week 01 technology development
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Week 1
Technology Development
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The Technology DevelopmentProcess
The Stages of planning & conducting thestep-by-step procedures used to
- invent, create, explore,
- innovate, develop,
- integrate, evaluate & transfer
...technology into product or mfg.
process commercialization
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Developing Technology in aConcurrent Engineering Context
Use ofMulti-functional Teams Use of Structured Phases & Gates
Use ofIntegrated Business Management
Use of the principles of Total Quality Mgt.
Use of the principles ofProject Mgt.
Use of the principles of System Engineering
Use of modernBest Practices
Concurrent development of product technology
& supporting mfg. process technology
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Developing Platforms within theTechnology Development Process
The Technology development process is theproper place to develop Platforms
A Platform is a system of integrated technologies
that can be used to develop afamily of products A Platform should consist of robust & tunable
technologies
Platforms are developed toperform over a rangeof functional applicationbased on a well defined
dynamic input-output relationship
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Goals for Technology Development
Speed up tech. development cycle time Control tech. development costs
Develop quality into the technology Develop superiority into the technology
Reduce technological vulnerability
Insure the safe transfer of technology from
development to product commercialization
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Linking Technology Dev. to aBusiness Strategy & Product Plan
Strategic Integration of Business &Technology Planning:
- The Technology Roadmap
A Technology Roadmap is a documented forecastof customer needs, industry & technology trends
and visionary insight that characterizes the
future technology needs of the business
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The Technology Roadmap
Where is industry headed? Where is current patent activity headed?
What are the customers projecting as future
needs?
Where is the manufacturing process technology
that we depend upon to make our products
headed?
What are the future business dynamics that our
technology will have to support?
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The Technology Roadmap
What are the sources of variability in thebusiness environments in which we choose
to participate?
- Historical trends of variation
- Current trends of variation
- Future trends of variation
If we understand these sources of variation, we
can plan & develop flexible technologies that can
be tuned to react to business changes!
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Technology Roadmaps
Motorola has published how they define &deploy Technology Road Maps
There are 2 types of Road Maps
- Emerging Technology Road Maps
- Product Technology Road Maps
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Emerging TechnologyRoad Maps
Technology that is considered new & not yetcommercialized
This technology exists in a lab somewhere
Its commercial application is 3-8 years away
Prepared & up dated by a small committee of
technical experts
Used to evaluate internal capabilities, comparison
with competitors present & future capabilities &
to forecast theprogression of the technologies.
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Product Technology Road Maps
These Maps focus on specific Product EnablingTechnologies that currently exist
A compilation of information that provides a
comprehensive description of a Product Line- past, present & future
Used to encourage the use of structured tools &
best practices in the process ofPlanning,Managing & Developingcomplex systems of
integrated technologies.
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Product Technology Road Maps
Used to provide a rational basis & structurefor reviewing current product
commercialization activities
-Product Commercialization includes thedevelopment, design, manufacture &
distribution of a new product
Uses historic data to predict future product
requirements & priorities
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Results from a ProductTechnology Road Map
A Clear-cut, strategic Product Plan- documented, tracked & updated
based on the evolution of technologies
& markets in which you are participating
A working document that provides useful
information for product portfolio balancewithin the short & long term operation of a
business unit
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Product Technology Road Mapsat Motorola have 8 Sections
1. Description of the Business 2. A Technology Forecast to Focus R&D
3. A Technology Road Map Matrix
4. Quality
5. Allocation of Technology Dev. Resources
6. Patent Portfolio
7. Product Descriptions, Status Reports &
Summary Charts
8. Minority Reports
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1. Description of the Business
The Business Mission The Business Strategies
Business Market Share
Sales History & Sales Forecasts Product Life Cycle Curves (trends)
Product Plans
Experience Curve: a technique for using historical cost & pricedata with a marketing prediction of future volume to estimate futurecosts & prices
Knowledge of Competition
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2. Technology Forecast toFocus R&D Investments
Technology forecasts are constructed frompatent literature, published research papers,
patent disclosures, public forums &
seminars, competitive technologyassessments, etc. etc.
Forecasts are documented through the
creation of Technology Trend Charts
Documents feasible technological activities
(...but obviously not inventive surprises!!!)
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3. Technology Road Map Matrix
A summary matrix relating Product Plansagainst the Technology Forecast
-summarizes technological requirementsfor future products in a context of current
product directions & technology timing
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4. Quality
An evaluation of the impact new technologies willhave on the businesses quality goals...- e.g. robustness, reliability, functional capability
(Cp & Cpk), service & maintainability
The Focus is on developing quality into the newtechnology in support of cost, quality & cycle-time goals of new product families.
(...including their their supporting materialrequirements & manufacturing processes)
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5. Allocation of TechnologyDevelopment Resources
Structured & Disciplined Planningfor technologydevelopment -just as one does for product
development & mfg./production
Use of Project Management Best Practices- work breakdown structures & flow
- critical path identification & management
- projectized organizational structures
- Integrated Project Plans across the org.
Coordination of people with a business plan for
balancing technology growth through the proper
deployment & mgt. of technological resources
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6. Patent Portfolio
Develop patentable technology that is highlyproduceable/manufacturable
(avoid design for patentability)
Primary focus: creating revenue bearing patents Secondary focus: creating patents that are licensed
or traded
List of Patent Disclosures Competitive assessment of patent activities in your
strategic areas
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7. Product Descriptions,Summary Reports & Charts
Produced for each product in your portfolio- in an updateable format
Contents:
- project name - project manager
- project objective - key personnel
- actual vs. planned budget
- actual vs. planned staffing
- product idea document
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8. Minority Reports
Provision for the creation of a minoritypoint of view that can provide
management awareness of a valuable
product or process technology that is worthinvestigating.
Help for technology ideas that fell through
the cracks or lack an articulate advocate or
champion.
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Business Dynamics &Dynamic Technology
Products & manufacturing processes aresensitive to numerous sources of
variation
- External - Unit-to-Unit - Deterioration
Businesses are subject to similar sources of
variation
- we refer to these as noise factors
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Business Noise Factors
Business conditions change at varying rates overtime which may require the acceleration or
deceleration of technology development
Business trends force changes in the nature of themarket segment your technology has the capability
to support
Business noise has to be met with technology thathas the built-in capacity to rapidly adapt to
changing market conditions
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Business Noise Factors
External Business Noise: competition, fluctuatingcurrency exchange rates, economic down turns, political or
social turmoil...
Unit-to-Unit Business Noise: Internal Cost controlproblems, inconsistent performance, policies &
communication between departments, units, groups and
individuals; political behavior... (marketing vs. engineering!)
Deterioration Business Noise: aging technology,high turn-over of talent, aging capital equipment & poorly
trained human resources, outdated business processes...
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The Link to Dynamic Technology
Technology that is capable of helping abusiness become insensitive to business
noise factors.
- Robust & Tunable Technology
- Integrated Technologies:Platforms
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Concept Design in TechnologyDevelopment
Creativity & Technology Development The Development of New Technology to
Produce New Concepts
Re-Developing Existing Technology into
New Concepts (innovation)
Forming Concepts from Direct Re-Use ofExisting Technology (leveraging)
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The VOC in Technology Concepting
Disciplined communication betweenMarketing, Planning, Mfg. and the
Technology Development Organizations
Knowing your customer -get out there!
Gather & Understand the VOC in Teams
Marketing must understand your technicalcapability & limitations (no illusions!)
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Creativity vs. Productivityin Concept Design
Deploymentof Technology Roadmaps &the VOC
Invention vs. Innovation
Inherent/Generic Robustness
Tuneability by Design (Dynamic Tech.)
Platformability Product Families
Re-Usability
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Deployment of TechnologyRoadmaps & the VOC
Taking disciplined action based on the Road MapData - technology plans come after & are
dependent on product family plans
Recognition that business strategies, customerneeds & technology development must be
integrated
Technology development process has deliverablesthat are able to be assessed wrt business &
customer requirements (giving R&D a Context!!!)
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Invention vs. Innovation
Invention:basic phenomenologicaldiscovery, creation of new functions,
materials, devices or processes through
study & experimentation (basic research) Innovation:beginning or introducing
something new through rejuvenation,
refurbishment or reuse of existing
technology (applied research)
(may include buying existing technology)
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Inherent/Generic Robustnessof Technology
Inherent Robustness: technologies (parameters& functions) that are by their nature insensitive to
sources of variability that are associated with their
commercialization environment (mfg. & use)
Conceptual Robustness: technology concepts
that possess either inherent robustness or a
capacity to be made robust with relative ease (e.g.
additive physics & measurable fundamental
functions)
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Inherent/Generic Robustnessof Technology
Generic Noise Factors: General sources ofvariability that stimulate variation within the
functional responses (dependent variables)
associated with a set of candidate technological
building blocks (independent control parameters)
-generalimplies the type of noises that exist
across the mfg., supply chain & customer use
environments for the entire family of products the
technology is intended to serve
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Inherent/Generic Robustnessof Technology
Technology Subsystem Robustness: an aggregation oftechnological building blocks (controllable parameters)
that possess set points that leave the measured function of
the subsystem minimally sensitive to a generic set of noise
factors Technology System Robustness: a system of integrated,
robust subsystem technologies that has been balanced
across subsystem functions in the presence of system level
noise factors
This system is commonly called a Platform - if it can be
used to support the commercialization of a family of
products
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Tuneability by Design
Dynamic Technology is either a subsystem orsystem that is capable of being adjusted or tuned
to new application functions in the continuum of
planned product family requirements
Dynamic Technology is designedto be adjustable
Dynamic Technology is based on stable, well
documented physical principles that describe afunction that is active over a stable continuum that
is traceable to the VOC & the Technology Road
map
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Static vs. Dynamic Technology
Leveraging or re-usingexisting technology isoften astatic application with asingle product
target function with a focus on developing
robustness around that specific target.
Re-working/adaptingexisting technology can
focus on the creation of a dynamic multi-product
function with a focus on both robustness &
tuneability
New technology development should always be
treated as a dynamic application (Platform)
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Static Technology
The term Static refers to technology that has beendeveloped to hit a specific target value
- little thought given to future tuning or adjusting
requirements (poor family planning)
- experimentation is temporally structured to
hit a target&, if time permits, focus is shifted on
reducing variability about that specific target- classic research mentality where technological work is
linked to patents - not Platforms or Product Families
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Dynamic Technology
The term Dynamic refers to technology that hasbeen developed to hit a range of target values
- significant thought is dedicated to the creation of future
adjustability to meet family product plans
- experimentation is temporally structured to
generate a tunable function& to simultaneously focus
on reducing variability about a range of targets- modern research mentality where technological work is
linked to patentable technology that yieldsPlatforms &
rapidly commercializable Product Families
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Platformability
Platforms allow a business to planefficiently for short & long term product
line strategies
Platforms are built on dynamic technologythat is matched to the nature of the Business
Dynamics (noises) & VOC requirements
that are inherent in the market segments
targeted by the Product Family Plan
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Product Families
Families of products allow businesses to capturerevenues efficiently within the market segments
they choose to serve
Efficiency comes from re-use of robust & tunabletechnologies as the product line is systematically
commercialized over time
Commercialization Cycle-time is greatly reducedwhen technology does not have to be re-developed
every time a new product is developed
(much preferred over parallel tech./prod. dev. paths)
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Subsequent Concept Designin Product Development
Product Families are Pre-Defined Product Design Specifications are in hand
Product System Architecture is Defined
Product Tunability comes from technology
Technology Robustness is still generic -
needs more for specific product application Specific Product Design Benchmarking
(tune to what value for competitive performance?)
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Technology vs. Product Streams
Technology Development produces technologies that are
available to be transferred into the stream of product
developmentPhase 1:
Integrate VOC, Business
& Tech. Rqts. To focus
Invention & Innovation
Phase 2:
Generate Concepts to fulfill Functions.
Model Parametric Relationships &
Select Superior Concepts
Phase 3:
Transform Superior Concepts into
Robust & Tuneable Designs using
Generic Noise Factors
Phase 4:
Integrate Robust & Tuneable Designs
into Balanced Platforms that are safe to
transfer into Product Commercialization
Technology Development
Process
Product Development
Process
The
Impermeable
Membrane
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Concept Design in the Dev. OfMfg. Processes
Creation ofNew Manufacturing Technology Adapting/Improving an Existing
Manufacturing. Process
Developing Tunable Mfg Processes
DevelopingRobustMfg Processes
Developing Capable Mfg Processes Goal is reduced variation & tunability to
supportproduct design robustness & Cp
Di i P i t
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1. How would your company develop a technology road map with
regard to product and manufacturing technology?
2. What impact does technology development have on yourcompanys ability to get products to the market?
3. Are the lines of communication open & active between yourbusiness strategists, in-bound market, product planning and
technology development personnel?
4. Do they have an integrated product family plan?
5. What is your role in technology development in your company or
career?
Discussion Points
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The Phases & Gates ofTechnology Development
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The Phases & Gates Process inTechnology Development
StructuredTechnology Development Matching Customer Needs to the Creation,
Development & Integration of a Portfolio of
New & Existing Technologies
Proving the Safety & Maturity of
Technology Prior to Commercialization
The Technology Transfer Process
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Wh i Ph ?
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What is a Phase? A Phase is a structured period of time in which to
complete specific deliverables
Used to plan, define, facilitate, conduct & constrain
appropriate development activities
Deliverables are accomplished through Best Practices that
enable the workforce to efficiently work in a team context
to achieve their goals
Phases are organized & constrained by the overarching
Technology Development Process & its deliverables
h i
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What is a Gate? Provides discipline in phase transitions and risk
management
Transitions where technical knowledge is reviewed &
aligned with business plans, budgets & product line
strategies.
Management reviews the facts & aids efficient progression
into the next phase (or stops dev.)
Goal is to assure safe & maturing technology is integrated
with VOC & product family strategy
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Gate Stakeholders
Product Planning Manager (inbound mktg.) Technology Development Manager
Product Design Manager
Mfg. Manager
Sales Manager (outbound mktg.)
Service/Support Manager
Leadership & Representation at Gate
Reviews is Critical
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Flexibility & Overlap betweenPhases & Gates
Phases are rarely discrete - typically theyfollow a continuum with one phase ramping
down while the subsequent phase ramps up
A few activities may be lagging & go oninto the next phase - this is to be expected
but must be carefully managed.
Gates tend to be more discrete with risk
management focusing on lagging activities
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Managerial Discipline in the Context of
Technology Performance Facts,Capability & Capacity Limits
The True-Truth is in theData- Facts about predictd vs. measured functions- Facts about mean performance
- Facts about variance under nominal
conditions (including meter/expt. error)
- Facts about variance in the presence of stressful
noise factors
- Facts about limits of modeling assumptions &
accuracy vs. real limits of measured performance
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Peer Reviews
Peer Reviews should be done at thebeginning & end of each Phase
Collaboration & Communication between
Basic Research Teams, TechnologyDevelopment Teams (Prod. & Mfg.) &
Product Commercialization Teams
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Technology Development ProcessLinkage
Use of the right Best Practices, in the right
Sequence, at the right Time during the Business
Cycle
Best Practices are composed from two elements
- Domain Knowledge
- Process Knowledge
Domain Knowledge is sequenced & timed by
Process Knowledge
Synthesis & Integration of Software, Hardware &
Materials technologies require discipline
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Proving the Safety & Maturity ofTechnology Prior to Commercialization
What is Safe Technology? What is Mature Technology?
When & How to say NO
When & How to say GO
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Safe Technology
Technology that has been developed fromknown laws of physics that have been
identified, understood, modeled & proven to
induce stable, well behaved, measurable &repeatable performance.
Interactions (co-dependencies between
control factors that effect the response) aredefined & engineeredfor harmony &
additivity wrt measured functional response.
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Mature Technology
Safe technology that has additionally beenmadeRobust(insensitive) to a generic set of
noise factors that are inherent to the ensuing
product family. Robust Technology that as been
intentionally developed to be Tunable so it
can support product familyfunctionalranges.
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6 Sigma Quality inTechnology Development
Three major issues
1. Generate specifications required for
functional performance
2.Identification of Critical Functional
Responses that fulfill the specified
performance in subsystem technologies
3.Measurement of Critical functional
Responses (Means & Std. Deviations)
Specify Required
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p y q
Functional Performance Determine the target values & range of applications
for the candidate technologies Develop upper & lower performance specifications
for each target across the tune-able range defined
by the family product plan
Capability
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Identification of CriticalFunctional Responses (CFRs)
Identify the measurable responses associated with
the fundamental physical actions, transformations
& flows of energy, material & information within
and between each subsystem within a platform
USL & LSL are the Voice Of the Customerbased
limits (tolerances) of the measured response
s is the Voice Of the Process as measured in
terms of a sample std. dev. of the CFRs
Measurement of Critical Functional Responses
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(CFRs)
Define transducers, instrumentation & computer-aided data
acquisition systems that will be used to measure critical functional responses
store the data
prepare data for analysis
Assure measurement system capability Cp => 2 and
Gage R&R*
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The 4 Phases ofTechnology Development
TD1: Invention, Investigation & Innovation, & Phenomenological
Research Linked to Product portfolio strategy
TD2: Definition, Stabilization & Additivity of Functional
Parameters
TD3: Robustness of Subsystem Functions
TD4. Integration & Transfer of Robust & Tunable Platforms
Technology Development
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Phase 1 Align VOC wrt to Business Strategies & Technology Translate
VOC into Technology Houses of Quality
Invention (creation of technologies)
Phenomenological Research Linked to Product portfolio Strategy
Broad Investigation, Tech. Benchmarking & Innovation (R&D ofexisting technologies)
Conduct Technology Concept Generation
Quantify the Investment Opportunities (NPV)
VOC-voice of the customer, NPV-net present value
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Phase 1 Best Practices
Technology Road Mapping
Technology Benchmarking
Long Term VOC Gathering/Processing
Enhanced QFD
Partnering Process & Strategy
Outsourcing Process & Strategy
Brainstorming/Invention/Innovation Processes
Project Mgt.
TRIZ
QFD-quality function deployment, TRIZ-the theory of inventive thinking/problem solving
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Phase 1 Deliverables
Technology Road Maps
- Documented VOC & Business
requirements to drive technology dev.
- Benchmarking Reports
Invention Portfolio (existing)
Re-Use & Leveraging Portfolio (internal/external)
Technology Houses of Quality(Technology Requirements Documents)
Technology Concepts (Subsystems & Platforms)
Technology Development
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Phase 2 Concept Generation, Evaluation & Selection
Definition ofFunctional Parameters
Stabilization ofFunctional Relationships (modeling)
Development of inherent robustness and independence of
parameter contributions to Physical Functions
Basic Produceability & Ease of Commercialization (design for
everything DFxMfg., Assy. Service, Maint., Environ., ...)
Superior Technology Concept Selection
Initiation of Critical Parameter Management (6 Sigma)- Critical Functional Responses
- Critical Functional Parameters
Phase 2 Best Practices
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First Principles Scientific Research & Analysis
Functional Analysis & Decomposition
Competitive Technology Functional Analysis
Additivity Analysis
Computer-aided Engineering Analysis & Modeling
Empirical Modeling (Classical DOE, Regression & RSM)
Brainstorming Processes
TRIZ
DF(x) Principles
Pugh Concept Generation & Selection Process
DOE-design of experiments, RSM-response surface methods
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Phase 2 Deliverables
Full Portfolio of Technology Concepts Documented...
General Analytical & Empirical Models:(Parametric Equations including interactions)
Additivity Analysis:(independence of parameter main effects to
function
Commercialization Analysis Report: (design for X issues
documented for feasibility & cost)
Superior Concepts Documented
Critical Parameters & Functional Responses (incl. metrology
systems) Documented
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Technology DevelopmentPhase 3
Robustness of Subsystem Functions...
- Failure Mode & Effects Analysis
- Generic Noise Diagramming- Dynamic Robustness Optimization
- Optimize Ideal Function
- Stress Testing
- Critical Parameter Sensitivity Analysis
- Technology Refinement
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Phase 3 Deliverables
Engineering Analysis Report:
Dynamic Ideal Functions
Failure Modes, Effects Analysis
Generic Set of Stressful Noise Factors Mean & Std. Deviation
Optimum Nominal Set points & Dynamic
Adjustment Range
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Technology DevelopmentPhase 4
Development & Transfer of Robust &
Tuneable Platforms...Integration & Evaluation of Robust &
Tuneable Subsystems
Balancing System Performance in the
presence of generic stressful noises
Transfer of Robust & Tuneable Platforms
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Phase 4 Best Practices
System Stress Testing/Robustness Optimization
Tolerance Design & Estimation (Mfg. Assess.)
Parameter Balancing & Refinement for Integrated
System Performance Statistical Process Control/Cp Assessment
Reliability Prediction/Estimation
Cost Estimation Risk/Benefit Analysis (Transferability)
Critical Parameter Management
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Phase 4 Deliverables
Patent Documentation
Commercialization Cost & Personnel Estimates
Platform & Subsystem Critical Parameter
Drawings & Specifications Risk Assessment
Key Supply Chain Elements
Regulatory, Safety & Environment Assessment
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Technology Transfer
Safe & Mature Technology moved to product
development Team
Appropriate Personnel move with technology
Knowledge is documented & transferred
Data are summarized & transferred
Hardware/Electronics/Software is transferred Instrumentation/Metrology Systems
Discussion Points
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How does your company apply phases & gates to
technology development?
What is your opinion of this structured approach to a
typically loosely controlled process?
What are the downsides of practicing technology
development in this way, e.g platforms/tunable tech.?
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