Product Design and Development

Skylab Paulas Bhore, PhD

Department of Mechanical Engineering
MNNIT Allahabad
 Suggested Books

1.Engineering Design by Dieter and Schmidt

2. Product Design and Development by Ulrich
3.Mechanical Design Process by David Ullman
 Products in daily life
1. Tooth brush
2. Shaving blade
3. Washroom showers
4. Breakfast/toasters/cofee makers/food maker machines
5. Cars/Bikes/Scooters/Bicycles
6. Office furniture/chair/table/laptop/printer/scanner
7. Entertainment appliances/LCD/LED TV/Video game
8. Sleep/Bed room/ Air conditioner
Different Designs of Tooth Brush
Different Designs of shaving blades
Different Designs of Showers
Different Designs of Toasters
Different Designs of Coffee maker
Different Designs of Cars
Different Designs of Bikes/Scooters/Bicycles
Different Designs of office appliances
Different Designs of entertainment appliances
Different Designs of bed rooms
The economic success of most firms depends
on their ability

----to identify the needs of customers and to

quickly create products that meet these needs
and can be produced at low cost.

---Achieving these goals is not solely a

marketing problem, nor is it solely a design
problem or a manufacturing problem; it is a
product development problem involving all
of these functions.
 Characteristics of Successful Product Development

Product quality: How good is the product resulting

from the development effort? Does it satisfy
customer needs? Is it robust and reliable? Product
quality is ultimately reflected in market share and the
price that customers are willing to pay.
Product cost: What is the manufacturing cost of the
product? This cost includes spending on capital
equipment and tooling as well as the incremental cost
of producing each unit of the product. Product cost
determines how much profit accrues to the firm for a
particular sales volume and a particular sales price.
Development time: How quickly did the team complete
the product development effort?
Development time determines how responsive the firm
can be to competitive forces and to technological
developments, as well as how quickly the firm receives
the economic returns from the team’s efforts.

Development cost: How much did the firm have to

spend to develop the product? Development cost is
usually a significant fraction of the investment
required to achieve the profits.
Development capability: Are the team and the firm
better able to develop future products as a result of
their experience with a product development project?
Development capability is an asset the firm can use to
develop products more effectively and economically in
the future.
Who Designs and Develops Products?
Marketing: The marketing function mediates the
interactions between the firm and its customers.
Marketing often facilitates the identification of product
opportunities, the definition of market segments, and
the identification of customer needs. Marketing
also typically arranges for communication between the
firm and its customers, sets target prices, and oversees
the launch and promotion of the product.

Design: The design function plays the lead role in

defining the physical form of the product to best meet
customer needs. In this context, the design function
includes engineering design (mechanical, electrical,
software, etc.) and industrial design (aesthetics,
ergonomics, user interfaces).
Manufacturing: The manufacturing function is
primarily responsible for designing, operating,
and/or coordinating the production system in order
to produce the product.
Broadly defined, the manufacturing function also
often includes purchasing, distribution,
and installation. This collection of activities is
sometimes called the supply chain.
Attributes of five products
Attributes of five products
 The Challenges of Product Development

Trade-offs: An airplane can be made lighter, but this

action will probably increase manufacturing cost.
One of the most difficult aspects of product
development is recognizing, understanding, and
managing such trade-offs in a way that maximizes
the success of the product.
Dynamics: Technologies improve, customer preferences
evolve, competitors introduce new products, and the
macroeconomic environment shifts. Decision making in
an environment of constant change is a formidable task.
Details: The choice between using screws or snap-
fits on the enclosure of a computer can have
economic implications of millions of dollars.
Developing a product of even modest complexity
may require thousands of such decisions.
Time pressure: Any one of these difficulties would be
easily manageable by itself given plenty of time, but
product development decisions must usually be
made quickly and without complete information.
Economics: Developing, producing, and marketing
a new product requires a large investment. To earn a
reasonable return on this investment, the resulting
product must be both appealing to customers and
relatively inexpensive to produce.
 A Generic Development Process

A process is a sequence of steps that transforms a set

of inputs into a set of outputs.

Most people are familiar with the idea of physical

processes, such as those used to bake a cake
or to assemble an automobile.

A product development process is the sequence of

steps or activities which an enterprise employs to
conceive, design, and commercialize a product.
A Generic Product Development Process
In this section we expand the concept development phase into
what we call the front-end process. The front-end process
generally contains many interrelated activities

The many front-end activities comprising the concept development phase.

Adapting the Generic Product Development Process
Process flow diagrams for three product development processes.
3D Printing/Rapid Prototyping
Product: Corn Roaster
Product: Snow Hybrid Car
 Project Down selection:
The PD Process Funnel

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up
 Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Four Phases of Product Development

The product planning phase precedes the product development process.

The product planning process takes place before a product
development project is formally approved, before substantial
resources are applied, and before the larger development team
is formed.
The product planning activity ensures that product development
projects support the broader business strategy of the company
and addresses these questions:
• What product development projects will be undertaken?

• What mix of fundamentally new products, platforms, and

derivative products should be pursued?

• How do the various projects relate to each other as a portfolio

(different categories of products)?

• What will be the timing and sequence of the projects?

##Each of the selected projects is then completed by a product
development team. The team needs to know its mission before
beginning development. The answers to these critical
questions are included in a mission statement for the team:
• What market segments should be considered in designing
the product and developing its features?

• What new technologies (if any) should be incorporated into

the new product?

• What are the manufacturing and service goals and

constraints?

• What are the financial targets for the project?

• What are the budget and time frame for the project?
 The Product Planning Process (What does it do?)

The product plan identifies the portfolio of products to be

developed by the organization and the timing of their
introduction to the market. The planning process considers
product development opportunities identified by many sources,
including suggestions from marketing, research, customers,
current product development teams, and benchmarking
of competitors.

From among these opportunities, a portfolio of

projects is chosen, timing of projects is outlined,
and resources are allocated.
Xerox Lakes Project Example

Xerox Document Centre 265

 A Product Plan

The product plan identifies the portfolio of projects to be pursued by the

development organization. This plan divides projects into four categories:
new platforms, derivatives of existing platforms, product improvements, and
fundamentally new products.
The product plan is regularly updated to reflect changes in the
.....competitive environment,
.....changes in technology,
......information on the success of existing products.
Product plans are developed with the
......company’s goals,
......capabilities,
.......constraints,
.......and competitive environment in mind.

Product planning decisions generally involve the senior

management of the organization and may take place only
annually or a few times each year.
Some organizations have a director of planning who manages
this process.
Organizations that do not carefully plan the portfolio of
development projects to pursue are often plagued with
inefficiencies such as:

• Inadequate coverage of target markets with competitive

products.
• Poor timing of market introductions of products.
• Mismatches between aggregate development capacity
and the number of projects pursued.
• Poor distribution of resources, with some projects
overstaffed and others understaffed.
• Initiation and subsequent cancellation of ill-conceived
projects.
• Frequent changes in the directions of projects.
 Four Types of Product Development Projects
• New product platforms: This type of project involves a major
development effort to create a new family of products based on
a new, common platform. The new product family would
address familiar markets and product categories. The Xerox
Lakes project, aimed at the development of a new, digital copier
platform, is an example of this type of project.

• Derivatives of existing product platforms: These projects

extend an existing product platform to better address familiar
markets with one or more new products. To develop a new
copier based on an existing light-lens (not digital) product
platform would be an example of this type of project.
• Incremental improvements to existing products: These
projects may only involve adding or modifying some features of
existing products in order to keep the product line current and
competitive. A slight change to remedy minor flaws in an existing
copier product would be an example of this type of project.

• Fundamentally new products: These projects involve radically

different product or production technologies and may help to
address new and unfamiliar markets. Such projects inherently
involve more risk; however, the long-term success of the
enterprise may depend on what is learned through these
important projects. The first digital copier Xerox developed is an
example of this type of project.
Toyota Camry Production Plant
 The product planning process

These activities address a portfolio of product development

projects, resulting in a product plan and, for each selected
project, a mission statement.

To develop a product plan and project mission statements, a

five-step process:
1. Identify opportunities.
2. Evaluate and prioritize projects.
3. Allocate resources and plan timing.
4. Complete pre-project planning.
5. Reflect on the results and the process.
Step 1: Identify Opportunities

This step can be thought of as the opportunity funnel because

it brings together inputs from across the enterprise. Ideas for
new products or features of products may come from several
sources, including (among others):

• Marketing and sales personnel.

• Research and technology development organizations.
• Current product development teams.
• Manufacturing and operations organizations.
• Current or potential customers.
• Third parties such as suppliers, inventors, and business
partners.
The identification of product development opportunities
is closely related to the activity of identifying customer needs.
Some proactive approaches include:
• Document frustrations and complaints that current
customers experience with existing products.
• Interview lead users, with attention devoted to innovations
by these users and modifications these users may have made
to existing products.
• Consider implications of trends in lifestyles, demographics,
and technology for existing product categories and for
opportunities for new product categories.
• Systematically gather suggestions of current customers,
perhaps through the sales force or customer service system.
• Carefully study competitors’ products on an ongoing basis
(competitive benchmarking).
• Track the status of emerging technologies to facilitate
transfer of the appropriate technologies from basic research
and technology development into product development.
As a way of tracking, sorting, and refining these
opportunities, each promising opportunity be described in
a short, coherent statement and that this information be
collected in a database.
This database can be as simple as a list in a spreadsheet.
Some of these opportunities may be expanded,
refined, and explored.
Example: At Xerox, many opportunities had been gathered and
discussed. Some were simple enhancements to existing products,
and others were proposals for products based on entirely new
technologies. Following are some examples of opportunity
statements similar to those proposed at Xerox:
• Create a document distribution system in which a networked
printing device resides on each office worker’s desk and
automatically delivers mail and other documents.
• Create document delivery software that allows the digital
delivery and storage of most intra-organizational documents via a
worker’s personal computer.

This opportunity statement eventually became the Lakes project:

• Develop a new black and white (B&W), digital, networkable,
document center platform for the office market, including
scanning, storage, fax, distribution, and printing capabilities.
Opportunities Begin the Product Planning and Product
Development Processes

Opportunity Tournament

Exceptional Opportunities

Concept System-Level Detail Testing and Production

Planning
Development Design Design Refinement Ramp-Up
Pharmaceutical Drug
Development
Hollywood Film Studios
Opportunity Identification Example
 FroliCat Sway
Opportunity Funnel

1 1 1
mission PD process product
statement launch

3
explored
50 7
opportunities selected
Automobile Concepts
Source: Lunar Design
Where do opportunities come from?

Source:
Terwiesch and Ulrich survey of 524 managers in diverse service
and product industries, October 2006.
The Funnel in Various Industries
Videos on opportunity identification

• Conventional scanner (HP)

• Compact (wifi) scanner (iscan)
• Handy and compact scanner (iscan)
 Step 2: Evaluate and Prioritize Projects

**The second step in the product planning process is the selection

of the most promising projects to pursue.

Four basic perspectives are useful in evaluating and prioritizing

opportunities for new products in existing product categories:
competitive strategy, market segmentation, technological
trajectories, and product platforms.
 Competitive Strategy

An organization’s competitive strategy defines a basic approach to

markets and products with respect to competitors. The choice of
which opportunities to pursue can be guided by this strategy. Most
firms devote much discussion at senior management levels to
their strategic competencies and the ways in which they aim to
compete.
Several strategies are possible, such as:

• Technology leadership:
To implement this strategy, the firm places great emphasis on
basic research and development of new technologies and on the
deployment of these technologies through product development.
 • Cost leadership:
This strategy requires the firm to compete on production
efficiency, either through economies of scale, use of superior
manufacturing methods, low-cost labor, or better
management of the production system.
• Customer focus:
To follow this strategy, the firm works closely with new and
existing customers to assess their changing needs and
preferences. Carefully designed product platforms facilitate
the rapid development of derivative products with new
features or functions of interest to customers. This strategy
may result in a broad product line featuring high product
variety in order to address the needs of heterogeneous
customer segments.
e.g. Selfi stick, different features in smart phone- as a remote control for TV,
GPS and song sharing in car infotainment system, sport bikes and cars,
sport watch, etc.
 • Imitative:
This strategy involves closely following trends in the
market, allowing competitors to explore which new
products are successful for each segment. When viable
opportunities have been identified, the firm quickly
launches new products to imitate the successful
competitors. A fast development process is essential to
effectively implement this strategy.
e.g. Cars made by (Suzuki, Hundai, Renoult, Tata)
TV made by (Sony, LG, Samsung, Phillips, Micromax)
Smart phone made by (i-phone, Samsung, LG, ASUS, Lenova, Micromax)
At Xerox, strategic discussions centered around how the company
would participate in the digital revolution of the office associated
with growth of the Internet. Xerox believed that the Internet would
enable a paradigm shift in business practices from one of “print
and then distribute” to one of “distribute and then print.” The Lakes
project would need to support this corporate vision.
 Market Segmentation
Customers can be usefully thought of as belonging to distinct
market segments. Dividing a market into segments allows the
firm to consider the actions of competitors and the
strength of the firm’s existing products with respect to each
well-defined group of customers.
By mapping competitors’ products and the firm’s own products
onto segments, the firm can assess which product opportunities
best address weaknesses in its own product line and which
exploit weaknesses in the offerings of competitors.

Segment-1...Tata Tiago...GM BEAT.....M-Suzuki Celerio......Hundai i10

Segment-2...Honda Jazz......Hundai i20....... M-Suzuki Baleno

Segment-3...Swift , Grand i10, Tiago XZ Diesel
Car segments as per SIAM (Society of Indian Automobile
Manufacturers)
The classification of segment is done on the basis of the length of the
vehicle (Passenger car segment)
A1 Segment – Mini – Up to 3400mm (M800, Nano)
A2 Segment – Compact – 3401 to 4000mm (Alto, wagon r, Zen,i10,A-
star,Swift,i20,palio,indica etc)
A3 Segment – Midsize – 4001 to 4500mm (City, Sx4, Dzire, Logan, Accent,
Fiesta, Verna etc)
A4 Segment – Executive – 4501 to 4700mm (Corolla, civic, C class, Optra,
Octavia etc)
A5 Segment – Premiun – 4701 to 5000mm (Camry, E class, Accord,
Sonata, Laura, Superb etc)
A6 Segment – Luxury – Above 5000mm (Mercedes S class, 5 series etc)
B1 Segment – Van – Omni, Versa, Magic etc
B2 Segment – MUV/MPV – Innova, Tavera, Sumo etc
SUV Segment – CRV, Vitara etc
Classification of Cars based on body Shape
ONE BOX (VAN/MPV) – It means Engine area, Passenger area & luggage area
all in one box. There wont be separate compartment. For eg. Omni, Ace
Magic, Versa
TWO BOX (HATCHBACK) – It means Engine has a separate cabin while
Passenger area and luggage area are together. For eg. M800, Alto, Santro,
i10, A*, Swift etc.
THREE BOX (SEDAN/SALOON/NOTCHBACK) – It means Engine area,
Passenger area & luggage area all are having different cabin. For eg. SX4, City,
Fiesta, Dzire, Ambassador, Indigo CS etc.
ESTATE/STATION WAGON – Its nothing but sedan whose roof is extended till
the rearto create more boot space. For eg. Indigo Marina, Octavia Combi,
etc.
SUV (Sports Utility Vehicle) – These vehicles have large tyres, higher seating,
higher ground clearance. The engine area is separate, but the passenger &
luggage area are enclosed together. Most of these vehicles are equipped
with either 4 wheel drive system or has the option for that. For eg. CRV,
SAFARI, GRAND VITARA, PAJERO,Duster, Creta, Fortuner, Range Rover, etc
SEMI NOTCHBACK – Its a sedan whose boot door can be opened like a
hatchback (wagon r, swift), where the rear wind shield too opens along with
the boot door. Unlike sedan whose rear wind shield is always fixed. There are
only few examples for SEMI NOTCHBACK – Skoda Octavia, Accent Viva.
 Adidas Shoes portfolio
Shoes are categorised as per the game or activity

It helps to find the strong and weak points wrt to competitors like Nike, Reebok, etc.
Aquaguard portfolio

Competitors:
KENT, Nassaka,
TATA Swach
 Market Segment Map
65 ppm 65 ppm
network
$23k $31k
55 ppm 60 ppm
Department $20k
Lakes network
$35k
Project Lakes
40 ppm
Extensions
$16k

25 ppm 35 ppm 40 ppm

$10k $15k $20k
Legend
Xerox
Market Segment

Workgroup product
30 ppm 40 ppm
network competitor
$10k $20k product

Hodaka Project potential

20 ppm 25 ppm 30 ppm competitor
$8k $9k $10k
Personal
20 ppm
$7k

1997 1998 1999

Year of 2000
Release
Product segment map showing Xerox B&W digital products and the competition in
three market segments: personal, workgroup, and department machines. Key
performance dimensions (pages per minute, networking capability) and price point are
listed for each product in the map, along with the time of its market introduction.
Technological Trajectories
In technology-intensive businesses, a key product planning
decision is when to adopt a new basic technology in a
product line. For example, in the document business, the key
technological issue at the turn of the century is the shift to
digital image processing and printing. The product planning
decision was when to develop digital products, as opposed
to developing another product based on light-lens
technology. Technology S-curves are a conceptual tool to
help think about such decisions.
 Technology S-Curves
Copier Performance

Digital
Technology

Light-Lens
Technology

Time
Few examples:
1)TV remote control
2) ABS, CSC, parking sensor
 Product Platform Planning
The product platform is the set of assets shared across a set of
products. Components and subassemblies are often the most
important of these assets. An effective platform can allow a
variety of derivative products to be created more rapidly and
easily, with each product providing the features and functions
desired by a particular market segment.

Since platform development projects can take from 2 to 10 times

as much time and money as derivative product development
projects, a firm cannot afford to make every project a new
platform.

Decisions about product platforms are very closely related to

the technology development efforts of the firm and to
decisions about which technologies to employ in new products.
Platforms vs. Derivatives
One technique for coordinating technology development
with product planning is the
technology roadmap. A technology roadmap is a way to
represent the expected availability and future use of various
technologies relevant to the product being considered. This
method has been used by Apple, Motorola, Philips, Xerox,
and other leaders in fast-moving high technology industries.
The method is particularly useful for planning products in
which the critical functional elements are well known in
advance.

Technology roadmapping can serve as a planning tool to

create a joint strategy between technology development
and product development.
Apple Technology Roadmap
 Technology Roadmap at Xerox
Functional Elements Technologies

Photo- Cylindrical 3-Pitch Belt n-Pitch Belt

receptor Drum Photoreceptor Photoreceptor

Scanner 2D CCD Array Full-Width, Linear Array

Layout w/Optical Reduc. without Optical Reduction

Toner High Low Melting Low Melting Point,

Type Temperature Point Low Emission

Output Monochrome: Paper, Fax, Scan, Color: Paper, Fax, Scan,

Modes Local Network, Internet Local Network, Internet

User Keypad
Interface Touch Screen Touch Screen, Remote PC

Image Automatic Image Quality

Processing 600 dpi 600/1200 dpi 1200 dpi 1800 dpi

Diagnostics On-Board Remote-Dialup Remote

Diagnostics Diagnostics Repair

Document Document Document Document

Centre Centre Centre Centre
220, 230 240, 255, 265 2XX 3XX
Hodaka Lakes Lakes Next
Project Project Extensions Platform

Time
Technology in kitchen
Technology in Amazon
 Step 3: Allocate Resources and Plan Timing

Resource Allocation
Many organizations take on too many projects without regard
for the limited availability of development resources. As a
result, skilled engineers and managers are assigned to more
and more projects, productivity drops off dramatically, projects
take longer to complete, products become late to the market,
and profits are lower. Aggregate planning helps an organization
make efficient use of its resources by pursuing only those
projects that can reasonably be completed with the budgeted
resources.
Aggregate planning at Xerox
Other critical resources may also require careful
planning, such as model shop facilities, rapid prototyping
equipment, pilot production lines, testing facilities, and so on.
Estimates of required resources in each period can
be compared with available resources to compute an overall
capacity utilization ratio (demand/capacity) as well as
utilizations by resource types

In the aggregate planning process, an organization may find

that it is in danger of over committing resources (often by as
much as 100 percent or more, according to Wheelwright
and Clark, 1992). Therefore the organization must decide in
the planning stage which projects are most important to the
success of the firm, and pursue those with adequate
resources. Other projects may need to be eliminated from the
plan or shifted in time.
Project Timing
Determining the timing and sequence of projects,
sometimes called pipeline management must consider a
number of factors, including:
• Timing of product introductions: Generally the sooner a
product is brought to market the better
• Technology readiness: The robustness of the underlying
technologies plays a critical role in the planning process. A
proven, robust technology can be integrated into products
much more quickly and reliably.
• Market readiness: The sequence of product introductions
determines whether early adopters buy the low-end product
and may trade up or whether they buy the high-end product
offered at a high initial price. Releasing improvements too
quickly can frustrate customers who want to keep up; on the
other hand, releasing new products too slowly risks lagging
behind competitors.
Examples: Windows XP, Win7, 8.1, 10
• Competition: The anticipated release of competing
products may accelerate the timing of development
projects.

The Product Plan

The set of projects approved by the planning process,
sequenced in time, becomes the product plan. The plan
may include a mix of fundamentally new products,
platform projects, and derivative projects of varying size.
Product plans are updated on a periodic basis, perhaps
quarterly or annually, as part of the firm’s strategic
planning activity.
The Product Plan at Xerox
Step 4: Complete Pre-Project Planning
Once the project has been approved, but before substantial
resources are applied, a pre-project planning activity takes
place. This activity involves a small, cross-functional team
of people, often known as the core team.

The Lakes core team consisted of approximately 30 people

representing a wide range of technical expertise, marketing,
manufacturing, and service functions.

In order to provide clear guidance for the product

development organization, generally the team
formulates a more detailed definition of the target market and
of the assumptions under which the development team will
operate. These decisions are captured in a mission statement.
 Lakes Project Mission Statement
Product Description
 Networkable, digital machine with copy, print, fax, and scan functions
Key Business Goals
 Support Xerox strategy of leadership in digital office equipment
 Serve as platform for all future B&W digital products and solutions
 Capture 50% of digital product sales in primary market
 Environmentally friendly
 First product introduction 4thQ 1997
Primary Market
 Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)
Secondary Markets
 Quick-print market
 Small „satellite‟ operations
Assumptions and Constraints
 New product platform
 Digital imaging technology
 Compatible with CentreWare software
 Input devices manufactured in Canada
 Output devices manufactured in Brazil
 Image processing engine manufactured in both USA and Europe
Stakeholders
 Purchasers and Users
 Manufacturing Operations
 Service Operations
 Distributors and Resellers
 Step 5: Reflect on the Results and the Process
In this final step of the planning and strategy process, the team
should ask several questions to assess the quality of both the
process and the results. Some suggested questions are:
• Is the opportunity funnel collecting an exciting and diverse set
of product opportunities?
• Does the product plan support the competitive strategy of the
firm?
• Does the product plan address the most important current
opportunities facing the firm?
• Are the total resources allocated to product development
sufficient to pursue the firm’s competitive strategy?
• Have creative ways of leveraging finite resources been
considered, such as the use of product platforms, joint
ventures, and partnerships with suppliers?

•Does the core team accept the challenges of the

resulting mission statement?

• Are the elements of the mission statement consistent?

• Are the assumptions listed in the mission statement

really necessary or is the project over constrained? Will
the development team have the freedom to develop the
best possible product?

• How can the product planning process be improved?

 Product Development Process

Concept System-LevelDetail Testing and Production

Planning
DevelopmentDesign Design Refinement Ramp-Up
 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

The customer-needs activity in relation to other

concept development activities.
Identify customer need/Understanding the product
 Method for comprehensively identifying a
set of customer needs.
The goals of the method are to:
• Ensure that the product is focused on customer needs.
• Identify latent or hidden needs as well as explicit needs.
• Provide a fact base for justifying the product specifications.
• 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.
 Identifying customer needs is itself a
process and achieved by following steps
• Define the Scope
– Mission Statement
• Gather Raw Data
– Interviews
– Focus Groups
– Observation
• Interpret Raw Data
– Need Statements
• Organize the Needs
– Hierarchy
• Establish Importance
– Surveys
– Quantified Needs
• Reflect on the Process
– Continuous Improvement
 Customer Needs Example:
Cordless Screwdrivers

Existing products used to drive screws: manual screwdrivers,

cordless screwdriver, screw gun, cordless drill with driver bit.
 Mission Statement
Example: Screwdriver Project
Product Description
•A hand-held, power-assisted device for installing threaded fasteners
Key Business Goals
•Product introduced in 4th Q of 2000
•50% gross margin
•10% share of cordless screwdriver market by 2004
Primary Market
•Do-it-yourself consumer
Secondary Markets
•Casual consumer
•Light-duty professional
Assumptions
•Hand-held
•Power assisted
•Nickel-metal-hydride rechargeable battery technology
Stakeholders
•User
•Retailer
•Sales force
•Service center
•Production
•Legal department
 Step 1: Gather Raw Data from Customers
Three methods are commonly used:
1. Interviews: One or more development team members discuss
needs with a single customer. Interviews are usually conducted in
the customer’s environment and typically last one to two hours.
2. Focus groups: A moderator facilitates a two-hour discussion
with a group of 8 to 12 customers. Focus groups are typically
conducted in a special room equipped with a two-way mirror
allowing several members of the development team to observe
the group.
3. Observing the product in use: Watching customers use an
existing product or perform a task for which a new product is
intended can reveal important details about customer needs. For
example, a customer painting a house may use a screwdriver to
open paint cans in addition to driving screws.
 How Many Customers?
Percent of Needs Identified 100

80

60
One-on-One Interviews (1 hour)

Focus Groups (2 hours)

40

20

0
0 1 2 3 4 5 6 7 8 9 10
Number of Respondents or Groups

From: Griffin, Abbie and John R. Hauser. “The Voice of the Customer”, Marketing
Science. vol. 12, no. 1, Winter 1993.
The Art of Eliciting Customer Needs Data

Important questions can be asked to customer:

• When and why do you use this type of product?

• Walk us through a typical session using the product.
• What do you like about the existing products?
• What do you dislike about the existing products?
• What issues do you consider when purchasing the
product?
• What improvements would you make to the product?
Documenting Interactions with Customers

Four methods are commonly used for

documenting interactions with customers:

1. Audio recording:
2. Notes:
3. Video recording:
4. Still photography:
Step 2: Interpret Raw Data in Terms of Customer Needs
Visual Information Example: Book Bag Design
Customer statement Translated customer needs
statement
"See how the leather on the bottom The bag maintains its original
of the bag is all scratched; it’s ugly." appearance with use.

"When I’m standing in line at the Items stored in the bag can be easily
cashier trying to find my checkbook found and accessed.
while balancing my bag on my knee,
I feel like a stork."
"This bag is my life; if I lose it I’m in The bag is difficult to lose.The bag is
big trouble." easy to find if misplaced.

"There’s nothing worse than a The bag protects delicate, soft items
banana that’s been squished by the from damage.
edge of a textbook."
"I never use both straps on my The bag can rest securely in multiple
knapsack; I just sling it over one modes (either or both shoulders).
shoulder."
Using a camera, document user frustration with an everyday task of your own
choice. Identify frustrations and difficulties encountered by these people.
Identify latent customer needs.
The photos below show people frustrated with their door locks when their
hands are full.
 Five Guidelines for Writing Needs Statements
Guideline Customer Statement Need Statement-Wrong Need Statement-Right
“Why don‟t you put The screwdriver battery The screwdriver battery
What Not
protective shields around contacts are covered by is protected from
How the battery contacts?” a plastic sliding door. accidental shorting.

“I drop my screwdriver all The screwdriver is The screwdriver

Specificity
the time.” rugged. operates normally after
repeated dropping.

Positive “It doesn‟t matter if it‟s The screwdriver is not The screwdriver
Not raining, I still need to disabled by the rain. operates normally in
Negative work outside on the rain.
Saturdays.”

Attribute “I‟d like to charge my An automobile cigarette The screwdriver battery

of the battery from my cigarette lighter adapter can can be charged from an
Product lighter.” charge the screwdriver automobile cigarette
battery. lighter.

Avoid “I hate it when I don‟t The screwdriver should The screwdriver

“Must” and know how much juice is provide an indication of provides an indication
“Should left in the batteries of my the energy level of the of the energy level of
cordless tools.” battery. the battery.
Step 3: Organize the Needs into a Hierarchy
Contd..
Step 4: Establish the Relative Importance of the
Needs
CASE STUDY
 Step 5 : Reflect on the Results and the Process
• Have we interacted with all of the important types of customers
in our target market?
• Are we able to see beyond needs related only to existing
products in order to capture the latent needs of our target
customers?
• Are there areas of inquiry we should pursue in follow-up
interviews or surveys?
• Which of the customers we spoke to would be good
participants in our ongoing development efforts?
• What do we know now that we didn’t know when we started?
Are we surprised by any of the needs?
• Did we involve everyone within our own organization who
needs to deeply understand customer needs?
• How might we improve the process in future efforts?
Vegetable Peeler sketches
Cucumber Peeler
Quality Function Deployment(QFD)
House of Quality(HOQ)
BikeE-AT model (1995)

BikeE-CT model (1992)

The Design Plan
BikeE was a small company developing its first bicycle rear suspension
system. The design team consisted of a design engineer, a product
manager, a technician, manufacturing manager, machinist, materials
specialist and an industrial designer. The core of this team was the
design engineer, the product manager and the manufacturing manager.

The core team drafted a list of tasks, as shown here. Note that these are
fairly generic.
1. Generate engineering specifications.
2. Design 2 concepts.
3. Develop prototypes PI.
4. Test PI prototypes.
5. Select one concept.
6. Develop P2 prototypes.
7. Field test P2 prototypes.
8. Generate product documentation
9. Produce production plan.
Customers:
For the BikeE suspension system, the main customers
were bicycle riders
Additional customers considered were bicycle shop sales
people and mechanics (often the same people).
To gather customer information for the BikeE suspension system, the team
developed a survey and distributed it to current BikeE owners. Below is a
sample of the questions included in the survey:
Q1. How many miles do you ride your BikeE each week? (Circle the best
choice.)
1. <5 miles
2. 5-10 miles
3. 10-30 miles
4. >30 miles
Guidelines for sketching
Bluetooth Speaker
Washing machine
Concept Generation
Is it good concept?
 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

 Concept Generation Process
• Clarify the Problem
– Problem Decomposition
• External Search
– Lead Users
– Experts
– Patents
– Literature
– Benchmarking
• Internal Search
– Individual Methods
– Group Methods
• Systematic Exploration
– Classification Tree
– Combination Table
• Reflect on the Process
– Continuous Improvement
Concept Generation Exercise:
Vegetable Peelers
 Vegetable Peeler Exercise:
Voice of the Customer
• "Carrots and potatoes are very different."
• "I cut myself with this one."
• "I just leave the skin on."
• "I'm left-handed. I use a knife."
• "This one is fast, but it takes a lot off."
• "How do you peel a squash?"
• "Here's a rusty one."
• "This looked OK in the store."
 Vegetable Peeler Exercise:
Key Customer Needs
1. The peeler peels a variety of produce.
2. The peeler can be used ambidextrously.
3. The peeler creates minimal waste.
4. The peeler saves time.
5. The peeler is durable.
6. The peeler is easy to clean.
7. The peeler is safe to use and store.
8. The peeler is comfortable to use.
9. The peeler stays sharp or can be easily sharpened.
Concept Generation Example:
Power Nailer
 Problem Decomposition:
Function Diagram for Power Nailer
 Problem Decomposition:
Function Diagram for Roti-maker: ??
 External Search:
Hints for Finding Related Solutions
• Lead Users
– benefit from improvement
– innovation source
• Benchmarking
– competitive products
• Experts
– technical experts
– experienced customers
• Patents
– search related inventions
• Literature
– technical journals
– trade literature
 Internal Search:
Hints for Generating Many Concepts
• Suspend judgment
• Generate a lot of ideas
• Infeasible ideas are welcome
• Use graphical and physical media
• Make analogies
• Wish and wonder
• Solve the conflict
• Use related stimuli
• Use unrelated stimuli
• Set quantitative goals
• Use the gallery method
• Trade ideas in a group
Ceiling fan decomposition: How?
Monkey bar
Concept Selection
 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Concept Selection Example:
Reusable Syringe
Concept Development Funnel

concept generation

concept screening

concept scoring
concept testing
Concept Selection Process
• Prepare the Matrix
– Criteria
– Reference Concept
– Weightings
• Rate Concepts
– Scale (+ – 0) or (1–5)
– Compare to Reference Concept or Values
• Rank Concepts
– Sum Weighted Scores
• Combine and Improve
– Remove Bad Features
– Combine Good Qualities
• Select Best Concept
– May Be More than One
– Beware of Average Concepts
• Reflect on the Process
– Continuous Improvement
Example: Concept Screening for
reusable syringe
Example: Concept Scoring
Concept Selection Exercise:
Mechanical Pencils
 Retail Prices of Five Pencils
• Classic $2.75
• Quick Click $2.58
• Twist Erase $2.08
• Zézé $0.90
• Bic $0.33
 Remember…
The goal of concept selection is not to
• Select the best concept.

The goal of concept selection is to

• Develop the best concept.

So remember to combine and refine the

concepts to develop better ones!
 Caveats
• Beware of the best "average" product.
• Perform concept selection for each different
customer group and compare results.
• Check sensitivity of selection to the importance
weightings and ratings.
• May want to use all of detailed requirements in
final stages of selection.
• Note features which can be applied to other
concepts.
Product Specifications
 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Target Specs Final Specs

Based on customer needs Based on selected concept,
and benchmarking feasibility, models, testing,
and trade-offs
 The Product Specs Process
• Set Target Specifications
– Based on customer needs and benchmarks
– Develop metrics for each need
– Set ideal and acceptable values
• Refine Specifications
– Based on selected concept and feasibility testing
– Technical modeling
– Trade-offs are critical
• Reflect on the Results and the Process
– Critical for ongoing improvement
Product Specifications Example:
Mountain Bike Suspension Fork
Start with the Customer Needs
Establish Metrics and Units
Link Metrics to Needs
Benchmark on Customer Needs
Benchmark on Metrics
Assign Marginal and Ideal Values
 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Target Specs Final Specs

Based on customer needs Based on selected concept,
and benchmarking feasibility, models, testing,
and trade-offs
Perceptual Mapping Exercise

Crunch KitKat
Opportunity?
Nestlé
Crunch

Hershey’s
w/ Almonds

Hershey’s
Milk Chocolate

Chocolate
 Specification Trade-offs
Estimated Manufacturing Cost ($)

Trade-off Curves
for Three Concepts

Score on Monster (Gs)

Set Final Specifications
 Quality Function Deployment
(House of Quality)

technical
correlations
relative engineering
importance metrics

customer benchmarking
needs on needs
relationships
between
customer needs and
engineering metrics

target and final specs

Some popular/good concepts
Tesla motor: car
Tesla motor: auto drive mode
Roof mount wind mill
Wind tree micro turbine
Power generation through water pipe line
Computer simulation and analysis of product concepts

1) Modelling and static structural analysis of class room

projector wall panel
Computer simulation and analysis of product concepts

2) Modelling and steady state thermal analysis of

rotimaker tawa
Product Architecture
 Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Platform Concept Decomposition

decision decision decision

Product architecture is determined early in the development process.

 Definition
– Product Architecture
• A scheme by which the functional elements of
the product are arranged (or assigned) into
physical building blocks (chunks) and by
which the blocks interact.

11/18/2016 264
 Product Architecture: Definition
The arrangement of functional elements into
physical chunks which become the building blocks
for the product or family of products.

module
module

module
module
Product
module
module

module
module
 Considerations at product
architecturing
• How will it affect the ability to offer product
variety?
• How will it affect the product cost?
• How will it affect the design lead time?
• How will it affect the development process
management?

11/18/2016 266
 Trailer Example:
Modular Architecture

protect cargo
box
from weather

connect to
hitch
vehicle

minimize
fairing
air drag

support
bed
cargo loads

suspend
springs
trailer structure

transfer loads
wheels
to road
 Trailer Example:
Integral Architecture

protect cargo
upper half
from weather

connect to
lower half
vehicle

minimize
nose piece
air drag

cargo hanging support

straps cargo loads

spring slot suspend

covers trailer structure

transfer loads
wheels
to road
What is this?
Nail Clippers?
Modular Product Architectures
• Chunks implement one or a few functions entirely.
• Interactions between chunks are well defined.
• Modular architecture has advantages in simplicity and
reusability for a product family or platform.

Swiss Army Knife Sony Walkman

Platform Architecture of
the Sony Walkman
 Integral Product Architectures
• Functional elements are implemented by multiple chunks,
or a chunk may implement many functions.
• Interactions between chunks are poorly defined.
• Integral architecture generally increases performance and
reduces costs for any specific product model.

High-Performance Wheels Compact Camera

 Choosing the Product Architecture
Architecture decisions relate to product planning and
concept development decisions:
• Product Change (copier toner, camera lenses)
• Product Variety (computers, automobiles)
• Standardization (motors, bearings, fasteners)
• Performance (racing bikes, fighter planes)
• Manufacturing Cost (disk drives, razors)
• Project Management (team capacity, skills)
• System Engineering (decomposition, integration)
 Ford Taurus
Integrated Control Panel
 Modular or Integral Architecture?
Apple
iBook

Motorola StarTAC Ford Rollerblade

Cellular Phone Explorer In-Line Skates
The concepts of integral and modular apply at
several levels:

• system
• sub-system
• component
Product Architecture = Decomposition +
Interactions

• Interactions within
chunks
• Interactions across
chunks
 Establishing the Architecture
To establish a modular architecture, create a
schematic of the product, and cluster the
elements of the schematic to achieve the
types of product variety desired.
 Architecture Design Process
• create a schematic of the product
• cluster the elements of the schematic
• create a rough geometric layout
• identify the fundamental and incidental
interactions.
 Creating a product schematic
• Create a schematic diagram representing
the (physical or functional) elements of the
product, using blocks, arrows, and other
notations.
– Flow of forces or energy
– Flow of material
– Flow of signal or data
Cluster the elements of the schematic

• Factors for considering clustering

– Geometric integration and precision
– Function sharing
– Capability of vendors
– Similarity of design or production technology
– Localization of design (or part) change
– Accommodating variety
– Enabling standardization
– Portability of the interfaces
 Creating a rough geometric layout
• A geometric system layout in
– 2D or 3D drawings,
– 2D or 3D graphics, or
– Physical models.
 Identify the fundamental and
incidental interactions
• Fundamental interactions
– Those which connect the building blocks, such
as energy flows, material flows, and data flows.
• Incidental interactions
– Those that arise because of geometric
arrangements of the building blocks, such as
thermal expansion or heat dissipation.
 Product Architecture Example:
Hewlett-Packard DeskJet Printer
 DeskJet Printer Schematic
Enclose
Printer Print
Cartridge

Provide
Structural Accept
Support Position Display
Cartridge User
Inputs Status
In X-Axis

Position
Store
Paper
Output In Y-Axis Control
Printer
Store Supply
“Pick” DC
Blank
Paper Paper Power

Communicate
Command
with
Host Printer
Functional Flow of forces or energy
or Physical Flow of material
Elements Connect
Flow of signals or data to
Host
 Cluster Elements into Chunks
Enclosure
Enclose
Printer Print
Cartridge

Provide User Interface Board

Structural Accept
Support Position Display
Cartridge User
Inputs Status
Chassis In X-Axis

Position
Store
Paper
Output In Y-Axis Control Power Cord
Printer and “Brick”
Store Supply
“Pick” DC
Blank
Paper Paper Power

Paper Tray Print

Mechanism Communicate
Command
with
Host Printer
Host Driver
Functional Connect Software
or Physical Chunks to
Elements Host
Logic Board
 Geometric Layout
logic
board user interfa ce board

print
cartridge
paper tray
print
mechanism

chassis
enclosure

print cartridge
height
roller
paper
paper tray
chassis
logic board
 Incidental Interactions
Enclosure User Interface
Board

Styling
Thermal
Vibration Print Distortion Logic Host Driver
Paper Tray
Mechanism Board Software

Thermal RF
Distortion RF Interference
Shielding
Power Cord
Chassis
and “Brick”
Industrial Design
Three Design Challenges

People Business
“desirable” “viable”

Technical
“feasible”

Source: IDEO
Dreyfuss (1967) lists five critical goals that
industrial designers can help a team to achieve
when developing new products:
• Utility: The product’s human interfaces should be safe, easy to
use, and intuitive. Each feature should be shaped so that it
communicates its function to the user.
• Appearance: Form, line, proportion, and color are used to
integrate the product into a pleasing whole.
• Ease of maintenance: Products must also be designed to
communicate how they are to be maintained and repaired.
• Low costs: Form and features have a large impact on tooling and
production costs, so these must be considered jointly by the team.
• Communication: Product designs should communicate the
corporate design philosophy and mission through the visual
qualities of the products.
 Ergonomic Needs
• How important is ease of use?
• How important is ease of maintenance?
• How many user interactions are required for
the product’s functions?
• How novel are the user interaction needs?
• What are the safety issues?
 Aesthetic Needs
• Is visual product differentiation required?

• How important are pride of ownership, image,

and fashion?

• Will an aesthetic product motivate the team?

 Motorola “Flip Phones”

MicroTAC (1989) StarTAC (1993) V60 (2001) RAZR (2004)

Motorola RAZR sales reached millions of units
within one year of launch. This success can be
attributed to several factors:

• Small size and weight:

• Performance features:
• Superior ergonomics:
• Durability:

• Materials:
• Appearance:
Concept Sketches and Rendering
Soft and Hard Models
Control Models and CAD Models
 Cost of Industrial Design
30
Hand-Held Medical
Percentage of Instrument
Product
Development
Budget Spent
on Industrial 20
Design (%) Hand-Held Vacuum

Desktop Computer
Peripheral
10 Large-Scale Medical
Equipment
Hand-Held Mobile Phone
Power
Tool Medical Imaging
Equipment
Industrial Food Processing Automobile Jumbo Jet
Equipment
0
10 100 1,000 10,000 100,000
Total Expenditures on Industrial Design ($)
thousands
Case study on Ergonomic design of product:
A travel mug is very simple and is obviously a product for which industrial design has
a huge importance. Its "technology" is very basic and the design aspects that relate
to the user interface are the key to the product success. Ergonomics are central
because you want the product to be as unobtrusive, easy to handle, and safe to use
as possible. Aesthetics also play a major role in differentiating the product. When I
started drawing the sketches I could hardly think of an "inside-out" approach. I was
basically paying attention to the shape of the product, to its look and feel, and to the
ease of using and carrying it. The "outside-in, function-follows-form" seemed to be
the appropriate one. However, when I came to nailing down the design I realized
that I had to be sure that these "forms" fulfilled several functions. These functions
are basically:
1. Mug holds liquid
2. Mug allows drinking
3. Mug is portable
4. Mug prevents liquid from spilling
This list of functions could be translated into a series of physical elements that
formed the mug
1. Hole to pour the liquid and container
2. Hole, straw, air vent...to allow drinking
3. Handle or carrying device
4. Cover
Aesthetic Design of Product
Schematic illustration of human cognitive response to an
artifact
Technology-driven products:
The primary characteristic of a technology-driven
product is that its core benefit is based on its
technology, or its ability to accomplish a specific
technical task. While such a product may have
important aesthetic or ergonomic requirements,
consumers will most likely purchase the product
primarily for its technical performance. For example, a
hard disk drive for a computer is largely technology
driven. It follows that for the development team of a
technology-driven product, the engineering or
technical requirements will be paramount and will
dominate development efforts.
User-driven products:
The core benefit of a user-driven product is derived from
the functionality of its interface and/or its aesthetic
appeal. Typically there is a high degree of user interaction
for these products. Accordingly, the user interfaces must
be safe, easy to use, and easy to maintain. The product’s
external appearance is often important to differentiate
the product and to create pride of ownership.
For example, an office chair is largely user driven. While
these products may be technically sophisticated, the
technology does not differentiate the product; thus, for
the product development team, the industrial design (ID)
considerations will be more important than the technical
requirements.
Technology or User Driven?
Technology or User Driven?
Technology or User Driven?
Tech- vs. User-Driven Products

Mobile Phone
Camera
Super Computer Laptop Computer Coffee Maker
Desktop Computer Wrist Watch
Hard Disk Drive Automobile Office Chair

Technology-Driven User-Driven
Products Products
Design for Manufacturing
 Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

How can we emphasize manufacturing issues

throughout the development process?
Design for Manufacturing Example:
GM 3.8-liter V6 Engine
Understanding Manufacturing Costs
 Definition
• Design for manufacturing (DFM) is a development practice
emphasizing manufacturing issues throughout the product
development process.

• Successful DFM results in lower production cost without

sacrificing product quality.
 Three Methods to Implement DFM

1. Organization: Cross-Functional Teams

2. Design Rules: Specialized by Firm

3. CAD Tools: Boothroyd-Dewhurst Software

 Design for Assembly Rules
Example set of DFA guidelines
from a computer manufacturer.
1. Minimize parts count.
2. Encourage modular assembly.
3. Stack assemblies.
4. Eliminate adjustments.
5. Eliminate cables.
6. Use self-fastening parts.
7. Use self-locating parts.
8. Eliminate reorientation.
9. Facilitate parts handling.
10. Specify standard parts.
 Design for Assembly
• Key ideas of DFA:
–Minimize parts count
–Maximize the ease of handling parts
–Maximize the ease of inserting parts
• Benefits of DFA
–Lower labor costs
–Other indirect benefits
• Popular software developed by Boothroyd
and Dewhurst.
–http://www.dfma.com
To Compute Assembly Time

Handling Time
+ Insertion Time

Assembly Time
 Method for Part Integration
• Ask of each part in a candidate design:
1. Does the part need to move relative to the rest of the
device?
2. Does it need to be of a different material because of
fundamental physical properties?
3. Does it need to be separated from the rest of the device to
allow for assembly, access, or repair?
• If not, combine the part with another part in the device.
 Videocassette DFM Exercise

• 2 billion worldwide annual volume

• 7 major producers of 1/2” cassette shells
• JVC licenses the VHS standard
– dimensions, interfaces, light path, etc
• VHS cassette shells cost ~$0.25 each
• What is a $0.01 cost reduction worth?
DFM Strategy is Contingent
Corporate
Strategy
Product
Strategy

Production
Strategy DFM
Strategy
DFMA in hospital construction
Robotic pen assembly
Design for Environment
Patagonia Clothing
In 1993 Patagonia became the first
company to use post-consumer
recycled materials in their products.

Patagonia Capilene fabric garments

contain 54% recycled polyester
content and are 100% recyclable
through Patagonia’s take-back system.

www.patagonia.com
Stokke Tripp Trapp Chair

Peter Opsvik (for Stokke, 1972) designed the award-winning Tripp Trapp chair to
grow with the child, increasing the effective lifetime of the chair.

www.stokke.com
Dunlop Recycled Wellington Boots
Dunlop Wellington boots are made from
polyurethane, PVC, and rubber.

Dunlop developed a line of recycled boots.

Dunlop takes back used Wellingtons from

customers. Old boots are re-ground and re-
manufactured into new boots.

Source: www.biothinking.com
Freitag Bags

Freitag reuses
•truck tarps
•inner tubes
•seat belts

www.freitag.ch
 Environmental Impacts

Global Warming Resource depletion Solid waste

Water pollution Air pollution Land degradation

www.buildbabybuild.com www.flickr.com Ben Rad www.wonkroom.thinkprogress.org

www.co.rockingham.nc.us commons.wikimedia.org www.adb.org

 Is this …

a legacy problem?

a materials problem?

a solvable problem?

YES!
 Design for Environment (DFE)
Design for Environment (DFE) is a method
to minimize or eliminate environmental
impacts of a product over its life cycle.

Effective DFE practice maintains or

improves product quality and cost while
reducing environmental impacts.

DFE expands the traditional manufacturer’s

focus on the production and distribution of its
products to a closed-loop life cycle.
 Product Life Cycle

Materials Production

Disposal Distribution

Use
 Life-Cycle Assessment (LCA)
• Quantifies environmental impact over product life cycle
• Steps in LCA analysis:
1. Prepare proposed design options
2. Identify life cycle, including recycling and disposal
3. Identify all materials and energy sources used
4. Identify outputs and waste streams
5. Quantify impacts of each material, energy, waste
6. Aggregate impact into categories for comparison
• Requires specialized LCA software and training
• Commercial LCA software growing in capability
– SimaPro, GaBi, OpenLCA, Sustainable Minds, …
 SimaPro LCA Software

Source: www.pre.nl/simapro/
 Cradle to Cradle
Cradle to Cradle (C2C) is a DFE
method emphasizing
renewable resources and
sustainable life cycles.

William McDonough and

Michael Braungart,
Cradle to Cradle: Remaking the
Way We Make Things, 2002.

McDonough Braungart Design

Chemistry (MBDC) works with
companies to select the safest
materials for product design.
 Two Life Cycles
Post-industrial
Recycling

Extraction
Materials Production
Resources
Post-consumer
Remanufacturing
Recycling

Natural Industrial
“Bio” “Product”
Natural Life Cycle Life Cycle
Distribution
Decay Recovery
Reuse
Disposal

Deposit Use
 Two Life Cycles
Non-renewable
Resources Post-industrial
Recycling

Renewable Materials Production

Resources Resources
Post-consumer Remanufacturing
Recycling
Natural Product
Natural “Biological” “Industrial”
Decay
Life Cycle Recovery Life Cycle Distribution
Toxics
Reuse
Organics
Inorganics
Deposit
Use
 “Conditions” for Sustainability
• Consider the earth as a closed system with limited solar
input and natural bio cycles.
• Solar energy and other renewable fuels are sustainable
energy sources.
• Resource usage must balance to the rate the earth creates
each resource (even the rate at which the earth creates
fossil fuels).
• Toxic wastes, heavy metals, radiation, and other
“molecular garbage” must be eliminated because they are
not part of the bio cycle.
 Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

DFE Goals DFE and Material Assess Impacts Improve

and Team Guidelines and Refine Designs DFE Process

DFE can be integrated into the

standard product development process.
 DFE Process
Product
Planning 1. Set DFE Agenda

2. Identify Potential
Environmental Impacts
Concept
Development 3. Select Material and DFE
Guidelines

System-Level 4. Apply DFE Guidelines to

Design Initial Designs

5. Assess Environmental
Impact
Detail 6. Refine Design
Design Compare to
DFE Goals N
Y
Process 7. Reflect on DFE Process
Improvement and Results
Life Cycle Impacts
 DFE and Material Guidelines
Example DFE Guidelines Example Material Guidelines
• Do not combine materials • Use recycled and recyclable
incompatible in recycling industrial materials
• Label all component materials • Use natural materials which
for recycling can be returned to biological
• Enable easy disassembly into decay cycles
separate material recycling • Use processes which do not
streams release toxic materials
• Use no surface treatments • Capture and reuse all
• Eliminate packaging hazardous materials
• Reduce weight and size for
shipping
 Herman Miller

Aeron, 1994 Mirra, 2004 Setu, 2009

 Herman Miller’s Environmental Goals
Perfect Vision 2020
• Zero landfill
• Zero hazardous waste generation
• Zero air emissions (VOC)
• Zero process water use
• 100% green electrical energy use
• 100% of sales from DfE products
• Company buildings constructed to a minimum
LEED Silver certification
Setu Spine
 Herman Miller
Setu Multipurpose Chair
• Environmentally friendly and non-toxic materials
– 41% aluminum, 41% polypropylene, 18% steel, by weight
• Recycled materials
– 44% by weight - 23% post-consumer, 21% post-industrial
• Less material content
– 20 lbs lighter than most task chairs
• Easy to disassemble
– 86% easily separable materials
• Recyclable
– 92% by weight
• Production line uses 100% green power
• No air or water emissions released in production
• Returnable and recyclable packaging

Source: Herman Miller, Inc.

 Herman Miller
DFE Assessment Method
Material Chemistry (33.3%)
Safest Low Hazard Uncertain High Hazard

Recycled Content (8.4%)

Post-consumer Post-industrial Virgin Material

Disassembly (33.3%)
Separation Time (30 sec) Tools (common) Labeling

Recyclability (25.0%)
Up-cycle Down-cycle Not feasible

Ref: Rossi, Charon, Wing, and Ewell, “Incorporating Cradle-to-Cradle Design into Herman Miller Products”, Journal of Industrial Ecology, 2006.
 Nike Considered Design
• New products are designed using
environmentally preferred materials. Materials Analysis Tool
• The materials analysis tool evolves to
reflect best practices and Nike’s
changing environmental values.
• Nike’s goal is for all new products to be
developed using its Considered Design
standards.
– footwear by 2011
– clothing by 2015
– equipment by 2020
Samsung Reclaim Mobile Phone

•Biopolymer casing
•Recycled paper packaging,
printed with soy-based ink
•Online instruction manual
•Energy Star rated charger

www.samsung.com
 Ford SmartGauge with EcoGuide

•Instrument cluster on Ford Fusion and Mercury Milan

hybrid vehicles
•Provides engaging feedback to drivers, improving fuel
economy
•Designed by SmartDesign, IDEO, and Ford Motor Co.

www.ford.com
www.smartdesignworldwide.com
 Better Packaging for Puma:
Clever Little Bag
• Designed by Yves Béhar and fuseproject
• 65% less cardboard than standard box
• No laminated printing, no tissue paper
• Less weight and space in shipping
• New reusable bag replaces the polyethylene
retail bag, is made of recycled PET, and is also
recyclable
• Puma plans to start shipping in 2011

vision.puma.com
www.fuseproject.com
 Four Simple DFE Rules
1. Design products and processes with industrial materials
that can be recycled continually with no loss in
performance, thereby creating new industrial materials.
2. Design products and processes with natural materials that
can be fully returned to the earth’s natural cycles, thereby
creating new natural materials.
3. Design products and processes that do not produce
unnatural, toxic materials that cannot be safely processed
by either natural or industrial cycles.
4. Design products and processes with clean, renewable
sources of energy, rather than fossil fuels.
 Final Message on
Green Design
• This is hard.
• This is important.
• This is our responsibility.
• This is a great opportunity…
– for businesses and entrepreneurs
– for scientists, engineers, and designers
– for researchers
Prototyping
 Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Prototyping is done throughout the development process.

 Concept Development Process

Mission Development
Statement Identify Establish Generate Select Test Set Plan Plan
Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Prototype:
"Anything that approximates the final product“

"Feasibility Prototype: Build necessary portion of the

proposed product to demonstrate technical feasibility“

"Qualification Prototype: Prototypes build and verified

per final design prints."
Why prototype?
Because you wish you had the final product to
do something with, but you are not there yet.

Goal: reduce risk, increase probability of

success
Prototypes cost time and money.....consider
carefully.

Knee-jerk reaction is, "Oh, let's prototype".

Watch out, might get you stuck in the
"hardware swamp" and really slow down your
design process.
Steps to Successful Prototyping

1. Define the purpose(s) [WHY]

2. Establish what is to be approximated
(and what is not) [WHAT]
3. Determine form of prototype [HOW]
4. Set design/construction plan, establish
cost. [WHEN]
5. Determine tests, data to be gathered.
[OUTPUT]
 Four Uses of Prototypes
• Learning
– answering questions about performance or feasibility
– e.g., proof-of-concept model
• Communication
– demonstration of product for feedback
– e.g., 3D physical models of style or function
• Integration
– combination of sub-systems into system model
– e.g., alpha or beta test models
• Milestones
– goal for development team’s schedule
– e.g., first testable hardware
 Types of Prototypes
Physical

ball alpha beta

support prototype prototype
final
prototype product

trackball mechanism
linked to circuit
Focused simulation Comprehensive

simulation
of trackball
circuits not
generally
feasible

equations
modeling ball
supports Analytical
 Physical vs. Analytical Prototypes
Physical Prototypes Analytical Prototypes
• Tangible approximation of the • Mathematical model of the
product. product.
• May exhibit unmodeled • Can only exhibit behavior
arising from explicitly modeled
behavior. phenomena. (However,
• Some behavior may be an behavior is not always
artifact of the approximation. anticipated.
• Often best for communication. • Some behavior may be an
artifact of the analytical
method.
• Often allow more experimental
freedom than physical models.
 Focused vs. Comprehensive Prototypes

Focused Prototypes Comprehensive Prototypes

• Implement one or a few • Implement many or all
attributes of the product. attributes of the product.
• Answer specific questions • Offer opportunities for
about the product rigorous testing.
design. • Often best for milestones
• Generally several are and integration.
required.
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
Hyundai Concept car studio
 Comprehensive Prototypes
Many comprehensive Some comprehensive
prototypes are built. prototypes build (and sold?).
High
Technical or Market Risk

One prototype may be Few or no comprehensive

used for verification. prototypes are built.
Low

Low High
Cost of Comprehensive Prototype
 Prototyping Strategy
• Use prototypes to reduce uncertainty.
• Make models with a defined purpose.
• Consider multiple forms of prototypes.
• Choose the timing of prototype cycles.
– Many early models are used to validate concepts.
– Relatively few comprehensive models are
necessary to test integration.
• Plan time to learn from prototype cycles.
– Avoid the “hardware swamp”.
 Rapid Prototyping Methods
• Most of these methods are additive, rather
than subtractive, processes.
• Build parts in layers based on CAD model.
• SLA=Stereolithogrpahy Apparatus
• SLS=Selective Laser Sintering
• 3D Printing
• LOM=Laminated Object Manufacturing
• Others every year...
Rapid Prototyping
 Virtual Prototyping
• 3D CAD models enable many kinds of analysis:
– Fit and assembly
– Manufacturability
– Form and style
– Kinematics
– Finite element analysis (stress, thermal)
– Crash testing
– more every year...
Virtual crash testing
Ford Motor on field test
Real crash test
Human dummy test
 Traditional Prototyping Methods
• CNC machining
• Rubber molding + urethane casting

• Materials: wood, foam, plastics, etc.

• Model making requires special skills.
Patents and Intellectual Property
 Value of Intellectual Property
• Intellectual property is an intangible asset created by
human intellectual or inspirational activity.
• There are many types of IP:
– trademarks, copyrights, designs, software,
patents, trade secrets, processes, and other
specialized knowledge.
• Intellectual capital is recognized as the most
important asset of many of the world’s largest and
most powerful companies; it is the foundation for the
market dominance and continuing profitability of
leading corporations.
– K. King, World Intellectual Property Organization
• For Fortune 500 companies, the value of IP ranges
between 45% - 75% of total assets.
– Cisco Website
 Types of Intellectual Property
Intellectual Property

Utility Design Plant Trade

Trademark Copyright
Patent Patent Patent Secret

1. novel ornamental new word original proprietary

2. useful design composition or expression and
3. non-obvious only of matter symbol of work useful

requires formal application may be registered not registered

 Trademark
• Valuable for building and protecting a brand
• A “mark” under which you sell goods and services
– House mark
– Product mark
– Rights valuable for use in commerce (TM or SM)
– Federal registration available in US ®
• Strength of trademark depends on its nature
– Generic
– Descriptive
– Suggestive
– Arbitrary
– Fanciful
• Check availability at US Trademark Database www.uspto.gov
 Copyright
• The right to make copies
– Arises from simply creating a work
– Protects the expression – not the idea
• great for music, poor for software
• Default copyright ownership
– Owned by author unless otherwise agreed
(e.g. by employee or contractor agreement)
• Open source
– For sharing and building
• Federal registration is a plus
• Notice format is quite flexible
– Copyright © 2010, Google, Inc., All Rights Reserved
– © 2010 Google
– Copyright Google
 Trade Secret
• Confidential information that is used for
competitive advantage
• Prevents, but does not block, others from
developing similar knowledge
• Protection varies by state and country
• Lasts as long as you can keep it secret
• Must actively work to protect trade secrets
– Nondisclosure agreements
– Confidential markings Product
– Employee education Development
Process
Handbook

XYZ Inc.
Confidential
 Patent
• Limited-time monopoly, granted by government, in exchange
for teaching the public new and useful knowledge
–US: 20 years from filing date
• Gives owner the right to exclude others from practicing their
invention
–Owner’s right to practice may be limited by others patent rights
• Real estate analogy:
– Right to prevent trespassers

–Ownership ≠ right to use –

limited by access rights, zoning, etc.
–Claims of patent ≈ fence around property
 Requirements to Obtain a Patent

• Patentable subject matter

• Not previously sold or publicly described
• Novel
– prior art must be cited
• Useful
– for some demonstrable need or value
• Not obvious
– “to one of ordinary skill in the art”
– prior art “teaches against”
– initial commercial success may demonstrate
 What is in a Patent?
A patent application is like a research paper –
a set of figures and accompanying text:
• Field of the invention
– Describe the problem addressed
• Background of the invention
– Describe the “prior art”
– List advantages over existing methods
• Summary of the invention
• Detailed description
– Best mode: the best way to implement the invention
– Examples of use and modes of implementation
• Claims
– What exactly is the invention
Chapter Example:
David W. Coffin, Sr.
US Pat.# 5,205,473
Coffee cup sleeve
D.W. Coffin Sr., US Pat.# 5,205,473:
Claims 1 and 2
 Jay Sorenson,
US Pat. # 5,425,497
Dimpled cup holder
Patents and Business Plans
• Freedom to Make, License and Sell your Product
• Does Your Company Own the Technology?
– Assigned by Inventor to Company?
– Licensed from University?
– Did it go into the Public Domain?
• Public Disclosure/On Sale Bars
• What is your Strategy?
– Patenting vs Disclosing to Prevent Others from
Patenting
 Obtaining a Patent
• The Application Process breaks down into four
main projects
– Determining What to Patent
– Determining When to File
– Preparing one or more Patent Applications
– Prosecuting the Applications
 What to Patent
• Determining What to Patent
– Probably the most important step
• Do NOT ask “What can I get a patent on?”
• Ask instead “What do I want a patent on?”
– What is of commercial value to my company?
– How would my competitors use my technology?
– Compare against the prior art
 When to File
• Determining When to File
– Before you lose US or Foreign rights
• Before a public disclosure
• Before an “on sale” bar
– In time to have a patent to protect your
products
Provisional Patent Applications
• Requires a meaningful description of the
invention
• Protects invention for one year
• Fast and Cheap
• Nothing happens at the USPTO
• What you fail to disclose may not be protected
• Consider “Rolling Provisionals”
 Costs
• US Patent Applications
– $5,000 to $15,000 for preparing the application
– US Filing fee is about $400/$800
– Prosecution $5,000 to $15,000+
• Foreign Patent Applications
– PCT filing fee is about $2,500 to $4,000
– PCT demand is about $1,000 to $2,500
– European Filing fee is about $6,000 to $8,000
– Japanese Filing/Trans. fee is about $7,000 to $10,000
– National Fees – it gets expensive. Government
Accounting Office study: $300k to $500k in 10
countries over the life of the patent
 Criteria for Practicing a Patent
• The patent owner can prevent others from
“making, using, selling, or importing”
• No dominating patents
– Another patent dominates yours if you practice at least
one claim of theirs. (Handle on Coffee Cup)
• It is OK if you have permission to infringe from the
owner of the dominating patent, i.e., a license
References