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Obeya

NPD

NPD is the new frontier for businesses in an era where innovation drives success. To sustain long-term profitable growth, companies must consistently launch hit products. Existing key products will eventually decline, and with technology being a major disruptor, the lifespan of profitability and competitiveness for products is shrinking. Developing profitable products with advanced performance is crucial for effective business management. It's high time forward-thinking organizations adopt our well-researched and proven NPD model.

 

To create a hit product, management should start with portfolio planning, setting broad guidelines on price, cost, product, and customers, while keeping the solution space open. A prioritized product program begins by appointing a Project Leader to oversee it. The leader assembles a team of talented engineers carefully chosen from key functions. Together, they gather preliminary data to shape their collective vision of the product, its target market, and key attributes like size, appearance, target customers, features, and competing products.

The team conducts thorough and detailed product planning to capture the voice of the customer. Market visits are carefully organized to study both our own products and selected competitors' offerings. This process focuses entirely on the customers' perspective, avoiding a designer's mindset. The customer feedback is analyzed using our unique "House of Quality" approach to define the product image, concept, design, and key quality targets.

House of Quality
KANO MODEL

A product or service is about more than just functionality; it’s also about the emotions of the customer. For instance, every car buyer expects the car to stop when the brake pedal is pressed, but features like a voice-activated parking assist system can truly delight them. The Kano Model encourages thinking about how products meet customer needs, shifting from a "more is better" to a "less is more" mindset.

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Constantly adding new features to a product can be costly and overly complex, without necessarily increasing customer satisfaction. However, introducing a particularly appealing feature based on the Kano Model can delight customers and boost sales without significant additional costs.

After gaining a deep understanding of customers, the team needs to identify and address critical knowledge gaps that hinder their ability to create new value. Whether it's in engineering, manufacturing, installation, logistics, or service, the team must figure out how to deliver better value. They visit process lines to assess quality, production, materials, handling, and infrastructure issues. Other limitations, such as design facilities, testing setups, validation simulations, and standards, are also evaluated to fully understand the situation.

Considering this, the design team takes a broad approach to exploring the solution space from every perspective—customer, supplier, engineering, and manufacturing. They create hand-drawn sketches, leveraging the strong connection between mind and body. The process of sketching, sharing ideas, discussing, and sketching again fosters a wide exploration of possibilities. Set-based experimentation remains a powerful method as the team incorporates additional workstreams to deepen their understanding. They engage in extensive research, search for patterns, debate ideas, form hypotheses, test rigorously, eliminate options, and converge insights across workstreams.

SBCE: Set Based Concurrent Engineering

Set Based Concurrent Engineering

Set-based concurrent engineering is a method for designing products and services by evaluating sets of ideas. Engineers use trade-off curves and design guidelines to define feasible design sets, narrowing the search for solutions. They explore multiple alternatives and discard options only when they are clearly inferior or unworkable. This approach fosters significant organizational learning and is more time and cost-efficient in the long run compared to point-based engineering, which often results in false starts, rework, failed projects, and limited learning due to early design decisions.

5 Days of NPD Workshop
(Contents)

  • General Introduction

  • Business management & Quality management

  • Global R&D: Impact and opportunity

  • Drivers of New Product Development

  • NPD & Market research

  • TQM tools for New Product Development

  • Training of design engineer

  • Product planning and its development

  • Product concept & Design Concept

  • NPD process steps

  • NPD process: Challenges & Learnings

  • Concurrent Engineering

  • Research to Technology to Development

  • Technology roadmaps

  • Quality Assurance in NPD: QA Chart

  • Competitive Intelligence

  • Quality Function Deployment

  • Attractive Quality Creation

  • Bath-Tub Curve

  • Safe Designs

  • Design Failure Mode and Effects Analysis

  • Fault Tree Analysis

  • Design Review, Design Verification & Design Validation

  • Prototype and testing

  • Standardization

  • Value Engineering and Value Analysis

  • Supplier engagement

  • 3P: Production Preparation Process

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