Beruflich Dokumente
Kultur Dokumente
SS 2012
Wednesdays, 10:00 – 12:00 a.m.
Room 0.21, B4 1
Lecture Agenda
Innovation Management
1. Introduction
2. Knowledge Management (1)
3. Knowledge Management (2)
4. Guest Lecture
5. Strategic Innovation Management
6. Case Study
7. New Product Development
8. Creativity Techniques
9. Planning Product Features
10. Experimentation Strategies
11. Open Innovation
12. Diffusion and Adoption of Innovation
13. Diffusion and Adoption of Information Systems
14. Business Planning and Writing
? ? ? ?
How to proceed ? How to avoid failure
when developing
new products?
? in product
development?
• „Product development is the set of activities beginning with the perception of a market
opportunity and ending in the production, sale, and delivery of a product.“ (Ulrich &
Eppinger, 2011, p. 2)
of problem
space
• Designer explores and develops
problem and solution together
• Problems -> sub-problems -> solved
by sub-solutions -> solution
• Constant transfer of designer attention
backwards and forwards between
of design = problem and solution space
ready for
manufacturing
• Ensuring that design problem was
fully understood – “real” problem
identified
Early in design process: • Performance specifications are
generation of solution concept derived from design problem
• Generation of solutions for each
• Design methodology; more analytical performance specification (several
work alternative design concepts)
(Cross, 2011) (Pahl et al., 2002 (referring to VDI guideline 2220))
(Cross, 2011)
(Ernst, 2011)
• Types of opportunities
• Types of opportunities
Hard
Important
Tricky
Immediate
• What?
• Customer needs expressed in „language of customers“ – to much margin for subjective
interpretation, e.g., „the notebook boots fastly“
• Specifications spell out in precise, measureable detail what product has to do
• = unambigous agreement on what the team wants to achieve in order to satsify customer needs,
e.g., „the average time for booting is less than 120 seconds“
• Specification consists of metric (e.g., average time for booting) and value (e.g., less than 120
seconds) labeled with unit
• When?
• After identifying customer needs –> setting of target specifications that represent hopes and
aspirations of the team –> ranking of importance of each target specification
• After selection of product concept, target specification have to be refined to final
specifications (later subphase in concept development) -> lecture „Planning Product
Features“
• How?
① Prepare list of metrics
② Collect competitive benchmarking information
③ Set ideal and marginally acceptable target values
④ Reflect on the results and the process (Ulrich & Eppinger, 2011)
Low weight
Sub-
problems
e.g., TRIZ
method
Sub- (-> next
problems lecture)
New
Concepts Integrated
solutions Remember...
Existing
concepts
Sub problem
Concepts
Basics:
• Pugh matrix -> design concept vs. criteria (cf. target specifications)
• Selection of datum concept required, i.e. reference concept that is well understood and strong (e.g.,
market leader)
• Evaluation of design concepts with +, - and s (= same)
• s -> (1) design concept’s merit similar to datum concept, (2) difference between datum and design
concept is controversial -> additional information needed
• Scores are counted – objective is not single winning design, but reduction of number of design
concepts, e.g., eliminate weak concepts
Crit. 3 + - s - 0
Procedure – between matrix runs:
Crit. 4 s + - - 0
Concepts with more ‘+’ and less ‘-’ = good platforms
Concepts with less ‘+’ and more ‘-’ = sources for ideas Sum + 2 1 3 0 0
Sum s 1 2 1 1 4
Not new / not different Poor idea that really offers nothing new to the customer. Creative and systematic idea generation in
Technology may be new, but the benefit to consumers is not opportunity identification. Product design with
evident. focus on customer. Product and position tested
before launch.
Competitive response Competitors respond quickly before product can achieve a Strategic positioning. Consideration of
success in the market. Price and promotion. Competitors copy competitive response in design, pricing, and
design and improve it. marketing plans. Move aggressively to
establish first in market advantages.
Major shifts in “Blind-sided” by radical change in technology. Stay with old Monitoring. Education for R&D. Contingency
technology technology too long. plans for shifts.
Lack of coordination in R&D develops product that does not meet customer needs etc. Input from customer drives new product
functions development process. Process used to
coordinate marketing, R&D, engineering etc.
Innovation Management
1. Introduction
2. Knowledge Management (1)
3. Knowledge Management (2)
4. Guest Lecture
5. Strategic Innovation Management
6. Case Study
7. New Product Development
8. Creativity Techniques
9. Planning Product Features
10. Experimentation Strategies
11. Open Innovation
12. Diffusion and Adoption of Innovation
13. Diffusion and Adoption of Information Systems
14. Business Planning and Writing
Books:
• Alger, J. & Hays, C. (1964), Creative Synthesis in Design, Prentice Hall.
• Cross, N. (2011), Engineering Design Methods - Strategies for Product Design, Wiley.
• Hauschildt, J. (2004), Innovationsmanagement, Vahlen Verlag.
• von Hippel, E. (1988), The Sources of Innovation, Oxford University Press.
• Kepner, C. H. & Tregoe, B. B. (1965), The Rational Manager, McGraw-Hill/Irwin.
• Pugh, S. (1996), Creating Innovative Products Using Total Design, Addison-Wesley.
• Pugh, S. (1990), Total Design, Addison-Wesley.
• Terwiesch, C. & Ulrich, K. (2009), Innovation Tournaments: Creating and Selecting Exceptional Opportunities, Harvard Business
School Press.
• Ulrich, K. T. & Eppinger, S. D. (2011), Product Design and Development, McGraw-Hill/Irwin.
• Urban, G. L. & Hauser, J. R. (1993), Design and Marketing of New Products, Prentice Hall.
• VanGundy, A. B. (1988), Techniques of Structured Problem Solving, Springer Netherlands.
Papers:
• Baker, N.; Siegemann, J. & Rubenstein, A. (1967), 'The Effect of Perceived Needs and Means on the Generation of Ideas for
Industrial Research and Development Projects', IEEE Transactions on Engineering Management 14, 156-163.
• Day, G. S. (2007), 'Is it real? Can we win? Is it worth doing? Managing risk and reward in an innovation portfolio', Harvard
Business Review 85(12), 110-120.
• Ernst, H. (2011), Neuproduktentwicklungsmanagement, in Sönke Albers & Oliver Gassmann, ed., 'Handbuch Technologie- und
Innovationsmanagement', Gab, , pp. 237-257.
• Frey, D. D.; Herder, P. M.; Wijnia, Y.; Subrahmanian, E.; Katsikopoulos, K. & Clausing, D. P. (2008), 'The Pugh Controlled
Convergence method: model-based evaluation and implications for design theory', Research in Engineering Design 20(1),
41-58.
• Green, P. E. & Srinivasan, V. (1990), 'Conjoint Analysis in Marketing: New Developments with Implications for Research and
Practice', Journal of Marketing 54(4), 3-19.
• Hauser, J. R. & Clausing, D. (1988), 'The House of Quality', Harvard Business Review 3, 63-73.
• Herstatt, C. & Lüthje, C. (2011), Quellen für Produktideen, in Sönke Albers & Oliver Gassmann, ed., 'Handbuch Technologie-
und Innovationsmanagement', Gabler Verlag.
• Ramaswamy, R. & Ulrich, K. T. (1994), 'Augmenting the House of Quality with Engineering Models', Research in Engineering
Design 5, 70-79.
• Schilling, M. A. & Hill, C. W. L. (1998), 'Managing the new product development process: Strategic imperatives', The Academy
of Management Executive 12(3).