HS-4 Product Planning

Product Planning
Teaching materials to accompany:

Product Design and Development
Chapter 4
Karl T. Ulrich, Steven D. Eppinger, Maria C. Yang
7th Edition, McGraw-Hill, 2020.
Copyright © 2019 KT Ulrich, SD Eppinger, MC Yang
Permission is granted for instructors to use this material to
accompany use of the Product Design and Development textbook.
Product Design and Development
Karl T. Ulrich, Steven D. Eppinger, Maria C. Yang
7th edition, McGraw-Hill, 2020.
Chapter Table of Contents:
1. Introduction
2. Product Development Process and Organization
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 and Supply Chain
14. Prototyping
15. Robust Design
16. Patents and Intellectual Property
17. Service Design
18. Product Development Economics
19. Project Management
Product Development Process
Concept System-Level Detail Testing and Production
Planning Development Design Design Refinement Ramp-Up
Four Phases of Product Development
The product planning phase precedes the PD process

and determines which PD projects are initiated.
8 Principles of Product Planning
• Sources of product opportunities
• Opportunity tournaments and filtering
• Downselection (funneling) during PD
• Platform development
• Technology evolution
• Project portfolio balancing
• Resource allocation
• Project launch
Project Downselection:
The PD Process Funnel
Concept System-Level Detail Testing and Production
Planning Development Design Design Refinement Ramp-Up
Chapter Example
Shark IONFlex Shark ION Powered Lift-Away

The Product Planning Process
Multiple Projects
Evaluate and Allocate Complete Product

Identify
Prioritize Resources and Pre-Project Development
Opportunities
Projects Portfolio Plan Timing Product Planning Mission Process
of Plan Statements
Projects
Step 1: Identify Opportunities
Pharmaceutical
Drug Development
From Ideas to Opportunities Through Creativity
• SCAMPER: a creativity tool that provides cues to trigger

breakthrough thinking; the letters stand for…
4-11
Evaluating Opportunities
Is it
WORTH IT?
Is it
REAL?
People Business
“desirable” “viable”
Technical
“feasible”
Can we
WIN?
Step 2: Evaluate and Prioritize
Projects
• Select the most promising projects to
pursue. Based on four perspectives:
– Competitive strategy;
– Market segmentation;
– Technological trajectories;
– Product platforms
Projects
Competitive Strategy:
• Technology leadership: R&D
• Cost leadership: production efficiency
• Customer focus: a broad product line, high
variety products
• Imitative: A fast development process
Projects
Market Segment Map
Projects
Technology S-Curves
Step 2: Evaluate and Prioritize Projects
Platforms vs. Derivatives

Research and
Technology
Development
Legend
Platform
Product Platform A Platform B Project
Development Product
Release
Derivative
Product
Development
time
Projects
For fundamentally new product opportunities, criteria
for evaluation:
• Market size • Fit with the firm’s other
• Market growth rate products.
• Competitive intensity • Fit with the firm’s core
• Depth of the firm’s assets and capabilities.
existing knowledge of the • Potential for patents,
market trade secrets, or other
• Depth of the firm’s barriers to competition.
existing knowledge of the • Existence of a product
technology champion within the firm
Product-Process Change Matrix
Extent of Production Process Changes
Research and New Next Single Tuning and No
Technology Core Generation Department Incremental Process
Development Process Process Upgrade Changes Change
New Breakthrough
Core Development
Product Projects
Extent of Product Changes
Platform
Next Development
Generation Projects
Product
Addition
to Product
Family Derivative
Product
Minor Development
Product
Enhancement
Current
No
Product Product/Process
Change Support
Project Portfolio Planning

Step 3:
Allocate Resources and Plan Timing
Aggregate Resource Planning

Step 3:
Allocate Resources and Plan Timing
A Product Platform and A Product Plan
Step 4: Complete Pre-Project Planning
Mission Statement: Cordless Powered Lift-Away Vacuum
Product • New powered lift-away cordless upright vacuum platform for whole-house
Description cleaning
• Large battery capacity and dust cup suitable for multi-room and whole-
house cleaning
Benefit
• Swappable battery pack, with multiple charging options including a
Proposition charging stand
• Powered lift-away form factor for convenient floor and detail cleaning
• Launch in Fall, 2018
Key Business • Competitive pricing allowing for target sales volume and margins
Goals • Consistent 5-star customer reviews
• Grow cordless market share and segment penetration
Primary
• US household multi-room and whole house cleaning
Market
• Swappable lithium-ion battery pack
Assumptions • Upright form factor with lift-away pod
and
• Powered hose for motorized lift-away
Constraints
• Carpet and hard floor cleaning with a single DuoClean head
• Major retailers
• New and existing customers
Stakeholders
• Marketing and sales
• Manufacturing supply chain

HS-4 Product Planning

Uploaded by

Copyright:

Available Formats

HS-4 Product Planning

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HS-4 Product Planning

Uploaded by

Copyright:

Available Formats

Product Planning

Teaching materials to accompany:

Four Phases of Product Development

The product planning phase precedes the PD process

Shark IONFlex Shark ION Powered Lift-Away

Evaluate and Allocate Complete Product

• SCAMPER: a creativity tool that provides cues to trigger

Platforms vs. Derivatives

Step 2: Evaluate and Prioritize Projects

Aggregate Resource Planning

You might also like