   Continue to add valuable
                                  place, high
                                                                                                             features, leading the
                                  feature set in
                                                                                                             marketplace, and
         Cost                     commodity
                                                                                                             demand premium price
                                  pricing, innovate
                                  on a schedule
         Time
                                                                                                              Time
It’s important to avoid a common fatal flaw …
                Constrain                                                                        Constrain
                                     Common errors:
                     Optimize        try to do all
                                                                                                      Optimize
                            Accept   optimizations at                                                         Accept
                                     once, or to over-
                                     constrain the                                                                     Better Approach:
     Feature                         design.                                     Feature
                                                                                                                       Align your
                                                                                                                       product design
       Cost                                                                         Cost                               queue to reflect
                                                                                                                       your corporate
                                                                                                                       strategy for your
       Time                                                                         Time                               market.


                 Dream                         vs.                                                 Reality
           Adapted from “Product Definition:, Elaine Wilson
           ME317 Lecture Notes by M. Esterman, 1/21/04.
                                                                                Design Project Management
                           Project Prioritization
          Constrain Optimize            Accept         Depends

Feature



Cost



Time

          I would like to ask you to actively consider these tradeoffs
          as you build your technology development roadmap.

                                         Design Project Management

								
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