s-72.124 product development of telecommunication systems workshop 2003 these slides at:
TRANSCRIPT
S-72.124 Product Development of Telecommunication Systems
Workshop 2003
These slides at: http://www.comlab.hut.fi/opetus/124/workshop2003.ppt
Agenda
• Opening the Workshop– Objectives– Timetables– Methods
• Ideation & Innovation Space– Deliverables
• Company Presentation: Bitlips Ltd• Overview to Innovation Techniques• Case Overviews and Problem Framework Descriptions
(Bitlips / HUT)
- Workshop objectives- Workshop methods- Deliverables- Timetable
Innovation process - Mind and creativity - Ideation techniques
Case descriptions (HUT/Bitlips)
Innovation space
Workshop Objectives
• To get acquainted with real-life product development processes
• Early-phase product development problems are not well defined – there is a problem framework that is a description of interconnected elements
• Development teams strive to find applicable solutions; examine and validate the most promising solution(s) - in detail as possible
• In workshop group formation objective is creativity boosting: groups should be multidisciplinary! Group participants need not to know each other beforehand
• Note: don’t forget to map risks relating to your solution and tell why you selected the particular solutions
Workshop timetable 2003
Between compulsory sessions groups can decide where and when they do their "home tasks" (teamwork). Com. lab. offers some work premises in Otakaari 8 for the groups on Monday & Tuesday (1.12-2.12).
Methods• Modified Satama Interactive’s Innovation Space
= Innovation in a week!
• To cultivate your work apply Brainstorming and various other methods of ideation as Mindmapping, Fish bones etc. as explained later (see also lecture 1 handouts)
Innovatethe
problem
Innovatethe
problemDevelop Develop Present
Mon TueThu Fri
customercheck points
Wed
26.11 27.11 3.122.121.12
Decision
Innovation Space Summarized• Wednesday 26.11: first focus on problem: understanding the problem framework - don't discuss
about solutions
• Thursday 27.11 : continue innovating the problem - double teams. Thursday afternoon: groups generate long list of solutions
• Friday 28.11: select the most import solutions to focus on and prepare for customer check points. Start preparing idea document & business case
• Monday 1.12: focus on gathering all together and presenting them in customer check points
• Tuesday 2.12: evaluate solutions and prepare presentations
– applicable solutions - check point conclusions
– risks and how to get quality outputs - focus on development/production & target product/service
– degree of innovations - market potential & long run business vision
• Wednesday 3.12: group presentation show & feedback discussions
Deliverables
CaseIdea
Concrete deliverables are necessary to evaluate the concept!
Agriraha-asiakas5.3.5 Katso
Agriraha-tilannettaAgriraha-
järjestelmä
Tilausjärjestelmä
Kanta-asiakas
5.3.2.1 Katso laskun tarkennus
5.3.3 Katso Agribonus-tilannetta
Agribonus- ja asiakashallinta järjestelmä
Hinnoittelusopi- musten hallinta
5.3.1. Katso tilauksia
5.3.2 Katso laskut ja käteisostot
<<extend>>
5.3.4.1 Maksa ennakkomaksu
5.3.6 Katso sopimuksia
Ennakkomaksu- järjestelmä
5.3.4. Katso ennakko-maksutilannetta
Verkkokaupan asiakas
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5 6
Series1
Business CaseWhat, why, context How a solution is used in
practise - example Business effects and
reasoning
Deliverables Group reporting: summarizes workshop results
idea document: context; who, where, why and when will use the innovation
case: cartoon or story; one example that explains the core idea - How solution is used in practice
business case: analyze business case: efficiency, production timetables, if this changes something, what happens in business: list assumptions and how and why the figures were obtained
Group submits two reports:
Company’s report: solutions, application guidelines, bases for solution, solution risk and quality estimate
Innovation workflow: problem framework, identified key issues, usage of ideation methods, rejected ideas, (rejection) arguments, discussions
An Overview to Innovation Techniques
Human Mind and Creativity*
filterbank
conceptextraction
ideagenerator
dreams
personality
New concepts are used to understand things different way
New information understood by usingnew concepts
ways to understandand act
society &genotype
*T. Korhonen, A. Ainamo: Handbook of Product and Service Development in Communication and Information Technology, Kluwer Academic Press, 2003
Process of Creativity
accessing ideagenerator
conceptformation realization
filteringideas
convergentdivergent
innovative logical
Cycle of Creativity
passion
fear
Pendulum of creativity
'Objective'observations:
seeing &knowing
security, values
individual social
Phase of clarity & knowledge
Phase of new concepts &new problems
Phase of fuzziness & ambiguity
Cycle of Creativity for High-quality Outputs
divergence,inspiration, way of arts
convergence,rationality, way of science
quality references
quality control
source references
Process of creativity is nonlinear!groupwork
own wayof thinking
social team and individual input
books, journals, web
cultural evolutiongenerated information
New, applicable concepts and inventions
disintegration
integration
divergence, disassembly,inspiration, way of arts
convergence,synthesisrationality, way of science
Brainstorming
• Used especially to introduce you to problem framework - Don’t discuss about the (best) solutions too early!
• Method:• Collect problems to Post-It notes (or use a
program)• Group/associate problems• Collect more data for each problem• Grade problems
• Group members: Session leader, Secretary, Tool-assistant, Customer representative, Social facilitator, Technical facilitator, other Group members
Group Members• Session leader:
– guide and facilitate – not to interfere with own opinions – track time – encourage the participants
• Secretary: – documentation – assist to track the session flow
• Tool-assistant: – aware of ideation tools – tools include
• computer programs • independent methods (as Fish bones diagram,
SWOT-analysis …)
Group Members (cont.)Customer representative (Check Point phase):
-Practical perspectives of the brainstorming objectives
-Interferes only after substantial amount of ideas have been mapped and there seems to be not many new ideas appearing
- Responsible to carry in customer's objectives initial opinions of company's executives practical constrains as - money - time - personnel resources
Group Members (cont.)
• Social facilitator: – has formed himself a framework of the brainstorming
themes – should not decide what the solution is, or even, what
the problem is – He is aware of the laws of group dynamics and
human personality – Well prepared to boost group creativity based on this
framework
Group Members (cont.)
Technical facilitator: technology related matters as
product development tools production technology general commercial aspects
Group members: open attitude communication skills able to visualize their ideas fluent oral presentation wide range of disciplines and cultures
Double Team*
1. Present the problem2. Innovate solutions in the teams of two
- a pair selects five ideas to present3. Pairs explain their ideas shortly4. Ideas are grouped into logical categories5. Pairs innovate more ideas into categories
- Pair selects two ideas they present6. Pairs explain their ideas 7. Grading of each idea with scores 1-38. Select the best ideas so far9. Discussion10. Select the best idea after discussions
*Recommended for generation of long list of solutions on Thursday
555
5
Problemframework
Grouping
222
2
Grading
Discussion
Fish Bones
Mind Mapping
new product
production
estimates
buying
planning
transportation
logisticsbusinesspartners
feedback
info
education
marketing
stocking
transportation
B2B B2C
customerselection
sales promotion
Five Whys (& Hows)
Problem: A machine does not work!
Why: Fuse blown!How: Voltage spike? something got jammed? overload? etcWhy: Why overload?How: Component malfunctioned! high resistance! no maintenance! etcWhy: Why there was no maintenance?How: Pump malfunctioned! a spare part was old a spare part was wrong! etcWhy: Why did the pump malfunctioned?How: Pump has overheated! electricity problems? etc.Why: Why did the pump overheated?How: Cooler filter was jammed!
So, We replace the filter and check in regularly …. Why and how this can be reassuredin the future ….?
Ask ”WHY-HOW” 5 times (at least):
Getting More out of Brainstorming
*Axon 2002 - program: http://web.singnet.com.sg/ ~axon2000/index.htm
facts: figures, information needs and gaps
intuition: feelings and emotions
logical negative:judgment and caution
logical positive:why something works
creativity: alternatives, proposals, what is interesting, provocations and changes
meta-cognition:creativity process control
• Method of Six Thinking Hats (Edward de Bono) or Six Eyes* (Rodney King) can be used to get Brainstorming to work better:
SWOT Analysis• SWOT is applicable for sorting unorganized knowledge
bases and analyzing current status• Successful SWOT yields structured mapping of the
problem at hand• For instance in product analysis
– identify strength and weaknesses of the product– search through possibilities and threats (for instance
for product launch)• Realization: List all the relevant properties and sort
them into SWOT boxes!
Strength WeaknessWeakness
OpportunityOpportunity ThreatsThreats
inside
outside
Special Notes in Reporting
• Make documents of the methods used when obtained your solutions
• Document intermediate steps in your path to final solution - this is required especially for Innovation workflow - report
• Strive to verify quality and risks of your solution
• Report especially – why final solutions were selected!– report/analyze your solution as in-detail as
you can to verify your claims!
Case: Power Line Communications (PLC)
Power Line Communications- an application example
Case Overview: Power-Line Communications
• Team overview: A four person team - some expertise in electronic design, telecommunications & business aspects
• Work done so far– PLC channel measurements– Modem investigations (modeling/alternative realizations)
• Outputs:– Service/product scenarios??– Expected product customer profiles??– Marketing aspects– Technology??– Risks - can they be minimized??
PLC’s Problem Framework• Market
– Costs, ways to reduce them? Where to invest?• Technology
– Interference/radiation - others?• Services
– Home networking / Internet distribution ...– Healthcare ….– Low voltage
• cars, ships, bicycles ...– Usage in different countries and environments
• Special application– PLC with general lighting LEDs
• Advanced applications?• Potential in market & technology?
PLC Practicalities• References: ISPLC’03 Proceedings (paper copy), FCC 03-100
Notice of Inquiry, C.N.Krishnan, et al: Power - Line As Access Medium – A Survey, N. Povlidov et al: Power Line Communications: State of the Art and Future Trends, Communications Magazine, April 2003 , IeeExplore (Available via Internet in HUT’s library)
• Group subtasks (Reference: Up-front homework, phase 1, next slide)– G1 PLC in home networks– G2 PLC in low voltage applications– G3 PLC in Internet distribution– G4 PLC in monitoring/control/surveillance applications– G5 PLC and general lighting LED applications
• Contacts during workshop: Ms Liu Er ([email protected], 040 8333 706)
Up-front Homework: The First Phase
1. A preliminary market assessment: a quick scoping of the marketplace toassess market existence, probable market size, and expected product definition;this is largely detective work: desk research; assessing available public andcommercial databases, reports, articles, etc.; utilizing in-house information andpeople; contacting a few lead users.2. A preliminary technical assessment: a quick technical appraisal topropose a technical solution, map out a probable route, and assess technicalcosts, times, and risks; this work is a largely conceptual: technical literaturesearch; utilizing in-house technical expertise; brainstorming and creativeproblem-solving sessions; reviewing competitive product solutions; drawing ontechnical gurus outside the firm.3. A preliminary business assessment: a quick financial assessment (e.g.,payback period) based on very rough estimates of sales, costs, and investmentrequired; a cursory legal assessment; and a quick risk assessment.For larger and more complex projects, many firms build in a second and morederailed homework phase, namely a detailed investigation stage, prior todevelopment.
from: Overhauling the New Product Process, Robert G. Cooper,Industrial Marketing Management 25, 465-482 (1996), © ElsevierScience Inc., 1996, 655 Avenue of the Americas, New York, NY1O010, O019-8501/ 96/ $15.00:
The Second Phase
I. Detailed market studies and market research, such as:• user needs-and-wants studies: entails personal interviews with prospectivecustomers and users to determine customer needs, wants, and preferences;productperformance requirements; and it definition of the customer's wish list.• value-in-use studies: assessment of the customer's economics--what economicvalue the product will bring to the customer (this often involves an in-depthlook at the customer's use system, the current solution, and various costdrivers).• competitive analysis: a detailed look at competitors" products, pricing, bases ofcompeting, and performance (e.g., share and profitability).• concept tests: a testing of the proposed product (in concept orprotocept form)to gauge interest, liking, and purchase intent (and an estimate of expectedsales); also price sensitivity.
The Second Phase (cont.)
2. Detailed technical assessment: a more thorough technical activity toprove technical feasibility, identify the likely technical solution, deal with technicalrisks, assess manufacturability (route, costs, and probable capital requirements),and deal with safety, health, legal, and regulatory issues. This usually involvessome physical technical work, such as lab work, modeling, or the development ofa crude working model or protocept.3. Building the business case: this defines the business proposition andproduct, provides the justification for the project (the economic and businessrationale for the new product), and maps out the action plan through to launch.Tasks here include detailed financial analysis and business risk assessment.