Thesis_Fuzzy Front End Framework (06-10-01).ppt
- 1. 1 MASTER THESIS FUZZY FRONT END Framework for an Electronic Product Development Department Presented by Suttisak Suriyachanhom RCMSE, Faculty of Engineering Chulalongkorn University
- 2. 2 Thesis Content Chapter 1: Introduction Chapter 2: Literature Review Chapter 3: Analysis of Company’s Current Practice Chapter 4: Designing the FFE Framework Chapter 5: A Demonstration Project Chapter 6: Conclusion and Recommendation
- 3. 3 1. Introduction This thesis presents a customized framework for an electronic product development department in dealing with ambiguous, chaotic, and unstructured activities during the early phase of product development – Fuzzy Front End (FFE). New Product Development Fuzzy Front End System - Level Design Detail Design (Hardware, Software, and Mechanical) Production Evaluation (Pilot Run) Design Evaluation (Sample Evaluation) Commercialization Figure 1 Product Innovation Process Mass-Production Sales & Service STRUCTURED PHASES & GATES Product Strategy Product Concept & Specification Project Plan
- 4. 4 FFE Background The FFE or pre-development phase begins when a new product opportunity is first considered worthy of further ideation, exploration, and assessment. Then the management brings together a core team to identify: customer needs market segments competitive situations and to investigate: company’s capabilities available technologies
- 5. 5 Thesis Objective & Scope The objective is: to develop a FFE framework for an electronic product development department The study project covers: the pre-development activities of solid-state electricity meter development in the case industrial company. The FFE model shall be formulated, but this framework shall not be fully implemented and tested because there are time limitation and company restriction.
- 6. 6 Expected Outcomes & Benefits The result of this study shall include: Identification of necessary pre-development activities Descriptions and internal flowcharts for each component Relationship diagram of components, so called FFE Framework Benefits to the author and academic literature (1)Exploration of uniqueness and difficulties of pre-development activities (2)How theoretical FFE models are adopted to the real world application Benefits to the case company (1)A useful FFE framework for developing new products (2)The product planning activities can be performed quickly and effectively.
- 7. 7 Research Methodology Review FFE Literature Analyze the Current Practice (1) Management Interviews (2) Examine Speed Problem (3) Diagnose Effectiveness Design New Fuzzy Front End (1) Set Up Design Requirement (2) Outline the Overall Framework (3) Develop Practical Methods & Tools (4) Review the Customized Front End Demonstrate How it works (An Implemented Project) Chapter 3 Chapter 4 Chapter 5 Chapter 2 Step 1 (Literature Study) Step 2 (Data Collection) Step 3 (Develop the FFE) Step 4 (Validate the Framework)
- 8. 8 2. Literature Review The author extensively explored FFE literatures including both theoretical foundations and best practice models. This is to provide the author an in-dept understanding of FFE characteristics as well as a cognitive set of FFE process choices
- 9. 9 Theoretical Foundation Nature of FFE Activities fundamentally differ from formal development stage more experimental and ad hoc with uncertain time of completion employs merely individuals or small amount of resources FFE Outcomes a well defined product concept clear NPD project scope and targets a business plan aligned with the corporate strategy Categorization of FFE Processes Sequential Concurrent
- 10. 10 Review of FFE Processes Sequential Types Anil Khurana and Stephen R. Rosenthal (1997) Charles J. Nuese (1995) Steven A. Murphy and Vinod Kumar (1997) Karl T. Ulrich and Steven D. Eppinger (2003) David L. Rainey (2005) Concurrent Type Peter Koen, Greg Ajamian, Robert Burkart, et al. Summary of Those Processes Idea Generation and Selection Concept Development Project Planning
- 11. 11 3. Analyze the Current Practice Current Product Development Practices SMD EPDD MFD Director Figure 3.2 the case company’s design and development process 1 2 3
- 12. 12 Management Opinion Two open-end questions were prepared as foundations to evaluate the outcomes of the current front end practice. (1) Compared with projects in your previous experience, is the case company’s speed for front-end activities too slow? Can its cycle time be more shortened? In case of answering “No”, please give me more explanation. (2) Is the current front-end process effective for development of new product platforms? Are its deliverable outcomes sufficient and useful for performing full-development activities in the further stage? Is it needed to put more groundwork? In case of answering “No”, please give me more explanation.
- 13. 13 Management Opinion (cont.) SPEED While the Japanese companies spend about 1 month for formal planning activities, the case company spend 4 months or more. The case company is probably lacking of suitable methods and tools for its front-end process. Thus, after embodying those practices, its process can be shortened. EFFECTIVENESS Current practice may not give an effective result. Because the process was run without any formal method, its inadequate groundwork sometimes resulted into difficulties in the other phases Occasionally the current front-end practices employing each member experience didn’t deliver sufficient and useful outcomes. Therefore, the case company should put more front-end groundwork and necessitate the important items in an explicit form.
- 14. 14 Detail Investigation The results of management opinions have indicated that: • the current front-end practices have to be improved in terms of speed and effectiveness. In order to redesign the fuzzy front end process, it is necessary to deeply understand what are lacking of. A check list for diagnosing front-end capability A model for accelerating front-end activities Speed & Effectiveness Figure 3.4 Structure Method for Analysis
- 15. 15 Investigate Front-End Speed by using an Acceleration Model Examine Market Uncertainty Reduction There is no specific requirement to clarify target market and no suggested methods and tools to bring together the customer requirements and the defined concept. Examine Technical Uncertainty Reduction Although the current FFE process requires performing technical investigation of product concept and then concluding it into design specification, the requirement and the methods provided are too broad. Initially the degree of uncertainty is very high because very little is known about market and technical information As work on FFE progresses, the FFE team’s knowledge increases. Then the fuzziness level gradually decreases
- 16. 16 Diagnose the front-end effectiveness with the checklist 1 Awareness 2 Island of Capability 3 Integrated Capability 4 8 10 4 8 10 Intuitive Explicit in Part Explicit Little Integration Partial Integration Full Integration Degree of Process Integration Degree of Formality Figure 3.6 The Front-End Capability Map The current front-end practice is at the awareness stage 1. Khurana and Rosenthal (1997) suggested the companies that score 3 or less have deficient front-end and are likely to have major problems with their product development efforts.
- 17. 17 4. Design the FFE Framework ESTABLISH Design Requirements OUTLINE Basic Framework DEVELOP Practical Methods & Tools VERIFY The FFE Framework “By employing the same analogy as in general design processes, then” Based on the review of literature and the analysis of current practices, a FFE framework is proposed
- 18. 18 Establish the Design Requirements (1) The FFE must fit within the case company structure and process shall not require new departments or additional resources must fit into the first stage of existing design and development process (2) The FFE must deliver desirable outcomes required by the ISO procedures include product strategy, design specification and standards, manufacturing chain, cost analysis, project resource and schedule, and business case (3) The methods for reducing uncertainty should be additionally adopted direct contact to customers, customer complaints, customer surveys, market research, and analysis of competitors simulation, virtual reality techniques, rapid prototyping, and early physical prototyping (4) The FFE must be improved in terms of formality and integration to reach the Islands of Capability level
- 19. 19 Outline the Framework CONCEPT PREREQUISITES Gate Review Further Development Stage IDEATION PLANNING 3 Elements FFE NO-GO GO Figure 4.1 FFE Framework Product Plan Development Control Sheet Supporting Elements (1) New Product Strategy (2) Product Family Road Map (3) Organizational Structure Practical Methods and Tools
- 20. 20 Practical Methods & Tools Element 1: Ideation Methods and Tools Opportunity Identification Market Segment Grid Voice of Customer Customer Visit Program Competitive Analysis Table Idea Generation & Selection Suggested Sources of Ideas Idea Selection Table Understanding Customer Needs Assessing Competitive Situation OPPORTUNITY IDENTIFICATION Defining the Product/Market Segment Selecting the Potential Idea IDEA GENERATION AND SELECTION Getting Sources of Ideas Figure 4.3 Overview of Ideation element
- 21. 21 Practical Methods & Tools (cont.) Element 2: Concept Methods and Tools Establish Basic Specification A Simple Relationship Matrix Design the Concept Concept Definition Process Assess Feasibility Rapid prototype/Visualization Product Cost Modeling Prepare the list of customer needs Collect comparative benchmarking Set the target values ESTABLISHING BASIC SPECIFICATION Figure 4.5 Overview of Concept element Key functions and Features Physical Appearance and aesthetic attributes Operation Principle and Product Architecture Consideration of Product Family DESIGNING THE CONCEPT Perform Preliminary Technical Investigation Test the Concept w ith Customers ASSESSING TECHNICAL AND MARKET FEASIBILITY
- 22. 22 Practical Methods And Tools for The FFE (cont.) Element 3: Planning (1.) Development Schedule and Resource Allocation i. Work Breakdown Structure ii. Gantt Charts (2.) Development Expense and Tools/Facility Investments Mold/Die/Tool Estimates and Manufacturing Facilities Development Facilities and Expense (3.) Sales Plan and Marketing Strategy (4.) Manufacturing and Supply Chain (5.) Financial/ Business Case Analysis Case Analysis Table
- 23. 23 Verify the Proposed Framework Company Structure and Process Fit not require any new department, and additional resources not affect to any radical change Desirable Outcomes it obviously indicates that the use of the customized FFE leads to deliver the company’s required outcomes. Further Uncertainty Reduction Compared with the present FFE process, the customized FFE framework has been further improved with the use of methods and tools. Formality and Integration Improvement The result of diagnosing FFE capability showed that the customized framework was improved from the awareness level to the island of capability level
- 24. 24 5. A Demonstration Project The developed FFE framework was implemented into a demonstration project, a new platform project namely as Multi-2 Meter (M2M). First the author explained the framework to people who involve Then the core team performed pre-development activities with the use of this framework including the suggested practical methods and tools Finally, the core team ends up with the deliberated documents: product plan and development control sheet Project Background The Multi-2 Meter (M2M) - the case company needs a new platform model New Product Strategy & Product Family Roadmap – according to the company’s annual plan The Project Leader and the Core Team - includes EPDD manager, engineer 1 and engineer 2
- 25. 25 FFE Activities – IDEATION (1) Opportunity Identification To preliminarily obtain current information, the core team appointed meetings with the sales forces. by questioning about: Is the market still segmented in the same pattern as in previous information? Is there any new or emerging segment? How many competitors do address each segment? What makers and models? Is there any new product coming? Is there any competitor moving out? Is there a new comer? Can sales get any new requirements in the form of tender specification or problems/difficulties that the customers are encountering? Can sales obtain competitors information in the forms of catalogues, manuals, samples, and company information? From the analysis of the above sources of information, the core team then: asks Sale/Marketing department (SMD) to visit customer site in order to gain in-depth understanding of customer needs
- 26. 26 FFE Activities – IDEATION (cont.) (1.1) Defining the Product/Market Segment Substation Type (HV-CT, Cl 0.2s) Industrial Type (HV-CT, Cl 0.5s) Commercial Type (HV-CT, Cl 0.5s) (LV-CT, Cl 0.5s) (LV-DC, Cl 1) Residential Type (LV-DC, Cl 1) (LV-DC, Cl 1) C 104 C 103 B 104 B 102 1 3 Customer 1 Customer 2 IEC meter ANSI meter D 104 E 104 B 304 D 104+ A 102 (Price range: x,xxx ~ x,xxx THB) (Price range: xx,xxx ~ xx,xxx THB) XYZ Products
- 27. 27 FFE Activities – IDEATION (cont.) (1.2) Understanding Customer Needs List up the Needs 4 Market Segments / 2 Primary Customers Table 5.1 Customer Needs Lists
- 28. 28 FFE Activities – IDEATION (cont.) (1.3) Assessing Competitive Situation
- 29. 29 FFE Activities – IDEATION (cont.) (2) Idea Generation and Selection
- 30. 30 FFE Activities – CONCEPT (1) Establish Basic Specification By comparing the customer needs with the specifications extracted from competitive products, the FFE team is able to set the specification
- 31. 31 FFE Activities – CONCEPT (cont.) (2) Design the concept Key functions and features by using the customer requirement specifications compared with the available products, the FFE team researched for available techniques and technologies to define the key functions and features. Physical appearance and aesthetic attributes the FFE team then requested mechanical designers draw up construction models which showed physical appearance as well as aesthetic attributes. Operating principle and product architecture The core team set up meeting with relevant engineers to consider key operating principle of the new meter. Consideration for the product family
- 32. 32 FFE Activities – CONCEPT (cont.) (3) Assessing Product/Market Feasibility Computer Visualization The 3-D model made of CAD software was employed to facilitate a technical feasibility assessment. Product Cost Modeling From the key functions and features, electronic block diagram, and mechanical concept, the product cost was modeled to explore possible profit Test the concept with the customers By bringing the conceptual specifications, functions/features, and mechanical models to discuss with the key customers.
- 33. 33 FFE Activities – PLANNING (1) Development Schedule and Human Resource Allocation Gantt Chart Work Breakdown Structure
- 34. 34 FFE Activities – PLANNING (cont.) (2) Development Expense and Tools/Facility Investments
- 35. 35 FFE Activities – PLANNING (cont.) (3.) Sales Plan/Marketing Strategy “SMD will first establish connection channels with network providers. Throughout the development period XYZ will try to update business information in order to re-enter to the market at suitable time. Up on the M2M is available; SMD will try to share the market with competitor D with the advantage of competitive price and a local manufacturer.” Sales Targets
- 36. 36 FFE Activities – PLANNING (cont.) (4.) Manufacturing and Supply Chain Subcontractor A XYZ Purchasing Department Mechanical & Electrical Parts Raw Materials Electronics Parts A Key Components XYZ Store 1: Electronics XYZ Store 2 : Mechsnics/Ele. XYZ RAW MAT. Store XYZ WHM (Part Fab.) XYZ WHM (TOU Ass’y & test) XYZ F/G Stock In-House Local Market (Customer 1 & 2)
- 37. 37 FFE Activities – PLANNING (cont.) (5.) Financial and Business Analysis
- 38. 38 6. Conclusion The goal of this thesis is to provide an easy-step approach, the FFE framework The outcomes of this customization contain: identification of prerequisites sub-divisions of essential tasks description of recommended methods offerings of supporting tools Development of FFE can be summarized as Set up the Design Requirements Create the Outline Framework Develop Practical Methods and Tools Verify the FFE Framework
- 39. 39 Discussions & Recommendations Benefits from Using the Framework The FFE team is able to start quickly and complete their jobs faster than ever The FFE team is able to execute such up front activities effectively Recommendations for the Case Company There are still other categories of product developments in the case company; electromechanical products, incremental improvement, and minor change. In order to fully appreciate the benefits of this FFE framework, the case company should extensively apply or customize this developed model to cover other kinds of product development projects.
- 40. 40 Thank You for Attention Q & A Presented by Suttisak Suriyachanhom The Regional Centre for Manufacturing Systems Engineering Faculty of Engineering Chulalongkorn University