Tools & Trends in
Product Development
1
Percent of Current Sales Contributed
by New Products
70%
60%
High Tech
All Firms
Low Tech
50%
40%
30%
20%
10%
0%
Bottom Third
Middle Third
Top Third
Self Reported Standing in Industry
2
Most Successful
Decay Curve
100
90
80
70
60
1990
50
1995
40
30
20
10
0
Ideas
Tested
Launched
3
Success
Design Processes
4
NPD Processes in Use in the US
Other
3rd Gen. Stage Gate
Facilitated Stage Gate
1
STAGE GATE PROCESSES 56 %
Stage Gate
Functional, sequential
Informal
None
0%
5%
10%
15%
5
20%
25%
30%
Process Tasks …
►
Product Line Planning
ƒ Portfolio, Competition
►
Strategy Development
ƒ Target Market, Needs, Attractiveness
►
Idea/Concept Generation
ƒ Opportunities and Solutions
►
Idea Screening
ƒ Sort, Rank, Eliminate
6
… Process Tasks
►
Business Analysis
ƒ Business Case, Development Contract
►
Development
ƒ Convert Concept into Working Product
►
Test & Validation
ƒ Product Use, Market
►
Manufacturing Development
ƒ Developing and Piloting Manufacturing Process
► Commercialization
ƒ Launch of Full-Scale Production and Sales
7
Tasks Included in Processes
Commercilization
Manufacturing Development
Test & Validation
Development
Business Analysis
Screening
Idea Generation
Project Strategy
Product Line Planning
0%
10%
20%
30%
40%
50%
8
60%
70%
80%
90%
100%
Projects Completing Tasks
Commercialization
Manufacturing Development
Test & Validation
Development
Business Analysis
Screening
Idea Generation
Project Strategy
Product Line Planning
0%
10%
20%
30%
40%
50%
9
60%
70%
80%
90%
100%
Average Time Spent on Tasks
Product Line Planning
Project Strategy
Idea Generation
Screening
Business Analysis
Development
Test & Validation
Manufacturing Development
Commercialization
0
5
10
15
weeks
10
20
25
30
35
Percentage of Projects Using
Multifunctional Teams
New-to-World
New-to-Firm
Major Revision
Cost Reduction
Repositioning
Minor Improvement
0%
10%
20%
30%
40%
50%
11
60%
70%
80%
90%
100%
Tools
12
Perceived Importance and Use of
Marketing Research Tools
Voice of Customer
Importance
Degree of Use
5
Pre-Test Markets
4
Customer Site Visits
3
2
1
Test Markets
Concept Tests
0
Conjoint Analysis
Focus Groups
Beta Testing
13
Perceived Importance and Use of
Engineering Tools
Importance
Degree of Use
Rapid Prototyping
5
Virtual Design
4
Concurrent Engineering
3
2
Perfomance Simulation
1
Design for Manufacturing
0
FMEA
CAD
Value Analysis
CAE
14
Perceived Importance and Use of
Organization Tools
CPMPERT GANNT
5
Leaderless Teams
Importance
Degree of Use
Champions
4
3
2
Colocated Teams
Process Owner
1
0
QFD
TeamBuilding Drill
Matrix Organization
Heavyweight Manager
Self Directed Teams
15
Perceived Importance: Top 5
►
►
►
►
►
Voice of the Customer (4.2)
Customer Site Visits (3.9)
Rapid Prototyping (3.9)
Project Scheduling Tools (3.9)
Product Champions (3.9)
16
Frequency of Use: Top 5
►
►
►
►
►
Project Scheduling Tools (3.7)
Voice of Customer (3.6)
Customer Site Visits (3.5)
Computer-Aided Design (3.4)
Matrix Organizations (3.2)
17
Performance
18
Past and Future Impact
of New Products
45.0%
40.0%
Percent of Total
35.0%
Past 5 Years
Next 5 Years
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
New Product Sales
New Product Profits
19
Product Success
► Successful
Products (subjective)
55.9 %
►
Profitable
51.7 %
►
Still on market after 5 years
74.1 %
20
Performance Criteria
Financial Performance
Customer Acceptance
Technical Performance
Repositioning
Incremenatal Improvement
Next Generation
New Product Line
New To World
0
0.1
0.2
0.3
0.4
21
0.5
0.6
0.7
0.8
0.9
1
Average Length
of Development Projects
Incremenatal
Improvement
Next Generation
New Product Line
New To World
0
5
10
15
20
WEEKS
22
25
30
35
40
45
Further Reading
►
Rosenau et al. “The PDMA Handbook of
New Product Development”
ƒ Data Source for preceding slides
►
Cooper, Robert G. “Winning at New
Products”
ƒ Stage-Gate Processes
23
Tools For Innovation:
The Design Structure
Matrix
Thomas A. Roemer
Spring 06, PD&D
24
Outline
►
Overview
ƒ Traditional Project Management Tools and Product Development
►
Design Structure Matrix (DSM) Basics
ƒ How to create
ƒ Classification
►
The Iteration Problem:
ƒ Increasing Development Speed
ƒ Sequencing, Partitioning and Simulation
►
The Integration Problem:
ƒ DSM Clustering
ƒ Organizational Structures & Product Architectures
25
Classical Project Management
Tools
Charts
►Graph-based:
Activity
►Gantt
PERT, CPM, IDEF
26
Time
Characteristics
► Complex
Depiction
► Focus on Work Flows
ƒ DSM focuses on Information Flows
► Ignore
Iterations & Rework
ƒ Test results, Planned design reviews, Design mistakes,
Coupled nature of the process
► Decomposition
& Integration
ƒ Assume optimal Decomposition & Structure
ƒ Integration of Tasks not addressed
27
Design Iteration
► Iteration:
The repetition of tasks due to new
information.
ƒ Changes in input information (upstream)
ƒ Update of shared assumptions (concurrent)
ƒ Discovery of errors (downstream)
► Fundamental
in Product development
ƒ Often times hidden
► Understanding
Iterations requires
ƒ Visibility of information flows
28
A Graph and its DSM
B
A
C
D
E
F
A
B
C
D
E
F
G
H
I
I
G
H
29
A
A
B
B
X
C
X
D
E
F
G
H
I
X
C
D
X
E
X
X
F
X
X
G
H
X
I
Creating a DSM
► Design
manuals
► Process sheets
► Structured expert interviews
ƒ
ƒ
ƒ
ƒ
ƒ
Interview engineers and managers
Determine list of tasks or parameters
Ask about inputs, outputs, strengths of interaction, etc
Enter marks in matrix
Check with engineers and managers
► Questionnaires
30
Four Types of DSMs
Iteration
Activity based DSM
Parameter based DSM
Sequencing
Partitioning
Simulation
Integration
Team based DSM
Product Architecture DSM
Clustering
31
Iteration Focused Tools
Concepts, Examples, Solution
Approaches
32
Sequencing Tasks in Projects
Possible Relationships between Tasks
A
A
A
B
B
Independent
(Parallel)
Interdependent
(Coupled)
B
Dependent
(Series)
33
DSM: Information Exchange Model
Interpretation:
► Rows: Required Information
A B C D E F G H I J K L
A
B
C
D
E
F
G
H
I
J
K
L
ƒ D needs input from E, F & L.
•
•
►
•
Columns: Provided Information
ƒ B transfers info to C,F,G,J & K.
•
Note:
► Information flows are easier to
capture than work flows.
► Inputs are easier to capture than
outputs.
•
•
•
•
•
•
•
•
34
DSM: Partitioned or Sequenced
B C A K L J F I E D H G
Task
Sequence
B
C
A
K
L
J
F
I
E
D
H
G
•
Series
•
Parallel
•
•
•
Coupled
•
•
•
•
•
•
•
35
Sequencing Algorithm
►
►
►
►
►
►
►
Step 1: Schedule tasks with empty rows first
Step 2: Delete the row and column for that task
Step 3: Repeat (Go to step 1)
Step 4: Schedule tasks with empty columns last
Step 5: Delete the row and column for that task
Step 6: Repeat (Go to step 4)
Step 7: All the tasks that are left unscheduled are coupled.
Group them into blocks around the diagonal
36
Example: Brake System Design
1 2
Customer_Requirements
1 1
Wheel Torque
2
2
Pedal Mech. Advantage
3 X
System_Level_Parameters
4 X
Rotor Diameter
5 X X
ABS Modular Display
6
X
Front_Lining_Coef._of_Friction 7
Piston-Rear Size
8
X
Caliper Compliance
9
Piston- Front Size
10
X
Rear Lining Coef of Friction
11
Booster - Max. Stroke
12
Booster Reaction Ratio
13
X
37
3 4 5 6 7 8 9 10 11 12 13
X
3 X X
4
X X 5
X
X
X
X X
X
X
X
9 X
X
10
X
X 11
X
X X
6
X X X
X
X X
X
X X X
X X X
X
7 X
8
X
X
12 X
X X X X X X 13
Partitioned DSM: Brake Design
Customer_Requirements
System_Level_Parameters
Wheel Torque
Piston- Front Size
Piston-Rear Size
Pedal Mech. Advantage
Rear Lining Coef of Friction
Front_Lining_Coef._of_Friction
Booster Reaction Ratio
Rotor Diameter
Booster - Max. Stroke
Caliper Compliance
ABS Modular Display
1 4
1 1
4 X 4
2
X
10
X
8
X
3 X X
11
X
7
X
13
X
5 X X
12
9
X
6
38
2 10 8 3 11 7 13 5 12 9 6
2
X 10 X
X X 8
X X
X X
X X
X X X
X X X
X
3
X X
X 11
X X
X
7 X X
X X X 13 X
X X X X 5
X
12
X
X
9
X 6
Semiconductor Design Example
Set customer target
Estimate sales volumes
Establish pricing direction
Schedule project timeline
Development methods
Macro targets/constraints
Financial analysis
Develop program map
Create initial QFD matrix
Set technical requirements
Write customer specification
High-level modeling
Write target specification
Develop test plan
Develop validation plan
Build base prototype
Functional modeling
Develop product modules
Lay out integration
Integration modeling
Random testing
Develop test parameters
Finalize schematics
Validation simulation
Reliability modeling
Complete product layout
Continuity verification
Design rule check
Design package
Generate masks
Verify masks in fab
Run wafers
Sort wafers
Create test programs
Debug products
Package products
Functionality testing
Send samples to customers
Feedback from customers
Verify sample functionality
Approve packaged products
Environmental validation
Complete product validation
Develop tech. publications
Develop service courses
Determine marketing name
Licensing strategy
Create demonstration
Confirm quality goals
Life testing
Infant mortality testing
Mfg. process stabilization
Develop field support plan
Thermal testing
Confirm process standards
Confirm package standards
Final certification
Volume production
Prepare distribution network
Deliver product to customers
S E E
x
x
•
•
x •
x
x
x
x
x
x
S D M
x
x
x
• x
x • x
x
•
x x x x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
F D C
S W H W D D B
F D L
I
R D F V R C C D D G V R
Concurrent Activity Blocks
x
x
x
x
x
x
x
x
• x
x •
x x • x
x x x •
³ ³ ³ ³
³
x x • x x x
x x x x x • x x
x x x
• x
x
x •
x
x x
x x •
x
x x
x
x • x x x x x x x x
x x x x x x
x x •
x x x x x x
x
x •
x
x x x
x
x • x
x x
x
x
x x
• x
x
x
x x x x x • x x x
x
x
x x x •
x x
x
x
x
x x x x • x x
x
x x x x • x
x x
x x x • x x
x
x x
x x
x •
x x
x
•
x
x
x
x
x
•
x
x x x
x
x
x
x
Sequential Activities
x
x
x
x
x
x
x
x
³
³
³
³
³
³
³
³
• x
x •
x •
x •
x
x
³
³
³
³
³
³
³
³
³
³
x
x
•
x •
³ ³
³
x •
x
x •
x •
x •
x •
x x
•
x
x
•
x
x x x •
• x x
x •
x
•
x
x
x
x
x
x
x
x
x
x
x
³
³
³
³
³
³
³
³
³
x
x
x
•
x
•
x
x
• x x
x • x
x x •
x
x
x
³
•
x
x
³
³
Parallel Activity Blocks
x
³
³
x
x
x
F V P D
Potential Iterative Loops
x
x
x
x
x
x
M D T C C
•
x
x
I
Generational Learning Feedback
x
x
x
S C D P F S F V A E C D D D L C C L
³
³
³
x
x
x
39
x
³
³
•
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
•
x
x
x
x
x
x
• x x
x • x
x x •
x x
•
x
x
•
x •
Task Sequencing Example
Space Shuttle Main Engine
40
Engine Components
41
Dependency Relations in
Conceptual Design Block
ACTIVITIES
SSP Engine Balanc e
1
CMT Mak e Pr eliminar y Mat er ial Selec t ions
2
CST Assess Pump Housing
3
Design Pump Housing
4
CST Assess Tur bine Housing
5
1
2
4
0.15
1
0.5
3
4
5
7
7
0.1
0.1
8
1
0.2
4
CST Ev aluat e Rot or Siz ing
10
11
12
13
14
15
16
17
18
19
0.1
1
0.1
1
1
22
1
0.1
1
0.1
1
0.1
6
0.2
0.5
0.1
1
25
26
27
0.1
0.2
1
1
0.1
6
0.2
1
8
0.3
1
1
0.1
0.1
1
2
CDE Design Rot or
14
15
CDE Posit ion Bear ings and Selec t ion
16
0.2
CDE Design Tur bine
17
0.2
CDE Int egr at e Rot or and St r uc t ur e Lay out
18
0.2
1
0.1
1
1
1
1
1
2
0.2
1
4
0.2
1
0.3
1
0.2
8
0.1
1
0.2
0.1
1
1
0.3
0.1
CDE Dev elop Thr ust Balanc e 22
0.2
0.1
4
2
1
0.3
0.1
1
0.1
6
1
1
1
1
1
1
CRD Ev aluat e Design 25
2
1
26
1
0.5
0.1
1
1
42
1
1
1
0.2
CRD Def ine Linear Rot or dy namic Behav ior 24
0.1
4
1
CSL Def ine Indiv idual Sealing Element s 21
0.1
0.1
2
0.1
1
0.1
1
CDE Inc or por at e Seal Dimensions 19
Design Tur bine Housing 27
24
1
CBR Det er mine Bear ing Geomet r y
CDE Analy z e Weight
23
1
1
CDE Inc or por at e Bear ing Dimensions 13
CRD Build Finit e Element Model 23
21
0.1
12
CSL Def ine Seal Sy st em 20
20
4
CST Compar e Design Impeller Tip Speed… 9
CDE Design Pumping Element s 11
9
0.1
0.1
CST Compar e Design Pit c hline Veloc it ies… 8
CHX Det er mine Pumping Component s 10
8
0.1
CST Compar e Design Annulus Ar ea… 6
CAX Det er mine Opt imum Tur bine St aging
6
0.2
1
0.2
1
0.1
4
4
Block Decomposition
min ∑ aij nij yij
ij∈A
M
∑x
s.t.
m =1
im
= 1, ∀ i
N
∑ xim ≤ C , ∀ m
i =1
xim −
M
∑x
h = m +1
jh
− yij ≤ 0, ∀ i, j , m
xim , yij ∈ {0,1}, ∀ i, j , m
i,j = index for activities, i,j = 1,2,…,N;
m = index for stages, m = 1,2,…,M;
A = the set of directed arcs in the design graph;
aij = the level of dependency of activity i on j
⎧1 if activity i is assigned to stage m
xim = ⎨
⎩0 otherwise
⎧0 if arc ij is a feed back between stages
yij = ⎨
⎩1 otherwise
⎧W
nij = ⎨
⎩1
43
(a large number) if aij = 1
otherwise
Resulting Structure for
Conceptual Design Block
ACTIVITIES
1
10
1
4
0.1
CHX Det ermine Pumping Component s 10
1
6
0.1
1
1
SSP Engine Balance
CST Compar e Design Impeller Tip Speed… 9
MT Make Preliminar y Mat erial Select ions
2
CAX Det ermine Opt imum Tur bine St aging
7
9
1
7
CDE Design Turbine
CST Evaluat e Rot or Sizing
1
0.1
11
12
6
0.1
0.1
16
21
19
17
6
0.2
1
0.1 0.2
1
1
1
0.2
1
1
0.2
1
0.3
0.1
0.3
0.1
1
1
2
1
0.3
1
5
23
24
25
26
0.1 0.2
1
1
4
0.5
0.5
14
0.2
DE Int egrat e Rot or and St ruct ure Layout
18
1
1
1
1
0.1
1
1
CDE Design Rot or
0.1
0.1 0.2
0.1
2
1
1
1
1
1
4
0.2
1
8
4
1
1
0.1
0.1
0.2
0.1
2
0.1 0.2
1
8
0.2
1
5
1
CRD Build Finit e Element Model 23
0.1
1
1
1
0.1
0.1
0.1
6
4
1
0.3
1
1
1
CRD Evaluat e Design 25
CDE Analyze Weight
22
0.1
2
1
15
RD Def ine Linear Rot or dynamic Behavior 24
18
0.2
4
0.1
Design Tur bine Housing 27
CST Assess Tur bine Housing
14
0.1
CDE Incorporat e Bearing Dimensions 13
CDE Develop Thrust Balance 22
27
0.1
CDE Incorpor at e Seal Dimensions 19
4
3
1
CSL Def ine Individual Sealing Element s 21
3
4
8
1
16
Design Pump Housing
13
0.1
4
0.5
12
CST Assess Pump Housing
15
0.2
0.1
CSL Def ine Seal Syst em 20
CBR Det er mine Bearing Geomet ry
20
1
CST Compare Design Annulus Ar ea… 6
CDE Posit ion Bear ings and Select ion
17
0.1 0.2
ST Compare Design Pit chline Velocit ies… 8
CDE Design Pumping Element s 11
8
0.15 0.1
0.1
1
2
2
1
26
1
44
1
0.2
4
STC’s Existing Process
Conceptual
Design
Negotiation
Detail Design
Manufacturing &
Testing
Program Office
Project Team
Functional Departments
45
Proposed Process
Conceptual
Design
Negotiation
Detail Design
Manufacturing &
Testing
Core Design Team
Program Office
Functional Departments
46
Pilot Project Performance
Conceptual Design
Detail Design
As-Is
9d
To-Be
20 days
0
Fabrication & Test
39 days
10
20
68 days
25 days
30
40
27% Savings
40 days
50
60
70
80
90
Project Completion Time [days]
47
100
110
DSM Simulation
X
Task A
Task B
X
Task C
► Task
A requires input from task C
► Perform A by assuming a value for C’s output
► Deliver A’s output to B
► Deliver B’s output to C
► Feed C’s output back to A
ƒ Check initial assumption (made by A)
► Update
assumption and repeat task A.
48
X
Simulating Rework
R
Task A
Task B
X
X
Task C
R is the probability that Task A will be repeated
once task C has finished its work.
R = 0.0 : There is 0 chance that A will be
repeated based on results of task C.
R = 1.0 : There is 100% probability that A will
be repeated based on results of task C.
49
Simulating
nd
2
Order Rework
X
Task A
Task B
R2
X
Task C
Second Order rework is the rework associated with forward
information flows that is triggered by feedback marks.
First order rework: Output of task C causes task A to do some rework
2nd order rework: Consequently there is a chance tasks depending on
A (e.g. task B) will also be repeated.
50
Simulating Rework Impact
I
Task A
Task B
X
X
Task C
I = 0.0 : If task A is reworked due to task C results,
then 0% of task A’s initial duration will be repeated
I = 1.0 : If task A is reworked due to task C results,
then 100% of task A’s initial duration will be
repeated
51
Simulation Results
Impact
Rework
Information Flow
.5
.5 .5 .9
.5 .9 .9 X
.5 .5 .5 .9 .5
X X
.5 .9 .9
.5 .9 X .9
.9X X .9X
X
X
X
Target
►
1.0
►
0.8
►
0.6
0.4
0.2
0.0
120
126
132
138
144
150
156
162
168
174
180
►
DSM contains rework
probabilities and
impacts
Cost and time add up
Many runs produce a
distribution of total time
and cost
Different task
sequences can be tried
Schedule (days)
Source: “Modeling and Analyzing Complex System Development Cost, Schedule, and Performance” Tyson R. Browning
PhD Thesis, MIT A&A Dept., Dec 99
52
Activity
Gantt Chart with Iteration
0
20
40
60
80
100
Ela p s e d T im e (Da ys )
2
3
4
5
6
7
8
9
10
11
12
13
1 41 2 0
15
16
17
14
140
113
60
Typical Gantt chart shows monotone progress
► Actual project behavior includes tasks stopping, restarting,
repeating and impacting other tasks
►
Source: “Modeling and Analyzing Complex System Development Cost, Schedule,
and Performance” Tyson R. Browning PhD Thesis, MIT A&A Dept., Dec 99
53
13
Lessons Learned: Iteration
►
►
►
►
Development is inherently iterative
Understanding of coupling is essential
Iterations improve quality but consumes time
Iteration can be accelerated through
ƒ
ƒ
ƒ
►
Information technology (faster iterations)
Coordination techniques (faster iterations)
Decreased coupling (fewer iterations)
Two Types of Iteration
ƒ
ƒ
Planned Iterations (getting it right the first time)
Unplanned iterations (fixing it when it’s not right)
54
Integration Focused
Tools
Concepts, Examples, Solution
Approaches
55
Team Selection
► Team
assignment is often opportunistic
ƒ “We just grab whoever is available.”
► Not
easy to tell who should be on a team
► Tradition groups people by function
► Info flow suggests different groupings
► Info gathered by asking people to record their
interaction frequency with others
56
Clustering a DSM
A B C D E F G
A A
B
B
C
C
D
D
E
E
F
F
G
G
A F E D B C G
A A
F
F
E
E
D
D
B
B
C
C
G
G
No Dependency
Hi
Low
57
Alternative Arrangement
Overlapped Teams
A F E D B C G
A A
F
F
E
E
D
D
B
B
C
C
G
G
A F E D B C G
A A
F
F
E
E
D
D
B
B
C
C
G
G
No Dependency
Low
Hi
58
GM’s Powertrain Division
► 22
Development Teams into four System Teams
ƒ Short block: block, crankshaft, pistons, conn. rods,
flywheel, lubrication
ƒ Valve train: cylinder head, camshaft and valve
mechanism, water pump and cooling
ƒ Induction: intake manifold, accessory drive, air cleaner,
throttle body, fuel system
ƒ Emissions & electrical: Exhaust, EGR, EVAP, electrical
system, electronics, ignition
59
Existing PD System Teams
A
Engine Block A
Crankshaft F
Flywheel G
Pistons D
Connecting Rods E
Lubrication I
Cylinder Heads B
Camshaft/Valve Train C
Water Pump/Cooling J
Intake Manifold K
Fuel System P
Accessory Drive H
Air Cleaner N
A.I.R. O
Throttle Body Q
Exhaust
E.G.R.
EVAP
Ignition
E.C.M.
F
G
z
z
D
E
I
B
C
J
K
z z z z z z z
z F z z z z z z z
Team 1
z
z
z G
z z z D z z z z z z
z
z z
z E z z
Team
2
z z z z z I z z z
z
z
B z z z
z z
z
z
z
z z C
z z
z z z
z
J z
z
z
z
z z z K
A
z
z
z
z
z
z
M
z
z
O
z z z
z
z
Electrical System U
z
z
z
z
Engine Assembly V
z z
z
z
z
z
z z
z
z
Team 3
z z
z
z
z
z
z
z z
z z
O
z
Q
z
z
z
z
z
z
z
z
z
z
z
z
z
z z
z
z
z
z
Low
z
z
z
z Average
60
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
Team 4
z z z
z
z
z
z
z
z M
z
z
z
z
z
z
z
z
z
z
z
z
z
R
z
z
z
z
z
z
z
z
z
z
z z
U
z
z
z
z
z V
Level of Dependence
z High
z
z
z
z
z
z
z
z
L
z
z
z
z
V
z
z
z
z
z
U
z
z
z
z
T
z
z
z
z
z
S
z
z
z
z
z
R
z
z
z
z
M
z
z
z
L
z
z
z
z z
Q
z
z
z
z
T
N
z
P
R
S
H
z z z H z
z
z N
z
z z
z
z
L
P
z z z
z z T z z
S
z
z
Proposed PD System Teams
Crankshaft F
F
z z z z z
Flywheel G
z
z
G
Connecting Rods E
Pistons D
Lubrication I
Engine Block A
Camshaft/Valve Train C
Cylinder Heads B1
z
z
z
z
z
E
z
z
z
z
z
D
z
z
z
z
z
I
z
z
z
z z
z
z
z
z
z
z
Intake Manifold K1
Water Pump/Cooling J
z
z
z
z
z
z
z
z z
z C z
z
z
z
z
z
z
z
z
z
z
z
Throttle Body Q
EVAP R
Cylinder Heads B2
Intake Manifold K2
z
z
S
z z
Engine Assembly V
z
z
z
z
z
z
P
z
z
z
N
z
z
z
Q
z
z
z
z
z
z
z
z z z z
z z z z z z
z
z
z
z z z
z
z
z
z
z
z
z
z
z
z z z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z z z
z
z
z
z
z
z
z z
z
z
z
z
z
z
z
z
z
z
z
High
z
61
Average
z
z
z
z
z
z
z
z
z
z
z
z z
Low
z
z
z
z
z
z
z
z
z
z
z
z
z
z z z
K2 z z z z
z
O z z z
z
z z L z
z z z M z
z z z z H
z
z z z
Level of Dependence
z
z
z z
z
Team 4
System Integration zTeam z
z
z
z
z
z
z
z
z
z
z
z
z
z
B2
z
z
z
R
z
z
z
z
z
z
z
z
z
z
Team 3
z z
z z
H
Electrical System U
Team 2
z
M
T
z
z
z
z
z
J
Air Cleaner N
E.G.R.
Accessory Drive
Ignition
E.C.M.
z
z
z
z
z
z
z B1 z z
z
z K1 z
z
z
z
z
z
Fuel System P
A.I.R. O
Exhaust L
z
Team 1
A
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z
z z z
z T z z
z z U z
z z z V
S
Lessons Learned: Integration
► Large
development efforts require multiple
activities to be performed in parallel.
► The many subsystems must be integrated to
achieve an overall system solution.
► Mapping the information dependence reveals an
underlying structure for system engineering.
► Organizations and architectures can be designed
based upon this structure.
62
Conclusions
► The
DSM supports a major need in product
development:
ƒ documenting information that is exchanged
► It
provides visually powerful means for designing,
upgrading, and communicating product
development activities
► It has been used in industry successfully
63
Additional Material
► Eppinger,
S.D., "Innovation at the Speed of
Information," Harvard Business Review, January,
3-11, 2001.
64
MIT OpenCourseWare
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15.783J / 2.739J Product Design and Development
Spring 2006
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