The Impact Of New Technology On Product Development

3y ago
73 Views
2 Downloads
306.92 KB
18 Pages
Last View : 2m ago
Last Download : 2m ago
Upload by : Samir Mcswain
Transcription

IPPD 3/2/00 New TechnologyThe Impact of New Technology onProduct Development1OutlineIPPD 3/2/00 New Technology Introduction Selection of new technology New Technology Management– Design– Manufacturing Lecture mixed with case discussion -- I willask questions throughout to start discussion.21

Why New Tech.IPPD 3/2/00 New Technology In order to be competitive you need tointroduce a known product with 8-10X changein performance cost feature sets Uncertainty about performance needs cost targets expected volumes yields3IntroductionIPPD 3/2/00 New Technology Summarize the Cannoncase 42

What do we mean by New TechnologyIPPD 3/2/00 New Technology New product families– Ink Jet portable printers– Compact Disks New technology– Antilock brakes New process– .5 - .35 micron line widths– Determinate Assembly (aircraft)5CasesIPPD 3/2/00 New Technology What characterizes new technology for bothcases?63

Benefits of New TechnologyIPPD 3/2/00 New Technology Significant edge over competitors Open new customer groups/new markets– portable printer– low cost computer Ability to share new technology across manyproducts– Sony Walkman7Risks of New TechnologyIPPD 3/2/00 New Technology You don’t understand the customer very well– how many will be purchased (volumes)– how much will the customer pay (costs). You don’t understand the product very well– what are the yields– what are the costs– how long to ramp the product84

MetricsIPPD 3/2/00 New Technology What are the metrics which measuredCannon’s success?– Cost of sensor– Size of the sensor / fax machine– Yield– Ramp time– Volumes– Reliability– Market Size9RisksIPPD 3/2/00 New Technology What are the uncertainties that they face– Risks Could not make new component Competitors have large market share (marketnot growing too fast) Process/yields and costs Customer wants– Resources Line requires sign. Resources ( 15M) Yen value high Bringing up CS-II takes away from CS-I105

Technology push vs. pullIPPD 3/2/00 New Technology11Technology push vs. pullIPPD 3/2/00 New Technology Push– technology developed in-house– look for a product to put it in– patents to protect intellectual property Pull– have a product -- looking for a technology internally develop it -- risky from a scheduleperspective externally purchase it -- risky from a marketshare perspective (competitive positioncompromised)126

Two approachesIPPD 3/2/00 New Technology Bet the farm (big returns, high risk)– Building an entire new product platform ona new technology Xerox’s digital office platform Start slow (medium returns, medium risk)– Incorporate into one product– Test it, get the bugs out– Incorporate into other products13Product Development funnel filterIPPD 3/2/00 New Technology R&D Product concepts for new technology Down select from the large set to pick the fewthat will be implementedRecycledR&DProduct ConceptDevelopmentDesignMarketTrashed147

QuestionsIPPD 3/2/00 New Technology How did Cannon down select from their manytechnologies? Why was their technology strategy successful? How did they mitigate the risks?––––––Cross functional teamsProduct development processDiversificationVertical integrationCore technologiesProduct focused research and development focus on future customer needs not existing customers focus on on product and then diversify15New Technology: DesignIPPD 3/2/00 New Technology168

Develop Technology maturity beforeentering manufacturingIPPD 3/2/00 New Technology Reduce uncertainty about time to develop/ramp performance robustness work required to get it to perform Understand how to manufacture what the yields are robustness noise variables and their impact17RobustnessIPPD 3/2/00 New Technology Design latitude -- how much variation can betolerated Manufacturing variability -- how muchvariation is going to be introduced by themanufacturing process189

Yield problemsIPPD 3/2/00 New Technology Noise factors are affecting the quality of theproduct such that it violates the allowablelatitudeTimeHigh Probability of FailureNot RobustVariationLow Probability of FailureRobustLatitudeVariationLatitudeTechnology Readiness19Control factorsIPPD 3/2/00 New TechnologyChange the control factors (in design)OutputsNew TechnologyNoiseInputsControl the noise factors (in production)2010

Variation FactorsIPPD 3/2/00 New TechnologyControl FactorsDimensionsMaterialsProcess VariablesNoise factorsOuter noisetemperaturehumiditypeopleInter noiseWearfadeProduct noisepart to part variation211- During DesignIPPD 3/2/00 New Technology Use prototypes (virtual and physical ) todetermine– what are the noise variables– how do they affect the final product Change the control variables (dimensions,etc.) to make the system as robust aspossible2211

2 - RampIPPD 3/2/00 New Technology What are the potential noise variables thatmay affecting quality What are their contributions Set up measurement plans to track both the– noise factors (inputs)– quality characteristic(outputs) Set up root cause diagrams (Fishbone,FMEA) to enable rapid diagnosis of errors Institute learning cycles to map input/outputnoise and remove the sources23Learning CycleIPPD 3/2/00 New Technology Learning in ramp increases the rate/quality ofproduction by– reducing uncertainty about what noisefactors are the large contributors– identify and resolve unknown problems(door example) Four stages– identification, root cause analysis, fixselection, fix execution2412

Learning cycleIPPD 3/2/00 New TechnologyIdentify problemTrace the errorMeasurement plansFix the problemWhere should it befixed? variation reduction design change production change25QuestionsIPPD 3/2/00 New Technology Why weren’t they successful on the CS-I?Why did they have to wait until the nextgeneration What were the success factors at Cannon?Why do they continue to be world leaders What are the differences between Cannonand EMI? Is one “better”than the other?2613

Advanced Micro Devices:A Tale of missed opportunitiesIPPD 3/2/00 New Technology AMD is a competitor to Intel Produces a compatible chip to Intel’s Pentium Considered the “Also ran .”27Some rough cost numbersIPPD 3/2/00 New Technology To build a new fab is on the order of 500M 1B dollars 50% of the cost of a chip is the cost of thefactory2814

1451IPPD 3/2/00 New Technology0.8 1050.6 850.4 65 450.2 25002468YieldPrice per chip 12510TimeVolume * yield * price (1 profit %)volume * (materials labor ) capital29IPPD 3/2/00 New Technology Nov. 1994– AMD announces the K86 family low cost, high performance alternative to thePentium family– All capacity committed for 1995 tocustomers– K5 design almost completed (100MHz)– Plan to move from .5 micron to .35 micronin 1996 Nov 1995– Only a a few thousand K5s at 75 MHzbeing produced3015

IPPD 3/2/00 New Technology June 1996– K5 finally shipping for lowend machines (9 monthslate)– “tardiness caused alukewarm reception forthe chip” Nov 1996– Producing at 2M /yrvolumes K5 (orig. planwas 5M/yr)– sales slumping -- volumeand price problems(competition from Intel Dec. 1996– Ended the fiscal year 69M in the red– Samples of K6 beingreleased– Persuaded laptop manuf.To use K6 because thelaptop Pentium notcoming out until 1997 June 1997– K6 still not at volumes,slower than Pentium but 167 cheaper.31IPPD 3/2/00 New Technology October 1997– K6 for laptop actually comes out -- same time as Intel’sPentium Pro chip.– Yields still not up for the k6 -- not enough capacity Nov 1997– 97Q3 losses of 31.7M– Shipped 1 million k6– goal to ship 2 million in 97Q4 Jan 1998– Move to .25 micron fab– No experience and had troubles with .35 April 1998– Downsized year predictions from 15M to 12M K6s– Shipped 1.5M in 98Q1 (goal was 2 in 97Q1)– Goal to ship 2M in 98Q23216

SummaryIPPD 3/2/00 New Technology AMD had a theoretical advantage– same product– lower price They failed because– they couldn’t get the volumes– they couldn’t support the price aggressive yield predictions failure to achieve yields/throughput33SummaryIPPD 3/2/00 New Technology Target costing– Design to cost so the product fits the market Volumes– volumes drive manufacturing strategy and pricingespecially where there is significant capitalequipment costs Yields– pick the right process and design the product sothat yields are high Ramp– quick ramps are a requirement for cost effectivedevelopment3417

Next lectureIPPD 3/2/00 New Technology Henderson, R., and Clark, K.1990. "Architectural innovation" Christensen, C., and Bower, J.1996. "Customer power,strategic investment, and thefailure of leading firms.” Continuous CastingInvestments at USXCorporation, (HBS #9-697-020) Trends in the United StatesSteel Market, 1980-1996, (HBS#N9-698-018) Do you think Kappmeyer shouldsign the proposal? Why or whynot? What position should USX takewith respect to CSP tech.? Why do Henderson and Clarkbelieve that established firmsfail in the face of "architecturalinnovations"? Compare Henderson andClark"s explanation for thefailure of established firms withthat of Christiansen and Bower.How are they similar? How dothey differ?3518

a new technology Xerox’ s digital office platform Start slow (medium returns, medium risk) – Incorporate into one product – Test it, get the bugs out – Incorporate into other products 14 IPPD 3/2/00 New Technology Product Development funnel filter R&D Product concepts for new technology

Related Documents:

May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)

Silat is a combative art of self-defense and survival rooted from Matay archipelago. It was traced at thé early of Langkasuka Kingdom (2nd century CE) till thé reign of Melaka (Malaysia) Sultanate era (13th century). Silat has now evolved to become part of social culture and tradition with thé appearance of a fine physical and spiritual .

̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions

Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have

On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.

Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được

Food outlets which focused on food quality, Service quality, environment and price factors, are thè valuable factors for food outlets to increase thè satisfaction level of customers and it will create a positive impact through word ofmouth. Keyword : Customer satisfaction, food quality, Service quality, physical environment off ood outlets .

MARCH 1973/FIFTY CENTS o 1 u ar CC,, tonics INCLUDING Electronics World UNDERSTANDING NEW FM TUNER SPECS CRYSTALS FOR CB BUILD: 1;: .Á Low Cóst Digital Clock ','Thé Light.Probé *Stage Lighting for thé Amateur s. Po ROCK\ MUSIC AND NOISE POLLUTION HOW WE HEAR THE WAY WE DO TEST REPORTS: - Dynacó FM -51 . ti Whárfedale W60E Speaker System' .