Dawgen Global Insights -April 2021 -June 2021 Edition

VOLUME 2 | ISSUE 12 |

DAWGEN GLOBAL INSIGHTS

APRIL - JUNE 2021

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PAG E S 28

INTRODUCTION TO OUR MONTHLY NEWSLETTER DAWGEN GLOBAL INSIGHTS Welcome to Dawgen Global and our April 2021 to May 2021 edition of our Monthly Newsletter-Dawgen Global Insights.

This Newsletter has been produced to provide you with an overview of our firm and the wide range of services offered

by Dawgen Global entities, whether audit, accounting, tax or advisory services.

Over the past 19 years, I can proudly say that Dawgen has significant experience and expertise that we draw upon,

day after day, helping our clients to progress. Our Monthly Newsletter will demonstrate the strength of our firm and the unique and innovative approach we engender.

This is communicated through client case studies on how our team have collaborated to help our clients succeed.

This issue of Dawgen Global Insights explores several

management tools and strategies including Green Tourism Strategy.

In this edition we also look at Lean Product Development.

Lean Product Development concept isn’t a new notion.

The practice has been around since the 1980s. An MIT study in the 1980s revealed that manufacturing practices in Japanese automakers were totally opposing to those of auto manufacturers in the rest of the world. approaches were referred to as “Lean” practices.

This

article

These

provides a detailed overview of the 3

fundamental questions that leadership should seek

answers to before embarking on the Lean Product Development journey.

I hope that you will find the information we provide in this Newsletter helpful.

Dawkins Brown

Executive Chairman Dawgen Global

table of

contents Lean Product Development Innovation

16 4

Green Tourism Strategy

Green Tourism Strategy

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DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

THIS ARTICLE OUTLINES THE STEPS

NECESSARY TO IMPLEMENT A SUSTAINABLE

GREEN TOURISM

STRATEGY

T

ourism is a key element in creating an

devising such a strategy is the uniqueness of each

impetus for financial growth across the

destination—in terms of culture, ecology, resources.

globe. The sector was providing jobs to

Therefore, each destination warrants a bespoke

around 260 million people and contributing to over

Tourism Strategy.

10% in global GDP, based on 2010 numbers. These numbers will grow in future.

However, these financial benefits do not occur without costs that have the potential to destroy popular destinations and disrupt tourism. These costs—or adverse effects—of travel involve massive carbon footprints produced by air travel,

This article outlines the 3 key phases of a sustainable Green Tourism Strategy: 1

Appraising Environmental Health

2

Plotting the Green Journey

3

Implementing the Green Strategy

changes in the clean environments due to human footprint, degradation of ecology, or climate change happening across the world in the form of unpredictable weather, mounting sea levels, or land turning into deserts.

The finite resources of tourist destinations require a holistic, sustainable strategy. The challenge to DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

A carefully and strategically crafted strategy is a must to attract and retain tourists and prevent environmental degradation.

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TOURISM CONTRIBUTES ENORMOUSLY TO THE ECONOMY WE NEED PROGRESSIVE POLICIES TO ENSURE PROTECTION AND ATTRACTIVENESS OF NATURAL RESOURCES Sustainable Tourism – Overview Tourism is a key element in creating an impetus for financial growth across the globe.

Climate change happening across the world—e.g.,

huge demand amongst

unpredictable weather,

the tourists than other

mounting sea levels, or land

destinations not thoughtful of

turning into deserts.

the local climate.

Educated tourists, today,

The sector was providing jobs to around 260 million people and contributing to over 10% in global GDP, based on 2010 numbers.

These numbers will grow in future.

However, these financial benefits do not occur without costs that

tourist destinations are in

book tours to green tourist destinations taking into

To curb tourism off these

account their efforts toward

adverse effects, there

reducing the carbon

is a need to sustain the ecosystem and environment.

Environmental-friendly

footprint, environmental protection, and waste management.

have the potential to destroy popular destinations and disrupt tourism. Costs—or adverse effects—of travel involve: Massive carbon footprints produced by air travel

A carefully and strategically crafted strategy is a must to attract and retain tourists

and prevent environmental degradation.

Changes in the clean environments due to human footprint Degradation—or obliteration—of ecology because of travel 6

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TOURISTS AND TOUR OPERATORS PREFER ENVIRONMENTALLYSUSTAINABLE TOURIST DESTINATIONS Sustainable Tourism – Key Elements A 2005 study by UK’s Devon County Council reveals that more than half of the survey participants were considerate of environment when booking their

travel, and were willing to pay more for green tourist destinations.

Tour operators now regularly rank destinations based on their green services and products, and demand higher green standards from tourist resorts.

However, still a large majority of resorts, hotels, and tourist destinations fall behind in terms of environmental sustainability, green standards, and services. Some are only hinging on marketing tactics, glossy brochures, and eco-friendly language. These destinations are

Developing a

comprehensive

sustainable Tourism Strategy entails

addressing 4 key

environmental issues: 1

Controlling Carbon

2

Biodiversity

3

Appropriate Waste

4

Water Conservation

only eying near-term gains, and are at a high risk for draining their resources, environmental degradation costing fortunes to repair, and losing a sizeable potential customer base.

Emission

Preservation

Disposal

Sustainable Tourism demands a carefully crafted strategy—with an objective to limit untoward environmental effects and reap economic benefits.

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CORE ENVIRONMENTAL ISSUES CAN BE RESOLVED BY HAVING PROPER STRUCTURES AND SYSTEMS TO REGULATE AND PROMOTE SUSTAINABILITY Sustainable Tourism – Structures & Systems For the preservation of environment, key issues like clean water, low carbon emission, protection of biodiversity, and waste reduction / disposal are all inter-reliant.

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These issues work together much like a system, where an inability to control one element impacts other elements.

For instance, if waste is not

Mitigation of these key environmental issues demands robust systems and structures to enable environmental protection. These systems and structures include:

treated, it emits hazardous gases

1

and chemicals that pollute water, which in turn affects biodiversity.

Regulations and Governance

Fuel is needed to treat waste, which adds to a place’s carbon imprint.

Environmental protection is an interconnected

system that warrants

comprehensive methods and structures to ensure its sustainability.

4

2

Stakeholder Participation

3

Funding and Financing

Capacity Building and Education

5

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

Marketing and Public Relations

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TOURIST SITES ARE VALUABLE BUT FINITE NATURAL RESOURCES IT REQUIRES A HOLISTIC APPROACH TO PROTECT AND SUSTAIN THEM FOR THE FUTURE

Green Tourism Strategy – Overview Environmental

Confronting these issues demand a coherent, sustainable Green

emission, biodiversity

The challenge to devising a green tourism strategy is the uniqueness

disposal, and water

Therefore, each destination warrants a bespoke tourism strategy.

issues—e.g. carbon

preservation, waste conservation—

commitment from all stakeholders.

of each destination—in terms of culture, ecology, resources.

A sustainable Green Tourism Strategy encompasses 3 key phases:

necessitate

prioritization and

Tourism Strategy.

1

2

3

Appraising

Plotting the Green

Implementing the

Environmental

Journey

Green Vision

Health

A robust Green Tourism strategy warrants a baseline analysis, outlining the destination’s goals, and prudent implementation.

Source: Destination: Green Tourism, Ringbeck, Booz&Co, 2010

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THE FIRST STEP TO A GREEN TOURISM STRATEGY ENTAILS CARRYING OUT A CAREFUL APPRAISAL OF THE EXISTING ENVIRONMENTAL HEALTH STATUS OF THE TOURIST LOCATION Green Tourism Strategy – Phase 1 PHASE Appraising Environmental Health

OVERVIEW This phase entails completing a thorough evaluation of the current ecological health status of the tourist destination, and its

DETAILS The concerned stakeholders should embark on assessing the baseline of the tourist destination’s ecosystem.

This should encompass benchmarking the site’s performance in comparison to global environmental best practices.

Defining what needs to be done in the near as well as long term (key initiatives), in the order of their importance for the destination.

strengths and weaknesses.

An environmental baseline assists in realizing the

issues to be dealt with

straightaway and in the future to enable Green Tourism.

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THE SECOND PHASE INVOLVES OUTLINING THE VISION AND OBJECTIVES FOR THE TOURIST DESTINATION Green Tourism Strategy – Phase 2 PHASE

technologies. These initiatives

to maintain their status of

suit locations with limited

being leaders in green tourism.

Plotting the Green Journey

funds.

These sites are always ready

OVERVIEW

“Radical measures”—meant

This phase entails defining the

financially sound and want

vision for Green Tourism, taking

for those destinations that are

to adopt cutting-edge technologies to safeguard their eco-friendly status.

into account the objectives to realize the vision.

DETAILS • The vision for Green Tourism enables the policymakers and stakeholders to plan and choose the most viable initiatives.

• Green Tourism initiatives fall into 2 main categories:

Tourist destinations can select

initiatives based mainly on their

individual financial circumstances.

“Preventive measures”—meant to inhibit or avert any damage to the surrounding ecosystem of the destination. These initiatives are aimed at finding and employing cost-effective solutions and technologies rather than using modern 12

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TO DEVELOP THE VISION FOR GREEN STRATEGY, STAKEHOLDERS AND POLICYMAKERS SHOULD CONDUCT A SCENARIO ANALYSIS ENGAGEMENT Green Tourism Strategy – Phase 2 (Scenario Analysis) Scenario Analysis is helpful for the leaders of the public—as well as private—sector in developing collaboration to come up with strategic scenarios to preserve the environmental health of the tourist destination.

Strategic scenario planning outline a list of choices regarding environmental benefits, potential results, and cost comparison. All the different scenarios should exhibit a tourist site’s distinct strong suits, resources, custom

Lack of investment in the preservation of natural assets and

not paying attention to their health for short-term gains wastes precious

natural resources.

requirements, challenges, stakeholders’ apprehensions, and ways to deal with them.

Each scenario should be evaluated for its commercial, environmental, and economic effects. Through Scenario Analysis, stakeholders and policymakers should investigate the following 3 dimensions of each scenario through relevant questions: 1

2

Environmental

Demand and

Impact

Customer Impact

3 Economical and Financial Impact DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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KEY QUESTIONS TO VALIDATE THE IMPACT OF EACH SCENARIO SHOULD FOCUS ON 3 DIMENSIONS Green Tourism Strategy – Phase 2 (Core Dimensions) Environmental Impact

1

• How will each scenario impact the components of environment?

• Where will the outcomes of the scenario take the tourist site in global tourism?

• Does the government and private entities meet pertinent local and global directives?

• Are they entitled to receive incentives?

2

Demand and Customer Impact

3

• Would realizing the desired

• The investment needed to

outcomes impact future tourism demand for the site?

• Potential impact of the initiative on the cost of tourism operators and on demand?

• The expected increase in revenue because of the initiative?

Economical and Financial Impact achieve the required results?

• What are the revenue or savings to be expected from the scenario?

• What are the scenario’s financial results against typical business operations?

• What will the impact of becoming a green tourist site be on tourism operators?

• Do tourism operators possess the skills to deal with this Transformation?

These questions assist in discerning the most viable scenario and

prioritizing environmental initiatives to preserve tourist assets.

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THIS PHASE WARRANTS METICULOUS IMPLEMENTATION OF THE STRATEGIC GREEN TOURISM ROADMAP TO PROJECT PRICELESS TOURISM ASSETS Green Tourism Strategy – Phase 3 PHASE Implementing the Green Vision

OVERVIEW Development of Vision, objectives and Scenario Planning of the Tourism Strategy warrants meticulous implementation.

DETAILS Development of vision, objectives and scenarios does not guarantee effective implementation of Green Tourism Strategy.

Leaders need to ensure that the vision is executed as scheduled, keeping in mind the financial and resource constraints.

The execution should commence by developing a sustainable strategic operational plan, encompassing: • Strategic projects • Investments required • Key execution steps The plan should be aligned with existing infrastructure and property development.

A project team should govern the execution of sustainability projects and

The project team should strive to get the stakeholders agreement

and rally them around the strategic Green Tourism initiative(s).

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Lean Product Development & Innovation

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WITH ROOTS FROM TOYOTA, LEAN IS NOW ADOPTED GLOBALLY THIS ARTICLE DELIBERATES ON THE CONCEPT OF LEAN PRODUCT DEVELOPMENT AND INNOVATION

O

rganizations are eager to understand Lean principles

1

and practices and their impact

insights do we need to develop regarding customers, products, and processes?

on enhancing creativity, reducing costs, and raising the quality bar. However,

In order to design better products, which critical

2

Which mediums, organizational knowledge, and

3

Which organizational structures and ways of doing

their approach to developing human

tools are required to develop these insights?

resources does not go beyond staffing the cream from the leading global educational institutes and sending their people to attend workshops. Companies usually spend more on acquiring latest manufacturing equipment or modern

businesses are ideally suited to develop these valuable insights and improving the expertise of developers?

collaboration tools than they do to

Other topics discussed include the Takt concept,

develop their greatest asset—their people.

creative Problem Solving, Testing Models, Gemba, and

Lean Product Development concept isn’t

the 5 phases of the Lean Product Development process.

a new notion. The practice has been around since the 1980s. An MIT study in the 1980s revealed that manufacturing practices in Japanese automakers were totally opposing to those of auto manufacturers in the rest of the world.

These approaches were referred to as “Lean” practices.

This article provides a detailed overview

By employing Lean Product

Development practices and developing key, organizations can improve

Innovation, enhance time to market, and reduce manufacturing costs.

of the 3 fundamental questions that leadership should seek answers to before embarking on the Lean Product Development journey: DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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IMPROVING PRODUCT DEVELOPMENT COMPETENCIES IS A CONCERN FOR MOST SENIOR LEADERS Lean Product Development – Overview Organizations are eager to understand Lean principles and practices and their impact on enhancing creativity, reducing costs, and raising the quality bar.

The approach most organizations take in

world. These approaches were referred to as

developing Human Resources does not go beyond

“Lean” practices.

staffing the cream of the crop from leading global educational institutes.

Talent Development to them is, typically, sending

• Research into manufacturing practices of Toyota has spread the knowledge about Lean Product Development globally.

their people to attend workshops and keeping up with employee annual training hours’ goals, and that’s about it. Companies usually spend more on acquiring latest manufacturing equipment or modern collaboration tools than they do to develop their greatest asset—their people.

• Research on manufacturing practices unequivocally suggests that it’s primarily the

Lean Product Development is a

process to enhance Product Design,

Manufacturing expertise, and Supply Chain productivity.

inspiration to adopt a culture of Continuous Improvement in people that results in operational excellence. This Continuous Improvement Culture has more significance than implementing Lean practices across all processes.

• The “Lean Product Development” concept isn’t a new notion. The practice has been

around since the 1980s. An MIT study in the 1980s revealed that manufacturing practices in Japanese automakers were totally opposing to those of auto manufacturers in the rest of the 18

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

THE HUMAN RESOURCES DEPARTMENT IS NOT THE ONLY FUNCTION ACCOUNTABLE FOR DEVELOPING ABLE PRODUCT DEVELOPERS In order to develop and deliver

Development

superior products, Lean Product

Questions

leadership can

work on building

Lean Product Fundamental

Organizational

Development focuses on enabling the developers build “personal dexterity” as the key

“personal dexterity” by finding answers to 3

fundamental questions: 1

element of success.

Lean necessitates

Lean concept is strikingly

and collaboration

that emphasizes on delegating

technical training

between developers, to facilitate each

developer in designing and developing

the designers’/ developers’

to develop regarding

customers, products, and processes?

2

Which mediums,

organizational knowledge, and tools are required to

capabilities to the Human

develop these insights?

Resources Department.

superior offerings.

products, which critical insights do we need

opposing to the philosophy the responsibility of developing

In order to design better

3

Which organizational

structures and ways of doing businesses are

Pondering over these critical questions and

answering them facilitates in creating a pool of skilled Product Designers and developers.

ideally suited to develop

these valuable insights and improving the expertise of developers?

Source: Why Learning Is Central Sustained Innovation, Balle, MIT Sloan Management Review, 2016

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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LEAN PRODUCT DEVELOPMENT STRIVES TO RESOLVE PROBLEMS WITH QUALITY OF CURRENT PRODUCTS AND IMPROVE FUTURE PRODUCTS Question 1 – Overview In order to design better products, which critical insights do we need to develop regarding customers, products, and processes? .

Lean Product Development emphasizes on developing a steady stream of products at an even pace—referred to as “Takt.” iPhone 1, iPhone 2, etc. are examples of a steady stream of products released at regular intervals in Apple’s iPhone value stream.

This type of Product Development is ahead of the industry’s pace of innovation.

Takt has evolved the way products are designed. An initial product is developed as a means to validate an idea. Products are progressed from the initial

EXAMPLE Toyota was amazed at the success of the initial model of Prius, as the intention behind the launch was to make a case for hybrid engines. The rationale was anything but to gain a substantial share of the auto market.

In subsequent models, Toyota aimed at reaching a mass market with the hybrid technology. Today, Prius has gained a significant market share and the hybrid engine is now part of sport utility vehicles and minivans.

product based on stakeholders’ feedback.

The objective of a value stream of products is to improve the current product offerings, inspire the existing customers to upgrade, and tempt potential customers to try the product.

The value enhancement through Takt aims at: • Fixing problems in existing products and creating offerings meeting the customer needs.

• Lowering manufacturing costs and improving quality.

• Leveraging supplier networks to tap opportunities.

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Lean Product Development identifies products as evolving value streams where every product release serves as an opportunity to gain insights into the market.

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

LEAN PRODUCT DEVELOPMENT EMPHASIZES THE IMPORTANCE OF “ACTION LEARNING”

Question 2 – Overview Which mediums, organizational knowledge, and tools are required to develop these insights?

Lean Product Development also underscores the importance of the medium through which developers should learn in order to create superior products.

Developers’ capabilities in technical Problem Solving and learning what the others are doing helps enhance the quality of each new release.

Development teams should have quick access to accumulating a thorough knowledge of the entire supply chain and the effect of their decisions on manufacturing. This assists in improving the efficiency of the developers.

Instead of learning and gaining knowledge through traditional ways, Lean Product Development encourages the developers to learn through Action Learning—the process where teams are continuously mentored and learn collectively on the job, coping with real-life issues.

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

EXAMPLE Manufacturing process standards are incorporated into the development process at Toyota early on. The Product Design is required to comply with the standards.

Toyota has same processes and workflows across multiple products that the process engineers at the company have identified, and developed topnotch standards based on their learning. This helps the designers know the designs they can create and those they cannot.

For new products needing additional manufacturing capabilities, Toyota deploys a premium team to help create complex manufacturing elements and standards for future reference.

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IN LEAN PRODUCT DEVELOPMENT, THE SOLUTION IS NOT FIXED UP FRONT TO PREVENT GETTING CAUGHT IN ANY HURDLES AFTERWARDS Question 2 – Standards Lean Product Development outlines from the outset the elements of a Product Design that are flexible and those that are fixed.

The Lean Product Development methodology

Standards let the developers know the design

affords the engineers the understanding of the

limitations and flexibilities.

boundaries that the design should abide by and the flexibilities they have in the process.

The engineers are trained to make these resolutions early in the Product Design process.

The fixed aspects of the Product Design are governed by standards. These standards are effective if grounded on past experience with similar products, having knowledge of the impact of prior similar decisions and the results of not following them.

The standards that govern the Lean Product Development include: • Design standards – to link parameter values to performance.

• Manufacturing standards – to identify existing manufacturing capabilities.

• Product Development Process standards – comprising quality or test criteria.

Standards enable the development team to: Promptly select optimum choices based on their experience from relevant past projects.

Standards allow the senior Product Designers to pass on their learning to the new team members to get them up to speed with effective design practices.

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LEAN PRODUCT DEVELOPMENT WARRANTS A PROBLEM

SOLVING ATTITUDE OF THE PRODUCT DESIGNERS AND DEVELOPERS Question 2 – Creative Problem Solving The flexible elements of Product Design necessitate the developers to think and apply innovative Problem Solving approaches, since there aren’t any standards that can guide these aspects of Product Development.

Innovative Problem

• Analyzing a number of options

Solving entails:

gives the designers a thorough

• Identifying and analyzing

issues before finalizing a

a variety of options simultaneously to test their feasibility, instead of implementing the first idea that sparks and then making countless revisions to improve it.

understanding of the design solution.

• This divergent-thinking approach motivates the developers to create different hypotheses about a problem,

The problem-solving mindset results in finding a workable solution as well as developing standards for future similar Product Designs.

Source: Why Learning Is Central Sustained Innovation, Balle, MIT Sloan Management Review, 2016

test them for their viability, and choose the best solution.

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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TESTING ALLOWS THE DEVELOPERS TO LEARN ABOUT A DESIGN’S PERFORMANCE LIMITS AND HOW IT PERFORMS OVER A RANGE OF PARAMETERS Question 2 – Testing Models Lean Product Development entails creation of models by the developers to depict what

they expect to create. These models include simulations, sketches, hypotheses, and 3-D models.

Quality testing models are

However, models are not reality.

integral for the timely creation of

Overreliance on models can

quality solutions. These models

cause issues. Designers and

offer enormous benefits to the

developers should ensure

design and development of

the following Lean Product

products, such as:

Development principles:

• Cardboard and tape models or

• Thoroughly assess the models

the ability to demonstrate the behavior of a design. However, employing Gemba—a Lean concept that refers to observing a design in its

simulations and testing them

for their prediction of the real

against standards through

world scenarios.

analytical modeling is critical for learning and development of developers.

• Models are useful to express new ideas and evaluate their feasibility.

• Models help analyze the

• Designs should be rigorously reviewed by experienced designers to spot weaknesses and to facilitate young developers’ learning.

• Computer simulations have

intended context—ensures the model encompasses all the important variables.

• Prototypes aid in understanding how the product may be created.

• The design should undergo physical testing early on to know if it satisfies the specifications.

viability of multiple ideas promptly.

A sole reliance on virtual visualizations often omit significant details that can make or break a product.

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THE SUCCESS OF DEVELOPING NEW PRODUCTS DEPENDS ON LEARNING, WHICH NECESSITATES

SUPPORTIVE STRUCTURES, BUSINESS MODELS AND TEAMWORK Question 3 – Overview Which organizational structures and ways of doing businesses are ideally suited to develop these valuable insights and improving the expertise of developers?

Leadership needs to set up organizational structures to maximize learning

Lean Product Development process consists of 5 distinct yet intersecting phases:

opportunities for the developers.

The foremost element of this structure is the development process

1

2

3

Phase 1 Concept phase

Phase 2 Preliminary Design phase

Phase 3 Detailed Design phase

itself.

Lean Product Development is not just strict observance of a meticulously described set of actions, it entails collaboration and knowledge enhancement.

4

5

Phase 4 Preproduction phase

Phase 5 Tooling and Prototype phase

Lean Development phases signify innovative Product Development concept based on learning—where the succeeding phase depends on the learning from the existing phase.

Source: Why Learning Is Central Sustained Innovation, Balle, MIT Sloan Management Review, 2016

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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THE CONCEPT PHASE ENTAILS DEFINITION OF THE VALUE PROPOSITION BY THE PROJECT OWNER OR CORE TEAM Question 3 – Phases (1 of 3)

1

Phase 1 Concept phase In the concept phase, the core team elaborates the static and flexible elements of the product, analyze customer requirements, comprehend technology limitations, and map the existing solutions.

This gives the developers a foundation to build the concepts of the product, which are then reviewed by the experts.

The team decides on the elements of the concept that agree to the standard and the elements that are flexible (where innovation is required).

The phase ends with a clearly outlined product concept, timeline, and resource plan that are acceptable to all stakeholders.

2 PHASE 2 Preliminary Design The 2nd stage involves studying the flexible elements of the product for alternatives and functional units establishing understanding on how to implement the concept.

The team comes up with multiple options for each subsystem, checks and retires weak concepts, tests compatibility with subsystems and with manufacturing abilities before finalizing a workable solution for improvement.

Thorough appreciation of the concept and alternatives by the developers curtails the number of design changes needed in subsequent phases.

The phase ends with a pragmatic

The study phase focuses on the flexible aspects of the product.

architectural plan for each subcomponent of the product and standards for solutions.

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DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

EXECUTION OF DETAILED DESIGNS IS INEFFICIENT IF THE INFO REQUIRED TO KILL (OR DEVELOP) AN IDEA CAN BE OBTAINED FROM A SIMPLE SKETCH OR MOCK-UP Question 3 – Phases (2 of 3)

3

Phase 3 Detailed Design phase The study phase should be utilized in a way to have all the necessary knowledge required to mature—or drop—an idea.

The detailed design phase and product simulations should be put on hold till this objective is

4

Phase 4 Preproduction phase This phase entails organizing manufacturing and supply chain processes to develop the new product.

The chief engineer is the product architect, responsible for signing off the technical dimensions and design

achieved.

of the product, and drives the new

The team should have alternate

to supply chain.

solution(s) to pursue if the new

product from design to manufacturing

ideas do not click.

The rest of the departments serve as

This phase involves applying

share knowledge, standards, and best

standards to facilitate superior designs, curtail the unknown, and effective collaboration

on-the-job learning centers—that practices to the Product Development team and new team members.

between teams.

The phase also involves extensive

Deployment of able resources

as multi-unit learning experiences

in all the phases of Product Development enables smooth execution of the process.

reviews of the product which serve to ensure that all the collaborating departments (e.g., engineering, marketing, manufacturing, and

The Preproduction phase demands robust organizational structures and teams to support learning.

purchasing) are in agreement on the fixed and flexible product features.

DAWGEN GLOBAL INSIGHTS I APRIL - JUNE 2021

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RAPID TOOLING AND PROTOTYPING ARE TECHNIQUES TO QUICKLY TEST THE VIABILITY OF AN IDEA FOR A DESIGN Question 3 – Phases (3 of 3)

5

Phase 5– Tooling and Prototype

This phase involves interacting

In such a scenario, Lean

or mold using Computer-Aided

with suppliers.

Product Development calls for

Design (CAD).

A team of chief engineers, establishing a project management office, and discrete departments isn’t common at most smaller organizations

assigning a chief engineer role in charge of the product vision, system architecture, and robust decision-making in line with the customer demands.

where people have to take care

Using tooling, product developers

of several different functions

can make multiple prototypes

simultaneously.

in a fraction of the time. They can create a model of the tool

The file can then be sent to a machine / printer to make the actual mold / tool to be used for producing prototypes.

Prototypes can be produced either by a subtractive process where a CNC machine cuts raw material to form the shape.

Prototypes can be developed by an additive process where a 3D printer builds up the shape from scratch.

Source: Two Types of Rapid Tooling for Prototyping, Pacific Research Labs, Inc.

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