Course Syllabus MSETM 5110 New Product Development

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Course SyllabusMSETM 5110 New Product
Development

• Instructor Mr. C. Michael Carolina
• Office ATRC 204
• Telephone [phone]
• Email carolcm_at_okstate.edu
• Prerequisite Graduate Standing or By Permission
  of Instructor
• Objective
• By focusing on the New Product Introduction (NPI)
  process and the role of the design/product/process
  engineerfrom both a traditional and an emerging
  perspectivethe student will gain a better
  appreciation and understanding of NPI as a
  business imperative and a necessary core
  competency of a successful organization.

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Course SyllabusMSETM 5110 New Product
Development

• Scope
• The elements of NPI--marketing, design,
  development, manufacturing, provisioning, and
  support
• NPI as an integral part of business strategy and
  business planning
• NPI as a vehicle to create competitive advantage
  for the organization and its customers
• The environment for sustaining NPI consistency
  and realizing improvement project after project
• The tools and metrics of new product development
  and introduction
• The order realization infrastructure needed to
  get new products to customers in a manner that
  meets or exceeds their expectations, and that
  delivers the desired financial and overall
  business objectives

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Course SyllabusMSETM 5110 New Product
Development

• Reference Materials
• Steven C. Wheelwright and Kim B. Clark,
  Revolutionizing Product Development Quantum
  Leaps in Speed, Efficiency, and Quality. The
  Free Press. ISBN - 0-02-905515-6.
• Stefan Thomke and Eric von Hippel, Customers as
  Innovators A New Way to Create Value. HBR,
  April 2002. Reprint Number R02004F.
• Robert J. Dolan, Managing the New Product
  Development Process. HBR, August 1991. Product
  Number 592011.

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Course SyllabusMSETM 5110 New Product
Development

• Summer 2002 Schedule
• Week 1 (6/10) Introduction, Objectives, Class
  Profile, Technology Evolution, Current
  Engineering vs. New Product Engineering, and
  Review of Strategic and Business Planning
  Processes
• Week II (6/24) The NPI Process Traditional
  vs. Contemporary Approach
• Assignment HBR Case Study 1 (TBA)
• Week III (7/01) Benchmarking, Project Planning,
  Cross-functional Integration, Systems and Tools
• Week IV (7/15) Building Development Capability,
  and Creating an Environment for Innovation and
  Creativity
• Assignment HBR Cast Study 2 (TBA)
• Week V (7/29) Review and Wrap-Up

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MSETM 5110 New Product Development

• The Four Disciplines of a Healthy Organization
• Build and Maintain a Cohesive Leadership Team
• Create Organizational Clarity
• Over-Communicate Organizational Strategy
• Reinforce Organizational Clarity Through Human
  Systems
• Source Patrick Lencioni, The Four Obsessions
  of an Extraordinary Executive.

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MSETM 5110 New Product Development

• Context
• Don Tapscott, Growing Up Digital The Rise of
  the Net Generation
• The N-Generation Mind
• N-Generation Learning
• The N-Generation at Play
• The N-Generation at Work
• The Bitslingers
• Stephen Hawking, A Brief History of Time
• at some point in the future, all scientific
  knowledge may be completed.
• 
  What then?

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MSETM 5110 New Product DevelopmentNew Product
Development vs. Current Engineering

• Moores Law
• 2X Every 18 Months
• More Gates Per Chip
• More Transistors Per Chip
• Retrofits/Conversions
• Agency Requirements
• UL
• NEBS
• CE MARK
• ETSI
• EMC/EMI

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• Disruptive Technologies (Some Examples)

Improved Productivity/Efficiency
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MSETM 5110 New Product DevelopmentCompeting
Through Innovation

• Changing Business Climate
• Globalization
• Increased Competition
• Technology Revolution/Evolution
• Fragmented, Demanding Markets
• Shorter Product Lifecycles
• Virtual Organizations
• E-Business
• Competitive Factors
• Speed
• Efficiency
• Quality/Reliability
• Supply Chain/Distribution Channels
• Translation Creating Value for Customers

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MSETM 5110 New Product Development

• Time and Innovation
• Innovation is key to the long-term vitality of
  all enterprises
• Innovation means more than just new products it
  also means new services and ways of doing
  business
• While the challenge to innovation is originating
  new ideas, time is at the core of an innovations
  success
• Timely execution is very demanding
• Examples of fast, time-based innovators (Honda,
  Ford, GM, Sun Microsystems, Cisco, Toys R Us,
  UPS)
• Roughly right vs. final product
• The hollowing of America
• - transfer of manufacturing
• - long new product development and introduction
  cycles
• The price for being a slow innovator
• The rewards for being a fast innovator
• Becoming a fast innovator
• Source George Stalk Thomas Hout, Competing
  Against Time. The Free Press. ISBN 0029152917

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MSETM 5110 New Product Development

• Four Types of Product/Process Development
  Projects
• Research or Advanced Development Projects
• Breakthrough Development Projects
• Platform or Generational Development Projects
• Derivative Development Projects

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MSETM 5110 New Product Development

• Organization Vision/Mission/Strategy
• Business Model/Architecture
• Development Portfolio and Development Teams
• Functional Integration (Wheelwright and Clark,
  Exhibit 8-1, p. 191)
• - Functional Team Structure
• - Lightweight Team Structure
• - Heavyweight Team Structure
• - Autonomous Team Structure
• Tools and Methods

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MSETM 5110 New Product Development

• Becoming a Fast Innovator
• Time is the key performance variable to be
  managed to attain improved cost and quality.
• Time benchmarks are set by the performance of
  competitors and, if faster, by what is
  technologically possible.
• The support functions necessary to advance the
  development process are actively managed to be
  invisible. Their need is to be anticipated
  they are to be invested in and kept up-to-date.
  They are never to be allowed to slow the
  development process.
• Each program is to be managed and executed by a
  small, dedicated, decision-empowered, and
  experienced team. Team members have common goals
  and are measured and evaluated as part of a team.

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MSETM 5110 New Product Development (contd.)

• Becoming a Fast Innovator (contd.)
• The development programs are to have four steps,
  and company will organize itself around these
  steps
• Planning and preparation
• Product definition
• Design development
• Manufacturing ramp-up
• Product Improvement
• The objective of planning and preparation is to
  avoid having to invent in the middle of the
  development processmake unknowns be knowns.
• After definition, the product specification is
  frozen. The definition is committed to and not
  allowed to be changed. The improvement phase is
  to be used for costs and feature enhancements.

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MSETM 5110 New Product Development (contd.)

• Becoming a Fast Innovator (contd.)
• Functional expertise resides in the development
  program. Manufacturing and design resources are
  full-time participants in the definition team.
  Manufacturing resources are full-time
  participants in the design team.
• Team members are collocated.
• Senior management reviews are few. The role of
  senior management is to ensure that the program
  teams have the appropriate resources, incentives
  and environment to execute their tasks quickly.
• New programs are generated continuously, at
  regular market-driven intervals, and incorporate
  more incremental advances and fewer great leaps
  forward.

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MSETM 5110 New Product Development

• A Model for Product Development
• s RD
  New Product
• Tech Transfer IP
  Publication

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MSETM 5110 New Product Development

• Typical Events (Delays Can Occur at Virtually Any
  Point in the Process)
• Idea
• FPR
• Approval
• Design specification
• Approval
• Preliminary transfer price
• Approval
• Vendor selection
• Approval of quote
• Engineering sample approval
• Initial production
• Production sample approval
• Customer trials
• Approval
• Production ramp
• Source Stalk and Hout, Competing Against
  Time.

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MSETM 5110 New Product Development

• Customer Input and Product Innovation How to
  Focus on Desired Outcomes vs. Solutions
• Step 1 Plan outcome-based customer interviews
• Step 2 Capture desired outcomes
• Step 3 Organize the outcomes
• Step 4 Rate outcomes for importance and
  satisfaction
• Step 5 Use the outcomes to jump-start
  innovation
• Anthony W. Ulwick, Turn Customer Input into
  Innovation. HBR, January, 2002. Reprint Number
  R0201H.

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MSETM 5110 New Product Development

• Full Stream Lifecycle Management (ISO 15288)
• Design
• Build
• Operate
• Dispose

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MSETM 5110 New Product Development

• The Role of the Engineer in Product Development
• (Traditional vs. Emerging)
• D B O D
• Create Sustained Value for Customers
• Do the Right Things to Meet Objectives for
  Top-line Revenue and Bottom-line Profitability