Proses Pengembangan Desain

DESIGN DEVELOPMENT PROCESS

Dr. Ir. M. Sabri, MT. IPM

INTRODUCTION TO PRODUCT DEVELOPMENT

 The economic success of most firms depends on

their ability to identify the need of customers and
to quickly create products that meet these needs
and can be produced at low cost.

 A product is something sold by an enterprise to

its customers.

 Product development is the set of activities

beginning with the perception of a market
opportunity and ending in the production, sale,
and delivery of a product.
 Products Development
Characteristics of Successful
Product Development
• Product quality
Who Designs and Develops Products?
• Marketing
• Product cost
• Design
• Development time • Manufacturing
• Development cost

• Development capability

The product development process

Concept System Level Detail Testing and Production
Planning Development Design Design Refinement Ramp-up
SIMPLE MODEL DESIGN PROCESS
 DESIGN PROCESS
French (1985) detail model on the design
process

Circle represent the reach/output

Rectangular represent the

activities/work in progress

Conceptual design
Statement of problem and generates
broad solution

Embodied of schemes
Schemes are workout in detail
A final choice is made

Detailing
A large amount of essential point is
decided
 Brainstorming of ideas

Selection of concepts

Detail analysis of the components

EXERCISE 1
 List main components of your FYP Product
 Identify the functions of every components

 Sketch simple design products

 THE CONCEPT PRODUCT DEVELOPMENT
PROCESS

Mission
Statement Identify Establish Generate Select
Customer Target Product Product
Needs Specifications Concepts Concepts

Development
Test Plan Plan
Set Final
Product Downstream
Specifications
Concepts Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

THE GOAL OF METHOD FOR COMPREHENSIVELY IDENTIFYING COSTUMER NEEDS ARE:

 Ensure that the product is focused on customer needs.

 Identify latent or hidden needs as well as explicit needs.

 Create an archival record of the needs activity of the

development process.

 Ensure that no critical customer need is missed or

forgotten.

 Develop a common understanding of customer needs

among members of the development team.
FIVE STEP METHOD TO PROCESS & IDENTIFY CUSTOMER NEEDS

1. Gather raw data from customers. (interviews; Focus groups;

Observing the product in use) – Identify the segment trough
choosing customers – Documenting (Audio recording,
Notes, Video recording, Still photography.

2. Interpret the raw data in terms of customer needs.

3. Organize the needs into a hierarchy of primary, secondary,

and (if necessary) tertiary needs.

4. Establish the relative importance of the needs.

5. Reflect on the results and the process.

EXERCISE 2
1. Identify who are your competence customers
2. Thinks what are the needs of your customers?
3. Develop questioners that representative to
verify the needs of your FYP Product
specifications.
4. Determine the method of marketing need
survey for your FYP product & how many
customer representative enough
5. Identify documents archives.

Collect one week after this presentation class.

 THE CONCEPT PRODUCT DEVELOPMENT
PROCESS

Mission
Statement Identify Establish Generate Select
Customer Target Product Product
Needs Specifications Concepts Concepts

Development
Test Plan Plan
Set Final
Product Downstream
Specifications
Concepts Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

PRODUCT SPECIFICATIONS
CUSTOMER NEEDS FOR THE SUSPENSION FORK AND THEIR RELATIVE IMPORTANCE

No. Need Imp.

1 The suspension Reduces vibration to the hands 3
2 The suspension Allows easy traversal of slow, difficult terrain 2
3 The suspension Enables high-speed descents on bumpy trails 5
4 The suspension Allows sensitivity adjustment 3
5 The suspension Preserves the steering characteristics of the bike 4
6 The suspension Remains rigid during hard cornering 4
7 The suspension Is lightweight 4
8 The suspension Provides stiff mounting points for the brakes 2
9 The suspension Fits a wide variety of bikes, wheels, and tires 5
10 The suspension Is easy to install 1
11 The suspension Works with fenders 1
12 The suspension Instills pride 5
13 The suspension Is affordable for an amateur enthusiast 5
14 The suspension Is not contaminated by water 5
15 The suspension Is not contaminated by grunge 5
16 The suspension Can be easily accessed for maintenance 3
17 The suspension Allows easy replacement of worn parts 1
18 The suspension Can be maintained with readily available tools 3
19 The suspension Lasts a long time 5
20 The suspension Is safe in a crash 5
WHAT ARE SPECIFICATIONS?
 Product specifications represent an unambiguous agreement on what the team will
attempt to achieve in order to satisfy the customer needs.

 Product specifications mean the precise description of what the product has to do.
(“product requirement”, “Engineering characteristics”, “technical specifications”)

 Specification consist of a metric and a value. Metric is “average time to assemble”,

while “less than 75 seconds” is the value of this metric. Values are always labeled
with appropriate units (e.g., seconds, kilograms, joules)

WHEN ARE SPECIFICATIONS ESTABLISHED?

 The product specifications would establish once early in he development process and then
proceed to design and engineer the product to exactly meet those specifications.

 For technology-intensive products, specifications are established at least twice.

 Immediately after identifying the customer needs, the team sets target specifications.

 The team revisits the specifications while assessing the actual technological constraints
and expected production costs.

 The team must frequently make hard trade-offs among different desirable characteristics of
the product during setting the final specifications.
ESTABLISHING TARGET SPECIFICATIONS

 The target specifications are establish after the customer needs have
been identified but before product concepts have been generated.

 The process of establishing target specifications contains four steps:

1. Prepare the list of metrics.

2. Collect competitive benchmarking information.

3. Set ideal and marginally acceptable target values.

4. Reflect on the results and the process.

 STEP 1: PREPARE LIST OF METRICS FOR THE SUSPENSION
Metric No. Need Nos. Metric Imp. Units

1 1, 3 Attenuation from dropout to handlebar at 10 Hz 3 dB

2 2, 6 Spring preload 3 N

3 1, 3 Maximum value from the monster 5 g

4 1, 3 Minimum descent time on test track 5 s

5 4 Damping coefficient adjustment range 3 N-s/m

6 5 Maximum travel (26-in. wheel) 3 mm

7 5 Rake offset 3 mm

8 6 Lateral stiffness at the tip 3 kN/m

9 7 Total mass 4 kg

10 8 Lateral stiffness at brake pivots 2 kN/m

11 9 Headset sizes 5 in.

12 9 Steer tube length 5 mm

13 9 Wheel sizes 5 List

14 9 Maximum tire width 5 in.

15 10 Time to assemble to frame 1 s

16 11 Fender compatibility 1 List

17 12 Instills pride 5 Subj.

18 13 Unit manufacturing cost 5 US$

19 14 Time in spray chamber without water entry 5 s

20 15 Cycles in mud chamber without contamination 5 k-cycles

21 16, 17 Time to disassemble/assemble for maintenance 3 s

22 17, 18 Special tools required for maintenance 3 List

23 19 UV test duration to degrade rubber parts 5 hr

24 19 Monster cycles to failure 5 Cycles

25 20 Industrial Standards test 5 Binary

26 20 Bending strength (frontal loading) 5 kN

12 Instills pride
7 Is lightweight
Need

10 Is easy to install

20 Is safe in a crash
19 Lasts a long time
11 Works with fenders

14 Is not contaminated by water

4 Allows sensitivity adjustment

15 Is not contaminated by grunge

1 Reduces vibration to the hands

6 Remains rigid during hard cornering

17 Allows easy replacement of worn parts

13 Is affordable for an amateur enthusiast

16 Can be easily accessed for maintenance

8 Provides stiff mounting points for the brakes
9 Fits a wide variety of bikes, wheels, and tires
3 Enables high-speed descents on bumpy trails
2 Allows easy traversal of slow, difficult terrain

18 Can be maintained with readily available tools

5 Preserves the steering characteristics of the bike
Metric
Attenuation from dropout to handlebar at 10 Hz 1
Spring preload 2
Maximum value from the monster 3
Minimum descent time on test track 4
Damping coefficient adjustment range 5
Maximum travel (26-in. wheel) 6
Rake offset 7
Lateral stiffness at the tip 8
Total mass 9
Lateral stiffness at brake pivots 10
Headset sizes 11
THE NEEDS – METRICS MATRIX

Steer tube length 12

Wheel sizes 13
Maximum tire width 14
Time to assemble to frame 15
Fender compatibility 16
Instills pride 17
Unit manufacturing cost 18
Time in spray chamber without water entry 19
Cycles in mud chamber without contamination 20
Time to disassemble/assemble for maintenance 21
Special tools required for maintenance 22
UV test duration to degrade rubber parts 23
Monster cycles to failure 24
Industrial Standards test 25
Bending strength (frontal loading) 26
STEP 2: COLLECT COMPETITIVE BENCHMARKING INFORMATION

Metric Need Metric Imp. Units ST Maniray Rox Rox Tonka Gunhill
No. Nos. Tritrack 2 Tahx Tahx Pro Head
Quadra Ti 21 Shox
1 1, 3 Attenuation from 3 dB 8 15 10 15 9 13
dropout to handlebar
at 10 Hz

2 2, 6 Spring preload 3 N 550 760 500 710 480 680

3 1, 3 Maximum value from 5 g 3.6 3.2 3.7 3.3 3.7 3.4

the monster

4 1, 3 Minimum descent 5 s 13 11.3 12.6 11.2 13.2 11

time on test track

5 4 Damping coefficient 3 N-s/m 0 0 0 200 0 0

adjustment range

6 5 Maximum travel (26- 3 mm 28 48 43 46 33 38

in. wheel)

7 5 Rake offset 3 mm 41.5 39 38 38 43.2 39

8 6 Lateral stiffness at 3 kN/m 59 110 85 85 65 130

the tip

9 7 Total mass 4 kg 1.409 1.385 1.409 1.364 1.222 1.100

10 8 Lateral stiffness at 2 kN/m 295 550 425 425 325 650

brake pivots

11 9 1.000 1.000
1.000 1.125 1.000 1.125 1.000
Headset sizes 5 in. 1.125 1.250 1.125 1.250 1.125 NA

12 9 150 150
180 140 150 170 150
210 165 170 190 190
230 190 190 210 210
Steer tube length 5 mm 255 215 210 230 220 NA

13 9 Wheel sizes 26 in.

5 List 26 in. 26 in. 26 in. 700C 26 in. 26 in.
STEP 2: COLLECT COMPETITIVE BENCHMARKING INFORMATION
Metric Need Metric Imp. Units ST Maniray Rox Rox Tonka Gunhill
No. Nos. Tritrack 2 Tahx Tahx Pro Head
Quadra Ti 21 Shox
14 9 Maximum tire width 5 in. 1.5 1.75 1.5 1.75 1.5 1.5

15 10 Time to assemble to 1 s 35 35 45 45 35 85
frame

16 11 Fender compatibility 1 List Zefal None None None None All

17 12 Instills pride 5 Subj. 1 4 3 5 3 5

18 13 Unit manufacturing 5 US$ 65 105 85 115 80 100

cost

19 14 Time in spray 5 s 1300 2900 >3600 >3600 2300 >3600

chamber without
water entry

20 15 Cycles in mud 5 k- 15 19 15 25 18 35
chamber without cycles
contamination

21 16, 17 Time to 3 s 160 245 215 245 200 425

disassemble/assemble
for maintenance

22 17, 18 Special tools required 3 List Hex Hex Hex Hex Long Hex, pin
for maintenance
Hex wrench
23 19 UV test duration to 5 hr 400+ 250 400+ 400+ 400+ 250
degrade rubber parts

24 19 Monster cycles to 5 Cycles 500k+ 500k+ 500k+ 480k+ 500k+ 330k

failure

25 20 Industrial Standards 5 Binar Pass Pass Pass Pass Pass Pass

test y

26 20 Bending strength 5 kN 5.5 8.9 7.5 7.5 6.2 10.2

(frontal loading)
COMPETITIVE BENCHMARKING CHART BASED ON PERCEIVED SATISFACTION OF NEEDS

ST Maniray Rox Rox Tonka Gunhill

No. Need Imp. Tritrack 2 Tahx Tahx Pro Head
Quadra Ti 21 Shox
1 Reduces vibration to the hands 3 * **** ** ***** ** ***

2 Allows easy traversal of slow, difficult terrain 2 ** **** *** ***** *** *****

3 Enables high-speed descents on bumpy trails 5 * ***** ** ***** ** ***

4 Allows sensitivity adjustment 3 * **** ** ***** ** ***

5 Preserves the steering characteristics of the bike 4 **** ** * ** ***** *****

6 Remains rigid during hard cornering 4 * *** * ***** * *****

7 Is lightweight 4 * *** * *** **** *****

8 Provides stiff mounting points for the brakes 2 * **** *** *** ***** **

9 Fits a wide variety of bikes, wheels, and tires 5 **** ***** *** ***** *** *

10 Is easy to install 1 **** ***** **** **** ***** *

11 Works with fenders 1 *** * * * * *****

12 Instills pride 5 * **** *** ***** *** *****

13 Is affordable for an amateur enthusiast 5 ***** * *** * *** **

14 Is not contaminated by water 5 * *** **** **** ** *****

15 Is not contaminated by grunge 5 * *** ** **** ** *****

16 Can be easily accessed for maintenance 3 **** ***** **** **** ***** *

17 Allows easy replacement of worn parts 1 **** ***** **** **** ***** *

18 Can be maintained with readily available tools 3 ***** ***** ***** ***** ** *

19 Lasts a long time 5 ***** ***** ***** *** ***** *

20 Is safe in a crash 5 ***** ***** ***** ***** ***** *****

STEP 4: REFLECT ON THE RESULTS AND THE PROCESS

The team may require some iteration to agree on the target. Reflection after
each iteration helps to ensure that the results are consistent with the goals
of the project.

Questions to consider include:

 Are members of the team gaming? For example, is the key marketing representative
insisting that an aggressive value is required for a particular metric in the hopes that by setting a
high goal, the team will actually achieve more than if his or her true, and more lenient, beliefs
were expressed?

 Should the team consider offering multiple products or at list multiple options for the
product in order to best match the particular needs of more than one market
segment, or will one “average” product suffice?

 Are any specifications missing? Do the specifications reflect the characteristics that
will dictate commercial success?
Metric Need Metric Imp. Units Marginal Ideal
No. Nos. Value Value

1 1, 3 Attenuation from dropout to handlebar at 10 Hz 3 dB >10 >15

THE TARGET SPECIFICATIONS

2 2, 6 Spring preload 3 N 480 - 800 650 - 700

3 1, 3 Maximum value from the monster 5 g <3.5 <3.2

4 1, 3 Minimum descent time on test track 5 s <13.0 <11.0

5 4 Damping coefficient adjustment range 3 N-s/m 0 >200

6 5 Maximum travel (26-in. wheel) 3 mm 33 – 50 45

7 5 Rake offset 3 mm 37 - 45 38

8 6 Lateral stiffness at the tip 3 kN/m >65 >130

9 7 Total mass 4 kg <1.4 <1.1

10 8 Lateral stiffness at brake pivots 2 kN/m >325 >650

11 9 Headset sizes 5 in. 1.000

1.000 1.125
1.125 1.250

12 9 Steer tube length 5 mm 150

150 170
170 190
190 210
210 230

13 9 Wheel sizes 5 List 26 in.

26 in. 700C

14 9 Maximum tire width 5 in. >1.5 >1.75

15 10 Time to assemble to frame 1 s <60 <35

16 11 Fender compatibility 1 List None All

17 12 Instills pride 5 Subj. >3 >5

18 13 Unit manufacturing cost 5 US$ <85 <65

19 14 Time in spray chamber without water entry 5 s >2300 >3600

20 15 Cycles in mud chamber without contamination 5 k-cycles >15 >35

21 16, 17 Time to disassemble/assemble for maintenance 3 s <300 <160

22 17, 18 Special tools required for maintenance 3 List Hex Hex

23 19 UV test duration to degrade rubber parts 5 hr >250 >450

24 19 Monster cycles to failure 5 Cycles >300k >500k

25 20 Industrial Standards test 5 Binary Pass Pass

26 20 Bending strength (frontal loading) 5 kN >7.0 >10.0

SETTING THE FINAL SPECIFICATIONS
1. Develop technical models of the product.

2. Develop a cost model of the product.

3. Refine the specifications, making trade-offs

where necessary.

4. Flow down the specifications as appropriate.

5. Reflect on the results and the process.

 MODELS USED TO ASSESS TECHNICAL FEASIBILITY

Suspended Mass
Unsprung Mass Dynamic Model of Attenuation at 10 Hz
Orifice Diameter Suspension Performance
Spring Constant Estimated Monster g’s
Oil Viscosity (Analytical)

Support Geometry Static Model of

Material Properties
Tube Geometry Brake Mounting Stiffness Lateral Stiffness
Mounting Points (Analytical)

Fork Geometry Fatigue Model of

Material Properties
Fastening Methods Suspension Durability Cycles to Failure
Suspension Geometry (Physical)

Design Variables Metrics

(Model Inputs) (Model Output)
A BILL OF MATERIALS WITH COST ESTIMATES
Qty/ High Low High Total Low Total
Component
Fork (RM ea.) (RM ea.) (RM/fork) (RM/fork)

Steertube 1 7.50 6.00 7.50 6.00

Crown 1 12.00 9.00 12.00 9.00
Boot 2 3.00 2.25 6.00 4.50
Lower tube 2 9.00 6.00 18.00 12.00
Lower tube top cover 2 6.00 4.50 12.00 9.00

Main lip seal 2 4.50 4.20 9.00 8.40

Slide bushing 4 0.60 0.54 2.40 2.16
Slide bushing spacer 2 1.50 1.20 3.00 2.40
Lower tube plug 2 1.50 1.05 3.00 2.10
Upper tube 2 16.50 12.00 33.00 24.00

Upper tube top cap 2 9.00 7.50 18.00 15.00

Upper tube adjustment knob 2 6.00 5.25 12.00 10.50
Adjustment shaft 2 12.00 9.00 24.00 18.00
Spring 2 9.00 7.50 18.00 15.00
Upper tube orifice cap 1 9.00 6.75 9.00 6.75

Orifice springs 4 1.50 1.20 6.00 4.80

Brake studs 2 1.20 1.05 2.40 2.10
Brake brace bolt 2 0.75 0.60 1.50 1.20
Brake brace 1 15.00 10.50 15.00 10.50
Oil (liters) 0.1 7.50 6.00 0.75 0.60

Misc. snap rings, o-rings 10 0.45 0.30 4.50 3.00

Decals 4 0.75 0.45 3.00 1.80

Assembly at RM 60/hr 30 min 20 min 30.00 20.01

Overhead at 25% of direct cost 62.52 47.22

Total 312.57 236.04

Metric Metric Units Value
No.

1 Attenuation from dropout to handlebar at 10 Hz dB >12

THE FINAL SPECIFICATIONS

2 Spring preload N 600 - 650

3 Maximum value from the monster g <3.4

4 Minimum descent time on test track s <11.5

5 Damping coefficient adjustment range N-s/m >100

6 Maximum travel (26-in. wheel) mm 43

7 Rake offset mm 38

8 Lateral stiffness at the tip kN/m >75

9 Total mass kg <1.4

10 Lateral stiffness at brake pivots kN/m >425

11 Headset sizes in. 1.000

1.125

12 Steer tube length mm 150

170
190
210
230

13 Wheel sizes List 26 in.

14 Maximum tire width in. >1.75

15 Time to assemble to frame s <45

16 Fender compatibility List Zefal

17 Instills pride Subj. >4

18 Unit manufacturing cost US$ <80

19 Time in spray chamber without water entry s >3600

20 Cycles in mud chamber without contamination k-cycles >25

21 Time to disassemble/assemble for maintenance s <200

22 Special tools required for maintenance List Hex

23 UV test duration to degrade rubber parts hr >450

24 Monster cycles to failure Cycles >500k

25 Industrial Standards test Binary Pass

26 Bending strength (frontal loading) kN >10.0

EXERCISE 3
1. Prepare the list of metrics.
2. Collect competitive benchmarking information.
3. Set ideal and marginally acceptable target
values.
4. Create the needs metric matrix
5. Models used to assess technical feasibility
6. Create Target specification table
7. Create Bill of Material Table
8. Create Final Specification Table
9. Reflect on the results and the process.

Collect after one week of this presentation class.

 THE CONCEPT PRODUCT DEVELOPMENT
PROCESS

Mission
Statement Identify Establish Generate Select
Customer Target Product Product
Needs Specifications Concepts Concepts

Development
Test Plan Plan
Set Final
Product Downstream
Specifications
Concepts Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

ACTIVITY OF CONCEPT GENERATION
 Approximate description of the technology,
working principles and form of product
 Concise description of how the product will
satisfy the customer needs
 Usually expressed as sketch or rough three-
dimensional model and accompanied by brief
textual description.
 Normally consumed 5% of the budget and 15% of
the production time.
EXERCISE 4
 Generate minimum 5 product concepts of your
FYP.
 THE CONCEPT PRODUCT DEVELOPMENT
PROCESS

Mission
Statement Identify Establish Generate Select
Customer Target Product Product
Needs Specifications Concepts Concepts

Development
Test Plan Plan
Set Final
Product Downstream
Specifications
Concepts Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

CONCEPT SELECTION
 The process of evaluating concepts with respect
to customer needs & other criteria.
 Comparing the relative strengths and
weaknesses of the concepts.
 Selecting one or more concepts for further
investigations, testing, or development.
 The process of narrowing the set of concept
alternatives under consideration.
 Convergent process; frequently iterative and may
not produce a dominant concept immediately.
CONCEPT SELECTION
 The process of evaluating concepts with respect
to customer needs & other criteria.
 Comparing the relative strengths and
weaknesses of the concepts.
 Selecting one or more concepts for further
investigations, testing, or development.
 The process of narrowing the set of concept
alternatives under consideration.
 Convergent process; frequently iterative and may
not produce a dominant concept immediately.
THE CONCEPT SELECTION METHODS VARY IN
THEIR EFFECTIVENESS AND INCLUDE THE
FOLLOWING:
 External decision: Concepts are turned over to the customer,
client, or some other external entity for selection.
 Product champion: an influential member of the product
development team chooses a concept based on personal
preference.
 Intuition: The concept is chosen by its feel. Explicit criteria or
trade-offs are not used. The concept just seems better.
 Multi voting: Each member of the team votes for several
concepts. The concept with the most votes is selected.
 Pros and cons: The team lists the strengths and weaknesses
of each concept and makes a choice based upon group opinion.
 Prototype and test: The organization builds and tests
prototypes of each concept, making a selection based upon test
data.
 Decision matrices: The team rates each concept against pre
specified selection criteria, which may be weighted.
A STRUCTURAL METHOD FOR CONCEPT
SELECTION

 Structured selection depends on

 A customer focused product: evaluated against
customer-oriented criteria
 A competitive design: benchmarking concepts against
existing designs
 Better product-process coordination: evaluate against
manufacturing criteria improves the product
manufacturability
 Reduced time to product introduction
 Effective group decision making
 Documentation of the decision process
THE POTENTIAL BENEFITS OF STRUCTURED
CONCEPT SELECTION METHOD ARE:
 A customer focused product; explicitly evaluated against
customer oriented criteria.
 A competitive design: By benchmarking concepts with
respect to existing designs, designers push the design to match
or exceed their competitors performance along key dimensions.
 Better product process coordination: Explicit evaluation,
respect to manufacturing criteria, products manufacturability,
match the product with the process capabilities.
 Reduce time to product introduction: Become a common
language among team, faster communication, fewer false
start.
 Effective group decision making: encourage decision
making based on objective criteria and minimizes the
likelihood that arbitrary or personal factors influence the
product concept.
 Documentation of the decision process: readily understood
archive, useful for assimilating new team members, quickly
assessing the impact of changes in the customer needs or in
the available alternatives.
CONCEPT SELECTION METHODOLOGY
 Concept screening
 Concept scoring
 The decision making is supported by the decision
matrix and can be used by team to rank, rate and
select best concepts.
 Steps of the concepts screening and scoring
 Prepare the selection matrix
 Rate the concepts
 Rank the concepts
 Combined and improve the concepts
 Select one or more concepts
 Reflect on the results and the process
TWO-STAGE CONCEPT METHODOLOGY

Concept generation

Concept screening

Concept scoring

Concept testing
SIX STEP PROCESS OF SCREENING AND
SCORING CONCEPT SELECTION ACTIVITY:

1. Prepare the selection matrix.

2. Identify reference concept
3. Rate the concepts.
4. Rank the concepts
5. Combine and improve the concepts.
6. Select one or more concepts.
7. Reflect on the results and the process.
CONCEPT SCREENING
 Normally based on the group decision. All the
short list criteria may used in the paper or for the
flip chart for the larger group.
 First step prepare the selection matrix

 Rate the concepts

 Rank the concepts

CONCEPT SCREENING
CONCEPT SCREENING
CONCEPT SCREENING
CONCEPT SCREENING
CONCEPT SCREENING
CONCEPT SCREENING
 Combine and improve the concepts
 After rated and rank the team should verify the
results – question is the results make sense or not or
it is a way to combine and improve certain concept.
 Which is general good concept which is degraded by
the bad feature? Can a minor modification improve
the overall concept and yet preserver a distinction
from others concepts?
 Are there two concepts which can be combined to
preserver the better than qualities while annulling
the worse than qualities?
 Combined and improved concepts are then added
to the matrix, rated by the team, and ranked
along with original concepts
CONCEPT SCREENING
 In the example the team noticed that concepts D
and F could be combined to remove several of the
worse than ratings to yield a new concept, DF.
 Concept G is consider for improvement – this
concept too bulky, so the excess storage space
was removed while retaining the injection
technique. The revised concept is in the next
slide.
CONCEPT SCREENING
 Select one or more concepts
 For more refinement and analysis

 Concepts A and E to be considered along with G+

and new concept of DF
REFERENCE PRODUCT CONCEPT
 After careful consideration, the team chooses a
concept to became the benchmark, or reference
concept, against which all other concepts are
rated.
 The reference is generally either an industry
standard or straightforward concept with which
the team members are very familiar.
 It can be a commercially available product, a best
in class benchmark product which the team has
studied, an earlier generation of the product, any
one of the concepts under consideration, or a
combination of subsystems assembled to
represent the best features of different products.
CONCEPT SCREENING
 Entire team should agree with the decision
EXERCISE
 Perform concepts generation for the product
below (Pencil Holder)
CONCEPT SCORING
 Prepare the selection matrix for the selected
concepts
CONCEPT SCORING
 Rate the concepts

Relative performance Rating

Much worse than reference 1
Worse than reference 2
Same as reference 3
Better than reference 4
Much better than reference 5
CONCEPT SCORING
 Rank the concepts
 The total score for each concept is the sum of the
weighted scores:

Weighting for ith criterion

Raw rating of concept j for the ith criterion
Total score for concept j

n Number of criteria
CONCEPT SCORING
 Combine and improve the concepts
 The team looks for changes or combinations that
improve concepts
 Most creative refinements and improvements occur
during concept selection process.
CONCEPT SCORING
 Selection one or more concepts
 The team should explore the initial evaluation by
conducting sensitivity analysis.
 The team can vary weight and ratings to determine
their effect on the ranking
 The team can test the concepts
CONCEPT SCORING
 Reflect on the results and the process
 Point of return for the concept development process
 It is a useful to do the reality check to review the
concepts that are to be eliminated from further
consideration
EXERCISES 5
 How can the concept selection methods be used to
benchmark or evaluate existing product? Perform
such an evaluation for five automobiles you
might consider purchasing.
 Propose a set of selection criteria for the choice of
a battery technology for use in a portable
computer.
 Perform concept screening for the four pencil
holder concepts shown below. Assume the pencil
holders are for a member of a product
development team who is continually moving
from site to site.
 Repeat previous exercise, but use concept scoring
CONCEPTS OF THE PENCIL HOLDER