1Contemporary Design Contemporary Design Processes and Related IssuesProcesses and Related IssuesPresented by:Presented by:Hadi Fattah Hans Mehling Andy Olenderski Erik Retzlaff Chris Richards Andy Seagraves Aaron WinnPresentation OverviewPresentation OverviewObjective:Objective:To Provide Examples of To Provide Examples of Engineering Design Processes Currently in Engineering Design Processes Currently in Use Use ––Highlight Similarities to the Methods We Have Highlight Similarities to the Methods We Have Been TaughtBeen Taught––Address other Associated Contemporary IssuesAddress other Associated Contemporary IssuesFeaturesFeaturesBenefits of a Defined Development ProcessBenefits of a Defined Development ProcessThe Theory of Inventive Problem Solving (TRIZ Method)The Theory of Inventive Problem Solving (TRIZ Method)Linking Teams With the WebLinking Teams With the WebImportance of Using a Knowledge Based ProcessImportance of Using a Knowledge Based ProcessInternationalization and OutsourcingInternationalization and OutsourcingCase StudyCase StudyDoDo’’s of the Design Processs of the Design ProcessWhy is a WellWhy is a Well--Defined Defined Development Process Needed?Development Process Needed?Quality Assurance Quality Assurance ––Phases and CheckpointsPhases and CheckpointsCoordination Coordination ––Master Plan which Defines Roles of Each Team Master Plan which Defines Roles of Each Team MemberMemberPlanning Planning ––Timing of Milestones Give Concrete ScheduleTiming of Milestones Give Concrete ScheduleManagement Management ––Comparing Actual Events to Established Comparing Actual Events to Established Process can Identify Possible Problem AreasProcess can Identify Possible Problem AreasImprovement Improvement ––Careful Documentation Helps Identify Careful Documentation Helps Identify Opportunities for ImprovementOpportunities for ImprovementDifferent Development Processes Different Development Processes for Different for Different SituationsSituationsMarket Pull Market Pull ––Begins with Market Opportunity, then Finds Begins with Market Opportunity, then Finds Appropriate Technologies to Satisfy NeedAppropriate Technologies to Satisfy NeedTechnology Push Technology Push ––Begins with New Technology and Finds Begins with New Technology and Finds Appropriate MarketAppropriate MarketPlatform Platform ––New Product Built Around Established New Product Built Around Established Technological SubTechnological Sub--SystemsSystemsProcess Intensive Process Intensive ––Product is Highly Constrained by Product is Highly Constrained by Production ProcessProduction ProcessCustomized Customized ––Products are Slight Variations of Existing Products are Slight Variations of Existing ConfigurationsConfigurationsMission StatementsMission StatementsBrief Description (One Sentence)Brief Description (One Sentence)Key Business GoalsKey Business GoalsTarget MarketsTarget MarketsAssumptions and Constraints that Guide Assumptions and Constraints that Guide DevelopmentDevelopmentStakeholdersStakeholders2Example Mission StatementExample Mission Statement5 Step Method for 5 Step Method for Identifying Customer NeedsIdentifying Customer Needs1) Gather Raw Data from Customers1) Gather Raw Data from Customers2) Interpret Raw Data in Terms of Customer Needs2) Interpret Raw Data in Terms of Customer Needs3) Organize the Needs into a Hierarchy3) Organize the Needs into a Hierarchy4) Establish Relative Importance of Needs4) Establish Relative Importance of Needs5) Reflect on Results and Process5) Reflect on Results and ProcessGathering Raw Data from Gathering Raw Data from CustomersCustomersThree Commonly Used Methods Three Commonly Used Methods ––Interviews, Focus Groups, Observing Product in UseInterviews, Focus Groups, Observing Product in UseChoosing Customers Choosing Customers ––Lead Users Identify Needs More EfficientlyLead Users Identify Needs More EfficientlyWhat Happens When There are Several Different What Happens When There are Several Different Customer Groups?Customer Groups?Identifying Latent NeedsIdentifying Latent NeedsInterpreting Raw Data in Interpreting Raw Data in Terms of Customer NeedsTerms of Customer NeedsExpress the Need in Terms of WHAT the Product Express the Need in Terms of WHAT the Product has to do, not in Terms of HOW it Might do ithas to do, not in Terms of HOW it Might do itExpress the Need as Specifically as the Raw DataExpress the Need as Specifically as the Raw DataUse Positive, not Negative, PhrasingUse Positive, not Negative, PhrasingExpress the Need as an Attribute of the ProductExpress the Need as an Attribute of the ProductAvoid the Words Avoid the Words ““MUSTMUST””and and ““SHOULDSHOULD””Interpreted Customer Needs Interpreted Customer Needs for Cordless Screwdriverfor Cordless ScrewdriverOrganize the Needs into a Organize the Needs into a HierarchyHierarchyEliminate Redundant StatementsEliminate Redundant StatementsGroup Needs According to SimilarityGroup Needs According to SimilarityCreate Label for Each GroupCreate Label for Each GroupIdentify Primary, Secondary and Tertiary (if Identify Primary, Secondary and Tertiary (if Necessary) Needs of Each Group.Necessary) Needs of Each Group.3Establish the Relative Establish the Relative Importance of NeedsImportance of Needs2 Basic Approaches2 Basic Approaches1 1 ––Consensus of Team Members Based on Consensus of Team Members Based on Experience with CustomersExperience with Customers2 2 ––Further Customer SurveysFurther Customer SurveysTrade Off Trade Off ––Cost and Speed vs. AccuracyCost and Speed vs. AccuracyReflect on Results and Reflect on Results and ProcessProcessHave we interacted with all important customer types in Have we interacted with all important customer types in market?market?Can we see beyond needs related to existing products to Can we see beyond needs related to existing products to determine latent needs of our customers?determine latent needs of our customers?Which of the customers we used would be useful as a Which of the customers we used would be useful as a consultant later in the development process?consultant later in the
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