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'New products need to satisfy a multitude
of conflicting requirements - Structured Innovation processes and
management tools provide a systematic solution to this complex problem'
New
products management is without doubt one of the most complex disciplines
to master. This is primarily due to the multitude of requirements
and attributes that have to be balanced in order to satisfy the
needs and wants of the customer profitably.
There is however a collection of management tools and methodologies
to make the above task both interesting and achievable. Sadly as
with most things in life, there is no such thing as a universal
tool which will satisfy all requirements. What this means in reality
is that Product Managers and Design Managers etc. require a knowledge
base of the available tools and there corresponding purpose in order
to appreciate their effective usage.
Listed within the tables (below) are methodologies used in the processes
of new product design and development. IPM offer training and or
practitioner help in the practical use of these tools - contact
us at IPM or Request for information.
Tools
for - Idea Generation, Product Improvements
| Common
Title |
Description |
Effective
For |
TRIZ
- Inventive Problem Solving |
The
theory of inventive problem solving is based upon extensive
research into real inventions. The research focused on the
most significant of those inventions - where the solution
to the problem was not entirely obvious and required no trade-offs.
The results of which revealed that inventors worldwide sub-consciously
applied a common technique - TRIZ brings together these techniques
and combines them with very practical methods. |
Scientific
approach to new solutions to engineering problems. |
Brainstorming
(Osborne) |
This
is a classic tool recognised by many, but it is not that successful
at generating new ideas. As a method it is not efficient at
generating new ideas - Life is just too short! Limited to
smaller groups - can create problems with group dynamics. |
Generating new associations. |
Brainstorming
- Catalogue Techniques |
Participants
Use pictorial matter (Catalogues, photos, etc.) as triggers.
More structure than the classic - slightly more efficient
as well. |
Competitive
analysis, new features. |
Card
/ Post-it Systems |
Participants
Use slips to write ideas down - requires little management
intervention or leadership skills - It can be used successfully
on large groups. A variation of this technique is 'pass it
on' where participants pass on a single card adding ideas
to the list. |
Idea
generation for large groups |
Brain
writing - Trigger / Cascade |
Similar
to classic brainstorming - without the disadvantages. More
efficient at generating new ideas. Participants use post-it
pads to provide triggers for discussion. |
Ideal
for new teams.
Generating new associations. |
Knowledge
Trees |
Structured
brainstorming and reference technique for generation of new
products. Highly effective when used by cross functional teams.
Can be applied to virtually all aspects in the product design
phase. The method was developed by IPM and is used on a regular
basis. |
Generating
specifications. Sharing product knowledge and general understanding. |
Parametric
Analysis |
Parameter
based analysis - Quantitative, Qualitative, Categorical. An
existing (or competitor) product is used as a benchmark with
particular attention being paid to specific parameters. It
is then indicated how these parameters would have to be different
to enhance satisfaction. |
Developing
an existing product or product portfolio. |
Semantic
Processes - Random Matching |
Random
word-to-word to trigger new associations |
General
purpose tool |
Semantic
Processes - Idea Search Matrix |
Checklists
of questions to trigger new thoughts and ideas |
General
purpose tool |
Excursion
Technique |
Using
words and situations to lead away from the problem and reality.
Switching back when a new idea or association is seen. Often
closes on one idea |
General
purpose tool |
Problem
Abstraction - Why?Why?.... |
Problem
Abstraction or Semantic Processes (redefinition) attempts
to reduce problems to their most basic level - problem goals
and boundaries are then set. The procedure then follows a
series of Why? questions followed by a subsequent Alternative?
Good Team exercise. |
Developing
existing portfolio. Identifying market opportunities for new
products. |
Ideas
Book |
Simple
technique but can reap good results - Ideas are entered into
a dedicated book from anyone who wishes (and at any time)
- a relaxed approach to new ideas and suggestions. Can fall
quickly into disrepute if not part of an evaluations procedure. |
Good
when no time limit is present. Ongoing suggestions. |
Orthographic
Analysis |
Orthographic
analysis is a way of arranging several attributes of a problem
in a graphical representation of corresponding dimensions.
A general purpose version of orthographic analysis takes a
product and represents its Material, Manufacturing Processes
and its Market along three orthographic axes. |
Portfolio
enhancement. Specific solutions to known market requirements. |
SCAMPER
- Stretch Matrix |
Substitute,
Combine, Adapt, Magnify ( or Minify), Put to other uses, Eliminate,
Re-arrange (or Reverse) - Together they make up a checklist
of possible product modifications. |
Product
improvements and enhancements. |
Analogies |
A
particular form of thinking or reasoning in which the properties
of one object are thought of in terms of a second object which
is different but does have elements in common with the former.
Ideas may come from nature or other similar products. |
New
product features. |
Evaluation
- PIPS |
Phases
of Integrated Problem Solving - Is a numerical scoring tool
that divides the problem (or opportunity) and processes into
individual stages and evaluates individually. |
Products
and Processes |
Clichés
and Proverbs |
A
technique to jog the mind out of conventional thinking (out
of a rut). Armed with a list of common Clichés and
Proverbs ask how each one may apply or be applied to the subject
or problem. |
General
Use |
Tools for - Product Definition, Design
and Planning
| Common
Title |
Description |
Effective
For |
| QFD
: Quality Function Deployment |
Quality
Function Deployment is a customer oriented approach to product
development and innovation. It is a powerful tool for use
by product managers and development teams. The methodology
takes the design team through the concept, creation and realisation
phases of a new product with absolute focus. QFD also defines
what the end user is really looking for in the way of features
and benefits. |
Structured
Product Specifications. Taking the 'Voice of the Customer' through
all relevant areas of the Company. |
| Delphi
Technique |
The
Delphi Technique pulls ideas from participants by means of
a highly structured series of questionnaires gradually honing
into problems or opportunities. Participants are chosen for
their knowledge in their particular field. This technique
is good for groups of participants who do not normally meet.
The success or failure of this technique is only as good as
the chosen participants.
|
Problem
solving, Product definition. |
| Brainstorming
- Catalogue Techniques |
Participants
Use pictorial matter (Catalogues, photos, etc.) as triggers.
More structure than the classic - slightly more efficient
as well. |
Competitive
analysis, new features. |
| Card
/ Post-it Systems |
Participants
Use slips to write ideas down - requires little management
intervention or leadership skills - It can be used successfully
on large groups. A variation of this technique is 'pass it
on' where participants pass on a single card adding ideas
to the list. |
Idea
generation for large groups |
| Market
Needs Research |
Market
Needs Research is a technique for finding out what the Customer
requires (and needs) from a product. It determines whether
Users perceive a need which is not currently satisfied by
existing products. Similar to elements of the QFD process
it is essential to have direct access to the end user and
to understand user requirements. The process defines subsequent
questions that need to be handled by traditional research
methods (Quantitative and or Qualitative). |
New
product specifications |
| Opportunity
Specification |
A
concise specification document describing the market need
for a proposed new product. It is a good tool for screening
new ideas (products) against the companys' capabilities. It
describes the business opportunity of the proposed product
in terms of core benefits. It also justifies the business
opportunity in terms of commercial viability.
|
Concise
business justification, market opportunities, product identification |
| Knowledge
Trees |
Structured
brainstorming and reference technique for generation of new
products. Highly effective when used by cross functional teams.
Can be applied to virtually all aspects in the product design
phase. The method was developed by IPM and is used on a regular
basis. |
Generating
specifications. Sharing product knowledge and general understanding.
A
team builder. |
| Visual
Mapping |
Series
of matrices position product features and attributes in a
visual way - Simple but powerful technique to share new product
features with a multi disciplinary team
|
Product
definition - Aids in the communication between Development,
Marketing, Industrial design. |
| Product
Function Analysis or (FAST) |
Function
Analysis Systematic Technique is a method of systematically
analysing the functions performed by a product. Once again
intimate knowledge of the customers needs and wants with regards
to product features and functions. A function tree answers
the questions of How and Why functions are required. |
Good
for analysing both new and existing products, the results of
which being used in methodologies like QFD, VAVE, FMEA etc.
|
| Function
and feature analysis |
Design
Specification - Technical Screening Program
Describes what the product Must achieve and sets the criteria
by which the product is allowed to continue on its development
or is killed off for not achieving the required functionality.
|
Product
screening, Risk assessment. |
| FMEA
|
Failure
Mode Effect Analysis - Highlights the problem areas (safety
related) of a design - Severity and Probability analysis. |
Screening
for potential problems (safety or reliability related) with
new products. |
| VAVE
|
Value
Analysis Value Engineered - Primarily an engineering / manufacturing
tool to optimise design features in the most cost effective
way |
Optimised
cost effective design prior to manufacture. |
Tools for - Effective Decision Making
| Common
Title |
Description |
Effective
For |
| Paired
Elimination Analysis (PEA) |
Is
a fast and simple method to find a single solution. Ideal
when a single solution is needed fast - or when many new options
are being presented on a continuous basis. |
Quick
and simple decision making |
| Risk
Analysis Matrix |
Analysis
and prioritises any risks effecting implementation - Identifies
and evaluates the risks in any solution and the circumstances
that effects implementation of the solution. For each option
a Success rating is given together with a Probability of success.
The result or decision is provided in a numeric form.
|
Simple
method that evaluates the For's and Against's or the Pro's
and Con's of a range of options.
Quick and simple decision making
|
| Priorities
Analysis Matrix |
A
method to contain and evaluate tasks and priorities - Often
used in time management activities. Priority planning helps
sort out the old problem of prioritising the Must do's from
the can wait's.
|
Time
Management, Priority setting |
| SWOT
Analysis |
Situation
analysis in the form of:- Strengths, Weakness,
Opportunities and Threats.
When used as part of a decision making process each attribute
(or observation) stated within the above categories are given
a rating of importance. The sum of the Strengths and Opportunities
represents favourable attributes whereas the sum of the Weaknesses
and Threats represent a negative. The former must heavily
out-weight the latter for the solution to have any chance
of success. |
Strategic
decision making |
Tools for - Problem Solving
| Common
Title |
Description |
Effective
For |
TRIZ
- Inventive Problem Solving |
The
theory of inventive problem solving is based upon extensive
research into real inventions. The research focused on the
most significant of those inventions - where the solution
to the problem was not entirely obvious and required no trade-offs.
The results of which revealed that inventors worldwide sub-consciously
applied a common technique - TRIZ brings together these techniques
and combines them with very practical methods. |
Scientific
approach to new solutions to engineering problems. |
Brainstorming
(Osborne) |
This
is a classic tool recognised by many, but it is not that successful
at generating new ideas. As a method it is not efficient at
generating new ideas - Life is just too short! Limited to
smaller groups - can create problems with group dynamics. |
Generating new associations. |
Fishbone |
A
technique to systematically identify a wide variety of potential
causes of a problem and to show relationships among the causes.
Used to: - list as many potential causes of the problem, show
systematic relationships among the causes, create team understanding,
help prioritise efforts |
General
problem solving |
Force
Field Analysis |
A
technique used to determine whether a particular solution
or goal is practical or not. By analysing the Driving Forces
(positive) against Restraining Forces (negative), and evaluating
the relative ratio or intensity of the force field a decision
can be made for or against. Can be used by individuals but
works equally well in teams.
|
General
problem solving - Visual and easy to understand. |
Pareto
Chart |
A
method of organising and analysing data by causes of variation.
It is a series of bars where the height reflect the frequency
or impact of causes of problems. Used to:- Organise and analyse
data collected from problems area, depict the area of non
conformance, direct a team to critical areas first.
|
General
problem solving. |
Problem
Abstraction - Why? Why?.... |
Problem
Abstraction or Semantic Processes (redefinition) attempts
to reduce problems to their most basic level - problem goals
and boundaries are then set. The procedure then follows a
series of Why? questions followed by a subsequent Alternative?
Good Team exercise.
|
Generating
many varied and unusual problem statements. |
Paradigms |
Pattern
or set of ideas that describe some aspect of the world. |
General |
Search
and Re-Apply |
A
technique that asks the question - Have we had the same or
similar problem? How did we solve it? Has anyone else had
a similar problem? Use re-application techniques to search
for ideas - Other Companies, Countries, People, Industry,
History etc. - Technique works on the basis of ' If you have
a problem that needs solving, somebody else has probably already
solved it'.
|
General |
Tools
for - Strategic Management
| Common
Title |
Description |
Effective
For |
| SWOT
Analysis |
Situation
analysis in the form of:- Strengths, Weakness, Opportunities
and Threats. |
Strategic
Risk analysis in general, Products and Services. |
| PEST
Analysis |
Political,
Economic, Social and Technological features of the business
environment which may influence or threaten the company. Hence
the term PEST !. Despite the build up - the technique revolves
around the four headings - using them to stimulate related
thinking. |
Fishing
out aspects and issues that may have previously gone un-noticed.
|
| Market
Tracking Study |
A
continuous market research study which monitors changes in
the customer perception of : The Company, its' Products and
its' Brand Identity. |
Market
Research and Intelligence. |
| Technology
Roadmaps |
Technology
Roadmaps is a process that maps the evolutionary path of a
particular product technology. Roadmaps show the relationship
between product evolution and technology over a given time
period. Technology Roadmaps provide a clear strategy and direction
route with respect to technology advancement. The related
benefits comes from being in control and the ability to manage
future technology with complete effectiveness. |
Strategic
Management, Innovation Management |
| Product
Development Risk Analysis |
A
method of exploring different development options and evaluating
against the companies development skills and historical track
record. Conducted in two stages, first cost of failure is
estimated in terms of its impact upon the companys' overall
business. The more a product threatens the companys' business
survival, the greater the product development capability needed
to take the risk of embarking upon the development. Second
is to assess the product development activity. |
General
and Strategic Management. |
| Knowledge
Trees |
Structured
brainstorming and reference technique for generation of new
products. Highly effective when used by cross functional teams.
Can be applied to virtually all aspects in the product design
phase. The method was developed by IPM and is used on a regular
basis. |
Generating
specifications. Sharing product knowledge and general understanding. |
| Parametric
Analysis |
Parameter
based analysis - Quantitative, Qualitative, Categorical. An
existing (or competitor) product is used as a benchmark with
particular attention being paid to specific parameters. It
is then indicated how these parameters would have to be different
to enhance satisfaction. |
Developing
an existing product or product portfolio. |
| Product
Life Cycle Analysis |
A
classic marketing tool for mapping the projected life of a
new product. Life cycle analysis maps the expected revenue
(forecast) of each product within a portfolio and projects
when sales are likely to decline. New products can then be
planned to replace existing products. The main phases
of a products life are Introduction, Growth, Maturity and
Decline. The Product Viability Model is an excellent tool
for product managers - Dynamic 'Life Cycle' management can
be undertaken with ease. Several products can be consolidated
to represent a product group. |
Product
Management, Strategic Management. |
| Visual
Mapping |
Series
of matrices position product features and attributes in a
visual way - Simple but powerful technique to share new product
features with a multi disciplinary team. |
Strategic
direction. Innovation Management. |
| |
|
|
| Problem
Abstraction - Why?Why?.... |
Problem
Abstraction or Semantic Processes (redefinition) attempts
to reduce problems to their most basic level - problem goals
and boundaries are then set. The procedure then follows a
series of Why? questions followed by a subsequent Alternative?
Good Team exercise. |
Developing
existing portfolio. Identifying market opportunities for new
products. |
| Risk
Analysis Matrix |
Analysis
and prioritises any risks effecting implementation - Identifies
and evaluates the risks in any solution and the circumstances
that effects implementation of the solution. For each option
a Success rating is given together with a Probability of success.
The result or decision is provided in a numeric form. |
General
and Strategic Management. |
IPM offer training and or practitioner help in the practical use
of these tools - contact us at IPM or Request for information.In-house
/ Internal courses
IPM offer clients a choice of 'Open residential' or 'On-Site'. Courses
can also be held at a location of your choice and be specifically
tailored to meet your exact needs and requirements. Information
Request Form.
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