MPO Markt- en productontwikkeling

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1 MPO Markt- en productontwikkeling
Product design Deel I 9 februari 2001

2 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

3 Strict development From idea to: Production plan Product design
Product planning Research From idea to: Production plan Product design Marketing plan

4 The innovation process at a glance
Production plan Production preparation Product development Production Distribution and sales Product design Marketing plan Market preparation

5 Steps in product design
Conceptualisation Pre-design Detail design Concept Pre-design A complete and flawless description of the design Detail desing An elaborate idea about what the product is going to look like. . . A rough sketch of the form of the product or service delivery process

6 Why focus on the fuzzy front end?
Front end decisions are critical because they: Lock in the bulk of later spending Determine the quality of the underlying concept Product development process The front end decisions are ‘critical’ because they will largely determine the conduct of the remaining steps. This point is illustrated by the fact that front end decisions lock in the bulk of later spending. For example, data collected by the Computer-Aided Manufacturing International, Inc., show that decisions made during the concept development phase can commit 40% to 60% of the total costs in terms of product features to be provided, materials to be used, and manufacturing and assembly processes to be employed. Moreover, the degree to which a product satisfies customers and can be successfully commercialized, to a large measure depends on the quality of the underlying product concept. Or as Ulrich and Eppinger say: “A good concept is sometimes poorly implemented in subsequent development phases, but a poor concept can rarely be manipulated to achieve commercial success”. Furthermore, there are less costs and less time involved in making design changes in the concept development phase, than at a later stage. There are less costs and less time involved in making design changes in the concept development phase, than at a later stage

7 Does it pay to focus on the fuzzy front end?
Compared to US companies Japanese firms give more attention to: Screening Evaluating Planning projects As a result Japanese companies have: Less development setbacks Less postlaunch debugging Higher profit contribution from products developed in the last three years Companies that have recognised the impact of the early stages on costs, speed, and product quality have shown to be more successful than others. Booz, Allen, and Hamilton Inc., for instance, report that successful new product development companies conduct more analyses early in the process and focus on their idea generation and concept development. Furthermore they conduct more rigorous screening and evaluation of the ideas generated. A comparison between the United States and Japan shows that Japanese companies give more attention to screening, evaluating and planning projects, and as a result have less development setbacks, less postlaunch debugging and higher profit contribution from products developed in the last three years.

8 A lack of interest in the fuzzy front end
Phases in the new product development process Knowledge acquisition Concept investigation Basic design Prototype building Pilot production Manufacturing ramp-up Amount of attention and influence Ability to influence outcome Actual management activity profile The lack of interest in the fuzzy front end is well illustrated by the typical pattern of management’s involvement in the development process. Although management’s ability to influence a development project’s outcome is high early in development, management’s actual activity profile is very limited early on and only becomes significant late in the project, when the effort is in trouble. Under such circumstances tremendous amounts of management, technical, and functional expertise do get applied, but largely to avoid competitive disaster rather than to provide competitive advantage. Typically, the pattern of management involvement coincides with the pattern of resource allocation. Research has shown that overall, successful products had about 75% more person-hours devoted to the pre-development activities than did failures. The only activities where product failures received more human resources were in the activities immediately following development. One explanation is that by this point in the process, trouble had already appeared and that resources were allocated in a desperate but vain attempt to ‘fix’ the project. Both patterns suggest that the predominant mode of management control in new product development is reactive rather than proactive.

9 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

10 ‘How not to design a swing, or the perils of poor coordination’.
A shared vision? The salutary tale of ‘How not to design a swing, or the perils of poor coordination’. Design problems often take the form of so called ‘messes’. In a mess there is a whole range of possible definitions and descriptions of what is going on and there may be no way of knowing whether a solution as such exists at all. Moreover, the definition of a design problem is influenced by the designer’s perception of reality, which in turn is determined by reality, the designer’s objective and the designer’s general view of things, or so-called ‘Real Life System’. A person’s Real Life System is influenced, among other things, by his education and experience. As a result an engineer and a marketeer may have different frames of reference which causes them to literally see things differently. This brings us to the question of how to create a shared vision of the new product. . . because obviously it matters to the customer of the swing. Vision sharing is greatly enhanced through the use of prototypes. . . visualising what is intangible helps to span language barriers. Virtual prototyping even enables developers to create and discuss product concepts early in the development process. In the case of physical products the use of CAD tools has become more or less established practice. However, in the case of services the use of multimedia techniques for creating virtual prototypes is in its infancy. . . but nevertheless extremely powerful.

11 Different thoughtworlds: Why did the chicken cross the road?
Nietzsche: Because if you gaze too long across the Road, the Road gazes also across you. Jean-Paul Sartre: In order to act in good faith and be true to itself, the chicken found it necessary to cross the road. Albert Einstein: Whether the chicken crossed the road or the road crossed the chicken depends upon your frame of reference. Buddha: If you ask this question, you deny your own chicken-nature. Darwin: It was the logical next step after coming down from the trees. Captain James T. Kirk: To boldly go where no chicken has gone before. Salvador Dali: The Fish. Ernest Hemingway: To die. In the rain. Karl Marx: It was a historical inevitability. Henry David Thoreau: To live deliberately... and suck all the marrow out of life. Mark Twain: The news of its crossing has been greatly exaggerated. The lack of inter-functional communication has been attributed to the fact that different groups within the organisation develop different ‘thoughtworlds’ that are characterised by different cultures and even different languages. Along with the special languages with which different groups communicate among themselves, come specialised knowledge, experience, perceived reward structures, self-views, word views, and goals. Research has shown that only one communication pattern consistently leads to success. In this, so called, ‘enactment pattern’ all thoughtworlds are involved and coordinated early in the development process. There is strong communication among all of the functional areas and, just before introduction, the involvement of the thoughtworlds seems to merge into one voice. . .

12 The need for effective cross-functional integration
“It is essential for technology-intensive companies to integrate their R&D and marketing functions if their products are to meet the needs of the market.” Gupta and Wilemon (1988) An effective integration of marketing and R&D is critical to new product success. Research has shown that for both products (industrial and consumer goods alike) and services, integration of functions is positively related to innovative success. Similarly, projects that balance marketing and R&D inputs have been found to have a higher rate of success. Integration, however, is more than mere co-ordination. Arriving at integrated solutions means that the actions taken in the functions support and reinforce one another. The basis for successful integration is therefore genuine cooperation between functions. However, due to classical differences in training, background, make-up, approach and styles of operation, the cooperation between different functions is often flawed or non-existant. For functions to work together rather than at cross-purpose, product developers must be sensitised to the requirements and processes of each other’s disciplines. To begin with, parties must recognise that their differences in objectives, style, time horizons, view of the customer, view of the technology, and other aspects are, indeed, different but that both are real and relevant and deserving of respect. The next step is to develop a shared vision of the product or service to be. . .

13 Dysfunctional interfaces
Key problems Lack of communication Lack of appreciation Lack of mutual trust Lack of objective criteria across departments, leading to tolerance of inadequate performance Lack of top management support Potential solutions Keep projects small Involve either side early in the process Promote open communication Keep both sides’ power and status about equal Have interdivision steering committees or teams

14 Let’s communicate! The importance of communication for building and maintaining a productive interface between functional units is paramount. Inter-functional communication has been found to correlate with sales, market share, and reduced costs. More importantly, communication is a prerequisite for effective co-ordination as it is the vehicle through which personnel from multiple functional areas share information that is so critical to the succesful implementation of projects. Basically, new product development is an information-processing process. This is especially true for services where ideas remain largely intangible throughout the development process. Advanced groupware applications can play a vital role in facilitating the exchange of information across organisational boundaries. . .

15 Create more creative solutions Create less problem riddled solutions
Teamwork is key The success of new product development teams can be attributed to the fact that they: Create more creative solutions Create less problem riddled solutions Generate solutions faster Make better decisions Improve the implementation of decisions Increase commitment “Teams are a logical organizational form for getting work done more effectively in today’s organization. The task of product development — requiring the integration of different specialized knowledge and benefitting significantly from the constant, mutual adjustment of that knowledge — seems particularly well-suited to a team approach” (Pinto and Pinto 1991). In several studies a correlation has been found between the use of project teams and the financial success of the firms concerned. For instance, in a major international comparative study involving various branches, Walsh et al. (1992) of the firms using project teams, 55% were in the top 25% of firms with the highest turnover growth.

16 Why are teams successful?
Relevant information Complexity Many perspectives and visions Objective evaluation Acceptance Learning effect

17 Team structures There exist four dominant structures in which project activities can be organised: Functional team structure. Here team members reside physically in their respective functional areas and are not dedicated to the project. Within functions the work is coordinated by functional managers. Over time, the primary responsibility for the development effort passes sequentially from one function to the next. A transfer is often referred to as “throwing it over the wall”. Lightweight team structure. Here team members also reside physically in their respective functional areas and are not dedicated to the project. Within functions the work is still coordinated by functional managers. However, between functions a project manager indirectly coordinates the work through liason representatives in each of the functions. Notwithstanding the fact that this project manager has some information about the issues in different functions, he has limited control due to the fact that he has little status, influence, or power. Heavyweight team structure. Here the core team members are often colocated with the project manager and are often dedicated to the project. The project manager directly coordinates the core team and through them the rest of the work done in the functional areas. Besides his rank, status, expertise and experience he has sufficient influence on the team. Autonomous team structure. Here the team members are removed from the function and are formally assigned, dedicated, and colocated to the project team. The project manager is given full control over the resources, is the sole evaluator of the contribution made by the team members, and is not required to follow existing organisational practices and procedures.

18 Advantages and disadvantages of team structures
Relay race Rugby game Advantages Technical excellence of individual components Disadvantages No reuse of existing designs and knowledge and lack of top management control Disadvantages No structural provision to coordinate all the functions involved Advantages Commitment and acceptance of team members and clean sheet of paper The functional team structure has also been characterised as a ‘relay race’, indicating the sequential way in which the project proceeds. The various functions are compartmentalised from each other with different specialists carrying the baton at different stages of the race. The autonomous team structure is also refered to as a ‘tiger team’, ‘venture team’, or ‘rugby team’. The term ‘rugby team’ indicates the parallel way in which the project proceeds. A hand-picked multi-disciplinary team, with its members working together from start to finish of the development process which goes the distance as a unit passing the ball back and forth.

19 Summarized: teamwork Importance of inter-functional coordination Importance of inter-functional communication Importance of inter-functional cooperation Different teamstructures

20 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

21 It only hurts if I laugh “The best meeting in town is a group of three with one person sick and another out of town.” Kayser 1990

22 It only hurts if I laugh “A meeting is a place where you keep the minutes and throw away the hours.” Kayser 1990

23 Why are meetings costly?
Meetings are widely perceived to be inefficient and ineffective: 53% of meeting time is considered lost 7-15% of manpower budget is spend on meetings An enormous amount of money is poored down the drain: 11 Million formal meetings/ day ? Million informal meetings/ day 3 Billion meetings/ year 30-80% Manager’s time

24 So, why have meetings at all?
Build trust We still need meetings in order to. . . Share visions Exchange information Integrate perspectives Create synergistic effects Share knowledge Solve problems Take decisions

25 The ‘ideal’ meeting Everyone talks at the same time No one is interrupted Everyone listens to what is said No ideas are lost Ideas are judged objectively

26 Group Support System © 1998

27 What is the concept of a group support system?
Computer for each participant Software for each task Public screen to focus attention Network to share information Access to external data

28 Installing GSF’s on board of battle ships
Being one of the early adopters of GSS, the US Navy has extensive experience in the use of this technology. Currently, the Navy is looking at the possibility of installing GSFs on board of its battle ships in order to help dealing with crisis situations requiring speedy and well informed decision making.

29 A GSS supports all basic meeting activities
Basic activities Generate Organise Evaluate GSS support Brainstorming Electronic manipulation Songfestival module In a meeting a set of resources, like people or technology, are used to transform the group’s present state into its future state through a series of action steps. Action steps can be described in terms of a task taxonomy that represents a core set of generic activities. The following generic activities can be distinguished: Generate. This task or activity involves generating ‘information items’, like ideas, plans, suggestions or viewpoints. Organize. This task involves removing or merging duplicate items, deleting or removing non-relevant items and grouping or categorizing items showing some common characteristic(s). Evaluate. This task involves judging a number of items and, if necessary, selecting one or more of these items. Items can be judged and selected in a myriad of ways, ranging from simple Yes/No voting methods to complex multi criteria decision making techniques. Communicate. This task involves discussing the actions of the group, and usually takes place during or right after each of the three activities described above. The term ‘communicate’ is somewhat confusing as the other tasks, at least implicitly, involve communication as well. For instance, by judging an alternative (evaluate task) a participant implicitly communicates his or her preference to the rest of the group.

30 GroupSystems tools: Electronic Brainstoming
‘Electronic Brainstorming’ is an idea generation and information gathering tool, that allows participants to comment on a number of (pre-defined) discussions. The tool can be set up to randomly pass around discussions. A participant, receiving a discussion may add to that line of thought, go to another discussion, or begin a new discussion. This tool supports a more open-ended, unstructured approach to idea generation.

31 GroupSystems tools: Vote
‘Vote’ is primarily an idea evaluation tool, that allows participants to rate a list of ballot items using one of the following voting methods: Rank order Multiple choice Yes/No True/False Agree/Disagree 10 Point scale Allocation When participants’ ballots are collected, statistical information is automatically generated. Results are tabulated electronically and displayed in graphs, in voting matrixes and in text. The results can be used to cultivate and determine the degree of group consensus, and to identify areas of different opinions. By supporting a structured discussion of the opinions in the group it provides the basis for a group decision.

32 Advantages of GSS Anonymity Electronic memory Media effects
Parallel processing GSS has at least four characteristics that effect the meeting process and thereby the meeting outcomes: Process structure. This mechanism refers to meeting structures that direct the pattern, timing, or content of the communication between meeting participants, such as an agenda or a creative problem solving technique. Process support. This mechanism refers to the communication infrastructure that facilitates the communication amongs meeting participants, such as an electronic communication channel. Communication may be helped in four ways, either separately or jointly: parallel processing, anonimity, electronic memory and media effects. Task structure. This mechanism refers to techniques, rules, or models for analysing task-related information to gain new insight, such as computer models underlying problem modelling, multicriteria decision making, and so on. Task support. This mechanism refers to the information and computation infrastructure for task-related activities, such as external databases and pop-up calculators.

33 When is GSS especially appropriate?
Large groups, especially if. . . Group members do not share the same information (See Law of Excessive control)

34 Example: Boeing - Hewlett Packard
Large teams are almost inevitable with complex problems At Boeing employees and externals were involved in the development of the Boeing 777 airplane. At Hewlett-Packard 100 employees and 100 externals took part in the development of the DeskJet 500 printer.

35 Initial reaction Only a would put computers in a meeting room!

36 we arrive at a natural consensus”
Secondary reaction “We don’t vote here, we arrive at a natural consensus”

37 “Can't take time to write, read, and evaluate all those ideas”
Information overload “Can't take time to write, read, and evaluate all those ideas”

38 Not everyone agrees that anonymity is a good idea
I didn't get to be an executive by being anonymous

39 Anonymity is not always necessary. . .
“We don’t need anonymity. We are all open and honest”

40 Summarised: GSS Makes meetings work Facilitates large, multi-disciplinary groups that do not share same information Structures process Automates creative problem solving techniques Requires preparation Requires facilitation

41 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

42 Specifying a new postal product at PTT Post International
Ingredients Multi-functional team Customer involvement Top management participation PM Support Environment Group support system to support intra-team communication Multimedia system to visualise the product concept Project evaluation system to assess the strenghts and weaknesses In march 1997, the international branch of the Dutch national postal service (PTT Post International) and the postal brache of TNT (Mailfast), started with the joint development of a new ‘quality’ mail product aimed at large, European, corporate clients. Some of the product’s requirements were: It should be possible to ask a premium price for the product. It should be difficult for competitors to copy the product. It would not cannibalise the turnover or margin of other products in the product range. It should give the company the image of a high quality, innovative postal service.

43 Elements of the C3 method
User participation Ô Lead user method Project evaluation system Ô NewProd Multimedia system Ô Authorware professional Group support system Ô GroupSystems The C3 method consists of the following elements: User participation method. A method that directly involves (expert) users in the product development process in order to get an intimate understanding of market needs and wants. Project evaluation system. A system that diagnoses and analyses new product development projects, thereby assessing their strengths and weaknesses and consequently predicting their success in the market place . Multimedia system. A system that supports the users when entering, storing, exchanging, processing and presenting information, represented by a variety of media (text, image, sound) that is considered to be integrated. Group support system. An information-based environment that supports group meetings, which may be distributed geographically and temporary which includes, but is not limited to, distributed facilities, computer hardware and software, audio and video technology, procedures, methodologies, facilitation, and applicable group data.

44 A pre-structured design iteration
The C3 method is an eclectic method that consists of eight team meetings with the duration of approximately four hours. Apart from the first and the last meeting, all meetings make use of a group support system. As the participation of the same (lead) users in all meetings is deemed unfeasible, only three out of six meetings involve (different) users as experts regarding market needs. In the last computer-mediated meeting the group support system is used in combination with a multimedia system. The first meeting is primarily used to assess the strengths and weaknesses of the project, using a project evaluation system. The results of this test are presented in the second meeting. The test is repeated at the end of the last computer-mediated meeting. The results of this concept test are presented in the last meeting, which is used to evaluate the project. The entire method can be used in an iterative fashion bridging the milestones at the end of the product planning and the strict development phase.

45 Starmail case: the function diagram
functional analysis Second version The objective of functional analysis is to establish the functions required, and the system boundary, of a new design. The ‘required functions’ are essential functions that the device, product, or system to be designed must satisfy, irrespective of any solution type/ concept. The ‘system boundary’ demarcates the essential functions and results from the level at which the problem is to be addressed. The system boundary, which is a conceptual boundary, is often defined too narrowly. This restricts the range of possible solutions and prohibits radical rethinking. It is therefore prefered to try taking a broad view of the essential functions. The designer often engages in an activity known as ‘widening the system boundary’. Especially in the case of services this boundary needs to be very broad in order to include the interface between the user process and the front-end deliverance process. The essential functions, which are a coherent sub-set of functions, can be represented by a function diagram. First, the problem is represented as a ‘black box’ (an input-output model) which converts certain ‘inputs’ into desired ‘outputs’. Second, the single black box is divided into sub-functions that are necessary for converting the inputs into the outputs. The inputs and outputs can all usually be classified as flows of either materials, energy, information. At this stage the goal is to describe the functional elements of the product without implying a specific technological working principle (physical solution concept). After the functional analysis, a suitable component is identified for each sub-function. Third version: - Additional functions - Boundary excludes number of sub-function

46 Starmail case: conclusions
Pre-test 57% succes Post-test 50% succes The pre-test had a success score of 57%, while the post-test predicted a 50% chance of success or failure. This decrease in the liability of success is the least of the surprises. The factor scores of each of the four main factors, have changed quite dramatically. On the one hand, the factor scores of ‘product superiority and uniqueness’, and ‘market need, size, and growth’ have become negative, while the mildly negative score of ‘economic advantage’ has deteriorated even further. Thus, not only the overall price-performance ratio has deteriorated, also the market has become less attractive. This is corroborated by the increase of the competitiveness of the market. On the other hand, the factor ‘project/ company fit’ has improved remarkably. Together with the increase of the factor ‘technological compatibility’, this means that the match between project requirements and company means has improved. This is partly explained by the fact that the (technological) newness of the project to the firm has decreased. Furthermore, the competitive strength of the company has improved, which partly neutralises the increase of the factor ‘competitive market’. Overall, it seems that the product and market characteristics of the project have deteriorated, whereas the organisational aspects have all improved.

47 Starmail case: conclusions way of thinking
Structured process with pre-planned sessions No slack in expertise User involvement as a correction mechanism Problematic finding lead users “It is good to have a cross-functional team. I learned a lot and got to know my new colleagues. One is confronted with the perspectives of other people. This is very stimulating.” “It is very valuable to see customers talk with one another.”

48 Starmail case: conclusions way of working
Structured manageable process; team loses overview of process Commitment Setbacks Decreasing value of multi-functional approach Team building “This excersise has helped to create something in a short time. We have seen immediate results”. “I found the set up far more creative than a regular approach. One sees the results immediately.”

49 Starmail case: conclusions way of modelling
High expectations Assumptions Trust Basis building blocks Time to internalise models Different terminology “I am not sure about the results. I am not confident that this is the right concept.”

50 Starmail case: conclusions way of support - Multimedia system
Shared vision; triggerd new comments Sense of accomplishment Momentarily freezed design specifications Clear milestone Progess impressed top management “visualising a concept is so much more valuable then describing it. It is much more convincing then showing a page out of a brochure”. “I think that the virtual test is an invincible weapon, that impresses everyone. People laughed which is a good sign”.

51 Starmail case: conclusions way of support - NewProd
A concrete first step Awareness regarding information status Too little use made of its possibilities Focus more on story behind the figures

52 Starmail case: conclusions way of support - Group support system
Disadvantage of anonymity Information overload One-to-many versus many-to-many communication “Good way of gathering data and prioritising ideas.” “GSS helps to point out differences in opinon. However, only discussion helps to actually break down barriers. This is often lacking in GSS sessions. Apart from that it is not clear whether people realise the existence of functional boundaries as the author and his functional background are unknown due to anonymity.”

53 MPO Markt- en productontwikkeling
Product design Deel II 9 februari 2001

54 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

55 Ontwerpcyclus Stappen ontwerpcyclus: Ontwerpdoel Ontwerpspecificaties Generatie alternatieven Selectie alternatieven Verslaglegging

56 Iteratief proces

57 Steps in product design
Conceptualisation Pre-design Detail design Concept Pre-design A complete and flawless description of the design Detail desing An elaborate idea about what the product is going to look like. . . A rough sketch of the form of the product or service delivery process

58 Stap 1 ‘Conceptualiseren’
Bepalen functies en functiestructuren Ontwikkelen principe-oplossingen voor hoofd- en deelfuncties Uitwerken van conceptvarianten Evalueren van concepten Conceptualiseren nceptualis Voorontwerpen Detail ontwerpen

59 Selecteren beste voorontwerpen Verfijnen voorontwerpen
Stap 2 ‘Voorontwerpen’ Globaal vormgeven van dienstverleningsprocessen en fysieke onderdelen van het product Selecteren beste voorontwerpen Verfijnen voorontwerpen Evalueren voorontwerpen Conceptualiseren Voorontwerpen ontwerpen Detail ontwerpen

60 Stap 3 ‘Detail ontwerpen’
Optimaliseren en vervolledigen van het ontwerp Ondervangen zwakke plekken Controleren op fouten, storende factoren en kostprijs Maken voorlopige BOMmetjes Uitwerken voorschriften voor fabricage, installatie, onderhoud. . . Conceptualiseren Voorontwerpen detail ontwerpen ontwerpen

61 Voorbeeld Warmte Kracht koppeling (WKK) en de tuinder
GAS Warmte Energie Pendelen tussen waarde en vorm Water? Voedingsstoffen meten aan het bloempje?

62 Decompositie en recompositie
Bij complexe ontwerpproblemen is ‘opknippen’ de sleutel tot het beheersbaar maken van het probleem

63 Opknippen van complexe ontwerpproblemen
Laten we taken verdelen jij pakt het probleem van de ‘opwekking’ op, jij dat van de ‘verbranding’ en jij werkt de ‘systeembesturing’ uit Probleem Evaluatie Oplossingen Decompositie Recomposition Evaluatie of Deel-problemen Deel-oplossingen ontwikkeling

64 Zoeken van oplossingen voor iedere deel-probleem
Eureka! Laten we een mini-kerncentrale of een houtbrander in de WKK bouwen als oplossing voor de opwekking Probleem Evaluatie Oplossingen Decompositie Recomposition Evaluatie of Deel-problemen Deel-oplossingen ontwikkeling

65 Samenvoegen van deel-oplossingen
Kijk dit is de oplossing voor mijn deel-probleem Probleem Evaluatie Oplossingen Decompositie Recomposition Ik heb dit bedacht voor mijn eigen deel-probleem Evaluatie of Deel-problemen Deel-oplossingen ontwikkeling ? Maar dat past toch helemaal niet

66 Bepalen of de oplossing het probleem verhelpt
Evaluatie Oplossingen Decompositie Recompositie Hipiekayee, de oplosssing voldoet aan de specificaties! Evaluatie of Deel-problemen Deel-oplossingen ontwikkeling Nee hè, niet nog een keer itereren. . . OF

67 Systematische variatie
Ontwerptechnieken  Evaluatie Probleem Oplossingen Deel-problemen Deel-oplossingen  Functionele analyse  Systematische variatie  Evaluatie of ontwikkeling

68 Stap 1: ‘Functionele analyse’

69 Stap 1: ‘Functionele analyse’: sub-functies in de WKK van een tuinder
Brandstof Warme lucht Energie Energie Verbranden Opwekken Distribueren Maken licht brandstof energie energie Distribueren Warme lucht warmte Licht Warmte gas Verbrandings gassen Distribueren gas Groei-informatie Besturing Besturen groei Stuurinformatie Inputs Functie Outputs

70 Stap 2: ‘Evaluatie of ontwikkeling’

71 Stap 2: ‘Evaluatie of ontwikkeling’: alternatieve onderdelen in een WKK
Leveren gas, energie en warmte op maat Functie Besturen groei Distribueren energie Opwekken energie Verbranden brandstof Sub-functies Feedback Feedforward Grondkabels Generator Turbine Gasbrander Houtbrander Turfbrander systeem systeem Oplossings 1-Trap 2-Trap 'fragmenten' Weggesnoeide tak Weggesnoeide tak

72 Stap 3: ‘Systematische variatie’

73 Stap 3: ‘Systematische variatie’: alternatieve WKK’s
Distribueren Opwekken Verbranden energie energie brandstof (Sub-)functies Grondkabels Generator Gasbrander 1-Trapsturbine Houtbrander Principe-oplossingen voor een WKK Oplossings 2-Trapsturbine Turfbrander 'fragmenten' Combinaties van oplossings 'fragmenten'

74 Stap 4: ‘Selectie van alternatieven’: goed is goed genoeg
Welke oplossingen voldoen? Welke oplossing is het beste? Probleem Oplossingen Deel-problemen Deel-oplossingen

75 Tool: Group Support System Case 3: PTT Post International and Mailfast
Contents Part 1 Strict development Teamwork Tool: Group Support System Case 3: PTT Post International and Mailfast Part 2 Product design Case 1: Essent

76 Achtergrond: Essent case
Consumentenmarkt vrij jachtterrein in 2007 Strategie: van ‘betrouwbaar’ naar ‘betrokken’ Projectdoel: ontwikkelen nieuw product met als onderdeel een zonnepaneel: Achterliggende doelstelling: Vergroting klantenbinding door verbetering van imago en naamsbekendheid Vergroting kennis van de klant door meer en betere benutting van klantcontactmomenten Vergroten ervaring systematische productontwikkeling

77 Van souffleur naar regisseur
Advies Financiering Verzekering Console Paneel Installatie Informatie Inverter Energiemeter Bekabeling Zonnepanelen lenen zich voor ontwikkelpad Paneel zelf is al betrouwbaar; door toegevoegde waarde diensten te leveren en zich als integrator op te stellen neemt EDON positie in van regisseur Project moet uitwijzen welk ambitieniveau haalbaar is Ook vooruitkijken: ontwikkelde modules kunnen waarschijnlijk EDON-breed worden hergebruikt

78 Twee voorbeelden van ‘ketenregie’
Gemeenten Vertegen woordigers Producenten zonnepaneel Aannemers Woningbouw- verenigingen Advies- bureaus Particulieren Producenten div. modules Installateurs Project- ontwikkelaars Architecten Milieu- organisaties Gemeenten Vertegen woordigers Aannemers Producenten zonnepaneel Woningbouw- verenigingen Advies- bureaus Installateurs Particulieren Producenten div. modules Project- ontwikkelaars Shell: is een van de grootste producenten van zonnepanelen ter wereld. In Nederland technisch het meest geavanceerd. Verzorgt tevens installatie. Levert (nog) niet direct aan de consument. Ecofys: van huis uit adviesbureau. Ontwikkelen en produceren tegenwoordig ook fysieke modules (b.v. opbrengstmeter, console). Zijn bezig met het opzetten van een call-centre (Ecostream) dat als verkoopkanaal richting de consument kan gaan fungeren. Architecten Call-center Milieu- organisaties

79 Klantwaarden netgekoppeld zonnepaneel op het dak
Efficiency Play + Feedback opbrengst +/- Gemak aankoop/ installatie - Terugverdientijd + Hebbedingetje + Interesse elektronica/ innovatie + Pionieren Excellence Aesthetics + Verhuisbaar +/- Zelfvoorzienendheid + Duurzaamheid, onderhoudbaarheid - Dissonant op oude huizen - Kabel over dakrand lelijk gezicht - Snoeren door het huis Status Ethics + Gespreksonderwerp + Interesse buren, vrienden, kennissen + Milieuvriendelijkheid + Daadwerkelijk iets doen Esteem Spirituality + Niet achter willen blijven Figuur geeft beeld klantwaarden huidige zonnepaneel-product (voor op het dak van het huis) Vooral volgende klantwaarden zijn voor verbetering vatbaar: Efficiency: prijs, rendement, bedieningsgemak, installatiegemak, onderhoudsgemak Excellence: storingsvrij, betrouwbaar, duurzaam Aesthetics: esthetisch aanvaardbaar Deze punten komen overeen met de eisen die consumenten stellen aan zonnepanelen. Rendement en prijs blijven een probleem. Een voor de hand liggende mogelijkheid is het vergroten van de ‘utilitaire’ waarde van het zonnepaneel door te zorgen dat het zonnepaneel naast energieopwekking ook een andere functie vervult (b.v. zonnescherm, schutting, etc.)

80 Afbakening Sportief Toepassingsgebieden In/ op/ rond huis Netgekoppeld
op dak Zonne- paneel Accu Installatie Verzeker-ing Etc. Focus project ligt op toepassingsgebieden in, op en rond het huis; de volgende toepassingsgebieden worden buiten beschouwing gelaten: Standaard netgekoppelde zonnepaneel op het dak Sportieve toepassingsgebieden zoals op de carvan of op de boot Qua toegevoegde waarde diensten geen inperking Ontwikkelde toegevoegde waarde diensten kunnen in later stadium gecombineerd worden met huidige zonnepaneel product; impliceert modulaire aanpak Focus gebied Modules

81 Omschrijving productidee
Markt = consument Basis = zonnepaneel Toepassingsgebied = in, op en rond het huis Toegevoegde waarde diensten  geen beperkingen Dus juist niet gericht op netgeschakelde zonnepanelen voor op het dak

82 The proces steps and support tools
User participation Ô Lead user method Project evaluation system Ô NewProd Multimedia system Ô Authorware professional Group support system Ô GroupSystems The C3 method consists of the following elements: User participation method. A method that directly involves (expert) users in the product development process in order to get an intimate understanding of market needs and wants. Project evaluation system. A system that diagnoses and analyses new product development projects, thereby assessing their strengths and weaknesses and consequently predicting their success in the market place . Multimedia system. A system that supports the users when entering, storing, exchanging, processing and presenting information, represented by a variety of media (text, image, sound) that is considered to be integrated. Group support system. An information-based environment that supports group meetings, which may be distributed geographically and temporary which includes, but is not limited to, distributed facilities, computer hardware and software, audio and video technology, procedures, methodologies, facilitation, and applicable group data.

83 Branche ontwikkelingen Afbakening toepassingsgebied:
Sessie 1: aftrapsessie zonnepaneel Producenten Vertegen woordigers Aannemers Gemeenten div. modules Advies- bureaus Installateurs Woningbouw- verenigingen Particulieren Project- ontwikkelaars Milieu- organisaties Architecten Call-center Branche ontwikkelingen Afbakening toepassingsgebied: In/ op en rondom het huis Alle toegevoegde waarde diensten NewProd test Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

84 Sessie 2: idee evaluatie en toepassingsgebieden zonnepanelen
Genereren mogelijke toepassingen Project-doelstelling Resultaten NewProd test Selectie 4 ideeën Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

85 Sessie 3: gebruikersbehoeften
4 Modulair gespecificeerde ideeën Dak garage Dak carport Dak schuur Dak tuinhuisje Regenafdakje voordeur Schutting Afscherming vuilnisbakken Parasol Zonnescherm (buiten) Lamellen (binnen) Elektrisch apparaat Locatie paneel Direct verbruik/ verlies Accu Koppeling vaste net (220v) Koppeling zwakstroomnet Afgifte Lamp Ventilator Airco Cool-box Biobak-afzuiging Grasmaaier Bijgeleverde apparaten Compostversneller Behoeften t.a.v.: Aanschaf Installatie Gebruik Doelgroepen Garage, etc.+ Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

86 Sessie 4: functioneel ontwerp
    Behoeften per doelgroep Aanvullen functioneel model en definiëren eisen Mogelijkheden verbeteren service 4 Doelgroepen c.q. prototypische gebruikers Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

87 Sessie 5: technisch ontwerp
A1 A2 A3 Technische/ logistieke/ organisationele alternatieven Spec’s Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

88 Sessie 6: selectie technische ontwerpen
    Alternatief 1 Alternatief 2 Alternatief 3 Functie 1 Functie 2 Functie 3 Competenties: Kan Kan met moeite Kan niet Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

89 Selectie technische ontwerpen
Sessie 7: concept test ? ! Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

90 Sessie 9: evaluatie project en vervolgaanpak
Ideegeneratie en -selectie Conceptueel ontwerp Detail ontwerp Conceptueel ontwerp  Evaluatie idee Evaluatie idee Toepassings- gebieden Gebruikers behoeften Functioneel ontwerp Technisch ontwerp Selectie technische ontwerpen Concept test Evaluatie project Vervolgaanpak

91 Voorbereiding: werven lead users via EDON website
Bent u een innovatieve gebruiker van zonne-energie? Doe dan mee aan ons onderzoek

92 Voorbereiding: samenstellen multi-disciplinair team
Zoals VERKOOP het verzocht Zoals de TEKENKAMER het ontwierp Zoals PRODUCTIE het zag Zoals het CALL CENTER dacht dat het werkte Allemaal verschillend beeld; zoals we vandaag bij elkaar zitten; zijn er nog niet eens klanten bij; kunst om specificatie op te stellen die maar voor één uitleg vatbaar is Zoals de ENERGIEWACHTEN het installeerden Zoals de KLANT dacht dat hij het beschreven had aan verkoop

93 Ideegeneratie: mogelijke toepassingsgebieden
Welke toepassingen van zonnepanelen zijn denkbaar als ze worden gebruikt in, op en rondom het huis? Associatie Activiteiten in, op en rond het huis Mogelijke toepassingsgebieden

94 Ideeselectie: noodzaak scheppen orde in de chaos
Bijdrage lange termijn doelstelling? Samenhang? Betrokken Bekwaam Betrouwbaar 200+ ideeën Tijd

95 Principe van modulaire productontwikkeling: de Sony walkman
Grote variëteit aan producten voor iedere niche, distributiekanaal en concurrerend product Alleen al in 1990 meer dan 200 modellen! Slechts 3 ‘platforms’ Zeer flexibele én efficiënte productie Mega Bass® Sound System Up To 16 hours extended battery life Stereo Cassette Playback Anti-rolling mechanism Automatic shut-off in Playback Mode Metal Tape Playback capability Automatic Volume Limiter System (AVLS) High Performance stereo headphones supplied Compact Design Supplied Belt Clip

96 Dimensies productideeën

97 Locatie paneel

98 Afgifte

99 Bijgeleverde apparaten

100 Specificatie productideeën
Productidee bestaat uit een logische combinatie van service elementen waarbinnen klant nog keuzes kan maken Locatie paneel Aanbod aan klant Keuze van klant Dak carport Dak garage Zwakstroomnet Accu Lamp Dak carport Dak garage Zwakstroomnet Accu Lamp Afgifte Bijgeleverd apparaat

101 Modulaire set service elementen
Locatie paneel Afgifte Bijgeleverde apparaten Dak garage Direct verbruik/ verlies Lamp Dak carport Accu Ventilator Dak schuur Koppeling vaste net (220v) Airco Dak tuinhuisje Koppeling zwakstroomnet Cool-box Regenafdakje voordeur Biobak-afzuiging Schutting Compostversneller Afscherming vuilnisbakken Afscherming vuilnisbakken Parasol Parasol Zonnescherm (buiten) Zonnescherm (buiten) Lamellen (binnen) Lamellen (binnen) Elektrisch apparaat Grasmaaier

102 Voorbeeld 1: schuur/ carport/ garage met zwakstroomnet
Locatie paneel Afgifte Bijgeleverde apparaten Dak garage Direct verbruik/ verlies Lamp Dak carport Accu Ventilator Dak schuur Koppeling vaste net (220v) Airco Dak tuinhuisje Koppeling zwakstroomnet Cool-box Regenafdakje voordeur Biobak-afzuiging Schutting Compostversneller Afscherming vuilnisbakken Afscherming vuilnisbakken Parasol Parasol Zonnescherm (buiten) Zonnescherm (buiten) Lamellen (binnen) Lamellen (binnen) Elektrisch apparaat Grasmaaier

103 Voorbeeld 3: Parasol+ Locatie paneel Afgifte Bijgeleverde apparaten
Dak garage Direct verbruik/ verlies Lamp Dak carport Accu Ventilator Dak schuur Koppeling vaste net (220v) Airco Dak tuinhuisje Koppeling zwakstroomnet Cool-box Regenafdakje voordeur Biobak-afzuiging Schutting Compostversneller Afscherming vuilnisbakken Afscherming vuilnisbakken Parasol Parasol Zonnescherm (buiten) Zonnescherm (buiten) Lamellen (binnen) Lamellen (binnen) Elektrisch apparaat Grasmaaier

104 Terugblik laatste VK-sessie
Garage, etc. Zonwering Tuinhuisje+ Parasol+ Behoeften t.a.v.: Aanschaf Installatie Gebruik Doelgroepen Garage, carport, schuur, afdakje, tuinhuisje+

105 Status quo - profiel doelgroepen
Zonnepaneel is middel om bepaald doel te bereiken (b.v. opwekken energie, afdekken dak, indruk maken op buren Zonnepaneel is doel op zich  Statuszoeker Innovatief (b.v. dimmer, afstandsbediening) Luxe, dure uitstraling (b.v. bijpassende kleur)  Gemakzuchtige Mobiele gemakstoepassingen die veel comfort geven (b.v. koelkast in tuinhuisje) Installatie en onderhoud wordt geregeld  Eco-freak Uitbreidbaar (b.v. door modulaire opbouw) Duurzaam (b.v. gebruik duurzame materialen) Eco- toepassingen (b.v. compostversneller) Onopvallend uiterlijk, geïntegreerd in natuurlijke omgeving  Hobbyist Makkelijk zelf te installeren Product mag best complex zijn Voor jezelf Voor anderen

106 Doelgroepen kunnen gekoppeld worden aan modules
Locatie paneel Afgifte Bijgeleverde apparaten Dak garage Accu Lamp Dak carport Koppeling vaste net (220v) Tuinverlichting Dak schuur Koppeling zwakstroomnet KwH-meter Dak tuinhuisje Acculader  Status-zoeker  Gemak-zuchtige  Eco-freak  Hobbyist Regenafdakje Bewakingsinstallatie Biobak-afzuiging Diverse diensten ... Compostversneller Installatie ... Schrikdraad Subsidie ... Opener garage Financiering ... Tuingereedschap ... Locatie paneel Afgifte Bijgeleverde apparaten Dak garage Accu Lamp Dak carport Koppeling vaste net (220v) Tuinverlichting Dak schuur Koppeling zwakstroomnet KwH-meter Dak tuinhuisje Acculader Regenafdakje Bewakingsinstallatie Biobak-afzuiging Diverse diensten ... Compostversneller Installatie ... Schrikdraad Subsidie ... Opener garage Financiering ... Tuingereedschap ...

107 Van waarde naar vorm Vorm Eigenschappen Functie Behoeften Waarden
Elektriciteit aan tuintafel zonder snoeren door de tuin Afmetingen Opwekken energie In weekend buiten kunnen werken terwijl kinderen in tuin spelen Stabiliteit Opslaan energie Schaduw overdag In de zomer buiten naar Wimbeldon op TV kijken Gewicht Weren zon Licht ‘s avonds Energieopbrengst Geven verkoeling Gemak Geven licht Esthetisch verantwoord Hebbedingetje

108 Functioneel model Verkoop Installatie After sales

109 Product surround functies
Aankoop (advies) Financieringsvormen en betalingsmogelijkheden Installatie (advies) After sales/ service

110 Van functies naar principe oplossingen
Technische/ organisatorische/ logistieke oplossing Eisen Specificatie

111 Alternatieve oplossingen
Alternatief 1 Alternatief 2 Alternatief 3 Functie 1 Functie 2 Functie 3 Alternatieve technische/ logistieke/ organisationele oplossingen kunnen elkaar: Aanvullen: b.v. bepalen behoefte via call center, internet, winkel, etc. Uitsluiten: b.v. opstellen overzicht onderdelen op offerte, handleiding, etc.

112 Beoordelen haalbaarheid principe oplossingen
    Alternatief 1 Alternatief 2 Alternatief 3 Functie 1 Functie 2 Functie 3 Competenties: Kan Kan met moeite Kan niet Alternatieven kiezen op basis van: Markt: specificaties verschillende doelgroepen Competenties: bestaande en mogelijk te ontwikkelen competenties van Essent

113     Tekenen ‘paden’ Bepalen totaaloplossing per doelgroep:
Alternatief 1 Alternatief 2 Alternatief 3   Functie 1 Functie 2 Functie 3 Bepalen totaaloplossing per doelgroep: Welk alternatieve deeloplossing per functie? Welke combinatie van alternatieve deeloplossingen?

114 Virtueel prototype van productconcept voor hobbyist

115 Testen product concept
2 systemen Elektronisch vergadersysteem Virtueel prototype ? !

116 Vergelijking voor- en nameting
Conceptualisatie proces Verbetering? The best approximation of measuring the effect of a product development method on project success is to predict its success just before and after the method is used. In this study new product success is predicted by means of a project evaluation system. The specific project evaluation system employed in this research has resulted from the NewProd study conducted in the 80's. In use, NewProd requires a number of evaluators (for instance project team members) to assess the project on a number of predefined topics. These assessments result in a project profile, which is consequently compared with the profiles of a large number of projects for which the degree of success is known. Based on this comparison NewProd predicts success or failure with an accuracy of 84%. The reasons for choosing NewProd are fourfold. First, it has originally been developed to screen new product ideas, and is therefore geared towards the fuzzy-front end of the new product development process. Second, it has a unusually high predictability, which means that its predictions can indeed be used as an approximation for project success, and hence be used to determine the effect of the C3 method. Third, it has been validated in the Netherlands. Fourth, it has been used successfully in service industries.

117 Succeskans Zonnepanelen
Zonnepanelen heeft een kans van 32% op succes (voorheen 40%) Productsuperioriteit en -uniekheid Focus alleen fysieke product? Focus complete concept? Passing tussen bedrijf en project t.a.v. salesforce Focus overeenkomst Essent - bouwmarkten? Focus verkoop bouwmarkten aan consument? Economisch voordeel gebruiker Financieringsregeling oplossing? Essent in staat financiering aan te bieden? Nieuwheid voor het bedrijf Product klasse Productieproces Distributiesysteem

118  Hoe nu verder? Mogelijkheden: Go, met kleine wijzigingen aan concept
Terug, andere doelgroep Terug, ander toepassingsgebied No go Nieuw parallel project dat andere doelgroep uitwerkt   Go  Ideegeneratie en -selectie Conceptueel ontwerp Detail ontwerp Conceptueel ontwerp   No Go 

119 Aanpak detailontwerp Mogelijke deelprojecten: Uitwerken processen (m.n. outlets, call center, installatie) Uitwerken fysieke product (m.n. paneel e.a. onderdelen) Financiële onderbouwing Marktonderzoek Informatietechnologie (m.n. internet)

120 Samenvatting: Essent case
‘Pendelen’ tussen waarde en vorm Ideeen zijn vaak zoekvelden Productconceptualisatie is spelen met ‘lego’ blokjes Nieuw product is combinatie van fysieke apparaten, toegevoegde waarde diensten en informatiesystemen Toegevoegde waarde ligt in de lijm tussen de blokjes