20080701-230-設計問題分析與商品機會分析

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problem statement

The design process normally begins withdeveloping a statement or definition of the

problem.An essential part of any problem statement is

the goal that one wants to achieve.

Goals are broad statements of intent, that haveto be elaborated into more specific objectives, tobe useful for decision making in design.

The list of objectives, stemming from differentstakeholders in, and affected by the designproject, is called the design specification.

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What is a problem?

To solve a problem, we first have to

acknowledge the existence of a problem, and

understand what the problem is.

What is a problem?

what does a problem definition consist of, and

how do goals and objectives fit in?


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relative nature of problems

Every evaluation is based on a value system,and this value system is not the same foreveryone.

Moreover, an individuals value system maychange in the long run.

Also, the problem-owner does not evaluate asituation as such, but an imageof the problemsituation; differences in understanding of a

problem are easily caused by the personal viewthat is taken.All this sufficiently explains the relative nature of

problems.


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more desirable

A situation is only a problem if the

problem-owner wishes to, and can, dosomething about it, through a certainaction.

This implies that a situation must beconceivable that is more desirable than

the present one: the goal situation


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What is the problem?

The existing state must be defined, as well asthe problematic aspects that are experienced init.

This is also called the status quo.

It is, however, more important to investigatewhat causes the status quo, and how it willdevelop, if nothing is done.

Explanations have to be found for theproblematic facts, and predictions have to bemade as to how the problem is likely to develop.


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thinking of goals

Discontentment with a situation is not morethan a signal.

To solve a problem, situations which are moredesirable must be conceived of.

In a way, thinking of goals is in itself aproblem-solving process, as goals have to beconceived, and that entails difficult choices.

Nevertheless, something of a goal should begiven, preferably formulated as concretely aspossible.


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undesirable side-effects

For goals one thinks normally of the aspects which haveto be present in the new state.

However, often also certain things have to be avoided.

There is a strict rule which says: no effect without aside-effect.

Each technical intervention has unintentional, and oftenundesirable, side-effects, and thus the solution for aproblem might create new problems.

The undesirable side-effects should be identified andmade part of the problem definition.


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constraints

Each problem has controllable and uncontrollablevariables.

We can only control an undesired situation byintervening in the existing state.

But often we cannot or may not change everything. The means design is in many cases subject to

restrictions. So there may be certain constraints, within which a

solution has to be found.

These constraints are also part of the problem definition. For example: may a certain material or production

technique be used or not? The time, budget, and other means for solving the

problem are also constraints.


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problem definition

The activities leading to a problem

definition can be summarized as follows:(a) observing and describing,

(b) explaining and predicting, and(c) identifying and formulating goals and

objectives.


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A Problem Well Defined isa Problem Half Solved

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2004

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,,,

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The Innovation ProcessTHREE MAIN COMPONENTS and Six Specific Stages

Adapted from Creative Approaches to Problem Solving (1994) Isaksen, et al.

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Basic Steps in Problem Solving.

You decide you want to solve theproblem.

You get information about the problem.You need to understand the problem.

You find a solution.You implement the solution.

The Innovation Process is very similar but is fundamentally different from mostlinear single solution focused methods.

Innovative Project Management

Den Black - Creativations

(716) 689-6885

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Preparation of Design Problems Design problems are usually complex, in as

much as they have several goals, manyconstraints and an even greater number ofpossible solutions.

In designing a new product, you will betrying to satisfy the needs of a wide range of customers, exploit to the full the abilities of sales, marketing and

distribution channels,

fit in with existing manufacturing facilities andsuppliers and end up making a profit for the company.

Defining a design problem to take account of allof this takes a lot of preparation.

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Why is it a problem?

Exploring, expanding and defining a problemseeks answers to several questions.

Exactly what problem is it that you are trying tosolve?

Why is it a problem? Is it apart of a bigger or more general problem?

Would solving this more general problem also

solve the immediate problem? Is, therefore, the immediate problem the best

problem to be tackling?

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three key characteristics

What is the ideal solution to the problem? What is it about this solution that makes it ideal? Is this solution ideal only in particular

circumstances and if so, what are thesecircumstances?

The answers to these questions shouldestablish three key characteristics of theproblem:

1. the problem goal,2. the problem boundaries and3. the problem gap.

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problem definition

This exploration of the problem aims to reach asimple, concise and workable definition.

It should specify the problem goal sufficiently sothat you know when a solution has been found.

It should also allow potential solutions to be

compared and ranked according to how wellthey solve the problem.

The problem definition must also define the

problem boundaries. These define the limits of acceptability for

potential problem solutions.

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Product planning

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Product planning

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positioning of the companys

products

It proposes how that company plans to turn

product innovation into business success.

It describes the positioning of the companysproducts in the market and thereby determinesthe sort of new products the company seeks to

develop. In short, it sets the ground rules for product

innovation.

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Stimulus

product trigger()

(specified and

justified)

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Evidences for justification

the innovation strategy the design

specification Boeing or Chrysler would, understandably

require more evidence to justify theircommitment of billions of dollars todevelop their new product than StanleyTools would require for their commitmentof $150 000

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Manager and designer

Prove to me that the product is going to

succeed and I will approve its design,say

the company management.

Let me design the product and I willprove it will succeed, replies the designer.

The way out of it, set a targetspecification for the new product.

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different perspectives on

you may simply end upwith a solution looking for a problem. Bad

news for business! Baxtor1995 p. 159 2004

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(compact)

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1st levels of commitment (commitment)

They must specify what the product must achieve,

in business terms, to exploit that opportunity.

They must also present a financial justification forthe proposed investment in developing the newproduct.

The document containing these businessobjectives is called an opportunity specification.

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2nd levels of commitment Secondly, commitment must be made to a more

flexible specification of the specific technicalfeatures of the new product.

These technical features, regardless of how they

may be modified during product development,must always remain sufficiently focused toensure that the agreed business objectives are

met.

This technical description of product objectives

is called a

design specification

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It forces attention to be focused firmly on the

business objectives presented by the newproduct before getting carried away by howexciting the design opportunities are.

It can streamline decision-making. Seniormanagement content to approve the businessobjectives described in the opportunity

specification. then delegate responsibility for technicalities of

the design specification to the product

development team .. Baxtor1995 p. 163 2004

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Most importantly, it achieves a nice

balance between effective quality controland innovative freedom.

Provided the technical specification

remains faithful to the business objectives, it can be changed, if necessary, to take

account of new ideas which emergeduring the product design process

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The opportunity specification is prepared at the

very start of the product development process.

It makes the case to management that there isa viable business opportunity to be exploited,even though it is not yet known what designfeatures the new product will have.

Approval of this opportunity specification allows

concept design to be completed with the aim ofdeveloping a set of functional and stylingprinciples which exploit the specified opportunity.

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Once these design principles are

established, the product can be specifiedin more detail.

Specific design targets can sensibly beproduced now that it is known what typeof product is going to be developed.

In other words, the design specificationcan be written after concept design is

complete. Baxtor1995 p. 164 2004

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:

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core benefit proposition

The core benefit proposition should be a

simple common sense statement describingthe advantage the product will have relativeto others in the market.

It should be the sort of statement thatcustomers would understand, and may,indeed, form the main advertising line for

subsequent marketing of the product. Baxtor1995 p. 165 2004

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Given that the product has the advantage

specified in the core benefit proposition,

how does it compare in terms of other aspects of function,

in terms of price or in terms of appearance.

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It should be quite sufficient to relate to other

products on the market.

So, the new product will be better thancompetitor A, will include listed features from

competitors B, C and D, and, as we have saidabove, it will be priced no higher than the 75thpercentile of all competing products.

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Also, the opportunity specification does

not need to be a comprehensive list of allaspects of the new product.

It just needs to cover the key factors inmaking the product a commercial success.

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Opportunity justification The Justification of the core benefit Proposition

?

?

? ?

? Baxtor1995 p. 166 2004

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1. (variable costs)?

2. (fixed costs)?

3.

?

?

4. ??? ?

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Researching and analyzing

The guiding principle in all product planning isthat a product opportunity is satisfactory whenit confirms the commercially viability of theproduct and demonstrates consistency withthe companys product development strategy.

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significant business opportunity

A significant business opportunity exists only

when there is an identifiable difference betweeni) the demands and wishes of customers and

ii) the products offered by competitors.

This business opportunity can only be exploitedwhen the available technology allows a productto be made which satisfies the previouslyunsatisfied market demands.

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Product trigger: market pull

Market pull refers to the demand by the marketfor a product or product features not currentlyoffered by your company.

This market pull may be recognized in two ways.

Firstly, competing products may be edgingahead of your present products, creating amarket demand for you to enhance yourproducts in order to catch up.

Secondly, there may be market needs notcurrently satisfied by any existing product.

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Product trigger: technology push

Technology push refers to the availability of a

new technology creating an opportunity forproduct innovation.

This new technology could be a new material, a

new manufacturing process or a new designconcept.

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competing product analysis

It is usual to start analyzing competing productsbefore researching markets.

This can give the subsequent market research amuch clearer focus and allow more structuredand meaningful questions to be asked to

potential customers. To describe the variety of ways existing products

will compete with the proposed new products.

To identify or evaluate opportunity forinnovations. To set targets which the new product must meet

in order to compete effectively.

Baxtor1995 p. 170 2004

problems of competing product

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problems of competing product

analysis1. Deciding what constitutes a competing

product.2. Establishing what characteristics of

competing products to study.

3. Deciding what criteria to use to settargets for the new product.

Baxtor1995 p. 171 2004

1 what constitutes a competing

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1. what constitutes a competing

product Deciding what constitutes a competing

product is not be as straightforward as itmight seem

A Rolls Royce, for example, may safely beconcluded not to compete with a compact,economy car.

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where to draw the line

where to draw the line on competing productsshould be firmly based on market forces.

The choices customers face when making apurchasing decision will obviously depend upon

the range of products stocked in the target salesoutlets for your proposed new product.

These stocked competitors must, therefore, be

the focus for all competing products analysis.

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2.Judgment for characteristics

Judgment is also needed in deciding what

characteristics of competing products to study. What you want to know about competing

products obviously depends upon how you

see these products competing with yourproposed new product.

If the companys strategy is to produce basic,

low price products, then the price ofcompeting products and the design factorswhich determine their cost of manufacture

will be of greatest importance. Baxtor1995 p. 171 2004

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3. Setting targets

Setting targets, as described earlier, is the

main aim of product planning. In preparing an opportunity specification,

the type of targets you need to set are

those of relevance to the businessperformance of the proposed new product.

These generally amount to price andmeasures of product value

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Market needs research

Market needs research can be based on

four main sources of information:

In-house market intelligence Library research

Qualitative market surveys Quantitative market surveys.

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Ways of identifying

Technological opportunities can be identified infour ways, ranging from specific to general:

Competing products analysisCompeting product analysis is a good way tomake sure you do not fall behind your

competitorsBenchmarking

Benchmarking , explores leading edgetechnologies currently used in all marketsectors. This reveals the state-of-the-art, as itis currently used anywhere in manufacturing.

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Ways of identifying

Technology monitoring

Most emerging technologies are extensivelycovered in specialist exhibitions, conferences,magazines, journals and books.

Technology forecastingtries to anticipate future technological trends.Even in rapidly changing technologies, the

trends may be predictable and can be used toset targets for future new product developmentand to anticipate likely changes in competing

pressures

20080701-230-設計問題分析與商品機會分析

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