Tahapan Pengembangan Disain

Produk
TK 4095 Disain Produk Industri
Semester Ganjil 2017/2018
Program Sarjana Teknik Kimia (Kelas C)
 PROJECT CHARTER AND NEW
TECHNOLOGIES
The starting point for a product-development
effort. Its key elements are specific goals, a
project scope, deliverables, and a time line.
SMART principle; that is, to focus on specific,
measurable, agreed-upon, realistic, and time-
based aspects of the product design
 PROJECT CHARTER AND NEW
TECHNOLOGIES
Specific, the charter is well defined and clear
to persons with a basic knowledge of the
project.
Measurable implies that well-recognized,
clear indicators are available to denote when
the project objectives have been achieved.
Agreed-upon, it is implied that all of the
stakeholders are in agreement with the goals
of the project.
 PROJECT CHARTER AND NEW
TECHNOLOGIES
Realistic implies that these goals can be
achieved using available knowledge, time, and
resources.
Time-based implies that the datelines for
completion of the overall project and its
stages are sound.
 PROJECT CHARTER AND NEW
TECHNOLOGIES
The specific goals is the specific targets.
Often, these goals are expressed by stating
the objectives of the project or, alternatively,
by posing several questions to be answered
during the course of the project.
The project scope defines the boundary of the
project. It is helpful to classify its associated
elements as in-scope or outof-scope using an
in-scope and out-of-scope.
 PROJECT CHARTER AND NEW
TECHNOLOGIES
The deliverables are items to be completed
during the project. They help to define the
desired outcomes of the project, and are often
subdivided into groups to be presented at the
gate review following each stage.
The time line presents projections of the
project completion date and the dates for the
gate reviews. These dates are frequently
nenegotiated at the completion of each stage.
 PROJECT CHARTER AND NEW
TECHNOLOGIES
EXAMPLE 2.1. The time frame for this example is taken to be the
mid-1980s, when a market leader in general lighting had just
announced a new incandescent light bulb with an improved
lifetime from 750 to 1,000 hr. To provide competition, hopefully
in the near future, a development team of the leading
competitor was created to carry out a design project to increase
the lifetime of incandescent light bulbs, with the goal of at least
doubling their lifetimes to 2,000 hr while maintaining their costs.
Assume you were a member of the team charged with first
developing a charter for the project, and:
1. Write a goal statement for the lifetime-improvement project.
2. Carry out the in-scope and out-of-scope exercise.
3. Determine the deliverables and timeline
 PROJECT CHARTER AND NEW
TECHNOLOGIES
SOLUTION. Before addressing the project
charter, it should be recognized that a
multidisciplinary design team was probably
assembled, involving chemical engineers,
material scientists, electrical engineers,
product-development persons, and business
persons. In many cases, the team would include
representative developers of the key
technologies.
PROJECT CHARTER AND NEW
TECHNOLOGIES
PROJECT CHARTER AND NEW
TECHNOLOGIES
PROJECT CHARTER AND NEW
TECHNOLOGIES
 STAGE-GATETM PRODUCTDEVELOPMENT
PROCESS (SGPDP)
The SGPDP consists of several stages, between
which gate reviews are conducted involving
key stakeholders and decision makers from
business, technical, manufacturing, supply-
chain, and environmental, health, and safety
organizations.
 STAGE-GATETM PRODUCTDEVELOPMENT
PROCESS (SGPDP)
At each gate review, a decision is made to either:
1) advance the design project to the next stage,
2) retain the design project at the current stage until
pending critical issues are resolved, or
3) cancel the design project when a need is no
longer recognized, or when roadblocks have been
encountered that render the project infeasible
 STAGE-GATETM PRODUCTDEVELOPMENT
PROCESS (SGPDP)
Typically, however, a SGPDP consists of five stages.
STAGE-GATETM PRODUCTDEVELOPMENT
PROCESS (SGPDP)

Schematic of the Stage-GateTM Product-Development Process (SGPDP).

 SGPDP: Concept Stage
Primarily serves as the business and product
definition step.
When building an entirely new product family, this
stage involves an extensive market study to define,
not only the market opportunity, but also the
market segment(s) and customer needs.
For new product extensions in an existing market, a
careful verification of market viability and product
strategy, as they relate to customer needs, is still
required.
 SGPDP: Concept Stage
The goals of the concept stage are:
1) define the product; and
2) build the business case.
To accomplish the two goals, several tasks are
recommended, including:
1) carrying out a market assessment,
2) determining customer requirements,
3) determining product requirements,
4) creating product concepts, and
5) carrying out an opportunity assessment.
 Market Assessment

Identify and analyze its value creation and

value capture.
Value creation is to determine whether the
idea would add significant value for
customers.
Value capture is to determine whether its
inherent economic value can be captured in
the face of competition
 Market Assessment
Analyzing the value creation of a new idea, many
questions are answered, including:
1) Who are the customers?
2) Who is likely to buy?
3) Who should be approached for sales?
4) Which markets should be considered?
5) Which customers are most likely to purchase?
6) Which product applications are most suitable for
the technology idea? and
7) Which product applications are most valued by
the customers?
 Market Assessment
When carrying out a market assessment, it
helps to prepare a value proposition, which is
a clear, concise statement of the compelling
attributes of the product(s) as viewed by the
customers.
These attributes usually are the features,
functions, and benefits of the product(s), with
a good value proposition normally describing
the key product attributes for a group of
customers
 Market Assessment
To illustrate the value proposition and several
approaches in the concept stage, examples
have been formulated using the 2007 Apple
product, the iPhoneTM.
This modern communication, multimedia, and
Internet-browsing device is a type of
configured consumer product.
While the iPhoneTM was not designed by
chemical engineers, many of its critical
components involve chemistry, physics,
material science, and chemical engineering.
 Market Assessment
Critical components of iPhoneTM:
An adhesive that bonds the LCD assembly to the
backlight units and the front of the LCD assembly to
the touchscreen module. In addition to its bonding
properties. the adhesive is optically clear with
minimal reduction in light transmission, haze, and
clarity.
A brightness-enhancement film stack that increases
brightness by improving the efficient transmission of
light to the viewers.
 Market Assessment
Critical components of iPhoneTM: (continued)
For the touch-screen module, unique materials that
separate two sheets of conductors that facilitate the
iPhoneTM static and dynamic touch screen.
Other components, include a transparent conductive
layer (most likely of indium tin oxide), glass
substrates, and non-conductive separator dots.
 Market Assessment
One innovative feature of the iPhoneTM is its touch
screen, which not only senses a finger touch, but
also tracks its motion (to zoom in and out, rotate,
and flip pages of images).
Apples touch-screen technology is its multilayer
construction above its liquid-crystal display (LCD).
Touch-screen construction consists of two layers of
optically clear conductive films separated by a non-
conductive, multi-dot spacer and a protective,
optically clear surface.
Market Assessment

iPhoneTM touch-screen construction

Market Assessment
 Market Assessment
Market Segmentation
Products can be sold in different markets or
for different applications.
For example, the Apple iPhoneTM can be
marketed as a smart phone, a portable media
player, or a personal digital assistant (PDA).
iPhoneTM wasdesigned to provide a
combination of these three functions.
 Market Assessment
The new product-development team should consider
how to capture the value of its product, by answer this
question:
Which customers are willing and capable of paying
the most?
Which customers would benefit most from the
product features and functions?
Which applications are on the path to significant
progress, that is, being developed most rapidly?
Which applications are served best by the product?
 Market Assessment
Markets can be characterized by demand clusters
having similar needs or patterns. Three typical demand
clusters are:
Homogeneous demand, where the customers have
uniform demands for products for similar reason(s).
This commonly applies to products that satisfy basic
needs such as food staples.
Clustered demand, where customer demands can be
segmented into two or more distinct clusters. For
example, cars are often segmented into luxury, basic,
sport, or spacious (family-oriented) clusters
 Market Assessment
Markets can be characterized by demand clusters
having similar needs or patterns. Three typical demand
clusters are: .. (continued)
Diffused demand, where customer preferences are
varied. Here, product differentiations are more costly
to establish and more difficult to communicate. For
example, in the cosmetics market, companies are
compelled to offer hundreds of shades of lipstick.
Often, given such diffused demands, companies try
to structure customer demands by developing
market segments of moderate size.