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INTRODUCTIONLectures 1-2
Andrea Schiffauerova, PhD.
INSE 6411Product Design Theory and Methodology
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Chapter 1 of the text book
Additional materials from The Mechanical Design Process by D. Ullman
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Why study the Design and Development Process?
• Continuous need for new, cost-effective, high-quality products
• More complex products
• Faster to market
Effective and efficient product design and development
• 85% of the problems with new products are the result of a poor design process
• The goal: to learn the tools to develop an efficient design process
▫ Structured methodology
Makes decision-making is more explicit
Provides checklists
Is readily documented in a structured way
▫ The tools are the same regardless of the product
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How successful new products are?
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• For every 100 ideas:
▫ Fewer than 70 make it though initial screening
▫ Fewer than 50 pass concept evaluation and testing
▫ A little more than 30 make it through development
▫ About 30 make it through testing
▫ About 25 are commercialized
▫ 15 of these 25 are successful 60% success rate Success rate is lower in consumer goods (51%) and as high as
65% in healthcare.
Source: Comparative Performance Assessment Study, PDMA, 2003.1-6
How successful new products are?
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• Successful design and product development process:▫ Successful product design and development is the one
which results in a profitable product▫ Other dimensions of success:
Product quality (satisfies the needs, robust, reliable)
Product cost (manufacturing cost, includes also development cost)
Development cost (efficiency)
Development time (time to market, responsive to competition, to technological development)
Development capability (design in future, develop/improve the process)
What does it mean “successful” ?
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• Product cost
• Product quality
• Time to market
High performance along these dimensions should lead to economic success
Dimensions of successful product
• The right quality product, at the right cost and at the right time
• However, they conflict with each other!
How to optimize these relationship in a new product development process
• Design process plays an important role in developing a good product in terms of cots, quality and time to market.
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• The cost of design is only a small part of the manufacturing cost
Effect of the design on Cost
• The effect of the quality of the design on the manufacturing cost is much greater• Good design cuts the cost by
around 35%
• The decisions made during the design process have a great effect on the cost of a product but cost very little
Design as fraction of manufacturing cost (Ford Motor Company)
The effect of design on manufacturing cost
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• Product cost is committed early in the design process and spent late in the process
• 75% of the manufacturing cost is committed by the end of the conceptual phase
Effect of the design on Cost
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• Quality cannot be manufactured into a product unless it is designed into it
• What determines quality?
Effect of the design on Quality
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• Changes are essential in order to find a good design
• Early changes are easier and less expensive
• Company A had shorter design process than B
Effect of the design on Time to market
Engineering changes during automobile
development
Company A: ToyotaCompany B: US car producer
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Chapter 2
Additional materials
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Duration and cost of product development
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Product design and development
• Product development is a set of activities starting with the perception of a market opportunity and ending with the sale of a product
• Product design is one aspect of the development process▫ Engineering design specifies how the technical systems will
work▫ Industrial design specifies the aesthetics, ergonomics, and
user interface• Other development activities include marketing and
manufacturing• Success of the product typically depends on the success
of all three development activities
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Who designs and develops products?
• Marketing▫ Market opportunities▫ Customer needs▫ Target pricing▫ Promotion of product
• Design▫ Engineering design▫ Industrial design
• Manufacturing▫ Production system▫ Supply chain
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Examples
• Archos 20GB▫ Released October 2001▫ 350 g, 1.3” thick▫ File-based organization system▫ Ugly interface
• iPod 5GB▫ Released November 2001
▫ 184 g, 0.78” thick
▫ ID3-based organization system
▫ Pretty interface
Good market research and bad design:Archos vs. Apple
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Examples
CONCORDE
• Technological success
• Market failure
Good design and manufacturing, bad market research:
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The history of the design process
• One person used to design (and produce) an entire product
• Mid 20th century:
▫ More complex products and processes different people responsible for marketing, design and manufacturing, and overall management
▫ Over-the-wall process
▫ One-way communication
▫ Inefficient, costly, may result in poor-quality products
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How it was advertisedHow marketing
specialist understood it
How the customer
described it
How the designer
designed itHow the programmer
wrote it
How it was documented What was in the
manufacturing plan
How was the customer
billed
The final piece What the customer really
wanted
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The history of the design process• Late 1970th
- Simultaneous Engineering• 1980th
- Concurrent Engineering• 1990th
- Integrated Product and Process Design
• Features of concurrent engineering:
▫ A method of designing and developing products in which the different stages run simultaneously rather than consecutively
▫ Focus on the entire product life
▫ It decreases product development time and time to market, leading to improved productivity and reduced costs
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Sequential vs. concurrent engineering
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Product development process• PD process is the sequence of steps or activities which an enterprise
employs to conceive, design and commercialize the product.• Each organization would have (at least slightly) different PD process• In a generic PD process, there are six phases:
▫ Planning▫ Concept development▫ System-level design▫ Detail design▫ Testing and refinement▫ Production ramp-up
PlanningConcept
DevelopmentSystem-Level
DesignDetailDesign
Testing andRefinement
ProductionRamp-Up
Product Development
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• Planning : opportunities, strategy, technology, market, capabilities
project mission statement (market, goals, assumpt., constr.)
• Concept development: identification of the customers’ needs, alternative concepts, concept selection
concept (product form, function and features, specifications, competitive analysis, economic justification)
• System-level design: product architecture, assembly scheme
geometric product layout, specification of each subsystem, process flow diagram for the assembly
• Detail design: complete specification (geometry, material, tolerance) of all unique parts, parts to purchase, tooling)
control documentation (drawings, process plan)
• Testing and refinement: multiple reproduction versions
alpha prototypes (intended parts)
beta prototypes (intended production processes)
• Production ramp-ups: (intended production system)
learning and process improvement before final product launch
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Concept development: the Front-End Process
• The Front-End Process is an expanded concept development process
• Many interrelated activities:▫ Customer needs identification▫ Target specifications▫ Concept generation▫ Concept selection▫ Concept testing▫ Final specifications▫ Project planning▫ Economic analysis▫ Benchmarking▫ Modeling and prototyping
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Concept development: the Front-End Process
• Customer needs identification▫ To understand the customers’ needs
▫ To communicate the needs to the development team
Customer needs statement▫ Hierarchical
▫ Weightings
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Concept development – ExampleTeenage Girl Cool Backpack
Customer needs
LEVEL 1 LEVEL 2 IMPORTANCE WEIGHTS (100%)
Looks cool Cool design Very important 18%
Colorful pattern Very important 18%
Bright colors Important 12%
Takes in a lot of things Roomy Very important 18%
Organized Important 12%
Lightweight Important 12%
Durable Slightly important 5%
Low cost Slightly important 5%
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Concept development: the Front-End Process
• Target specifications▫ Precise description of what a product will do
▫ The translation of the customers’ needs into technical terms
▫ Later will be refined
A list of target specifications▫ Metrics (with marginal and ideal values)
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Concept development – ExampleTeenage Girl Cool Backpack
Customer needs Target specification
LEVEL 1 LEVEL 2 IDEAL MARGINAL
Looks cool Cool design Cool feature(s)5 zippers/buckles/clips
Min 1Min 3
Colorful pattern 4-5 colors Min 3 colors
Bright colors Grade of dye color X Min grade Xmin
Takes in a lot of things Roomy Volume: 20 l Min 15 l
Organized 5 compartments Min 3
Lightweight Weight: 0.5 kg Max 0.7 kg
Durable Strength of material YGrade of dye color X
Min strength Ymin
Min grade Xmin
Low cost Cost: $20 Max $25
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Concept development: the Front-End Process
• Concept generation▫ To explore the space of product concepts
▫ A mix of external search, creative problem solving, systematic exploration of various solutions
A set of 10-20 concepts▫ A sketch
▫ A brief description
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Concept development - Example
Skeleton Floral Backpack Prickle Backpack Butterfly
Backpack
Tribal Aztec Backpack
Multicolor Buckle Backpack
Pink Floral BackpackBubble Backpack
Panda Backpack
Multi-dot Backpack
Hairy Backpack
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Concept development: the Front-End Process
• Concept selection▫ Concept analysis, evaluation, elimination
▫ Iterations, additional concepts generation, refinement
▫ Design conflicts and constraints
Selected promising concept(s)
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Concept development: the Front-End Process
• Concept testing▫ To verify whether the customers’ needs are met
▫ Assess the market potential
▫ Identify shortcomings
▫ Project may be terminated, or some activities repeated
• Setting final specifications▫ Target specifications revisited
▫ Reflect constraints, limitations and trade-offs
Specifications with exact metrics
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Concept development: the Front-End Process
• Project planning▫ Detailed development schedule, strategy, the resources
A contract book: The mission statement, the customer needs, selected concept,
the product specifications, the economic analysis, the development schedule, the project staffing and the budget
• Economic analysis▫ Economic model for the new product
▫ To justify project continuation, to resolve trade-offs
▫ An ongoing activity during the project
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Concept development: the Front-End Process
• Benchmarking of competitive products▫ Understanding of competitive products
▫ Critical for positioning of a product
▫ Rich source of ideas
• Modeling and prototyping▫ Various models and prototypes in every stage
“Proof-of-concept” models
“Form-only” models
Spreadsheet models
Experimental test models
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Concept development process
• Rarely purely sequential process
▫ Overlaps
▫ Iterations
• Uncertain nature of progress
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Product development process• PD process is the sequence of steps or activities which an
enterprise employs to conceive, design and commercialize the product.
• Each organization would have (at least slightly) different PD process
PlanningConcept
DevelopmentSystem-Level
DesignDetailDesign
Testing andRefinement
ProductionRamp-Up
Product Development
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Variants of product development process
• Market-pull products (sporting goods, furniture, tools)
▫ Market opportunity
▫ Search for technologies that will satisfy customer needs
PD process: generic PD process
• Technology-push products (touch screen PC)
▫ New technology
▫ Search for appropriate market
▫ Unlikely to succeed unless:
The technology has a clear competitive advantage
Alternative technologies are not available
PD process: Planning phase involves matching technology and market
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Variants of product development process
• Platform products (Apple iPhone operating system)
▫ Built around an established technological subsystem▫ Huge investments into platform▫ Introduce proven technology to related markets▫ Simpler development for platform products PD process: Concept development assumes a proven technology
platform• Process-intensive products (cereals, food, chemicals)
▫ Product characteristics constrained by the production process PD process: either• existing process specified from the start• both product and process are developed simultaneously
• Customized products (motors)
▫ New products are slight variations of existing configurations PD process: highly structured development process
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Variants of product development process• High-risk products (pharmaceuticals, space systems)
▫ High risk of failure▫ Technical, market, budget and schedule uncertainties PD process:
• Risk identified very early and tracked throughout the process• Early analysis and testing
• Quick-build products (software, cellular phones)
▫ Rapid modeling and prototyping enables spiral PD process PD process:
• Design-build-test cycle repeated many times• Flexible and responsive process (due to rapid iterations)• Until time or budget runs up
• Complex systems (airplanes, jet engines, automobiles)
▫ Decomposition into several subsystems and many components PD process: many teams working in parallel, interactions, system
integration, testing and validation
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Product development process flow
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The challenges of product development
• Trade-offs Recognize, understand and manage trade-offs in a way
that maximizes the product success• Dynamics
Decision-making in an environment of constant change• Details
Decision-making in complex product development• Time pressure
PD decisions should be made quickly and without complete information
• Economics Large investment Products have to be appealing and inexpensive to produce
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Product development organizations
• How do we organize the product development stuff to implement the process is an effective manner?
• Classification of workforce based on their function or projects:
▫ Function The area of responsibility Usually involves education, training and/or experience Marketing, design, manufacturing
▫ Project The set of activities in the development process for a particular
product
▫ These classifications overlap
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Product development organizations
• Functional organization▫ The organizational links are primarily
among those who perform similar functions
▫ Groups/teams specialized in marketing, R&D, design, manufacturing, etc.
▫ Team members involved in many different projects (products)
▫ Fosters development of specialization and expertise
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• Project organization▫ The organizational links are primarily
among those who work on the same project
▫ Teams include people from several different functions (marketing, design, manufacturing, etc.)
▫ Each team focused on the development of a specific product (or product line)
▫ Easier coordination and administration of projects
Product development organizations
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Product development organizations• Matrix organization
▫ Hybrid of functional and project organizations – individuals are linked to others according to both the projects they work on and their function.
▫ Each individual would have two supervisors (project and functional)▫ Combines benefits of both functional and project organizations, but it is difficult
to balance functions and projects (requires more managers and administrators)
• Lightweight project matrix organization
▫ Functional manager dominates (budget, performance evaluation, hiring & firing)
▫ Project manager coordinates and administrates his/her specific project
• Heavyweight project matrix organization
▫ Project manager dominates (budget, performance evaluation, hiring & firing)
▫ Functional manager has little control
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Chapter 1 from The Mechanical Design Process by D. Ullman
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Design problem
All design problems are ill-defined
• An analysis problem▫ Clear need▫ Problem easily understood▫ Just find correct formula
“What size SAE grade 5 bolt should be used to fasten together 2 pieces of 1045 sheet steel, each 4 mm thick and 6 cm wide, which are lapped over each other and loaded with 100 N?”
• A design problem▫ Not enough information▫ Potential solutions not given▫ Constraints are incomplete
“Design a joint to fasten 2 pieces of 1045 sheet steel, each 4 mm thick and 6 cm wide, which are lapped over each other and loaded with 100 N.”
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Design problem
Design problems have many satisfactory solutions and no clear best solution.
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A design paradoxThe more you learn the less freedom you have to use what you know
• The goal is to learn as much as early as possible in the design process, because later the changes will be more expensive.
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Types of mechanical design problems
• Selection design▫ Selection of one (or more) items from a list of similar items
• Configuration design▫ Assembling existing components into the completed product
• Parametric design▫ Finding values for the features that characterize the studied
objects • Original design▫ If the design problem requires the development of a new process,
assembly or component• Redesign▫ The modification of an existing product to meet new requirements▫ Mature design is a design which has remained unchanged over
long period of time (e.g. pencil sharpeners, staplers, hole punchers, etc.)
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Mature design
?
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Even mature designs change !
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Next lecture
• Opportunity identification