Kegiatan & Tahapan PPB

Indria Purwantiningrum
PPBES-2015
Food Science & Technology Dept.
Brawijaya University

Subtopik

Kegiatan PPB dan tahapan PPB

Tahapan PPB
Technical Development
Manajemen PPBkerjasama tim &
pengembangan tim

A Generic
Development Process
Process 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 process

Product
development
process

Organizationa
l approach

Intellectual &
organizational

Detailed &
precise

Unstated

Vary through
organizations

Basic New Product Process

Phase 1: Opportunity Identification &
selection
Phase 2 : Concept Generation
Phase 3: Concept/ Project Evaluation
Phase 4 Development
Marketing Task

Technical Task

Marketing Task

Phase 5: Launch

 Phase 1: Opportunity Identification & selection

Opportunities, suggestions, changes in marketing plan, resource.
Research, evaluate, validate. Preliminary strategic statement

Phase 2 : Concept Generation

Select potential opportunity. Collect concepts

Phase 3: Concept/ Project Evaluation

- evaluate NP concept. Select the best. Request proposal
Phase 4 Development
Technical Task : full development process. Prototype,
test,design & validate, scale up
Marketing Task : strategy details, business plan, product
augmentation

Phase 5: Launch
Commercialize

The Impact of Simultaneous

Operations on the Product
Development Process

The Life Cycle of a Concept

Why define the PD process ?

Quality Assurance resulting
product
Coordination set roles of each
team members
Planning timing of milestones
Management identify problems
Improvement identify
opportunities

PD Process

Front-end activities

The development process

(technical focus)
0.
1.
2.
3.
4.
5.

Planning
Concept development
System level design
Detail design
Testing & refinement
Production ramp-up

Planning

Corporate strategy
Assessment of technology developments
Market objectives
Output : Mission statement
Target market
Business goals
Key assumption
Constraints
Supply chain strategy

Concept development
Identify need of the target market
Generate & evaluate alternatif
product concept
Selection of concepts for testing &
development
Concept : form, function, features of
product + specification, analysis of
competitors, economic justification

System level design

Definition of product architecture
Decomposition of products into
subsystems & components
Definition of final assembly scheme
Output : product layout, functional
specification & prelim process flow
diagram

Detail design
Complete specification of geometry,
materials, tolerances of all unique
parts
Identification of all standard parts to
be purchased from suppliers
Establish process plan, design tooling
for fabricated product system

Testing & refinement

Construction & evaluation of multiple
versions
Alpha prototypes within production intent
parts, but not fabricated with actual process.
To determine if the product will work as
designed and satisfy key customer needs
Beta 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

Production ramp-up
Production using intended production
system
Purpose of ramp-up: training for the
work force & problem solving (final)
Finish product can be supplied to
intended customer, but carefully
evaluated for flaws
Transition to full scale production is
gradually made

The front-end Process

CONCEPT DEVELOPMENT

Activities

Identifying customer needs

Establishing target specifications
Concept generation
Concept selection
Concept testing
Setting final specifications
Project planning
Economic analysis
Benchmarking of competitive products
Modelling & prototyping

Identifying customer needs

The 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
specifications
Specifications 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 metric

Concept generation
Goal: 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 selection
The 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 testing
To 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 specifications

The 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 planning
The 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 analysis
Builds 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
products
An understanding of competitive
products is critical to successful
positioning
Can provide a rich source of ideas for
the product and production process
design
Performed in support of many of the
front-end activities.

Modeling and prototyping

Every 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

Team building & management

PD ORGANIZATION

Individual Links
Basic formation of organization
Types of links:
Reporting relationships formal;
supervisor-subordinate
Financial arrangements linked by the
same financial entity part; budget category/
profit-loss statement
Physical layout informal; sharing same
location (office/ floor/ building/ site);
spontaneous

Types of Organization

Types of Organization
Functional Organization

Types of Organization
Project Organization

Selecting Organizational
Structure
How 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 questions
Is 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?

Reference
Ulrich & Eppinger. 2005. Product
Design & Development
Brody& Lord, 2001 , Developing
New Food Product for a changing
Market place
Prinyawiwatkul et al.,2007
Accelerating New FP design &
Development

THANK YOU

For your attention