Proposal of framework to managing the automotive product development process

Abstract

This paper aims to propose a framework to managing the automotive product development process. The framework, named as Automotive-PDP, was developed through a bibliographical survey and through a study of three global automakers from Asia, Europe and America. In order to verify the Automotive-PDP acceptance, interviews involving 75 professionals from automakers, auto parts and automotive design companies were performed. The goal of these interviews was to verify the practice use of the framework (Automotive-PDP) in the automotive sector. The framework development is presented and the findings from interviews are showed. Afterwards, the paper is finished with the relevant conclusions.

Keywords:

• auto parts
• automotive design companies
• automotive-PDP
• automotive sector
• automakers
• framework
• product development process (PDP)

Public Interest Statement

The automotive product and process development is composed by activities involving many departments and people from carmakers, auto parts and design companies. This process is internal and exclusive for each carmaker. Despite the current literature bringing some approaches regarding the automotive development, usually only an introduction or some ideas are provided. In this work, we propose a complete framework to managing the automotive product development process (Automotive PDP). This include: a reference model structured in three main parts and dozens of phases, a hundred and six activities and a functional matrix that shows the relationships between departments, people involved, technical and managerial gates that occurs during the automotive development. In order to verify the proposal acceptance, seventy-five professionals from carmakers, auto parts and automotive design companies were interviewed. A theoretical background is developed, the framework is proposed and results from interviews are presented. The author’s expectation is that the framework can assist both professionals and academia to better understand this complex and challenge engineering activity.

1. Introduction

This paper aims to propose a framework for the automotive product development process, named Automotive-PDP.

Although Advanced Product Quality Planning can be considered as a reference model related to the automotive sector, its focus is on the quality strategies and control plans in different time points of the product and process development, in addition to meeting the customers’ expectation (Stamatis, 1998). Therefore, it is not a specific framework for the automotive product and process development.

Another approach about this subject can be found in the book “Automotive development processes: processes for successful customer oriented vehicle development”. It is a reference regarding to the automotive development process; however, as reported by the author “is more a personal report than a manual for the development of vehicles” (Weber, 2009). The author adds describing that “compared to other publications about development automotive, the approach followed in this book reflects more the consumers’ point of view rather than the engineers” (Weber, 2009).

Other researches in relation to different frameworks of Product development process (PDP) show that such models have generic approaches, instead of specific, about the development of the automotive product (Sharafi, Wolfenstetter, Wolf, & Krcmar, 2010).

Thus, the need for this work is based on the lack of a detailed framework for the automotive PDP. This subject is important, and the framework proposed in this work can contribute to a better understanding of such activity.

1.1. Methodology

The methodology shown in Table 1 was used in order to develop the proposed framework.

Table 1. Methodology

Step	Goal	Used means
Theoretical background development	Check approaches presented by the authors regarding to the PDP concepts	Bibliographical and documental research
Analysis of automakers’ automotive-PDP	Analyze three real models existing in global automakers, with different cultures	Bibliographical survey, field study regarding to the current practices
Key features for the framework development	Identify concepts, structures and activities	Bibliographical and documental research
	Identify characteristics to manage the automotive development process	Field study regarding to the current practices and personal consultations
Framework development (Automotive-PDP)	Develop the Automotive PDP from the key features identified. Obtain practical contributions from professionals and experts in the automotive sector regarding to the Automotive PDP proposed, in order to detail and improve the framework	Consideration, analysis, discussion and proposal
		Personal consultations
Interviews	Assess the practice of a set of activities proposed in the Automotive PDP in automakers, auto parts and automotive design companies	Questionnaire
Findings	Organize, present and discuss the data obtained from interviews	Data evaluation

The following sections describe the theoretical background and the study of automakers` practices. Subsequently, the framework is developed and presented. Interviews findings are presented and the paper ends with the pertinent conclusions.

2. Theoretical background

PDP is a set of activities, involved in a complex network, used by a company in order to conceive, design and commercialize a product, adding value as information is created, and eliminating risks during the development process. Therefore, many of these activities are more intellectual and organizational than physical (Browning, Deyst, Eppinger, & Whitney, 2002; Jun & Suh, 2008; Ulrich & Eppinger, 2012).

Companies must strengthen its focus on innovation that more attractive products, ones that satisfy user’s requirements needs and desires, reach the marketplace earlier than competitors’ products, before new, better technology is available and before the market changes (Welo, 2011).

Interaction is a crucial characteristic of PDP. Through interactions, design problems are solved, difficulties involved are converged into solutions, and design incompatibilities are fixed (Browning et al., 2002; Cho & Eppinger, 2005; Martinez Leon, Farris, & Letens, 2013).

Management portfolio is another strategic and important aspect of PDP. Management portfolio is a dynamic process of decision-making where new projects are prioritized, existing projects can be speeded up or even cancelled, and the resources are allocated according to the needs (Cooper & Edgett, 1999; Martinsuo, 2013; Meskendahl, 2010).

In addition, PDP must be strongly market-oriented, addressing the concern about the development of a product that delivers unique advantages to the customer, along with meeting deadlines and costs that constitute value.

Quality policies must be developed in order to meet or exceed users’ expectations (Cooper, 1983; Durmuşoğlu & Barczak, 2011; Möller, 2006; Schmidt, 1997; Stamatis, 1998).

Product development is not only a design, marketing or manufacturing problem. It is a cross-functional effort, and almost all company functions participate on it. In addition, product development is not just an intra-firm activity (Majava, Haapasalo, Belt, & Mottonen, 2013).

2.1. PDP approaches

Regarding the PDP approaches Evans (1959) presented a design spiral concept. The product and process are detailed in each spiral spin until converge to detailed and final design approval. Latter, Kaminski (2000) presented a similar approach including activities related to cycle of production and consumption, reuse and recycling.

Another approach to PDP is named by Suh (2001) as axiomatic design. In this approach, the design is structured in domains. These domains include the customer’s domain, the functional domain, the physical domain and the process domain.

Despite the approaches proposed by Evans (1959), Kaminski (2000) and Suh (2001) works very well, the approach generally found in PDP literature presents macro-phases and phases, instead of a spiral concept or axiomatic concept (Asimow, 1962; Clark & Fujimoto, 1991; Clark & Wheelwright, 1993; Dieter & Schmidt, 2008; Rozenfeld et al., 2006; Ulrich & Eppinger, 2012; VDI 2221, 1993).

In this approach the PDP evolution occurs in each phase, delivering results from many tasks that support the entire forward process, until the launch production and product market.

To monitor and control the evolution of tasks during the PDP, gates are established in order to verify the deliverables. For these activities the stage gate concept are applied (Cooper, 1990).

Lean production is another very important concept, and it is presented in almost all PDP literature. Lean is beyond of production activities and its principles can be applied in whole PDP, from design to production, passing through simple to complex activities (Holweg, 2007; Khan et al., 2013; León & Farris, 2011; Liker, Sobek, Ward, & Cristiano, 1996; Morgan & Liker, 2006; Shingo & Dillon, 1989; Vamsi, Jasti, & Kodali, 2015; Welo, 2011; Womack, Jones, & Roos, 1990).

The use of virtual and physical prototypes in the automobile’s development is also required, as it reduces uncertainties and helps in the conservation of product information flow during the whole PDP (Clark & Wheelwright, 1993; Silva & Kaminski, 2016; Ulrich & Eppinger, 2012).

Under the perspective that products development is a deliberated business process, involving a large amount of decisions (Krishnan & Ulrich, 2001), it is important that the Automotive-PDP has a structure allowing the identification, through its macro-phases, of main departments and personnel in charge involved in decision-making.

Specific concepts regarding the automotive product design and automobile’s development phases (press shop, body shop, painting, final assembly and final tests) can be found in Omar (2011), Weber (2009) and Hirz, Dietrich, Gfrerrer, and Lang (2013).

Main approaches used to develop the Automotive PDP are showed in Table 2.

Table 2. PDP approaches

Main author (s) and year	Title	PDP approaches
Evans (1959)	Basic design concepts	Design spiral
Asimow (1962)	Introduction to design	Production and consumption cycle
Cooper (1986)	Winning at new products	Stage gate concept
Womack et al. (1990)	The machine that changed the world: the story of lean production	Lean production concepts
Clark and Fujimoto (1991)	Product development performance: strategy, organization and management in the world auto industry	Development of funnel concept
Clark and Wheelwright (1993)	Managing new product and process development	Development of funnel concept
VDI 2221 (1993)	Methodik zum Entwickeln und Konstruieren technischer Systeme und Produkte	Guidelines
Krishnan and Ulrich (2001)	Product development decisions: a review of the literature	Perspectives (marketing, organizations, engineering design and operations management)
Suh (2001)	Axiomatic design	Axiomatic design concept. Domains and subdomains
Rozenfeld et al. (2006)	Gestão do processo de desenvolvimento do produto	General reference model and product life cycle management (PLM)
Dieter and Schmidt (2008)	Engineering design	Stage gate concept
Weber (2009)	Automotive development processes	Customer oriented
Omar (2011)	The automotive car body manufacturing systems and processes	Automotive manufacturing design. Detailed phases and activities
Ulrich and Eppinger (2012)	Product design and development	Prototypes concept
Hirz et al. (2013)	Integrated computer-aided design in automotive development. Development processes, geometric fundamentals, methods of CAD, knowledge-based engineering data management	Automotive product design and data management. Focus on Computer-Aided Design (CAD)
Silva and Kaminski (2016)	Selection of virtual and physical prototypes in the product development process	Guidelines to select virtual and physical prototypes in PDP

3. Automakers selection

Global vehicle production was observed in order to select three examples of automotive PDP. Table 3 shows the distribution of vehicle production by continent (ANFAVEA, 2016).

Table 3. Distribution of global vehicle production by continent

Continents	Asia	Europe	America	Africa	Oceania
Production 2015 (%)	50.4	26.4	22.2	0.7	0.3

In Table 3, it is possible to determine the three continents with the greatest vehicle production: Asia (50.4%), Europe (26.4%) and America (22.2%).

For the automotive sector, these three continents represent three different markets. Aiming to verify and analyze the automotive PDP in these three markets, an automaker from each continent was selected: for Asia, Toyota; for Europe, Volkswagen (VW) and for America, General Motors (GM). In order to present the three examples, a bibliographical survey, pertinent documents and interviews with heads of departments, senior engineers and experts coming from these automakers also were done. Information from the examples was classified as: product development concepts; characteristic phases, and main practiced activities. This information will also aid in the creation of the Automotive-PDP proposed in Section 4. Table 4 shows the approach used in the automotive PDP examples.

Table 4. Approach for the three examples of automotive PDP

Automaker	References	PDP approach
Asia	Shingo and Dillon (1989), Liker et al. (1996), Amasaka (2002), Morgan and Liker (2006), Jayaram, Das, and Nicolae (2010)	Product development concept: concept development; style development; design in CAD systems; prototypes’ manufacturing; tooling construction; product launch; follow-up of the product quality
		Development systems: process subsystem; people subsystem and tools and technology subsystem. Interdependent and interrelated subsystems. Focus on establishing the value defined by the customer during the whole automobile’s development process. Several phases
		Main activities: create processes and meet objectives preserving the value defined by the customer during the whole product development process. Standardize as many activities as possible regarding its way of completion. Discuss learned lessons. Carry out daily meetings for continuous improvement of the processes, activities and documents, among other components of the product development process
Europe	Silva (2008), VDA (2011), Interviews with professionals (2012), Form (2010), apud Silva (2013)	Product development concept: product planning; style concepts; model of digital data control; first virtual prototype; physical prototypes; tests and validations; preparation for serial production; pre-series of production and product launch in the market. Supply of car dealers and market review
		Development phases: three mains macro-phases classified as: concept development; series development and series preparation and support to production. Interdependent and interrelated macro-phases. Focus on product development from the definition of one out of two style models presented. Several phases
		Main activities: position the product. Create the style model and develop the virtual concept of the product. Develop the virtual concept, develop prototypes, and perform tests and validations. Develop means for the automobile’s production. Train collaborators. Perform final tests, process adjustments and start the pilot production. Launch the automobile in the market. Collect market information for future programs
America	Guiguer Filho (2005), Interviews with professionals (2012), Teske (2016), Donndelinger (2016)	Product development concept: global product development; product planning; program classification; preparation of strategic planning; decision of strategic planning; style development; product and process development; tests and validations of the product and the process; automobiles from pilot production and start of the automobile’s production
		Development phases: three mains macro-phases classified as: development of product portfolio plan; automobile’s advanced development and global process of automobile development. Interdependent and interrelated macro-phases. Focused on the product development to the definition of one out of three to nine style models presented. Several phases
		Main activities: define the products portfolio, study the market and competitors. Validate the program to be developed. Develop the automobile’s style. Approve the style and develop the product. Develop the manufacturing process. Test and validate the product and the process. Start the pilot production. Launch the product in the market

3.1. Discussion regarding automakers examples

In summary, automotive PDP starts with a strategy for the product that is intended to be developed. Following the design of the strategy comes positioning the product next to the competing products and then the creation of some alternatives for the product development. These alternatives will form the organization’s product portfolio.

Once the portfolio is established, one or more products are selected for development and a process of transformation of qualitative information (desires) into quantitative data (measurable technical information) starts. The product is then developed, as well as the means and plans required to the production.

Development structures of the theoretical framework and the three automotive PDP examples present a similar organization.

Asian configuration shows a difference in itself, i.e. in terms of subsystems and not in terms of macro-phases. However, people, tools and technology subsystems can be understood as the human and technological resources required to the process subsystem. This system presents a structure similar to the theoretical background and to the other examples of automotive PDP. In summary, both in the theoretical background and in the examples of automotive PDP, the structures are initially strategic, latter strategic and technical, and finally are technical and for operational.

Development phases of theoretical background and the three examples of PDP are the discrete elements within the macro-phases. Therefore, this set of discrete elements has specific characteristics that together should characterize the macro-phase and its purpose. The phases in the theoretical background are a summary of the presented models. However, since these are generic models of PDP, they also tend to be generic and comprehensive, in order to offer a holistic view of the process.

4. Framework proposal: Automotive PDP

Table 5 shows the key features, main references and approaches used in the framework development.

Table 5. Key features references and approaches used in the framework development

Key features	References	Approach	Framework (automotive PDP)
Concept	Evans (1959), Clark and Fujimoto (1991), VDI 2221 (1993), Krishnan and Ulrich (2001), Rozenfeld et al. (2006)	Sequential and interactive processes	Mnemonic representation (Figure 1): the outer arrows represents the macro-phases interactions. The inner arrows represent the phases and activities interactions
		Design spiral concept
		Gates concept
Structure	Womack et al. (1990), VDI 2221 (1993), Liker et al. (1996), Rozenfeld et al. (2006), Morgan and Liker (2006), Guiguer Filho (2005), Weber (2009), Omar (2011), Interviews with professionals (2012), Hirz et al. (2013), Form (2010) apud Silva (2013), Silva and Kaminski (2016)	Macro-phases and phases	Three macro-phases: (1) product strategy; (2) product and process development; (3) production and continuous improvement
			Twenty-five phases: (1) market study; (2) product positioning, (3) market monitoring; (4) product launch; (5) concept development; (6) style development; (7) modules development; (8) tests and final validation; (9) process concept; (10) infrastructure; (11) planning and preparation of the production; (12) concept of the production system; (13) process technology and automation; (14) tests of the facilities; (15) logistics concept; (16) dimensioning and allocation of resources; (17) pre-series production; (18) start of serial production; (19) process stability; (20) series stability; (21) cycle time reduction; (22) redimensioning and allocation of resources; (23) serial production; (24) series discontinuation (25) and technical review
Activities	VDI 2221 (1993), Liker et al. (1996), Guiguer Filho (2005), Morgan and Liker (2006), Weber (2009), Omar (2011), Interviews with professionals (2012); Hirz et al. (2013), Form (2010) apud Silva (2013)	Strategic, technical and managerial activities	12 activities for the product strategy
			76 activities for the product and process development
			26 activities for the production and continuous improvement
Management characteristics	Cooper (1986), Dieter and Schmidt (2008)	Technical gates	Five managerial gates and eighteen technical gates
		Managerial gates	6 gates for the product strategy
			12 gates for the product and process development
			5 gates for the production and continuous improvement

Figure 1 shows the framework representation. The three macro-phases (product strategy, product and process development and production and continuous improvement) are represented in the upper part of the figure. Phases are represented below the macro-phases and are progressively depicted. Outer arrows represent the interaction among the macro-phases.

Figure 1. Automotive-PDP framework.

Inner arrows represent the interaction among the phases and the convergence to the set of alternatives found. Management gates (Roman numerals) and technical gates (Arabic numerals) are represented in the lower line and are increasingly numbered. Management gates occur in determined time points of the process of macro-phases and or phases. Technical gates occur in different time points of the Automotive-PDP.

In the macro-phase of product strategy, the technical gates occur in the end of the phases. In the macro-phase of product and process development, the technical gates occur both in the end of the phases and in the beginning of them. This variation occurs mainly in phases close to the macro-phase of production and continuous improvement. In the macro-phase of production and continuous improvement, the technical gates occur, mainly, in the beginning of the phases. A generic scale is depicted in the lower line representing the management and technical gates, indicating weeks, months and years.

The macro-phase of product strategy is characterized by the start of the automobile development and consists of the following phases: market study (MS); product positioning (PP), market monitoring (MM) and product launch (PL).

In the macro-phase of product and process development there is the development of the product and means required for its production. Product development occurs in parallel to the process development. The phases of product development are: concept development (CD); style development (SD); modules development (MD); tests and final validation (TV). Phases of process development are: process concept (PC); infrastructure (IE); planning and preparation of the production (PP); concept of the production system (PS); process technology and automation (TA); tests of the facilities (TF); logistics concept (LC); dimensioning and allocation of resources (DR); pre-series production (PS) and start of serial production (SP).

In the macro-phase of production and continuous improvement there is the follow-up of the production and the identification of possible improvements in the product and in the manufacturing process. Monitoring of the product quality occurs through quality indicators. Phases of this macro-phase are: process stability (ST); series stability (SS); cycle time reduction (CR); redimensioning and allocation of resources (RR); series discontinuation (SD) and technical review (TR).

When the development process of a new automobile is started, the guide report for new products is reviewed concomitantly to the phase of market study (MS). This new information set will provide the initial support to the people involved in the development of the new automobile.

The activities in the macro-phases of product strategy, product and process development, and production and continuous improvement are shown in Tables A1, A2 and A3 of the Appendix 1. Decisions that occur in the technical and management gates are demonstrated in Table A4 of the Appendix 1.

5. Interviews

Interviews were performed to verify the acceptability and practical use of the Automotive-PDP. The interviews were structured as: definition and elaboration of the data collection instrument; samples selection; data collection; organization of data collected and presentation and discussion of the results.

5.1. Data collection

The data collection was done personally and directly with the responders involved. The instrument used for the data collection was a questionnaire. Activities described in the questionnaire were obtained from Automotive-PDP’s activities in Tables A1, A2 and A3 of the Appendix 1. The questionnaire was structured in sections, according to the macro-phases, phases and activities of the Automotive PDP. For each one of Automotive-PDP’s activities two questions (Q1) and (Q2) were made.

Question (Q1) consisted of identifying the practice of the activity in the company where the responder worked. Question (Q1) was: “Is it your company’s practice?”. The responder had to choose as answer only one out of three possible alternatives: “Yes”, “No” or “Unknown”.

Question (Q2) consisted in evaluate, according to the responder’s opinion, the importance of the activity. Question (Q2) was: “How important is the activity?”, considering its cost/benefit. The responder had to choose as answer only one out of five possible alternatives: “1”, “2”, “3”, “4” and “5”. The alternatives were based on a Likert scale. For grades between 1 and 2, the responder considered the importance of the activity practiced as slightly important. For grade 3, as neutral importance, and for grades between and 5, as very important.

To the Automotive PDP can be considered acceptable, the authors have determined that the percentage averages of “yes” answers from the question (Q1) was equal to or greater than 60%.

For the question (Q2), the weighted global average of “Yes” answers (WY) was equal to or greater than 3.5 on a Likert scale.

In order to identify the lack of possible non-contained activities in the Automotive-PDP, complementary questions were inserted into the end of each section (macro-phase). The complementary question was: “Have you identified the lack of any activity in the macro-phase?”. At the end of each section of the questionnaire a field was available, for the responder to describe in his/her own words the activity he/she suggested.

5.2. Responders selection and data collection

Heads of departments, senior engineers and experts working in automakers, auto parts, automotive design, and other correlated companies constituted the responders selected. There were men and women, i.e. gender difference had no relevance for the interview. Age of the responders was also not considered. From this definition, a total of 75 responders were interviewed. Table 6 shows the data collection, according to the respondent’s subgroup.

Table 6. Distribution of responders according to the subgroups

Subgroups	Qty
Automakers	36
Auto parts	29
Design	5
Others	5

6. Evaluation criteria

Identifying the valid questionnaires was required in order to organize the data. Two criterias for identification of non-valid questionnaires were established: large part of the questionnaire with no answers (more than 30% of the answers), and responders not belonging to the determined subgroup. After setting the criteria, the questionnaires evaluation was performed. From a total of 75 questionnaires, 59 questionnaires were considered valid for the research. The total of the answers were then grouped, according to the alternatives from questions (Q1) and (Q2) chosen by the responders.

In the examples 1 and 2 are described the concept for the grouping and the answers distribution for the questions (Q1) and (Q2) respectively.

Example 1: for the activity (Ia) contained in phase 1 (market study), the 59 answers were grouped and distributed between the alternatives of the question 1 (Q1) “Yes”, “No” and “Unknown”. The results were: 56 answers for the alternative “Yes”, zero answers for the alternative “No”, and 3 answers for the alternative “Unknown”. For this example, there were no Blank answers.

Example 2: for the activity (Ia) contained in phase 1 (market study), the 59 answers were grouped and distributed between the alternatives of the question 2 (Q2) “1”, “2”, “3”, “4” and “5”. The results were: zero answers for the alternative “3”, 12 answers for the alternative “4”, and 47 answers for the alternative “5”. For this example, there were no Blank answers.

Table 7 shows a global view for the organization and distribution of the answers according to examples 1 and 2, for the activity (Ia) contained in phase 1: market study.

Table 7. Global results for examples 1 and 2

nº	A	Macro-phase of product strategy	Is it your company’s practice?				How important is the activity?
			Means				Means
			Y	N	UN	B	1	2	3	4	5	B
3	Ia	Check the behavior of the trens for automobile sales market in the next months and years	56	0	3	0	0	0	0	12	47	0

In the distribution showed in Table 7, only the total of answers between the alternatives for questions (Q1) and (Q2) are visualized. This distribution does not allow identifying, for a specific alternative from Q1, which was the option chosen by the responders, from the alternatives chosen for Q2.

Based on this situation, a new grouping was done. In this new grouping the grade chosen by the responders was considered, according to the alternatives chosen. In example 3 the concepts of this new grouping and the distribution of the answers for Q1 and Q2 are described.

Example 3: for the activity (Ia) contained in phase 1 (market study), from a total of 56 answers “Yes”, 10 answers had grade “4”, an 46 answers had grade “5”. For the activity (Ia) the was no answers “No”. For the answers “Unknown”, from a total of 3 answers, 2 answers had grade “4” and one answer had grade “5”. For example 3 there were no Blank answers.

Table 8 shows the answers distribution according tho example 3.

Table 8. Results for example 3

nº	A	Phase 1: market study	Yes						No						Unknown						Blank
			1	2	3	4	5	B	1	2	3	4	5	B	1	2	3	4	5	B	1	2	3	4	5	B
3	Ia	Check the behavior of the trens for automobile sales market in the next months and years	0	0	0	10	46	0	0	0	0	0	0	0	0	0	0	2	1	0	0	0	0	0	0	0

Therefore, to the question (Q1), the results obtained for each alternative were converted to percentages (%). To the question (Q2), the results obtained for each alternative were organized and distributed into weighted averages.

Equation (1) shows the calculation for weighted averages.(1) $$W=\frac{\sum _{i=1}^5{q}_i\times n_i}{\sum _{i=1}^5{q}_i}$$(1)

W is the weighted average of the grades, q_i is the number of questionnaires for a determined grade n_i, and n_i is the grades selected by the responders, with i from 1 up to 5.

Table 9 shows an example of the results distribution, according to the percentages and weighted averages, for phase 1 activity (Ia): market study (MS).

Table 9. Distribution of percentages and W of the results for phase 1 activity: market study (MS)

nº	A	Macro-phase of product strategy	Is it your company’s practice?				How important is the activity?
			Percentage				Means
			Y (%)	N (%)	UN (%)	B (%)	WG	WY	WN	WUN	WB
3	Ia	Check the behavior of the trends for automobile sales market in the next months and years	95	0	5	0	4.8	4.8	0.0	4.3	0.0

Notes:

W: Weighted average of the grades; G: global; Y: Yes; N: No; UN: Unknown; B: Blank.

In order to obtain a global view of the results from the whole Automotive-PDP, weighted averages of activities belonging to a determined phase of the model were added, and an average was calculated, providing a global view of the means for each phase of the model.

Same procedure was adopted for the results obtained with the phases of a determined macro-phase, thus providing a global view of the means for each macro-phase of the model. Finally, the procedure described was also applied to the macro-phases of the model, providing a global view of the means for the whole Automotive-PDP.

6.1. Findings

Results are presented and discussed in a sequence starting with global results for the whole Automotive-PDP, then, with results from the macro-phases and at last from the phases of the framework.

From the analysis of results from Table 10, it can be concluded that from a total of 100% of the valid responders, 76% confirmed that, in their companies, there is the practice of a large part of the activities contained in the Automotive-PDP, and they consider the practice of these activities as important or very important.

Table 10. Global results obtained for automotive-PDP

	Is it your company’s practice?				How important is the activity?
	Percentage				Means
	Y (%)	N (%)	UN (%)	B (%)	WG	WY	WN	WUN	WB
Global means of the model	76	10	14	0	4.3	4.4	3.3	3.5	0.1

Notes:

W: Weighted average of the grades; G: global; Y: Yes; N: No; UN: Unknown; B: Blank.

For the 24% who answered there is no practice or unknown whether the practice of the activities occurs or not in their companies, global grades were neutral (3.0), trending to important, since the grades are between 3.3 and 3.5.

Table 11 shows the global results for the macro-phases and for the technical and management gates of Automotive-PDP.

Table 11. Global results for the macro-phases and technical and management gates of Automotive-PDP

Macro-phases	Is it your company’s practice?				How important is the activity?
	Percentage				Means
	Y (%)	N (%)	UN (%)	B (%)	WG	WY	WN	WUN	WB
Product strategy	84	7	9	0	4.4	4.5	2.4	3.7	0.3
Macro-phase of product and process development	81	7	11	1	4.4	4.5	3.3	3.4	0.1
Macro-phase of production and continuous improvement	72	9	19	0	4.3	4.4	3.6	4.1	0.3
Technical gates (TG)	70	12	18	0	4.1	4.3	3.4	3.3	0.0
Management gates (MG)	71	15	14	0	4.2	4.4	3.9	3.2	0.0

Notes:

W: Weighted average of the grades; G: global; Y: Yes; N: No; UN: Unknown; B: Blank.

Table 11 showed that the results obtained with the macro-phases confirmed, with averages greater than 70%, the practice of the activities in the companies contained in the subgroups automaker, auto parts and design.

About the technical and management gates, results showed little variation between them. The variation was 1% for “Yes”, 3% for “No”, and 4% for “Unknown”. The greatest results were attributed to the management gates.

Phases of macro-phase of product strategy were used as example of the results obtained for all the phases contained in the macro-phases of Automotive-PDP. Table 12 shows the results for this macro-phase.

Table 12. Global results for the phases contained in the macro-phase of product strategy

Macro-phase of product strategy	Is it your company’s practice?				How important is the activity?
	Percentage				Means
	Y (%)	N (%)	UN (%)	B (%)	WG	WY	WN	WUN	WB
Market study (MS)	94	2	4	0	4.6	4.7	1.0	4.4	0.0
Product positioning (PP)	89	2	8	1	4.4	4.4	1.7	3.6	1.3
Market monitoring (MM)	75	8	17	0	4.3	4.4	3.4	4.1	0.0
Product launch (PL)	76	16	8	0	4.2	4.4	3.6	2.7	0.0

Notes: W: Weighted average of the grades; G: global; Y: Yes; N: No; UN: Unknown; B: Blank.

The phase of MS presented the largest result for “Yes” answers (94%), compared to the other results obtained for the whole model.

For “Unknown” answers, this phase obtained a global average of the grades equal to 4.4. The phase of market monitoring (MM) obtained a percentage equal to 17% for “Unknown” answers, this being the largest value between “Unknown” answers, compared to the other phases of macro-phase of product strategy. All results obtained for “Yes” answers of this macro-phase obtained percentages greater than 70%. Analogously, all global averages of the grades obtained were greater than 4.0. Therefore, this macro-phase obtained significant results for both questions (Q1) and (Q2), i.e.: the occurrence of the practice of a large part of the activities contained in the phases, and the importance of the practice of these activities in the companies of the subgroups researched.

Following the analysis of all answers obtained in the field research, it was observed that only one (1) of the activities receiving “Yes” answers obtained a grade lower than 4.0. It was the activity (XVIId), number 74, with grade equal to 3.5.

By observing the general averages of each activity, only six activities were identified as having general grades lower than 4.0. Table 13 shows the activities identified.

Table 13. Activities with general averages lower than 4.0

nº	A	Macro-phase of product strategy	Is it your company’s practice?				How important is the activity?
			Summary				Means
			Y	N	UN	B	WG	WY	WN	WUN	WB
11	IVa	Distribute the product in car dealers to be commercialized before the launch	22	27	10	0	3.4	4.4	2.4	3.0	0.0
47	XIIa	Perform/execute the simulation of facilities and machines in the workstations using improvised materials, or using other resources available in the company	26	16	16	1	3.7	4.0	3.4	3.2	0.0
74	XVIId	Plan and dimension the workmanship required to protect the company’s assets	34	9	16	0	3.5	3.5	2.9	4.1	0.0
77	XVIIg	Plan and train all workmanship not directly involved with the automobile manufacturing process	31	14	13	1	3.8	4.0	3.3	3.8	5.0
104	XXVIIIb	Freeze and do not change the results determined in technical decisions	35	11	13	0	3.8	4.1	2.8	3.4	0.0
106	XXIXb	Freeze and do not change the results determined in strategic decisions	33	15	11	0	3.9	4.2	3.4	3.3	0.0

Notes: W: Weighted average of the grades; G: global; Y: Yes; N: No; UN: Unknown; B: Blank.

The italic values indicates the general grades lower than 4.0.

6.1.1. Complementary activities

For the complementary questions of the questionnaire, the responders suggested some activities, also supplementing them with its practice or non-practice, as the importance in practicing or not practicing. Using the analysis of the suggested complementary activity and the identification of its correlation with the activity (ies) of the questionnaire, an analysis of the complementary activities, with no correlation with any activity proposed in the Automotive-PDP, was performed.

The process was repeated for the other complementary activities suggested by the responders for the macro-phases of product and process development and production and continuous improvement. Complementary activities identified as valid for incorporation were inserted in the Automotive-PDP and are identified in Tables A1 and A2 of the Appendix 1 with the symbol (*).

Except the activity (XVIId), the other activities of this group had global averages for “Yes” answers equal or greater than 4.0.

7. Conclusions

Developing serial products in a structured and concurrent form among automakers, auto parts and automotive design companies is a great challenge.

In this work, we propose a complete framework to managing the automotive product development process (Automotive PDP). The main advantage of this framework is to access a generic automotive reference model that contains a complete set to manage this process. This include: a reference model structured in three main parts and dozens of phases, a hundred of activities and a functional matrix that shows the relationships between departments, people involved, technical and managerial gates that occurs during the automotive development.

The expected results are: a larger interaction among the professionals involved, work standardization, reduction time in function of a defined and known development system, and therefore reduction wastes. A consequent reduction in costs and investments by the organizations can also be expected. In this context, the proposed Automotive-PDP can contribute to the automotive sector.

For the automotive PDP acceptance, global averages of the model showed that 76% of responders replied “Yes” for the practice of the activities suggested in the Automotive-PDP, and only 10% answered “No” practice.

The other 14% replied “Unknown”, i.e. took no position in certain answers. Except the six activities identified and shown in Table 10, all remaining activities of the proposed model obtained general averages of the grades equal or greater than 4.0. i.e. the activities were considered as important or very important by the responders.

Not restricted to the activities proposed in the model, a survey was performed during the research, where the responders were able to suggest complementary activities to the model. These activities were analyzed and incorporated, according to criteria demonstrated during the presentation and discussion of the results.

Based on the global and specific results it can be concluded that the proposed Automotive-PDP presents a significant acceptance with the practices performed in the automakers, auto parts, and automotive design companies. Therefore, it demonstrates its importance for the sector. In addition, it can be concluded that the proposed model also presents a significant compliance to the theoretical background, and the three examples of automotive PDP shown, since the framework proposed was also grounded on them.

Automotive-PDP is expected to be used, among other applications, as a guide for professionals in the automotive sector and for researchers, in the development and helping in the activities pertinent to the automotive products development process.

For future researches is recommended to evaluate the use of the Automotive-PDP considering the next industrial revolution scenario (Industry 4.0). This can start new researches and bring updates to include in the framework, such as: Cyber-Physical Systems (CPS), Internet of Things (IoT), Vertical and Horizontal integrations and Big Data analisys and evaluation.

Funding

The researchers thank CNPq (National Council for Scientific and Technological Development) for the financial support [grant number 141913/2010-0].

Cover image

Source: Authors.

Additional information

Notes on contributors

Guilherme Canuto da Silva

Guilherme Canuto da Silva is Mechanical Engineer. He holds a Master (2008) and PhD (2013) degrees in Mechanical Engineering from Escola Politécnica da Universidade de São Paulo. He also developed part of his doctorate at Technical University of Darmstadt (2012) with fellowship from German Academic Exchange Service. Currently he is a Professor at Universidade Federal do ABC (UFABC), teaching in the Engineering Management course and in Engineering of Instrumentation, Automation and Robotic course. His interests in research are: CAD/CAE systems, manufacturing design and artificial intelligence applied in manufacturing systems.

Paulo Carlos Kaminski

Paulo Carlos Kaminski is graduated in Naval Engineering (1986) and Business Administration (1990), and was a post-doctoral researcher at the Technical University of Darmstadt with fellowship from the Alexander von Humbolt foundation (1993–1994). Since 2009, he is a Full Professor of the Mechanical Engineering Department from Escola Politécnica da Universidade de São Paulo. He has experience in research and teaching in the Mechanical field, acting on the following topics: product engineering, design methodology, continuing education and internationalization of engineering.

Appendix 1

Table A1

Table

nº	A	Macro-phase of product strategy (main activities)
3	Ia	Check the behavior of the trends for automobile sales market in the next months and years
4	Ib	Analyze and investigate the products from competing companies in the market
5	Ic	Perform survey of the clients’ satisfaction
6	IIa	Clearly define the type of product to be developed by the company, before the start of product development
7	IIb	Characterize the type of product to be developed by the company as a competitor compared to the other products investigated in the market
		Estimate costs (*)
		Determine total costs for the development of the vehicle and manufacturing processes (*)
8	IIc	Positionate the product in a determined market segment, group of products or line of existing products
9	IIIa	Follow up the changes that might happen in the market during the development of the new product
		Perform researches and allow appraisers (potential purchasers) to drive vehicles from the same segment (*)
		Perform tests for client’s perception (*)
10	IIIb	Identify changes in the clients’ preference and change/modify the design of product under development in the company in order to meet the clients’ expectations
		Define strategies to expedite the launch of the vehicle (*)
11	IVa	Distribute the product in car dealers to be commercialized before the launch
12	IVb	Monitor clients’ satisfaction after the purchase of the new product
13	IVc	Transform the information from the purchasing market into new requirements for adequation of the product being manufactured
14	IVd	Transform the information from the purchasing market into new requirements for the development of future products

Notes: nº: number; A: activity; (*): complementary activities.

Table A2

Table

n°	A	Macro-phase of product and process development (main activities)
15	VIa	Obtain engineering requirements from the clients’ desires
16	VIb	Obtain engineering requirements from the company’s goal
17	VIc	Transform the qualitative information, obtained from the clients, in quantitative engineering information
18	VId	Use new technologies in the new product design
19	VIe	Develop new technologies for the new product
20	VIIa	Design the external shape of the automobile
21	VIIb	Design the internal area of the automobile
22	VIIc	Virtually design the parts/components of the automobile
23	VIIIa	Virtually design and simulate the chassis of the automobile
24	VIIIb	Virtually design and simulate the platform of the automobile
25	VIIIc	Virtually design and simulate the body of the automobile
26	VIIId	Virtually design and simulate the internal finishing of the automobile
27	VIIIe	Virtually design and simulate the external finishing of the automobile
28	VIIIf	Virtually design and simulate the engine of the automobile
29	VIIIg	Virtually design and simulate the on-board electronics of the automobile
30	VIIIh	Create virtual prototypes of the parts/components of the automobile
31	VIIIi	Build physical prototypes of the parts/components of the automobile
32	IXa	Test the parts/components of the automobile, in its final development status
33	IXb	Validate the parts/components of the automobile, in its final development status
34	IXc	Characterize the end of the automobile design development, by a framework in the development process
		Certificate the product (vehicle) with the authorities (*)
35	Xa	Design the automobile manufacturing processes concomitantly to the automobile design development
36	Xb	Design and dimension machines and equipments, including robots, for stamping sheet parts of the automobile
37	Xc	Design and dimension machines and equipments, including robots, for manufacturing the body of the automobile
38	Xd	Design and dimension machines and equipments, including robots, for painting the body of the automobile
39	Xe	Design and dimension machines and equipments, including robots, for the final assembly of the automobile
40	Xf	Design and dimension process areas, including the creation of layouts, for manufacturing processes of the automobile
41	Xg	Design and dimension the resources required for the maintenance of machines and equipments for manufacturing the automobile
		Calculate and determine the consumption of non-productive materials (*)
42	XIa	Plan and implement/adequate the civil infrastructure of the company
43	XIb	Plan and implement/adequate the electrical infrastructure of the company
44	XIc	Plan and implement/adequate the mechanical infrastructure of the company
45	XId	Plan and implement environmental policies specific for each manufacturing process
46	XIe	Plan and implement global environmental policies in the company
47	XIIa	Perform/execute the simulation of facilities and machines in the workstations using improvised materials, or using other resources available in the company
48	XIIb	Perform/execute a physical idealization of the workstations, to simulate the production operations
49	XIIc	Physically check the workstations, even before completing the facilities, to check future working conditions for the operators
50	XIId	Perform a physical check, before the final installation, of machines and equipments for manufacturing processes, to assure that the design of the workstation meets the needs of the operators
51	XIIIa	Develop the principles required for the conduction of manufacturing activities of the automobile
52	XIIIb	Develop procedures to determine and standardize the methods and ways of performing the activities of producing the automobile
53	XIIIc	Develop and determine the systems of control and visual management of the manufacturing areas
54	XIIId	Determine and establish countermeasures to identify and track defects that might be generated during the production of the automobile
55	XIVa	Consolidate the concepts established for the manufacturing processes of the automobile
56	XIVb	Virtually simulate the manufacturing processes of the automobile
57	XIVc	Physically simulate the manufacturing processes of the automobile
58	XIVd	Finish the physical facilities required to manufacture the automobile
59	XIVe	Automate the manufacturing processes of the automobile
60	XVa	Test the equipments and other means to produce the automobile
61	XVb	Produce small batches of subsets of the automobile, to test the manual manufacturing stations
62	XVc	Produce small batches of subsets of the automobile, to test the automatic manufacturing stations
63	XVd	Produce complete automobiles, to test the manufacturing processes of the automobile
64	XVe	Train operators during the tests of the manufacturing processes of the automobile
65	XVf	Predetermine the indicators and goals, during the test of the manufacturing processes of the automobile
66	XVg	Characterize the end of tests in the manufacture processes of the automobile, by using a framework in the development process
67	XVIa	Determine the systems of receipt, storage and distribution of the materials in the company
68	XVIb	Determine the amount of workmanship required for the systems of receipt, storage and distribution of the materials in the company
69	XVIc	Dimension areas for: materials movements, produced automobiles and remaining inputs required to manufacture the automobile
70	XVId	Determine the development of a parts supplier park
71	XVIIa	Calculate and determine the amount of workmanship required to perform the operations of manufacturing the automobile
72	XVIIb	Calculate and determine the amount of workmanship required to perform the maintenance operations of the equipments and facilities for manufacturing processes of the automobile
73	XVIIc	Calculate and determine the amount of workmanship required to perform the operations of monitoring the product quality
74	XVIId	Plan and dimension the workmanship required to protect the company’s assets
75	XVIIe	Plan and dimension the workmanship required to the company's fire brigade
76	XVIIf	Plan and train all the workmanship involved with the manufacturing process of the automobile
77	XVIIg	Plan and train all the workmanship not directly involved with the manufacturing process of the automobile
78	XVIIIa	Produce a small batch of automobiles for final validation of the facilities of the manufacturing processes of the automobile
79	XIXa	Characterize the start of the serial production of automobiles, by using a framework in the development process
80	XIXb	Program a gradual increase in the amounts of automobiles to be produced

Notes: nº: number; A: activity; (*): complementary activities.

Table A3

Table

n°	A	Macro-phase of production and continuous improvement (main activities)
81	XXIa	Check the stability of manufacturing processes
82	XXIb	Compare the design requirements to the automobiles being produced
83	XXIc	Identify opportunities of optimization and communication of manual operations of the manufacturing processes of the automobile
84	XXId	Identify opportunities of optimization and communication of automatic operations of the manufacturing processes of the automobile
85	XXIe	Determine a maintenance plan for the machines and other equipments used for manufacturing automobiles
86	XXIIa	Prove the dimensional repeatability of the automobile according to tolerances determined in the product design
87	XXIIb	Check the dimensional repeatability of the product
88	XXIIIa	Identify restrictions (bottlenecks) in the automatic manufacturing processes
89	XXIIIb	Propose and implement improvements to optimize the manufacturing automatic processes
90	XXIVa	Check the practice/skill developed by the operators after the start of serial production
91	XXIVb	Optimize the available workmanship in function of the operators’ skill
92	XXIVc	Communize activities originally performed in different workstations
93	XXVa	Characterize the serial production of automobiles, by using a framework in the development process
94	XXVb	Authorize the serial production (mass production) of automobiles
95	XXVc	Produce automobiles according to the variations of increase or fall in the sales in the market
96	XXVIa	Discontinue the serial production of automobiles
97	XXVIb	Determine the time required to end the serial production of automobiles
98	XXVIIa	Consolidate the information generated during the period of production of the automobile
99	XXVIIb	Perform practices as learned lessons, based on information generated during the period of production of the automobile
100	XXVIIc	Evaluate facilities and machines of the manufacturing processes, to identify the need or not for purchase/adequation of the facilities, for manufacturing new automobile models
101	XXVIId	Collect information with the operators working directly in the manufacture of the automobile, for guidance to future processes of products development
102	XXVIIe	Create a documentation from the information obtained during the period of production of the automobile
103	XXVIIIa	Make technical decisions at known and pre-determined time points, during the process of products development in the company where you work
104	XXVIIIb	Freeze and do not change the results determined in technical decisions
105	XXIXa	Make strategic decisions at known and pre-determined time points, during the process of products development in the company where you work
106	XXIXb	Freeze and do not change the results determined in strategic decisions

Notes: nº: number; A: activity.

Table A4

Table

Characteristics of the management and technical frameworks in the process of automotive products development
Macro-phase	Gates		Departments																			Involved										Main decisions
	MG	TG	FN	HR	MS	PE	EE	CE	PE	BE	FE	TV	PT	IE	RD	LG	EP	PS	BS	PA	FA	PR	VP	DR	FM	SP	EN	AN	SL	TC	OP
Product strategy	I		X		X	X	X	X	X	X	X		X	X									X	X								Development of a new automobile
		1	X		X	X	X	X	X	X	X	X												X	X							Determination of the life cycle of the automobile considering the market study and the guide report for new products
	II					X	X	X	X	X	X	X	X	X	X								X	X								Start of the development of the automobile
		2	X		X	X	X	X	X	X	X														X	X						Positioning of the product. Approval of the investments
		3			X	X	X	X	X	X	X		X	X										X	X							Approval of the automobile concept
	III		X		X	X	X	X	X	X	X												X	X								End of market monitoring. Approval of the style of the automobile. Partial release of financial resources
Product and process development		4	X	X									X	X	X	X	X	X	X	X	X					X	X	X				Approval of the concept of production system. Release of workmanship and financial resources
		5				X	X	X	X	X	X	X													X	X	X	X				Approval of chassis, platform, car body, internal and external finishing, engine and on-board electronics modules
		6											X	X	X	X	X	X	X	X	X				X	X	X	X				Approval of process concept. Approval of logistics concept. Release of workmanship and financial resources
		7				X	X	X	X	X	X	X	X				X	X	X	X	X				X	X	X	X				End of tests and validations of the product
		8													X	X	X	X	X	X	X					X	X	X				Approval of dimensioning of the workmanship required for production and maintenance of subprocesses
		9											X	X		X	X	X	X	X	X						X	X	X	X	X	Approval of process layout. Approval of results from simulations of the subprocesses
		10											X	X											X	X						End of civil, electrical, mechanical and environmental infrastructures
		11											X	X	X	X	X	X	X	X	X			X	X							Start of pre-series of the automobile
		12											X	X	X	X	X	X	X	X	X			X	X	X						Approval of the process facilities. Definition of indicators of the process and quality for the automobile
		13														X	X	X	X	X	X				X	X	X	X	X	X	X	Start of serial production of the automobile
	IV				X											X	X	X	X	X	X		X	X								Launch the product in the market
		14											X			X	X	X	X	X	X					X	X	X	X			Confirmation of process stability
Production and continuous improvement		15														X	X	X	X	X	X					X	X	X	X			Confirmation of series stability
		16													X	X	X	X	X	X	X						X	X	X	X	X	Start of reduction of cycle times in automatic and manual workstations
		17											X		X	X	X	X	X	X	X						X	X	X	X	X	Redimensioning the equipments and workmanship of the production
	V		X	X	X										X	X	X	X	X	X	X		X	X								Discontinuation of the series e and retirement planning of the product from the market
		18	X		X	X	X	X	X	X	X	X	X	X	X	X	X	X	X	X	X				X	X	X	X	X			Technical review of the product, process and production. Elaboration of the guide report for future products

Notes: MG: management gates; TG: technical gates; PR: president; VP: vice-president; DR: directors; FM: functional manager; SP: supervisors; EN: engineers; AN: analysts; SL: sector leaders; TC: technicians; OP: operators; FN: finances; HR: human resources; MS: market and sales analysis; PE: powertrain engineering; EE: electrical engineering; CE: chassis engineering; PE: platform engineering; BE: body shop engineering; FE: finishing engineering; TV: tests and validations; PT: process technology; IE: infrastructure; RD: resources dimensioning; LG: logistics; EP: environmental processes; PS: press shop; BS: body shop; PA: paint shop; FA: final assembly; X: participation; : in charge of the decision.