Division of Functional Product Development/fpd-20080401.pdf · Division of Functional Product Development ... Associate Professor Johan Carlson !! ... Development and sales of function
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“With practice and science we want to support teams in product development
through new work methods and processes”
!! We aim at being nationally leading and an international player in our research fields through scientific excellence, innovative thinking, and great collaborative skills.
!! We should be highly valued for our attributes; »! Being a highly innovative, and challenging, partner.
»! Being well known for our academic excellence, innovative work processes, organization and commitment to fulfilling our goals.
»! Being customer oriented.
»! Being an early adopter; evaluating and utilizing new methods and technologies, and ensuring that collaboration with research partners prevails within the research group.
!! All our work is for the purpose of engineering design and our arena is Product development which is one of the six prioritized areas at Luleå University of Technology.
Product •! The focus on the physical artefact as value carrier •! Services are aftermarket add-ons to delivered product •! Responsibility of product lies on buyer •! Methods and tools suited for development of product and service
Function •! Focus the function as value carrier •! For the provider the aftermarket is “cost-of-function” •! Possibilities
•! Reengineer, recycle, reuse over life-cycle of function, maintenance ownership •! New methods and tools needed
•! Function = Torque •! Function can be uniquely solved by product
•! Solution = hydraulic motor, electric drive, 10 persons hard work •! Solution space opens up
•! Provider have the opportunity to create life-cycle solution for the “functional buyer” (customer)
Functional product development •! Future services and products designed simultaneous •! Optimize the “Functional Product” for the “functional buyer” •! Performance becomes more than “classic mechanics”
•! NOX/CO2 over lifecycle, future maintenance costs, return on investment, performance in service quality of function •! Through life capabilities and fleet management; life-cycle simulation, in-service data usage, “functional” prediction based on actual use
•! New methods and tools needed •! Methods of today are not tailored for cross-functional development
“Product” is an evolving thing •! Process knowledge or competence is a “product” •! Knowledge of customer business is a “product” •! Certified methods and tools are “products” •! The product portfolio contains “functions” rather than goods and add-ons
How to achieve Functional Products?
Looking for added customer value •! Focus the needs of the customer
•! Find what creates value at customer (customer is not always right) •! Develop the function that meets the need
•! Product, process, customer knowledge is key •! Knowledge sharing
•! Share the technical excellence, and let customer innovate •! Share the customer experiences, and let engineers innovate
“If he buys a better tool and increases tool life by 50 percent, he lowers the cost of the component by 1 percent. But if instead he buys a better performing tool and speeds up by increasing cutting
data then he can reduce the cost of the component by 15 percent” Mike Abberley, President, Sandvik Coromant USA (2005)
•!Perceived customer value is not a stable indicator of market performance
•!Customer satisfaction is a post-hoc concept
•!Higher customer satisfaction will not necessarily mean greater price tolerance
•!Customer expectations are based on what the customers already know
•!When the circumstances/contexts change, the perception of value changes
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•!Customer value has largely lost its meaning in an engineering context
•!Customer value needs to be reclaimed from the sales, marketing and management domains
•!Customer value needs to be a driver for innovation, not an after-the-fact metric of success and failure
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•!To know more about how the concept of customer value can be used to predict marketplace performance
•!To know more about how enterprise-dispersed knowledge about customer value can be fed into product development activities
•!To know more about how market trends and forecasts impact the evolution of customer value
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•!We can engage users in Future Workshops, with an intent to reason about ‘what could be in the future’ rather than ‘what is possible today’
•!We can conduct Scenario Based Design activities, with an intent to explore how customer value would be perceived based on persona descriptions, problem scenarios and solution scenarios
•!We can facilitate Radical Innovation Workshops, with the intent to help cross-functional teams to better understand customer values and how to turn them into products
•!We can conduct ethnographic studies, with the intent to bring clarity into the ways in which users perceive and respond to the concept of ‘value’
The knowledge you need might not be available from the people you know well. Social software applications facilitate cross-functional, cross-enterprise knowledge sharing.
Customer needs and values are interpreted differently in different parts of the organisation. Consolidate and aggregate these perspectives in enterprise mashups.
!! Product development is a team effort and is not locally concentrated »! B2B collaboration is global and so is the extended enterprise
!! Methods and tools to support development and innovation in both local and global teams are in focus »! Creative methods (RIW), team collaboration, design rationale capture
»! IT support for team collaboration and product development & innovation
!! Fully utilize the joint potential of distributed development teams i.e. ‘true collaboration’ and enable them to ‘think together’ instead of dividing work.
Capability Readiness Level
Research:
Education:
Capability has been applied in previous research projects and within projects at companies.
. Courses in basic level, graduate level and industry courses.
Creative thinking and collaboration is largely dependent on the flexibility and usefulness of both physical spaces and the tools therein. The vision is to fully utilize the joint potential of distributed development teams i.e. ‘true collaboration’ and enable them to ‘think together’ instead of dividing work.
FOCUS
The research focus on multidisciplinary approach to the investigation of collaboration in both co-located and geographically distributed product development teams. Collaboration in product development projects include all parts of the product development process such as brainstorming, concept generation, embodiment design, sharing of CAD models and detailed design.
EXPERIENCE
Peter Törlind and Andreas Larsson has worked within this area for more than ten years and published more than 20 papers. Research projects include Polhem Laboratory (97-05), Distributed Engineering (97-99), Distributed Engineering in Hetrogenous Environments (02-03), Faste Laboratory (05-). Peter Törlind has also participate in the designed of several state of the art physical environments for collaborative work (Studion: LTU, Faste Collaboratory: LTU, iMeet: LTU, VR studio: Innovatum Trolhättan and DITRA studio: Skellefteå).
Capability has been applied in previous research projects and within projects at companies.
. Courses in basic level, graduate level and industry courses.
!! Reaching true collaboration by fully utilizing different perspectives and backgrounds from all team members and thereby “thinking together.
!! Research focus on methods and technology to: »! Simplify distributed creative meetings,
»! facilitating creativity,
»! simplify access to experts,
»! capturing of design rational (creating reusable knowledge assets).
!! Research approach: by combining industry studies with experiments at the Experimental studio innovative research ideas can easily be developed and evaluated.
!! Capability is »! the power or ability to generate an outcome
»! the ability to perform actions.
»! in human terms the sum of expertise and capacity
!! Capabilites are measured (readiness level) according to the ability we have to deploy the capability. Hence: »! One capability can be ”mastered” by several staff
»! One staff can master several capabilites
»! However; we have to differ between ”black-belts” and ”knowledgeable” in methods in order to build the right competence mix •! Readiness level scale
!! Capabilities description with readiness level gives transparancy in what ”methods/tools/solutions” that exist and their applicability together with staff skills
!! Improves communication when setting up new projects »! What knowledge that exist at the research unit