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Penn MEAM 415 - Product design

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OPIM 415/MEAM 415: Product DesignSpring 2003Learning ContractProject Mission StatementGrading and Assignments1. Introduction and Opportunity IdentificationTuesday, January 142. Customer NeedsTuesday, January 213. Concept Generation and Visual ExpressionTuesday, January 284. Specifications and Conjoint AnalysisTuesday, February 45. Concept Selection and Concept TestingTuesday, February 116. Robust Design and Engineering ModelsTuesday, February 187. Cost Models and Target CostingTuesday, February 258. Prototyping and 3D SketchingTuesday, March 49. Industrial Design and Human Factors EngineeringTuesday, March 1810. Process Selection and Design for ManufacturingTuesday, March 2511. Naming, Branding, Trademarks and PatentsTuesday, April 112. Consulting SessionsTuesday, April 813. Lifecycle AnalysisTuesday, April 1514. Design FairTuesday, April 22Spring 2003Product DesignOPIM 415/MEAM 415: Product DesignSpring 2003Instructor:Karl UlrichThe Wharton SchoolDepartment of Operations and Information ManagementUniversity of PennsylvaniaHuntsman Hall – Room 5473730 Walnut StreetPhiladelphia, PA 19104-6340 [email protected]://opim.wharton.upenn.edu/~ulrichClass Logistics:Tuesdays3:00 – 6:00pmHuntsman Hall F65Teaching Assistant:TBDWebCafe Site:http://webcafe.wharton.upenn.edu/eRoom/opim/415-sp03-1You will need a Wharton account to access WebCafe. Please visit http://accounts.wharton.upenn.edu to obtain an account, if you do not have one.Course Materials:The textbook for the course is:Ulrich, K.T. and S.D. Eppinger, Product Design and Development, Second Edition, McGraw-Hill, 2000. This book is available at the bookstore.Other readings for the course are available on WebCafe or will be distributed in class.Workload:This course is designed to require an average of six hours of work outside of class each week although there is some variability week to week.Spring 2003Product DesignLearning Contract Intended Benefits of CourseI will: Apply care and effort in preparing and leading 14 sessions. Demonstrate flexibility and responsiveness to student concerns and suggestions. Provide next-session feedback on assignments. Design the workload to average 6 hours per week outside of class. Respond to email within one work day. Start and end class on time. Learn student names.• Development of skill with tools and methods for product design.• Understanding of multiple functional roles (e.g., marketing, industrial design, engineering) in creating a new product.• Development of ability to apply specific knowledge from SEAS/Wharton curriculum in a realistic industrial context.• Development of confidence in own abilities to create a new product.You will: Prepare for each class session. Miss no more than one class session. Allocate an average of at least 6 hours per week outside of class for preparation and assignments. Arrive for class on time. Sit in approximately the same seat each session, when possible. Use your name card.Spring 2003Product DesignProject Mission StatementSome existing products:Assume you work within a company with a strong focus on lighting products (e.g., Zelco, http://www.zelco.com). Your senior management has discovered that the new high-output LEDs available in the market offer many benefits, including high efficiency, robustness, and long life. Your team has been asked to identify a product opportunity in the category of “low power lighting” that takes advantage of these LEDs. Given your expertise and knowledge, you’ve been asked to create a product for the university student market.Spring 2003Product DesignGrading and Assignments Grading serves essentially only one pedagogical function: students are much more likely to complete the readings and preparation questions if this work is graded. Students who prepare better, learn better. Your final grade is based on class participation (25%), the quality of the individual project assignments (25%), the estimated profitability of your final product (30%), and your teammates’ assessment of your contribution to the project (20%). There are no exams in this class.Class Participation I grade class participation each day after class based on the extent to which comments reflect preparation, analysis, and thoughtfulness. You can facilitate this process by using a name card and sitting in the same location each day. Although this process is subjective, it is highly reliable, as your grade is based on lots of data. Students will be cold called in most class sessions. Cold calling is random and inconsistent. Do not rely on cold calling as your primary vehicle for class participation.Assignments You are to complete the preparation questions for every class session, otherwise you will not learn the material.  All project assignments are due in your webcafe project folders before the beginning of class. Late work is not accepted. Under no circumstances should you add cover sheets, tables of contents or other fluff to your assignments. This practice is wasteful, cumbersome, and annoys rather than impresses.Spring 2003Product Design1. Introduction and Opportunity IdentificationTuesday, January 14REQUIRED1. 3,000 Ideas = 1 Commercial Success (WebCafe)2. U&E Chapters 1-23. U&E Chapter 3, p. 50-53 “step 4” on “mission statements”SALSA1. Why P&G’s Smile is So Bright (WebCafe)MORE (optional)1. Rest of U&E Chapter 3.PREPARATION QUESTIONS1. Was the SpinBrush product described in the P&G article the result of “market pull” or “technology push”? 2. What do you think explains its success?Spring 2003Product Design2. Customer NeedsTuesday, January 21HAND IN1. Your one-page opportunity proposal. [Turn this in to the “Hand In” folder on WebCafe and bring hardcopy to class as well. This is the one assignment that you must hand in in hardcopy form.]REQUIRED1. U&E Chapter 4Do you believe this?PREPARATION QUESTIONS1. Generate a list of at least 10 market opportunities for a low-power lighting device for students.2. Evaluate these opportunities and pick one that you could pursue for this class.3. Prepare a one-page opportunity proposal. The top-level description of the opportunity must not violate the “what not how” principle (I.e., what is the need….not how might you address the need.) This proposal should include: A mission statement as in Exhibit 3-10 in U&E. A detailed description of the market need the opportunity addresses. An estimate


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