9/10/2024

BITS Pilani
Pilani Campus

Product Design and

Development Product Design and Development
MBA ZG545
MBA ZG545
BITS Pilani
Pilani Campus Samata Mujumdar Session No. 1

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Text Books and Reference Books &

other Resources
• Prof. Samata .S. Mujumdar
Notes : Articles provided in class
• Professional Background -
– TVS Motors Ltd – 2001 to 2004 (SPM Design Karl T. Ulrich and Steven D. Eppinger, “Product Design and
Engg.) T1 Development”, 4th Edition (SIE), McGraw Hill Education
(India), 2013.
– GM Technical centre – 2004 to 2006 (CAM)
– Cummins India Ltd – 2006 to 2009 (Senior Kevin Otto and Kristin Wood, “Product Design: Techniques in
Manager – PGBU)
R1 Reverse Engineering and New Product Development”,
– Pune University - MIT College of Engineering – Pearson Education, 2001.
Assistant Prof. Mech. Dept. – 2010 – 2018
N. J. M. Roozenburg, J. Eekels, N. F. M. Roozenburg, "Product
– BITS Pilani Off Campus – March 2018 onwards… R2 Design: Fundamentals and Methods", John Wiley and Sons,
1995.
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PD text book
Product Design – Introduction
Characteristics of Successful Product development
Challenges in Product Development
Generic product development process
Product Development Organisations

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Product
 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

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Products are Always Improving Evolution of products

Evolution of products

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Three Innovation Challenges Attributes of products

Infra
Cost
Maintenance Money-
Service Sales / revenue
Safety
Reliability
Remote charging

Sources and govt. regulation

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What is Design? Engineering Design ????

• “Good design is good business.” • Mechanical engineering design
– Thomas Watson, Jr., President, IBM • Electrical engineering design
• “Good design is good citizenship.” • Architectural design
– “Milton Glaser, Designer”
• “Design is the fundamental soul of a man-made
• Industrial design
Product Design
creation that ends up expressing itself in successive • Food science design
outer layers of the product or service. Design is not just
what it looks like and feels like. Design is how it works.”
• Material design Functionality – Derive Looks like,feel
– Steve Jobs, CEO, Apple • Aerospace design spec., drawing , 2D and 3D
, CAD/CAM/CAE
factors, asthetics
– Industrial Design
• Bridge/roadway design
• Software Design
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What is design? Product Design 2F2M

 Product design focuses on the product’s function, which is a

description of what the object does.
 Related to the function are the product’s form, materials, and
manufacturing processes.
Pen – Function is to write
 Form includes the Function – Form – Grip/hold/perform the writing
Form- Material – Pen – Acrylic/metallic
 product’s architecture,
Form – Dimension – achieve dimn. Mfg – cylindrical
 its shape, Colour/grip texture/length/spring/open close

 Its color, its texture, and other factors relating to its structure.
 Of equal importance to form are the materials and manufacturing
processes used to produce the product.
 These four variables—function, form, materials, and manufacturing
processes—are of major concern to the designer

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Role of Product Design What does the customer want?

• Modern Product attributes desired by customers
Strategy
– Quality / Performance of product is an order qualifier
(Not order winner)
Vision and
Mission – Value worth the price
– Robust performance (Taking into account adverse
Long term environmental conditions and usage patterns)
goal
– Easily serviceable
Short term – Maintenance free
goal
– Higher second value (implies less wear and tear)
Projects -
NPD

Source: The Mechanical Design Process by David G. Ullman

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Why study Product Design? Why is the design important?

 Economic success of most firms depends on their ability  An example of the relationship of the design process to cost comes from
Xerox.
to identify needs of customers
 In the 1960s and early 1970s, Xerox controlled the copier market.
 Translate those needs into physical products at an optimal  However, by 1980 there were over 40 different manufacturers of copiers in the
cost marketplace and Xerox’s share of the market had fallen significantly.
 Craftsmanship style of working is on rapid decline  Part of the problem was the cost of Xerox’s products. In fact, in 1980 Xerox
realized that some producers were able to sell a copier for less than Xerox was
 Intuition based able to manufacture one of similar functionality.
 Poor repeatability  In one study of the problem, Xerox focused on the cost of individual parts.
 Comparing plastic parts from their machines and ones that performed a similar
 Lack of customer focus function in Japanese and European machines, they found that Japanese firms
 Bad Perception that people will buy “whatever is could produce a part for 50% less than American or European firms.
 Xerox attributed the cost difference to three factors:
designed good”
 materials costs were 10% less in Japan, tooling and processing costs were
15% less, and the remaining 25% (half of the difference) was attributable to
how the parts were designed.

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Balance of important aspects

• Nokia Vs Samsung ….
• -New designs
• OS Window – backfired
• Technology adapt
• Cost
• Android – market scenario/affordability
• Customer desires
• Variant
• VOC, Need not converted into function
and feature
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Characteristics of Successful
Product Development The four C’s of Design
Creativity:
Requires the creation of something that has not existed before
• Product Quality
or not existed in the designers mind before
• Product Cost
Complexity:
• Development time Requires decisions on many variables and parameters
• Development cost
Choice:
• Development capability- Customized / Requires making choices between many possible solutions at
all levels, from basic concepts to smallest detail
personalized
Compromise:
• Green / sustainability / human right
Requires balancing multiple and sometimes conflicting
requirements
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Functions Central to Product

Development Types of design
Product development is an interdisciplinary activity requiring contributions from nearly all the
functions of a firm; however, three functions are almost always central to a product development
project:
• Original design
Marketing:
 The marketing function mediates the interactions between the firm and its customers.
• Redesign
 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
• Adaptive design
target prices, and oversees the launch and promotion of the product.

Design: • Variant 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.

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Original design Adaptive design

• Few successful original designs occur over time • Adapting a known system to a changed task
• They can disrupt the market • Reciprocating / Rotary mechanisms were known to
• Replaces old equipment, manufacturing methods etc, industrial world since 1900s
• Refrigeration ,air conditioning industry used to work on harmful • Domestic air conditioning market used to be dominated by
Ozone depleting Chloro flouro carbon gases (CFCs) such as R- reciprocating compressors (for compressing refrigerant)
12, R-11 etc and HCFCs such as R-22 , R-502
• With new Rotary compressors (Size /weight being only
• Development of Zero ozone depleting HFCs(Hydro flouro
half) able to work in harsh climates got developed,
carbons) such as R-410A, R-134a impacted the industry to
change majority of components, processes etc
replaced most of reciprocating compressors

ABS Rotary Reciprocating

Coca-Cola curvy
glass bottle Post-it Notes Power bank
Fitbit, revolutionized the industry of wearable
health tech
9/10/2024 Microprocessor
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MECHANICAL
Variant design DESIGN PROBLEMS
• Extension of product platforms i3 to i7 Selection Design
• Variation of Size , geometry, material properties, control  Selection design involves choosing one item
(or maybe more) from a list of similar items. We
parameters etc do this type of design every time we choose an
• Company has products such as motors till 15kW item from a catalog.
• Extension of the product range to say 100 kW is variant  It may sound simple, but if the catalog contains
more than a few items and there are many
design
different features to the items, the decision can
• Development of Engine exhaust tail pipe in plastic instead be quite complex
of metal is yet another example Configuration Design.
• Here Engineering studies and principles help directly most  A slightly more complex type of design is called
and majority of the times. configuration or packaging design.
 In this type of problem, all the components
have been designed and the problem is how to
assemble them into the completed product.
DC Motors
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MECHANICAL MECHANICAL
DESIGN PROBLEMS DESIGN PROBLEMS
Parametric Design Variant Design
 Parametric design involves finding values for • Sometimes companies will produce a large number of
the features that characterize the object variants as their products.
being studied. • A variant is a customized product designed to meet
Original Design the needs of the customer.
 Any time the design problem requires the Redesign
development of a process, assembly, or  the modification of an existing product to meet new
component not previously in existence it calls requirements.
for an original design.
 (It can be said that if we have never seen a
wheel and we design one, then we have an
original design.)

1890 Humber bicycle The Marin Mount Vision bicycle

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Static vs. Dynamic Products Impact of Design on the Cost

Static:
Changes in design concept take place over a long period of
time; rather incremental changes occur at the subsystem
and component levels

Automobiles (shifting to little dynamism now),

Refrigerators, Dishwashers, Oven
Design cost as fraction of
manufacturing cost
Dynamic:
Change the basic design concept fairly frequently as the Designers cost little,
underlying technology changes their impact on
product cost, great.
Computers, Telecommunications(Mobiles) , Software, Source: The Mechanical Design Process by David G. Ullman

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Engineering changes during automobile

development. Case for Product design
• Firestone ( US Tyre manufacturer ) had 70 years of tyre
manufacturing experience till 1970s.
• It had good relations with 3 auto makers of Detroit
• Had good presence in Europe too
• In late 1970s, Michelin, French company introduced Radial
tyres in US Market
Fail early;
fail often. • Firestone could not respond as they were improving the
existing tyres and not adapting the new technology.
• They went almost into bankruptcy during that decade.
A change that would cost $1000 in engineering time if made early in the design process may
cost $10,000 later during product refinement and $1,000,000 or more in tooling, sales, and In 1988, they were
goodwill expenses if made after production has begun
Source: The Mechanical Design Process by David G. Ullman
sold to Bridgestone,
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Characteristics of Successful Product

Development The course is applicable to…
Product quality:
 How good is the product resulting from the development effort? Does it satisfy customer needs? Is it robust and • Engineered, discrete, physical products
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 and Environmental Impact :

 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.
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The Product Development Process Product 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 Product development process
idea of physical processes, such as
those used to bake a cake or to
assemble an automobile. Need / spec/
 A product development process is concept/finalise Quality
the sequence of steps or activities Engg drg. Sales and service
that an enterprise employs to
conceive, design, and
Product Remanufacturing
commercialize a product. Process/metho
mission/ org Recycle
/ resources d/mc/DFMA Reuse
Scrap
Prototyping
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Life of a Product
Product Life Cycle

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Product design and

A well-defined development process development team
A well-defined development process is useful for the following reasons:
 •Quality assurance: A development process specifies the phases, a
development project will pass through and the checkpoints along the way. When
these phases and checkpoints are chosen wisely, following the development
process is one way of assuring the quality of the resulting product.
 • Coordination: A clearly articulated development process acts as a master plan
that defines the roles of each of the players on the development team. This plan
informs the members of the team when their contributions will be needed and
with whom they will need to exchange information and materials.
 • Planning: A development process includes milestones corresponding to the
completion of each phase. The timing of these milestones anchors the schedule
of the overall development project.
 • Management: A development process is a benchmark for assessing the
performance of an ongoing development effort. By comparing the actual events
to the established process, a manager can identify possible problem areas.
 • Improvement: The careful documentation and ongoing review of an
organization’s development process and its results may help to identify
opportunities for improvement.

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Challenges of product development Product Development Organizations

• Trade –offs • Functional organisation
- A new cost saving method can be made say changing the material
to plastic, but injection moulding needs to be done which is
• Project Organization
expensive • Lightweight Project Matrix Organization
• Dynamics of market
• Heavyweight Project Matrix Organization
– Technology improvement, market taste change, competitor etc,
• Details
- During the detailing phase, developer is faced with alternatives
• Time pressure
• Economics
• Global competition

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Functional organisation and

Project Organization Project Matrix Organization

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Characteristics of different organizational Characteristics of different organizational

structures. structures.
Functional Lightweight Heavyweight Project Functional Organization Lightweight Heavyweight Project
Organization Project Matrix Project Matrix Organization Project Matrix Project Matrix Organization
Organization Organization Organization Organization
Strengths Fosters Coordination and Provides integration Resources can be Typical Customized products, Derivative New Start-up companies.
development administration of and speed benefits of optimally allocated Examples where development products technology or intended to achieve
of deep projects is explicitly the project within the project
specialization assigned to a single organization. team.
involves slight in many platform breakthroughs.
and expertise. project manager. Some of the Technical and market variations to a automobile, projects in Firms competing in
Maintains specialization of a trade-offs can be standard design (e.g., electronics, and automobile, highly dynamic
development functional evaluated quickly. motors, bearings, aerospace electronics, and markets.
of specialization and organization packaging). companies. aerospace
expertise. is retained. companies.
Weaknesses Coordination Requires more Requires more Individuals may Major How to integrate How to balance functions and How to maintain
across groups managers and managers and have difficulty Issues different functions projects. How to simultaneously functional expertise
can be slow administrators administrators than maintaining (e.g., marketing and evaluate project and functional over time.
and than a non-matrix a non-matrix cutting edge design) to achieve performance. How to share
bureaucratic. organization. organization. functional business goals. learning from
capabilities. one project to
another.
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Product development Process Q&A 

• Q&A
• Suggestions / Feedback

Source: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger

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Thank you

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BITS Pilani
Pilani Campus

Product Design and

Development
ZG545 ZG545 Product Design and
BITS Pilani Lecture -3 Samata Mujumdar
Development
Lecture No. 3
Pilani Campus

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Product Design Planning

Generic product development process
Challenges
- “By failing to prepare, you are preparing to fail.”-
Product Development Organisations
Benjamin Franklin

Product Planning
Identifying opportunities - Pick and choose battles to win the war
Evaluating and prioritizing projects
“Unknown”
Allocation of resources
Pre-Project Planning

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Planning Process Types of Projects

• Identify opportunities • New Product Platform

• Evaluate and Prioritize
• Derivatives of Existing Product platform
• Allocate Resources and plan timing
• Complete Pre- Project planning
• Incremental Improvements in existing
• Reflect on the results and the process products

• Fundamentally new products

Opportunity
10 September 2024
Ideas
Product Design
Product
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Identify opportunities Types of opportunities

Source: Terwiesch and Ulrich (2009)
• Idea generation
– Marketing and sales personnel
– R&D
– Product Development teams
– Manufacturing organization
– Customers
– Suppliers
– Competitors
– Employees
– Many more…………….

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Product development Process Product development Process

Source: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger

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Product development Process

• Turning and indexing
• Milling and indexing
• Hobbing machine
• Broaching machine
• Powder metallurgy
• 3D

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Push Vs. Pull Market-pull Products

 In a market-pull situation: a firm begins product
development with a market opportunity and
then uses whatever available technologies are
required to satisfy the market need (i.e., the
market “pulls” the development decisions).

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Technology-Push Products Product Variants

 In developing technology-push products, the firm begins  Generic (Market-Pull) Products
with a new proprietary technology and looks for an
 Technology-Push Products
appropriate market in which to apply this technology (that
is, the technology “pushes” development).  Platform Products
 Gore-Tex, an expanded Teflon sheet manufactured by W.  Process-Intensive Products
L. Gore Associates, is a striking example of technology  Customized Products
push.  High-Risk Products
 Quick-Build Products
 Complex Systems

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Summary of variants of generic product Summary of variants of generic product

development process. development process.
Process Type Description Distinct Features Examples Process Type Description Distinct Features Examples
Generic The team begins Process generally includes Sporting Platform The team assumes that Concept development Consumer
(Market-Pull) with a market distinct planning, concept goods, Products the new product will be assumes a proven electronics,
Products opportunity and development, system furniture, built around an technology platform. computers,
established technological printers.
selects appropriate level design, detail design, tools.
subsystem.
technologies to testing and refinement,
meet customer and production ramp-up Process- Characteristics of the Either an existing Snack foods,
needs. phases. Intensive product are highly production process must breakfast
Technology-Push The team begins Planning phase involves Gore-Tex Products constrained by the be specified from the cereals,
Products with a new matching technology and rainwear, production process. start, or both product and chemicals,
technology, then market. Tyvek process must be semiconductors.
developed together from
finds an appropriate Concept development envelopes.
the start.
market. assumes a given
technology.

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Summary of variants of generic product Summary of variants of generic product

development process. development process.
Process Type Description Distinct Features Examples Process Type Description Distinct Features Examples
Customized New products are Similarity of projects allows Motors, switches, Quick-Build Rapid modeling and Detail design and testing Software,
Products slight variations of for a streamlined and highly batteries, Products prototyping enables phases are repeated a cellular phones.
existing structured development containers. many design-build-test number of times until the
configurations. process. cycles. product is completed or
time/budget runs out.

High-Risk Technical or market Risks are identified early Pharmaceuticals, Complex System must be Subsystems and components Airplanes, jet
Products uncertainties create and tracked throughout the space systems. Systems decomposed into are developed by many engines,
high risks of failure. process. several subsystems and teams working in parallel, automobiles.
Analysis and testing many components. followed by system
activities take place as early integration and validation.
as possible.

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Product development Process Process Flow diagram

Generic
Market pull,
Technology push,
Platform,
Customized,
High risk products
Spiral

Quick build
products

Complex

Complex systems

Source: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger

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Concept Development: The Front-End

Design Process Process
 Identifying customer needs
 Establishing target specifications
 Concept generation
 Concept selection
 Concept testing
 Setting final specifications
 Project planning
 Economic analysis
 Benchmarking of competitive products
 Modeling and prototyping

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Concept development process Design Process Paradox

Development
Plan

Identify Establish Generate Select Test Set Plan

Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concepts Concepts Specifications Development
Mission
Statement
Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Source: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger

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Design Process Paradox

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Highlights What do people want?

 An enterprise must make two important decisions about
the way it carries out product development.
 It must define both a product development process
and a product development organization.
 A product development process is the sequence of steps
an enterprise employs to conceive, design, and
commercialize a product.
 A well-defined development process helps to ensure
product quality, facilitate coordination among team
members, plan the development project, and
continuously improve the process.

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Opportunity Identification Opportunity Identification

 In the context of product development, an opportunity is an
idea for a new product.

 An opportunity is a product description in embryonic form,

a newly sensed need, a newly discovered technology, or a
rough match between a need and a possible solution.
 An opportunity can be thought of as a hypothesis about
how value might be created

The tournament structure of the opportunity

identification process.
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Opportunity Identification Process Pre- Project Planning

We divide the opportunity identification
process into six steps as follows: Vision
1. Establish a charter.
2. Generate and sense many
opportunities. Mission

3. Screen opportunities.
4. Develop promising opportunities. Long Term Charter
Goals
5. Select exceptional opportunities.
6. Reflect on the results and the
Short Term Scope of work
process. Goals

Projects

Product/process/service development
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Thank you

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BITS Pilani
Pilani Campus

DE ZG545, Product Design and

Development DE ZG545, Product Design and
BITS Pilani Lecture – 3 and 4 Samata Mujumdar
Development
Lecture No. 3 and 4
Pilani Campus

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The Product Planning Process

Establish a charter.
 Organizations create new products to
achieve goals such as growing
revenues from existing customers,
filling a hole in a product line, or
entering new market segments. (cost
driven- Maruti Cars/ Tata Motor – EV
segment)
 Entrepreneurs starting new
organizations also have goals like
creating a new product related to an
area of personal interest. Create a physical product in the
cat toy / power tool category
 The innovation charter articulates these that we can launch to the
goals and establishes the boundary market within about a year
conditions for an innovation effort. through our existing retail sales
 Charters are closely analogous to channel.
(although somewhat broader than) the
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product.
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Generate and sense many The distribution of sources of

opportunities. opportunities in innovation
 About half of innovation
opportunities are generated
internally to an organization and
about half are recognized from
customers and other external
sources
 Typically, the team will want to
identify dozens if not hundreds of
raw opportunities.

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Techniques for Generating Techniques for Generating

Opportunities Opportunities
 Follow a Personal Passion
 Follow a Personal Passion
 List your passions—endeavors that keep you
 Compile Bug Lists awake with excitement—and then consider how
 Pull Opportunities from Capabilities emerging technologies, trends, and business
models might influence them.
 Study Customers
 Identify unmet needs that you have in
 Consider Implications of Trends connection with a personal interest.
 Imitate, but Better  Compile Bug lists
Nutrient delivery system worn during testing by
the inventor, Matt Kressy – for while bicycling /
– Media and marketing activities of other firms.  Successful innovators are often chronically army / navy personnel

– De-commoditize a commodity. dissatisfied with the world around them.

– Drive an innovation “down market.”  They notice unmet needs of users, including
themselves.
– Import geographically isolated innovations.
 List (or photograph) every annoyance or
 Mine Your Sources frustration you encounter over a period of days
– Lead users or weeks and then pick the most universal and
– Representation in social networks. vexing ones and dream up solutions.
– Universities and government laboratories.  Any problem is an opportunity.
– Online idea submission.

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Techniques for Generating Techniques for

Artists – already capability is available
Opportunities Generating Opportunities
Pull Opportunities from Capabilities Study Customers
 firms achieve above-average profits by • Opportunities can be identified by studying
exploiting unique resources. customers in a selected market segment.
a resource must be: • These studies (also called user
 Valuable. To be valuable, a resource must Inj. moulding anthropology or consumer ethnography)
The Trek Lime bicycle incorporating the
either allow a firm to achieve greater provide a deeper understanding of the true Shimano Coasting component group

performance than competitors or reduce a customer needs than you can obtain
weakness relative to competitors. through surveys.
 Rare. Given competition, a valuable resource Water jet/ laser jet Consider Implications of Trends
must be rare. • Changes in technology, demography, or
 Inimitable. For value and rarity to persist, a social norms often create innovation
resource must not be easily imitated. opportunities.
 Non substitutable. Even if valuable, rare, and • Ubiquitous mobile telephone service, for
inimitable, a resource providing advantage example, enables a wide variety of
can’t be easily substituted. information delivery services.
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Techniques for
Screen Opportunities
Generating Opportunities
• Imitate, but Better  The goal of screening is simply to eliminate opportunities that are
– Media and marketing activities of other firms. highly unlikely to result in the creation of value and to focus attention
– De-commoditize a commodity. – e.g. Madhur sugar / parry on the opportunities worthy of further investigation.
sugar / Gemini / fortune / safola oil / Dawat basmati  The aim is not to pick the single best opportunity. Given many
• CCD / star Bucks / Barista opportunities to be screened, the process must be relatively efficient,
– Drive an innovation “down market.” toy market to healthcare even at the expense of perfect accuracy
– Import geographically isolated innovations. Redbull energy  For this step, a very effective screening criterion is the holistic
drink in Thailand for truck drivers. judgment by a group of individuals of whether or not the opportunity is
• Mine Your Sources worthy Two methods are effective approaches to screening: Web-
– Lead users. based surveys and workshops with “multivoting.”
– Representation in social networks.  Both methods rely on the independent judgments of a group of people.
– Universities and government laboratories. E.g.Bell labs / semi  You can also use an in-person workshop to evaluate opportunities.
conductors / Japanese innovations In a format we have used frequently, each participant presents one or
– Online idea submission. more opportunities to the group.
• Dell runs a Web site IdeaStorm for soliciting innovation opportunities from
customers.
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Develop Promising Opportunities Select Exceptional Opportunities

 Rarely does it make sense to bet on a single opportunity.  Once a handful of opportunities have been
 Too much uncertainty clouds the prospects for success. developed with modest investment of resources,
 After screening opportunities, the team should invest modest levels of enough uncertainty should be resolved in order to
resources in developing a few of them. pick the exceptional few opportunities that warrant
 At a minimum, an opportunity passing the initial screen warrants an a significant investment in product development.
Internet search for existing solutions and an informal discussion with a
few potential customers.
 In developing promising opportunities, the goal is to resolve the greatest
uncertainty surrounding each one at the lowest cost in time and money.
 One way to structure this step is to list the major uncertainties regarding
the success of each opportunity, the tasks you could take to resolve the
uncertainties, and the approximate cost of each task.

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Select Exceptional Opportunities Reflect on the Results and the Process

 Real-Win-Worth-it, summarizes the three questions an organization  However, market success is not the only success
should attempt to answer when screening opportunities: criterion for the process.
 Is the opportunity real? Is there a real market that you can serve with
 Some questions to consider in reflecting on the
the product?
opportunity identification results and process are:
 Criteria here include market size, potential pricing, availability of
 How many of the opportunities identified came from
technology, and the likelihood the product can be delivered in the
internal sources versus external sources?
required volume at the required cost.
 Did we consider dozens or hundreds of
 Can you win with this opportunity? Can you establish a sustainable
opportunities?
competitive advantage?
 Was the innovation charter too narrowly focused?
 Can you patent or brand the idea? Are you more capable of
executing it than competitors? For example, do you have superior  Were our filtering criteria biased, or largely based on
engineering talent in this field? the best possible estimates of eventual product
success?
 Is the opportunity worth it financially? Do you have the resources
needed (financial and developmental) and are you confident that the  Are the resulting opportunities exciting to the team?
investment will be rewarded with appropriate returns?
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Four Types of Product Development

The Product Planning Process Projects
 The product plan identifies the portfolio of products to be developed by Product development projects can be classified as four types:
the organization and the timing of their introduction to the market.
 New product platforms: This type of project involves a major
 This plan divides projects into four categories: new platforms, development effort to create a new family of products based on a new,
derivatives of existing platforms, product improvements, and common platform. The new product family would address familiar markets
fundamentally new products. and product categories.
 Derivatives of existing product platforms: These projects extend an
 Product plans are developed with the company’s goals, capabilities, existing product platform to better address familiar markets with one or
constraints, and competitive environment in mind. more new products.
 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.
 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.
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P r odu ct pla nnin g p ro ces s

P r odu ct pla nnin g p ro ces s
1. Identify Opportunities: 2. Evaluate and prioritize projects:
• Opportunities statement: Develop a new black and white (B&W), digital, networkable, document centre i. Competitive Strategy:
platform for the office market, including scanning, storage, fax, distribution and printing capabilities. ii. Market Segmentation:

2. Evaluate and prioritize projects:

i. Competitive Strategy:

a) Technology leadership

b) Cost leadership

c) Customer focus

d) Imitative

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P r odu ct pla nnin g p ro ces s P r odu ct pla nnin g p ro ces s

2. Evaluate and prioritize projects: 2. Evaluate and prioritize projects:

i. Competitive Strategy: i. Competitive Strategy:

ii. Market Segmentation: ii. Market Segmentation:

iii. Technological Trajectories iii. Technological Trajectories

iv. Product Platform Planning

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P r odu ct pla nnin g p ro ces s P r odu ct pla nnin g p ro ces s

2. Evaluate and prioritize projects:

i. Competitive Strategy:
2. Evaluate and prioritize projects:
ii. Market Segmentation:
i. Competitive Strategy:
iii. Technological Trajectories
ii. Market Segmentation:
iv. Product Platform Planning
iii. Technological Trajectories
v. Evaluating Fundamentally
iv. Product Platform Planning
New Product Opportunities
v. Evaluating Fundamentally New Product Opportunities
• Market size (units/year × average price) i. Balancing the Portfolio
• Market growth rate (percent per year).
• Competitive intensity (number of competitors and their strengths).
• Depth of the firm’s existing knowledge of the market.
• Depth of the firm’s existing knowledge of the technology.
• Fit with the firm’s other products.
• Fit with the firm’s capabilities.
• Potential for patents, trade secrets, or other barriers to competition.
• Existence of a product champion within the firm.

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P r odu ct pla nnin g p ro ces s P r odu ct pla nnin g p ro ces s

3. Allocate Resources and Plan Timing: 3. Allocate Resources and Plan Timing:
i. Resource Allocation i. Project Timing:

• Timing of product introductions:

• Technology readiness:

• Market readiness:

• Competition:

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M issio n S t at em en t Tem plat e

P r odu ct pla nnin g p ro ces s
4. Complete Pre-Project Planning:
• Mission Statements: Mission statement some time it is called as market attack plan, vision
statement or product plan. It is a tangible result of the technical questioning.

• Focus design efforts

• Defines goals

• Translate business case analysis to the development team

• Provide schedule for the tasks

• Provide guidelines for the design process

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M issio n st a t e me nt: E xam ple

Balancing Portfolio

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Balancing Portfolio Case Study - Renault Duster

 This case study looks at
what contributed to the car's
success.

Renault Duster

Source: https://www.businesstoday.in/magazine/case-study
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Case Study - Renault Duster Case Study - Renault Duster

 When French automotive giant  Renault desperately needed a "volume driver" to shore up its
Renault first entered India through operations.
a joint venture with Mahindra &
 It identified a gap in the SUV segment.
Mahindra, it placed high hopes on
its maiden product offering Logan -  "There were SUVs costing Rs 20 lakh and above
a mid-sized sedan launched in manufactured by global players and those priced from Rs 6
2007. lakh to Rs 10 lakh produced by Indian companies.
 But the car with its dated looks and  The company launched the Duster priced between Rs 8 lakh
high pricing failed to strike a chord and Rs 12 lakh in July 2012.
with Indian consumers.
 Such was the scale of the failure  The Duster's success was such that Renault had to triple
that it ended up killing the joint production within months of its launch from seven per hour to
venture in 2010. 20 per hour.

Source: https://www.businesstoday.in/magazine/case-study Source: https://www.businesstoday.in/magazine/case-study

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Case Study - Renault Duster Case Study – Indian Customer?

 How did a predominantly European car win the hearts and minds  The study threw up 41 modifications that the European Duster needed.
of difficult Indian customers? (Guerin says the exercise enabled the company to understand what a car
should have to meet an Indian customer's needs).
 The company went back to the drawing board to understand the Indian  "We understood that a critical purchasing factor of a car in India is the
customer. exterior design,"
 It identified a focus group of about 200 people whose profile matched  "People loved an SUV with rugged looks that stood out in a crowd, but at
the same time wanted it to operationally perform like a sedan - easy to
the potential buyer of the Duster. drive and offering good fuel efficiency.“
 It then short-listed 30 families from this focus group across five Indian  The study revealed that Indian consumers liked a strong dose of chrome
cities for an ethnographic study spread over two months. on their cars, especially the exterior.
 They liked body-coloured bumpers.
 During this period members of the product development team lived  Inside the car they preferred a dual-tone interior, and wanted the switches
with their target customers to observe them, understand their lives and for power windows on the door rather than in the central console.
needs.  Indians preferred inclined seats for greater comfort.
 They also spent time with the customers to know what they liked and  Rear air-conditioning was critical and so was the armrest, a mobile
did not like about their vehicles. charger and a reading light. Some storage space was also welcomed.
Source: https://www.businesstoday.in/magazine/case-study
Source: https://www.businesstoday.in/magazine/case-study
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Case Study Customer clinic

 The European Duster did not have these attributes.  In early 2011 the company conducted a customer clinic in
 Renault made several changes in the car to suit New Delhi to validate its learning.
Indian conditions.
 It put the prototype of the European Duster, after the
 These included reinforcing the suspension to tackle
rough Indian roads and offering a higher ground necessary changes, alongside rival cars in a price range of
clearance. Rs 7 lakh to Rs 12 lakh, and asked a few potential
 It added more brackets to the car's doors as they customers and car experts for their views.
tended to be used roughly.
 All of them had to also sign a confidentiality agreement
 The engine was tuned to meet the quality of the with Renault.
fuel in India and deliver high efficiency of at least
20 km per litre.  "What we got was a 'wow'," recalls Guerin.
 The tuning of the engine was done in Paris; the
company shipped diesel from India to get the  "The feedback we got showed us that we were on the right
tuning right. track."
Source: https://www.businesstoday.in/magazine/case-study
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? Concept development process

Can you tell about me ? Strength/ Weakness/ Opportunity/ Development

Threats…. Plan

Identify Establish Generate Select Test Set Plan

Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concepts Concepts Specifications Development
Mission
Statement
Opportunities Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Source: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger

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Identifying customer needs Goals

• The five steps are:
 Gather raw data from customers.
 Interpret the raw data in terms of customer needs.
 Organize the needs into a hierarchy of primary, secondary, and (if
necessary) tertiary needs.
 Establish the relative importance of the needs.
 Reflect on the results and the process.

Manual Vs Powers tools

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The Art of Eliciting Customer Needs

Gather Raw Data from Customers
Data
1. Interviews: One or more development team members  When and why do you use this type of product?
discusses needs with a single customer. Interviews are usually
conducted in the customer’s environment and typically last one to
two hours.  Walk us through a typical session using the product.

2. Focus groups: A moderator facilitates a two-hour discussion  What do you like about the existing products?
with a group of 8 to 12 customers. Focus groups are typically
conducted in a special room equipped with a two-way mirror  What do you dislike about the existing products?
allowing several members of the development team to observe the
group.  What issues do you consider when purchasing the
3. Observing the product in use: Watching customers use an product?
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.

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Documenting Interactions with Step 2: Interpret Raw Data in Terms of

Customers Customer Needs
 Audio recording
 Notes
 Video recording
 Still photography

• The final result of the data-gathering phase of

the process is a set of raw data, usually in the
• form of customer statements but frequently
supplemented by video recordings or
photographs.
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Step 3: Organize the Needs into a Step 4: Establish the Relative

Hierarchy Importance of the Needs
 The result of steps 1 and 2 should be a list of 50 to 300 • the development team will have to make
need statements.
trade-offs and allocate resources in
 Such a large number of detailed needs is awkward to work
with and difficult to summarize for use in subsequent designing the product.
development activities. • A sense of the relative importance of the
 The goal of step 3 is to organize these needs into a
hierarchical list.
various needs is essential to making these
 The list will typically consist of a set of primary needs, each trade-offs correctly
one of which will be further characterized by a set of
secondary needs.
 In cases of very complex products, the secondary needs
may be broken down into tertiary needs as well.

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Step 5: Reflect on the Results and the

Translate to need statements
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?

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Translate to need statements Product Plan

“See how the leather on the bottom of the bag is all scratched; it’s To develop a product plan and project mission statements,
ugly.” we suggest a five-step process:

“When I’m standing in line at the cashier trying to find my

checkbook while balancing my bag on my knee, I feel like a stork.”  Identify opportunities.
 Evaluate and prioritize projects.
“This bag is my life; if I lose it I’m in big trouble.”
 Allocate resources and plan timing.
“There’s nothing worse than a banana that’s been squished by the  Complete pre-project planning.
edge of a textbook.”
 Reflect on the results and the process.
“I never use both straps on my knapsack; I just sling it over one
shoulder.”

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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

Thank you
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. Design for manufacturing methods are therefore emphasized in the product
(and process) development activities under this strategy.
 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.
 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.

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BITS Pilani
Pilani Campus

Product Design and

Development
ZG545 ZG545, Product Design and
BITS Pilani Lecture 4 Samata Mujumdar
Mechanical Engineering
Development
Lecture No. 4
Pilani Campus

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P r odu ct S pec if ica t io ns

Establishing Product Function &
Specifications
What are specifications?
When are specifications established?
• Specialized Bicycle Components were interested in
Establishing target specifications developing a new front suspension fork for the
Setting the final specifications mountain bike market.

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W hat A re S pec if ic at ions? E xa mp le of c ust om er ne ed f o r su spe nsio n f or k

• Customer needs are generally expressed in the “language of the customer.”

• Specifications are precise, measurable details of what the product has to do.

• Product specifications do not tell the product development team about how to
address the customer's needs, but they do represent an unambiguous
agreement on what the team will attempt to achieve in order to satisfy the
customer's needs.

• Product specifications are also called as “product requirements” or “engineering

characteristics”.

• For example, in contrast to the customer’s need that “the suspension is easy to
install,” the corresponding specification might be that “the average time to
assemble the fork to the frame is less than 75 seconds”.

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Target Specifications Customer Needs Statement Suspension fork for

bike

 Specifications spell out in precise, measurable detail what

the product has to do.
 Product specifications do not tell the team how to address
the customer needs, but they do represent an
unambiguous agreement on what the team will attempt to
achieve in order to satisfy the customer needs.
–
Probable successful Identify Establish Generate Select Test Set Plan
Customer Target Product Product Product Final Downstream
Mission Needs Specifications Concepts Concepts Concepts Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

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9 “ ibilities” in product development The Error Avalanche

1. Traceability
2. Affordability
3. Feasibility
4. Usability
5. Reducibility
6. Maintainability
7. Simplicity
8. Operability
9. Sustainability --(10 .Predictability)
In many cases, a particular solution will involve a
trade-off of one or more of these attributes based on
time, quality, functionality, or ,cost constraints
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What are Specifications When Are Specifications Established?

 For technology-intensive products, specifications are established at
least twice.
 Immediately after identifying the customer needs, the team sets target
specifications.
 These specifications represent the hopes and aspirations of the team,
but they are established before the team knows what constraints the
product technology will place on what can be achieved
 The team revisits the specifications while assessing the actual
technological constraints and the expected production costs.
 To set the final specifications, the team must frequently make hard
trade-offs among different desirable characteristics of the product.
 Set Target Specifications
 Based on customer needs and benchmarks
 Develop metrics for each need
 Set ideal and acceptable values
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Product Specification Development Target Specifications

The process of establishing the target specifications entails
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.

Each need is classified according to the Kano Model of customer

satisfaction as “Basic” (B), “Performance” (P), or “Exciting” (E).
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The n ee ds- me t rics m at r ix.

1. Prepare the list of metrics.
Should
• match with needs of customer
• Be dependent not independent
• Be practical
• Reflect popular criteria in the market place

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S t e p 2: Colle ct Com pe t it ive B en chm ark ing S t e p 2: Colle ct Com pe t it ive B en chm ark ing
I n f o rm atio n I n f o rm atio n

AE ZG531/ AEL ZG531/ DE ZG541/DM ZG541/MM ZG541– P R ODU CT D ESIGN BITS-Pilani, Hyderabad Campus AE ZG531/ AEL ZG531/ DE ZG541/DM ZG541/MM ZG541– P R ODU CT D ESIGN BITS-Pilani, Hyderabad Campus
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S t e p 3: S et I de al an d M ar gina lly
S et t in g t h e F inal S p ecif ica tion s
A cce pt able Tar get V alu es

• Two types of target value are useful: an ideal value and a marginally acceptable value.

• The ideal value is the best result the team could hope for.

• The marginally acceptable value is the value of the metric that would just barely make the
product commercially viable.

• There are five ways to express the values of the metrics:

– At least X

– At most X

– Between X and Y

– Exactly X

AE ZG531/ AEL ZG531/ DE ZG541/DM ZG541/MM ZG541– P R ODU CT D ESIGN BITS-Pilani, Hyderabad Campus AE ZG531/ AEL ZG531/ DE ZG541/DM ZG541/MM ZG541– P R ODU CT D ESIGN BITS-Pilani, Hyderabad Campus
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S et t in g t h e F inal S p ecif ica tion s W eed E r adi cat or

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Prepare the list of metrics

“Basic” (B), “Performance” (P), or “Exciting” (E).
Prepare the list of metrics

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Step 2: Collect Competitive Benchmarking

Need vs Metrics Information
Competitive benchmarking info
– Collect data against the customer requirements
listed
– Identify differences
Set acceptable target values
– At least X, At most X, Between X and Y, Exactly
X
Reflect on the results

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Step 2: Collect Competitive Step 3: Set Ideal and Marginally

Benchmarking Information Acceptable Target Values

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Voice of customer Voice of customer

Customer expectation – Customer Requirement – Org. official language – Technical spec.

• Words used by the customers to describe their expectations are

often referred to as the voice of the customer. • It is the job of the QFD team to break down these customer expectations
into more specific customer requirements.
• Sources for determining customer expectations are focus groups,
• Customer requirements must be taken literally and not incorrectly
surveys, complaints, consultants, standards, and federal translated into what organization officials desire.
regulations.
What does the customer really want?
• Frequently, customer expectations are vague and general in
nature. What are the customer’s expectations?

• Easy to open the car door – 20N , 40 N ????? Are the customer’s expectations used to drive the design process?

• Noise should not be there -- Decibels (dB) - < 40 ? < 70 ?? What can the design team do to achieve customer satisfaction?

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Quality Function Deployment Quality Function Deployment

There are many techniques used to generate engineering  The QFD method was developed in Japan in the mid-1970s and
specifications. introduced in the United States in the late 1980s.

• One of the best and currently most popular is called Quality  Using this method, Toyota was able to reduce the costs of
Function Deployment (QFD). bringing a new car model to market by over 60% and to
decrease the time required for its development by one-third.
• What is good about the QFD method is that it is organized to
develop the major pieces of information necessary to
understanding the problem:

 Hearing the voice of the customers

 Developing the specifications or goals for the product
 Finding out how the specifications measure the customers’ desires
 Determining how well the competition meets the goals
 Developing numerical targets to work toward

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Importance of QFD Importance of QFD

 No matter how well the design team thinks it understands a  The QFD method can be applied to the entire problem and
problem, it should employ the QFD method for all original design any sub-problem.
or redesign projects.
 It is important to first worry about what needs to be designed
 In the process, the team will learn what it does not know about and, only after that is understood, to worry about how the
the problem.
design will look and work.
 The customers’ requirements must be translated into
measurable design targets for identified critical parameters. You
 Our cognitive capabilities generally lead us to try to
cannot design a car door that is “easy to open” when you do not assimilate the customers’ functional requirements (what is to
know the meaning of “easy.” be designed) in terms of form (how it will look); these images
 Is easiness measured by force, time, or what? If force is a then become our favored designs and we get locked onto
critical parameter, then is “easy” 20 N or 40 N? The answer must them.
be known before much time and resources are invested in the  The QFD procedure helps overcome this cognitive limitation.
design effort.

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QFD Goals
Importance of QFD
 This method takes time to complete. In some design • The basic goals of QFD are
projects, about one-third of the total project time is spent on
this activity. – increase customer satisfaction
 Ford spends 3–12 months developing the QFD for a new – reduce the cycle time of product development
feature. – increase competitiveness
 Experimental evidence has shown that designers who spend
time here end up with better products and do not use any
more total time when compared to others who do a
superficial job here.
 Time spent here saves time later. Not only does the
technique help in understanding the problem, it also helps
set the foundation for concept generation.

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QFD Benefits QFD House of Quality

C reates focus on custom er requ irem en ts

C U S TO M E R
U ses com p etitiv e inform atio n effectively Interrelationships
D R IV E N
Prioritizes resources Customer
Iden tifies item s that can b e acted up on importance
Structu res resident ex perience/in form ation How to satisfy
ratings
customer wants
D ecreases m idstream d esign chan ge
R ED U C E S L im its post introd uctio n p rob lem s
IM PL E M E N T A TIO N A vo id s future develop m ent redu nd ancies

Competitive
assessment
T IM E Id en tifies future ap plicatio n o pp ortun ities What the
Surfaces m issing assum p tions Relationship
customer matrix
wants
B ased o n concensus
PR O M O TE S C reates com m unication at interfaces
TEA M W O RK Id entifies actio ns at in terfaces
C reates g lobal view ou t o f details

Target values Weighted

D ocum ents rationale fo r design
rating
Is easy to assim ilate
PR O V ID E S
D O C U M E N T A T IO N
A dd s structure to th e in form atio n Technical
A dapts to chang es (a living d ocum en t)
Prov id es fram ew ork for sensitiv ity analysis evaluation

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House of Quality Example House of Quality Example Interrelationships

How to Satisfy
Customer Wants

Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants

Your team has been charged with designing What the Technical
Attributes and

customer wants Evaluation

a new camera for Great Cameras, Inc.

Customer
importance
The first action is rating
to construct a (5 = highest)
House of Quality Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color correction 1

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House of Quality Example Interrelationships

House of Quality Example Interrelationships

How to Satisfy How to Satisfy

Customer Wants Customer Wants

Competitors

Competitors
Analysis of

Analysis of
What the What the
Relationship Relationship
Customer Customer
Matrix Matrix
Wants Wants

Technical
Attributes and
High relationship -5 Technical
Attributes and
Evaluation Evaluation

Medium relationship – 3
Low relationship - 1
Low electricity requirements

Lightweight 3
Aluminum components

How to Satisfy Easy to use 4

Customer Wants
Ergonomic design
Reliable 5
Auto exposure

Easy to hold steady 2

Paint pallet
Auto focus

Color corrections 1

Relationship matrix
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House of Quality Example House of Quality Example Interrelationships

How to Satisfy
Low electricity requirement

Customer Wants
Aluminium components

Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Ergonomic Design

High relationship -5 Technical

Auto exposure

Attributes and
Evaluation

Medium relationship – 3
Paint Pallet

Relationships between the

Auto focus

things we can do
Low relationship - 1

Low electricity requirements

High correlation

Lightweight 3

Aluminum components
Low correlation
Easy to use 4

Ergonomic design
Reliable 5

Auto exposure
Easy to hold steady 2

Paint pallet
Auto focus
Color corrections 1

Relationship matrix
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House of Quality Example

Interrelationships

House of Quality Example

Interrelationships How to Satisfy
Customer Wants
How to Satisfy
Customer Wants

Competitors
Analysis of
What the
Relationship
Customer

Competitors
Analysis of
What the Matrix

High relationship -5
Relationship Wants
Customer
Matrix
Wants
Technical

Medium relationship – 3 Technical

Attributes and
Evaluation

Company A

Company B
Attributes and
Evaluation
Low relationship - 1 How well do competing products
Lightweight 3 meet customer wants
Easy to use 4
Reliable 5
Easy to hold steady 2 Lightweight 3 G P
Color corrections 1 Easy to use 4 G P
Reliable 5 F G
Our importance ratings 22 9 27 27 32 25
Easy to hold steady 2 G P
22 = (3 x 1) +( 4 x 1) + (5 x 3) Color corrections 1 P P
Weighted rating
Our importance ratings 22 5
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Interrelationships

How to Satisfy
Customer Wants
House of Quality Example House of Quality Example
Competitors
Analysis of

What the
Relationship
Customer
Matrix
Wants

Low electricity requirements

Technical

Aluminum components
Attributes and
Evaluation

Ergonomic design
Auto exposure
Failure 1 per 10,000

Company A

Company B
Paint pallet
Auto focus
Completed
House of Lightweight 3 G P
Panel ranking

Easy to use 4 G P
Target values
(Technical Quality Reliable 5 F G
2 circuits

Easy to hold steady 2 G P

attributes)
2’ to ∞

Color correction 1 P P
0.5 A

75%

Our importance ratings 22 9 27 27 32 25

Failure 1 per 10,000

Target values
Company A 0.7 60% yes 1 ok G (Technical

Panel ranking
attributes)
Technical

2 circuits
2’ to ∞
Company B 0.6 50% yes 2 ok F

0.5 A
75%
evaluation
Us 0.5 75% yes 2 ok G Technical
Company A
Company B
0.7 60% yes
0.6 50% yes
1
2
ok
ok
G
F
evaluation
Us 0.5 75% yes 2 ok G
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E xa mp le – P r ess ur e Co ok er
Another example

• Chocolate Chip Cookie QFD

5*9+4*9+5*9+5*3+4*1

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Four houses of QFD QFD – House of Quality

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QFD House of Quality

Interrelationships
Customer
importance
How to satisfy
ratings
customer needs

Competitive
assessment
What the Relationship
customer matrix
needs

Target values Weighted

rating
Technical
evaluation

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Setting the final specs

• Develop technical models of the product • EVOCHEF LLP | Smart Dosa Maker | Fully
• Develop a cost model of the product Automatic Dosa Making
• Target costing
• Refine the specs, Making Trade offs where
necessary
• Drill down the specifications as appropriate
– Subsystem specification..
• Reflect on results and the process

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Thank you

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BITS Pilani
Pilani Campus

Product Design
MBA ZG545 DE ZG541, Product Design
BITS Pilani
Pilani Campus Lecture - 5 Samata Mujumdar
Mechanical Engineering
Lecture No. 5

1 2

Concept Generation The Activity of Concept Generation

 A product concept is an approximate description of the
technology, working principles, and form of the product.
 It is a concise description of how the product will satisfy
the customer needs.
 A concept is usually expressed as a sketch or as a
rough three-dimensional model and is often
accompanied by a brief textual description.
 The degree to which a product satisfies customers and
can be successfully commercialized depends to a large
measure on the quality of the underlying concept.
 A good concept is sometimes poorly implemented in
subsequent development phases, but a poor concept
can rarely be manipulated to achieve commercial
success.
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Structured Approaches Reduce the

Likelihood of Costly Problems
A Five-Step Method
Common dysfunctions exhibited by development teams  This chapter presents a five-step concept generation
during concept generation include: method.
 Consideration of only one or two alternatives, often  The method, outlined breaks a complex problem into
proposed by the most assertive members of the team. simpler sub-problems.
 Solution concepts are then identified for the sub-problems
 Failure to consider carefully the usefulness of concepts
by external and internal search procedures.
employed by other firms in related and unrelated products.
 Classification trees and concept combination tables are then
 Involvement of only one or two people in the process, used to systematically explore the space of solution
resulting in lack of confidence and commitment by the rest concepts and to integrate the sub-problem solutions into a
of the team. total solution.
 Ineffective integration of promising partial solutions.  Finally, the team takes a step back to reflect on the validity
 Failure to consider entire categories of solutions. and applicability of the results, as well as on the process
used.
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Clarify the Problem

 Clarifying the problem consists of developing a general

understanding and then breaking the problem down into
sub-problems if necessary
 The mission statement for the project, the customer needs
list, and the preliminary product specification are the ideal
inputs to the concept generation process
 these pieces of information have to be refined as the
concept generation phase begins

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Decompose a Complex Problem into

Function diagram of a handheld nailer
Simpler Subproblems
 Many design challenges are too complex to solve as a
single problem and can be usefully divided into several
simpler sub-problems.
 For example, the design of a complex product like a
document copier can be thought of as a collection of more
focused design problems, including, for example, the
design of a document handler, the design of a paper
feeder, the design of a printing device, and the design of
an image capture device.

A good rule of thumb is to create between 3

and 10 sub-functions in the diagram.

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Step 2: Search Externally

Step 3: Search Internally
External search is aimed at
 Interview Lead Users  Internal search is the use of personal and team knowledge
 Consult Experts and creativity to generate solution concepts.
 Search Patents  Often called brainstorming, this type of search is internal in
 Search Published Literature that all of the ideas to emerge from this step are created
 Benchmark Related Products from knowledge already in the possession of the team

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Ideas Step 3: Search Internally

1. Suspend judgment
2. Generate a lot of ideas.
3. Welcome ideas that may seem infeasible.
4. Use graphical and physical media.

 Text and verbal language are inherently inefficient vehicles for describing
physical entities.
 Whether working as a group or as an individual, abundant sketching surfaces
should be available.
 Foam, clay, cardboard, and other three dimensional media may also be
appropriate aids for problems requiring a deep understanding of form and
spatial relationships.

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Concept Classification Tree Concept combination table

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Multiple solutions arising from the Reflect on the Solutions and the
combination of a motor with transmission Process
Although the reflection step is placed here at the end for
convenience in presentation, reflection should in fact be
performed throughout the whole process. Questions to ask
include:
 Is the team developing confidence that the solution space
has been fully explored?
 Are there alternative function diagrams?
 Are there alternative ways to decompose the problem?
 Have external sources been thoroughly pursued?
 Have ideas from everyone been accepted and integrated
in the process?

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Thank you

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Session 6/7: Concept Generation,

Evaluation and testing
1. Concept Generation, Evaluation, Testing
1. Concept Generation
1. Clarify the Problem
2. Search Externally
3. Search Internally
4. Explore Systematically
2. Concept Evaluation
1. What is Concept Evaluation?
2. Different Concept Evaluation Methods
Product Design 3. Concept Screening
Development 4. Concept Scoring

Session 6/7 3. Concept Testing

1. Define the purpose of Concept Test
BITS Pilani Samata Mujumdar 2. Choosing Population and Format
Pilani Campus
3. Communicate the Concept and Measure Customer Response
4. Interpret the Results
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Product Development..
BITS Pilani
Pilani Campus

 Specifications spell out in precise, measurable detail

what the product has to do.
 Product specifications do not tell the team how to
address the customer needs, but they do represent an
unambiguous agreement on what the team will attempt
to achieve in order to satisfy the customer needs.

Identify Establish Generate Select Test Set Plan

Customer Target Product Product Product Final Downstream
Needs Specifications Concepts Concepts Concepts Specifications Development

Perform Economic Analysis

Concept Generation,
Evaluation and testing
Benchmark Competitive Products

Build and Test Models and Prototypes

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Introduction Introduction

• Product concept is an approximate description of - Technology

Working principles
Form (Shape) of the product

• Usually expressed as a sketch or rough 3 D mdoel

Good concept – does not guarantee success!
Mission Target spec. based
statement on customer needs Poor concept – Guarantees commercial failure!

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The Error Avalanche Concept Generation

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Concept Generation Concept Selection Process

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Introduction Methods of concept generation

• One danger of concept generation process

• Information gathering and brainstorming
is the bias of preconceived solutions
techniques
• Another danger of concept generation is the - These methods focus on the combination of
creation of ideas within in the “vacuum” of obtaining knowledge of possible technologies
the design teams experience with the generation of ideas from the minds of
• Decomposition or breaking down a problem the designers. This is undirected and free-
in to smaller parts is one of the principle to wheeling
overcome these dangers
- Often intuitive in nature

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Concept generation process Why structured approach is

needed for Concept Generation

Hair dryer –
body/structure
Air flow – fan and blower
Heat flow
Electrical flow
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Structured methods for Techniques for Idea Generation

Concept Generation
• To help make search for ideas more efficient
• Brainstorming
• Memory map
• C-sketch / 6-3-5
• Synectics (a problem-solving technique which
self-evident

seeks to promote creative thinking, typically among

small groups of people of diverse expertise.)
• Morphological Technique
Theory of
Inventive
Problem
creative thinking Solving
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Brainstorming Brainstorming

• A group ideation technique • Rules to be observed during the session:

• Group: • Members must shed their inhibitions: avoid rejecting
• Leader plus 5-15 members from diverse fields. ideas as absurd, stupid, embarrassing or false
• Made up of equals • Members must not criticize ideas generated (killer
• Leader: first outlines the problem, invites ideas from phrases forbidden)
members. (S)he never leads in the expression of ideas. • Members encouraged to freely change, develop further
(S)he sees that the rules are observed and a free and or combine other ideas
easy atmosphere prevails • All ideas to be recorded and displayed, and practicality
• Procedure: The ideas are displayed, listed and passed of ideas is ignored
on to members for further suggestions, if any. Then they • The wilder the idea, the better it is (easier to tone down
are submitted for evaluation to another group of experts. wilder ideas than to improve mediocre ideas)
The whole session up to 45 minutes

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Brainstorming Memory (Mind) maps

• Team members will piggyback and leapfrog • One of the effective way to record the results of
each other brainstorming session as it is happens is by memory mind
• Piggybacking creates building block ideas to the mapping
words, body language, statements and concepts • The facilitator starts with a clean sheet of paper, writes the
stated by team members problem statement in the middle of the paper as two words
and draws a box around it
• Leapfrogging results in divergent or discontinuous
• Then the ideas generated to solve the problem is then
jumps in responses recorded quickly, with circle around it
• Disadvantages • Each new idea to solve problem is connected to the
– The right idea may not come at right time original problem statement
– The group conventions may sidetrack or inhibits • The memory map servers as an effective visual
original ideas documentation of the brainstorming session
– Certain member may dominate the discussion
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Memory map procedure Memory map of “detecting a golf ball”

• Conduct either a free-for –all or an orderly (around the

room) process for the idea suggestions, directed by the
facilitator
• Record all this ideas as they stated, but none is judged
at this point (even as to practicality)
• Detail suggestions far enough for emergence of the
specific solution idea
• Wrap session in about 35-45 min
• After the session is completed, judge the results with
experts on the same group.

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C-Sketch /6-3-5 method C-Sketch/6-3-5 method

• The drawbacks of the traditional brainstorming may be classified

according to two primary factors: idea generation may dominated • After developing solution principles for each product
by a small no of team members or by zealous facilitator, and function, the procedure is repeated to aggregate the
brainstorming always relies on an oral means of communication
principle into the integrated concept variants
• Alternative methods to address these deficiencies are known as
c-sketch (Collaborative sketching) and “6-3-5” methods also • Passing of the papers through one cycle is known as a”
known as brain – writing round” The method encourage the “5”rounds to refine and
• C-sketch focus on the sketches as the media for creating the combine ideas
concept. The “6-3-5” method recommends sketch with the limited • There should be no verbal communication until the round is
use of the key words and short descriptions completed. By that no one member will dominate the
• The team members are arranged around the table usually the discussion
round to provide the continuity
• The focus should be on the advancement of the ideas not
• Ideally the group of “6” generally may range from 3-8 members is
the criticism
formed and each one writes for the “3”ideas for the product
function, architecture or overall configuration under consideration
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6-3-5 method Synectics

1 2
2 3
3

1
1 2

a problem-solving technique which seeks to promote creative thinking,

2 3
3
1
1
2
2
3
typically among small groups of people of diverse expertise
3

• Arrange the team members around a table • Problems are solved by Analogy
• Each member writes three(“3”) ideas for the primary product • Recognition of design under study and a previously solved
functions. The ideas are expressed in clearly distinguished problem
areas of the paper, usually on oversized white media • Direct analogy:
• After T minutes of work on concepts, members pass their • Searches closest physical analogy
ideas to the person on their right • Vibrations faced in a new design vs How this was solved in older models?
• For the next T minutes, team member modifies the ideas on • Fantasy analogy:
the paper, with the option of adding an entirely new concept, • Far fetched ideas not limited by today’s limitations and laws of nature.
not contained on their original idea sheet
• Personal analogy:
• Passing of the ideas sheets continues until a member’s • if we are the product, what we will do?
original sheet returns and the round ends. With sufficient time
intervals between round the five round are repeated
• Post process, ideas are accumulated and summarized
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Trigger word technique Checklist Technique

• Adapt copy or eliminate

• Modify new twist/meaning/color/looks/function
• Rearrange interchange components/layout/sequences
• Substitute material/process/ingredient/component
• Reverse positive/negative, forward/backward
• Combine ideas/ purposes/functions
• Magnify higher/longer/better/stronger
• Minify lower/shorter/lighter/subtract

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Checklist Technique Morphological Analysis

Modify Rearrange – FWD/RWD/AWD

Adapt • A systematic method for assembly of the
Substitute – Sugar to Jaggery
to Sweetener overall alternatives and continued idea
Plastic straw to paper straw creation is known as morphological
Reverse
analysis or morphological charting
Magnify

Combine
• Morphology means study of shape and
Minify
form

Desktop to laptop
Phone + camera =
smart phones
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Morphological Analysis Morphological Chart

The process of executing this analysis is as follows: Problem: Design a manual propulsion system for a small boat
Design Alternative ideas
• Consider each product function in the functional model and each module
of the architecture parameters
• List the function or module as rows of the matrix Input rotating oscillating reciprocating
motion
• In the first column of the matrix, enter the current solution to the function
or module, if the product exists Input one Both One foot Both feet Hand &foot
source hand hands
• Apply concept generation methods and record the concepts in the
columns of the matrix for each function Input Hand pedals lever treadmill
device crank
• Map the range the solutions per each function to a classification scheme,
such as energy domains. Judge if the solutions are too focused or cover Output fin screw propeller Paddle jet
a good breadth. If the solutions are too focused, carry out further device wheel
sessions of the intuitive and directed concept generation Mechanism gears Belt Chain & linkage pump
• When good breadth of ideas and technologies are realized in the pulley sprocket
morphological matrix, combine the ideas into diverse concept variants Operator sitting standing reclining kneeling
that seek to satisfy the entire product specification position
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Morphological Chart Axiomatic Design

Problem: Mechanical ventilation unit
• Design models that claim legitimacy from the context of “first
principles” include Suh’s texts on Axiomatic Design that articulate
and explicate Design Independence and Information Axioms (i.e.,
maintain functional independence and minimize information
content).
• This methods provide a means to translate a design task into
functional requirements (the engineering equivalent of what the
customer wants) and use those to identify design parameters, the
physical components of the design.
• Suh’s principles lead to theorems and corollaries that help designers
diagnose a candidate solution now represented as a matrix equation
with function requirements and design parameters.

• Nam P . Suh , Axiomatic Design, Oxford University Press, New York , 2001 ; Nam P .
Suh , The Principles of Design, Oxford University Press, New York , 1990 .

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Axiomatic design Axiomatic design

Customer The benefits customers seek

Functional Functional requirements of the
design solution
Physical Design parameters of the design
solution
Process Process variables

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Axiomatic design Estimating Technical Feasibility

• Estimating ability can be cultivated

• Estimating skill of an engineer is dependent on
familiarity with dimensional units
• Some estimations use perceived units such as
meter(m), Kilograms (Kg), Temperature (K) and
they are easy to estimate.
• Others such as Energy (Watts or Joules) and
pressure (Kpa) etc are derived and little intuitive in
nature.
• In such situations, it is better to compare it to
familiar examples to us and see if the same makes
sense?
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Structured methods for A Five-Step Method Concept

Concept Generation Generation Approach

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Step 1: Clarify the problem

:Functional decomposition Diagram Function modelling

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FAST METHOD
I r on B ox E xa mp le

How
Why

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Subtract and operate Method

Chambe
• Bottom-up approach to develop a function tree r

• Assumption: a form concept or actual product

S/A1 Slicing
exists, this concept/product is then reverse blade
Seal

engineered C1 C2

• Better way to figure out function of component; Energy

System
removing it, operating system without it conceptually
Operato Grinder Ground Coffee
• Starts by considering smallest isolatable function of r

feature (which are not further decomposable) Coffe

e
Beans

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45 46

Cof f ee M ill Cof f ee M ill F un ct io n Tr ee

Make Coffee
Grind
Chamber Seal Slicing blade Shaft Motor
No defined way of holding No protection against Contents will not be chopped Slicing blade will not be Shaft does not spin
content contents splattering attachable
Input Permit
Input Input Rotate Provide Chop
On/Off Hold Cleanin
No measurable volume No protection against spinning No resistance to torque Contents will not be chopped Electricity is not transformed Beans Power Shaft Coffee Beans
Signal g
blade into mechanical energy

No body to measure contents Safety issues will fail No resistance to torque

Accept Indicate
Beans Amount
No body to contain contents Chamber cannot be closed

No body to hold the apparatus Power can’t be actuated Transmi Separate

Accept Contai Contain
because electric circuit is not t Support Blade Cut Contain
closed On/Off n chop
On/Off Motor from Beans Chopping
Signal Noise noise
Signal hands
Aesthetic appearance reduced Impact noise will not be
enclosed
Provide
Convert Dispense indication
Accept Switch Transmi Spin Spin
Difficult to clean undefined Electricity Coffee of
body Power Power t Power Shaft Blade
Rotation chopped
Pour out contents

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Basic Function Structure: Black Box Generic Function Structure

Simple Nail cutter

Sub Sub
Finger force Sound, kinetic function function
Hand motion energy in nail
Remove Excess
Finger nail, Cut nail, Hands,
Hands
Length on Finger Debris Sub

Long nail Nails function

Hang nail Good appearing Overall

Rough nail Function
Sub
function
Energy
Energy
Material
Material
Information Information

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Function structures Basic Clustering Method: Cluster the

Elements into Module Chunks
• Cluster the Elements into Module Chunks
Signal Signal
Energy Energy
– Group the subfunctions into “chunks” (modules
Dry the wet hair
or assemblies)
Material Material
(Air) – Simple interactions between modules should be
preferred (each chunk should be as independent
as possible)

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Sub function structures Clustering elements into chunks

Heater
cvc system

Fan system
Motor
system

Housing (Structure)
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Component hierarchy / 2D or 3D model Step 2: External Search

Product: Hair drier

Heater system Fan system Fan motor Housing

Main
Heater Fan Motor
switch

Support
Bracket Support Handle
brackets

Overload
Inlet nozzle Fan speed
protector

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Step 3: Internal Search Information gathering methods

This activity entails the

dynamic search for the
data that will contribute
to the technological,
physical principles or
industrial design of a
product.

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Information sources Step 4: Systematic Exploration

Concept Classification Tree

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Step 5: Reflect on the Example implementation

solutions and the process

Traditional condenser and Microchannel all aluminum coil adapted

evaporators used in air recently from automobile industry.
conditioners (Copper tube and
aluminum fins) Heat transfer – High (20% higher)
Internal Volume - 40-50 % low
Refrigerant reduction – 35-40%

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61 62

Method for Choosing a Concept

Concept
selection

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Concept Selection Process Concept Selection Process

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Concept Selection Process

Concept Testing and evaluation

The selection process is a five step process and

iterations:
– Forming consensus on the criteria
– Forming consensus on the alternative
– Ranking alternatives
– Evaluating alternative
– Attacking the negatives

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Concept Screening Concept Screening

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1. Forming consensus on the criteria 1. Forming consensus on the criteria

• The first step is to establish evaluation criteria on

which the concept selection will be based
• To establish criteria definitions design team should
start with one member articulating the proposed list of
evaluation criteria developed from customer needs
and engineering specification
• As this list is formed, other team members should
What Could be the criteria for Cloth clips? chime in with more criteria, until a set of criteria on
Material board that everyone agrees could be legitimate criteria
Cost • Cost, Easy to manufacture, Easy to clean, Maintainability, safety etc
Mfg
Sustainability
Usability

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2. Forming consensus on the alternative 3. Ranking Alternatives

• Once the evaluation criteria are initially established, • The next step is to rank each clearly defined alternative
different alternative need to be understood on a common on each clearly defined criterion
basis
• There are different ranking schemes that can be used,
depending upon the quality of the information available

• The ranking is completed using the decision matrix

• To rank the alternatives a scale is used such as (-,s,+)

where a(-) is worse than (s) is worse that (+)

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4. Assessment 5. Attacking the negatives

• Once the ranking are completed for each criterion, the • The alternatives that rate poorly should be taken off chart
evaluations should be summarized in form of overall score. and that rate favorably must be closely examined
• In particular, the alternatives that rate high overall but have
a few low scores should be closely scrutinized. This is
called attacking the negatives
• For the alternatives such as negative ranked criteria,
design team should
– Clearly state the what is causing the negative effect
– Apply the theory of innovative problem solving
– Require out of box thinking
• Attacking negatives is very effective at the earlier period of
product concept selection phase

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Pugh concept selection charts Pugh concept …

• The above discussed process can be applied with decision Evaluation criteria
making tools as developed by Pugh Alternatives
• These tools known as Pugh charts, use minimal evaluation
scale and three overall ranking matrices (-,s,+)
• Pugh charts are the most effective known tools for
preliminary concept selection when there is minimal
information quality available

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Pugh concept …

Select Datum
• Next step is to establish the evaluation scale
• The team should select one alternative (a
existing product with the same company or a
competitive product) that will be ranked as (s)
(or 0) on every criterion and be called datum
• The datum is the alternative to which every
other concept will be compared

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Pugh concept … Pugh concept …

Ranking and Assessment Alternative rank Ordering

• Having selected a datum all the alternatives are • with the alternative rated on every criterion, the rating
evaluated on each criterion, one criterion at a time should be combined into overall scores that can be used to
relative to the datum order the alternatives from best to worst
• If team agrees that this alternative performs less than • To do this simple average summation of the ranks is not
adequate
datum then it is assigned (-) rank, if equal (S) rank and if
better than datum it is assigned (+) rank • Three scores must be presented
1. average (of all negatives and positives)
• Sometimes (--) denoting much worse and (++) much 2. Sum of negatives
3. Sum of positives
better are also used.
• When a convergence among team is not readily • These three overall score should be considered when
apparent, then the design team should simple rate the progressing to the next round of attacking negatives and
alternative with (s’) or a (?) and in overall rating analysis reevaluation
treat as (s)
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++ (Much better)
- - (Much worse) Pugh concept …

Attacking the Negatives

• Having assessed the alternatives on the criteria, the
lower average-rated alternatives should be discarded
from further consideration and relegated to side
• Then the highly average rated alternative should be
scrutinized
• The specific concept-generation activity will lead to new
alternatives and thus the need for another round of
ranking and evaluation

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Pugh concept … The better/worse method

Iteration and solution • One evaluation procedure commonly used is the

This process of evaluation, refinement and better/worse method
• First we select an arbitrary alternative from x to
attacking the negative should be repeated from the beginning of list{x0} indexed by j
until the team converges on winning • For other alternative we start at the bottom of the
combination. list and move up through the list asking
– Is design xi as good as or better than design xj in Φ
– Once xi is no longer better than xj ,then insert xi into
the list at that point. The set of possible ranks for any
evaluation is
• S={better,same,worse}
• The alternative at the head of the list is better than the rest
for the criteria Φ and is therefore recommended

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The better/worse method

9 Concept Testing Examples From Real Case
Studies | Attest Blog (askattest.com)

C1
C2
C1
C2
C1
C2
C1
C2
C1
C2
C1
C3
C1
C3
C1
C3
Concept
testing
C3 C3 C3 C3 C3 C2 C2 C2
C4 C5 C5 C5 C5 C5 C5 C5
C5 C4 C4 C4 C4 C4 C4 C4

C1, C2 , C3 , C4, C5 are alternative concepts

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Concept Testing Concept Testing is Used for..

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89 90

Concept testing is a seven emPower Electric Scooter

step process Example

5 Practical Concept Testing Examples And Use Cases

(hotjar.com)
3 Qualitative Concept Testing Case Studies & Methods
(remesh.ai)
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Communicating the Concept Define the purpose (step 1)

• Which of the alternative concepts

should be pursued
• How can the concept be improved to
better meet customer needs
• Approximately how much units are likely
to be sold
• Should the development be continued

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93 94

Choose a survey population and sample

size (step 2) Choose a survey format (step 3)

• Formats
1. Sample size varies from a few to thousands – Face to face interaction
2. Factors affecting the sample size – Telephone
1. The stage of product development – Postal mail
2. Cost to conduct survey – Electronic mail
3. Nature and intent of the survey
– Internet (a test site on the internet)
4. Budget (amount) of the development project
5. How possible to collect the intended information. • Each has its pros and cons
3. Possible to structure multiple surveys with • Each has its bias.
different objectives at different stages.

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Communicating the Concept Communicate the concept (step 4)

Story board

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Survey Format Survey Format

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Survey Format Verbal Description

• The product is a lightweight electric scooter that can be

easily folded and taken with you inside a building or on
public transportation.
• The scooter weighs about 25 pounds. It travels at
speeds of up to 15 miles per hour and can go about 12
miles on a single charge.
• The scooter can be recharged in about two hours from a
standard electric outlet.
• The scooter is easy to ride and has simple controls —
just an accelerator button and a brake.

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Measure customer response (step 5)

Scooter Example
• Measurement
– Measure their preferences among alternative concepts
• Purpose of concept test:
– Understand why and how they respond to the product concepts – What market to be in?
– Attempt to measure purchase intent (the likelihood of buying) • Sample population:
– College students who live 1-3 miles from
campus
– Factory transportation
• Survey format:
– Face-to-face interviews

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Interpret the results Interpret the results

Q=NxAxP
• Q = sales (annual)
• N = number of (annual) purchases
• A = awareness x availability (fractions)
• P = probability of purchase (surveyed)
= Cdef x Fdef + Cprob x Fprob
Top box Second box

105 106

Sources of Forecast Error Reflect on the results and process

- Applicable to future
- Considering alternate markets
- Was the concept communicated
properly or not?
- Reality vs estimates (Sales)

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Thank you

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Concept
selection
Product Design
Development
Session 6/7
BITS Pilani Samata Mujumdar
Pilani Campus

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1 2

Method for Choosing a Concept Concept Selection Process

Generated concepts -6to10

Select – 2to5
Test all
Finalise on 1 concept as your product

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Concept Selection Process Concept Selection Process

The selection process is a five step process and

iterations:
– Forming consensus on the criteria
– Forming consensus on the alternative
– Ranking alternatives
– Evaluating alternative
– Attacking the negatives

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5 6

Concept Testing and evaluation Concept Screening

Plus total – minus total = NET

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Concept Screening 1. Forming consensus on the criteria

What Could be the criteria for Cloth clips?

Material
Cost
Mfg
Sustainability
Usability

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9 10

1. Forming consensus on the criteria 2. Forming consensus on the alternative

• The first step is to establish evaluation criteria on

which the concept selection will be based • Once the evaluation criteria are initially established,
different alternative need to be understood on a common
• To establish criteria definitions design team should basis
start with one member articulating the proposed list of
evaluation criteria developed from customer needs
and engineering specification
• As this list is formed, other team members should
chime in with more criteria, until a set of criteria on
board that everyone agrees could be legitimate criteria
• Cost, Easy to manufacture, Easy to clean, Maintainability, safety etc

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11 12
 9/10/2024

3. Ranking Alternatives 4. Assessment

• Once the ranking are completed for each criterion, the

• The next step is to rank each clearly defined alternative evaluations should be summarized in form of overall score.
on each clearly defined criterion

• There are different ranking schemes that can be used,

depending upon the quality of the information available

• The ranking is completed using the decision matrix

• To rank the alternatives a scale is used such as (-,s,+)

where a(-) is worse than (s) is worse that (+)
--, - S or O +, ++
- B ,+
- ,S,+
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5. Attacking the negatives Pugh concept selection charts

• The alternatives that rate poorly should be taken off chart • The above discussed process can be applied with decision
and that rate favorably must be closely examined making tools as developed by Pugh
• In particular, the alternatives that rate high overall but have • These tools known as Pugh charts, use minimal evaluation
a few low scores should be closely scrutinized. This is scale and three overall ranking matrices (-,s,+)
called attacking the negatives • Pugh charts are the most effective known tools for
• For the alternatives such as negative ranked criteria, preliminary concept selection when there is minimal
design team should information quality available
– Clearly state the what is causing the negative effect
– Apply the theory of innovative problem solving
– Require out of box thinking
• Attacking negatives is very effective at the earlier period of
product concept selection phase

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15 16
 9/10/2024

Pugh concept … Pugh concept …

Alternatives Evaluation criteria Select Datum

• Next step is to establish the evaluation scale
• The team should select one alternative (a
existing product with the same company or a
competitive product) that will be ranked as (s)
(or 0) on every criterion and be called datum
• The datum is the alternative to which every
other concept will be compared

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17 18

Pugh concept …

Ranking and Assessment

• Having selected a datum all the alternatives are
evaluated on each criterion, one criterion at a time
relative to the datum
• If team agrees that this alternative performs less than
datum then it is assigned (-) rank, if equal (S) rank and if
better than datum it is assigned (+) rank
• Sometimes (--) denoting much worse and (++) much
better are also used.
• When a convergence among team is not readily
apparent, then the design team should simple rate the
alternative with (s’) or a (?) and in overall rating analysis
treat as (s)
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Pugh concept … ++ (Much better)

- - (Much worse)

Alternative rank Ordering

• with the alternative rated on every criterion, the rating
should be combined into overall scores that can be used to
order the alternatives from best to worst
• To do this simple average summation of the ranks is not
adequate
• Three scores must be presented
1. average (of all negatives and positives)
2. Sum of negatives
3. Sum of positives

• These three overall score should be considered when

progressing to the next round of attacking negatives and
reevaluation

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21 22

Pugh concept … Pugh concept …

Iteration and solution

Attacking the Negatives
• Having assessed the alternatives on the criteria, the This process of evaluation, refinement and
lower average-rated alternatives should be discarded attacking the negative should be repeated
from further consideration and relegated to side
• Then the highly average rated alternative should be
until the team converges on winning
scrutinized combination.
• The specific concept-generation activity will lead to new
alternatives and thus the need for another round of
ranking and evaluation

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 9/10/2024

The better/worse method The better/worse method

• One evaluation procedure commonly used is the

better/worse method
• First we select an arbitrary alternative from x to
C1 C1 C1 C1 C1 C1 C1 C1
from the beginning of list{x0} indexed by j C2 C2 C2 C2 C2 C3 C3 C3
• For other alternative we start at the bottom of the C3 C3 C3 C3 C3 C2 C2 C2
list and move up through the list asking C4 C5 C5 C5 C5 C5 C5 C5
C5 C4 C4 C4 C4 C4 C4 C4
– Is design xi as good as or better than design xj in Φ
– Once xi is no longer better than xj ,then insert xi into C1, C2 , C3 , C4, C5 are alternative concepts
the list at that point. The set of possible ranks for any
evaluation is
• S={better,same,worse}
• The alternative at the head of the list is better than the rest
for the criteria Φ and is therefore recommended

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9 Concept Testing Examples From Real Case Concept Testing

Studies | Attest Blog (askattest.com)

Concept
testing

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Concept Testing is Used for.. Concept testing is a seven

step process

5 Practical Concept Testing Examples And Use Cases

(hotjar.com)
3 Qualitative Concept Testing Case Studies & Methods
(remesh.ai)
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29 30

emPower Electric Scooter

Example Define the purpose (step 1)

• Which of the alternative concepts

should be pursued
• How can the concept be improved to
better meet customer needs
• Approximately how much units are likely
to be sold
• Should the development be continued

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31 32
 9/10/2024

Choose a survey population and sample

size (step 2) Choose a survey format (step 3)

• Formats
1. Sample size varies from a few to thousands – Face to face interaction
2. Factors affecting the sample size – Telephone
1. The stage of product development – Postal mail
2. Cost to conduct survey – Electronic mail
3. Nature and intent of the survey
– Internet (a test site on the internet)
4. Budget (amount) of the development project
5. How possible to collect the intended information. • Each has its pros and cons
3. Possible to structure multiple surveys with • Each has its bias.
different objectives at different stages.

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Communicating the Concept Communicating the Concept

Story board

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Communicate the concept (step 4) Survey Format

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Survey Format Survey Format

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 9/10/2024

Verbal Description Measure customer response (step 5)

• The product is a lightweight electric scooter that can be • Measurement

easily folded and taken with you inside a building or on – Measure their preferences among alternative concepts
public transportation. – Understand why and how they respond to the product concepts
• The scooter weighs about 25 pounds. It travels at – Attempt to measure purchase intent (the likelihood of buying)
speeds of up to 15 miles per hour and can go about 12
miles on a single charge.
• The scooter can be recharged in about two hours from a
standard electric outlet.
• The scooter is easy to ride and has simple controls —
just an accelerator button and a brake.

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41 42

Interpret the results

Scooter Example
• Purpose of concept test: Q=NxAxP
– What market to be in?
• Q = sales (annual)
• Sample population:
• N = number of (annual) purchases
– College students who live 1-3 miles from
campus • A = awareness x availability (fractions)
– Factory transportation • P = probability of purchase (surveyed)
• Survey format: = Cdef x Fdef + Cprob x Fprob
– Face-to-face interviews
Top box Second box

43 44
 9/10/2024

Interpret the results Sources of Forecast Error

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Reflect on the results and process

- Applicable to future
- Considering alternate markets
- Was the concept communicated
properly or not? Thank you
- Reality vs estimates (Sales)

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