Product development process

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The product development process ( PDP ) describes the workflow from the idea for a new product to its manufacture and sale. The term is based on the concept of business process management and is mainly used in the field of automobile production.

Upstream of the PEP are basic and applied research ; downstream is the product disposal process .

Sub-processes

The sub-processes or phases of the PDP can be understood differently.

Extended product development process

This explanatory approach is based on the assumption that the product creation process is divided into the three sub-processes product development in the broader sense, production planning and production. An extension is made so that service and maintenance are also integrated.

The individual sub-processes include the following process steps:

  • The product development does not consider any market aspects apart from innovation . In particular, it includes product planning, product development in the narrower sense and construction activities.
  • In production planning, the activities for start-up control up to the start of series production are to be understood. The product properties are of particular importance for planning.
  • The product properties initially only defined as models in development are then converted into material properties in production. In this approach, production includes the pilot series, production ramp-up and series phases.
  • Due to the increased responsibility for the recycling or disposal of a product, this aspect has become more important in the product definition.

Further approaches

3-cycle model

Building on the extended PEP, the PEP can be divided into three phases, which in turn can be run through several times in loops. The first phase is called strategic product planning and serves to define promising product concepts. Promising here means technically feasible, economically producible and fitting into the corporate strategy. The individual phases can run in parallel.

The second sub-process comprises the actual product development . A concrete design is developed from the concept and, if necessary, supplemented with electronic components and software. The result is a fully functional prototype and a manufacturing concept.

In the third sub-process, the so-called process development , the production planning , the construction of the production infrastructure , the start of series production and finally series production take place . The manufacturing steps are specified and the necessary manufacturing equipment is provided and prepared for production.

Product definition process (PDP) in the PEP and PP

Product development process.jpg

The figure shows how the product process , product definition process (PDP) and product creation process are related. The entire process from determining market requirements to product control is the product process (PP) . It starts with the product definition process . The PDP is the phase from the determination of the customer needs on the market side, the formulation of product ideas, their preselection, storage, filtering and conversion into product proposals and finally specification sheets. The already defined product development process begins with the PEP milestone (in the example T1), but the product definition phase has not yet been completed. The step from the requirement specification to the functional specification to the PEP milestone (here T2) for the development order is also part of the PDP, so that the processes around this area overlap or merge. Special care is taken to ensure that the interfaces of the processes interlock harmoniously.

Life cycle-oriented approaches

There are also approaches that consider the product life cycle . In these approaches, further phase-interdependent decisions are taken into account based on the product life cycle.

Industry-specific approaches

There are also other models for describing the PEP, especially in sectors other than the automotive industry:

Control concepts

Due to the high complexity of modern product development projects, milestones are often defined. The milestones divide the overall process into sub-processes. The achievement of the next sub-step depends on the achievement of previously defined criteria. In this context, the term "gateways" is often used. A visualization can be carried out via "traffic light switching", whereby the need for action can be indicated in the event of deviations from the target state.

Further control concepts according to Horst Wildemann are the interface analysis and the maturity assessment.

Forms of expression

Simultaneous engineering

In simultaneous engineering, an efficient design of the PEP is achieved through parallelization. In particular, this creates potential for time savings. The main challenges for such a design are an increased exchange of information and special project management skills. The processes run across functions. So work z. B. Employees from development together with employees from production planning.

Digital product creation

With the increasing digitization of the tools and methods of the PDP, the physical prototypes are largely being replaced by digital prototypes. Digital process support is also an essential part of this approach. Classic ERP systems only provide limited help in integrating the product creation into a generic process of the product life cycle. It is therefore proposed to consider the information sovereignty over which the respective software has the sovereignty, instead of the software process. Information sovereignty means responsibility for completeness and correctness of the application.

The digital product creation can be viewed in two different ways:

  • Computer-aided product creation with a physical end product. This approach can be largely equated with computer-integrated manufacturing (CIM).
  • The digital factory is the end-to-end IT support and mapping of the PEP. This approach is intensively investigated and used in the automotive industry in particular.

Sources and literature

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  1. ↑ WJ Ohms: Management of the product development process: action-oriented success factor research in the context of an empirical study in the electronics industry. Diss. Univ. Augsburg. Munich 2000.
  2. ↑ U. Bracht: Approaches and methods of the digital factory. Clausthal OJ, p. 3.
  3. ^ J. Risse: Time-to-Market Management in the Automotive Industry. OJ, p. 4.
  4. ↑ H. Baumgarten, J. Risse: Shortening the time-to-market, logistics-based management of the product development process. OJ, p. 2.
  5. ↑ J. Schöttner: Product data management - workbench for the digital product. 2000, p. 1.
  6. ^ Hans Siegwart: Product development in the industrial enterprise. Haupt, Berlin / Stuttgart 1974, ISBN 978-3-258-01271-1 , p. 78.
  7. ↑ K. Ehrlenspiel: Integrated product development: thought processes, use of methods, cooperation. 2., revised. Edition. Munich 2003, p. 226.
  8. ^ A b H. Corsten: Time management on the basis of simultaneous engineering. In: H. Corsten (Hrsg.): Writings on production management. Chair for Production Management. No. 15. Kaiserslautern 1997, p. 24f.
  9. ↑ K. Ehrlenspiel: Integrated product development: thought processes, use of methods, cooperation. 2., revised. Edition. Munich 2003, p. 146.
  10. ↑ K. Ehrlenspiel: Integrated product development: thought processes, use of methods, cooperation. 2., revised. Edition. Munich 2003, p. 146f.
  11. ^ J. Gausemeier, P. Ebbesmeyer, F. Kallmeyer: Product innovation: strategic planning and development of the products of tomorrow. Munich 2001, p. 44f.
  12. ^ KJ Zink, DB Eberhard: Lifecycle Oriented Product Management and Integration of Human Factors. In: ISSA Research Section (Ed.): Integration of the human factor in the planning of work systems: Basis for a successful company. International Colloquium. Nice, France, 1-3 Mars, 2006.
  13. ↑ A. Spillner: The W model - testing as a parallel process to the software development process TAV 16 meeting of the GI specialist group "Test, Analysis and Verification of Software", Elmshorn, 15.-16. February. 2001, p. 1.
  14. ↑ a b c D. W. Unger: Product Development Process Design: Improving Development Response to Market, Technical, and Regulatory Risks. Diss. MIT, Boston 2003. (online) ( Memento from June 12, 2004 in the Internet Archive )
  15. ↑ F.-L. Krause, T. Tang, U. Ahle: System developments for integrated virtual product creation. In: Information processing in construction '99 - Acceleration of product development through EDM / PDM and feature technology: Conference Munich, 19./20. October, 1999. In: VDI reports. 1497, Düsseldorf 1999, p. 83.
  16. ↑ a b H. Wildemann: Instruments for start-up optimization in complex value chains. In: ZWF. Vol. 99, No. 9, 2004, pp. 458f.
  17. ↑ R. Reichwald: Development times as a competitive factor for the long-term success of an industrial company. In: R. Reichwald, HJ Schmelzer: Lead times in development: Practice of industrial R&D management. Munich 1990, p. 20.
  18. ↑ M. Hoffmann: Integrative construction system for cooperative, distributed product development in multimedia construction conferences: A contribution to simultaneous engineering. Diss. Technical Univ. Berlin. Düsseldorf 2000, p. 45.
  19. ↑ E. Frieling , P. Gall, D. Hennings: Need-based design of information and CAD data flows in product development process chains. In: Progress Reports. VDI series 20, no.133, Düsseldorf 1994, p. 10.
  20. ↑ Guido Lange: The key to a successful product: The product development process (PEP).
  21. ↑ B. Krenzel: Integration of computer simulation in the planning and design of work organization within the framework of factory planning. Diss. Otto-von-Guericke-Univ. Magdeburg 1995, p. 9.
  22. ↑ H. Wildemann: Introductory strategies for computer-integrated production. Munich 1990, p. 27.
  23. ↑ J. Gausemeier, U. Lindemann, G. Reinhart, H.-P. Wiendahl: Cooperative product engineering: A new self-image of the engineering work. In: J. Gausemeier (Ed.): HNI publishing series. Volume 79, Paderborn 2000, pp. 89f.
  24. ↑ The industry before the next revolution. In: Automobile Industry. No. 7/8, 2003, p. 39f.

Further literature

  • H.-J. Bullinger, A. Bröcker, F. Wagner: The distributed product development in connection with DMU, ​​VR and EDMS. In: Information processing in construction '99 - Acceleration of product development through EDM / PDM and feature technology: Conference Munich, 19./20. October, 1999. In: VDI reports. 1497, Düsseldorf 1999, pp. 3-24.
  • D. Schacher: Processes and virtual techniques in a global company. In: Virtual product development in vehicle technology: Conference Berlin, September 9th and 19th, 1999. In: VDI reports. 1489, Berlin 1999.
  • H. Ziegler: Virtual Reality: New tools for dealing with digital prototypes. In: Virtual product development in vehicle technology: Conference Berlin, September 9th and 19th, 1999. In: VDI reports. 1489, Berlin 1999.
  • Arno Langbehn : Praxishandbuch Produktentwicklung . Campus Verlag, Frankfurt / New York 2010, ISBN 978-3-593-39201-1 .