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Product Development Workshop Turning technology into commercially viable products Stuart Kelly October 2010 #1 Turning technology into commercially viable products 1. What makes a product commercially viable? 2. Case study project #1 3.


  1. Product Development Workshop Turning technology into commercially viable products Stuart Kelly October 2010 #1

  2. Turning technology into commercially viable products… 1. What makes a product commercially viable? 2. Case study project #1 3. Developing a staged plan 4. Estimating timescales 5. Planning resources 6. Case study project #2 #2

  3. What makes a product commercially viable? ������������������������ ������������������������ ������������������������ ������������������������ ��������������������� ������������������� #3

  4. What makes a product commercially viable? #4

  5. What makes a product commercially viable? #5

  6. Planning a product design High volume injection- moulded consumable Thermo-electric cooling system Light pipe optical design Thermal and power Reliable docking mechanism management #6

  7. Planning a product design THINK ABOUT IT. PLAN IT. ASSESS CONCEPTS. COST IT. REVISIT PLAN. DESIGN IT. BUILD IT. TEST IT. REVISIT PLAN. DEVELOP IT. GET IT RIGHT. #7

  8. Planning a product design SUPPLY CHAIN MANAGEMENT PROJECT MANAGEMENT DESIGN RISK MANAGEMENT AND PRODUCT ROBUSTNESS REQUIREMENTS AND SPECIFICATION APPROVAL FOR SALE CONCEPT REVIEW DESIGN REVIEW DESIGN FREEZE GO / NO-GO MANUFACTURE / COMMERCIALISATION CONCEPTS CONCEPT FEASIBILITY DESIGN FEASIBILITY SYSTEM DESIGN DETAIL DESIGN FOR MANUFACTURE MANUFACTURE START-UP STEADY STATE MANUFACTURE SKETCHES RIGS TECHNOLOGY DEMONSTRATOR WORKING PROTOTYPES PRODUCT FOR SALE progress #8

  9. Case study #1: Enlightened Breast Awareness Breastlight is a new health and wellbeing product for women. It helps women notice changes in their breasts over time. The product works by shining a bright red light through the breast tissue. The light passes through the breast tissue and reveals dark areas where blood is present. It is therefore quite normal to see a pattern of veins, but if there is a dark cluster this is a potential abnormality that should be checked out. #9

  10. Breastlight Stage 1: Concept WHAT DOES THE PRODUCT LOOK LIKE AT THIS STAGE? WHO INFLUENCES THE DESIGN? Inventors End users Sales / marketing Product design team MAIN ACTIVITIES PROJECT MANAGEMENT TOOL Explore and develop the product concept Concept selection matrix Shortlist promising concepts Refine the business concept Define selection criteria Define the business model Rank each concept against each criteria Plan the organisation – in-house vs outsourced #10

  11. Breastlight Stage 2: Feasibility WHAT DOES THE PRODUCT LOOK LIKE AT THIS STAGE? WHO INFLUENCES THE DESIGN? Market research team End users Product design team Regulatory advice MAIN ACTIVITIES PROJECT MANAGEMENT TOOL Stress-test the business model Functional review Assess the product in “functional blocks” Market and user research Structured risk assessment of failure modes Risk assessments – product, safety and market Focus on interfaces between functions Proof of principle demonstrations Engineering models and prototypes #11

  12. Breastlight Stage 3: Design WHAT DOES THE PRODUCT LOOK LIKE AT THIS STAGE? WHO INFLUENCES THE DESIGN? Product design team End users Marketing Regulatory Key suppliers MAIN ACTIVITIES PROJECT MANAGEMENT TOOL Design and development engineering: Bill of materials database Electronic, mechanical, aesthetic, user-interface, Components, materials, suppliers, manufacturers, software, optical, thermal analysis, etc. costs, price breaks, minimum orders, equivalents, issue levels, etc. Make or buy decisions A special-purpose database is more flexible than Design verification testing Excel spreadsheets Engineering pilot #12

  13. Breastlight Stage 4: Manufacturing / Commercialisation WHAT DOES THE PRODUCT LOOK LIKE AT THIS STAGE? WHO INFLUENCES THE DESIGN? Supply chain Product design team Packaging and instructions design team Manufacturing team Sales / marketing MAIN ACTIVITIES PROJECT MANAGEMENT TOOL In-house or sub-contract decisions Supply chain risk assessment Always have a plan B Manufacturing pilot Include RoHS compliance checks Manufacturing inception and scalability Web sales, distribution, high street retail #13

  14. Developing a staged plan SUPPLY CHAIN MANAGEMENT PROJECT MANAGEMENT DESIGN RISK MANAGEMENT AND PRODUCT ROBUSTNESS REQUIREMENTS AND SPECIFICATION APPROVAL FOR SALE CONCEPT REVIEW DESIGN REVIEW DESIGN FREEZE GO / NO-GO MANUFACTURE / COMMERCIALISATION CONCEPTS CONCEPT FEASIBILITY DESIGN FEASIBILITY SYSTEM DESIGN DETAIL DESIGN FOR MANUFACTURE MANUFACTURE START-UP STEADY STATE MANUFACTURE SKETCHES RIGS TECHNOLOGY DEMONSTRATOR WORKING PROTOTYPES PRODUCT FOR SALE progress #14

  15. Developing a staged plan ����������������������� ������������������ ��������������������������������������������� ������������������������������ ����������������� �������������� ������������� ������������� ���������� �������� ����������� ������������� ����������������������������� �������������������� ������������������������ �������� ���� ����������������������� ������������������ ���������������� progress #15

  16. Breastlight design process, actual timescales 8 y 0 l 7 7 l 7 7 0 0 u 0 0 7 2 0 0 f 0 0 0 0 2 m y 2 2 0 2 l 2 y a u l v g i l r o J r e u g u p d N n J o A A e u r d J P n u f SUPPLY CHAIN MANAGEMENT PROJECT MANAGEMENT DESIGN RISK MANAGEMENT AND PRODUCT ROBUSTNESS REQUIREMENTS AND SPECIFICATION APPROVAL FOR SALE CONCEPT REVIEW DESIGN REVIEW DESIGN FREEZE GO / NO-GO CONCEPTS FEASIBILITY SYSTEM DESIGN DETAIL DESIGN FOR MANUFACTURE MANUFACTURE START-UP STEADY STATE MANUFACTURE EYE SAFETY SKETCHES BETA PROTOTYPES DVT PROOF OF PRINCIPLE RIGS ESTIMATED COSTS OBSERVATIONAL BETA DVT PRODUCT FOR SALE SCHEMATICS RESEARCH OBSERVATIONAL ARCHITECTURE RESEARCH – FORM COMPONENT SELECTION ID LANGUAGE #16

  17. Estimating timescales and resources ���������� ���������������� ���� !�"#�$ "$% �&'�() �* +&,'�( -� ���������������� �&� ������� ����������� ������ ������ ������ #17

  18. Estimating timescales and resources �"' .�&'/ +( * �������������� ���������������� �&� ������� ����������� ������ ������ ������ #18

  19. Case study #2: Rapid Drug Detection Saliva-based test for “drugs of misuse” For use at the roadside and in the workplace Dr Paul Henderson, Department of Chemistry, Heriot-Watt University #19

  20. Case study #2: Rapid Drug Detection #20

  21. Case study #2: Rapid Drug Detection Early research tools SLR Camera UV Light Viewing Cabinet #21

  22. Case study #2: Rapid Drug Detection Research test rig #22

  23. Case study #2: Rapid Drug Detection Technology demonstrator rig #23

  24. Case study #2: Rapid Drug Detection #24

  25. The bigger picture High volume injection- moulded consumable Thermo-electric cooling system Light pipe optical design Thermal and power Reliable docking mechanism management #25

  26. The bigger picture Blood, sweat + tears Government grants Expertise and experience Cash investment Employment, profit and economic benefit? #26

  27. Summary ������������������������ ������������������������ 1. It’s not just about the technology ������������������������ ������������������������ ��������������������� ������������������� 2. Know where you are in the design process 3. Remember who’s paying Employment, profit and economic benefit? #27

  28. Contact details email stuart.kelly@wide-blue.com visit www.wide-blue.com and follow wideblue_design on . #28

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