Computers in Industry 42 2000. 99108 www.elsevier.

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Rapid product development an overview

H.-J. Bullinger ) , J. Warschat, D. Fischer
Institute for Human Factors and Techonology Management (IAT), Uniersity of Stuttgart, P.O. Box 800469, D-70569 Stuttgart, Germany

Abstract The success of innovative engineering processes depend on short and iterative development cycles which offer the possibility of high quality products, cost-efficient on the market and thus to stand up to todays tough competitive pressure. All these new methods are subsumed under the term Rapid Product Development RPD.. Research focuses attention not only on the products, but also their development process. By pursuing several variants with modern methods the optimal solution can be found. In order to guarantee the continuity of the whole product development process, organisation structure, process and resources have to be connected ideally. Enhancing the Simultaneous Engineering approach, RPD is an interdisciplinary evolutionary methodology to combine all influences of an engineering process to an iterative product development. To shorten the development process several tools are available: physical and digital prototypes for the early and cost-efficient evaluation of different alternatives, the representation of knowledge for different experts by means of an Active Semantic Network ASN. for the integration of interdisciplinary teams, technical support of communication and cooperation within the team by adequate synchronous and asynchronous media. The Engineering Solution Center ESC. demonstrates the realization of these technologies and methods in detail. Published by Elsevier Science B.V.

1. Introduction Todays market is characterized by a keen international competition, increasingly complex products and an extremely high innovation dynamic. Parallel to the shortening of innovation cycles, the life cycles of products and the time until investments pay off are decreasing Fig. 1. w1x. Thus, time is presently the most challenging parameter. As the fast and successful positioning of new products on the market has become vital for a company, the development of innovative products needs to be accelerated. The production of proto-

types is significant for a Rapid Product Development RPD. process. Generative prototyping technologies, like e.g. Stereolithography STL., reduce prototyping lead times from a few hours up to three months, depending on the quality required. New powerful CAD-technologies provide the possibility to check design varieties in real-time, employing Virtual Reality VR. tools. The use of virtual prototypes, especially in the early phases of product development, enables a time- and cost-efficient decision-making. ATM 1 networks and Fast Ethernet w11x enable a quick and save exchange of relevant data and thus supports the development process tremendously. The

Corresponding author. Tel.: q 49-711-97001; fax: q 49-7119702299. 0166-3615r00r$ - see front matter Published by Elsevier Science B.V. PII: S 0 1 6 6 - 3 6 1 5 9 9 . 0 0 0 6 4 - 0

ATM: Asynchronous Transfer Mode.

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Fig. 1. Product life cycles and development times.

Internet provides access to relevant information from all over the world in no time, e.g. via the World Wide Web or messages. Communication and cooperation is further supported by CSCW 2 tools w4x. All these new technologies have been in the focus of scientific and industrial interest for quite a while now. However, the understanding of how these new technologies can be integrated into one continuous process chain has been neglected, e.g. an appropriate high performance organisation is missing. By combining these technologies within an R & D organisation effectively, the product development time can be reduced decisively. RPD is a holistic organisational concept that describes a rapid development process achieved mainly by combining and integrating innovative prototyping technologies as well as modern CSCW tools into the R & D process. The objectives of RPD are:
v

to increase quality in the sense of the principle of completeness.

2. RPD and simultaneous engineering (SE) SE considers the complete development process and thus carries out the planning on the whole. RPD, on the other hand, considers single tasks and the respective expert team responsible for each task. SE sets up the framework within which RPD organises the rapid, result-oriented performance of functional activities. The mere application of SE-organisation on the functional level leads to a disproportionate coordination expenditure. The overall RPD approach is based on the idea of an evolutionary design cycle w4x. In contrast to traditional approaches with defined design phases and respective documents, for example specification lists or concept matrix, the different design phases carried out are result-oriented. The whole RPD cycle is triggered by the project environment, such as market developments, legislation or new technologies. A R & D management able to handle uncertainties efficiently is necessary, especially in late changes of customer requirements w14x.

to shorten the time to market from the first sketch to market launch. to develop innovative products by optimizing the factors time, costs and quality

CSCW: Computer Supported Cooperative Work.

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Furthermore, the execution of the cycle is not necessarily sequential. For example, if results from the prototype generation lead to experiences, they can be directly incorporated into a new design phase. The idea of evolutionary design implies that previously unrecognized product requirements or technological progress must be considered and incorporated. This issue leads to an important feature of RPD, namely the abandonment of a homogenous definition of a product throughout the project. There should, for each product module, exist an individual R & D life cycle, from concept to design. The initial concept is conceptualized for the complete product as well as the final integration of the modules. In between, changes are made through new design methods and tools. The RPD approach will become more transparent by comparing it to the concept of SE w3x. The influenceable and controllable parameters of a company will serve as a frame for comparison see Table 1.:
v v v v

Organization Processes Human and technical resources Product.

Organizational changes, rearrangement of processes, investment in new machines, training of staff as well as new solutions for product structures are
Table 1 SE and RPD Parameter Process Element Structure Innovation Source Development cycles Documents Definition Data Management LearningrExperiences Project Management Labour Data Integration Communication and Coordination Media SE Process on the whole Initial product concept

necessary in order to increase the effectiveness and efficiency of the product development process. The organization of a company defines its structures, like for example the formation of organizational units as well as the coordination between the units. Project management as a method, which uses certain tools, influences the organisational change to a large extent. Whereas SE exhibits a formalized frame with milestones, measuring nominalractual discrepancies at certain steps, RPD requires a continuous project management methodology. For both development approaches, an integration of tasks is needed in the sense that labour is planned, controlled and steered by one responsible person or team. Communication and coordination are important key-factors in discussing processes. The application of processes determines the product development and its effectiveness and efficiency. One can distinguish between product data generation and management process. Hence, it is important for the SE as well as the RPD approach to achieve a process orientation in which both product data generation and management process are aligned along the value chain. In a SE approach, innovation is achieved as a result of an initial product concept with the referring product specification, whereas the RPD concept will be checked and redefined according to the project progress. RPD therefore offers the possibility to integrate new technologies, market trends, etc., until nearly the end of the development process. Thus, it

RPD Process in detail Continuous improvement and redefinition of concepts Active process element Continuous testing and redefinition of concepts Individual according to project progress Within the project Continuous Standardized and continuous CSCW and ASN a

Product

Avoidance strategy Unique approval by responsible source Homogenous according to modularization Standardized product and process dataSTEP. For next, from previous project or project phase Milestone oriented Integrated approach Standardized CSCW

Organization Resources

ASN: Active Semantic Network.

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facilitates the change management. Design iterations are a wanted and therefore supported element in RPD. The change of design concepts and specifications is supported by a fitting framework, including the testing and most important evaluation of the design, for further improvement. Common SE approaches are based on a standardized product data integration, whereas RPD requires an additional dynamic data management in semantic networks in order to enable short adaptation cycles. Whereas SE focuses more on coordinating different teams, RPD lays more emphasis on knowledge sharing within one team and with other teams w12x. Short paths and multidisciplinary teams for quick decisions are essential for both approaches. Moreover, RPD requires team-oriented communication systems, which open up new ways of cooperation. They need to offer support not only for management decisions, but also for the decision-making during the generation of product data. Results of the product development process are the documents of the generated product, such as product models, calculations, certificates, plans, bill of materials, etc. as well as the respective documents of the process, for example drawings of machine tools, process plans, work plans, etc. The aim of all documentation activities is to support information management. A documentation focusing on product and process data guarantees project transparency for all the persons involved. The standardization of the whole product data is a basic prerequisite for evolutionary and phase-oriented approaches. STEP 3 , as probably the most promising attempt to standardize product data and application interfaces, offers for quite a few application fields applicable solutions, for example automotive and electronic design, rapid prototyping, ship building, etc. Documents reflecting on parts of the complete product data generated, for example specifications, bill of materials or process data are a requirement of RPD. Whereas SE harmonizes documents at a certain time e.g. milestones., the RPD process documents are subject to persistent alteration until a certain deadline. Thus, figures can

be changed or agreed and borders narrowed. The RPD approach only sets rough borderlines within which the modules mature individually. This results in specific project management questions, such as re.allocation of resources or a continuous synchronization of the process w4x, which are presently still subject to research w7x. Therefore, the RPD process focuses especially on the management of variants and versions.

3. Elements of RPD 3.1. Physical prototypes In order to optimize the product development process decisively, additional tools and methods of different key areas are required. They are absolutely indispensable for the success of a company. The production of prototypes is an important factor that supports product design as well as process planning. With the aid of prototypes, it can be examined how far requirements are met. Further, they help to learn rapidly, to minimize mistakes and to integrate different functions. Used as communication, learning, andror integration tools as well as milestones, prototypes are a key-factor of the development process. Prototypes are not only the physical embodiments of a product almost at the end of the development process. The international competition and the resulting short time to market require the quick availability of models and samples during the whole development process. Besides the conventional manufacturing of physical prototypes e.g. CNC-milling., the Rapid Prototype Technologies RPT. gain more and more importance. RPT provides the possibility to produce a physical artefact directly from its CAD model without any tools. Hereby, it is possible to build the prototype of a complex part already within a few days. With conventional prototyping, it would take several weeks to build the same part. In the past, great effort has been made to develop RPTs, to improve their processes and to increase the accuracy of the produced parts. Todays most common techniques, like STL, Selective Laser Sintering SLS., Solid Ground Curing SGC. and Fused Depo-

STEP: Standard for the Exchange of Product Model Data.

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Fig. 2. Follow-up technologies for SLS and STL.

sition Modelling FDM., are mainly used to produce design or geometrical prototypes. They are used primarily for aesthetic, ergonomic and assembly studies or as pattern masters for casting or moulding processes. However, up to now current materials and process limitations have hardly enabled the use as technical or functional prototypes. Therefore, followup technologies, like vacuum casting etc., are necessary to achieve near serial properties of the prototype see Fig. 2.. In order to accelerate the development process, technical and functional prototypes are of great importance. Therefore, it is necessary to develop powerful technologies for a rapid production of prototypes with nearly serial characteristics, for example material or surface quality. In addition to new or improved RPTs, there are promising developments in the field of coating technologies or sheet metal and solid modelling, which will be a valuable contribution. A new field within Rapid Prototyping RP. is Rapid Tooling RT.. The aim is to build a tool directly by an RP process for the series production of plastic components. Thus, the time-consuming production of a tool by follow-up technologies can be avoided. 3.2. Digital prototypes Physical prototypes are often time- and cost-intensive and thus need to be reduced to a minimum. By

combining CAD technologies, RP, VR and Reverse Engineering, prototypes can be produced faster and cheaper as before. Especially, the employment of virtual prototypes in the early phases of product development optimizes the whole development process w13x. The strategic advantage of Digital Prototyping is the advancement of decisions from the test-phase with physical prototypes to the early phases of product development with digital prototypes. Thus, the process of product development and testing can be considerably ameliorated. The digital demonstration allows an early modification and optimization of the prototype. Furthermore, it leads to a cost-saving increase in the variety of prototypes. By means of virtual prototypes, product features can be easily verified and thus development times can be reduced enormously. Besides, faults concerning fabrication or the product itself can be detected already in the early development phases and thus be eliminated without great expenditures. This provides the possibility to start product planning already at an early stage. Due to the early overlapping of development and fabrication, additional synergy effects can be expected. Pre-requisites for Digital Prototyping are the following three areas: CAD, simulation and VR. Simulation w8x and CAD-data produce quantifiable results, whereas the connection with VR-technologies w2,5,6x enables a qualitative evaluation of the results Fig. 3..

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cess without DMU, on the contrary, needs further tests with several physical prototypes before the end product can be produced. This means that by employing the DMU, the time-to-market is considerably reduced. Besides, the DMU-platform offers the possibility for a technical integration of product conception, design, construction and packaging. Digital Prototyping offers enormous advantages to many different branches, like aircraft construction, shipbuilding or the motor industry. Fields of application for Digital Prototyping in car manufacturing are for example:
v v v v v

evaluation of components by visualization evaluation of design variations estimation of the surface quality of the car body evaluation of the cars interior ergonomic valuation with the aid of virtual reality.

Fig. 3. Application triangle.

An important component of Digital Prototyping is the Digital Mock-Up DMU., a purely digital test model of a technical product. The objective of DMU is the current and consistent availability of multiple views on product shape, function and technological coherences. This forms the basis on which the modelling and simulation testing. can be performed and communicated for an improved configuration of the design. This primary, digital design model is also called the virtual product. The virtual product is the reference for the development of a new product, specifically in the design and testing phase. The idea is to test the prototype regarding design, function and efficiency before producing the physical prototype. Thus, effects of the product design can be detected already in a very early phase of product development. This way, possible weaknesses of the physical prototype can already be detected and corrected in the design phase, before the physical prototype is built. An enormous advantage of the DMU is the shortening of iteration cycles. The decisive changes of the digital prototype are carried out while the physical prototype is being built. During this period, the DMU-process can achieve almost 100% of the required quality by means of corrections resulting from the simulation processes. The development pro-

To sum it up, it can be said that creating physical or virtual prototypes of the entire system is of utmost importance especially in the early phases of the product development process. The extensive use of prototypes provides a structure, a discipline and an approach which increase the rate of learning and integration within the development process.

4. Knowledge representation Besides the short iteration cycles, the interdisciplinary teams are an essential feature of the RPD concept. They operate autonomously and are directly responsible for their respective task. Additionally, the increasing complexity of products and processes require an early collaboration and coordination. Thus, it is necessary to make knowledge on technology, design, process, quality and costs available for anyone involved in the development process. Conventional databases are not sufficient for an adequate representation of the relevant product and process knowledge. On the one hand, current systems do not consider the dynamic of the development process sufficiently. On the other hand, there is no possibility to assess the consequences of ones definition. However, this is a fundamental prerequisite for an effective cooperation.

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To cope with the given requirements, it is necessary to represent the knowledge in the form of an Active Semantic Network ASN. w9,10x. It is characterized by active independent objects within a connected structure, which enables the modelling of cause and effect relations. The objects in this network are not passive, but react automatically to modifications. This fact provides the possibility of an active and automatic distribution of modifications throughout the whole network. In contrast with conventional systems, the needed ASN contains, besides causal connections, representations of methods, communication and cooperation structures as well as the necessary knowledge to select the suitable manufacturing technique. Furthermore, negative and positive knowledge rejected and followed-up alternatives. are stored therein. These gained perceptions will support the current and future development process. In detail, the ASN should contain the following functions and characteristics:
v v v v v

on-line dialog capability dynamic robustness version management transparency.

All in all, the ASN provides the possibility to represent and to manage the design, quality and cost knowledge together with the know-how of technologies and process planning in the form of the explained dynamic chains of cause and effect. Thus, the ASN forms the basis for the concept of RPD.

5. Communication and cooperation The presented RPD concept is fundamentally based on the early and intensive cooperation of experts from different disciplines. This concept therefore provides the possibility to bring together the various expert knowledge in the early phases of product development. Thus, all available sources of information can be used right from the beginning. The initial incomplete knowledge is incrementally completed by diverse experts. At this point, the cooperation within and between the autonomous multifunctional teams is of great importance. The

selection and use of suitable information and communication technology is indispensable. Information exchange is considerably determined by the local and temporal situation of cooperation partners. If the cooperating team members are situated at one place, a usual or natural communication is possible and sensible. Nevertheless, a technical support and an electronic documentation might still be helpful. In case cooperation partners are located at different places, technical support is indispensable. For this, CSCW and CMC 4 tools are applied, like shared whiteboard application, chat-box, electronic meeting room and audiorvideo-conferencing, etc. The currently existing systems provide the possibility to bridge local barriers. However, they neglect the requirements of a person-to-person communication and cooperation. For instance, there is a necessity to establish appropriate local and temporal relations among team members w4,11x. The communication architecture therefore should enable the modelling of direct and indirect interactions between individuals. Because of the dynamic development process, these relations change. The system should therefore possess sufficient flexibility to be able to keep track of the modifications. Furthermore, the communication basis should be able to represent information that is not isolated, and in the relevant context. During product development, especially within creative sectors, frequent and rather short ad-hoc sessions are preferred. This form of spontaneous information exchange between decentralized development teams requires CMC and cooperation techniques. They permit a faster approach and lead to a closer cooperation of experts. This results in a harmonized product development, which maintains the autonomy of decentralized teams.

6. The engineering solution center (ESC) The use of recent information and communication technology, interdisciplinary teamwork and an effective network is essential for the shortening of devel-

CMC: Computer Mediated Communication.

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opment times, as we have demonstrated. Prerequisites for an effective cooperative work are continuous, computer supported process chains and new visualization techniques. In the ESC, recent methods and technologies are integrated into a continuous process chain. This process chain comprises all phases of product development, from the first CAD draft over the selection and fabrication of suitable prototypes to the test phase Fig. 4.. The ESC is equipped with all the necessary technology for a fast and cost-efficient development of innovative products. Tools, like Internet, CAD and FEM simulations are integrated into the continuous flow of data. Computer-based information and communication technologies are integrated into already existing engineering systems CAD, knowledge management, databases, etc.., supporting the cooperative engineering effectively. Thus, the ESC offers, for example, the complete set of tools necessary for producing a DMU. A particular advantage here is that these tools are already combined to a continuous process chain. All respective systems are installed and the required interfaces already exist. An important part of the ESC is the Power Wall: a recent, very effective and cost-efficient visualization technology. It offers the possibility to project

three-dimensional CAD models and virtual prototypes onto a huge canvas. Unlimited number of persons can view the three-dimensional model simultaneously. The Power Wall is a cost-efficient entrance into large three-dimensional presentations because it consists of only one canvas. Another essential component of the ESC is the Engineering Product. Data Management EDMr PDM. system. The EDM encompasses a holistic, structured and consistent management of all processes and the whole data involved in the development of innovative products, or the modification of already existing products, for the whole product life cycle. The EDM systems manage the processing and forwarding of the produced data. Thus, these systems are the backbone of the technical and administrative information processing. They provide interfaces to CAD systems and other CA x applications e.g. CAM, CAP, CAQ.. In this way, these systems enable a continuous, company-wide data flow. Inconsistent or obsolete information stocks are reduced to a minimum through the use of EDM. The innovative approach realised here makes the ESC so special. The ESC integrates recent technologies into a continuous process chain. By the use of virtual prototypes, the time- and cost-intensive pro-

Fig. 4. The Engineering Solution Center.

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Fig. 5. Digital Prototyping in the product development process.

duction of physical prototypes can be considerably reduced. The interplay of all methods and technologies provides the possibility to achieve a high development quality at first go. The virtual product, together with all the applications of virtual technologies and methods in product development and testing, is a necessary reaction to the rapidly changing requirements of the market Fig. 5..

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H.-J. Bullinger et al. r Computers in Industry 42 (2000) 99108 Dr.-Ing. Dietmar Fischer born 1959.. graduated as Dipl.-Ing. in Aeronautical and Aerospace Engineering from the University of Stuttgart Germany. in 1987 and graduated with the title Dr.Ing. PhD. in Mechanical Engineering from the University of Stuttgart in 1994. Since 1987, he has worked as a scientific researcher and project manager at the Fraunhofer-Institute for Industrial Engineering IAO.. Since 1990, he is the deputy-head of the department R&D Management. In 1994, Dr. Fischer became director of the Sonderforschungsbereich Collaborative Research Center. Development and Testing of Innovative Products until 1999, and lecturer for the faculty of Design and Production Engineering at the University of Stuttgart. In 1995, he became a member of the Management Board of the Institute for Industrial Engineering and the Head of the Competence Center Rapid Product Development. For his research on Object oriented databases Dr. Fischer received an award from the Verein zur Forderung der produktion stechnischen Forschung in 1995.

Prof. Dr.-Ing. habil. Prof. e.h. Dr. h. c. Hans-Jorg Bullinger. Dr. Hans-Jorg Bullinger born 1944. began his career as a manufacturer for the Daimler-Benz company in Stuttgart, and graduated with a Masters degree and PhD in Manufacturing from the University of Stuttgart. At Stuttgarts Fraunhofer-Institute of Production Technology and Automation, he was responsible for many applied research projects in the field of design and manufacturing, together with the companies Robert Bosch, Siemens, VW, Daimler Benz and others. Currently, besides his role as chairman of the University, Dr. Bullinger is also the head of the Institute for Human Factors and Technology Management IAT. and the Fraunhofer-Institute for Industrial Engineering IAO.. The institutes are renowned for carrying out projects both in Germany and abroad. Among his honors are the Kienzle-Medal from the University Group of Manufacturing 1978., the gold Ring-of-Honour awarded 1982. by the German Society of Engineers VDI., the Distinguished Foreign Collegue award from the Human Factor Society 1986., an honorary Doctor at the University of Novi Sad 1991., an honorary Professor at the University of Science and Technology of China in Hefei 1991., Member of the World Academy of Productivity Science since 1993., Honorary member of the Rumanian Society of Mechanical Engineers 1994., the Arthur Burckhardt Award 1995., and the Order of the Federal Republic of Germany 1998.. Dr. Bullinger has written over 1000 articles and books in the area of industrial engineering. Dr. Joachim Warschat born 1949. studied Production Engineering at the University of Stuttgart. He graduated with the title Dr.-Ing. PhD. and was promoted to Private Lecturer at the University of Stuttgart in 1997. He is Director and Head of the Department R&DManagement at the Fraunhofer Institute for Industrial Engineering IAO . , Stuttgart and director of the Sonderforschungsbereich Collaborative Research Center. Development and Testing of Innovative Products since 1999. He works as a scientist and consultant in the fields of R&D-Management Organisation, Information and Communication Systems Internet, Intranet, Groupware., Project Management and Knowledge Management. He has published more than 100 articles in these fields including the following books: Forschungs- und Entwicklungsmanagement, Expert Systems in Design and Process Planning, Qualitat der Arbeit, Concurrent Simultaneous Engineering. Dr. Warschat is lecturer at the University of Stuttgart for Project Management and Simultaneous Engineering and at the Stuttgart Institute of Management and Technology for Project Management.