The infrastructure of the organization must have the
capability to incorporate producibility into the decision process for the
design and development of new products. Producibility must be in the forefront
of management decisions to pursue new products, introduce product
modifications, and support existing products. It is the management commitment
described in 1.1
that sets the tone for the enterprise's emphasis on producibility in the new
product introduction strategy.
Preliminary assessment of a potential product is the
initial process of translating customer needs into initial product concepts. An
IPPD approach should be implemented at this early stage. It is this attention to
producibility at the earliest conceptual stage that has the largest influence on
the eventual producibility and profitability of a product. Attention at this
stage can also result in more rapid transition from product concept to final
design. Of course, producibility is not the only consideration in decisions on
initial product concepts. This is the time that market analyses, risk analyses,
and organizational capability analyses are critical factors. A company must do
everything it can to make sure that its products deliver an appropriate
return-on-investment. The risks must be understood, and adequate resources must
From a producibility perspective, this strategy should
include consideration of insertion of newer technology after product
introduction; obsolescence of parts and sub-systems; the need for, and ease
of, post production support for the product; and the use of
commercial-off-the-shelf components and technologies in lieu of additional
technology development. As noted in 1.6 , use of
commercial best practices in the introduction of new products includes an
attempt to utilize only technology that is sufficiently mature. That is, to
only use technology that has already been demonstrated in the environment in
which it will be used and for which mature manufacturing processes have been
demonstrated on the factory floor. Step 2
important tools and techniques that should be used to understand current process
capabilities and to predict future capabilities.
With a management commitment to producibility, the
enterprise will be driven toward a new product strategy that incorporates
producibility. The emphasis of the organization will be on developing the
ability to include producibility aspects in every evaluation of potential new
products. The relationship between this new corporate infrastructure and
customers and key suppliers will permit more open communication of the
opportunities and risks. This new infrastructure must be capable of supporting
decision making processes that synergistically apply to all functional areas in
the planning, manufacture, distribution, and implementation of new products and
their subsequent impact on the entire organization.
Case Study 10 in Appendix D highlights the importance of
incorporating producibility into an organization's new product introduction
The ability to forecast the producibility of a new
product is important in determining that product's success and a company's
continued profitability. Benefits include reduced transition time, reduced
implementation costs, and maintainable schedule commitments.
Staff: Management must be committed to the execution of this strategy and
must provide the resources and support required to implement it. Support for
the understanding of process capabilities (see 2.1)
and the identification of future process capabilities (see 2.2
) is critical.
members of the IPT should be exposed to the precepts of this strategy and must
be made aware of the enterprise's current and projected capabilities based on
the activities presented in Step 2 .
The primary mechanism for incorporating producibility
into a company's new product introduction strategy is the implementation of an
IPPD process at the earliest stages of the product conceptualization. At every
point in the development process, the maturity of manufacturing processes must
be weighed against performance, cost, and other decision criteria. The process
capabilities of the enterprise and its suppliers that are determined as part
of Step 2 are
critical for the effective implementation of this producibility system
element. At the earliest stages of development, estimates of producibility are
made based on similar technologies and products. These estimates become the
basis for the producibility aspect of product evaluation. If a decision is
made to proceed to product design, specific data is accumulated, whenever
possible, to support further producibility assessments. This focus on
producibility is critical to all phases of the product cycle. In particular,
it must be a primary aspect of the trade studies conducted during the
preliminary and detailed design phases (see 3.3
- Dedicate funding for personnel, resources, and
equipment to address producibility.
- Include manufacturing personnel on product development
teams from the start.
- Identify manufacturing processes for new product
- Assess process maturity and capability and use as a
criteria for product concept selection.
- As appropriate, establish manufacturing development
projects to provide estimated development costs, estimated capital costs,
schedules, and risk levels.
- As appropriate, demonstrate process feasibility and
identify equipment requirements, equipment costs, and risk levels.
- Identify manufacturing procedures needed to provide a