week 01 technology development

7/24/2019 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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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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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


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



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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)



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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



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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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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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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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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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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.?