Product Design (DE G531)

BITS Pilani
Pilani | Dubai | Goa | Hyderabad
Dr. Nitin Kotkunde
 BITS Pilani
Pilani | Dubai | Goa | Hyderabad

Chapter 3: Scoping Product Developments: Technical

and Business Concerns
 Pr o d u c t a n d P r o ce ss C ycl e

• Stages of Development of a Product:

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 Te c h n o l o g y De ve l o p m e n t a n d In se r ti o n
C ycl e

Top asymptote Portion

Middle Portion

Lower Portion

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 Te c h n o l o g y De ve l o p m e n t a n d In se r ti o n
C ycl e

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 T h e Ba si cs o f Te a m s

• A team is:
– Two or more persons engaged in a common goal
– Who are dependent on one another for results

– Who have joint accountability for outcomes

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 Pr o d u c t D e v e l o p m e n t Te a m

Idea Product
Craftsman: Both Design
and Manufacturing

Idea Product
Engineers:
Engineers:
Manufacturing
Design Team
Team

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 Pr o b l e m w ith Te a ms

Dominant
Personality

Lack of Over
respect Talkative
Problems
with
teams

Overly Does not

Critical listen

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 Effe cti ve Te a m M e m b e r

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 PR I DE p r i n ci p le s

• PRIDE principles: • Clear understanding of common purpose and goal

• Purpose • The team should seek to develop mission statement
• Respect • Endeavor to act with mutual respect, trust and
• Individuals support

• Discussions • Productively utilizes the individual differences and

capabilities
• Excellence
• Exercise open, honest and frequent discussion
• Team must strive excellence in all the actions

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 Te a m Ro le s: Wi l d e ’s Mo d e l

Sixteen team roles

1) Administrator/reviewer 9. Visionary
2) Troubleshooter/inspector 10. Strategist
3) Producer/test pilot 11. Need-finder
4) Manager/coordinator 12. Entrepreneur/facilitator
5) Conserver/critic 13. Diplomat/orator
6) Expediter/investigator 14. Simulator/theoretician
7) Conciliator/performer 15. Innovator
8) Mockup maker /prototyper / 16. Director/Programmer
model maker

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 W i ld e ’s M o d e l

1. Administrator reviewer: Monitor project and judges outcomes

2. Troubleshooter/Inspector: Solves difficulty impediments to progress

3. Producer/ Test pilot: Brings tasks to fruition and reality

4. Manager/ Coordinator: Supervises and leads tasks

5. Conserver/ Critic: Preserves the team’s and project’s goal and concerns.

6. Expediter/ Investigator: Experiences the team goals, get facts and know-how

7. Conciliator/ Performer: Detects and fixes interpersonal issues

8. Mockup maker/ Prototyper/ Model maker: Build and test the prototypes

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 W i ld e ’s M o d e l

9. Visionary: Imagines various product forms and uses

10. Strategist: Speculates on and plans project and product future

11. Need finder: Evaluate human factors and consume issues

12. Entrepreneur/ Facilitator: Explore new products and methods, inspires and motivates

13. Diplomat/Orator: Harmonizes team, clients and customers

14. Simulator/Theoretician: Attempts to understand phenomena, analyze, performance

and efficiency

15. Innovators: Synthesizes new product; improvises the solution.

16. Director/ Programmer: Set deadlines and breaks bottleneck

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 Be ld i n ’s M o d e l

1. Organizer: concerned about the practical aspects of the design process

2. Motivator: schedule and goals of the design team

3. Pusher: forcing design team to work faster

4. Soldier: generate the variety of solutions

5. Gatherer: searching for information and communicating with others

6. Listener: perceiving and combining the ideas and statement for others

7. Completer: eliminating the flaws in the final design

8. Specialist: extensive knowledge in the special field

9. Evaluator: concerned about alternative evaluation methods

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 Tr a d i ti o n a l Te a m s

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 C o n c u r r e n t E n g in e e r i n g Te a m s

• Conventional way:

– Distinct Functions
– Separate department (No interlinking)

• Main elements:

– Cross-functional teams

– Parallel design

– Vendor partnering

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 C o n c u r r e n t E n g in e e r i n g

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 Effe cti ve Te a m M e e ti n g s

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O r g a n i za tio n Str u c tu r e : Fu n cti o n a l O r g a n i za ti o n

• A functional organization structure is a hierarchical

organization structure wherein people are grouped as
per their area of specialization.
• These people are supervised by a functional manager
with expertise in the same field.

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 Ad va n ta g e s o f th e Fu n cti o n a l O rg a n i za ti o n
St r u ctu r e
• Employees are grouped by their knowledge and skills, which helps achieve the highest degree of
performance.
• Employees are very skilled. Efficiency is gained because they are experienced in the same work
and they perform very well.
• Their roles and responsibilities are fixed, which facilitates easy accountability for the work.
• The hierarchy is very clear and employees don’t have to report to multiple supervisors. Each
employee reports to his or her functional manager, which reduces the number of communication
channels.
• There is no duplication of work because each department and each employee has a fixed job
responsibility.
• Employees feel secure, and therefore, they perform well without fear.
• Since there is a sense of job security, employees tend to be loyal to the organization.
• Employees have a clear career growth path.
• Cooperation and communication are excellent within the department.
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 D i sa d va n ta g e s o f th e Fu n cti o n a l O r g a n i za ti o n
St r u ctu r e
• Employees may feel bored due to the monotonous, repetitive type of work and may lose
enthusiasm for the job.
• If the performance appraisal system is not managed properly, conflicts may arise. For example, an
employee may feel demoralized when a lower performing employee is promoted.
• The departments have a self-centered mentality. The functional manager pays more attention to
his department; he usually doesn’t care about other departments.
• Communication is poor among the departments, which causes poor inter-department
coordination. This decreases flexibility and innovation. Moreover, there is a lack of teamwork
among different departments.
• Employees may have little concern and/or knowledge about events outside their department.
This causes obstacles in communication and cooperation.
• The functional structure is rigid, making adaptation to changes difficult and slow.
• Due to bureaucratic hierarchy, delays frequently occur in decision making.

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 D i sa d va n ta g e s o f th e Fu n cti o n a l O r g a n i za ti o n
St r u ctu r e
• Generally, the functional manager makes decisions autocratically without consulting his team
members. This may not always work in favor of the organization.
• When the organization becomes larger, functional areas can become difficult to manage due to
their size. Each department may start behaving like a small company with its own facilities,
culture, and management style.
• Functional departments may be distracted by departmental goals, and focus on them rather than
the organizational goal.

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O r g a n i za tio n Str u c tu r e : Pr o j e ct O r g a n i za t io n

• In projectized organizations, organizations arrange their activities

into programs or portfolios and implement them through the
projects.
• Project manager plays a crucial role in the execution of the project.
However, there is very limited role for function manager.
• Usually, they have some small departments such as Admin,
Accounting, and Human Resources to support the project
management activities.
• The project manager has full power and authority over resources
to be utilized in the project. He controls the budget, resources, and
work assignments.
• The project manager has full-time team members working under
his control who directly report him.
• When the project is completed the team is disbanded. Team
members and all other resources are released.
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 Ad va n ta g e s o f a Pr o j e cti ze d O r g a n i ze d
St r u ctu r e
• Since the team members directly report to the project manager, there is a clear line of authority.
This reduces conflict and makes decision making faster and more flexible.

• Due to a single reporting system, there are shorter lines of communication which creates strong
and effective communication within the project management team.

• Due to a single authority, less time is consumed in communication, and the response to
stakeholders’ concerns is fast.

• Due to a sense of urgency, milestones, good communication, and cooperation, the learning curve
is faster for any new member.

• Team members become versatile and flexible due to experience in different kinds of projects.

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 D i sa d va n ta g e s o f a Pr o j e c ti ze d O r g a n i za t i o n
St r u ctu r e
• Since the project manager has full authority and power over his team members, he can become
arrogant.
• In projects, there is always a deadline and usually a tight schedule, which makes the work
environment stressful.
• If the organization has multiple projects, there can be poor communication among them, causing
resources to be duplicated.
• There is a sense of insecurity among the team members, because once the project is completed,
they feel they may lose their jobs. Therefore, they tend to be less loyal towards the organization.
• The cost of employees and equipment can be higher because you may be hiring skilled people
and specialized equipment for a shorter period of time. Moreover, if the project gets stretched
out, the cost of equipment and other resources can be much higher.

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 M a t r i x ( Hyb r i d ) O rg a n i za ti o n S tr u ctu r e
• The matrix organization is a blend of the projectized and the functional organization structures.
• These two types of organizational structures represent the two extreme points of a string, while
the matrix organization structure is a balance of these two.
• This combination may help organizations achieve higher efficiency, readiness, and quick market
adaptation.
• Moreover, they often can respond faster to market or customer demand while decreasing the lead
time to produce a new product.
• This type of structure is most suitable for organizations operating in a dynamic environment.
• The authority of a functional manager flows vertically downwards, and the authority of the project
manager flows sideways.
• In a matrix organization structure, employees may report to many managers. Some from one
section may report to one boss while the rest report to a different boss.

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 M a t r i x ( Hyb r i d ) O rg a n i za ti o n S tr u ctu r e

• The functional manager may look after the functional part of the project; he may decide how to
do the work, and may distribute the project work among his subordinates. The project manager
will have authority over the administrative part of the project, such as what to do, follow-up on
the schedule, evaluate the performance, etc.

• Working in a matrix organization can be challenging because you have a confusing role while
reporting to two bosses.

• To avoid confusion and work efficiently in a matrix organization, you must be clear on your role,
responsibilities, and the work priorities.

• The matrix organization structure usually exists in large and multi-project organizations, where
they can relocate employees whenever and wherever their services are needed.
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 Typ e o f M a tr i x Or g a n i za tio n S tr u ctu r e

• The matrix organization structure can be classified into three categories, largely depending on
the level of power of the project manager. These categories are as follows:

– Strong Matrix Structure

– Weak Matrix Structure

– Balanced Matrix Structure

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 Ad va n ta g e s o f a M a tr i x Or g a n i z a tio n Str u ct u r e
• Highly skilled and capable resources can be shared between the functional units and projects,
allowing more open communication lines which help in sharing the valuable knowledge within
the organization.
• The matrix structure is more dynamic than the functional structure because it allows employees
to communicate more readily across the boundaries, creating a good, cooperative, work
environment which helps to integrate the organization.
• Employees can broaden their skills and knowledge areas by participating in different kinds of
projects. The matrix structure provides a good environment for professionals to learn and grow
their careers.
• In functional departments, employees are very skilled, and project teams can get these highly-
skilled employees whenever their services are needed.
• Since there is a sense of job security, employees tend to be loyal to the organization and perform
well, and therefore, the efficiency of a matrix organization is higher.

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 Di sa d va n ta g e s o f a M a tr i x Or g a n iz a ti o n
St r u ctu r e
• Employees may have to report to two managers, which adds confusion and may cause conflict. This
usually happens in a balanced matrix organization where both bosses have equal authority and
power.
• A conflict may arise between the project manager and the functional manager regarding the
authority and power.
• If the priorities are not defined clearly, employees may be confused about their role and
responsibility, especially when they are assigned a task which is different from, or even counter to,
what they were doing.
• If any resource is scarce, there might be competition to use it, which may cause hostility within the
workplace and could affect the operation.
• It is generally perceived that matrix organizations have more managers than required, which
increases overhead costs.
• In a matrix organization, the workload tends to be high. Employees have to do their regular work
along with the additional project-related work, which can exhaust them.

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 How to Overcome the Disadvantages of a Matrix
Organization Structure
• There must be close cooperation between the project manager and the functional manager. This
will help avoid confusion and conflict.
• There should be well defined and strong communication in all directions. This is important to gain
support from executives, managers, supervisors, and employees. Organizations must
communicate their vision, objective, and goal with their employees.
• There should be a proper and balanced distribution of authority and power between the project
manager and the functional manager. Both managers should get the required power and
authority. Any imbalance may impact the effectiveness of operations.
• Any conflict between the project manager and the functional manager must be resolved as early
as possible, and in private.
• Roles and responsibilities must be clearly documented and communicated to all employees to
avoid confusion.

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 Pr o b l e m - so l vin g To o ls

• Brainstorming
Problem Definition • 6-3-5 Brain writing
• Affinity diagram

• Gathering data
• Analyzing data
Cause Finding
• Search for root causes

Solution Finding and • Brainstorming

• How-how diagram
Implementation • Concept selection

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 Br a i n sto r m i n g

Osborn's method:
Two principles contribute to "ideative efficacy:
• Defer judgment
• Reach for quantity
1. Go for quantity
2. Withhold criticism
3. Welcome wild ideas
4. Combine and improve ideas

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 M e t h o d s to i m p r o vin g b r a i n sto r m i n g s e ss io n s

• Stick to the rules

• Pay attention to everyone’s ideas

• Include both individual and group approaches

• Take breaks

• Do not rush

• Stay persistent

• Facilitate the session

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 C h a l l e n g e s to e ffe c ti ve g r o u p b r a i n sto r m i n g

• Blocking

• Collaborative fixation

• Evaluation apprehension

• Personality characteristics

• Social matching

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 6 -3 - 5 Br a in wr i ti n g

• It is fundamental to assure that all participants share a deep

background knowledge on the topic of the brainwriting session.

• One of the main advantages of using 6-3-5 brainwriting is that it

is a very straightforward method and therefore is easy and quick
to learn.

• Issues in clarity of ideas.

• Stress due to time constraints might cause quality of ideas to

decrease.

• Risk of clash of similar ideas.

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 Affi n ity d ia g r a m ( KJ M e th o d )

• The affinity diagram is a business tool used to organize ideas and data.

• The tool is commonly used within project management and allows large numbers of ideas
stemming from brainstorming to be sorted into groups, based on their natural relationships, for
review and analysis.

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 Affi n ity d ia g r a m ( KJ M e th o d )

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 Concept Mapping

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 C a u s e Fi n d i n g
• Gathering Data:

Interviews Focus Group

Survey

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 C a u s e Fi n d i n g
• Analyzing data:

Check sheets Histogram Flowchart

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 C a u s e Fi n d i n g
• Search for root causes:

Interrelationship digraph
Why Why
Cause andDiagram
Effect Diagram
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 C a u s e Fi n d i n g
• Solution finding and implementation :

How How Diagram Force field

Concept analysis
selection

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 To o l s u se d fo r Pl a n n i n g a n d Sch e d u l in g

Work Breakdown Structure:

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 To o l s u se d fo r Pl a n n i n g a n d Sch e d u l in g

Gantt Chart:

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 To o l s u se d fo r Pl a n n i n g a n d Sch e d u l in g

Critical Path Method (CPM):

Steps:
• Determine activities that need to be accomplished
• Determine precedence relationships and completion times
• Construct network diagram
• Determine the critical path
• Determine early start and late start schedules

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 C ri t i ca l P a th M e th o d ( CP M )

• An activity carries the arrow symbol, . This represent a task or subproject that uses
time or resources.

• A node (an event), denoted by a circle , marks the start and completion of an activity,
which contain a number that helps to identify its location. For example activity A can be
drawn as:
A
1 2
3 days

• This means activity A starts at node 1 and finishes at node 2 and it will takes three days

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 D e t e r m i n i n g th e Cr i ti ca l Pa th

• Step 1: Make a forward pass through the network as follows: For each activity i
beginning at the Start node, compute:
– Earliest Start Time (ES) = the maximum of the earliest finish times of all activities
immediately preceding activity i. (This is 0 for an activity with no predecessors.). This is
the earliest time an activity can begin without violation of immediate predecessor
requirements.
– Earliest Finish Time (EF) = (Earliest Start Time) + (Time to complete activity i). This
represent the earliest time at which an activity can end.

The project completion time is the maximum of the Earliest Finish Times at the
Finish node.
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 D e t e r m i n i n g th e Cr i ti ca l Pa th

• Step 2: Make a backwards pass through the network as follows: Move

sequentially backwards from the Finish node to the Start node. At a given node,
j, consider all activities ending at node j. For each of these activities, (i,j),
compute:
– Latest Finish Time (LF) = the minimum of the latest start times beginning at node j.
(For node N, this is the project completion time.). This is the latest time an activity can
end without delaying the entire project.
– Latest Start Time (LS) = (Latest Finish Time) - (Time to complete activity (i,j)). This is
the latest time an activity can begin without delaying the entire project.

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 D e t e r m i n i n g th e Cr i ti ca l Pa th

• Step 3: Calculate the slack time for each activity by:

Slack = (Latest Start) - (Earliest Start), or

= (Latest Finish) - (Earliest Finish).

A critical path is a path of activities, from the Start node to the Finish node, with 0
slack times.

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 Ex a m p l e
• Consider the following project:
Activity Predecessor time (days)
A -- 6
B -- 4 D
C A 3 2 5 5
D A 5 A 1 J
6
E A 1 E H 3
6
F B,C 4 1 C 3 4 7
G B,C 2 4 F 5 5
H E,F 6 B 4 I
K
I E,F 5 3 2 6
J D,H 3
G
K G,I 5

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 Ex a m p l e

• Earliest/Latest Times
Activity time ES EF LS LF Slack
A 6 0 6 0 6 0 *critical
B 4 0 4 5 9 5
C 3 6 9 6 9 0*
D 5 6 11 15 20 9
E 1 6 7 12 13 6
F 4 9 13 9 13 0*
G 2 9 11 16 18 7
H 6 13 19 14 20 1
I 5 13 18 13 18 0*
J 3 19 22 20 23 1
K 5 18 23 18 23 0*
– The estimated project completion time is the Max EF at node 7 = 23.

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 R e ve rs e En g i n e e r i n g a n d Re d e si g n

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 Ko lb ’s M o d e l o f Exp e r i e n ti a l L e a r n i n g

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 R e ve rs e En g i n e e r i n g P r o ce ss
1. Prediction:
– What is the purpose of this product?
– How does it work?
– What market was it designed to appeal to?
– List some of the design objectives for the product.
– List some of the constraints that may have influenced the design.
2. Observation:
– How do you think it works?
– How does it meet design objectives (overall)?
– Why is it designed the way it is?
3. Disassemble:
– How does it work?
– How is it made?
– How many parts?
– How many moving parts?
– Any surprises?
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 R e ve rs e En g i n e e r i n g P r o ce ss
4. Analyze:
– Carefully examine and analyze subsystems (i.e. structural, mechanical, and electrical).
– Develop annotated sketches that include measurements and notes on components, system design, safety, and
controls.
5. Test:
– Carefully reassemble the product.
– Operate the device and record observations about its performance in terms of functionality (operational and
ergonomic) and projected durability.
6. Documentation:
– Inferred design goals
– Inferred constraints
– Design (functionality, form (geometry), and materials)
– Schematic diagrams
– Lists (materials, components, critical components, flaws, successes, etc.)
– Identify any refinements that might enhance the product’s usefulness.
– Upgrades and changes
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 Ad va n ta g e s o f Re ve r se En g i n e e r i n g

• Study products that are already open to the market

• Gain personal knowledge on the product and its technology
• Product compatibility with available technologies in the market
• Determine whether the product lives up to its standards as advertised
• Determine flaws in your product design compared to competitor ones
• Figuring out the reasons of product failure
• Improving manufacturing processes
• Creates healthy competition in the market

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 Po p u la r e xa mp l e :
• The US bomber aircraft (Aug. 6, 1945) - Soviet aircraft on Aug. 3, 1947 at the annual Tushino air
show. (https://canvas.instructure.com/courses/838884/pages/unit-3-lesson-6-reverse-engineering)

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 C a se S tu d i e s o f M o d e r n Pr o d u ct
D e ve lo p m e n t P r o ce ss
• Xerox Corporation: Total time to market (1996)

Market and product

strategies vision

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 C a se S tu d i e s o f M o d e r n Pr o d u ct
D e ve lo p m e n t P r o ce ss
• Microsoft Corporation:

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 C a se S tu d i e s o f M o d e r n Pr o d u ct
D e ve lo p m e n t P r o ce ss
• Ford Motor:

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 I n d u str i a l d e sig n : De si g n ED GE, Au stin , T X
Pr o d u c t d e si g n fir m

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 R e se a r ch In te n si ve : R a y ch e m C o r p o r a ti o n

• Longer product development cycle.

• Example: PolySwitch, an electrical

overload switch (1970, 1981…1990)

• How is such long-term product

forecasting and technology planning
done?

• What will the world look like in

decades?

• How could anyone in 1970 forecast the

need for a polymer overload switch?

DE G531 – P R O D U C T D E S I GN 63 BITS-Pilani, Hyderabad Campus

 R e ce n t c a se s tu d y
• The secret behind Xiaomi's success in India:
https://
www.rediff.com/business/report/pix-special-the-secret-behind-xiaomis-success-in-india/20160915.h
tm
• Reliance Jio’s marketing strategy and success: Case study

DE G531 – P R O D U C T D E S I GN 64 BITS-Pilani, Hyderabad Campus

 Pr o d u c t P l a n n i n g

• Identify the portfolio of the products:

– Investment involved

– Time to launch the product

– Targeted customer market

• Types of product development projects:

1. New product platforms:

2. Derivatives of existing product platforms:

3. Incremental improvements to existing products:

DE G531 – P R O D U C T D E S I GN 65 BITS-Pilani, Hyderabad Campus

 Pr o d u c t p l a n n in g p r o ce s s

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 Pr o d u c t p l a n n in g p r o ce s s

1. Identify Opportunities:
• Opportunities statement: Develop a new black and white (B&W), digital, networkable, document centre
platform for the office market, including scanning, storage, fax, distribution and printing capabilities.

2. Evaluate and prioritize projects:

• Competitive strategy : Technology, cost, customer focus, close market follow-up
• Market segmentation:
• Technological trajectories
• Product platforms

3. Allocate resources and plan timing:

DE G531 – P R O D U C T D E S I GN 67 BITS-Pilani, Hyderabad Campus

 Al l o c a te r e s o u r ce s a n d p l a n ti m i n g

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 Pr o j e ct Ti m i n g

• Timing of product introduction

• Technology readiness

• Market readiness

• Competition

DE G531 – P R O D U C T D E S I GN 69 BITS-Pilani, Hyderabad Campus

 Bu si n e s s Str a te g i e s R e l a te d to In n o va ti o n
a n d Pr o d u ct D e ve l o p me n t
• Boston Consulting Group

DE G531 – P R O D U C T D E S I GN 70 BITS-Pilani, Hyderabad Campus

 Su mm a r y

• Phases in Engineering Design Process

DE G531 – P R O D U C T D E S IG N 71 BITS-Pilani, Hyderabad Campus

 Su mm a r y
• The keys to creating a winning product are:
– Designing a quality product with the features and performance desired by its customers
at price they are willing to pay
– Reducing the cost to manufacture the product over its life cycle
– Minimizing the cost to develop the product

– Quickly bringing the product to market

– The organization of a product development team can have a major influence on how
effectively product development is carried out.
– Generally, a heavyweight matrix organization with appropriate management controls
works best

DE G531 – P R O D U C T D E S I GN 72 BITS-Pilani, Hyderabad Campus

 Su mm a r y

• Every product development process is different. Its depends on companies

technological and market environment.
• Engineers need to develop their own product development process in any
business they work and must continually strive to improve it.
• Reverse engineering and redesign is a forum for learning, experimenting and
living product design process.
• Handful of reverse engineering experience make you to understand how product
are executed within their “Black boxes”.

DE G531 – P R O D U C T D E S I GN 73 BITS-Pilani, Hyderabad Campus

 THANK YOU!

DE G531 – P R O D U C T D E S IG N 74 BITS-Pilani, Hyderabad Campus