Environmental Engineering Reference
In-Depth Information
While some OEMs have demonstrated faster WT product development cycles
than others, it generally takes 4
5 years to progress from TG1 through TG7 for
new designs. Concurrent engineering techniques will compress time in the product
development and business cycles in general. Every OEM has basic cycles that
govern the way that documentation is processed, decisions are made and parts are
manufactured. Another major factor that affects this timing is the level of invest-
ment a company makes in basic research and funding stability from year to year.
At one extreme is a “Manhattan” type project where experts and resources are
assembled for a specifi c purpose, while the other extreme is a corporate research
laboratory that may not have much coordination in terms of a specifi c vision or
product development program. What is recommended is a blend of both worlds
and the ability for the OEM to adjust the approach as needed without having to
recreate either realm from scratch.
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3.4 Structuring the team
The best chance for success is an organization that includes all points of view
from the beginning. It is important to choose a new platform leader who is well
seasoned and has the respect of the organization. This is the single most impor-
tant position on the conceptual design engineering team, particularly for executing
TGs 1
3. Although the platform leader works closely across the entire organiza-
tion, there is particular focus in the early TGs between the product line leadership
and the conceptual design engineering team. A general outline for a new turbine
organization is:
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1.
Marketing and product line management - commercial departments
2.
Conceptual design engineering - leads for TGs 1
3
Platform leader as member of conceptual design engineering (TGs 1
−
3.
−
3)
4.
Advance manufacturing, sourcing, service engineering
5.
Systems engineering and component engineering - system engineering leads
for TGs 4
8
Platform leader as member of systems engineering (TGs 4
−
6.
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8)
7.
Validation department, project management
8.
Fleet engineering
9.
Services, aftermarket opportunities
3.5 Product requirements and product specifi cation
The product requirements document (PRD) specifi es the commercial and
product requirements that are to be achieved by the new product development
program. The development of the PRD starts during the business opportunity
investigation phase (TG1), continues during the identify product options phase
(TG2), and gets refi ned and frozen during the concept design phase (TG3).
Different from the product specifi cation document (PSD) at TG3, the PRD
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