Blog Archives

iFactory Plays Host To The Best Product Development

Joe Donoghue, San Diego Prototyping, Patents & Prototypes, Live Web Show, Product Development, Engineering Services, Manufacturing, Entrepreneurial Product DevelopmentOn 8 and 9 November 2012 iFactory played host to product development experts, entrepreneurs and small businesses in Belfast, Northern Ireland and Letterkenny, Ireland.

If you are in the Republic of Ireland or Northern Ireland, U.K. and looking to further develop a product idea into a business, the team at iFactory can help. Leardon Solutions was invited to speak as part of this two-day iFactory event. Joe Donoghue and Murray Learmonth from Leardon Solutions spoke about entrepreneurial product development and how to be successful even when your resources are limited.

The event was part of the iFactory iLearning series with this particular event titled “Product Design – The blocks for success” and featured keynote speaker Christian Majgaard M.Sc.,B.A. who is known as “The Man Who Recaptured The True Mission Of Lego”. iFactory, part-financed by the European Union’s European Regional Development Fund through the Interreg IVA Cross Border Programme, is an innovation support programme helping small businesses grow their companies.

Some of the main topics that were covered during the event included a session about product development in general as well as a motivating presentation by Mr. Majgaard discussing the customer focused product development at Lego. Participants of the events were curious about developing a prototype and what to expect from the process in terms of cost and time involvement. Leardon provided sound advice based on their industrial design, prototyping, manufacturing, and product development life cycle knowledge.

Joe Donoghue, Apt Floe, Leardon Solutions, Northern Ireland

From left to right: Dr. Barney Toal, Jason Paul and Joe Donoghue

Rory Campbell, Anita Murphy, Eunan Cunningham

Also featured were a few success stories such as the Apt Innovations Floe Drain Down System and Rory’s Story Cubes.

For more information feel free to contact us.

Tagged ,

Product Development and Manufacturing Ten Commandments

Leardon Solutions Product Development, Manufacturing, San Diego, Ireland, Southern California, Inventor, SME, Joe Donoghue

The Product Development and Manufacturing Ten Commandments

All product development teams that have gone through a full development cycle to design, prototype, and manufacture their product have learned that there are a set of rules that when followed result in a streamlined and successful process. Some SMEs and entrepreneurs learn this the hard way by making mistakes while others hire experts in the field who have the experience to prevent the mistakes. It doesn’t matter if you are a medium sized business in San Diego, Southern California or a entrepreneurial start-up company in Northern Ireland, the rules are the same and must be followed for success. We have taken decades of product development experience from our team and created the Product Development and Manufacturing Ten Commandments to benefit our readers.

1. Avoid feature creep by rigorously defining your product before making or designing any prototypes.

2. Decide if the product features, the project/product cost, or the project schedule is the most important project priority and manage the program appropriately.

3. Make early Proof-of-Concept and Integrated Design Prototypes to validate the product functionality.

4. Work with one service provider to avoid multiple design hand-offs during the development life cycle and increase accountability. This is typically considered an end-to-end solution.

5. Maintain a strong relationship with the chosen manufacturing supplier and understand all cultural differences.

6. Only release the design for production tooling when all prototype qualification is complete and purchase the appropriate tooling based on quantity, expected part prices, and tool life.

7. Before starting production of customer-shippable products, qualify all the production tools, parts, and the final product.

8. Allow enough time to make the initial order of customer products and staff appropriately with design and manufacturing engineers to resolve the inevitable issues encountered.

9. Only make changes to the design or manufacturing processes in production when there are serious issues that result in safety or shipment issues.

10. Manage the stable production and don’t get complacent.

If you have questions about any of these Product Development and Manufacturing Ten Commandments, please feel free to contact us.

Tagged , , , , ,

How frozen pipes and flooded caravans led to the Floe product

Necessity is the mother of invention. This phrase succinctly describes Jason Paul, Managing Director and Founder of Apt Innovations, a Northern Ireland, UK based company. Apt Innovations develops and manufactures products that help owners of static and touring caravans, holiday homes, mobile homes, and motorhomes drain the water from the pipes of their homes, thus preventing broken pipes in freezing conditions.

Apt Innovations’ first product, the award winning Floe Drain Down Device, was conceived as Jason needed a simple way to winterize his home without having to make an appointment or pay a professional drain down technician. The Floe is a simple device that hooks to the outside hose tap and utilizes a tire compressor to blow out the excess water in the pipes. Apt Innovations’ Floe was written up in the BBC News article “Cold winter inspires NI man’s pipe business”, won the Best Accessory Award from Practical Caravan, and is making sales inroads in many countries around Europe.

Leardon: How did you come up with the idea for the Floë?

Jason: I own a static park home in the lakes area of Northern Ireland. Sadly we were caught out by bad frost which damaged part of the plumbing system and flooded the home. Normally you would pay someone about $180 to drain it at the end of the season, but this is an antiquated system that entails the service engineer trying to push the water back down through the system (the wrong way) in reverse from each faucet. Unfortunately this is not possible on showers as there are non return valves in them, which only allows water to come out of them (the right way). To a service engineer, the shower therefore must be dismantled, rendering the property useless over the winter months until spring.

I wanted to do two things. First I wanted to be able to drain the property myself, without paying someone and I wanted to use the property throughout the winter months as well as the summer. Therefore my idea connects to an outside tap, air is pushed into the system and water released from taps and shower (the right way) By doing this I do not have to dismantle the shower, so I can use the property whenever I like and drain on leaving. I tend to do this once at the end of the season and a few times in winter. At $180 per draindown, this could amount to just short of a thousand dollars. Floë costs less than $30 and can be used for years, not a bad return.

Leardon: What was the most important thing you learned about the prototyping and new product development process?

Jason: First, get a patent or at least a Non Disclosure Agreement (NDA), then the next most important thing is to get the right people on board at the start. So many people go down a road without advice on relevant areas of their product. I would completely recommend that a company find a very experienced product development company to talk this though to the extent that there are no more surprises or guesswork. This will keep the price of product development and prototyping down to a minimum. Our such advisers were Leardon Solutions. Here you have two sides of advice, one for the business and selling of the product, i.e. what works and what doesn’t and second the engineering advice as to which is the most cost effective, yet visually appealing end product.

Leardon: How did you prototype the Floë?

Jason: I created a very ugly prototype for myself, which worked right through the winter. I then made some slightly more attractive but still inexpensive homemade versions that I sold to people for a very small price. Accepting payment means that there is some skin in the game from the customers and it also proves that people will pay something for an solution. Of course you could provide free samples, it is up to you. These worked for about 25 people through the next winter. It was then that we knew we had a potential product. We then got some Northern Ireland Government funding for a patent and prototype, which we then took to Leardon Solutions to create more basic prototypes and eventually the finished product.

Leardon: What did you learn about manufacturing a product? Any issues encountered?

Jason: It takes time. You need to take this time to get the product right. If you don’t, every thing else that you do can be flawed. A house can be stunningly beautiful, but if built on a flawed foundation, it could fall apart. A product is similar. Say you spend all of your time making a product, but there is a change that has been overlooked or not tested correctly. This could cause you problems. By the time you have realised it, you may have developed the packaging and photography which would all be wasted if the product has to be changed, or even sold some, in which case you will face returns.

Take time to test every opportunity and suspicion that you might have. I know most are bursting to get it onto the market but understand it will save you time in the long run.

Leardon: Why is Northern Ireland a great place to prototype and develop products?

Jason: Once upon a time Northern Ireland was a powerhouse in Engineering, Shipbuilding and Linen Manufacture. Much of the big industries sadly died away over the years leaving a large proportion of Service sector businesses in its stead. This is clearly not good for growth as manufacture and export are paramount. Northern Ireland has always had innovation brimming under the surface and now I am glad to say that local councils and Government are really pushing tech and innovation once again, really putting Northern Ireland on the world map again, so much so that the head of Government for Industry in China, felt it prudent to visit Northern Ireland last week

Leardon: What recommendations do you have for others with product ideas?

Jason: Get your product really ahead of the game and then when you are ready to be first to market, showcase the life out of it. It is being first to market that is important and stay there. Use every piece of homemade PR that you have in your arsenal. Magazines love to write articles for free on new stuff, in fact get someone to write it for you, then send it out to a range of media, who will print it up for you.

Time your marketing to when it will be most effective, particularly magazines. Newspapers and radio are more day by day but magazines take months. Also, use online forums etc, do a video and put it on youtube.com, then link it on your website. Use all of this.

Visit Apt Innovation’s website for more information and to get updates.

Need more information on new product development or the manufacturing process? Please contact us with any questions or contact me directly at joseph.donoghue ( at ) leardon.com

Tagged , ,

How to Avoid Feature Creep and Scope Creep: Tip #3

Product Development, Leardon Solutions, Manufacturing, San Diego, Southern California

Tip #3: How to Avoid Feature Creep and Scope Creep During Product Development Lifecycle

Scope Creep. Feature Creep. Creeping Featurism. Featuritis. Project Creep. These are all terms used to describe the state in a project where the scope or features of the product continually change as the project progresses. Many of the articles written regarding scope/feature creep discuss software feature creep or methods of managing creep. Of course, feature creep is an issue that can adversely impact any project, including software, hardware, or service. If it isn’t avoided and managed properly, the project will end up at the point of no return.

Here are some methods of avoiding feature creep during the product development process.

A. Focus the team on the project priorities. There is always a tradeoff between product cost, program schedule, and product features/scope that cannot be ignored. One objective cannot be changed without affecting the others and a successful team leader is one who will prioritize these objectives. If the team is focused on these priorities then feature creep will take a back seat to proper program management. For example, if Project Scope is prioritized on the program, then it would be acceptable for the program manager to methodically consider new features. But if Product Cost or Program Schedule were the highest priority, changes in features would typically never be considered. One program that was successfully introduced into the market in less than six months was the Floe Winter Drainage System by Apt Innovations located in Northern Ireland, United Kingdom. The Managing Director Jason Paul was very thoughtful in his approach to managing the project. He stated clearly that the priorities of the program were (1) Program Schedule, (2) Program Scope, and (3) Product Cost. This allowed him to make wise decisions about avoiding any creep of the product features when he learned more about new potential customer segments for his product. He left these changes to the next product iteration.

B. Create and manage a product requirements document. It is extremely important that a program is initiated with a formal phase of documenting the program requirements. These requirements are driven by the customer and require in depth research to determine exactly what the customer wants and needs. Once the customer requirements are documented, the engineering team can translate these customer requirements into engineering requirements. This allows the engineering team to initiate their work and begin design and qualification. When features are changed or new features are introduced, the engineering team needs to revisit the engineering requirements document and rework many of the designs and qualification tests already performed. This results in wasted time and money.

C. Feature scope, if any, should only be customer driven. If a product program is being managed with a top priority of product scope, changes in the scope or features can be considered. Sometimes it is necessary to make changes to the features based on new learning from the market and customers. It should be noted though that the marketing team needs to be careful that they don’t react too quickly to requests by customers as this will end up whip cracking the engineering and development team. If features changes are going to be made, make sure that the customer was the original reason for the change.

D. Create a process to evaluate all potential changes to the feature list. When changes are going to be seriously considered, it is necessary to have a team process that is used to make a decision to implement or discard the new feature. The program manager should implement a review process that the whole team understands and follows. The evaluation team should consist of all functional members including technical, financial, marketing, and sales so that all member’s needs are considered. The decision criteria should be an objective metric that considers all financial and schedule outcomes of the decision such as net present value (NPV).

Successful product development teams focus on their original product requirements and don’t let scope and feature creep derail their schedule and financial goals.

Need more information? Please contact us with any questions or contact me directly at joseph.donoghue ( at ) leardon.com

Tagged , , , , ,

Apt Innovations in BBC News Article

Leardon Solutions client Apt Innovations from Northern Ireland is portrayed in the BBC News article Cold winter inspires NI man’s pipe business. Leardon Solutions designed, engineered, prototyped, and qualified the Floe winterizing product for Apt Innovations and currently manufactures components for the product.

Tagged , , , , , , , , ,