11/10/2019

NEW PRODUCT
INTRODUCTION
PROCESSES
John Keast

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WHAT IS A PROCESS?
• A process is a set of purposeful activities
carried out collaboratively by people
whose aim is to transform inputs into some
desired output.
• Processes usually cross functional
boundaries within organisations and may
span many different organisations.
• People operating processes are often
supported by information technology.

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ENTERPRISE VIEW
Finance
Management

Customer Project
Development Management

Customer
Product
Satisfaction &
Introduction
Quality

Industrial
Supply Chain
Distribution
Management
Management

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ENTERPRISE VIEW 4

Finance
Management

Customer Project
Development Management

Enterprise
Processes Customer
Product Satisfaction
Introduction &
Quality

Supply Chain Industrial

Management Distribution
Management

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WHAT IS A PRODUCT
INTRODUCTION
PROCESS?

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THE PRODUCT
INTRODUCTION PROCESS

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HOW TO DO IT

•Types of Process model

•Mechanics of key process models
•What needs to be done?
•Who does it?

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TYPES OF PROCESS MODEL

• Stage-Gate (Cooper), Waterfall (Bell
&Thayer), Structured Systems Analysis
and Design Method, (OGC)
• Iterative model, Spiral Model (Boehm),
Rapid Application Development (Martin),
the Agile or Scrum Model

• Stage Gate with Spiral working,

Rational Unified Process (Rational Software,
now IBM)

• Stage with Spiral and Set Based

Concurrent Engineering

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TYPES OF PROCESS MODEL

• V-Model

• V-Model and Stage-Gate

combined

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MECHANICS OF KEY PROCESS

MODEL TYPES

The Stage-Gate model

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PUGH TOTAL
DESIGN
• Design Specification

Pugh, S. (2010). Total design. Harlow,

Engl.: Prentice-Hall.

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STAGE GATE PROCESS

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STAGES
• A stage is where some work is done
• Work performed must create the required
deliverables

Source http://www.prod-dev.com/stage-gate.php

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GATES
• Gates are where decisions are made about the quality
of work performed to date and whether or not to
proceed to the next stage
• Gate decisions are based upon pre-defined criteria
• Criteria may be prioritized

Source http://www.prod-dev.com/stage-gate.php

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EXAMPLE GATE REVIEW FORM

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A COMPANY STAGE GATE

PROCESS
Entry
Stage 1 Engine into
Launch Service
New Project Planning
Stage 4
Business Concept
Stage 2 In-Service
Definition Stage 3
Full Monitoring
Concept Product &
Definition Realization Technical
Identify the Need
Support

Preliminary Concept
Definition

Capability Acquisition

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STAGE-GATE PROCESS
IS FRACTAL?!

Whole
Assembly

Sub-assembly

Component

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MECHANICS OF KEY PROCESS

MODEL TYPES

The V-Model

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THE REQUIREMENTS TO PRODUCT

VERIFICATION AND VALIDATION
MODEL ( V-MODEL)

http://www.telelogic.com

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V MODEL OF PRODUCT
DEVELOPMENT COMBINED WITH
STAGE-GATE

SI PA ST PR CP J1

MANAGE
Design/ Launch/ Update
Program Define Mfg. Mass Prod. Corporate
Input Architecture
Vehicle Confirmation Confirmation Memory

System
DEFINE VERIFY AND LAUNCH
Subsystem
Component

Product/Process
Design

DESIGN
Optimize

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MECHANICS OF KEY PROCESS

MODEL TYPES

The Iterative model, Spiral-Model

& Agile or Scrum Model

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THE SPIRAL MODEL

Boehm B, "A Spiral Model of Software Development and Enhancement", IEEE Computer, IEEE, 21(5):61-72, May 1988

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RAPID APPLICATION
DEVELOPMENT

Source: http://it-evolution.blogspot.co.uk/2011/04/how-well-do-you-know-rapid-application.html

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SCRUM OR AGILE MODEL

Source https://www.cprime.com/wp-content/static/images/resources/ScrumOverviewResized.jpg?ca3ce9

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STAGE-GATE AND SPIRAL

COMBINED

R.G. Cooper, Winning at New Products: Creating Value Through Innovation, 4th edition. New York, NY: Basic Books
(division of Perseus Books), 2011.

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WHAT IS DONE IN A DESIGN

AND DEVELOPMENT
PROCESS?

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TOP LEVEL PROCESS CAN BE BROKEN
DOWN TO PROGRESSIVELY LOWER
LEVELS OF DETAIL
Full
De
fini
tio
n
lau
nc
h

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STAGE 1 PRELIMINARY
ENGINEERING REPRESENTATION

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STAGE 2 DESIGN &

DEVELOPMENT
Full
Definiti
on
launch

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STAGE 3 MANUFACTURE
VERIFICATION AND VALIDATION

Product Marketing

Post Sale Support Planning

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STAGE 4 IN SERVICE SUPPORT

AND PRODUCT DISPOSAL

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MAINTENANCE REPAIR AND

OVERHAUL, WARRANTY RETURNS,
DISPOSAL

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THE DESIGN FUNNEL

CONCEPT

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COOPER’S FUNNEL

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POINT BASED NEW PRODUCT

DEVELOPMENT

Source: Sobek, D., Ward, A. and Liker, J. (1999)

Information
Information
Return-flow from
Out-flow from
marketing
styling to
to styling
Process marketing
Design
Structure
Matrix

Sorry, we can’t
make it!

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CONCURRENT POINT BASED

Source: Sobek, D., Ward, A. and Liker, J. (1999)

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SET BASED CONCURRENT

ENGINEERING

Source: LeanPPD.eu WP4.1 Report

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THE SET BASED CONCURRENT

ENGINEERING PROCESS

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Source: http://leansoftwareengineering.com/2007/04/27/more-than-one-solution-to-the-project-triangle/

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PRINCIPLES OF SET BASED

CONCURRENT ENGINEERING
1. Map the design space.
• Define feasible regions.
• Explore trade-offs by designing multiple alternatives.
• Communicate sets of possibilities.
2. Integrate by intersection.
• Look for intersections of feasible sets.
• Impose minimum constraint.
• Seek conceptual robustness.
3. Establish feasibility before commitment.
• Narrow sets gradually while increasing detail.
• Stay within sets once committed.
• Control by managing uncertainty at process gates.
Source: Sobek, D., Ward, A. and Liker, J. (1999)

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Matrix for
Communicating
alternatives

(Sobek, 1999)

Example
Trade-off
curve

(Maksimovic, 2012)

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OVERCOMING PROBLEMS
WITH PRODUCT
DEVELOPMENT PROCESSES

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THIRD GENERATION STAGE GATE PROCESS

Third generation stage gate process. Source: Cooper

• Fluid (overlapping ‘Fluid’ stages)

• Fuzzy Gates (Conditional Go decisions)
• Focused (portfolio and end-date focus)
• Flexible (Slightly different processes are possible for different projects)
• Forever Green (Continuous Improvement)
Cooper, R. (1994). Third-Generation New Product Processes. Journal of Product Innovation Management, 11(1), pp.3-14.

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STAGE GATE PROCESS IS

SCALABLE
•Timing Scalability
• Stages Gates structure stays the same
• Timings for stages changes depending
complexity of project
OR
• Structure Scalability
• Stage gate structure varies depending
on project complexity

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PROJECT COMPLEXITY

KO PS SI SC PH PA ST PR CP C LR LS J1
J1
1/2
C

Scale Vehicle Change(s) Powertrain Changes(s)

6 All New Vehicle New Engine / Combustion, New Trans / Powerflow

5 New Exterior, modified lower Major Engine / Trans Upgrade, 1st Use Emissions
structure

4 New Exterior, c/o lower structure New Use Engine / Trans, New Calib / Major
Emissions

3 Moderate Freshening Minor Engine / Trans, Major Calib / Minor

Emissions

2 Minor Freshening c/o Engine / Trans, Moderate Calibration

1 Trim c/o Powertrain, Minor Calibration

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TIMING SCALABILITY

KO SI SC PH PA ST PT PR CP CC LR LS J1 FS

S6/P6 42 months

S5/P5 41 months
S4/P4 37 months
S3/P3 32 months
S2/P2 24 months
S1/P1 18 months

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STRUCTURE SCALABILITY

http://www.stage-gate.com/downloads/wp/wp_52.pdf

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SUPPLY CHAINS WITH DIFFERENT

STAGE GATE PROCESSES
An Extended Enterprise Grid
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5...
Rolls- Design preliminary Realise propulsion system
concept
Royce
Define full concept

Validate fuel control

Lucas Evaluate new business opportunities systems and pumps
support

Design and Develop system Implement fuel control

systems and pumps

RHP Evaluate Opportunities

Develop product and
product realisation
Perform initial design
Plan & Initiate Manufacture and inspect
and costing
Project products
Enter Order and
Launch Project

Generate and evaluate new business prospects Manufacture firewire system

Kidde
Graviner Win orders Develop firewire system

Design firewire system Qualify firewire system

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CASE MANAGEMENT AND CASE

PROCESS BASED ON THE PRODUCT
STRUCTURE TREE:-
• Case Management
Process
• Controls the launch of case
processes
• Should this be a project/case
management component of a
sub-system integration
process?

• Case Process
• ‘Designs’ the component
• Project manages features?
• Etc

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THE PROCESS TRINITY

Source: http://www.veniceconsulting.co.uk/rivasummary.pdf

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CASE MANAGEMENT
• How many projects at
once?
• When to start a project
• Project overload

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SUMMARY OF ROLE ACTIVITY

DIAGRAM SYMBOLS

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THE MAKE / BUY DECISION

• For each component in the whole assembly a make buy decision is made
• If the decision is ‘Make’ then a Design to Manufacture process is launched
• If the decision is ‘Buy’ then a Procurement process is launched

• There is no single point at which the decision is made, for major

components the decision may have to be made earlier so that the sub-
contractor can contribute to the conceptual design stages. Minor
components, the decision may be made very late
• The decision is not so binary
• Robert Handfield suggest there are four different types of ‘Buy’ decision:-
• ‘Make to print’ Over the wall finalised design to manufacturer who simply has to make it
• ‘White Box’ Some Sub-contractor involvement providing manufacturing information to prime
contractor design process
• ‘Gray Box’ Some sub-contractor design some prime contractor design
• ‘Black Box’ entirely sub-contractor designed and made

• Any ‘Buy’ decision involves a parallel or sequential contractual process in

addition to the engineering aspects of the process

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PRODUCT INTRODUCTION
PROCESS RELATIONSHIPS

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INNOVATION

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A COMPANY STAGE GATE

PROCESS
Entry
Stage 1 Engine into
Launch Service
New Project Planning
Stage 4
Business Concept
Stage 2 In-Service
Definition Stage 3
Full Monitoring
Product &
Concept
Realization Technical
Identify the Need Definition
Support
Preliminary Concept
Definition

Capability Acquisition

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CAPABILITY 63

2005
ACQUISITION

2001
A340-600

1991

A340 Knowledge base &

Virtual prototype
1987 • Support the extended
Virtual enterprise
A320 Product • Long term storage solutions
Digital & Process • Deployed to series aircraft
Mock-Up • Generalise the everyday
use of
3D Design digital mock-ups
• Enterprise-wide PDM
Electronic -Concentrated
Drafting -Hierarchical
-Integrated with business
processes

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OTHER APPROACHES
•Crowd Funding
•Crowd Sourcing,
• e.g. https://www.innocentive.com/
•Co-Design, Co-creation
• e.g. Lego

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SUMMARY

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ADVANTAGES OF EFFECTIVE
PRODUCT DEVELOPMENT

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REFERENCES
• Bell, T. E., Thayer, T. A. , (1976) Software requirements: Are they really a
problem? Proceedings of the 2nd international conference on Software
engineering. IEEE Computer Society Press.
• Cooper, R.G. (2001). Winning at New Products: Accelerating the Process
from Idea to Launch, 3rd edition. Reading, MA: Perseus Books.
• Martin, J. (1991). Rapid Application Development. Macmillan.
• Pugh, S. (2010). Total design. Harlow, Engl.: Prentice-Hall.
• Boehm, B, (1988) "A Spiral Model of Software Development and
Enhancement", IEEE Computer, IEEE, 21(5):61-72,
• Cooper, R.G., (2011) Winning at New Products: Creating Value Through
Innovation, 4th edition. New York, NY: Basic Books (division of Perseus
Books).
• Sobek, D., Ward, A. and Liker, J. (1999). Toyota’s Principles of Set-Based
Concurrent Engineering. [online] MIT Sloan Management Review.
Available at: https://sloanreview.mit.edu/article/toyotas-principles-of-
setbased-concurrent-engineering/
• Maksimovic, M., Al-Ashaab, A., Sulowski, R. and Shehab, E. (2012).
Knowledge Visualization in Product Development using Trade-Off
Curves. Proceeding of the 2012 IEEE IEEM.

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