New Product design and

development Of Finisar (M)

Sdn Bhd
1.
2.
3.

Group Member
Nyanapriyaa
818934
Goh Chaun Meng
818010
Chai Meei Tyng
818219

What is Product Design and Development ?

Product development is a set of activities starting with the perception of a
market opportunity and ending with the sale of a product.
Product design is one of the aspects of the development process: Engineering designs specifies how the technical systems will work.
Industrial design specifies the aesthetics, ergonomics, and user
interface.
Other development activities include marketing and manufacturing .
Success of the product typically depends on the success of all three
development activities.

Successful Product Development

Marketing
(pre-design) Identification of market opportunities
(pre-design) Identification of customer needs
(pre-design) Identification of target pricing
(post-design) Promotion of a product
Design

Product quality

Product cost (includes development cost)

Development time

Development capability
Manufacturing
Production system
Supply chain

INTRODUCTION
Engineering design and product development are the sources of competitive
advantage for companies facing increasing competitive pressures in local and
overseas markets.
It contributes to our understanding on the influence of the companys context of the
processes in engineering design and product development.
This study concentrates on
The processes of product development of Finisar (M).
Role of the engineering design function and its relationship with other aspects of
the manufacturing operation.

Problem Statements
Obsolete models engineering design process and product development in
Finisar.
Undefined Finisars specific features of the engineering design as well
as product development process in Finisar and the project context.
.Undefined practices is being implemented by Finisar and the
constraints that may impede their adoption.

Research Aims
To develop and improved models of the processes in engineering design
and product development in Finisar.

Objectives:
1. To identify the Finisars specific features of the engineering design and
product development process in Finisar and their project context.
2. To identify the extent to which recommended practices are
implemented by Finisar and the constraints that may impede their
adoption.

Team and supply management activities during new product development(NPD) development phase

Product Planning Process

Identify opportunities
Evaluate and prioritize products
Allocate resources and plan timing
Complete pre-project planning
Reflect on the results and the process

Product Mission Statement

 Undertaken in a formal manner at the conclusion of each milestone in the

development of the design, compare the design against the specified design
requirements and consider other relevant issues such as manufacturability, quality,
etc.
The review schedule will depend on the project significance, and the complexity as well as use of
proven components as follows:preliminary design review of the concept or proposal;
Intermediate design review, before the preparation of detail drawings, for which there may be several,
depending on type of product or project;
Pre-release design review, before release for pilot production; and final design review, before start of
full production.
An additional final acceptance review, preceding delivery and handover to the customer (i.e. for
contract projects), may also be needed in some instances.

Structured Development Process

A structured design and development process, that achieves a compromise between
having no structure and too much structure, provides an overall framework which can
accommodate flexibility, and enable process improvements to be consistently achieved
over successive projects.
Various benefits are claimed to be the result from establishing a balanced process structure
which includes:
A consistent use of terms and definitions
Improved clarity of individuals' and functions' requirements and responsibilities
Coordinated cross-functional planning
More accurate schedules and more reliable estimates of resources
A basis for continuous improvement and performance measurement

Intermission 1

Design Methods
Technique of analysis, synthesis, decision making, modelling, etc., applicable to
any product or technology.
There are also techniques and areas of knowledge - stress analysis,
telecommunication analysis, electronics, etc. - which are discipline dependent.
Methods have also been categorized as being either creative (or intuitive) or
rational ( formal or discursive) in nature.
Creative methods seek to externalize design thinking, whereas rational methods
aim to formalize certain procedures of design.
The choice of method depends on the skills and background of the designer and the
nature of the problem.

Discrete steps involved in engineering design process.

Why Is A Good Product Development

Difficult?

Economics
Trade-offs
Time pressure
Dynamics
Details

Intermission 2

Project planning and Control

Is a whole iteration specifically focused on project management that provides a
thorough account of the important principles and associated techniques.
Preparation Phase

Project definition by senior management; establish project organization, including project leader and team
selection; and project planning, including plans and budgets.
Execution Phase

Project control mechanisms, including routine reporting; frequent (e.g. weekly) control and recovery
planning meetings, regular (e.g. monthly) or key milestone project review and budget review meetings;
resource planning and project organization review; and client liaison.
Post Project

Post project auditing.

Essential elements in a Projects specification

The essential elements of a project's specification is contained in the project plan or
the project model and should comprise as follow:
A documented summary of the project's aims and objectives, the means for achieving
these, the design basis, and any important assumptions; network plan (which requires a
work breakdown structure and a citation of the key milestones)
A project schedule;
A resource plan (including a list of key personnel and their responsibilities)
A cost estimate / budget.

A number of project management techniques and support tools are

now available to assist the planning and control of projects, these provide a
number of facilities ranging from basic Gantt charts (bar charts) through to
more sophisticated techniques such as:
Critical path method (CPM)
Project evaluation review
technique (PERT)

Hierarchical work breakdown

Resource analysis and leveling
Budget preparation
Project scheduling
Baseline tracking and reporting
And multiple project capability

Front-End Processes
o Early in the product development program where the main direction is
established, the project costs are at their lowest, with costs much higher at
the later stages.
o Opportunity costs associated with the impact on sales life, market share,
initial pricing premium and the cost reduction learning curve are incurred :

Errors occurring at the front-end can be carried undetected through detail

design or production.
Errors also imply delays, which may lead to a choice between having deficient
products at market launch, or being late to market

o Eliminating early problems and making superior design trade-offs will also
avoid downstream design changes and lead to improved designs and higher
quality products

Capturing Market Needs and New Product Ideas

Systematic and creative mechanisms more immediately associated with capturing
market needs and identifying new product ideas.

Proposals, Briefs and Specifications

Suitable criteria include market needs, technical or market possibilities, profit potential,
risks, consistency with the product development strategy, clarity of objectives and
requirements, and competitor position.
A project brief is written with the aim of defining the development work to be carried
out, the main aim of the project proposal is to secure a contract and used for evaluation.
Subsequently as a basis for negotiating contractual terms, where elements such as price,
performance specification, work scope, and contractual terms may be subject to change.

The Hierarchical Nature of Product Development

PRIMARY CONCERN OF SENIOR MANAGEMENT.
These decisions occur at two levels. Firstly, there are the project planning and control
decisions, the responsibility for which will depend on the firm and project. Secondly,
there are the routine operational decisions, made by the project manager and individuals
assigned to the project, including the decision making processes of individual designers.
It is reasonable to conclude that at the overall product level decisions made regarding
product development strategy will be most strongly influenced by the most senior
designers connected to the project.
At progressively lower levels, which concern problems of a more detailed nature (i.e.
subsystems and components) the type of design approach taken will increasingly be
determined by the vagaries of individual designers.

ELEMENTS OF BEST PRACTICE

To assess the extent to which companies were adopting
prescribed best practice principles.
Project
Managem
ent

Integrate
d
Process

Organiza
tion

Strategy
Strategy

Technol
ogy
Manage
ment

Modeling
and
Analysis
Technol
ogy
Technol
Manage
ogy
ment
Manage
ment

Manageme
nt &
Decision
Making

Construction of the Interview Survey Questionnaire

Firstly, identify the number of issues which could be investigated.
Secondly, it required the questionnaire to be designed for efficient
completion. It was structured so that the background information on
the company was initially gathered.

Evaluating Projects
Step 1: Identify market opportunities
Step 2: Evaluate opportunities

Competitive
Strategy

Product
platforms

Perspectiv
es
of
Evaluation
Technological
trajectories

Market
segmentation

Competitive Strategy
Defines the companys approach to markets and
competitors reputation

Cost
leadership

Technology
Leadership

Product Development Strategy

Define the types of product to be developed; markets to be targeted; product
features, differentiating factors, and customer benefits; types of technology to be
used; research areas relevant to future product developments; the means for
prioritizing between product developments; and the resources required.
Higher innovation rate was also found to be indicative of a written strategy for
both the case study and survey establishments

Design Specification
Comprehensive specification of the project and design requirements should be
established prior to the commencement of the main project phases.
A control document which reflects changes in the definition of the product is
prepared as the project progresses. Other empirical research has concurred that the
specifications used in industry are typically inadequate for their intended purpose.
This evaluation exercise also identifies this problem in specific cases, but not to
the same extent in general.

Inclusion of selected elements in design specifications

Modelling and Analysis and Rapid Prototyping

A comparison of the achievable scores for the use of these tools indicates a
strong relationship with product complexity and product structure, and the
design capability inherent in the product.
Production of a product prototype and any subsequent internal testing was
very much dependent on the level of product innovation and project type.
Equal proportions of minor improvement and major enhancement to existing
product projects produced a prototype as those that did not, whilst most
major platform and new core product projects did.

Production of product prototype according to project type

in the Survey

Modelling and Analysis Tools

This study investigates the demonstrated use of design modelling and analysis
tools (empirical methods, rig testing, physical models, CAE modelling and
analysis, and rapid prototyping) which is particularly important under certain
conditions.
The use of these tools during the initial design stages of the case study projects
also were frequently associated with lead-time pressures, high product
complexity and deep product structure, a high design capability requirement and,
in association with these, an emphasis on reliability and technical performance.
This reflected the need for companies to be able to adequately predict product
performance, early in the design process.

Discussion
This study has described the findings of the analysis undertaken to benchmark
the case study of Finisar s' product design and development projects against
the recommendations of best practice.
Some areas of best practice - Marketing and Project Initiation, Project
Management, and Management and Decision Making - were found to be almost
universally applicable to this case study in Finisar (M).
Due to the general nature, these recommendations have been found to be too
broadly stated to provide guidance which is sufficiently detailed for effective
application.

Products Manufactured in Finisar

XGIG C001 Protocol Analyser

Active Optical Laser

Tunable Laser
VCSELs and Detectors

Optical Transponder

Optical Transceivers

Fiber Optics Transceiver

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