Lecture outline

INSE 6411  • Introduction to the design problems
• Product planning
Product planning
Product Design Theory and Methodology

Product planning
Lecture 2
Lecture 2
Andrea Schiffauerova, PhD.

Th
Themes for your presentations
f t ti
•
Reading material •
Introduction to mechanical design problems and the design process
Design project definition and planning
Design project definition and planning
• Introduction to design theory and methodologies
• Most commonly used books: • Customer needs and product specifications
• The Mechanical Design Process (3rd ed.) by David G. Ullman
The Mechanical Design Process ed ) by David G Ullman • g p g
Design concept generation
• Design problems, resolution of design conflicts
• Product Design and Development (4th ed.) by Karl T. Ulrich  • Design concept evaluation
and Steven D. Eppinger • Design concept selection
• Design concept testing
• Product design and generation, product architecture
• Course lecture notes + your own notes taken during the class  • Design evaluation for performance and the effects of variations, 
Î sufficient! robust design
robust design
• Design for X (cost, manufacture, assembly, etc.)
• Prototyping and product launching, intellectual property rights
• Design project management and economics
Design project management and economics
• Guest lectures
Design problem
g p Design problem
Design problems have many satisfactory solutions and 
All design problems are ill‐defined
All design problems are ill defined no clear best solution
no clear best solution.
• An analysis problem
▫ Clear need
▫ Problem easily understood
▫ Just find correct formula
x “What size SAE grade 5 bolt should be used to fasten together 2 
pieces of 1045 sheet steel, each 4 mm thick and 6 cm wide, which
pieces of 1045 sheet steel, each 4 mm thick and 6 cm wide, which 
are lapped over each other and loaded with 100 N?”

• A design problem
▫ Not enough information
▫ Potential solutions not given
▫ Constraints are incomplete
x “Design
Design a joint to fasten 2 pieces of 1045 sheet steel, each 4 mm 
a joint to fasten 2 pieces of 1045 sheet steel each 4 mm
thick and 6 cm wide, which are lapped over each other and loaded 
with 100N.”

A design paradox
A design paradox
• The more you learn the less freedom you have to use what  Types of mechanical design problems
you know
• Selection design
▫ Simplest
Simplest design problem
design problem
▫ Selection of one (or more) items from a list of similar 
items

Example:
• The goal is to learn as much as early as possible in the design 
process, because later the changes will be more expensive.
 Types of mechanical design problems
• Configuration design
▫ All
All the components have been designed
the components have been designed
▫ How to assemble them into the completed product
▫ Some components may need to be altered in size, 
Some components may need to be altered in size,
shape or function

Components:

Types of mechanical design problems
Possible configurations: • Parametric design
▫ Finding
Finding values for the features that characterize the 
values for the features that characterize the
studied objects 
x Design a cylindrical storage tank that must hold 4 m
g y g 3 of 

liquid. The tank is described by parameters r, its radius, 
and l, its length.
The volume is determined by V = π r 2 l
x The volume is determined by
x Given a volume equal to 4 m 3 Î r 2l = 1.273
x An infinite number of values for r and l will satisfy the 
equation
Types of mechanical design problems Types of mechanical design problems
• Original design • Redesign
▫ If
If the design problem requires the development of a 
the design problem requires the development of a ▫ Most
Most design problems solved in industry
design problems solved in industry
new process, assembly or component ▫ The modification of an existing product to meet new 
▫ Each design problem represents something new and 
g p p g requirements
q
unique ▫ Many redesign problems are routine
▫ Mature design is a design which has remained 
unchanged over long period of time (examples include 
pencil sharpeners, staplers, hole punchers, etc.)

Even mature designs change !    

Î Mature design
Product design and development Product design and development
• Product development is a set of activities starting with  • Marketing
the perception of a market opportunity and ending with  ▫ (pre‐design) Identification of market opportunities
the sale of a product ▫ (pre‐design) Identification of customer needs
• Product design is one aspect of the development process ▫ (pre‐design) Identification of target pricing
▫ Engineering design specifies how the technical systems will  ▫ (post‐design) Promotion of product
work • Design
D i
▫ Industrial design specifies the aesthetics, ergonomics, and  ▫ Product quality
user interface ▫ Product cost (includes development cost)
• Other development activities include marketing and  ▫ Development time
Development time
manufacturing ▫ Development capability
• Manufacturing
• Success of the product typically depends on the success  ▫ Production system
Production system
of all three development activities ▫ Supply chain

E
Examples
l
Good market research and bad design: Product planning
A h vs. Apple
Archos A l

• Archos 20GB • iPod 5GB

▫ Released October 2001
R l d O b 2001 ▫ Released November 2001
Released November 2001
▫ 350 g, 1.3” thick ▫ 184 g, 0.78” thick
▫ File‐based organization system ▫ ID3‐based organization system
▫ Ugly interface
Ugly interface ▫ P tt i t f
Pretty interface
Product planning The product planning process
• Corporations typically plan products many years in  Multiple Projects

advance Identify
Evaluate
E l t and
Prioritize
d All
Allocate
t
Resources and
C
Complete
l t
Pre-Project
P d t
Product
Development
Opportunities

• Product planning ensures that products support 
Projects Portfolio Plan Timing Product Planning Mission Process
of Plan Statements
Projects

overall business strategy

overall business strategy
• Product planning:
▫ Establishes which market segments to target
g g • The outcomes of the product planning process:
The outcomes of the product planning process:
▫ Determines which PD projects will be undertaken ▫ Portfolio of projects
▫ Decides on the mix of new products vs. upgrades ▫ Product plan
p
▫ Determines the timing and sequence of the projects ▫ Mission statements

Identify opportunities Evaluate and Prioritize Projects
• Idea sources for new products • A firm can collect 100s or even 1000s of 
▫ Marketing and sales personnel
Marketing and sales personnel opportunities during a year
opportunities during a year.
▫ Research and technology development organizations • Select the most promising projects to pursue.
▫ Current product development teams
Current product development teams • Four useful perspectives to prioritize:
Four useful perspectives to prioritize:
▫ Manufacturing and operation organizations ▫ Competitive Strategy
▫ Current or potential customers ▫ g
Market segmentation
▫ Third parties such as suppliers, inventors, and business  ▫ Technological trajectories
partners. ▫ Product platforms
Competitive Strategy
• An
An organization’s competitive strategy defines a basic 
organization’s competitive strategy defines a basic
Market Segmentation
approach to markets and products with respect to 
competitors. • Dividing a market into segments allows the firm to 
• Possible competitive strategies:
Possible competitive strategies: consider the actions of competitors and the strength
consider the actions of competitors and the strength 
▫ Technology leadership
x Emphasis on basis research and development
of the existing products of the firm within each well 
▫ Cost leadership
p defined group of customers.
g p
x Focus on production efficiency (economies of scale, manufacturing 
methods, low‐cost labor, better management)
▫ Customer focus
x Follows closely customers’ needs and preferences
F ll l l t ’ d d f
x May result in a broad product line with high product variety
▫ Imitative
x Allows
Allows competitors to explore the products
competitors to explore the products
x If their products are successful, the firm quickly launches  its 
imitations

Market Segmentation
Market Segmentation
65 ppm
$23k
65 ppm
network
$31k Technological Trajectories
55 ppm 60 ppm
Department $20k
Lakes network
$35k
Lakes
40 ppm Project
Extensions • In technology intensive businesses, a key product 
ment

$16k
decision is when to adopt a new technology in a
decision is when to adopt a new technology in a 
Market Segm

25 ppm 35 ppm 40 ppm

Legend
$10k $15k $20k
Xerox
product line.
Workgroup product
30ppm
30ppm
$10k
40 ppm
40ppm
network competitor
• Technology S
Technology S‐curves
curves are conceptual tool to help to 
are conceptual tool to help to
$20k

HodakaProject
product
think about such decisions.
potential
20ppm 25 ppm 30 ppm competitor
$8k $9k $10k
Personal
20ppm
$7k

1997 1998 1999 2000 Year of

Release
Product segment map for Xerox
Technology S‐Curves Technology S‐Curves

pier Perforrmance
Digital
Technology

Cop
Light-Lens
Technology

Time
Ti

Xerox expected that digital copier technologies were just emerging 
and that it could develop a full‐featured digital copier in the near 
future.

Platforms versus Derivatives
Product Platform Planning Research and
Technology
Development
• A platform development project
▫ Creates the architecture for a family of products
Creates the architecture for a family of products Legend
Platform
▫ Involves major development effort Product Platform A Platform B Project
Development Product
• Derivative Products 
Derivative Products Release

▫ Extend an existing product platform to better address 
familiar markets Derivative
▫ May be included in the initial platform development  Product
Development
effort or derivative products may follow thereafter.
time
 Platforms versus Derivatives
Balancing the portfolio
• The firm usually benefits from a diverse set of 
projects
• The choice of competitive strategy should affect the 
shape of the product development portfolio
• Many methods for balancing the portfolio of 
development projects
• Product‐process change matrix
Product process change matrix
▫ Plots the portfolio of projects along two dimensions:
x A change in the product line
x A change in production processes

Product‐Process
Product Process Change Matrix
Change Matrix
Extent of Production Process Changes
Research and New Next Single Tuning and No Allocation of resources and time planning
Technology
h l Core Generation
G i Department Incrementall Process
Development Process Process Upgrade Changes Change
New Breakthrough • A firm cannot invest in every product development 
Core Development
Product Projects opportunity
Extent off Product Changes

Next
Generation
Platform
Development • Prioritization of the projects based on the limited 
Projects
Product
Lakes
k resources (budget and time)
resources (budget and time)
Project
Addition
to Product
Family Derivative
Product
d
Minor Development
Product
Enhancement

Current
No
Product Product/Process
Change Support
Estimation of the time required
Estimation of the time required
Based of the complexity of  the product’s function
Time = A
Time  PC D0.85
A*PC*D
where     
• A…constant based on past projects: A=30 for a small 
company with good communication, A=150
ith d i ti A 150 for a large 
f l
company with average communication
• D…product difficulty: D=1
p y if not too difficult (using well‐
( g
known technologies), D=2 if difficult (some new 
technologies), D=3 if extremely difficult (many new 
technologies)
• PC…product complexity

Estimation of the time required
f h d Estimation of the time required
f h d
• PC is based on the functions of the product
PC is based on the functions of the product

• The product complexity is estimated by PC = ∑ j * F j
• where 
j…the level in the function diagram
Fj…the number of functions at that level
the number of functions at that level
• For the example above: PC=1*1+2*4+3*3=18
The space shuttle aft field joint functional decomposition
 Development of the sequence for the tasks
Development of the sequence for the tasks
• For each task it is essential to identify its predecessors (tasks done 
Estimation of the time required before it) and its successors (tasks done after it)

• CPM (Critical Path Method)
• Time estimation is very difficult and subject to error ▫ The Critical Path Method is a mathematically based algorithm for 
scheduling project activities. It is a network analysis technique.
scheduling project activities. It is a network analysis technique.
• It is recommended to base the estimation on 3 
It is recommended to base the estimation on 3 ▫ The Critical Path Method (CPM) enables the project Critical Path to be 
estimates determined. This is a sequence of activities through a project network 
from start to finish.
▫ o…an optimistic estimate
o an optimistic estimate x Determines the time to complete the project and key milestones
Determines the time to complete the project and key milestones
x Allows tracking of critical activities
▫ m…most likely estimate x Provides a visual presentation of the project
▫ p…pessimistic estimate
o + 4m + p
Time .estimate =
6

Development of the sequence for the tasks
• PERT (Program Evaluation and Review Technique)
Very similar to CPM, except that every activity in a PERT network also 
‰
Development of the sequence for the tasks
• DSM (Design Structure Matrix)
▫ A compact, matrix representation of a system or project

has a variance associated with its completion time

has a variance associated with its completion time. A compact matrix representation of a system or project
• Gantt chart
▫ A bar chart that illustrates the project schedule

x
x
x x
x
x x

C and D are coupled activities 
x (should be executed at the same time)
(should be executed at the same time)

▫ Very useful when the order of the tasks is not evident
 ..

Aggregate resource planning Aggregate resource planning
• Helps an organization make efficient use of its 
resources by pursuing only those projects which can
resources by pursuing only those projects which can  140%

120%
be completed with the budgeted resources

ation
100%

acity Utiliza
80%

ng Engineering

ng Engineering
ng Engineering

ngineering
ngineering

ngineering
60%

Software/ Firrmware

Software/ Firrmware
Software/ Firrmware
Mechanical Design

Design

Design
esign

esign

esign
40%

Mechanical D

Mechanical D
Capa

Manufacturin

Manufacturin
Manufacturin

Electrical En
Electrical En

Electrical En
Industrial De

Industrial De

Industrial De
20%

0%
Year 1 Year 2 Year 3

Project timing The product plan
• Factors to consider: • The product plan identifies the portfolio of projects 
▫ Timing of product introductions
Timing of product introductions to be pursued by the development organization and
to be pursued by the development organization and 
x The sooner the better the timing of their introduction
▫ Technology readiness
x The robustness of technologies is critical!
h b f h l l
• The plan may divide projects into 4 categories: 
The plan may divide projects into 4 categories:
▫ Market readiness ▫ New platforms
x The sequence of product introductions
q p ▫ Derivatives of existing platforms 
x Not too quickly, not too slowly ▫ Product improvements
▫ Competition ▫ Fundamentally new products
x The
The anticipated release of competing products may 
anticipated release of competing products may
accelerate the timing of development projetcs
 The product plan Product mission statement
• The Mission Statement provides a detailed definition of 
New Hodaka Legend
the assumptions under which the product will be 
Platforms Lakes Project
developed
Product • It includes:
Derivatives
H-Net Release ▫ Brief (one sentence) description of the product (avoid 
L-Net
L Net implying a specific product concept)
implying a specific product concept)
Improvements 595 6010 392 393
▫ Benefit proposition
▫ Key business goals (time, cost, quality)
y New
Fundamentally Astro ▫ Target market(s) for the product
Target market(s) for the product
1996 1997 1998 1999 2000
▫ Target price
▫ Assumption and constraints that guide the development 
effort (manufacturing, service, environment)
effort (manufacturing, service, environment)
The product plan of Xerox
▫ Stakeholders

Product mission statement
Next lecture
• Exhibit 3‐10 • Customer needs
• Engineering specifications
Engineering specifications

• Presentations of opportunity statements
Presentations of opportunity statements
DESIGN PROJECT DESIGN PROJECT
pp y
Opportunity Statement pp y
Opportunity Statement
• An opportunity statement is a 1‐ or 2‐sentence  How to Identify Opportunities
description of a product or market opportunity
description of a product or market opportunity • Potential sources:
Potential sources:
• Should not imply the use of any particular  ▫ Think about the frustrations and complaints your 
technology friends have about existing products
friends have about existing products
• Should not imply a specific product concept ▫ Think about inefficiencies in your daily routine
• Example:
p ▫ Scan the Table of Content of Proc. IEEE for the past few 
▫ “Create a simple bedside device that displays internet  months to get an idea of emerging trends
weather forecasts so you can see what the weather 
will be when you wake up in the morning.”

DESIGN PROJECT
pp y
Opportunity Statement – due next week!
• Each should make a very short presentation (max 3 
slides):
▫ Explain problem, need, or motivation
▫ Explain necessary elements in solution
Explain necessary elements in solution
▫ Summarize with opportunity statement

▫ You need to e‐mail me your presentations before next 
Thursday (Wednesday midnight is the deadline)