Product Planningg Product Development Process Planning
Concept Development
System-Level Design
Detail Design
Testing and Refinement
Production Ramp-Up
Four Phases of Product Development The product planning phase precedes the product development process. The Product Planning Process Multiple Projects
Identify Opportunities
Evaluate and Prioritize Projects
Portfolio off Projects
Allocate Resources and Plan Timing
Product Pl Plan
Complete Pre-Project Planning
Mission Statements St t t
Product Development Process
Xerox Lakes Project Example
Newer models manufactured byy Xerox Corporation.
Newer models manufactured byy Xerox Corporation.
4 Tipe Proyek Pengembangan Produk
New product platforms: – Meliputi usaha pengembangan secara besar-besaran untuk membuat suatu keluarga produk baru berdasarkan platform yang baru dan sama.
Derivatives of existing product platform: – Adalah penerusan dari produk platform yang sudah ada untuk melayani pasar yang telah dikenal dengan lebih baik dengan tambahan satu atau lebih produk baru.
Incremental improvement to existing products: – Menambahkan atau memodifikasi beberapa fitur dari produk yang telah ada untuk mempertahankan daya saing dan agar tidak ketinggalan jaman.
Fundamentally new products – Produk maupun teknologi produk benar-benar berbeda dari yang dulu, dan biasanya melayani pasar yang baru.
Xerox Lakes Project Example New N Platforms
Xerox Document Centre 265
H d k Hodaka
Legend Project Product Release
Lakes H-Net
D i ti Derivatives
L-Net Improvements
595
6010
Fundamentally New
392
393
Astro 1996
1997
1998
1999
2000
Step 1: Identify Opportunities Macam-macam sumber ide: – marketing & sales, R&D orgn, prod. dev’t team, mfg & operation, current/potential customers, 3rd parties (suppliers, inventors, business partners)
Pendekatan proaktif untuk mencari opportunities: – documenting customer complaints, interviews lead users, trends in lifestyles, y , demographics g p & technology, gy, suggestions gg from current customers, study competitors’ prod. on ongoing basis, track status of emerging technologies.
M k tS Market Segmentt M Map 65 ppm
65 ppm network $31k
$23k 55 ppm
Markeet Segmen nt
Department
$20k 40 ppm
60 ppm network $35k
Lakes Project
$16k 25 ppm $10k
35 ppm $15k
Lakes Extensions
40 ppm $20k
Legend Xerox product
Workgroup 30 ppm $10k
40 ppm network $20k
competitor product
oda a Project ojec Hodaka 20 ppm $8k
25 ppm $9k
potential competitor
30 ppm $10k
Personal 20 ppm $7k
1997
1998
1999
2000
Year of Release
Stepp 2: Evaluate and Prioritize Projects Beberapa strategi yang mungkin dipilih untuk bersaing: – Technology leadership, cost leadership, customer focus, imitative.
Segmentasi pasar – Pilih segmen pasar dengan hati-hati – Technological Trajectories – Dalam bisnis yang teknologi intensif, keputusan perencanaan produk yang sangat penting adalah ketika akan mengadopsi suatu t k l i ddasar yang bbaru di dalam teknologi d l suatu t product d t liline. – Keputusan ini menyangkut kapan perusahaan perlu g g suatu teknologi g baru vs. kapan p mengembangkan g g mengembangkan produk berdasarkan teknologi yang lama. Lihat S-curve
Copier Performa C ance
Technology S-Curves S Curves
Digital Technology
Light-Lens Li ht L Technology Time
Stepp 2: Evaluate and Prioritize Projects j (cont’d)
Product pplatform pplanningg
– Platform yang efektif akan memudahkan bermacam-macam produk derivatif diciptakan dengan cepat dan mudah, sesuai yang diinginkan suatu segmen pasar.. pasar Teknik untuk mengkoordinasikan teknologi pengembangan dengan perencanaan produk adalah technology roadmap. – Evaluate E l t fundamentally f d t ll new product d t opportunities t iti – Apakah perusahaan ingin memasuki pasar yang baru dengan teknologi baru? Perlu memenuhi kriteria untuk mengambil resiko yang sangat besar ini. – Balancing the portfolio. Secara umum, portfolio yang terdiversifikasi akan menyeimbangkan baik resiko maupun keuntungan secara keseluruhan.
Platforms vs. Derivatives Research and Technology Development
Platform Product Development
Platform A
Platform B
Legend Project Product Release
Derivative P d t Product Development time
Product-Process Change Matrix Extent of Production Process Changes
Exten nt of Prod duct Chang ges
Research and Technology Development New Core Product
New Core Process
Next Generation Process
Minor Product Enhancement No Product Change
Tuning and Incremental Changes
No Process Change
Breakthrough Development Projects Platform Development Projects
Next Generation Product Addition to Product Family
Single Department Upgrade
Lakes Project Derivative Product Development
Current Product/Process Support
Stepp 3: Allocate Resources and Plan Timing Sumber S b ddaya maupun waktu kt adalah d l h tterbatas, b t sehingga seringkali tidak mungkin akan cukup untuk dapat mewujudkan portfolio produk yang diinginkan. Maka dari itu, diperlukan perencanaan yang baik untuk alokasi sumber daya maupun menjadwalkan aktivitas. aktivitas Alokasi sumber daya: dengan aggregate planning
Penjadwalan dilakukan dengan mempertimbangkan: – – – –
Timing of product introduction (the sooner the better) Technology readiness (apa sudah mantap?) Market readiness (apa pasar siap menerimanya?) Competition p ((melihat kompetisi p yyangg ada))
Jika langkah ini selesai dilakukan, hasilnya adalah product plan
60%
40%
20%
80%
Year 1 Year 2 Year 3 Industrial Dessign
Software/ Firm mware
Manufacturing g Engineering
Electrical Eng gineering
Mechanical D Design
Industrial Dessign
Software/ Firm mware
Manufacturing g Engineering
Electrical Eng gineering
Mechanical D Design
Industrial Dessign
Software/ Firm mware
Manufacturing g Engineering
0% U t il iz Design Mechanical a D t io n Electrical Eng gineering
C a p a c it y
Aggregate Resource Planning
140%
120%
100%
Step 4: Complete Pre Project Planning Pre-Project Tulis kembali opportunities menjadi product vision statement: – Contoh: Lakes project - Develop a networked, mid-range, digital platform for imaging, imaging marking, marking and finishing. finishing
Buat mission statement untuk menentukan batasan-batasan dan tujuan akhir dari proyek yang akan dilakukan. Mission statement terdiri dari: – – – –
Brief (one-sentence) description of the product Key business goals Target market(s) for the product Assumptions and constraints that guide the development effort (dari berbagai segi, misalnya: manufacturing, service, environment) – Stakeholders
Lakes Project Mission Statement Product Description • Networkable, digital machine with copy, print, fax, and scan functions Key Business Goals • Support Xerox strategy of leadership in digital office equipment • Serve as platform for all future B&W digital products and solutions • Capture 50% of digital product sales in primary market • Environmentally friendly • First product introduction 4thQ 1997 Primary Market • Office departments, mid mid-volume volume (40-65 (40 65 ppm, above 42,000 avg. copies/mo.) Secondary Markets • Quick-print market • Small ‘satellite’ operations Assumptions ssu pt o s and a d Constraints Co st a ts • New product platform • Digital imaging technology • Compatible with CentreWare software • Input p devices manufactured in Canada • Output devices manufactured in Brazil • Image processing engine manufactured in both USA and Europe Stakeholders • Purchasers and Users • Manufacturing Operations • Service Operations • Distributors and Resellers
Step 5: Reflect on the Results and the Process
Langkah akhir ini perlu dilakukan untuk menilai kualitas dari proses perencanaan dan hasilnya hasilnya. Ini juga merupakan “reality reality check check” yang harus dilakukan sebelum melangkah ke langkah selanjutnya. Karena lebih baik mengobati kesalahan di awal daripada biaya kegagalan semakin tinggi. C t h pertanyaan-pertanyaan: Contoh t t
– Does the product plan support the competitive strategy of the firm? – Does the pproduct pplan address the most important p current opportunities pp facingg the firm? – Are the total resources allocated to product development sufficient to pursue the firm’s competitive strategy? – Have creative ways of leveraging finite resources been considered, considered such as the use of product platforms, joint ventures, & partnership with suppliers? – Is the opportunity funnel collecting an exciting & diverse set of product opportunities?
