Accurate maturity measurement

The enormous increase in product complexity and ever shorter time-to-market strategies often lead to new product quality problems. These not only delay the start of production, but also significantly increase the number of product recalls. For example, in relation to mechatronic components, conventional experience

Development level comparisons

values can only be transferred to a limited extent. How, for example, can the development status of an assembly be compared with project planning if it is not yet known at the time of planning which functions will be mapped in hardware and which in software?

Determine the degree of maturity

Life Cycle Engineers GmbH in Mainz has therefore developed a calculation method with which product maturity can be determined systematically and objectively for each function in every development phase, so that corrective measures can take effect much earlier. "Based on the current project progress or milestone, the maturity level of a product describes the deviation from the defined functional goal depending on the design reliability," Managing Director Matthias Degen explains the method, "for example, an estimated weight in the concept phase can still be tolerated, but for the detailed design it forms a real risk as a basis for calculation and thus reduces the maturity level possible here."

The company advises industrial companies with the aim of sustainably optimizing product development processes in order to realize innovative, competitive products with higher profitability. Customers include large and medium-sized companies from the mechanical engineering, plant engineering, medical technology, automotive, electronics, and aerospace industries.

Measure and design

"Fundamentally, however, maturity measurement is not about another method, but about identifying existing developmental

Development on a common data basis

methods on a common basis, for example from project management and specifications," emphasizes Matthias Degen. "This creates the possibility of looking at the common database from different perspectives during the individual development phases." While the specifications and QFD initially define the properties of the product to be developed, the measurement of the maturity level accompanies the product development. For example, in the case of a headlamp system whose light guidance is to be adapted to the course of the road, has the maximum damping already been reached at 80 or only at 100 percent after a steering wheel deflection? Even if an initial design calculation theoretically meets this degree of target achievement, the real degree of maturity naturally also depends on the quality of the respective evaluation method (rough calculation, simulation, functional sample, ...) and its specific reliability. The design reliability of a simulation must therefore be rated higher than that of an even more cost-effective rough calculation. In every phase of development, however, the same question arises: Has the maturity possible at this point really been reached or are we lagging behind in our capabilities? Thus, of course, a design method, no matter how reliable, loses its significance if uncertain input variables are still used. This gap between the possible and the realized maturity level consequently makes the methodology visible. If this backlog is then not worked through, the problems continue to increase and possibly then burst when the first prototype is tested.

Maturity measurement in project management

The method of maturity measurement therefore begins with the creation of a functional product model that completely describes all requirements (for example, converting torque or generating mass flow) and their properties. The necessary information is usually already distributed, for example in a QFD, in the FMEA, in a product portfolio system or in parts lists. Additional target values can be found in requirement management, the specifications or other specifications. All requirements are now structured hierarchically, quantified with the respective measurable target values, and only then is each function assigned to the physical components of the product.

For effective, precise development and project management, it is also necessary to weight the functions. After all, not all requirements and features are equally important for the market. This prioritization also helps to avoid conflicting goals. For example, competing or even opposing goals of some functions can interfere with each other. However, by breaking down the functions and their weighting, the effects of all project decisions and measures on further development can be systematically and reliably assessed.

The respective assurance methods, such as the concept or simulation calculation, are then assigned to the individual milestones. The sequence corresponds to the internal logic of the development process and ensures that data such as experts, measurement methods or service providers are available at the right time.

Precise hedging methods

are available. Project management also plans all the necessary engineering reviews.

In the next step, a possible "target maturity" or "minimum safety" is assigned to the individual assurance methods - for each milestone and for each function. These values are based primarily on experience from other development processes (Figure 1). An ideal curve of maturity levels created in this way thus runs analogously to the required design safety (Figure 2). In the case of a new development, this curve will consequently start with lower values than, for example, in the case of a variant design, where logically known or more reliable input variables are available from the outset - thus the ideal curve can also adapt to the degree of innovation of the new product.

The methodology is now fully integrated into project management. For example, during the engineering reviews, the currently achieved results of each function can be systematically compared with the respective possible target values. Deviations, changed functions or necessary weightings thus become transparent and can be adjusted to the current situation. This is particularly useful for so-called "moving targets". Once a system has been developed, it can also be transferred to other product types or modified degrees of innovation.

Product Portfolio Management

For these reasons, the permanent and objective assessment of the maturity level is of great importance, especially for product management. "Are we doing the right things - correctly and at the right time?" The product manager not only determines which products are included in the product portfolio, but is also responsible for ensuring that the desired characteristics are

and target values, as defined in the QFD or in the specifications, are achieved. In the event of deviations, he would therefore like to be able to intervene as early as possible.

Therefore, the methodology described by Life Cycle Engineers had already been implemented in a practical way using Excel spreadsheets. This has already enabled a successful application in various

The innovation pipeline under control

consulting projects; however, sooner or later such a software solution reaches its limits. So where was there a system that was flexible enough to integrate the most diverse characteristics of a product from QFD, FMEA and risk management, and that could also adapt to various degrees of innovation? And where, on the other hand, was there a company that was successfully active in the market with project and product portfolio management?

Integrated in the Planisware software solution

The French software manufacturer Planisware, whose solutions are used in the automotive industry, in medical and military technology, and in pharmaceuticals, was finally found as a partner. In Planisware's product portfolio management, the products of a company are viewed both as a whole and individually, described and managed with their functions, characteristics and target values. Based on the many challenges and experiences from large-scale industry, the system is designed to support the creation process of products in the innovation pipeline throughout the entire product life cycle. As a result, it has capabilities that go far beyond classic project management.

From the point of view of the manufacturer Planisware, on the other hand, maturity measurement is of great importance for their current product strategy. "I see the greatest importance for maturity measurement above all in the target segments of the automotive industry - with OEMs and suppliers - and in the aerospace industry," confirms Pierre Demonsant, Planisware CEO, "because this demanding topic will be of very special importance in these industries in the future." It will also gain importance as a bridging issue for system providers, "...so certain CAD data will be an important input for maturity considerations in Planisware and therefore the integration between PM tool, CAD and ERP systems will also become a challenge for these providers," adds Gilles Chêne, Managing Director of Planisware Deutschland GmbH.

Detection of structural problems

With the integration of the maturity measurement into the Planisware product portfolio management, the project progress can now be evaluated on the basis of content-related criteria. "For the product manager, this newly created and extremely effective controlling tool is an important functional addition to the previous Planisware solution - and this in three respects: firstly, in the implementation of his development goals, secondly, for the further development of the product portfolio and finally, for the conception of new products", Gilles Chêne describes the advantages of the tool.

With the help of this new function module, project managers can determine the product maturity within their Planisware environment at any point in the project and directly take into account the measures derived from the respective maturity level in the updated project plan. In addition, the integrated reporting system provides detailed status reports and

Determine product maturity in the project

Analyses of product maturity, functional target achievement and forecast reliability are available.

It is now possible not only to identify current or singular development gaps, but also to detect and manage recurring development problems. If, for example, the gap between the target and actual maturity level for a particular milestone frequently shows a similar gap, it can be assumed that there is a structural problem here.

If the measurement results of a simulation or a prototype test have to be classified as relatively uncertain again and again, the question arises as to whether the necessary prerequisites are really available here? Are suitable measuring devices or experts not available? Or if, at the start of a change development, far too low levels of maturity are achieved: Why can the experience from previous projects only be used insufficiently? Can the existing documents, data or models not be accessed or is the development team not optimally composed? The consistent answering of such questions will help to optimize the development in a targeted manner. "Thus, the integration of maturity measurement in Planisware offers industrial customers the chance to significantly reduce their development risks, to control product development more transparently and to successfully place new products on the market with the required quality," Matthias Degen summarizes the new possibilities once again.