Concept Generation, 5-step process:

1. Clarify the problem (problem decomposition into simpler sub-problems)

2. Search Externally – finding existing solutions from experts, patents, benchmarking)
Product Realization Process: 3. Search Internally (Individual & group methods to adapt the team knowledge)
1. Need Statement (strategic plan) 4. Explore Systematically (Classification Tree, Combination Table to organize thinking of the team & synthesize
2. Establishment of need (examine competition, identify users, legal issues, market segments, facilitate sln fragments)
economic analysis) 5. Reflect on the solution & process (continuous improvement in subsequent iterations)
3. Concept Development (Determine Design, Design Feasibility) The Decision Matrix: systematic way to design a multifactional design while evaluating their strengths &
4. Detail Design (Define subsystems, tools, part geometry) weaknesses
5. Test & Evaluation (α&β test, reliability, training and regulations) Concept Testing Process
6. Product & Service (evaluate early product production -Define purpose of test
Changes in Competitive Envrionment Time to Market Speed Trade off: -Choose survey pop, format
- ↓ complex pod, demand trends, time2market
Evolving tech, -Communicate concept
Strategic Plan: (policy deployment and its execution.) -Measure customer response & interpret results &reflect
- Identify mission, strengths, weakness, long-term objectives, strategic/tactical issues to solve Concept Testing is used for:
- Select market segment and poducts for devlopment -Go/ no decisions, what market to be in, select/confirm concepts, benchmarking, soliciting improvement ideas,
- Project financial returns from chosen market and pdts. forecasting demands
Product Devlopmet: uses customer expect, input and Concurrent Engineering as design approach
Trad. Design process: all processes are sequential & no interaction.
àProbs: Limited communication between groups, minimal understanding of customer needs, result errors are costly Interpreting the results: Forecasting Sales
& difficult to implement. 𝑄 = 𝑁𝐴𝑃 where: Q=sales(annual) – N=number of (annual) purchases – A=awareness x availability (fractions) –
Concurrent Engineering (CE): Design approach to merge design & manufacture in
à RESULT:Any Change waste time and create delay to market entry. Staff only sees design at end. P=probability of purchase (surveyed) = 𝐶&'( 𝐹&'( + 𝐶*+,- 𝐹*+,- if no history Cdef= 0.4 andCprob0.25
- Manufacture & assemble design undertaken early in design stage
- More accurate cost estimates & well define product development Sources of Forecast error: Word-of-mouth effects, quality of concept description, pricing, level of promotion,
GOAL: ↓elapsed time required to bring a BETTER pdt to market CHEAPER & FASTER competition.
5 KEY Elem. of CE: Design for cost, performance, manufacturability/ass, serviceability & compliance Product architure Def: the arrangement of functional elements into physical chuncks which become the
Stages in CE: building blocks for the product or family of products.
1.Proj.Ident Provide a simple, clear process, define req. for approval, priorities & schedule of all tasks 3 Types of Modularity: Slot: each interface b/w chunks is of diff. type from others. Bus: common bus where all
2.Proj. Scope (confirm customer. expectation & consensus between them & execs goals) chunks have same base. Sectional: interfaces = same & attached to each other to form base.
3. Requirements & Analysis (Provide traceability cust. Needs, sys.sln &testing to enable change manag) To establish modular archit.: create schematic of pdt: decomposition of sys. Functional require. & identification
4. Sys. Design (Define metrics to predict implementation. Time& devl. efforts used for process improv.) of functional interaction.
5. Devl. Planning (define a work plan to implem. A technical sln) Cluster element of schematic to create product variety type: same as create schematic & grouping require.
Benefits of CE: Into modules.
-Better use of trade-offs in cost & design from all groups, lower dev time, less rework, prob-solving focus
Identifying interaction: same as cluster & identifying the interaction b/w modules.
Product Life Cycle in CE: DESIGN (60-95% overall cost here)- build-test- terminate
Modular arch.: chunks implement 1 or few functions entirely, interactions b/w chunks are defined & is simple
Ways to succeed with CE: do cross-functional teams, improve common design process concurrently, involve
supps/subcontractor early, keep low cost and simple, well done from 1st time, use evolutionary steps, 6s and reusable.
Kick-off Meetings in CE: Integral arch.: function element implemented by multiple chunks and interaction b/w them are poorly defined,
-official start with agreement on common terms, objs,indiv.tasks & proj.scope increases performance and reduces cost for any pdt model.
- Set Realistic, Measurable, Specific, Deadline-oriented goals Choosing arch.: product change, product variety, standization, performance, manufacturing. Cost, project
-Focus on beating others, faster cycle time and ↓target cost management, sys. Engr.
-Schedule completion of tasks, design review 4 risk manag. Product change: upgrade, add-ons, adaptations, wear, consumption, flexibility in use & reuse.
-Measure performance by: meet budget & sched, ↓ # of iterations, ↑effort Fundamental decisions: modular vs. integral arch., type of modularity, assign functions to modules
(manufacturability, maintainability & custom. Opportunities), assign modules to teams & which one to
Virtual Prototyping: shorten design cycle & aid rapid pdt devl. outsource.
- Advantages: Integration of multi-physical, low-cost parametric simulation/analysis tools available Conclusion: arch determines ease of pdts variety, feasibility of cust. Modif & sys level pdt cost
Growth Stage in Team:
1. Forming (discuss each abilities &weaknesses) Design for manuf. (DFM): concurrent engr & develop. Practice focusing on manuf. Issues t/o pdt dvl process.,
2. Storming (focus on tasks/team strengths before understanding complexity of task à could create lower pdt cost w/o reducing pdt quality & bring down-stream-life-cycle issues to the forefront of the new pdt
discouragement) intro process.
3. Nurturing (feeling of closeness, interdependence & unity form) Tool kit to focus on issues: QF Deployment, DFM, DFA, DF Test, DF Cost, DF Inspection, DF Maintenance, DF
4. Performing (tasks distributed and executed within members)
Repair, value analysis.
5. Adjourning (disbanding of team and goals completed)
3 methods to implement DFM: organization (cross-fct teams), firm design rules & CAD tools.
Elements of pdt manuf. Cost: Components [std & custom –> (raw material, processing & tooling)] assembly
Three Innovation Challenges: People (Want), Business (Profitable), Technical (feasible) [labor & equip and tooling], overhead [support (material handling, QA, ship and receive) & indirect allocation
Characteristic of Successful PD: Good quality, low manufacture cost, low dev cost & time, firms growth (maintenance of building and security)]
Challenges of Product Development: Assembly costs: labor, tooling and equipment. Assembly time = handling + insertion
- Tradeoffs ( b/w features & manuf. Cost) setup cost + tooling cost
- Dynamics (Evolution of technology, customer preferences, new competitors) Total unit cost = + variable cost
volume
- Details (Economic implications of choice of detailed features) DFA: key points: min part count, max ease of handling part & ease of inserting parts. Benefits: lower labor
- Time pressure (PD decisions be made quickly w/o more info) costs. Guidelines: min part count, encourage modular ass., stack ass, eliminate adjustments, eliminate cables,
- Economics (Need of large investment in development & marketing of new product) use self-fastening & self-locating parts, eliminate reorientation, facilitate part handling & specify std parts.
Product Development Process: set of steps 2 conceive, design and transform inputs into outputs Candidate for part elimination: Relative motion between part and rest of device? Different material? Separation
1. Quality Assurance (phases/checkups where process development will pass thru) b/w part and rest of device to allow assembly. If all 3 not, combine part with another part in the device.
2. Coordination (master plan def roles of players)
3. Planning (natural milestones 4 completing phases)
4. Management (benchmark to get performance of current effort)
5. Improvement (document the development process helps finding points to improve)
Pdt Specification Process: 1. Set Target Specs: 1.1 Prep list of metrics (must be complete & practical) 1.2
Collect Competitive Benchmark info 1.3 Set Ideal & Acceptable Target values (5 ways: at least X, at most X,
b/w X & Y, exactly X and a set of discrete values) 1.4 Reflect on result for improvement
Product Life Cycle Stage: 2. Refine Specs (based on chosen concept & feasibility testing, technical model & trade-offs)
- Introduction (Stage market size & growth slight, marketing cost high to test & promote) 3. Reflect on result (critical for ongoing improvement)
- Growth (Rapid growth in sales/profits due to ­ output (economies of scale), cheaper to invest in Resolve tradeoffs: 5-step process:
­market share 1-Develop technical models of the poduct (tool 2 predict value of metrics for a set of design decisions)
- Maturity (where competition most intense to maintain market share, marketing &finance key 2-Develop a cost model of product (tool 2 predict if product can be produced @ target cost)
activities) 3-Refine the specs, making trade-offs when needed (competitive map)
- Decline (Market & overall profit ¯, amounts of stocks of pdt may be controlled) 4-Flow down the specs (used for complex design with many subsystems
Front-End Process: 5-Reflect on results (is the product a winner? Is there uncertainty)
-Mission StatementàIdentify customer. NeedsàEstablish target specificationàConcept GenàConcept Testà Set Target Cost:
final specàProject planningàEconomic AnalysisàBenchmark competitionà Model/prototypeàPlan -Set the value of the manuf. cost spec based on price the cie hopes the end user will pay for the pdt & on the
Product Development Organizations: profit margins that are required for each stage in the distribution channel.
Functional (specialized & deep expertise) & Project (rapid & effective coordinate in many fcts) -It is the reverse of COST-PLUS MTD: which begins with what the firm expects it manuf. Costs and then sets its
-Formed by making links b/w ppl, either aligned with fcts (ex.marketing, design), projects or both prices by adding its expected profit margin to the cost.
Reporting Relationships: give notion of supervisor/subordinate 𝑀 = (𝑃 − 𝐶)/𝑃 where : M: gross profit margin of a stage in distribution channel
Financial Arrangements: ppl linked in being part of same fin.entity. P: price this stage charges its customers
Physical Layout: links created b/w ppl in same office/floor. C: cost this stage pays for the pdt it sells
Project Matrix Organization: Lightweight (weaker project links & stronger functional links) or Heavyweight (Strong 𝐶 = 𝑃 ∏#!$%(1 − 𝑀!) where : P: price paid by the end user
project links) In function dif. department( specialization), in project organized by proj (coordination)
n: # of stages in the dist. Channel
Design 4 Manuf. & Assembly (DFMA): simplify pdt to ¯ part counts, cost of manuf. & ass, while improving assembly
Mi : margin of the ith stage
efficiency.

Types of Product Development: New Prod , Derivative of Prod, Incrementing Existing, Brand New

Product Planning Process Steps:

1. Id Opportunities (Marketing & Sales Personnel, PD Teams, Current /Pot. Cust./3dparty)
2. Evaluate/Prioritize (Competitive Strat, Market Segment, Platform Plan.)
3. Allocate Res.(Aggregate Planning to efficiently use res.) & Plan Timing(market readiness)
-Balanced portfolio has investment in breakthrough pdts, new platforms
4. Complete Pre-Pjct Planning (Poduct vision and mission statements)
5. Reflect on Results &Process (search opportunities for improvement)
Customer Needs:
1. Gather Raw Data (focus groups, interviews) 2. Interpret Data (set need statements) 3. Organize needs
(hierarchyàprimary, secondary) 4. Set importance (surveys) 5. Reflect on result for continuous improvement
Analysis Process Steps : Define Scope, Gather Info, Interpret Data, Qualify Relative Importance (trade off), Reflect
on process (continues improvement)
Need types : Primary Needs ie easy to use, Secondary Needs ie safe to bump into, latent needs prevents pipes
from freezing, importance rating thermostat is personal

Advantages of Quality Function Deployment – reduction in cost, design times and errors, early exposure to tradeoffs, written
documentation, clear decisions, incorporation of. Collective experience
Phases: Product Planning, Part Deployment Phase (components), Process Depl.. (how to manufacture) product deployment measure of critical
prod.

Each Requirement is given a rating from 1-9 then each speciation is rated in relationship to this requirement. If
there is no relationship LEAVE BLANK if there is a slight or weak correlation rate as 1, medium 3 and high 9
multiply each specification with the corresponding requirement. Ei (9x9) + (3x5)=96 the absolute rating becomes
benchmark value and is given a relative importance of 9. All other specifications are then weighted to this value.

Eg 129 is the max value so it becomes 9. And all other are weight ie 96/129 x 9