Product Planning
Teaching materials to accompany:
Product Design and Development
Chapter 4
Karl T. Ulrich and Steven D. Eppinger
5th Edition, Irwin McGraw-Hill, 2012.
Product Design and Development
Karl T. Ulrich and Steven D. Eppinger
5th edition, Irwin McGraw-Hill, 2012.
Chapter Table of Contents:
1.Introduction
2.Development Processes and Organizations
3.Opportunity Identification
4.Product Planning
5.Identifying Customer Needs
6.Product Specifications
7.Concept Generation
8.Concept Selection
9.Concept Testing
10.Product Architecture
11.Industrial Design
12.Design for Environment
13.Design for Manufacturing
14.Prototyping
15.Robust Design
16.Patents and Intellectual Property
17.Product Development Economics
18.Managing Projects
Product Development Process
Planning
Planning
Concept
System-Level
Concept
System-Level
Development
Design
Development
Design
Detail
Detail
Design
Design
Testing
Testingand
and
Refinement
Refinement
Production
Production
Ramp-Up
Ramp-Up
Four Phases of Product Development
The product planning phase precedes the product development process.
The Product Planning Process
Outline
Product Plan
Problems with no product plan
Projects Mission Statement
Product Planning Process
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Product Plan
Portfolio of products to be developed by
the organization and the timing of their
introduction to the market.
A set of projects approved by the
planning process, sequenced in time
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Xerox Lakes Project Example
XeroxDocumentCentre265
A Product Plan
Problems with no product plan
Inadequate coverage of target markets with
competitive products
Poor timing of market introduction of products
Poor capacity planning and under-utilizing or
development resources.
Initiation and cancellation of ill-conceived
projects
Frequent changes in project directions.
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Four types of product
development projects
Fundamentally new products
New product or production technology for new and unfamiliar
markets
New product platforms
New products for familiar markets and product categories
Derivatives of existing product platforms
Use existing product platforms to better address familiar
markets with new products.
Incremental improvements to existing products
Only add or modify some features of existing products to keep
the product line current and competitive
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The Product Planning Process
Multiple Projects
Identify
Opportunities
Evaluate and
Prioritize
Projects
Portfolio
of
Projects
Allocate
Resources and
Plan Timing
Product
Plan
Complete
Pre-Project
Planning
Mission
Statements
Product
Development
Process
Product Planning Questions
What product development projects will be
undertaken?
What mix of fundamentally new products,
platforms, and derivative products should be
pursued?
How do the various projects relate to each
other as a portfolio
What will be the timing and sequence of the
projects?
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The Product Planning Process
1. Identify & select opportunities
2. Evaluate and prioritize projects
Product/project portfolio
3. Allocate resources and plan timing
Product/project plan
4. Complete pre-project planning
Product/project mission statement
5. Reflect on the results and the process.
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1. Identify opportunities, from
Marketing and sales personnel
Research and technology development
organizations
Current product development teams
Manufacturing and operations organizations
Current and potential customers
Third parties such as suppliers, inventors,
and business partners
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2. Evaluate and prioritize projects
- 2.1 for existing platforms or markets, depend on
Competitive strategy, by focusing on at least one of the following
Market segmentation
Divide the market into segments in order to be more focused on the customer and competitors
Technological trajectories
Technology leadership (R&D)
Cost leadership
Customer focus
Imitative (lead time leadership)
Consider when to adopt a technology in its S-shape curve of use.
Product platform planning
Product platform: a set of assets such as components and subassemblies, shared across a set of
products in the company
Platform development projects may take 2-10 times as much time and money as derivative
product development projects
Technology roadmap is usually used to represent the expected availability and future use of
various technologies relevant to the product being considered. See a roadmap in EX4-7 on page
62.
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15
Market Segment Map
65 ppm
65 ppm
network
$31k
$23k
55 ppm
Department
$20k
MarketSegment
40 ppm
60 ppm
network
$35k
Lakes
Project
$16k
25 ppm
$10k
35 ppm
$15k
Lakes
Extensions
Legend
40 ppm
$20k
Xerox
product
Workgroup
30 ppm
$10k
40 ppm
network
$20k
competitor
product
Hodaka Project
Personal
20 ppm
$8k
25 ppm
$9k
potential
competitor
30 ppm
$10k
20 ppm
$7k
1997
1998
1999
2000
Year of
Release
Copier Performance
Technology S-Curves
Digital
Technology
Light-Lens
Technology
Time
Platforms vs. Derivatives
Technology Roadmap
Functional Elements
Technologies
Photoreceptor
Cylindrical
Drum
Scanner
Layout
2D CCD Array
w/Optical Reduc.
Toner
Type
High
Temperature
Output
Modes
Monochrome: Paper, Fax, Scan,
Local Network, Internet
3-Pitch Belt
Photoreceptor
n-Pitch Belt
Photoreceptor
Full-Width, Linear Array
without Optical Reduction
Low Melting
Point
Low Melting Point,
Low Emission
Color: Paper, Fax, Scan,
Local Network, Internet
User
Interface
Keypad
Touch Screen
Image
Processing
600 dpi
Automatic Image Quality
600/1200 dpi
1200 dpi
Diagnostics
On-Board
Diagnostics
Touch Screen, Remote PC
Remote-Dialup
Diagnostics
1800 dpi
Remote
Repair
Document
Centre
220, 230
Document
Centre
240, 255, 265
Document
Centre
2XX
Document
Centre
3XX
Hodaka
Project
Lakes
Project
Lakes
Extensions
Next
Platform
Time
2. Evaluate and prioritize projects
- 2.2 For new markets or new technologies, consider
Market size (annual sales x unit price)
Market growth rate
Competitive intensity (competitors and their strength)
Depth of the firms existing knowledge of the market.
Depth of the firms existing knowledge of the technology
Fit with the firms other products
Fit with the firms capabilities
Potential for patents, trade secrets, and other barriers for
competitors to enter
Existence of product champion within the firm
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2. Evaluate and prioritize projects
- 2.3: balance the portfolio
The choice of competitive strategy affects the
product development portfolio
Use of the product-process change matrix to
balance the portfolio, as shown in page 63.
Product development is closely coupled with
technology development, though it is usually not
in the companys control.
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Product-Process Change Matrix
ExtentofProductionProcessChanges
ExtentofProductChanges
Researchand
Technology
Development
New
Core
Product
Next
Generation
Product
Addition
toProduct
Family
Minor
Product
Enhancement
No
Product
Change
New
Core
Process
Next
Generation
Process
Single
Department
Upgrade
Tuningand
Incremental
Changes
No
Process
Change
Breakthrough
Development
Projects
Platform
Development
Projects
Lakes
Project
Derivative
Product
Development
Current
Product/Process
Support
3. Allocate resources and plan timing
Every company has finite resources
It estimates resource requirements for each project in
the plan by month, quarter, or year.
The resources plan is usually prepared at aggregate
level by major resource categories, as shown on page 65
The effort of resource planning and project timing should
also consider:
Timing for product introduction
Technology readiness
Market readiness
Competition
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Aggregate Resource Planning
4. Complete pre-project planning
Finalize a mission statement for each project
(shown on page 67) that includes
A brief (one sentence) description of the product
Major benefit proposition
Key business goals
Primary and secondary markets for the product
Assumptions and constraints for the development effort
Stakeholders
Sign up key members of the development staff
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Projects Mission Statement
1. Market segments to be considered for the
product design and its features.
2. New technologies (if any) to be incorporated
into the new product
3. Manufacturing and service goals and
constraints
4. Financial targets for the product design
5. Budget and time frame for the project
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Lakes Project Mission Statement
Product Description
Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
Support Xerox strategy of leadership in digital office equipment
Serve as platform for all future B&W digital products and solutions
Capture 50% of digital product sales in primary market
Environmentally friendly
First product introduction 4thQ 1997
Primary Market
Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
Quick-print market
Small satellite operations
Assumptions and Constraints
New product platform
Digital imaging technology
Compatible with CentreWare software
Input devices manufactured in Canada
Output devices manufactured in Brazil
Image processing engine manufactured in both USA and Europe
Stakeholders
Purchasers and Users
Manufacturing Operations
Service Operations
Distributors and Resellers
5. Reflect on the result and
process
1. Does the opportunity funnel generate good product
opportunities?
2. Does the product plan support the firms competitive
strategy?
3. Does the product plan address the most important
opportunities?
4. Does each project core team accept the challenge
as stated in mission statement?
5. Are resources sufficient and effectively utilized?
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