Kegiatan & Tahapan PPB

Kegiatan & Tahapan PPBIndria PurwantiningrumPPBES-2015Food Science & Technology Dept.Brawijaya UniversitySubtopikKegiatan PPB dan tahapan PPBTahapan PPB Technical DevelopmentManajemen PPBkerjasama tim & pengembangan tim A Generic Development ProcessProcess sequence ot steps that transforms a set of inputs into a set of outputs.A product development process sequence of steps/ activities which an enterprise employs to conceive, design and commercialize a product.

The nature of PD processProduct development processIntellectual & organizationalOrganizational approachDetailed & preciseUnstated Vary through organizationsBasic New Product ProcessPhase 1: Opportunity Identification & selectionOpportunities, suggestions, changes in marketing plan, resource. Research, evaluate, validate. Preliminary strategic statementPhase 2 : Concept GenerationSelect potential opportunity. Collect conceptsPhase 3: Concept/ Project Evaluation- evaluate NP concept. Select the best. Request proposal Phase 4 DevelopmentTechnical Task : full development process. Prototype, test,design & validate, scale upMarketing Task : strategy details, business plan, product augmentationPhase 5: LaunchCommercialize The Impact of Simultaneous Operations on the Product Development Process

The Life Cycle of a Concept

Why define the PD process ?Quality Assurance resulting productCoordination set roles of each team membersPlanning timing of milestonesManagement identify problemsImprovement identify opportunitiesPD ProcessFront-end activities

The development process (technical focus)0. PlanningConcept developmentSystem level designDetail designTesting & refinementProduction ramp-upPlanningCorporate strategyAssessment of technology developmentsMarket objectivesOutput : Mission statementTarget marketBusiness goalsKey assumptionConstraints Supply chain strategyConcept developmentIdentify need of the target marketGenerate & evaluate alternatif product conceptSelection of concepts for testing & developmentConcept : form, function, features of product + specification, analysis of competitors, economic justificationSystem level designDefinition of product architectureDecomposition of products into subsystems & componentsDefinition of final assembly schemeOutput : product layout, functional specification & prelim process flow diagramDetail designComplete specification of geometry, materials, tolerances of all unique partsIdentification of all standard parts to be purchased from suppliersEstablish process plan, design tooling for fabricated product system

Testing & refinementConstruction & evaluation of multiple versionsAlpha prototypes within production intent parts, but not fabricated with actual process. To determine if the product will work as designed and satisfy key customer needsBeta prototypes built with parts supplied by intended production process but may not be assembled using intended final assembly process To determine performance & reliability for identification of engineering changes for final productProduction ramp-upProduction using intended production systemPurpose of ramp-up: training for the work force & problem solving (final)Finish product can be supplied to intended customer, but carefully evaluated for flawsTransition to full scale production is gradually madeConcept developmentThe front-end ProcessActivitiesIdentifying customer needsEstablishing target specificationsConcept generationConcept selectionConcept testingSetting final specificationsProject planningEconomic analysisBenchmarking of competitive productsModelling & prototypingIdentifying customer needsThe goal of this activity is to understand customers' needs and to effectively communicate them to the development team. The output of this step is a set of carefully customer need statements, organized in a hierarchical list, with importance weightings for many or all of the needs.

Establishing target specificationsSpecifications precise description; translation of the customer needs into technical terms. Targets for the specifications : set early in the process and represent the hopes of the development team. Later these specifications are refined to be consistent with the constraints imposed by the team's choice of a product concept. The output of this stage is a list of target specifications metric + marginal & ideal values for that metricConcept generationGoal: to thoroughly explore the space of product concepts that may address the customer needs. Includes a mix of external search, creative problem solving within the team, and systematic exploration of the various solution fragments the team generates. The result a set of 10 to 20 concepts, each typically represented by a sketch and brief descriptive text.

Concept selectionThe activity in which various product concepts are analyzed and sequentially eliminated to identify the most promising concept(s).Usually requires several iterations and may initiate additional concept generation and refinement.

Concept testingTo verify that the customer needs have been met, assess the market potential of the product, and identify any shortcomings which must be remedied during further development. If the customer response is poor, the development project may be terminated or some earlier activities may be repeated as necessary.

Setting final specificationsThe target specifications set earlier in the process are revisited after a concept has been selected and tested. At this point, the team must commit to specific values of the metrics reflecting the constraints inherent in the product concept, limitations identified through technical modeling, and trade-offs between cost and performance.

Project planningThe team creates a detailed development schedule, devises a strategy to minimize development time, and identifies the resources required to complete the project. The major results Contract book : contains the mission statement, the customer needs, the details of the selected concept, the product specifications, the economic analysis of the product, the development schedule, the project staffing, and the budget. The contract book serves to document the agreement (contract) between the team and the senior management of the enterprise.

Economic analysisBuilds an economic model for the new product. To justify continuation of the overall development program and to resolve specific trade-offs among, for example, development costs and manufactring costs. Economic analysis is shown as one of the ongoing activities in the concept development phase. An early economic analysis will almost always be performed before the project even begins, and this analysis is updated as more information becomes available.Benchmarking of competitive productsAn understanding of competitive products is critical to successful positioning Can provide a rich source of ideas for the product and production process designPerformed in support of many of the front-end activities.

Modeling and prototypingEvery stage of the concept development process involves various forms of models and prototypes. May include : early "proof-of-concept" models, help the development team to demonstrate feasibility; "form-only" models, can be shown to customers to evaluate ergonomics and style; spreadsheet models of technical trade-offs; experimental test models, can be used to set design parameters for robust performance

PD OrganizationTeam building & managementIndividual LinksBasic formation of organizationTypes of links:Reporting relationships formal; supervisor-subordinateFinancial arrangements linked by the same financial entity part; budget category/ profit-loss statementPhysical layout informal; sharing same location (office/ floor/ building/ site); spontaneousTypes of Organization

Types of OrganizationFunctional Organization

Types of OrganizationProject Organization

Selecting Organizational StructureHow important is cross-functional integration (functional >< project)How critical is cutting-edge functional expertise to business success (functional)Can individuals from each function be fully utilized for most of the duration of a project (functional)How important is PD speed (project)Thought questionsIs there an analogy between a university & a PD organization? Is a university a functional or project organization?What is the PD organization for students engaged in project as part of a PD class ?Is it possible for some members of PD organization to be organized functionally, while others are organized by project? If so, which members of the team would be the most likely candidates for the functional organization?ReferenceUlrich & Eppinger. 2005. Product Design & DevelopmentBrody& Lord, 2001 , Developing New Food Product for a changing Market placePrinyawiwatkul et al.,2007 Accelerating New FP design & Development

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