IE361

Product Design and Innovation

Part I
Introduction to Product Design &
Innovation

Contents
• L00- Course Introduction
• L01- Introduction to Product Design and Innovation
• L02- Product Development Process
• L03- Opportunity Identification
• L04- Product Planning

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Click to edit Master title style
IE 361
Product Design and Innovation
Introduction to the course

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MasterDescription
title style
 The course provides the knowledge and skills to
design, develop and innovate a product emphasizing on
product specifications, product structure and function,
idea and concept generation and selection, industrial
design, patents and intellectual property using several
tools and techniques.
 It also provides skills of team behavior and design
communication.
 Product Design and Innovation is a project-based
course that covers modern tools and methods
for product design and innovation
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MasterObjectives
title style
By the end of the course, each student should be able to:

1. Understand product design and innovations concepts.

2. Identify the product development phases and product development
strategies & Product opportunities
3. Evaluate customer needs and develop product specifications
4. Identify the product architecture and the industrial design concepts
5. Understand product decomposition and functional analysis
6. Design and innovate a product using idea generation, selection, and
testing concepts.
7. Compose product design by Reverse engineering using CAD and
develop prototyping
8. Understand the patents and intellectual property and how to use them in
product design and innovation.
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Master titleOutcomes
Learning style
CLOs Aligned PLOs
1 Knowledge:
1.1
2 Skills :
2.1 Identify the concepts of innovation, product design, and recognize
customer needs and product specifications using principles of S1
engineering. [a]
2.2 Design product using idea generation, select, and test conepts S2
considering design and environmental factors. [c]

3 Competence:
3.1 Enable the students to function effectively on a team through a project C2
to meet objects of using reverse engineering techniques. [d]

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 Click to edit MasterBook
title style

Required Text
Product design and development; Ulrich,
K.T., Epping, S.D., McGraw-Hill, ISBN-13:
978-0073101422 (2020)

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Grading
Assessment task (e.g. essay, test, group project, examination, Proportion of Total
speech, oral presentation, etc.) Assessment
1 Midterm 20%
2 Quizzes 10%
3 Design Project Report and Presentation 20%
4 Laboratory Reports and Homeworks 10%
5 Final Exam 40%

Remarks
 Student fails to attend at least 75%, will be barred from final exam. No
excuses will be accepted by me. Any official excuses should be given within two
weeks.
 Please attend class within the first 5 min of the beginning of the class. Student
attends later, will not be allowed to enter the class.

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Topicstitle
Planstyle
Weeks Topics Lectures
1 Introduction to the course IE361 L00
Introduction to Product Design and Innovation L01
2
Product Development Process L02
Opportunity Identification L03
3
Product Planning L04
4 Identifying Customer Needs L05
5 Product Specifications L06
6 Product Specifications: QFD L06S1
Midterm Exam
7 Product Function Analysis L07A
8 Concept Generation L07B
9 Concept Generation: TRIZ (Theory of Inventive Problem Solving) L07C
10 Concept Selection L08
11 Concepts Testing L09
Product Architecture L10
12
Industrial Design L11
13 Prototyping L12
14 Patents and Intellectual Property L13
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361 Guidelines for title style
Semester Work Activities
A) Laboratory Work

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MasterProjects
title style
• Project work is an essential component of the learning
experience in a course on product design and
development. We have experimented with many types of
projects.

• Ideas on setting up and managing student project

activities.

• We like to have the students produce a prototype of their

products by the end of the course. As a result, we insist
that the products be simple.

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Project Guidelines
Guideline For Project Selection
 Compose a dynamic team who has diverse knowledge in market targeting,
technical and task analysis).
 Select a leader who can direct the team toward successful product development.
 Select a material good product (commodity) not a service having a high likelihood
of containing fewer than 10 parts.
 The product should have potential for improvement (A good source of project ideas
is to ask business people and user you know what products they would really like
to have)
 The product should be evident of existence in the market and there is a need for it
(You should have access to more than 3 potential lead users of the product; more
than 10 would be better.
 The product should be an attractive opportunity for business; however may not
high economic potential.
 The product should require no basic technological breakthroughs (requiring further
invention) or any highly proprietary ideas for another context (dealing with
sensitive information).
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Project Guidelines
(1) Product Background and Project Plan
1. Product Description
2. Existing Product Design
3. Project Product Development Plan

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Project Guidelines
(2) Product Development Planning
1. Product Needs and Specifications
A) Identifying the customer needs to provide the attribute required by customers
(using Kano model and affinity diagrams)
B) Identifying engineering characteristics & metrics (Target Specifications),
C) Developing quality function deployment (House of Quality) and finding the
probable engineering characteristics and product parts

2. Product Function Analysis

A) Identify the main and support functions of the product and its components
(cost if possible)
B) Identify and decompose the product function(s) to provide the product
function diagram and attributes. Determine the methods can be used to satisfy
product value.
C) Develop Technical/Task FAST to find the probable Fast and analyze the
function.

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Project Guidelines
(3) Product Concept development
1. Concept Generation
A) Knowledge search for existing ideas (external such as
patents, ….. and internal searches such as brainstorming,
TRIZ…)
B) Finding alternatives and solutions (Exploring ideas)
2. Concept Selection
3. Concept Testing

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Project Guidelines
(4) Product design
1. Final Product Design: Provide final design details and
specifications for the developed product. Product data includes
2. Assess the Developed Product Design: Assess the design by
rating importance with respect ergonomic (ease of use, ease of
maintenance, user interaction, safety), Assess the design by rating
importance with respect aesthetic (product differentiation, team
motivation, proud (ownership, fashion, or image) , and Assess the
design by rating performance of product quality (user interface quality.
emotional appeal, ability to maintain and repair the product, appropriate
of resources, product differentiation)
3.Develop A Prototyping Plan: Investigate the product capability to
carry the function at appropriate cost considering prototyping
technologies (3D CAD) and free fabrication.

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In this course
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 IE361
Product Design and Innovation
Chapter-1
Introduction to Product Design
and Innovation

Definitions?
What is a Product?
A Product (P) is something sold by an enterprise to its customers.

What is Design?
Design (D) is the process of devising a system, component, or
process to meet desired needs.

Design: Defined

Design is to bring things together (synthesis) in a new way to

satisfy a recognized need of society.

 It is defined as: “Design establishes and defines solutions to

and pertinent structures for problems not solved before, or
new solutions to problems which have previously been
solved in a different way” (Engineering Design, Dieter pp1)
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 Definitions?
What is Development?
Development (D) is a sequence of all the required activities that a
company must perform to bring a new concept to a state of market
readiness.
What is innovation?
Innovation (I) is the creation of better or more effective products,
processes, services, technologies, or ideas that are accepted by
markets, governments, and society.

[Innovation differs from invention in that innovation refers to the use of a new
idea or method, whereas invention refers more directly to the creation of the idea
or method itself].

• Create: Originate, make, or cause to come into existence an entirely

new concept, principle, outcome, or object
• Innovate: Make something new by purposefully combining different
existing principles, ideas, and knowledge
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Invention and Innovation

Invention

Innovation = New Idea (+ Patent) + Successful

Implementation + Value Recognition + Accessibility

Commercialization

+ + + +

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 Innovation Sources

12. Evolution 1. Analogy 2.Insight,

patterns accident

11. Eliminating 3. Performance

needs barriers

10. Competition 4. Evolving

INNOVATION market demands

9. High costs 5. Hidden

customer demands

8. Negative Effects
6. New scientific
7. Technology/ discoveries and
Market research
Diversification

Innovation = Problem (Need) + Solution

All huge diversity of technological innovations around us -

products, technologies, processes - provide solutions to
our certain needs and demands.

Once there is a solution, there was a problem or a need.

A “problem” is a conceptual term invented by humans to

indicate a situation when something does not satisfy a
certain individual or a group, and thus there is a need for
a change.

We look at inventions and innovations as a successful results

of solving inventive problems.
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 TYPES OF INNOVATIVE TASKS

Improve quality of a product or a process

(reduce unwanted effects, eliminate negative effects, increase robustness)

Improve performance of a product or a process

(increase performance of positive effects, functions, features).

Increase “compactness” of a product or a process.

Improve design, aesthetics, psychological attractiveness.
Improve usability and use comfort.
Create new design (form, shape) of a product.
Add new functions or features to existing functions and features.
Radically cut costs of a product or a process.
Find new application areas for a product or a process.
Create a radically new product or process.

Five Levels of Inventive Solutions

Level Features Examples

GREEN OCEAN

Level 5: Discovering a new Scientific X-ray discovery, radio waves

Discovery Principle discovery, coherent light discovery,
etc.

Level 4: Creating a radically new X-Ray radiation (principle) is used to

Pioneering Function/Principle combination “see through” (function) a human
Invention body, thus launching a new
technology area: X-Ray medical
BLUE OCEAN

machines
Level 3: The use of a known Function/Principle X-Ray technology is brought to other
Principle Transfer combination in a new application area areas: non-destructive testing of
(market) constructions; X-Ray security systems
in airports, etc.
Level 2: Reconfiguring and improving an existing “Pulsating” mode of an X-Ray device
Non-Linear System system (or adding new functions, etc) to decrease energy consumption
Change within the same
Function/Principle/Market
RED OCEAN

combination
Level 1: Solution method is known and Increasing the power of X-Ray
Linear System applicable within existing generator for testing larger objects
Change Function/Principle/Market
combination, only a parameter value
change is required

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 Why product development?
Product design & development is an important strategy for leading
competition [no longer compete in low cost labor for
manufacturing] because:
 Most of the profit and wealth are generated by new products.
 Systematic process to design and develop of complex product
can be done successfully for products and components.

Company priorities for different innovation strategies

[source: Mike Baxter, Product Design, Chapman and Hall, p106-108]

Type of Research & Innovative Time to Production Technical

Patents
Company Development Design market Engineering Marketing
Pioneering *** *** ** ** *** ***
Responsive * *** *** ** *
Traditional *** *
Dependent ***

Changing Dimensions of Competition

Manufacturing: Product Development:

Cost and Quality Features and Function

Competitiveness today is more than ever based on

product development capability.

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 Apple: Simply Better Products

People Business
“desirable” “viable”

Technical
“feasible”

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Examples
Black & Decker GoodGrips
Snake Light Angled
Measuring
Cups

Target Prescription Pill

iRobot Roomba
Bottle
Bodum Pavina Glasses
Innovative double
wall construction that
keeps hot drinks hot
and cold drinks cold

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 “Product Development” Examples

Vacuum tube is replaced by integrated

circuit (IC)

Tennis racquets
(New materials and forms)

Hand copying is replaced by Photocopiers Coke-can opening-mechanism

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“Product Development”
Examples

Glass vs Plastic
(New materials and forms)

Keyboard (Evolutionary: Human

Factors)
The Microsoft Natural Keyboard is
Product Family (mass customization) designed for comfort, since the hands,
Different kinds of mouse such as wrists and forearms remain in a more
standard mouse, wireless mouse (infra- natural pose when typing on it.
red) and track ball.

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 Some “Innovative Design”
Examples

 Self-Heated Ice Cream Scoop:  Spray Bottle:

Non-toxic chemical inside the Flexible tubing and
handle heats the scoop at the weighted tip lets it spray
push of a button. Recharges in
at any angle--even
the dishwasher so it is ready to
use upside down--until the
bottle is empty
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What is a product Development?

It is Creation of Product with new or different

characteristics [Physical-Functional-Operational] that
offers new or additional benefits to the customer.

It may involve modification of an existing product or its

presentation, or formulation of an entirely new product
that satisfies a newly defined customer want or market niche.

It is the first stage in generating and commercializing new

products within the overall strategic process of Product life
cycle Management used to maintain or grow their market
share.

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 What is a product Development?

The product development

design process is
important because it is
conducted to develop
quality, cost-competitive
products in the shortest
time possible.

Hence, the process has the following impacts:

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Why is Product development?

1- Its impacts on Cost:

 Even the design process cost very little in terms of the overall product cost,
it has a major effect on the cost of the product. (See figure)

https://www.researchgate.net/publication/245291457_Environmental_Process_Engineerin
g_Building_Capacity_for_Sustainability/figures?lo=1

Type of Costs Include: https://www.apriori.com/blog/how-the-right-tools-for-dfm-help-

you-reduce-product-costs-and-development-time/
 Material costs
 Facilities
 Tooling
 Labor
 Other support costs

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 Why is Product development?

2- Its impacts on Quality:

It cannot compensate in

manufacturing for defects introduced
in the design phase. (The design must
be carried out so that the product can
be made without defect at a competitive
cost.) (minimize the risk by design
critical quality attributes
(specification) [quality by design)
https://www.progress-pme.nl/diensten/diensten/details/quality-by-design-
qbd.html

3- Its impacts on competitiveness of

product cycle time

 Studies have shown that 50 to 80%

of the life cycle costs of products
(maintenance, energy, etc.) are
influenced by engineering design

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Who develop a product?

Development is done usually

by interdisciplinary team
involving in
1. Marketing
2. Design
3. Manufacturing.

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 What are the functions to develop a product?
Mainly three interdisciplinary functions:
 Marketing: its main activities are:
 Identify opportunity and customers needs.
 It arranges communication with customers,
 Sets target price, and
 Launching and promoting the product.
 Design: its main activities are:
• Define the physical form of the product meeting customer needs. It’s
function includes:
a)Engineering design: It is concerned with the efficient and effective generation
and development of ideas through a process that leads to new products, and
b)Industrial design: It is concerned with the aspect of the process that brings sort
of artistic form and usability usually associated with craft design to mass
produced goods.
 Manufacturing: its main activities are:
 Develop the production process and fabrication of the product.
 Design, operate, and coordinate production system.
 Also, it includes supply chain activities (purchasing, distribution, and installations)
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What are the activities in Product development?

 Identifying an opportunity or demand for a new

product.

 Creating the technical specifications for the new-

product idea.

 Developing the production process to produce the

new product.

 Fabricating the new product.

 Distributing the new product.

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 What is the effort needed to develop a product?

Effort depends on company product development exciting and intensity.

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What are the characteristics of a successful product

development?
• Product quality: satisfying customer needs? Robust and
reliable?
• Product cost: determines the profit
• Development time: determines how responsive the firm can
be to competitive forces and to technological
developments.
• Development cost: a significant fraction of the investment
• Development capability: to develop products more
effectively and economically; an asset to the firm

High performance along these five dimensions should

ultimately lead to economic success.
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 What are the challenges of Product Development?

 Trade-offs: Recognizing, understanding, and managing trade-offs in a

way that maximizes the success of the product.
 Dynamics: Technologies improve, customer preferences evolve,
competitors introduce new products, the macroeconomic environment
shifts.
 Details: Choice can have economic implications of millions of dollars.
 Time pressure: Decisions must usually be made quickly and without
complete info.
 Economics: To earn a reasonable return: must be appealing and
inexpensive.
 Organizational Realities
• Lack of empowerment of the team
• Functional allegiances transcending project goals
• Inadequate resources
• Lack of cross-functional representation on the project team
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Why Designers Refuse to Implement New Techniques?

• No Time: We don’t have time to do all of this.

We’ll miss the market opportunity No Thank
You
• Not Invented Here: Designer will resist any
changes, they must feel they thought of
everything
• Low Volume: Designer think fixing errors will
not cost much if they have low production
volume
• The Database Doesn’t Apply To Our
Products: Everybody seems to think that they
have a unique product, and will need a one-of-
a-kind analysis method
• We Have Been Doing It For Years: Why
change something that works….
• The Ugly Baby Syndrome: Telling a designer
that their designs could be improved is much
like telling a mother that her baby is ugly
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Chp-2 Product Development Process 8/19/2023

IE361
Product Design and Innovation
Chapter-2
Product Development Process

The Product Development Process

• A process is a sequence of steps that transforms a set of inputs into a
set of outputs.

• A product development process is the sequence of steps or activities

that an enterprise employs to conceive, design, and commercialize a
product.

• Some organizations define and follow a precise and detailed

development process, while others may not even be able to describe
their process.

• Every organization employs a process at least slightly different from

that of every other organization.

• In fact, the same enterprise may follow different processes for each of
several different types of development projects.
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Prof. Abdulaziz M. El-Tamimi 1

Chp-2 Product Development Process 8/19/2023

The Product Development Process

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.
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The Product Development Process

• 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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Prof. Abdulaziz M. El-Tamimi 2

Chp-2 Product Development Process 8/19/2023

Generic Product Development Process

The generic product development process consists of six phases

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Mission Concept System Spec Critical Design Production

Approval Review Review Review Approval

0- Planning
• This phase begins with opportunity identification guided by
corporate strategy and includes assessment of technology
developments and market objectives.

• The output of the planning phase is the project mission statement,

which specifies the target market for the product, business goals, key
assumptions, and constraints.

• Chapter 3, Opportunity Identification, explains a process for

gathering, evaluating, and choosing from a broad range of product
opportunities.

• Chapter 4, Product Planning, presents a discussion of the subsequent

product planning process.

Prof. Abdulaziz M. El-Tamimi 3

Chp-2 Product Development Process 8/19/2023

1. Concept development

• In the concept development phase, the needs of the target market

are identified, alternative product concepts are generated and
evaluated, and one or more concepts are selected for further
development and testing.

• A concept is a description of the form, function, and features of a

product and is usually accompanied by a set of specifications, an
analysis of competitive products, and an economic justification of
the project.

• This book presents several detailed methods for the concept

development phase (Chapters 5–9).
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Concept Development: The Front-End Process

• Because the concept development phase of the development process demands perhaps more
coordination among functions than any other, many of the integrative development methods
presented in this course are concentrated here.
• The front-end process generally contains many interrelated activities, ordered roughly as
shown in the Figure.
• The concept development process includes the following activities:
• Identifying customer needs • Setting final specifications
• Establishing target specifications • Project planning
• Concept generation • Economic analysis
• Concept selection • Benchmarking of competitive products
• Concept testing • Modeling and prototyping

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

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

• This is not strictly sequential -- generally a parallel and iterative process.

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Prof. Abdulaziz M. El-Tamimi 4

Chp-2 Product Development Process 8/19/2023

2. System-level design

• The system-level design phase includes the definition of the product

architecture, decomposition of the product into subsystems and
components, preliminary design of key components, and allocation
of detail design responsibility to both internal and external resources.

• Initial plans for the production system and final assembly are usually
defined during this phase as well.
• The output of this phase usually includes a geometric layout of the
product, a functional specification of each of the product’s
subsystems, and a preliminary process flow diagram for the final
assembly process.
• Chapter 10, Product Architecture, discusses some of the important
activities of system-level design.
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3. Detail design

• The detail design phase includes the complete specification of the geometry,
materials, and tolerances of all of the unique parts in the product and the
identification of all of the standard parts to be purchased from suppliers.
• A process plan is established and tooling is designed for each part to be fabricated
within the production system.
• The output of this phase is the control documentation for the product—the drawings
or computer files describing the geometry of each part and its production tooling, the
specifications of the purchased parts, the production supply chain, and the process
plans for the fabrication and assembly of the product.
• Three critical issues that are best considered throughout the product development
process, but are finalized in the detail design phase, are materials selection,
production cost, and robust performance.
• These issues are discussed respectively in Chapter 12, Design for Environment,
Chapter 13, Design for Manufacturing and Supply Chain, and Chapter 15, Robust
Design.
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Prof. Abdulaziz M. El-Tamimi 5

Chp-2 Product Development Process 8/19/2023

4. Testing and refinement

• The testing and refinement phase involves the construction and evaluation of
multiple preproduction versions of the product.
• Early (alpha) prototypes are usually built with production-intent parts—parts with
the same geometry and material properties as intended for the production version of
the product but not necessarily fabricated with the actual processes to be used in
production.
• Alpha prototypes are tested to determine whether the product will work as designed
and whether the product satisfies the key customer needs. Later (beta) prototypes are
usually built with parts supplied by the intended production processes but may not
be assembled using the intended final assembly process.
• Beta prototypes are extensively evaluated internally and are also typically tested by
customers in their own use environment. The goal for the beta prototypes is usually
to answer questions about performance and reliability to identify necessary
engineering changes for the final product.
• Chapter 14, Prototyping, presents a thorough discussion of the nature and use of
prototypes.
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5. Production ramp-up

• In the production ramp-up phase, the product is made using the intended production
system.

• The purpose of the ramp-up is to train the workforce and to work out any remaining
problems in the production processes.

• Products produced during production ramp-up are sometimes supplied to preferred

customers and are carefully evaluated to identify any remaining flaws.

• The transition from production ramp-up to ongoing production is usually gradual.

• At some point in this transition, the product is launched and becomes available for
widespread distribution.

• A post launch project review may occur shortly after the launch. This review
includes an assessment of the project from both commercial and technical
perspectives and is intended to identify ways to improve the development process for
future projects.
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Chp-2 Product Development Process 8/19/2023

The tasks and responsibilities for each phase

Marketing Function
Concept System-Level Detail Testing and Production
Planning
Development Design Design Refinement Ramp-Up
 Articulate  Collect customer  Develop plan  Develop  Develop  Place early
market needs. for product marketing promotion production
opportunity. options and plan. and launch with key
 Identify lead users.
extended materials. customers.
 Define market
 Identify competitive product
segments.  Facilitate
products. family.
field testing.

Design Function
Concept System-Level Testing and Production
Planning Detail Design
Development Design Refinement Ramp-Up
 Consider  Investigate  Generate  Define part  Reliability testing.  Evaluate
product feasibility of alternative geometry. early
 Life testing.
platform product concepts. product production
 Choose materials.
and architectures.  Performance output.
 Develop
architecture.  Assign tolerances. testing.
industrial design  Define major
 Assess new concepts. sub-systems  Complete  Obtain regulatory
technologies. and industrial design approvals.
 Build and test
interfaces. control
experimental  Implement
documentations.
prototypes.  Refine design changes.
industrial
design.

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The tasks and responsibilities for each phase

Manufacturing Function
Concept System-Level Testing and Production
Planning Detail Design
Development Design Refinement Ramp-Up
 Identify  Estimate  Identify  Define piece-  Facilitate  Begin
production manufacturing suppliers for part supplier ramp-up. operation
constraints. cost. key production of entire
 Refine
components. processes. production
 Set supply  Assess fabrication and
system.
chain production  Perform  Design tooling. assembly
strategy. feasibility. make-buy processes.
 Define quality
analysis.
assurance  Train work force.
 Define final processes.
 Refine quality
assembly
 Begin assurance
scheme.
procurement processes.
Other Function of long-lead
tooling.
Concept System-Level Detail Testing and Production
Planning
Development Design Design Refinement Ramp-Up
 Research: Demonstrate  Finance:  Finance:  Sales:
available technologies. Facilitate facilitate make- Develop
economic buy analysis. sales plan.
 Finance: Provide
analysis.
planning goals.  Service:
 Legal: Identify service
 General Management:
Investigate issues.
Allocate project
patent issues.
resources.

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Prof. Abdulaziz M. El-Tamimi 7

Chp-2 Product Development Process 8/19/2023

How can product development be specified?

1) Technology vs Market Driven:

a) Technology driven products are those that arise out of a new technology
or scientific discovery which are of a small fraction of new products.
Examples
Air travel (due to the invention of airplanes)
Light bulb (due to development of electricity and vacuum sealed
bulbs)
Cell phone (due to development of communication )

b) Market driven products are the majority of product designs (where, the
designer identifies customer needs for a product, and systematically
develops a product satisfying such needs), this involves modification of
an existing product. Examples
PC Laptop computer;
Electronic diary PDA (full Personal digital Assistant)

15

How can product development be specified?

2) Revolutionary vs. Evolutionary:

a) Revolutionary Products are generated by new technology. They may be
technological breakthroughs, market driven, or, often both. Examples
 Semiconductor transistors (first developed by William Shockley et al
in AT&T Bell Labs, USA).
 4-stroke internal combustion engine (by Nikolaus Otto in 1876, and
still used in almost all modern automobiles)

b) Evolutionary Products are developed from an existing design to improve

some aspect(s). Product improvement is done by using ideas based on:
(Human factors; Using New Materials; Using New Manufacturing
Techniques; New Design; Mass customization; Using New Clever
Packaging; etc.). Most modern products have been developed this way.
Examples
Microsoft™ Internet Explorer (copied and improved from Netscape)
Pilot™ ball-point pens (for an interesting historical note of Ball-point
pens; see book by Mike Baxter, Product Design, Chapman and Hall )

16

Prof. Abdulaziz M. El-Tamimi 8

Chp-2 Product Development Process 8/19/2023

Adapting the Generic Product

Development Process
• The generic process is most like the process used 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.

• The following situation have deviations from the generic process:

– Technology-push products,
– Platform products,
– Process-intensive products,
– Customized products,
– High-risk products,
– Quick-build products,
– Product-service systems, and
– Complex systems

17

Adapting the Generic Product Development Process

• Summary of variants of generic development process.

Generic Technology Platform Process
Customized
(Market Pull) Push Products Intensive
Description The firm begins with The firm begins The firm Characteristics of New products
a market opportunity, with a new assumes that the the product are are slight
then finds technology, then new product will highly constrained variations of
appropriate finds an be built around by the production existing
technologies to meet appropriate an established process. configurations.
customer needs. market. technological
sub-system.
Distinctions Planning phase Concept Both process and Similarity of
with respect involves development product must be projects allows
to generic matching assumes a developed for a highly
technology and technology together from the structured
process
market. platform. very beginning, or development
Concept an existing process.
development production
assumes a given process must be
technology. specified from the
beginning.
Examples Most sporting goods, Gore-Tex Consumer Snack foods, Switches,
furniture, tools. rainwear, Tyvek electronics, cereal, chemicals, motors,
envelopes. computers, semiconductors. batteries,
printers. containers.

18

Prof. Abdulaziz M. El-Tamimi 9

Chp-2 Product Development Process 8/19/2023

Adapting the Generic Product Development Process

• Summary of variants of generic development process.

Quick-build
High-Risk Products Complex Systems
products
Description Technical or market Rabid modeling and System must be
uncertainties create prototyping enables decomposed into several
high risks of failure many design-build-test subsystems and many
cycles components
Distinctions with Risk are identified early Detail design and Subsystems and
respect to generic and tracked throughout testing phases are components are developed
process the process-Analysis repeated a number of by many teams working in
and testing activities times until the product is parallel, followed by system
take place as early as completed or integration and validation
possible time/budget run outs
Examples Pharmaceuticals, space Software, cellular Airplanes, jet engines,
systems phones automobiles

19

Product Development Process Flows

20

Prof. Abdulaziz M. El-Tamimi 10

Chp-2 Product Development Process 8/19/2023

Siemens Westinghouse Stage Gate PD Process

New
Product Order Products
Sales &
Marketing Implement-
Development Proposals
ation Service

G1 G2 G3 G4 G5

Strategic Product Design Sales Design Implementation Validation

Planning Prep.
Erection,
Installation, Perf. &
Product Technology Product
Conceptual Basic Commerc. Final Design & Manuf. & Commissioning, Reliability
Strategy Acquisition, Product Monitoring
& Devel. Planning Design Design Planning Procurement Ass’y & Trial Operation Validation

R0 R1 R2 R3 R4 R5 R7 R8 R9 R10
Prod Req. Prod Des.
R6
Spec Spec

22

Tyco International Rally Point PD Process

DEFINE CONCEPT DESIGN OPTIMIZE VERIFY

Project Concept Feasibility Preliminary Final Product Process Post-Launch

Launch
Registration Definition and Planning Design Design Verification Verification Assessment

RP
6
RP RP RP RP RP RP RP RP
0 1 2 3 4 5 7 8

Source: Tyco International

23

Prof. Abdulaziz M. El-Tamimi 11

Chp-2 Product Development Process 8/19/2023

Tyco International Rally Point PD Process

24

Xerox Time-to-Market (TTM) Process

Define
Define market attack
product & Design Demonstrate Deliver Delight
plan & choose
deliver product product product customers
technology
technology

Software Development Sub-Process

25

Prof. Abdulaziz M. El-Tamimi 12

Chp-2 Product Development Process 8/19/2023

Product Development Organizations

A product development organization is the scheme by which individual
designers and developers are linked together into groups.

Organizations are formed by establishing links among individuals.

The links among individuals may be formal or informal and include,
among others, these types:
– Reporting relationships
– Financial arrangements
– Physical layout
Organizational links may be aligned with functions, projects, or both.
– A function is an area of responsibility usually involving
specialized education, training, or experience.
– Regardless of their functions, individuals apply their expertise to
specific projects.
27

Product Development Organizations

Various product development organizations. For simplicity, three functions and three projects

28

Prof. Abdulaziz M. El-Tamimi 13

Chp-2 Product Development Process 8/19/2023

Characteristics of different organizational structures

Matrix organization
Functional Organization Lightweight Project Heavyweight Project Project Organization
Organization Organization

Strengths  Fosters development  Coordination and  Provides integration  Resources can be

of deep specialization administration of projects is and speed benefits of optimally allocated within
and expertise. explicitly assigned to a single the project the project team.
project manager. organization.
 Technical and market
 Maintains development of  Some of the trade-offs can be
specialization of specialization specialization of a evaluated quickly.
and expertise. functional
organization is
retained.
Weakness  Coordination among  Requires more managers and  Requires more  Individuals may have
different functional administrators than a managers and difficulty maintaining
groups can be slow nonmatrix organization. administrators than a cutting-edge functional
and bureaucratic. nonmatrix capabilities.
organization.
Typical  Customization  Traditional automobile,  Many recently  Start-up companies.
examples development firms in electronics, and aerospace successful projects in “Tiger teams” and “skunk
which development companies. automobile, works” intended to
involves slight electronics, and achieve breakthroughs.
variations to a aerospace companies.
 Firms competing in
standard design (e.g.,
extremely dynamics
custom motors,
markets.
bearings, packaging).
Major issues  How to integrate  How to balance functions and projects. How to  How to maintain
different functions (e.g., simultaneously evaluate project and functional functional expertise over
marketing and design) performance. time.
to achieve a common
 How to share technical
goal.
learning from one project
to another.

29

Product Development Organizations

• The following questions help guide the choice of organizational
structure:
– How important is cross-functional integration?
– How critical is cutting-edge functional expertise to business
success?
• Fluid dynamicity are organized functionally to ensure the
firm will have the best possible capability in this area.
– Can individuals from each function be fully utilized for most of
the duration of a project?
• In order to use industrial design resources efficiently, the
firm may choose to organize the industrial designers
functionally.
– How important is product development speed?
• Project organizations are usually faster than functional
organizations in developing innovative products.
30

Prof. Abdulaziz M. El-Tamimi 14

Chp-2 Product Development Process 8/19/2023

Distributed Product Development Teams

• A highly effective way to organize a product development team
includes colocation of the team members at a single site.

• However, the use of modern communication technology and

digital development processes allows even globally distributed
project teams to be effective.

• Reasons to utilize product development team members located at

multiple sites may include the following:
– Access to information about regional markets.
– Availability of technical expertise.
– Location of manufacturing facilities and suppliers.
– Cost saving through lower wages.
– Outsourcing to increase product development capacity.

31

32

Prof. Abdulaziz M. El-Tamimi 15

 IE361
Product Design and Innovation

Chapter-3
Opportunity Identification

Product Development Process:

Opportunity Identification
Mission Concept System Spec Critical Design Production
Approval Review Review Review Approval

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

PD phases

Opportunity Identification
STEP 1: Establish a charter
STEP 2: Generate and sense many opportunities
STEP 3: Screen opportunities
STEP 4: Develop promising opportunities
STEP 5: Select exceptional opportunities
STEP 6: Reflect on the results and the process

1
 The FroliCat company

• Pet products company had successful

introduced laser based cat toys.

• Small company, investment in

developing new products can cause
substantial financial risk.

• Based in Chicago, factory in China.

Engage a Shanghai based product
development consulting firm, Asentio
Design to lead the opportunity
identification effort.

https://www.youtube.com/watch?v=20fxN4AFxGM

What is an Opportunity?
• In PD Context, opportunity is an idea for a new product.
– Product description in embryonic form,
– newly sensed need,
– newly discovered technology
– Rough match between a need and a possible solution.
• Consumer products (Unilever): new type of soap, cosmetics
• Material company (3M): new polymer

Articulated with less than one page

of information: sketch, narrative,
title

2
 Types of Opportunities
Horizon 1:
• Improvements, new variants of
existing products, cost reduction of
existing product
Horizon 2:
• Horizon of new need/market
or/and existing solution that we do
not use
Horizon 3:
• Horizon of new need/market and
new technology

Frolicat case:
• Only have 1 year to lunch new
product, avoiding Horizon 3.
• The team wishes built on its initial
success with the Bolt cat toy,
• It sought a next-generation solution
for the existing need to entertain
cats
→ Horizon 2 opportunities

Tournament Structure of Opportunity Identification

Opportunity Identification Process: Product Development Process:

Generate large number of Take opportunity articulated in
opportunities and efficiently kill the mission statement and do
those that are not worthy of everything possible to assure it
further investment. becomes the best product it can
be.
6

3
Tournament Structure of Opportunity Identification

Automobile Concepts

4
 Product Naming Tournament

10

Tournament Structure of Opportunity

Identification

Pharmaceutical
Drug Development

5
 Opportunity Identification Process

STEP 1: Establish a charter

STEP 2: Generate and sense many opportunities

STEP 3: Screen opportunities

STEP 4: Develop promising opportunities

STEP 5: Select exceptional opportunities

STEP 6: Reflect on the results and the process

13

Step 1: Establish a Charter

 Innovation charter articulates goals and establishes boundary
conditions for an innovation effort.
 Charters are closely analogous to the mission statement for a
new product.

Example Frolicat:
• Create a physical product in the cat toy category that we can launch to
the market within about a year through our existing retail sales channel.

• Boundary: emphasis on physical goods instead of software or services, a

focus on the cat toy category, a preference of time investments, take
advantage of the company's existing relationship with retailers

more focus, avoid wasting effort

14

6
 Step 2: Generate and Sense Many Opportunities

Half of innovation opportunities are generated internally within an

organization, while the rest are recognized from customers and other
external sources

15

Techniques for Generating Opportunities

• For some people, creating ideas is quite difficult.
• Below is seven basic techniques for stimulating the identifications of
opportunities:

1. Follow a Personal Passion

 List your passion, what makes you excited?
 Consider how technologies, trends, business models might influence your
passion?

• Matt Kressy, a bicyclist creates a nutrient

delivery system.
• Adjust the amount of sugar and
electrolytes in hydration pack.
• Desire, passion → chance of opportunities

16

7
 Techniques for Generating Opportunities
2. Compile Bug Lists
– Innovators are often chronically dissatisfied with the world around them.
– List every annoyance or frustration, think/ dream about its solution.
– Any problem is an opportunity!
3. Pull Opportunities from Capabilities
Firm's Unique resources: capabilities, core competencies and competitive
advantages. To provide advantage, a resources must be VRIN, that is:
1. Valuable: a resource that allow a firm to achieve greater performance
than competitors
2. Rare: Given competition, a valuable resources must be rare
3. Inimitable: For value and rarity to persist, a resource must not be easily
imitated.
4. Nonsubstitutable: a resource providing advantage can't be easily Even
if valuable, rare, and inimitable, a resource providing advantage can’t be
easily substituted.
VRIN, can be used to define targets by first articulating and inventory resources
and using the inventory as lens for opportunity generation
17

Techniques for Generating Opportunities

Example
• Apple's VRIN resources: excellence in
industrial design, a leading brand, and a loyal
customer brand
• Guide to opportunity creation from VRIN:
• In what other products categories might
apple's design excellence create advantage?
• For which product/ service categories could
the apple brand be deployed to advantage?
• What other products of services could Apple
provide to its customer base?
18

8
 Techniques for Generating Opportunities

4. Study Customer
• Opportunity can be identified by
studying customers in a selected
market segment.
• Also called user anthropology or
consumer ethnography.
• Shimano case: they found that many
consumers want bikes that
technically simple, easy to ride and
easy to get on and off.
• On the other hand, Bicycle producers
tent to create more advance bicycle
for bicyclist.
19

Techniques for Generating Opportunities

5. Consider Implication of Trends

• Changes in technology, demography or social norms
often create innovation opportunities.
• List social, environmental technological or economic
trends and then imagine innovation opportunities

Example:
• Power bank and the trending of smartphone, apps also.
• Growing environmental awareness: market for green
products and services.

20

9
 Techniques for Generating Opportunities
6. Imitate but Better approach
• Scan and monitor the activities of other firms by
attending trade shows and following patent filings.
Generate alternative approaches to meeting the need.
• De-commoditize a commodity
Example:
Coffee before Starbucks, breath mints before altoids?
List all of the inexpensive, undifferentiated products or
services in a category and then consider the possibility of
deluxe versions.
Drive an innovation “down market”

Premium products or services → cheaper versions of the

products!
Import geographically isolated innovations
Translating an innovation from one geographic region to
another can be source of innovation.
Starbucks founder Howard Schultz created the chain after
visiting Milan and like to the cafe culture and expresso-
based drinks.

21

Techniques for Generating Opportunities

7. Mine Your Sources
Half of product opportunities arise from outside sources:

• Lead users: example: Many devices and procedures in

health care were invented by clinicians.

• Social media, blogs, forums as resource for new idea.

• Universities and government lab: solutions identified in

universities and government lab can be commercialized
by third parties (companies and start up)

• Online idea submission: brainstorming through web

sites. Let customers give suggestions through
questionnaire in websites.

22

10
 Step 3: Screen Opportunities
The goal of screening is simply to eliminate opportunities that
are highly unlikely to result in the creation of valued and to
focus attention on the opportunities worthy of further
investigation.

Two methods:
1. Web-based surveys (usually more than 50 opportunities)
2. Workshops surveys with multi-voting

Advancing not only the ideas receiving most votes, but also
those with only a few very enthusiastic supporters

23

Step 4: Develop Promising Opportunities

• Developing promising opportunities:
– Internet search for existing solutions
– Informal discussion with a few potential customer
– Customer interview
– Testing of existing products
– Concept generation
– Quick prototypes
– Estimate market sizes and growth rates

• The goal is to resolve the greatest uncertainty

surrounding each one at the lowest cost in time and
money

24

11
 Step 5: Select Exceptional Opportunities
Real-Win-Worth it (RWW) method
• Is the opportunity real?
– Is there a real market that we can serve with the product?
– Consider the market size, potential pricing, and availability of technology.

• Can we win with this opportunity?

– Can we deliver the product in the required volume at the required cost?
– Can we establish a sustainable competitive advantage?
– Can we patent or brand the idea?
– Are we more capable of executing it than competitors?

• Is the opportunity worth it financially?

– Do we have access to the necessary resources (financial, developmental,
supply chain)?
– Will the investment be rewarded with appropriate returns?

25

Real-Win-Worth it (RWW) Example

26

12
 Step 6: Reflect on the Results and the Process
• How many of the opportunities identified came from internal sources versus
external sources?

• Did we consider dozens or hundreds of opportunities?

• Was the innovation charter too narrowly focused?

• Were our filtering criteria biased, or largely based on the best possible estimates
of eventual product success?

• Are the resulting opportunities exciting to the team?

27

28

13
 IE361
Product Design and Innovation

Chapter-4
Product Planning

The Product Planning Process

• It takes place before the following:
• A product development project is formally approved,
• Substantial resources are applied, and before
• The larger development team is formed.

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Four Phases of Product Development

The product planning phase precedes the PD process

and determines which PD projects are initiated.

1
 Product Planning Activity
 Determines portfolio of projects
by answering the following:
• What product development projects will be undertaken?
• What mix of fundamentally new products, platforms, and derivative products
should be pursued?
• How do the various projects relate to each other as a portfolio?
• What will be the timing and sequence of the projects?

 Develop a mission statement for each selected project

by answering the following:
• What market segments should be considered in designing the product and
developing its features?
• What new technologies (if any) should be incorporated into the new product?
• What are the manufacturing and service goals and constraints?

 Develop Project Plan

by answering the following:
• What are the financial targets for the project?
• What are the budget and time frame for the project?
• What are the resources needed?

Principles of Product Planning

• Sources of product opportunities
• Opportunity tournaments and filtering
• Downselection (funneling) during PD
• Platform development
• Technology evolution
• Project portfolio balancing
• Resource allocation
• Project launch

Project Downselection:
The PD Process Funnel
4

2
 The Product Planning Process

1) Identify opportunities (Lecture 03)

2) Evaluate and Prioritize projects
3) Allocate resources and plan timing
4) Complete pre-project planning
5) Reflect on the results and the process

Planning Process:
Step 1: Identify Opportunities
See Chapter 3.

• Several Internet-based idea management systems are available for gathering

and storing information on opportunities, although a simple list in a
spreadsheet may be sufficient.

• At SharkNinja, product opportunities were regularly gathered by product

managers and discussed in meetings with the executive team
• Following are some examples of opportunity statements similar to those
proposed at SharkNinja related to cordless vacuums:
 Develop a next-generation cordless stick vacuum with new technology for the U.S. market
(new platform).
 Create a derivative of the IONFlex cordless stick vacuum for the China market with a
modified cleaning head (derivative).
 Update two current products with a new dust cup design (improvements).

This opportunity statement eventually became the cordless PLA project:

 Develop a cordless upright vacuum cleaner for larger homes (new platform)

3
 Planning Process:
Step 2: Evaluate and Prioritize Projects

1. Competitive Strategy
2. Market Segmentation
3. Technological Trajectories
4. Product Platform Planning
5. Evaluating Fundamentally New Product Opportunities
6. Balancing the Portfolio

Planning Process:
Step 2: Evaluate and Prioritize Projects

1- Competitive Strategy (w.r.t. competitors)

Technology leadership: R&D of new technologies and their

deployment through product development.
 Cost leadership: Production efficiency, either through economies
of scale, use of superior manufacturing methods, low-cost labor,
or better management of the production system.
 Customer focus: Carefully designed product platforms facilitate
the rapid development of derivative products with new features or
functions.
 Imitative: Closely following trends in the market, allowing
competitors to explore and identify which new products are
successful for each segment.

4
 Planning Process:
Step 2: Evaluate and Prioritize Projects
2- Market Segmentation
• Dividing a market into segments
Allows the firm to consider the actions of competitors and the strength of the
firm’s existing products with respect to each well-defined group of customers.
• By mapping competitors’ products and the firm’s own products onto segments,
The firm can assess which product opportunities best address weaknesses in its
own product line and which exploit weaknesses in the offerings of competitors.

A product segment
map of cordless
vacuum products in
which markets are
segmented according to
the size of the cleaning
task

10

Planning Process:
Step 2: Evaluate and Prioritize Projects
2- Market Segmentation
Example:
Product segment map showing Xerox B&W digital products and the competition
in three market segments: personal, workgroup, and department machines. Key
performance dimensions (pages per minute, networking capability) and price
point are listed for each product in the map, along with the time of its market
introduction .

11

5
 Planning Process:
Step 2: Evaluate and Prioritize Projects
3- Technological Trajectories
• The product planning decision is when to develop digital products, as
opposed to developing another product based on light-lens technology.
Technology S-curves are a conceptual tool to help think about such
decisions.
• The technology S-curve displays the performance of the products in a
product category over time, usually with respect to a single performance
variable such as resolution, speed, or reliability.

Examples:
Digital
Technology
Copier Performance

Light-Lens
Technology

Time

12

Planning process:
Step 2: Evaluate and Prioritize Projects
The technology S-curve Example: A simple example of these dynamics
comes from the “typewriter” industry.
The advent of the manual typewriter was a true breakthrough. But then came
the IBM Electric from “outside” the industry, displacing the manual technology
and creating a new “electric typewriter” industry. The word processor followed,
driving IBM’s business into obsolescence. And then of course the computer,
Microsoft’s Word and desktop printing represents the latest S-curve.

13

6
 Planning Process: Step 2:
Evaluate and Prioritize Projects
4- Product Platform Planning
• It is the critical, strategic decision of whether a project will develop a
derivative product from an existing platform or develop an entirely new
platform.
• Decisions about product platforms are very closely related to the technology
development efforts and technologies to employ in new products.
• The decision to develop derivative products may be included in the initial
platform development effort (Platform A) or derivative products may follow
thereafter (Platform B).
Platforms vs. Derivatives
Research and
Techn olog y
Development

Legend
Platform
Product Platform A Platform B Projec t
Development Product
Release

Derivative
Product
Development

time
14

Types of Product Development Projects

Example: A Product plan types for Xerox
• Xerox Corporation is a global enterprise offering
a wide array of document-related products,
services, and business solutions.
• Its mission is to be the leader in the global
document market, providing document solutions
that enhance business productivity.
• Xerox Document Centre 265, a product resulting
from a Xerox project code-named Lakes.
New Hodaka Legend
Platforms Lakes Project
Product
H-Net Release
Derivatives
L-Net

Improvements 595 6010 392 393

Fundamentally New Astro

1996 1997 1998 1999 2000

15

7
 Planning Process:
Step 2: Evaluate and Prioritize Projects

4- Product Platform Planning

One technique to coordinate between a technology development and platform
planning is technology road map
 It is a way to represent the expected availability and future use of various
technologies relevant to the product being considered.
 It has been used by Motorola, Philips, Xerox, and other leaders in fast-
moving, high-technology industries.
 It is particularly useful for planning products in which the critical
functional elements are well known in advance.
 It can serve as a planning tool to create a joint strategy between
technology development and product development.
 Technology road map is by Multiple generations of technologies are
labeled and arranged along a time line. The result is a diagram showing a
product’s key functional elements over a given period of time.

16

Planning Process:
Step 2: Evaluate and Prioritize Projects
4- Product Platform Planning Technology road map Example
The product-technology roadmap shows the evolution of several subsystem technologies and helps
to plan which technologies may be used in future products. (Cordless Vacuum Projects)

17

8
 Planning Process:
Step 2: Evaluate and Prioritize Projects
5- Evaluating Fundamentally New Product Opportunities
 Market size (units/year x average price).
 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.
 Balancing the portfolio: a firm benefits from a diverse set of projects.
o For example, a firm pursuing a low-cost strategy would expect the portfolio to contain more
production process improvement projects.
o Firms following a strategy requiring high product variety would need to develop many derivative
products based upon existing platforms.
o Firms implementing a strategy based on technological superiority may need to have a portfolio
including more technology development and breakthrough projects in anticipation that not all of
these risky projects will result in marketable new products.

18

Planning Process:
Step 2: Evaluate and Prioritize Projects
6- Balancing the Portfolio
Product-process change matrix. The size of the circles indicates the relative
cost of the development projects.

19

9
 Planning Process:
Step 3: Allocate Resources and Plan Timing

1. Resource Allocation
 An organization make efficient use of its resources by pursuing only those
projects can reasonably be completed within the budgeted resources and
enable responsiveness, planned capacity utilization [use Aggregate planning].
2. Project Timing
o Timing of product introductions: Launching a product before it is of
adequate quality can damage the reputation of the firm.
o Technology readiness
o Market readiness: Too quickly frustrate the customers; too slowly risk
lagging behind
o Competition: The anticipated release of competing products may accelerate
the timing of development projects.
3. The Product Plan
Product plans (as shown earlier) are updated on a periodic basis, perhaps
quarterly or annually, as part of the firm’s strategic planning activity.

20

Aggregate Resource Planning

• Aggregate resource planning can be achieved using a simple spreadsheet
method based on estimates of resource demands over time.

• This example uses units of person-months, although other time units (quarters,
weeks, or days) are commonly used in practice. The associated chart highlights
where capacity is insufficient to handle all of the projects at target utilization of
90 percent.

21

10
 Planning Process:
Step 4: Complete Pre-Project Planning
1. Mission Statements
2. Assumptions and Constraints
3. Staffing and Other Pre-Project Planning Activities

1. Mission Statements
 At this point, the earlier opportunity statement may be rewritten as a
product vision statement.
Example: The Lakes concept team began with the following product
vision: Develop a networked, mid-range, digital platform for imaging,
marking, and finishing.
 To provide clear guidance for the product development under which the
development team will operate. The team formulates a more detailed
definition of the target market and of the assumptions in a mission
statement.

22

Planning Process:
Step 4: Complete Pre-Project Planning
Content of Mission statements
• Brief (one-sentence) description of the product
• Key business goals
• Target market(s) for the product
• Assumptions and constraints that guide the development effort
• Stakeholders: All of the people who are affected by the product’s success or failure.
Example: Template Mission Statement

23

11
 Planning Process:
Step 4: Complete Pre-Project Planning
Example 1: Lakes Project Mission Statement
• Mission statement for the Lakes project this document summarizes the direction to be followed by the product
development team.
• Many more details are appended to this mission statement, including the environmental goals, service objectives, and
specific technologies identified for use in the Lakes platform.

Product Description o Networkable, digital machine with copy, print,

Key Business Goals Support Xerox strategy of leadership in digital office equipment 
Serve as platform for all future B&W digital products and solutions 
Capture 50% of digital product sales in primary market 
Environmentally friendly 
First product introduction 4thQ 1997 
Primary Market Office departments, mid-volume (40-65 ppm, above 42,000 avg. copies/mo.)

Secondary Markets Quick-print market 

Small ‘satellite’ operations 

Assumptions and New product platform 

Constraints Digital imaging technology 
Compatible with Centre Ware software 
Input devices manufactured in Canada 
Output devices manufactured in Brazil 
Image processing engine manufactured in both USA and Europe 
Stakeholders Purchasers and Users 
Manufacturing Operations 
Service Operations 
Distributors and Resellers 

24

Example 2: Mission statement for the new cordless PLA project

Mission Statement: Cordless Powered Lift-Away Vacuum

Product • New powered lift-away cordless upright vacuum platform for whole-house
Description cleaning
• Large battery capacity and dust cup suitable for multi-room and whole-
house cleaning
Benefit • Swappable battery pack, with multiple charging options including a charging
Proposition stand
• Powered lift-away form factor for convenient floor and detail cleaning
• Launch in Fall, 2018
Key Business • Competitive pricing allowing for target sales volume and margins
Goals • Consistent 5-star customer reviews
• Grow cordless market share and segment penetration
Primary • US household multi-room and whole house cleaning
Market
• Swappable lithium-ion battery pack
Assumptions • Upright form factor with lift-away pod
and • Powered hose for motorized lift-away
Constraints
• Carpet and hard floor cleaning with a single DuoClean head
• Major retailers
• New and existing customers
Stakeholders • Marketing and sales
• Manufacturing supply chain

25

12
 Planning Process:
Step 4: Complete Pre-Project Planning
2- Assumptions and constraints
• Manufacturing
– The design of the manufacturing system magnitude to the design of the
product itself.
– (capabilities, capacities, and constraints): production facilities used to
manufacture and assemble the product! key suppliers should be involved
in the development! Existing production systems capability of producing
the new technologies for the product?
• Service
– Serviceability required to fully service the machine and the time to install
them by an order of magnitude.
• Environment
– Most customers will not directly express a need for low environmental
impact. “Zero to landfill” policy adaptation.

3- Staffing and Other Pre-project Planning Activities

• Getting key members of the development of the product or of a
critical element of the product.
26

The Product Planning Process

What happen if planning is not done carefully?

• Inadequate coverage of target markets with competitive
products
• Poor timing of market introductions of products
• Mismatches between aggregate development capacity and the
number of projects pursued
• Poor distribution of resources, with some projects overstaffed
and others understaffed
• Initiation and subsequent cancellation of ill-conceived projects
• Frequent changes in the directions of projects

27

13
28

14
 IE361
Product Design and Innovation
Part II
Customer Needs & Product
Specifications

Contents
• L05- Identifying Customer Needs
• L06- Product Specifications
• L06S- Quality Function Deployment

1
 IE361
Product Design and Innovation

Chapter-5
Identifying Customer Needs

Customer Needs?

1
 Customer Needs
Mission Concept System Spec Critical Design Production
Approval Review Review Review Approval

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Analysis of
PD phases
customer needs
begins the
development
phase

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Identifying Customer Needs

• Needs: are independent of any particular concept.
• The list of customer needs can be developed without
knowing how these needs will be addressed.
• Also called “customer attributes” or “customer
requirements”

• Specifications depend on the selected concept.

• They depend on:
• Customer needs
• What is feasible
• What competitors offer

2
 Classification of Customer Needs
• Easy for customers to express
• Widely known and understood
Explicit • Likely to be already fulfilled

• Easy for customers to express

Unfulfilled • Known to be difficult to address
• Generally not fulfilled

• Hard for customers to express

Latent • Not yet widely understood
• Currently unaddressed

Why Identify Customer Needs?

 To seeks out all customer wants to find explicit and latent or hidden
needs and ensure no critical needs are missed.

 To study consumer behavior toward similar products.

 To build quality product focused on Customer Satisfaction

 To provide realistic product specification based on fact base and to

define appropriate designs characteristics

 To create archived records of customer needs for product development

process activities.

 The Product development process can be structured around

o An idea for a solution to an existing or identified need, or
o An idea for a product for which it is thought a need can be generated

3
 The Importance of Latent Needs
• Latent needs are those not yet widely recognized by most customers and not yet
addressed by existing products.

• The needs exist, and if fulfilled, would result in greater customer satisfaction,
yet they remain largely unknown. Consider the following examples:
– Mobile telephones did not contain cameras prior to the year 2000. Most
consumers did not know that they wanted to be able to take photographs
with their telephones until Nokia and Motorola added the camera.
– When smart speakers emerged with Amazon Echo and Google Home,
people began to realize how convenient it would be to use simple verbal
requests for access to online services and control of connected devices in
the home.
– Until Ford developed the hands-free powered liftgate, people had struggled
for years to open the trunk of the car while carrying shopping.

• It is clear the needs were real before the products existed.

• The ability to recognize latent needs is therefore a critical capability in product

envelopment.
7

Examples
User Innovation Example: Auvi-Q Epinephrine Injector

EpiPen Auvi-Q
Includes Voice Evan and Eric Edwards
Instructions

What makes users successful as innovators?

What is the weakness of user innovation?

4
 Some “Product” Examples
Products Who Recognize Needs
• Sony Walkman
– (portability, ruggedness, features)
• Remote Door Lock
– (locks/unlocks your car without keys—a
latent need identified)
• Sanford Logo pencils
– (latent need for more eraser)

and Those Who Did Not…

• Contact Lens Solution Bottles
– (same shape and color for both disinfectant
and saline solution— easy and dangerous to
confuse the two, particularly for people who
can’t see well)
• CD "Jewel Box"
– (hard to open; easy to break hinges)
• Most Alarm Clocks
– (difficult to use in the dark)

Some “Product” Examples

What customer needs? Example: Book Bag Design

The backpack The backpack

is carried over may need to
one shoulder be accessed
only with one
hand only

The
backpack is The backpack
carried by may contain a
the handle lot of diverse
only items

10

5
 Customer Satisfaction
What is Customer Satisfaction?
A term frequently used in marketing, is a measure of how products and services
supplied by a company meet or surpass customer expectation.

How customer satisfaction is

considered?
By Finding Voice of Customer What is the Voice of Customer (VOC):
(VOC) through
A term used in business and Information
– Communicating with customers to
Technology to describe the in-depth
understand their real need
process of capturing a customer's
– Collecting customer reaction to these
expectations, preferences and aversions.
new products / services
– Incorporating the reaction into the
development effort to improve the
products/services and thus increase
customer satisfaction

11

Customer Satisfaction
How 'VOC' can be obtained?

A.Identifying the Customers: To learn about a specific

customer’s point of view on service issues,
product/service attributes, and performance
indicators/measures
B. Developing Customer Needs (The Process of Identifying
Customer Needs)
1) Gather Customer Information
2) Translate into Customer Needs
3) Organize Needs
4) Establish Relative Importance of Needs
5) Reflect on Results
12

6
 A. Identifying the Customers
A) Identify the Customer
Customer Populations

• The customer
– A statistical concept; there are numerous potential purchasers
• Customer Population:
– Is the set of persons whom we want to be purchasers of our new product
• Customer Variability:
– Different uses
– Different objectives
– Different operation environments
– Different expectations
• Company Strategies:
– Offer single product  force customers to be happy
– Permit customization of features  allow customers to choose features
– Offer a portfolio of different products  each product is tailored to a
market niche

13

A. Identifying the Customers

Identify the Customer Populations

• Use statistical concepts

– Average Customer
• Determine the average response of the customer of the customer population
on any set of criteria
– 3-Sigma Customer
• Consider the difficult, hard-to-achieve levels mentioned in the responses of
the customer population that occur at the tails of the customer distribution
• Use categorization:
– Global markets:
• Climate, economy, geographical breakdown, …etc
– Socio-economic
• Income, gender, martial status, and age
• Use Lead-Lag characterization
– Find a fraction of the customer population that is always on the leading-edge use of the
product. These persons use the product in a way that the rest of the customer population will
also exhibit in few years or so

14

7
 B. The Process of Identifying Customer Needs
1. Gather Raw Data from customers
– Interviews
– Focus Groups
– Questionnaires
– Observation
2. Interpret Raw Data in terms of customer needs.
– Need Statements
3. Organize the Needs into a hierarchy of primary, secondary, and (if
necessary) tertiary needs.
– Hierarchy

4. Establish the relative importance of the needs

– Surveys
– Quantified Needs
– Kano model

5. Reflect the results and the process

– Continuous Improvement

15

Customer Needs Process: 1-Gather Raw Data

• Interviews
– A design team member(s) discusses the needs with a single
customer (1-on-1)
– Dialog Directly w/Company personnel
– Held in the customer environment
– Can be augmented with video or audiotapes
 (Ask for permission!)
– Works well for products that have a process associated with their
customer use
– Provides the most information per quantity of effort

• Questionnaire
– Develop a list of criteria relevant to the customer’s
concern
– List of questions based on the criteria
– Distribute the questionnaire to target customer
– Use the responses collected
– Provides the lowest quality of information (Why?)
16

8
 Customer Needs Process: 1-Gather Raw Data
• Focus Groups
– 8-12 People (Typically Paid)
– Company personnel observe group
– Usually held inside a room with a two-way mirror so that the
design team can observe the customers during the session
– A moderator facilities a session with a group of customers
– Moderator asks exploratory questions to uncover the needs
– The session could be videotaped
– Focus groups provide:
• For the moderator: An understanding for what to probe
• For the development team: Development of a needs list
– Most effective in food products

• Be the Customer
– Development team will act as if they were the customers
– Effective for in-house equipment design
– Impossible when the design team has no skills in using the product
• Ex: Surgical instruments
• Observe the Product in Use
– Could be passive or active
17

Customer Needs Process: 1-Gather Raw Data

Choosing Customers
• Sample Size
– Ulrich & Eppinger Recommend, 10 < n < 50 [see Exhibit 4-5]

• Always gather from end user

– Don’t forget other key customers/stakeholders from CVCA
• Know your market space & sample appropriately
– Level of abstraction of the need
• Nokia 9300?, Nokia Phones?, Cell Phones?, Voice
Communication?, Communication?
– Type of User
• Lead?, Satisfied?, Dissatisfied?, Former?, Customers Never
Had

18

9
 Customer Needs Process: 1-Gather Raw Data

Other Sources of Existing Data

• External Sources • Internal Sources

– Customer Complaints – Benchmarking Studies
– Technical Specifications – Company Policies
– Market Research Reports – Employees Surveys
– Customer Surveys – Suggestion Systems
– Customer Profiles – Customer Profiles
– Industry Benchmarking Studies – Internal Publications
– Competitor Assessments
– Journals

Burchill, G., Brodie, C., Voices into Choices: Acting on the Voice of the Customer. Center for Quality Management,
1997. pg. 42

19

Customer Needs Process: 1-Gather Raw Data

Conducting Interviews: Like/Dislike Method
• Interview customers as they use the product
• Ask customers to describe what they Like and Dislike about the product
• Ask “Why” questions
• Ask customers what do you consider when purchasing the product
– Where should this question be asked
• Ask customers how would you change the product to make it better
– (Are we asking the customer to redesign the product!!!!!)
Customer Data: Interviewer(s)
Project/Product Name:-----------; Type of user:--------- Date:
Customer:---------------------------; Address:------------- Willing to do a follow up?
Question Customer Statement Interpreted Need Importance
Typical Uses

Likes

Dislikes

Suggested
improvements

20

10
 Customer Needs Process: 1-Gather Raw Data

Like/Dislike Method
Example: Screw driver

Customer: Contact: Interviewer(s): Date: Currently uses:

User type:
Question/Prompt: Customer Statement
Typical Uses I need to drive screws fast, faster than by hand.
I sometimes do duct work; use sheet metal screws.
I drive screws to install electrical devices, like outlets and switch
covers (A lot of electrical; switch covers, outlets, fans, kitchen
appliances).
Likes—current tool I like the pistol grip; it feels the best.
I like the magnetized tip.
Dislikes—current tool I don’t like it when the tip slips off the screw.
I would like to be able to lock it so I can use it with a dead battery.
Sometimes I strip tough screws.
Suggested improvements An attachment to allow me to reach down skinny holes.
A point so I can scrape paint off of screws.
Would be nice if it could punch a pilot hole.

21

Customer Needs Process: 1-Gather Raw Data

Like/Dislike Method

Example: Screw driver

Final Result: Customer Data Template

Category Customer Statement Interpreted Need

Typical Uses  I drive screws to install  Unit can be used for screws on
electrical devices, like outlets electrical devices
and switch covers
Likes—current  I like the pistol grip; it feels  Unit is comfortable to grip
tool the best.
Dislikes—  I would like to be able to lock  User can apply torque
current tool it so I can use it with a dead  manually to drive screw
battery.
Suggested  Would be nice if it could punch  Unit can create a pilot hole
improvements a pilot hole.

22

11
 Customer Needs Process: 2-Interpret Raw Data

Translating Customer Statements into Needs

 Understand the value proposition to solve some problems by
product.
• What are these problems?
• What value customer can be allowed to deliver?
 Stay close to the customer language.
 Use Guidelines when interpreting the Statement to Need.
 Express the need in terms of What the product should do, not
How
 Keep the need statement at the same level of detail as the
customer statement
 Use positive, Not Negative, phrasing
 Express the need as an attribute of the product
 Avoid the words Must and Should

23

Customer Needs Process: 2-Interpret Raw Data

Example: See Exhibit 4-7 page 70

Translating Customer Statements into Needs
Guideline Customer Statement Incorrect Need Correct Need Statement
Statement
1) Describe “what”, “Why don’t you put The screwdriver battery The screwdriver battery is
not “how” protective shields around contacts are covered by a protected from accidental
the battery contacts?” plastic sliding door. shorting.
2) Be as specific as “I drop my screwdriver all The screwdriver operates
possible the time.” The screwdriver is rugged. normally after being
dropped.
3) Use positive, not “It doesn’t matter if it’s The screwdriver is not The screwdriver operates
negative, phrasing raining; I still need to disabled by the rain. normally in the rain
(if possible) work outside on
Saturdays.”
4) Express each need “I’d like to charge my An automobile cigarette The screwdriver battery
as an attribute of battery from my cigarette lighter adapter can charge can be charged from an
the product lighter.” the screwdriver battery. automobile cigarette
lighter.
5) Avoid using the “I hate it when I don’t The screwdriver should The screwdriver provides
words “must” and know how much juice is provide an indication of an indication of the energy
“should” left in the batteries of my the energy level of the of level of the battery.
cordless tools”. battery.

24

12
 Exercise: Vegetable Peelers

26

Customer Needs Process: 3-Organize the Needs

1. Grouping the needs –

Affinity Diagram Method
• It sort the needs into group by looking
for affinities among the different needs.
List of
It is Structured brainstorming and needs card

analysis developed by Prof. Jiro

Kawakita (U. Of Kyoto)

• The method steps

– Start with a list of customer needs
– Copy each need onto a card or Post-it note
– Affix the first card on a white board
– Compare the next customer need with the first one,
• If the need is the same post it below the first one
• If not start a new column
• Repeat for all needs
– Group the needs into design-team-oriented
categories

27

13
 Customer Needs Process: 3-Organize the Needs
Screw Driver (SD) Example: Organize needs into categories
Power 1)The SD provides plenty of power to drive screws.
1)The SD maintains power for several hours of heavy use.
2)The SD can drive screws into hardwood.
2)The SD drives sheet metal screws into metal ductwork.
3)The SD drives screws faster than by hand.
Use 1)The SD easy to set up and use
1)The SD is easy to turn on.
2)The SD provides ready access to bits or accessories.
2)The SD easy to control while turning screws
1)User can easily resist twisting motion of unit
2)User can control speed while turning a screw
3)Unit makes it easy to start a screw
1)The SD retains the screw before it is driven.
2)The SD can be used to create a pilot hole.
4)The SD prevents inadvertent switching off.
5)The user can set the maximum torque of the SD.
6)The SD can be attached to the user for temporary storage.
Convenience 1)The SD feels good in user’s hand
1)User can easily resist twisting motion of unit
2)User can control speed while turning a screw
2)The SD is easy to recharge.
3)The SD can be used while recharging.
4)The user can apply torque manually to the SD to drive a screw.
5)The SD recharges quickly.
6)The SD batteries are ready to use when new.
28

Customer Needs Process: 3-Organize the Needs

Hair Dryer Example

rear housing front housing
thermostat
rear
screen front
screen
motor
& fan

heater rack & coils

switch & wires

Ishii, K.,“Introduction to Design for Manufacturability (DFM)", ME317A dfM: Product Definition, Stanford University, Lecture
1/7/2004

30

14
 Customer Needs Process: 3-Organize the Needs

Hair Dryer Example

• First come up with cards of needs...

Dries Easy to
Safe
Fast Hold Product Structural
Functional Ergonomic Esthetic
Characteristic Attribute
Operating
Reliable Quiet Portable Cost Airflow Fan Dries Fast Safe Colorful
Good
Easy Good Casing Control Switch Reliable Quiet
To Use
Colorful Style Style
Long Easy Operating
Long Grip Heater Cost
Airflow Fan Motor Lasting To Use
Lasting
Easy to
Heat Casing Portable
Hold
Control Heat Switch Handle
Weight Motor
Handle
Grip Weight Heater

Ishii, K.,“Introduction to Design for Manufacturability (DFM)", ME317A dfM: Product Definition, Stanford University, Lecture
1/7/2004

31

Customer Needs Process: 4-Establish Importance

1. Importance - Interview Data Method

– Compares the number of subjects who mention a need vs. the total
number of subjects
– wCRi = (# times mentioned)/(# subjects)
• What do you think of this measure?
2. Team Consensus
– The teams assigns the weights to needs based on their knowledge
3. Survey
– Ask the customer to assign importance to the needs
– Keep needs to a minimum number (ask only about what is not quite
clear to you)
Ratings
1- Feature undesirable
2- Feature not important, but would not mind having it
3- Feature nice to have, but not necessary
4- Feature highly desirable, but not critical
5- Feature critical. Would not consider without it.

32

15
 Customer Needs Process: 4-Establish Importance

Need Statement Importance

Power 1) The SD provides plenty of power to drive screws. 1) 1
2) The SD maintains power for several hours of heavy use. 2) 4
3) The SD can drive screws into hardwood. 3) 3
4) The SD drives sheet metal screws into metal ductwork. 4) 3
5) The SD drives screws faster than by hand. 5) 2
Use 1) The SD is easy to turn on. 1) 4
2) The SD provides ready access to bits or accessories. 2) 4
3) Unit makes it easy to start a screw 3) 3
4) The SD prevents inadvertent switching off. 4) 3
5) The user can set the maximum torque of the SD. 5) 5
6) The SD can be attached to the user for temporary storage. 6) 5
Convenience 1) The SD feels good in user’s hand 1) 4
2) The SD is easy to recharge. 2) 5
3) The SD can be used while recharging. 3) 5

33

The Kano Model

• It was developed by Japan’s Noriaki Kano in the early 1980’s.
– Currently Professor Emeritus at Tokyo University of Science
• The Kano Model is used to help development teams:
– Understand Customer Preferences for new or existing Products and
Services.
– Understand the main types of Customer Needs.
– Prioritize and categorize the three different type of Customer Needs for
resource allocation.
Kano’s Model recognizes the three major types of Code Customer Requirement
A Attractive / Excitement (E)
product requirement which are: P One-Dimensional (O)/
–Must-Be Requirements (M) performance
–Performance (One dimension) Requirements (O) M Must Be /Basic (B)
Q Questionable
–Attractive Requirements (A) R Reverse
This shown in the following graph I Indifferent

34

16
 Kano Model Categories
• 5 potential types of “Responses” that Customers will have for their Needs:
– Must be/ Basic – (Also called “Must-Be’s”) Needs/Attributes that are
expected, and will not bring high levels of satisfaction when executed well but
extreme dissatisfaction when done poorly.
– Performance /One-Dimensional – (Also called “One
Dimensional”) Needs or Attributes that will bring satisfaction or dissatisfaction
depending on how well they are executed.
– Attractive /Excitement – (Also called “Attractive”) These are the
Latent Needs/Attributes that the Customer thought were impossible or never had
realized but love when they get them. These are the innovations.
– Indifferent/ Don’t care – Needs/Attributes Customers don’t care
about if they get them or don’t get them.
– Reverse – Needs/Attributes you thought were wanted by the Customers but
are not. The opposite of what you expected. (Rare, but can happen)

The Kano Model (3 Main Needs)

What happens Attractive

over time?? (Unknown WOW’s)
Performance
(Spoken)

Time

Didn’t do Did it
it at all Very well
(or very poorly)

Must be
(Expected)

17
 Very
Satisfied

Fulfillment: Indifferent Indifferent

Fulfillment: Did it
Did it very poorly very well
(or not at all)

Very
Dissatisfied

Customer Satisfaction

38

18
 Customer Satisfaction

39

Customer Satisfaction

40

19
 The Steps of Kano Model
1. Identify Customers
2. Determine the “Customer Requirements”
3. Design the Kano Questionnaire
4. Tabulate and Analyze the Results In this course
5. Decide how to Act on Results

41

3. Design the Kano Survey

(Responses)

1. I like it that way

Kano's original 2. It must be that way
suggestion for responses: 3. I am neutral
4. I can tolerate it
5. I dislike it

Two of several alternatives to

Kano's original responses

1. I wouldlove to have it that way 1. I enjoy it that way

2. I expect it to be that way 2. I expect it that way
3. I am neutral 3. I am neutral
4. I wouldn't like it, but could live 4. I dislike it, but can live with it
with it that way that way
5. I would hate to have it that way 5. I dislike it, and won't accept it
42

20
 3. Design the Kano Survey
(Features or Root Customer Needs)
• Kano Questions based on Features:
- Typically Attribute data
- Functional Form of the Question: t h e f e a t u r e / f u n c t i o n is there.
- Dysfunctional Form of the Question: the f e a t u r e / f u n c t i o n is not
there.
• Kano Questions based on Customer Needs:
- Typically variable data
- Functional Form of the Question: Need is fulfilled to a stated degree
which is often your potential plan that represents an competitive
Improvement.
– Dysfunctional Form of the Question: Need is unfulfilled to a stated degree
which is the opposite of the "Functional Form" above and represents
staying the same as today or some level of degradation you are
considering
43

The Kano Evaluation Table

Customer Stated Dysfunctionally (Negative(-))

Requirements
 Can
Like it Expect it Neutral Dislike it
Tolerate it
Questionable Attractive Attractive Attractive Performance
Stated Functionally (Positive (+))

Like it Q A A A P

Reverse Indifferent Indifferent Indifferent Must-be

Expect it R I I I M

Reverse Indifferent Indifferent Indifferent Must-be

Neutral R I I I M

Can Reverse Indifferent Indifferent Indifferent Must-be

tolerate it R I I I M

Reverse Reverse Reverse Reverse Questionable

Dislike it R R R R Q

44

21
 Kano Questions: Example
x I Like it that way
How do you feel when the cup has a I expect it to be that way
minimum heat transfer to hand”? I am neutral
I wouldn’t like it, but I can tolerate it
I dislike it that way
4
I Like it that way
How do you feel when the cup has I expect it to be that way
more heat transfer to hand? I am neutral
I wouldn’t like it, but can tolerate it
x I dislike it that way
x I Like it that way
I expect it to be that way
How do you feel when the cup has
I am neutral
colorful pictures?
I wouldn’t like it, but I can tolerate it
I dislike it that way
7
I Like it that way
How do you feel when the cup I expect it to be that way
produced with one color? I am neutral
x I wouldn’t like it, but can tolerate it
I dislike it that way
45

Customer Satisfaction
Kano’s Model
Example – Cup Requirements

Customer
Customer
Customer Behavior
Behavior Req. Type
Requirements if it is not
if it is fulfilled
fulfilled
1. Does not allow liquids to Expect it Dislike it M- Must-Be
spill
2. Can be held by an average Expect it Dislike it M- Must-Be
adult hand
3. Hold a certain amount of Like it Dislike it P- Performance
liquid
4. Have a minimum heat Like it Dislike it P- Performance
transfer to hand
5. Does not break easily Like it Dislike it P- Performance
6. Not expensive Like it Dislike it P- Performance
7. Has colorful pictures Like it Can tolerate it A- Attractive
46

22
 Customer Needs Process: 4-Establish Importance
Tabulate and Analyze the Results
Use Kano model for : surveying the importance
Table of Results Calculations

Dissatisfaction
Requirement
Total Resp.

Satisfaction
( A, P, M, I)

Coefficient
Coefficient
CustomerCustomer Requirement
Adj. Total

Cust
A P M I R Q Grade Score* Sample Rank
1 The snips are safe to use 2 18 5 0 0 0 25 P 1 0.92 0.80 20 25 2
2 Locking feature prevents unintentional opening 5 15 5 0 0 0 25 P 2 0.80 0.80 17 25 5
3 The snips are child proof when locked 6 13 6 0 0 0 25 P 3 0.76 0.76 15 25 7
4 Snips can be used by left and right handed people 3 16 6 0 0 0 25 P 4 0.88 0.76 18 25 4
5 Ergonomically correct and comfortable in hand 9 9 7 0 0 0 25 P 5 0.64 0.72 11 25 18
6 Requires only a small force to use 7 8 10 0 0 0 25 M 6 0.72 0.60 14 25 8
7 Grips on handles prevent slipping 6 10 9 0 0 0 25 P 7 0.76 0.64 12 25 11
8 Snips are angled 12 5 6 1 0 1 24 A 8 0.46 0.71 12 25 11
9 Can cut variety of material from paper to steel 9 10 6 0 0 0 25 P 9 0.64 0.76 12 25 11
10 Snips are able to open jars 12 5 6 2 0 0 25 A 10 0.44 0.68 12 25 11
11 Snips are able to open bottles 8 8 6 2 1 0 24 P 11 0.58 0.67 10 25 21
12 The blades stay sharp for a long time 8 7 10 0 0 0 25 M 12 0.68 0.60 14 25 8
13 The snips are durable; can still be used with minor inclusions 5 5 15 0 0 0 25 M 13 0.80 0.40 19 25 3
14 Snips have a clean cut 2 5 18 0 0 0 25 M 14 0.92 0.28 22 25 1
15 Snips easily cut a variety of thickness 3 12 10 0 0 0 25 P 15 0.88 0.60 14 25 8
16 Isolated to prevent electrical shock 8 10 5 1 0 1 24 P 16 0.63 0.75 12 25 11
17 Snips can be hung 7 7 7 2 0 2 23 M 17 0.61 0.61 11 25 18
18 Snips have a measuring mechanism 12 7 6 0 0 0 25 A 18 0.52 0.76 12 25 11
19 Pliers feature included 8 10 6 1 0 0 25 P 19 0.64 0.72 12 25 11
20 Serrated edge included 5 7 13 0 0 0 25 M 20 0.80 0.48 17 25 5
21 Snips glow in the dark 7 5 4 4 2 3 20 A 21 0.45 0.60 7 25 23
22 Snips are presentable as kitchenware 9 8 6 1 0 1 24 A 22 0.58 0.71 9 25 22
23 Snips are available in an assortment of appropriate colors 11 10 2 2 0 0 25 A 23 0.48 0.84 11 25 18
Adj. Score (+4 for Must be; +2 for one dimension; +0 for Attractive

47

Customer Needs Process: 4-Establish Importance

Tabulate and Analyze the Results
• The customer satisfaction Customer Satisfaction (CS) Coefficient
coefficient is a two 1.00
Magnitude of Satfaction If Done Well -->

dimensional graph. 0.90 23

0.80 2 1
– It shows the average 0.70 8
10
18
22
169 19
11
5
3 4

impact for each 0.60

21
17 12 6
7
15

requirement on 0.50
20

satisfaction if fulfilled 0.40 13

AND dissatisfaction 0.30

14

when not fulfilled.

0.20

0.10

0.00
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00

• The formula for creating the plot is as Magnitude of Dissatfaction If Done Poorly -->

follows:
– Average impact of Satisfaction if
requirement is fulfilled = (A+P)/n A= Total # of Attractive responses
P= Total # of Performance responses
• Example (2+18)/25= 0.8 M= Total # of Must-be responses
– Average impact of Dissatisfaction if n= Total # of responses (Must be, Performance,
requirement is not fulfilled = (M+P)/n Attractive, and Indifferent)
Example (18+5)/25= 0.92

48

23
 Tabulate and Analyze the Results

Customer Satisfaction (CS) Coefficient

1.00
Attractive Performance Bigger payoff
Magnitude of Satfaction If Done Well -->

0.90 23

0.80 2 1
if done well
18 169 19 3 4
10 11
0.70 8 22 5 More in the
0.60
21
17 12 6
7
15
proportional
of satisfaction
0.50
20 if done well
0.40 13

0.30
14
0.20
More in the
proportional of
0.10
Indifferent dissatisfaction
Must Be
0.00 if done poorly
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00

Magnitude of Dissatfaction If Done Poorly -->

Bigger
problem if
done poorly

49

Decide how to Act on Results

• Consider the following General Guideline:
• Must-be > Performance > Attractive > >> Indifferent
Work on those requirements that have the greatest Impact on the
perceived quality and customer satisfaction.
• Must-be - Make sure these are adequately covered. No need for
overkill here.
• Performance - Make sure you are at least competitive on
these.
• Attractive - Consider having some of these for a competitive
advantage.
• Indifferent - Consider eliminating, cost reducing, or making them
optional.
• Reverse - Consider eliminating or making them optional.
• Consider creating a summary of all the information gathered in
the Kano Survey

50

24
 Customer Needs : Tools

Needs gathering methods

o Questionnaires
o Interviews
o Focus Grouping
Needs grouping and prioritizing methods
o Affinity Method
o Importance interview data method
o Team Census
o Survey
o Kano model

51

Customer Needs Example:

Nest Learning Thermostat
Mission Statement

Product Description
•A programmable thermostat for residential use
Benefit Proposition
•Simple to use, attractive, and saves energy
Key Business Goals
•Product introduced in Q4
•50% gross margin
•10% share of replacement thermostat market in 4 years
Primary Market
•Residential consumer
Secondary Markets
•Residential heating, ventilation, and air conditioning contractors

Assumptions
•Replacement for an existing thermostat
•Compatible with most existing systems and wiring
Stakeholders
•User, Retailer, Sales force, Service center, Production, Legal
department

52

25
 Primary Customer Needs

1. The thermostat is easy to install.

2. The thermostat lasts a long time.
3. The thermostat is easy to use.
4. The thermostat controls are precise.
5. The thermostat is smart.
6. The thermostat is personal.
7. The thermostat is a good investment.
8. The thermostat is reliable.

Complete List of Customer Needs

** The thermostat is easy to install. ** The thermostat controls are precise.

*** The thermostat works with my existing heating and/or cooling system. ** The thermostat maintains temperature accurately.
** The thermostat installation is an easy do-it-yourself project for a novice. The thermostat minimizes unintended variability in temperature.
** The thermostat can control separate heating and cooling systems. The thermostat allows temperatures to be specified precisely.
* The thermostat can be installed without special tools.
The thermostat is easily purchased. *** The thermostat is smart.
Secondary Needs *** The thermostat can adjust temperature during the day according to
* The thermostat lasts a long time. user preferences.
Latent Needs
The thermostat is safe to bump into. ** The thermostat can be programmed to a precise schedule.
The thermostat resists dirt and dust. ! The thermostat automatically responds to occupancy.
! The thermostat exterior surfaces do not fade or discolor over time. ! The thermostat prevents pipes from freezing in cold months.
The thermostat is recyclable at end of life. The thermostat alerts the user when a problem arises.
Primary Needs The thermostat does not require users to set time or date.
*** The thermostat is easy to use. The thermostat adjusts automatically to the seasons.
** The thermostat user interaction is easy to understand.
* The thermostat is easy to learn to use. * The thermostat is personal.
* The thermostat does not place significant demands on user memory. * The thermostat accommodates different user preferences for comfort.
! The thermostat can be programmed from a comfortable position. The thermostat accommodates different user preferences for energy
The thermostat can be controlled remotely without requiring a special Importance efficiency.
device. Ratings The thermostat controls are secure from unauthorized access.
! The thermostat works pretty well right out of the box with no set up. The thermostat provides useful information.
The thermostat’s behavior is easy to change.
The thermostat is easy to control manually. *** The thermostat is a good investment.
The thermostat display is easy to read from a distance. ** The thermostat is affordable to purchase.
The thermostat display can be read clearly in all conditions. *** The thermostat saves energy.
The thermostat’s controls accommodate users with limited dexterity. * The thermostat tracks cost savings.
The thermostat accommodates different conventions for temperature scales.
The thermostat accommodates different preferences for representing time ** The thermostat is reliable.
and date. The thermostat does not require replacing batteries.
The thermostat works normally when electric power is suspended.
Hierarchical list of primary and secondary customer needs for the thermostat. Importance ratings for the secondary
needs are indicated by the number of *’s, with *** denoting critically important needs. Latent needs are denoted by!.

26
55

27
 is it

IE361
Product Design and Innovation
Chapter 6
Product Specifications

Terminology
Product requirements come in many forms:
• Customer Needs
– Voice of the customer translated into proper form
• Product Specifications
– Customer needs translated into measurable terms
• Sub-system Specifications
– Product specs decomposed into sub-system specs

Voice of the Customer

Product
Customer Needs
Specifications
Lecture 05 Lecture 05

Sub-System Sub-System Sub-System

Specifications Specifications Specifications

1
 Product Specifications
Challenge:
Translate Customer Needs into Product Specifications
• Customer needs are captured in the customer’s language.
• Product specifications are in technical terms that can be
measured.
• We must establish specs for each need.
Two questions for each one:
1. How will we measure it?
2. What is the right value?

What are Specifications?

Product Development Process
Concept System-Level Detail Testing and Production
Planning Development Design Design Refinement Ramp-Up

Mission Identify Establish Generate Select Test Set Plan Development

Statement Customer Target Product Product Product Final Downstream Plan
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Target Specs Final Specs

Based on customer needs and Based on selected concept, feasibility,
benchmarking models, testing, and trade-offs
• Design Specifications tell what the product should do in exact terms While
Customer Needs tell what the product should do in general terms.
• Example:
– Customer Need: Easy to assemble
– Specification: Average assembly time is less that 90 seconds
• A Specification consists of a metric and a value
4

2
 What are Specifications?
Specifications: Defined
Engineering (product/functional) specifications are the set of goals that, when
achieved, necessarily meets the customer needs/requirements. Specifications are
the restatement of the design problem in terms of metrics (parameters) that can be
measured and have target values.
Types of Specification
• Target or Ideal Specifications
– Determined after identifying the needs
– Represents the aspirations or hopes of the team
– The mindset is possibility of every thing and can be accomplished.
• Minimum/ marginal Acceptable Specifications
– What is needed to meet the basic needs
– Represents the worst case scenario
– The mindset is at least accomplish those specifications
• Final Specifications
– What can be really done
– Compromise between the ideal and minimum values
– The mindset is what we can do given the various types of constraints
5

What are Specifications?

What specification should be? (Four Attributes)

Must be Explanation
The engineering specifications is obtained according the user
requirements
1- User driven Example: “I want Bag easy to carry” this lead to:
make bag light weight, bag can be carried on shoulder, bag is
compact, bag can be dragged

Defined based on design parameter (physical properties whose

values determine the form and behavior of design). Design
variable (it is a parameter over which choices can be
determined), Constraint (it is the limits on design (min or max
value)
2- Quantifiable Specifications that are quantifiable often have the following
characteristics:
(1) Numeric, (2) Unit [i.e. inches, centimeters, kg, rpm…],
(3)Relational operator ( =, <, ≥), (4)Testable [Makower]

3
 What are Specifications?
What specification should be? (Four Attributes)
Must be Explanation
Specifications describe WHAT the design should achieve in order to fulfill the
user requirements, but they do not dictate HOW the design should achieve these
3-Solution goals or WHAT the design should be.
neutral Example: In response to the user’s desire for their product to be “easy to carry”
a student engineer came up with the following engineering specifications:
product weighs ≲ 10 lbs. and is made of lightweight aluminum alloy
the product is able to be stowed in an airplane luggage compartment?!

Specifications that show specificity accurately reflect the customer

requirements and are able to be understood by outside designers who may not
be familiar with project.
Specificity is especially important when trying to define vague requirements
4- Specific such as “safe” or “effective”.
Examples of nonspecific specifications:
product weight ≥ weight of standard refrigerator
product is aesthetically pleasing Examples of specific specifications:
product weight ≥ 500 lbs.
product is ranked a 4 out of 5 on a 5point Likert scale by 75% of
stakeholders.

Establishing Target Specifications

The process of establishing the target specifications
contains four steps:

1. Prepare the list of metrics.

2. Collect competitive benchmarking information.
3. Set ideal and marginally acceptable target values.
4. Reflect on the results and the process.

This process can be supported by QFD

Lecture L06S.

4
 Establishing Target Specifications

Step1: Prepare a list of Metrics

• Customer needs are translated into measurable metrics
• It is assumed that
– The translation from customer needs to metrics is possible?,
– Each need can be represented by one (and only one) metric?; and
– Meeting the metrics will lead to customer satisfaction?

Metric is design cosidering the following guideline

 Metrics should be complete: At least one metric per need
 Metrics should be dependent, not independent, variables: Dependent variables are the
outcome of the design process
 Metrics should be practical: You should be able to estimate the metric easily without the need
of specialized equipment
 Some needs cannot be easily translated into quantifiable metrics: Elegant, beautiful,
comfortable
 The metrics should include the popular criteria for comparison in the marketplace: Check
how the media compare products and use their criteria as metrics
 Metrics units could be: Standard units, Binary, List of selection, Subjective

Establishing Specifications-What is the Matric?

Generate specification metrics list: it is checklist to identify specifications, specification

generation is done by:
CATEGORIES FOR SEARCHING AND DECOMPOSING SPECIFICATIONS (FRANKE,1975) FROM OTTO &WOOD BOOK

Specification Category Description

Geometry Dimension, space requirements
Kinematics Type and direction of motion, velocity

Forces Direction and magnitude, frequency, load imposed by, energy type, efficiency, capacity, conversion, temperature

Material Properties of final product, flow of material, design for manufacturing (DFM)
Signals Input and output, display
Safety Protection issues
Ergonomics Comfort issues, human interface issues
Production Factory limitation, tolerances, wastage
Quality control Possibility for testing
Assembly Set by DFMA or special regulations or needs
Transport Packaging needs
Operation Environmental issues such as noise
Maintenance Servicing intervals, repair
Costs Manufacturing costs, material costs
Schedules Time constraints

10

5
 Establishing Specifications-Step1: Prepare a list of Metrics

• Examples:

Design Need Metric (specify as requirement (s)

Assembly time
Easy to assemble Number of steps needed for assembly
Number of parts to assemble
Portable OR (Easy to Overall Dimensions (LxWxH)
transport) Weight
Easy to maintain Time needed to assemble and disassemble
Physical proximity
Good image quality Brightness
Granularity
Device sets up quickly Time required to setup
Number of steps required to setup

11

Product Specifications Example:

Mountain Bike - Suspension Fork

Spec = Metric + Value(s) + Units

Examples:
metric value units
• Total Mass 8.5-10 kg
• Cycles to Failure >500k cycles
• Unit Production Cost <110 $
12

6
 Product Specifications Example:

Mountain Bike
Suspension Fork

2- Establish Metrics and Units

Gunhill Head Shox

Quadra
#s
Maniray 2Metric #

Rox Tahx Ti 21
Rox TahxNeed
1- Start with the Customer Needs Metric Imp Units

ST Tritrack

Tonka Pro
1 1,3 Attenuation from dropout to handlebar at 10hz 3 dB
2 2,6 Spring pre-load 3 N
3 1,3 Maximum value from the Monster 5 g
# NEED Imp 4 1,3 Minimum descent time on test track 5 s
1 The suspension reduces vibration to the hands. 3 • ••••5 •• 4 •••••
Damping •• coefficient
••• adjustment range 3 N-s/m
2 The suspension allows easy traversal of slow, difficult terrain. 2 •• ••••6 ••• 5 •••••
Maximum ••• travel
••••• (26in wheel) 3 mm
3 The suspension enables high speed descents on bumpy trails. 5 • •••••
7 •• 5 ••••• ••
Rake offset ••• 3 mm
4 The suspension allows sensitivity adjustment. 3 • ••••8 •• 6 Lateral••stiffness
••••• ••• at the tip 3 kN/m
5 The suspension preserves the steering characteristics of the bike. 4 •••• ••9 •7 Total
•• mass
••• ••••• 4 kg
6 The suspension remains rigid during hard cornering. 4 • 10
••• •8 Lateral •stiffness
••••• ••••• at brake pivots 2 kN/m
7 The suspension is lightweight. 4 • 11
••• •9 Headset
••• ••••sizes
••••• 5 in
12
8 The suspension provides stiff mounting points for the brakes. 2 • •••• ••• 9 Steertube length
••• •• ••••• 5 mm
13 9 Wheel sizes 5 list
9 The suspension fits a wide variety of bikes, wheels, and tires. 5 •••• ••••• ••• ••••• ••• •
14 9 Maximum tire width 5 in
10 The suspension is easy to install. 1 •••• •••••
15 ••••10 •••• •••••
Time •
to assemble to frame 1 s
11 The suspension works with fenders. 1 ••• •
16 •11 •
Fender •compatibility
••••• 1 list
12 The suspension instills pride. 5 • ••••
17 ••• 12 •••••
Instills•••
pride••••• 5 subj
13 The suspension is affordable for an amateur enthusiast. 5 ••••• •
18 •••13 • manufacturing
Unit ••• •• cost 5 US$
14 The suspension is not contaminated by water. 5 • •••
19 ••••14 •••• in••spray
Time •••••
chamber w/o water entry 5 s
15 The suspension is not contaminated by grunge. 5 • •••
20 •15 •••• ••in mud
Cycles •••••chamber w/o contamination 5 k-cycles
16 The suspension can be easily accessed for maintenance. 3 •••• ••••• ••••
21 16,17 •••• •••••
Time •
to disassemble/assemble for maintenance 3 s
17 The suspension allows easy replacement of worn parts. 1 •••• ••••• ••••
22 17,18 •••• •••••
Special tools•required for maintenance 3 list
18 The suspension can be maintained with readily available tools. 3 ••••• •••••
23 •••••
19 •••••
UV test••duration
• to degrade rubber parts 5 hours
19 The suspension lasts a long time. 5 ••••• •••••
24 •••••
19 ••• •••••cycles
Monster • to failure 5 cycles
20 The suspension is safe in a crash. 5 ••••• 25 •••••
••••• 20 Japan•••••
••••• Industrial
••••• Standards test 5 binary
26 20 Bending strength (frontal loading) 5 MN

13

Establishing Specifications-Step2: Benchmarking

Benchmark on Customer Needs

14

7
 Establishing Specifications-Step2: Benchmarking

Benchmark on Metrics

15

Establishing Specifications- Step3: Assign values to metrics

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

• At least X: These specifications establish targets for the lower bound on a metric, but higher is
still better. For example, the value of the brake mounting stiffness is specified to be at least 325
kilonewtons/meter.
• At most X: These specifications establish targets for the upper bound on a metric, with smaller
values being better. For example, the value for the mass of the suspension fork is set to be at most
1.4 kilograms.
• Between X and Y: These specifications establish both upper and lower bounds for the value of a
metric. For example, the value for the spring preload is set to be between 480 and 800 newtons.
Any more and the suspension is harsh; any less and the suspension is too bouncy.
• Exactly X: These specifications establish a target of a particular value of a metric, with any
deviation degrading performance. For example, the ideal value for the rake offset metric is set to
38 millimeters. This type of specification is to be avoided if possible because such specifications
substantially constrain the design. Often, upon reconsideration, the team realizes that what
initially appears as an “exactly X” specification can be expressed as a “between X and Y”
specification.
• A set of discrete values: Some metrics will have values corresponding to several discrete
choices. For example, the headset diameters are 1.000, 1.125, or 1.250 inches. (Industry practice
is to use English units for these and several other critical bicycle dimensions.)

16

8
 Establishing Specifications- Step3: Assign values to metrics
Example for assignment of Marginal and Ideal Values

17

Product Specifications Example:

Link Metrics to Needs

18

9
 Establishing Specifications-Example
• Collect Information on Competition of Screw Drive product
Need No. Need Imp. Product 1 Product 2 Product 3
1 it can be used for various application 1 *** *** **
2 Completes the job fast 2 *** ** ***
3 Batteries are easy to change 2 * *** **
4 Very reliable 1 * *** ***
5 Looks nice 3 * * ***
• Prepare a subjective list of perceived attributes that fulfill the needs
Metric No. Need No. Metric Imp. Units Product 1 Product 2 Product 3
1 1,3 Torque 1 N-m 12 10 15
2 1,2,3 Top speed 1 m/s 5 10 5
3 3,5 Weight 2 kg 2 2.5 2.5
4 5,6,7 Battery Life 3 hr 12 8 6
5 7 Looks nice 3 subj 3 3 1
•Prepare a quantitative list of metrics and compare all products within the same market segment
Target Specification
Metric No. Need No. Metric Imp. Units Marginal Ideal Actual
1 1,3 Torque 1 N-m 10 15 ?
2 1,2,3 Top speed 1 m/s 5 to 10 12 ?
3 3,5 Weight 2 kg < 2.5 1.5 ?
4 5,6,7 Battery Life 3 hr >6 10 ?
5 7 Looks nice 3 subj 3 5 ?
19

Establishing Specifications:
Step 4: Reflect on the Results and the Process
Reflect on the Results
• Are the target values ‘firm and real’? Or do they still have ‘margin’? Is
marketing driving? Or is engineering driving?
• Should the product be offered in more than one ‘flavor’? ‘Split’ the
specification?
• Did we miss something on the specification?

Refine Specification
• Final specifications cannot be written in the absence of a design concept
• Many trade-offs need to be considered before finalizing the specification
document
• Not all information for these trade-offs is available at the time the
specification is needed
• Finalizing a specification document is an iterative, often painful,
process

20

10
 Dynamics of Product Specifications

• Target specs change for several reasons:

– Customers change
– Competitors respond
– Technical capabilities improve
– Designs evolve as details develop
– Tradeoffs and conflicts become apparent
• Initially, we can set a range for specs.
• Then we learn what is feasible and can deliver.
• Finally, we commit to final point values.

21

Setting the Final Specifications

• The established specifications will be revisited later –at the end of
the Concept Development phase
• The specifications are established twice:
– Target specifications (after customer needs Lecture 05)
–)
– Final specifications (after concept selection and testing Lectures
08 &09)

• Finalizing the specifications is difficult because of trade offs

(inverse relationships between two specifications):
– Between different technical performance metrics
• Technical models of the product
– Between technical performance metrics and cost
• Cost models of the product

22

11
 Setting the Final Specifications: Process
Step-1: Develop technical models of the product.
• Analytical models, computer models, technical calculations, parametric
studies, ….
Step-2: Develop a cost model of the product.
• Cost model, materials and manufacturing cost, ….
Step-3: Refine the specifications, making trade-offs where necessary.
• Estimate cost associated with each spec., place product in a competitive map
Step-4: Flow down the specifications as appropriate.
Step-5: Reflect on the results and the process.
• Will the product win? Level of uncertainty? Did we select the right concept?
Do we need better modeling tools?
Final Specification
Actual/
Metric No./ Need No. Metric Imp. Units Marginal Ideal
Final
1 1,3 Torque 1 N-m 10 15 >12
2 1,2,3 Top speed 1 m/s 5 to 10 12 10
3 3,5 Weight 2 kg < 2.5 1.5 <2
4 5,6,7 Battery Life 3 hr >6 10 >8
5 7 Looks nice 3 subj 3 5 >4
23

Setting the Final Specifications:

Step-1: Develop technical models of the product.
• Technical model of the product is a tool for predicting the
values of the metrics (specifications) for a particular set of
design decisions
– Performed after the concept is selected!
• The goal:
– Explore different combinations of design variables
– Determine the feasibility of any particular set of
specifications
• Several independent models are better than one large integrated
model
• Design of Experiments (DOE) can be useful

24

12
 Setting the Final Specifications:
Step-1: Develop technical models of the product.
 The team will be able to
accurately model the
product analytically,
perhaps by implementing
the model equations in a
spreadsheet or computer
simulation.

 Such a model allows the

team to predict rapidly
what type of
performance can be
expected from a
particular choice of
design variables, without
costly physical
experimentation.

25

Setting the Final Specifications:

Step-2: Develop a cost model of the product.
• The goal of a cost model is to make sure that the product can be
produced at a target cost
– Target cost is the manufacturing cost at which the company
and its distribution partners can make adequate profits while
still offering the product to the end customer at a competitive
price
• Bill of materials is a list of all the parts
– May serve as a preliminary cost model by including cost
estimates (purchase or fabrication cost for each part)
– A useful way is to include the high and low estimates of each
item
– All the parts still may not be known

26

13
 Setting the Final Specifications:
Step-2: Develop a cost model of the product (BOM).

27

Setting the Final Specifications:

Step-3: Refine the specifications, making trade-offs where necessary
• Specifications which will position the product best relative to the
competition, which will best satisfy the customer needs and will ensure
adequate profits
• Competitive map (trade-off map)
– Positions the new product relative to the competition
– Based on the benchmarking data generated during the QFD process

Specification Tradeoffs

28

14
 Setting the Final Specifications:
Step-4: Flow down the specifications as appropriate

• System-level specs determine whether

we can meet the customer needs. System
Specifications
• Sub-system specs determine how to
meet the system specs. Sub-System Sub-System Sub-System
Specifications Specifications Specifications

• Component specs determine how to

meet the sub-system specs. Component
Specifications
Component
Specifications
Component
Specifications

• Manufacturing specs determine how Manufacturing Manufacturing Manufacturing

to meet the component specs. Specifications Specifications Specifications

• Process specs determine how to meet Process

Specifications
Process
Specifications
Process
Specifications
the component specs.

29

The Final Specifications

30

15
 Quality Function Deployment
(House of Quality)

technical
correlations
relative
importance engineering
metrics

relationships between benchmarking

customer customer needs and
needs on needs
engineering metrics

target and final specs

31

32

16
 Supplementary Chapter-6: Quality Function
Deployment (House of Quality)

technical
correlations

relative engineering
importance metrics

relationships between benchmarking

customer customer needs and
needs on needs
engineering metrics

target and final specs

What is Quality Function Deployment (QFD)?

 QFD is defined as a method used to relate the characteristics that
customers value to the specific features and specifications of the product.

QFD is similar to the Matrix Diagram, but contains more features.

The QFD diagram is often called the ‘House of Quality' (HoQ)
from its appearance.

• The HoQ is the engine that drives the

entire QFD process
• The HoQ is a conceptual map of
large matrix that contains 8 different
elements .

• The HoQ provides the means for

cross-functional planning and
communications and containing
information that can be used as a
mechanism for applying
commonsense engineering

2
 The House of Quality (HoQ)

The House of Quality Steps

Step 1: Identify the customers: who are they?
Step 2: Determine the customers’ requirements:
what do the customers want?
Step 2.1: Specify the information needed
Step 2.2: Determine the type of data-
collection method to be used
Step 2.3: Determine the content of individual
questions
Step 2.4: Design the questions
Step 2.5: Order the questions Lec. L05
Step 2.6: Take data
Step 2.7: Reduce the data
Step 3: Determine relative importance of the requirements: who versus what (Lec. L05)
Step 4: Identify and evaluate the competition: how satisfied are the customers now?
Step 5: Generate engineering specifications: how will the customers’ requirements be met? (Lec. L05)
Step 6: Relate customers’ requirements to engineering specifications: how to measure what?
Step 7: Set engineering specification targets and importance: how much is good enough?
Step 8: Identify relationships between engineering specifications: how are the hows dependent on
each other?
4
 Example: A typical aisle chair

• The design effort for the

Dreamliner chair resulted in the
QFD.
• This HOQ developed during
this project contained over 60
customer requirements and over
50 engineering specifications.
• The entire House is too large to
read.
• A reduced version of it will be
used.
• This example contains all the
important points used in the
larger, complete QFD

Example: A typical aisle chair (Reduced)

Relationships
Strong ●
Moderate ○ ●
Weak ▽
○
Direction of Improvement
Maximize ▲
Target◇
● ○ ● ○
Minimize ▼
1 2 3 4 5 6 7 8 9 10
% Steps N N N N N Sec N N D=C/B F=A*D*E
A ▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲ B C D E F G
Fore/After tipping force at handles
Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer
Side tipping force at handles

Competitive Quality Planning

Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height

Assessment
Force to push aisle chair
Customer (passenger)

Lifting force required

Relative Weight

Importance ratio

Absolute weight

Relative weight
Competitor #1:

Competitor #2:

Target for the

Our Product

new model

Customer Requirements (Needs)

Strength
Deltor
Colub
No.

Aisle chair
1 Easy positioning of seat height (P) 2 5% ● ● 3 2 3 3 1.00 1.2 2.40 3.5%
preparation Easy to position chairs to passengers
2
phys. Needs (P)
3 8% ● 3 3 4 4 1.33 1.2 4.67 6.9%
Transfer from
personal to 3 Minimum effort for passenger (A) 4 11% ● ● 2 3 2 3 1.50 1.5 9.00 13.2%
aisle chair
Passenger
movement
4 Good lifting position (A) 3 8% ○ ● 3 4 5 5 1.67 1.5 7.50 11.0%

5 Minimum time for transfer (P) 2 5% ▽ ● 2 3 2 3 1.50 1.2 3.60 5.3%

6 Easy to move (M) 3 8% ● ● ○ ○ 2 5 2 5 2.50 1.0 7.50 11.0%

Aisle chair
movement
7 Fits in aircraft aisle (M) 5 13% ● 3 3 4 4 1.33 1.0 6.67 9.8%

8 Good stability (M) 5 13% ● ● 1 1 2 2 2.00 1.0 10.00 14.7%

Aisle chair
9 Aisle chair close to aircraft seat (M) 3 8% ● 4 2 3 4 1.00 1.0 3.00 4.4%
preparation
Transfer from 10 Easy to release restraint system (A) 2 5% ● ● 3 3 4 4 1.33 1.5 4.00 5.9%
aisle chair to
seat
Passenger
11 Minimum effort for all (P) 4 11% ○ ○ ● 4 2 3 4 1.00 1.2 4.80 7.1%
movement
12 Minimum transfer time (P) 2 5% ▽ ● 2 4 3 4 2.00 1.2 4.80 7.1%
Total 38 100% 67.93 100.0%
Technical Importance Rating 108.00 52.00 48.00 36.00 63.00 27.00 63.00 36.00 54.00 54.00 541
Relative Weight 20.0% 9.6% 8.9% 6.7% 11.6% 5.0% 11.6% 6.7% 10.0% 10.0% 100%
Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
Relative Weight 15.0% 7.9% 7.1% 8.0% 14.7% 6.7% 10.9% 7.5% 11.1% 11.1% 100%
Measurement units % Steps N N N N N Sec N N
Our model (present model 82 1 5 27 20 15 12 20 10 8
Competitor #1: Colub 85 2 3 20 15 11 7 15 20 15
Competitor #2: Deltor 87 3 5 27 25 22 15 18 15 10
Target (Delighted) 91 3 2 19 14 10 6 14 21 16
Threshold (Disgusted) 82.0 1 5 27 25 22 15 20 10 8

6
 1. Customers
% Steps
A ▲ ▲

Seat with relative to frame width

Seat to adjust seat height

Customer (passenger)

Relative Weight
Customer Requirements (Needs)

No.
1 Easy positioning of seat height (P) 2 5% ●
• Who are the customers?
Aisle chair
preparation Easy to position chairs to passengers
2
phys. Needs (P)
3 8% ●
Transfer from

• Usually more than one kind of

personal to 3 Minimum effort for passenger (A) 4 11%
aisle chair
Passenger
movement
4 Good lifting position (A) 3 8% ○
customers 5 Minimum time for transfer (P) 2 5% ▽
6 Easy to move (M) 3 8%

– More kinds of users Aisle chair

movement
7 Fits in aircraft aisle (M) 5 13% ●

(passenger, agent) 8 Good stability (M) 5 13%

Aisle chair
9 Aisle chair close to aircraft seat (M) 3 8% ●
– Purchaser is not the same as Transfer from
aisle chair to
preparation
10 Easy to release restraint system (A) 2 5% ●

user (gym equipment, toys) ○

seat 11 Minimum effort for all (P) 4 11%
Passenger
movement
12 Minimum transfer time (P) 2 5% ▽

– Other important entities can be

Total 38 100%
Technical Importance Rating 108.00 52.00
Relative Weight 20.0% 9.6%

considered as customers –e.g. Absolute weight

Relative Weight
223.01
15.0%
118.35
7.9%

standards organizations Measurement units

Our model (present model 82
% Steps
1
Competitor #1: Colub 85 2
Competitor #2: Deltor 87 3

2. Customer requirements
% Steps
A ▲ ▲
Seat with relative to frame width

Seat to adjust seat height

Customer (passenger)

Relative Weight

Customer Requirements (Needs)

No.

1 Easy positioning of seat height (P) 2 5% ●

• Customer requirements
Aisle chair
preparation Easy to position chairs to passengers
2
phys. Needs (P)
3 8% ●
Transfer from

(customer needs) organized

personal to 3 Minimum effort for passenger (A) 4 11%
aisle chair
Passenger
movement
4 Good lifting position (A) 3 8% ○

in a hierarchical structure 5

6
Minimum time for transfer (P)

Easy to move (M)

2

3
5%

8%
▽

(Taken in Lecture 05) Aisle chair

movement
7 Fits in aircraft aisle (M) 5 13% ●

–Must-Be Requirements (M)

8 Good stability (M) 5 13%

Aisle chair
9 Aisle chair close to aircraft seat (M) 3 8% ●
–Performance (One dimension) Transfer from
preparation
10 Easy to release restraint system (A) 2 5% ●
aisle chair to
Requirements (P) seat
Passenger
11 Minimum effort for all (P) 4 11% ○
movement
▽
–Attractive Requirements (A)
12 Minimum transfer time (P) 2 5%
Total 38 100%
Technical Importance Rating 108.00 52.00
Relative Weight 20.0% 9.6%
Absolute weight 223.01 118.35
Relative Weight 15.0% 7.9%
Measurement units % Steps
Our model (present model 82 1
Competitor #1: Colub 85 2
Competitor #2: Deltor 87 3

8
 3. Importance of requirements
% Steps
A ▲ ▲

Seat with relative to frame width

Seat to adjust seat height

Customer (passenger)

Relative Weight
• Evaluating the importance of each of the
customer requirements Customer Requirements (Needs)

• Weighting factor for each requirement &

No.
customer Aisle chair
preparation
1 Easy positioning of seat height (P)
Easy to position chairs to passengers
2 5% ●
2 3 8% ●
– Scale (1 to 5) or (1 to 10) –often used Transfer from
personal to
phys. Needs (P)
Minimum effort for passenger (A)
3 4 11%
• May not be very successful –too aisle chair
Passenger
4 Good lifting position (A) 3 8% ○
many 8s, 9s and 10s! movement
5 Minimum time for transfer (P) 2 5% ▽
– Fixed sum method -distribution of 100 6 Easy to move (M) 3 8%
points among all the requirements Aisle chair
7 Fits in aircraft aisle (M) 5 13% ●
movement
• Arrange the needs in order of 8 Good stability (M) 5 13%

importance Aisle chair

9 Aisle chair close to aircraft seat (M) 3 8% ●
• Allocate 100 points among them Transfer from
aisle chair to
preparation
10 Easy to release restraint system (A) 2 5% ●
– Basic requirements are not rated or seat
Passenger
11 Minimum effort for all (P) 4 11% ○
given low rate movement
12 Minimum transfer time (P) 2 5% ▽
Total 38 100%
• Basic requirement is a necessary Technical Importance Rating 108.00 52.00

feature in a product, without which Relative Weight

Absolute weight
20.0%
223.01
9.6%
118.35
the product is useless (Must-be in Relative Weight 15.0% 7.9%

Kano model) Measurement units

Our model (present model
%
82
Steps
1
Competitor #1: Colub 85 2
Competitor #2: Deltor 87 3

4. Competition
9 10
N N D=C/B F=A*D*E
▲ ▲ B C D E F G
Fore/After tipping force at handles

Customer
Side tipping force at handles

Competitive Quality Planning

Assessment

• Competition benchmarking
Importance ratio

Absolute weight

Relative weight
Competitor #1:

Competitor #2:

Target for the

– The purpose is to determine how

Our Product

new model

Strength

the customer (subjectively)

Deltor
Colub

perceives the competition’s ability 3 2 3 3 1.00 1.2 2.40 3.5%

to meet each of the requirements 3 3 4 4 1.33 1.2 4.67 6.9%
• To create awareness of what 2 3 2 3 1.50 1.5 9.00 13.2%
already exists 3 4 5 5 1.67 1.5 7.50 11.0%

• To reveal opportunities for 2 3 2 3 1.50 1.2 3.60 5.3%

improvement ○ ○ 2 5 2 5 2.50 1.0 7.50 11.0%

• For each requirement, customers rate 3 3 4 4 1.33 1.0 6.67 9.8%

(scale of 1 to 5) ● ● 1 1 2 2 2.00 1.0 10.00 14.7%

– All the competitors’ designs 4 2 3 4 1.00 1.0 3.00 4.4%

– The existing design (if the 3 3 4 4 1.33 1.5 4.00 5.9%

company redesigns its current 4 2 3 4 1.00 1.2 4.80 7.1%

product) 2 4 3 4 2.00 1.2 4.80 7.1%

67.93 100.0%

10
 Quality planning:
TARGET VALUES OF EXPECTATIONS
• Set the target (Column C) for customer needs.
• Calculate the importance ratio (D) = C/B D=C/B F=A*D*E

• A strength also called a (sales point) is used to A ▲ B C D E F G

determine if a competitive advantage would be

Seat with relative to frame width

Customer
Competitive Quality Planning
obtained over the competitors once any customer Assessment

Customer (passenger)
need was met. Not all elements of customer

Relative Weight

Importance ratio

Absolute weight

Relative weight
Competitor #1:

Competitor #2:
needs are strengths.

Target for the

Our Product

new model

Strength
• A strength is often a feature that a customer may

Deltor
Colub
not think is needed, but if provided it would 2 5% 3 2 3 3 1.00 1.2 2.40 3.5%

impress the customer. 3 8% ● 3 3 4 4 1.33 1.2 4.67 6.9%

• Strength is represented numerically as follows: 4 11% 2 3 2 3 1.50 1.5 9.00 13.2%

– 1.0 = No strength, no value added to the 3 8% ○ 3 4 5 5 1.67 1.5 7.50 11.0%

product (M in Kano model); 2 5% 2 3 2 3 1.50 1.2 3.60 5.3%

3 8% 2 5 2 5 2.50 1.0 7.50 11.0%

– 1.2 = Medium strength, there is value added 3 3 4 4 1.33 1.0 6.67 9.8%
5 13% ●
but not significant (P in Kano model); 1 1 2 2 2.00 1.0 10.00 14.7%
5 13%
– 1.5 = Strong very important strength, value 3 8% ● 4 2 3 4 1.00 1.0 3.00 4.4%

added to the product is very high (A in Kano 2 5% 3 3 4 4 1.33 1.5 4.00 5.9%

Model). 4 11% 4 2 3 4 1.00 1.2 4.80 7.1%

• Calculate Absolute weight (F) = A* D * E 2 5% 2 4 3 4 2.00 1.2 4.80 7.1%

38 100% 67.93 100.0%

• Calculate the relative weight (G)= F/Sum(F)*100

11

5. Design specifications

• Translation of “the voice of the

customer/ customer needs” into “the
voice of the engineer / specifications”
Direction of Improvement
○

Maximize ▲
• Design specifications are the ◇
Target
● ○ ● ○
Minimize ▼
restatement of the design problem in 1 2 3 4 5 6 7 8 9 10

terms of parameters that can be

% Steps N N N N N Sec N N
A ▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲ B

measured (have units of measure)

Fore/After tipping force at handles
Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer
Side tipping force at handles

• Find as many measureable parameters

Competitive
Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height

Assessment
Force to push aisle chair
Customer (passenger)

Lifting force required

as possible
Relative Weight

Competitor #1:

Competitor #2:
Our Product

– Each parameter should measure at

Customer Requirements (Needs)
Deltor
Colub

least one customer

Easy positioning of seat height (P) 2 5% ● ● 3 2 3
need/requirement (ideally multiple
requirements)
• Indicate the direction of improvement
( more is better and  less is better)
• Target value can be indicated

12
 6. Requirements vs. Specifications

• Relate customers’

Fore/After tipping force at handles

Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer

Side tipping force at handles

requirements to design
Competitive

Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height
Assessment

Force to push aisle chair

Customer (passenger)

Lifting force required

specifications

Relative Weight

Competitor #1:

Competitor #2:
Our Product
• The values and symbols used:

Deltor
Colub
 = 9 = strong relationship 2 5% ● ● 3 2 3

 = 3 = medium relationship 3 8% ● 3 3 4

● ●
∆ = 1 = weak relationship
4 11% 2 3 2

3 8% ○ ● 3 4 5

Blank = 0: no relationship at all 2 5% ▽ ● 2 3 2

• Ideally, each specification

3 8% ● ● ○ ○ 2 5 2

5 13% ● 3 3 4

should measure more than 5 13% ● ● 1 1 2

one customer requirement 3 8% ● 4 2 3

• Each customer requirement

2 5% ● ● 3 3 4

4 11% ○ ○ ● 4 2 3

should have at least one 2 5% ▽ ● 2 4 3

specification with a strong

relationship

13

7. Targets for specifications Fore/After tipping force at handles

Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer
Side tipping force at handles

Competitive
Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height

1.Specification importance
Assessment
Force to push aisle chair
Customer (passenger)

Lifting force required

Relative Weight

• Find the total value of

Competitor #1:

Competitor #2:
Our Product

importance for each Customer Requirements (Needs)

Deltor
Colub

specification:
Easy positioning of seat height (P) 2 5% ● ● 3 2 3
– Multiply the importance
Easy to position chairs to passengers
3 8% ● 3 3 4
weighting from Minimum
Stepeffort 3 for passenger (A)
phys. Needs (P)
4 11% ● ● 2 3 2

with 0-1-3-9 relationship

Good lifting position (A) 3 8% ○
3*9+3*3+5*9+3*9=108
● 3 4 5

values from StepMinimum

6 to timegetfor transfer (P) 2 5% ▽ ● 2 3 2

the weighted values

Easy to move (M) 3 8% ● ● ○ ○ 2 5 2

– Summing up allFitsthein aircraft aisle (M) 5 13% ● 3 3 4

weighted valuesGood for each

stability (M) 5 13% ● ● 1 1 2

specification Aisle chair close to aircraft seat (M) 3 8% ●

108/541*100
4 2 3

Easy to release restraint system (A) ● ●

– Normalize the sums
2 5% 3 3 4

Minimum effort for all (P) 4 11% ○ ○ ● 4 2 3

across all specifications
Minimum transfer time (P) 2 5% ▽ ● 2 4 3
Total 38 100%
Technical Importance Rating 108.00 52.00 48.00 36.00 63.00 27.00 63.00 36.00 54.00 54.00 541
Relative Weight 20.0% 9.6% 8.9% 6.7% 11.6% 5.0% 11.6% 6.7% 10.0% 10.0% 100%
Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
Relative Weight 15.0% 7.9% 7.1% 8.0% 14.7% 6.7% 10.9% 7.5% 11.1% 11.1% 100%

14
 7. Targets for specifications
A ▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲ B C D E F G

Fore/After tipping force at handles

Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer

Side tipping force at handles

Competitive Quality Planning

Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height
Assessment

Force to push aisle chair

Customer (passenger)

Lifting force required

Relative Weight

Importance ratio

Absolute weight

Relative weight
Competitor #1:

Competitor #2:

Target for the

Our Product

new model
Customer Requirements (Needs)

Strength
Deltor
Colub
Easy positioning of seat height (P) 2 5% ● ● 3 2 3 3 1.00 1.2 2.40 3.5%
Easy to position chairs to passengers
3*9+3*3+5*9+3*9=108
phys. Needs (P)
3 8% ● 3 3 4 4 1.33 1.2 4.67 6.9%

Minimum effort for passenger (A) 4 11% ● ● 2 3 2 3 1.50 1.5 9.00 13.2%
108/541*100
Good lifting position (A) 3 8% ○ ● 3 4 5 5 1.67 1.5 7.50 11.0%

Minimum time for transfer (P) 2 5% ▽ ● 2 3 2 3 1.50 1.2 3.60 5.3%

G*Relationship values
Easy to move (M) 3 8% ● ● ○ ○ 2 5 2 5 2.50 1.0 7.50 11.0%
6.0*9+4.1*3+12.8*9+3.6*9
Fits in aircraft aisle (M) 5 13% ● 3 3 4 4 1.33 1.0 6.67 9.8%

Good stability (M) 5 13% ● ● 1 1 2 2 2.00 1.0 10.00 14.7%

213/1490
Aisle chair close to aircraft seat (M) 3 8% ● 4 2 3 4 1.00 1.0 3.00 4.4%

Easy to release restraint system (A) 2 5% ● ● 3 3 4 4 1.33 1.5 4.00 5.9%

Minimum effort for all (P) 4 11% ○ ○ ● 4 2 3 4 1.00 1.2 4.80 7.1%

Minimum transfer time (P) 2 5% ▽ ● 2 4 3 4 2.00 1.2 4.80 7.1%

Total 38 100% 67.93 100.0%
Technical Importance Rating 108.00 52.00 48.00 36.00 63.00 27.00 63.00 36.00 54.00 54.00 541
Relative Weight 20.0% 9.6% 8.9% 6.7% 11.6% 5.0% 11.6% 6.7% 10.0% 10.0% 100%
Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
Relative Weight 15.0% 7.9% 7.1% 8.0% 14.7% 6.7% 10.9% 7.5% 11.1% 11.1% 100%

Relationships

15 Strong
Moderate
●
○ ●
Weak ▽
○
Direction of Improvement
Maximize ▲
Target ◇
● ○ ● ○
Minimize ▼
1 2 3 4 5 6 7 8 9 10
% Steps N N N N N Sec N N
A ▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲ B

Fore/After tipping force at handles

7. Targets for Specifications Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer

Side tipping force at handles

Competitive
Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height

Assessment

Force to push aisle chair

Customer (passenger)

Lifting force required

Relative Weight

Competitor #1:
Our Product
Customer Requirements (Needs)

Colub
No.

Aisle chair
1 Easy positioning of seat height (P) 2 5% ● ● 3 2
preparation Easy to position chairs to passengers
2 3 8% ● 3 3
2.Competition’s products Transfer from
personal to 3
phys. Needs (P)
Minimum effort for passenger (A) 4 11% ● ● 2 3
aisle chair

• Measure how well the

Passenger
movement
4 Good lifting position (A) 3 8% ○ ● 3 4

Minimum time for transfer (P) ▽ ●

competition meets your
5 2 5% 2 3

6 Easy to move (M) 3 8% ● ● ○ ○ 2 5

specifications Aisle chair

movement
7 Fits in aircraft aisle (M) 5 13% ● 3 3

– Obtain the samples of the ● ●

8 Good stability (M) 5 13% 1 1

9 Aisle chair close to aircraft seat (M) 3 8% ● 4 2

competitors’ products and

Aisle chair
preparation
Transfer from 10 Easy to release restraint system (A) 2 5% ● ● 3 3
aisle chair to
make a measurements on seat
Passenger
movement
11 Minimum effort for all (P) 4 11% ○ ○ ● 4 2

them 12 Minimum transfer time (P)

Total 38
2 5%
100%
▽ ● 2 4

– Find the measurements in the

Technical Importance Rating 108.00 52.00 48.00 36.00 63.00 27.00 63.00 36.00 54.00 54.00 541
Relative Weight 20.0% 9.6% 8.9% 6.7% 11.6% 5.0% 11.6% 6.7% 10.0% 10.0% 100%
Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
literature Measurement units
Relative Weight 15.0%
%
7.9%
Steps
7.1%
N
8.0%
N
14.7%
N
6.7%
N
10.9%
N
7.5%
Sec
11.1%
N
11.1%
N
100%

– Carry out simulation studies Our model (present model

Competitor #1: Colub
82
85
1
2
5
3
27
20
20
15
15
11
12
7
20
15
10
20 15
8

• A basis for establishing the

Competitor #2: Deltor 87 3 5 27 25 22 15 18 15 10
Target (Delighted) 91 3 2 19 14 10 6 14 21 16

targets Threshold (Disgusted) 82.0 1 5 27 25 22 15 20 10 8

16
 Relationships
Strong ●
Moderate ○ ●
Weak ▽
○
Direction of Improvement
Maximize ▲
Target ◇
● ○ ● ○
Minimize ▼
1 2 3 4 5 6 7 8 9 10
% Steps N N N N N Sec N N
▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲

7. Targets for Specifications

A B

Fore/After tipping force at handles

Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer

Side tipping force at handles

Competitive

Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height
Assessment

Force to push aisle chair

Customer (passenger)
3.Setting specification targets

Lifting force required

Relative Weight

Competitor #1:
• Setting targets early in the design is

Our Product
Customer Requirements (Needs)

important

Colub
No.
– May have (+/-) % tolerancepreparation (here
Aisle chair
1 Easy positioning of seat height (P)
Easy to position chairs to passengers
2 5% ● ● 3 2

●
(+/- 5 % is used) Transfer from
2 3 8% 3 3
phys. Needs (P)
personal to 3 Minimum effort for passenger (A) 4 11% ● ● 2 3

– Can be refined later aisle chair movement

Passenger
4 Good lifting position (A) 3 8% ○ ● 3 4

• Single value target –if the target is 5 Minimum time for transfer (P) 2 5% ▽ ● 2 3

not flexible Aisle chair

6 Easy to move (M) 3 8% ● ● ○ ○ 2 5

7 Fits in aircraft aisle (M) 5 13% ● 3 3

• Two target values –determines
movement
the 8 Good stability (M) 5 13% ● ● 1 1

range for trade-offs Aisle chair

9 Aisle chair close to aircraft seat (M) 3 8% ● 4 2

– The ideal value (delighted

Transfer from
aisle chair to
preparation
10 Easy to release restraint system (A) 2 5% ● ● 3 3

customer) seat
Passenger
movement
11 Minimum effort for all (P) 4 11% ○ ○ ● 4 2

12 Minimum transfer time (P) 2 5% ▽ ● 2 4

– The marginal value/ minimum Total 38 100%

threshold (disgusted customer ) Technical Importance Rating 108.00

Relative Weight 20.0%
52.00
9.6%
48.00
8.9%
36.00
6.7%
63.00
11.6%
27.00
5.0%
63.00
11.6%
36.00
6.7%
54.00
10.0%
54.00
10.0%
541
100%

• The target values that are very

Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
Relative Weight 15.0% 7.9% 7.1% 8.0% 14.7% 6.7% 10.9% 7.5% 11.1% 11.1% 100%

different from the competitors’ should Measurement units

Our model (present model 82
% Steps
1
N
5 27
N
20
N
15
N
12
N Sec
20 10
N N
8

be questioned! Competitor #1: Colub 85 2 3 20 15 11 7 15 20 15

Competitor #2: Deltor 87 3 5 27 25 22 15 18 15 10
Target (Delighted) 91 3 2 19 14 10 6 14 21 16
Threshold (Disgusted) 82.0 1 5 27 25 22 15 20 10 8

17

8. Relationships between Specification

• Correlations between the specifications
• Improving one specification may have
negative/positive impact on the other ones
• Specifications in the ideal world are independent
– However, the designed should welcome if
the specifications are correlated! Using
correlated variables for specifications gives
Relationships
designers the freedom to find the wayStrong by ●
which they achieve the specifications. Moderate ○ ●
Independent variables suggest the solution▽
Weak
○
and reduce the space for finding creative
Direction of Improvement
Maximize ▲
solution. Target ◇
● ○ ● ○
Minimize ▼
• Possible use of the symbols: 1 2 3 4 5 6 7 8 9 10

– +the improvement of one will improve the A ▲

% Steps
▲ ▼
N
▼
N
▼
N
▼
N
▼
N Sec
▼ ▲
N
▲
N
B
other one
Fore/After tipping force at handles
Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

– -the improvement of one will harm the Customer

Side tipping force at handles

Competitive
Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height

other one Assessment

Force to push aisle chair
Customer (passenger)

Lifting force required

– The same symbols as in Step 6:

Relative Weight

Competitor #1:

Competitor #2:

 = 9 = strong relationship
Our Product

Customer Requirements (Needs)

Deltor
Colub

 = 3 = medium relationship
∆ = 1 = weak relationship

18
 HoQ –Calculations
HOQ: A typical aisle chair (Excel example)
Relationships
Strong ●
Moderate ○ ●
Weak ▽
○
Direction of Improvement
Maximize ▲
◇ Target
● ○ ● ○
Minimize ▼
1 2 3 4 5 6 7 8 9 10
% Steps N N N N N Sec N N D=C/B F=A*D*E
A ▲ ▲ ▼ ▼ ▼ ▼ ▼ ▼ ▲ ▲ B C D E F G

Fore/After tipping force at handles

Force to slide 95% male passenger
Seat with relative to frame width

Time to transfer between seats

Customer

Side tipping force at handles

Competitive Quality Planning

Force to adjust seat height

Push force over 2cm bump

Seat to adjust seat height
Assessment

Force to push aisle chair

Customer (passenger)

Lifting force required

Relative Weight

Importance ratio

Absolute weight

Relative weight
Competitor #1:

Competitor #2:

Target for the

Our Product

new model
Customer Requirements (Needs)

Strength
Deltor
Colub
No.

Aisle chair
1 Easy positioning of seat height (P) 2 5% ● ● 3 2 3 3 1.00 1.2 2.40 3.5%
preparation Easy to position chairs to passengers
2
phys. Needs (P)
3 8% ● 3 3 4 4 1.33 1.2 4.67 6.9%
Transfer from
personal to 3 Minimum effort for passenger (A) 4 11% ● ● 2 3 2 3 1.50 1.5 9.00 13.2%
aisle chair
Passenger
movement
4 Good lifting position (A) 3 8% ○ ● 3 4 5 5 1.67 1.5 7.50 11.0%

5 Minimum time for transfer (P) 2 5% ▽ ● 2 3 2 3 1.50 1.2 3.60 5.3%

6 Easy to move (M) 3 8% ● ● ○ ○ 2 5 2 5 2.50 1.0 7.50 11.0%

Aisle chair
movement
7 Fits in aircraft aisle (M) 5 13% ● 3 3 4 4 1.33 1.0 6.67 9.8%

8 Good stability (M) 5 13% ● ● 1 1 2 2 2.00 1.0 10.00 14.7%

Aisle chair
9 Aisle chair close to aircraft seat (M) 3 8% ● 4 2 3 4 1.00 1.0 3.00 4.4%
preparation
Transfer from 10 Easy to release restraint system (A) 2 5% ● ● 3 3 4 4 1.33 1.5 4.00 5.9%
aisle chair to
seat
Passenger
11 Minimum effort for all (P) 4 11% ○ ○ ● 4 2 3 4 1.00 1.2 4.80 7.1%
movement
12 Minimum transfer time (P) 2 5% ▽ ● 2 4 3 4 2.00 1.2 4.80 7.1%
Total 38 100% 67.93 100.0%
Technical Importance Rating 108.00 52.00 48.00 36.00 63.00 27.00 63.00 36.00 54.00 54.00 541
Relative Weight 20.0% 9.6% 8.9% 6.7% 11.6% 5.0% 11.6% 6.7% 10.0% 10.0% 100%
Absolute weight 223.01 118.35 105.99 119.23 218.60 99.36 162.95 111.29 165.60 165.60 1490
Relative Weight 15.0% 7.9% 7.1% 8.0% 14.7% 6.7% 10.9% 7.5% 11.1% 11.1% 100%
Measurement units % Steps N N N N N Sec N N
Our model (present model 82 1 5 27 20 15 12 20 10 8
Competitor #1: Colub 85 2 3 20 15 11 7 15 20 15
Competitor #2: Deltor 87 3 5 27 25 22 15 18 15 10
Target (Delighted) 91 3 2 19 14 10 6 14 21 16
Threshold (Disgusted) 82.0 1 5 27 25 22 15 20 10 8

19

HoQ –Calculations: Example

Relationships

Strong ●
Calculating target importance value: Example Pencil
Moderate ○
Weak ▽
Direction of Improvement ○
Maximize ▲ ○ ●
Target ◇ ○
Minimize ▼ 1 2 3 4 5

Units cm pag g % mg/cm^2 D=C/B F=A*D*E

A ◇ ▲ ▼ ▲ ▼ B C D E F G

Benchmarking on the
bases of perceived Quality Planning
quality
2) Time between sharpening [+]

5) Minimal erasure residue [-]

3) Lead dust generated [-]

Target for the new model

Customer Importance

1) Length of pencil [b]

4) Heyxagonality [+]
Relative Weight

Customer
Importance ratio

Absolute weight

Relative weight
Present model

Requirements
Company X

Company Y

(Needs)
Strength
Row #

1 Easy to hold 2 17% ○ ● 4 4 4 4 1.00 1.0 2.00 11.4%

2 Dose not smear 3 25% ○ ● ● 5 4 5 5 1.00 1.2 3.50 20.0%

3 Point lasts 5 42% ▽ ○ ● ● 4 5 3 5 1.25 1.5 9.38 53.4%

4 Dose not roll 2 17% ▽ ● 3 4 4 4 1.33 1.0 2.67 15.2%

Total 12 100% 17.54 100.0%
Technical Importance 13 24 72 36 72 217
Relative Importance 6.0% 11.1% 33.2% 16.6% 33.2% 100.0%
Absolute weight 102.85 220.19 660.57 239.43 660.57 Customer importance: Requirement satisfaction:
Relative Weight 5.5% 11.7% 35.1% 12.7% 35.1%
1. Not important at all 1. Very unsatisfied
Measurement units
Present model
cm
15
pag
3 3
g
70
% mg/cm^2

0.01
2. Minor importance 2. Unsatisfied
Company X
Company y
16
17
4
5
4
3
80
80
0.015
0.013
3. Strong importance 3. Relatively satisfied
Target
marginal
18
15
5
3
2
4
84
70
0.009
0.015
4. Very strong importance 4. Very satisfied
20
 HoQ -Calculations
Calculating target importance value: Example Pencil*
Determine the level of importance wj of each technical characteristic.
The equations involved in calculating weight are:

n
1 - Technical Importance weight rating; wj=  d i rij ;i=1,2,….n;j=1,2,…m
i 1

m
1a - Relative Technical Importance; W j*=w j /(  wj ) ,j=1,2,….m
j 1

n
2 - Absolute weight; W j=  Di rij ,i=1,2,….n;j=1,2,…m
i 1

m
2a - Relative normalized weight; W j*=W j /(  W j ,j=1,2,….m
j 1

Where:
di is the degree of relative importance of the ith customer requisite (Column A),
rij is the cardinal relationship between the ith customer requisite and the jth product characteristic,
Di is the degree of relative absolute importance of the ith customer requisite (Column G)
* Fiorenzo Franceschini; Advanced Quality Function Deployment, ST. LUCIE PRESS, A CRC Press Company, Boca Raton London New York Washington,
D.C., 2001.

21

QFD –final comments

• QFD ensures that the problem is well understood.

• It may appear slow, but time is more than recovered later in the
design process.

• More complex problems can be decomposed into several loosely

dependent houses of quality.

• QFD is a working document and should be updated as needed.

22
23
 IE361
Product Design and Innovation

Part III
Product Concept Development

PERT III- Product Concept Development

Contents
L07A- Product Function Analysis
L07B- Concept Generation
L07C- Theory of Solving Inventive Problems
L08- Concept Selection
L09- Concept Testing

1
 IE361
Product Design and Innovation

. 7
Chapter
Concept Generation
L07A: Product Function Analysis

Concept Generation

Product Function Analysis

• Product Decomposition
L07B
• Physical Decomposition
• Functional Decomposition
• FAST & VE

2
 What is Function?
Function:
A statement of the task or role carried showing the relationship
between available input and desired output, independent of any
particular form.
Example for product function:

Make coffee Chop Beans Transport persons

How to identify Function vs. attribute?

Product Function. It is What the product does to satisfy the
customer needs.
Product Attributes or Features. It is How the product is
implemented in form to satisfy some customer needs.
 Product Criteria : It can be attributes for a product but can
be a functions for another.
Example: Storage compactness
Attribute : Small size
Functional Solution: Make it fold up
Note: If the criteria is met by an identifiable sub-system,
then it is a function; otherwise, it is an attribute.

4
 How to carry Function Analysis/Modeling?
There are several methods for Functional Analysis
 Product Decomposition (Top - Down – Dissection).
Two approaches which are:
Physical Decomposition is a technique to decompose the product to its
subassemblies and components and to develop product structure.
Function Decomposition (FD) is technique to find the critical functions
for product and factors/attributes which describe the functions as
blockbox with boundary interrelations attributes of inputs and outputs
flows defined as material, information, and energy.
 FAST (Functional Analysis System Technique) (Top-Down). [Value
Engineering (VE) technique to model the function components to identify
relationships and improve the performance value]
Subtract and Operate Procedure (Bottom-Up- Dissection). [Reverse
Engineering (RE) is technique to model the processes of identifying,
purchasing and modeling design information – functions and design
principles – in a continuous and systematic way]
5

Product Decomposition Approach

Approach (1): Physical Decomposition
Emphasis on Product Form.
It is a technique to decompose the product to its subassemblies and
components and to develop product structure.
Product Structure:
Product structure is a hierarchical decomposition of a product,
typically known as the Bill of Material (BOM).

Approach (2): Functional Decomposition

Emphasis on identifying sub-functions required to achieve
product function and their inputs/outputs attributes and factors
interrelations.
6
 Product Decomposition Approach:
1. Physical Decomposition
Product Structure: Example – Utility Knife
Part List
Part Basic
Part Name Material Drawing Quantity
No. Dimensions

1 Front Case Cast Steel 1

Utility Knife 2 Back Case Cast Steel 1

3 Knob Brass 1

Blade
4 Steel 1
holder

Stainless
5 Blade 1
Steel

6 Screw Brass 1
Exploded Drawing

Product Decomposition Approach:

1. Physical Decomposition

Product Structure: Example – Utility Knife

3 Knob
SA

4 Blade
Holder

5 Blade SA

1 Front Case SA

2 Back Case SA

6 Screw FA

Product
Utility Knife Product Structure
Assembly Chart

8
 Product Decomposition Approach:
2. Functional decomposition
• Function tells WHAT the product must do, whereas its form, or structure,
conveys HOW the product will do it.
• Use action verbs to describe a function
• Function is a logical flow of energy, material and information between
objects.

Typical mechanical design functions (using action verbs):

10

Product Decomposition Approach:

2. Functional decomposition
Two steps:
1. Find the overall function
• Represent the problem as a “black box”
• Generate a single statement of the overall function on the basis of the
customer requirements
2. Decompose the overall function into sub-functions
• Describe specifically what the elements of the product might do to
accomplish the overall function
– The aim:
• Better understand the problem
• Control the search for solutions
• Each sub function can generally be further divided into even simpler sub functions.
• The division process is repeated until the team members agree that each sub function is
simple enough to work with.
• A good rule of thumb is to create between 3 and 10 sub functions in the diagram.

11
 Product Decomposition Approach:
2. Functional decomposition
Develop Black Box for a Product or Technical System
1) A product function or sub-functions can be presented by a black box with input
and outputs at it boundary (flow)

Energy Energy
Material Product Function Material
Information Information

2) The Inputs and outputs of a function/subfunction are boundary interaction (flow)

(defined as quantity and quality), and can be categorized into: Energy, material,
and information
o Information (Signal Flow) : It is the data conveyed to or by a device/process.
o Matter/Material: It is referred to the material properties such as form, mass,
color, condition, and so on.
o Energy: It is energy which enable transfer or conversion of matter or
information and make something happen. Energy follow conservation law
which flow in or out of a system

12

Finctional Decomposition: Example: Water Heater

Form  Function  Flow
Heater
Form Hot Water

Cold Water

Electric Current
R

Function Flow
Flow

Electric Current Heat

Cold Water Heat Water Hot Water
Temperature Temperature (90)
13
 Product Decomposition Approach:
2. Functional decomposition: Function Diagram

Energy Energy

Material Function Material

Information Information

Sub Sub
function function

Sub
function

Sub
function
Overall function

14

Develop Functional Decomposition Diagram :

Example Nail Clipper

Finger force Hand motion Sound Kinetic energy in nail

Finger nail Hands, Debris Remove Excess Cut nail, Hands, Debris
Long nail, Hang nail, Length on Finger Nails
Rough Nail Good appearance

Sub functions for Fingernail Clipper (Partial Listing)

15
 Product Decomposition Approach:
2. Functional decomposition
There is no single correct way of creating a function diagram and
no single correct functional decomposition of a product.
Some useful techniques for getting started are:
• Create a function diagram of an existing product.
• Create a function diagram based on an arbitrary product concept
already generated by the team or based on a known subfunction
technology. Be sure to generalize the diagram to the appropriate
level of abstraction.
• Follow one of the flows (e.g., material) and determine what
operations are required. The details of the other flows can be
derived by thinking about their connections to the initial flow.

• Functional diagram is not unique

• Functional decomposition is best applicable to technical products
16

Example 1: Syringe function

Medical Syringe

Needle Syringe
Holder
Plunger

Needle Cap Syringe Plunger Plunger

Needle Holder
Barrel Seal Member

Product Structure
Deliver Medical Liquid to
Muscle

Flow liquid to Push Medical

muscle liquid

Push
Liquid

Cover Pierce Hold Contain Prevent Move

Needle Muscle Needle Medicine Leak Liquid
Product Function Tree
17
 Functional decomposition
Example 1: Syringe Function

18

Product Structure Example 2: Staples Removal

Components
Part No. Part Name No. Material
1 Upper Arm Subassembly
1.1 Wide Flinger Pad 1 Plastic
1.2 Wide Tooth Remover 1 Steel
2 Lower Arm Subassembly
2.1 Narrow Flinger Pad 1 Plastic
2.2 Narrow Tooth Remover 1 Steel
3 Revit Pin 1 Steel
4 Spring 1 Steel

Wide Flinger Pad

SA1
Wide Tooth
Remover
Narrow Flinger As
Pad
SA2
Narrow Tooth
Remover
Rivet Pin
Spring

19
 Example 2
Product Structure

Function tree

20

Example 2: Function Decomposition Diagram

Main Function Decomposition Diagram

Human Energy
Kinetic Energy (KE)
(HE)
Separated paper -
Stapled paper Remove Staples Staples
Signal to remove Signal of removal

Move KE KE
HE upper HE Drop Staples
lever 1 KE staple
Signal of removal
staples
Stapled paper Close Grip Pull
Levers staple stable

Move KE
Signal to Collect
HE lower Papers
KE remove staples Paper
lever 2 Signal of paper
User action functions collected
21
 Example 2: Function Decomposition
Meaning of user action and customer need representation

a. User action functions {move jaw levers, close jaw levers, Grip the
staples, pull staples, and leave jaw lever, collect separated paper}

b. Customer needs functions {hold jaw lever comfortably, move jaw

levers easily, pull staples lightly, and drop staples automatically}

22

Function Analysis System Technique (FAST)

Value Engineering (VE)
Value analysis technique involves cost reduction activities
by relating the cost of components to their function
contributions.
Value analysis defines the function as:
A “basic function”: It is anything that makes the product
work or sells. A function that is defined as "basic" cannot
change.
Secondary functions: It is also called "supporting
functions", described the manner in which the basic
function(s) were implemented. Secondary functions could
be modified or eliminated to reduce product cost

23
 Basic Function Model

 Basic Function:
– It is the overall intended purpose of the product. [WHAT the
product is supposed to do]
– It is a statement of a clear, reproducible relationship between
the available input and the desired output.
– It is an action statement represented by “Verb-Noun”.

 Examples:
 Fingernail Clipper  Clip Nails
 Car  Transport People
 Copier Machine  Make Copies

24

Secondary Function Model

Secondary Function[Sub-Function]
 Overall functions are divided into smaller functions [A
component of a product function]
 The relationship between overall functions and sub-functions is
usually governed by a constraint or input-output relationships

Example:
 Copier  Make Copies
–Make Color Copies
–Make B/W Copies
–Zoom in/out Copies

25
 Function Modeling: FAST Method
Function Analysis System Technique (FAST)
 What Is FAST? Function Analysis System Technique
(FAST) is a powerful, structured tool used to identify
and analyze functions with intuitive logic to stimulate
creative and innovative thinking.
The primary objective of FAST is to improve value of
functions for a given project, product, or process.
It is concerned with the study of functions and function
interactions by asking three questions and then
diagramming the results.

26

FAST Diagram Guidelines

27
 FAST Diagram Logic
1. How is (function) to be
accomplished? By (B)
2. Why does (function) need to be
accomplished? So you can (A)
3. When (function) occurs, what else
happens at the same time as or as
a result? (C) and (D)

Use of “AND” & “OR” Gates

28

How to Construct a FAST Diagram

 Step 1: Start by using the labeled FAST template
 Step 2: Using the Post-It® Notes with functions written on them, select the basic function. Place this
function on the function logic path to the immediate right of the left scope line (2).
 Step 3: Evaluate the basic function by asking the question “Why” perform this function? The
answer should be the higher order function (3) placed to the left of the left scope line.
 Step 4: Continue in the how direction from the basic function by asking “How” is the basic
function performed? That is the next function on the critical function logic path. Continue to the
right and repeat this process until you reach the lower order function (5).
 Step 4A: If two or more secondary functions are needed at the same time, then use AND gate (4A)
 Step 4B: If there are, two or more different functions (optional ways), then utilize OR gate (4B)
 Step 5: Test the validity of the critical function logic path which was just completed by starting with
the lower order function and ask “Why” moving from right to left to ensure that the answer to
“Why” this function is needed is the next immediate function to the left.
 Step 6: Place secondary functions which are caused by or happen at the same time as other
secondary functions beneath the required secondary function where they are needed (6), in the
“When” direction.
 Step 7: Project or Design objectives are those secondary functions, which typically relate customer
requirements, or engineering specifications.
 Step 8: All-the-time functions are those secondary functions that happen all the time (8).
 Step 9: One-time functions are those secondary functions that only happen once (9).
29
FAST Diagram Step-by-Step Template

30

FAST Diagram Example: Carpentry Hammer

31
 FAST Example: Multimedia Projector

32

FAST Diagram: Example (Coffee Grinder Machine)

33
FAST Example: Microwave-Convection-Broiler Oven

34

FAST Example: Microwave-Convection-Broiler Oven

35
 What is Value Engineering and Value Analysis?
Value Engineering (VE);
• It is a systematic method to improve the "value" of goods or products and
services by using an examination of function. Value, as defined, is the ratio of
function to cost.
• Value can therefore be increased by either improving the function or reducing
the cost.
• Value engineering uses rational logic (a unique “How" - “Why" questioning
technique) and the analysis of function to identify relationships that increase
value.
• It is considered a quantitative method similar to the scientific method, which
focuses on hypothesis-conclusion approaches to test relationships, and
operations research, which uses model building to identify predictive
relationships.

37

What is Value engineering and Value Analysis?

Value Analysis (VA);
• It is an orderly and creative method to increase the value of an
item.
• This “item" can be a product, a system, a process, a procedure,
a plan, a machine, equipment, tool, a service or a method of
working. Value Analysis, also called Functional Analysis was
created by L.D. Miles (Dec 1947)

• The value of an item is how well the item does its function
divided by the cost of the item (In value analysis value is not
just another word for cost):

• Value of an item = Performance of its Function / Cost

38
 How value analysis works?
Value analysis technique involves cost reduction activities by relating the cost
of components to their function contributions.

To increase the value of products or services consider the function of

individual items and the benefit of this function and balancing this against the
costs incurred in delivering it.

Then the task becomes to increase the value or decrease the cost.

39

How value analysis works?

Example: In analyzing a pen, the following table is used to connect components with
the functions to which they contribute and hence identify areas of focus.

• Cost is related to function not to production

• The production engineer asks
– How a part can be produced more cheaply
• The value engineer asks
– How the function performed by the part can be provided by the least cost
40
41

41
Chp-6 Product Specifications 4/26/2023

IE361
Product Design and Innovation

Chapter 7
L07B: Concept Generation

Concept Generation
Concept System-Level Detail Testing and Production
Planning
Development Design Design Refinement Ramp-Up

Mission Identify Establish Generate Select Test Set Plan Development

Statement Customer Target Product Product Product Final Downstream Plan
Needs Specifications Concepts Concept(s) Concept(s) Specifications Development

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

The concept generation process begins with a set of customer needs and
target specifications and results in a set of product concepts from which
the team will make a final selection.
• A product concept is an approximate description of the technology,
working principles and form of a product.
– Expressed as a sketch or a rough 3D model, usually accompanied by a
brief textual description.
2

Prof. Abdulaziz M. El-Tamimi 1

Chp-6 Product Specifications 4/26/2023

What is Concept Generation?

• A good concept is sometimes poorly implemented, but a poor concept can
rarely be manipulated to achieve commercial success.
• Concept generation typically consumes less than 5% budget and 15% of the
development time.
• Usually, hundreds of concepts are generated, of which 5 to 20 merit serious
consideration.

 A product concept is: A description of HOW the product will satisfy the
customer needs.
 The goal of concept generation is to develop as many ideas as possible.

Concept generation answers the question of “how” the team will satisfy
the customer needs as expressed in the functional specifications.

What are the advantages of Concept Generation?

– Reduce the likelihood of costly problems in the development
process.
– Concept generation provide a way to look at many alternatives.
– Develops confidence in the solution found since single or very
few alternative may not acceptable.
– Considering many alternatives and do not miss different or
entire category of solutions.
– No personal domination influencing finding solution.
– Benchmarking product concepts from other companies or
unrelated products.

Prof. Abdulaziz M. El-Tamimi 2

Chp-6 Product Specifications 4/26/2023

Concept generation dysfunctions

Common dysfunctions during concept generation:
– Consideration of only one or two alternatives
– Failure to consider carefully the usefulness of concepts employed by
other firms
– Involvement of only one or two people in the process
– Failure to consider entire categories of solutions
– Ineffective integration of promising partial solutions

A structured approach to concept generation reduces the incidence of

these problems by encouraging the gathering of information from
many disparate information sources, by guiding the team in the
thorough exploration of alternatives, and by providing a mechanism
for integrating partial solutions.

How concept is generated?

Concept Generation Begins with:

 Mission Statement
 A set of customer needs
 Initial specification
 Function requirements

Concept Generation search Methods, i.e.,

Brain storming (Undirected)
Idea generators- transformation rule
Synectics (Analogical thinking)
Brain-ball – Mental block – Mind map
Spray diagrams
Theory of Inventive Problem Solving
(TIPS)- TRIZ (Directed)

Concept Generation Results in:

A set of product concepts
6

Prof. Abdulaziz M. El-Tamimi 3

Chp-6 Product Specifications 4/26/2023

The five-step concept generation method

• Step 1: Clarify the problem 1. Clarify the problem.
• Understanding
– Problem Decomposition • Problem L07A
decomposition
• Step 2: Search externally • Focus on critical
Product FA
sub problems
– Lead Users
Subproblems
– Experts
– Patents 2. Search Externally
• Lead users
3. Search Internally
• Individual
– Literature • Experts • Group
• Patents L07C
– Benchmarking • Literature TRIZ
• Benchmarking
• Step 3: Search internally
– Individual Methods Existing Concepts New Concepts
– Group Methods 4. Explore Systematically
• Classification tree
• Step 4: Explore systematically • Combination table
– Classification Tree
– Combination Table Integrated Solutions
• Step 5: Reflect on the results and the process
5. Reflect on the solutions
– Continuous Improvement and the process.
• Constructive feedback

Step 1: Clarify the problem

• Understand the problem
– From the team’s (product) mission statement (Lecture 04)
– From the customers needs (Lecture 05)
– From the product specifications (Lecture 06)
• Decompose the problem into simpler sub-problems (Lecture
07A)
• Functional decomposition (by functions of a product)
• Decompose by sequence of user actions
• Decompose by key customer’s need
• Focus initial efforts on the critical sub-problems
– Focus on critical sub-problems
– Defer solutions to other sub-problems

Prof. Abdulaziz M. El-Tamimi 4

Chp-6 Product Specifications 4/26/2023

Concept Generation Example:

Understand the Problem Power Nailer
• From mission statement
– It will use nails
– It will be compatible with nail
magazines
– It will nail through roofing singles
into wood
– It will be hand held
• Based on assumptions
– It inserts nails in rapid succession
– It is light weight.
– It has no nailing delays (from the
user’s view)
• From specifications
– Nail length ranges from 25-28 mm
– Nailing rate is 1 nail per second.
– Tool mass is less than 4 KG.
9

Step 1. Clarify the problem

Review of assumptions: Example –the nailer
Review assumptions underlying mission statement, customer needs and target
specifications:
• Mission statement: (L04)
o Use nails (as opposed to adhesives, screws etc.)
o Be compatible with nail magazines on existing tools
o Nail into wood
o Be hand-held
• Customer needs: (L05)
o The nailer inserts nails in rapid succession
o The nailer works into tight spaces
o The nailer is lightweight
o The nailer has no noticeable nailing delay after tripping tool
• Target specifications (L06)
o Nail lengths from 25 to 38 mm
o Maximum nailing energy of 40 J/nail
o Nailing force of up to 2,000 N
o Peak nailing rate of 1 nails/second
o Average nailing rate of 12 nails/min
o Maximum trigger delay of 0.25 second
o Tool mass less than 4 kg
10

Prof. Abdulaziz M. El-Tamimi 5

Chp-6 Product Specifications 4/26/2023

Step 1. Clarify the problem

Functional decomposition : Example 1 -The nailer

Two steps in functional

decomposition:
1. Find the overall function:
– To convert an energy to a
controllable force capable of
inserting nails into wood
2. Decompose the overall
function into sub-functions.
– Each subfunction can
generally be further divided
into even simpler sub
functions

11

Step 1. Clarify the problem

Problem Decomposition
Two other approaches for Example 1: the nailer
• Decompose by sequence of user actions
• Decompose by key customer’s need

12

Prof. Abdulaziz M. El-Tamimi 6

Chp-6 Product Specifications 4/26/2023

Step 1. Clarify the problem:

Problem Decomposition
The aim of decomposition techniques is to split a complex problem
into simpler sub-problems, then tackle each in a focused way.
 Select the sub problems most critical to the success of the product and do
them first
 Deferring the solution of other sub-problems

Example:
The nailer team chose to focus on the
subproblems:
• Storing/ accepting energy,
• Converting the energy to
translational energy
• Applying the translational energy to
the nail
Product function analysis: See Lecture 07A
13

Step 2. Search Externally

The aim is to find existing solutions: to either the overall problem or sub-problems
– Quicker and cheaper!
– Focus creative effort on critical sub-problems, or on the ones where no satisfactory
solution exists

Find best ideas have developed Methods for external search

and build on them. 1. Interview lead users.
Find areas of differentiation 2. Consult industry experts.
have a success in the market
3. Search Patents.
4. Search published literature.
5. Benchmark related products.
Example
o What technology allowed Honda to become a leader in transportation vehicles
 Reliable engines
o HP inkjet printers
 An ink that could be boiled to produce droplets
 Colored inks
14

Prof. Abdulaziz M. El-Tamimi 7

Chp-6 Product Specifications 4/26/2023

Step 2. Search Externally

Product Concept: Example

• A U.S. patent search in the area

of nailers revealed several
interesting concepts.
• One of the patents described a
motor-driven double-flywheel
nailer.
• The design in this patent uses
the accumulation of rotational
kinetic energy in a flywheel,
which is then suddenly
converted into translational
energy by a friction clutch.
• The energy is then delivered to
the nail with a single impact of a
drive pin.

15

Step 3. Search Internally

The use of knowledge and creativity of the team members to generate
product concepts.
• Brainstorming
• The creativity methods: TRIZ methodology (Theory of inventive problem
solving) (L07C)

Five guidelines are useful for improving both individual and group
internal search:
1. Suspend judgment
2. Generate a lot of ideas
3. Welcome ideas that may seem infeasible
4. Make plenty of sketches
5. Build sketch models

16

Prof. Abdulaziz M. El-Tamimi 8

Chp-6 Product Specifications 4/26/2023

What is Brainstorming?

It is an intuitive method of generating concepts where:

• The team collectively creates ideas that are not judged at the time of the
session
• All team members are encouraged to be open minded, thinking freely
and uninhibited during the session

 Primary advantage:
 The ability of a set of individuals to collectively
build on each other to generate ideas that would
not arise individually
 Disadvantages:
 The right idea may not come at the right time
 Team may be distracted by a misdirected focus
 Certain team member may dominate the session

17

Brainstorming – Team actions

• Form groups of 5-15 people
• Designate a team leader as facilitator to
– Prevents judgments and encourage
participation by all
– Should not contribute, but rather direct
and record
• Brainstorm for 30-45 minutes
– 5-10 min for problem orientation
– Next 20-25 min will see a sharp increase
of ideas, followed by flat region, followed
by a sharp decrease
– Final 5-10 min, a trickling of ideas will
occur
• Don’t confine the group to experts in the area
• Avoid hierarchically structured groups
• Use a brain storm method such as:
– Transformation rules (questioning check
list technique)
18

Prof. Abdulaziz M. El-Tamimi 9

Chp-6 Product Specifications 4/26/2023

How idea is generated? Idea generators

Idea Generator Questions or Applications
Make analogies What analogies exist in nature? What analogous products exist in any product
domain? How do these products solve the same product functions?
Wish and wonder What if…?
Sketch/use physical What would an idea look like? How does this model satisfy the function?
models What can we change?
Eliminate or If we remove a feature, how does the device perform? What can we use to replace the
minimize? feature? What if a feature were smaller? What should I omit? Should I divide it? Split
it up? Separate it into different parts? Understate? Streamline? Make miniature?
Condense? Compact? Subtract? Delete? Can the rules be eliminated?

Substitute What can be substituted? Who else? What else? Can the rules be changed? Other
ingredient? Other material? Other process or procedure? Other power? Other place?
Other approach? What else instead?
Combine Can we combine purposes? How about an assortment? How about a blend? An alloy?
Combine units? What other article or device could he merged with this?
What if the product Feminine and masculine features? What are their opposites?
function changes
gender?

19

How idea is generated? Idea generators

Idea Generator Questions or Applications
Adapt What else is like this? What other idea does this suggest? Does the past offer a
parallel? What could I copy? Whom could I emulate? What idea could I
incorporate? What other process could be adapted?
Modify or What can be magnified, made larger, or extended? What can be exaggerated?
magnify Overstated? What can be added? More time? Stronger? Higher? How about
greater frequency? Extra features? What can add extra value? What can be
duplicated? How could I carry it to a dramatic extreme? Convert a round action
to straight? How can this be altered for the better’? What can be modified’? Is
there a new twist’? Change meaning, color. motion, sound, odor, form. or
shape’? Change name? What changes can be made in the plans? In the process?
In the marketing?
Put to other uses What else can this be used for? Are there new ways to use as is? Other uses if
(repackage an modified’? What else could be made from this? Other extensions? Other
old idea) markets?
Reverse or What other arrangements might he better? Interchange components? Other
rearrange pattern? Other layout? Other sequence? Change the order? Transpose cause and
effect? Change pace or schedule? Can I transpose positive and negative? What
are the opposites? What are the negatives? Should I turn it around? Up instead
of down? Consider it backwards? Reverse roles? Do the unexpected’?
20

Prof. Abdulaziz M. El-Tamimi 10

Chp-6 Product Specifications 4/26/2023

Concept generation: Example

Integration of partial solutions

21

Step 3. Search Internally

TRIZ

TRIZ methodology
Theory of inventive problem solving
Lecture 07C

22

Prof. Abdulaziz M. El-Tamimi 11

Chp-6 Product Specifications 4/26/2023

Step 3. Search Internally:

Example 1 –The nailer
Solutions to solve sub
problems of:
1. Sorting and accepting
energy
2. Delivering translational
energy to nail

23 Solutions 5 Solutions
23

Step 4. Explore Systematically

The Goal of this step is
 To explore and synthesize a complete and proper solution from the
collected concept ideas and solutions of product function and sub-
functions.
 To achieve workable solution from practical concepts for product
function and sub-functions.

Tools for exploring concept ideas:

1) The concept Classification Tree: it helps to divide the solutions
into independent categories and,
2) The concept Combination Table: it helps in the selection of
possible fragments. Also known as Morphological Chart.

24

Prof. Abdulaziz M. El-Tamimi 12

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

1. Concept Classification Tree: Example 1 -The nailer
• Concept Classification Tree
divides the entire space of Fuel-air system
solutions into independent
categories to facilitate Chemical
Explosive system
comparison and pruning
Oil pressure system
Hydraulic
Store or
Accept Wall outlet
energy
Electrical Batteries

Fuel Cell

External air system

Classification Tree accomplish the following:
1. Exclude less promising concepts. Pneumatic
2. Identify independent approaches. Internal air system
3. Define existing gaps in the concept ideas.
4. Refine concept ideas for a particular branch.

25

Step 4:Explore Systematically

1. Concept Classification Tree: Example 1 -The nailer
• Based on additional investigation of the nailing process, the team determined that the
instantaneous power delivered during the nailing process was about 10,000 watts for a few
milliseconds and so exceeds the power that is available from a wall outlet, a battery, or a fuel
cell (of reasonable size, cost, and mass).
• They concluded, therefore, that energy must be accumulated over a substantial period of the
nailing cycle (say 100 milliseconds) and then suddenly released to supply the required
instantaneous power to drive the nail.
• This quick analysis led the team to add a subfunction (“accumulate translational energy”) to
their function diagram.
• They chose to add the subfunction after the conversion of electrical energy to mechanical
energy, but briefly considered the possibility of accumulating the energy in the electrical
domain with a capacitor.
• This kind of refinement of the function diagram is quite common.

26

Prof. Abdulaziz M. El-Tamimi 13

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

2. Concept Combination Table

The table links concepts into complete solutions by the

following steps:
1) Identify the general functional diagram for the anticipated
solution.

2) Put all concept ideas into a column of the combination table.

This helps to identify if concept ideas are missing or
redundant.

3) Link concept ideas into complete solutions. This also

indicates where more evaluation or exploration may be
necessary
27

Step 4:Explore Systematically

28

Prof. Abdulaziz M. El-Tamimi 14

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

Concept combination table: Example 1 -The nailer
Example: Concept Combination table for nail hammer
Step 1- Add solutions to the table Step 2- Connect solutions for concepts
Convert Electrical Accumulate Apply Convert Electrical Accumulate Apply
energy to Energy translational energy to Energy translational
translational energy to translational energy to
energy nail
energy nail
Rotary motor with
B Spring Single
Rotary motor with Spring Single
transmission impact transmission A impact

Linear Motor Moving

Multiple
Linear Motor C Moving
Multiple
Mass Mass
impact
Solenoid
impact
Solenoid D Push nail
Push nail

Rail gun Rail gun

A
Notes:
 Many combinations are available. (4 x 2 x 3 = 24)
 Also, Many can be quickly eliminated as they are
not practical. C
 A new idea may be found by looking at the possible
combinations of concept ideas.
 The above process is an iterative process, and may
not find proper solution.

B D
29

Step 4:Explore Systematically

One of several refined solution concepts
• The nailer team narrowed its
alternatives to a few chemical
and a few electric concepts and
then refined them by working
out the user interface, industrial
design, and configuration issues.
• One of the resulting concept
descriptions is shown in this
figure

30

Prof. Abdulaziz M. El-Tamimi 15

Chp-6 Product Specifications 4/26/2023

Step 4. Explore systematically

Classification Trees and Combination Tables
• Eliminate infeasible fragments before you combine them.

• Combine the sub problems that are coupled.

• Combination tables and classification trees are not unique.

– Just simple ways to organize thoughts
– Exploration step acts as a guide for further creative thinking

• Often the concept generation phase is not so straightforward.

– Almost always iterative

• Concept generation is a skill that can be learned and developed

31

Step 4. Explore Systematically

Morphological Method
There are three steps to this technique.
• Step 1: Decompose the Function : list the decomposed functions
that must be accomplished (see Step 1: Problem deposition).
• Step 2: Develop Concepts for Each Function: find as many
concepts as possible that can provide each function identified in the
decomposition.
• Step 3: Combine Concepts: combine these individual concepts into
overall concepts that meet all the functional requirements.

The design engineer’s knowledge and creativity are crucial here,

as the ideas generated are the basis for the remainder of the
design evolution

32

Prof. Abdulaziz M. El-Tamimi 16

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

Morphological Method
Step 1: Decompose the Function Step 2: Develop Concepts for Each Function
One-handed bar clamp

The first four functions in the figure are:

■ Collect grip force and motion from user
■ Transform grip force and motion to bar
■ Move bar
■ Amplify force

33

Step 4:Explore Systematically

Morphological Method
Step 3: Combine Concepts

There are 48 possible

designs (2 × 4 × 3 × 2).

34

Prof. Abdulaziz M. El-Tamimi 17

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

Morphological Method
Example: Morphological chart for a vegetable collection system
(Haik and Shahin 2011: 175)

Notes:
 Many combinations are available. (4x4x3x4x3 = 576)
 Also, Many can be quickly eliminated as they are not practical.
 A new idea may be found by looking at the possible combinations of concept
ideas.
 The above process is an iterative process, and may not find proper solution.
35

Step 4:Explore Systematically

Example 6: Concept combination for water pump

Main Features: Specifications:

 Environmentally friendly water pumps for bottled  Material: Plastic
water.  Elbow length: 8.5 cm
 No battery or motor required.  Upper tube length: 16.1 cm
 Fits most standard water bottle sizes.  Product size (L x W x H):
 Removable tube for easy cleaning. 9.2 x 9.2 x 19 cm
 No splash elbow design.  Package size (L x W x H):
 Compact size and light weight. 10.5 x 10.5 x 20 cm
 Perfect for home, office, school, factory, and all  Product weight: 159 g
public occasion use.  Package weight: 224 g
 Supply you a very easy way to drink water!
Explain briefly ideas for improvements using classification tree and combination
table then generate alternatives ideas for water pump technology.
36

Prof. Abdulaziz M. El-Tamimi 18

Chp-6 Product Specifications 4/26/2023

Step 4:Explore Systematically

Example 6: Concept combination for water pump

1) Classification tree of technology for

pump components

37

Step 4:Explore Systematically

Example: Concept combination for water pump
1) Combination table for pump components
Combination table
Pump head Pump energy Locking Nut diaphragm Tube Adaptor
Push button Manual Push type Coil Spring Multi Tubing Flexible type
Switch Electrical Screw type Flat Spring Flexible Tubing Fitted type
Pneumatic
There is 96 (2 x 3 x 2 x 2 x2 x 2) alternatives. When the alternatives are
revised switch for pump head electrical and pneumatic for pump energy
are excluded, hence 8 alternatives can be selected as shown in
morphological chart.
Morphological chart
Alternatives Pump head Pump Locking diaphragm Tube Adaptor
energy Nut
A Push button Manual Push type Coil Spring Multi Tubing Flexible type
B Push button Manual Push type Coil Spring Multi Tubing Fitted type
C Push button Manual Push type Coil Spring Flexible Tubing Flexible type
D Push button Manual Push type Coil Spring Flexible Tubing Fitted type
E Push button Manual Screw type Flat Spring Multi Tubing Flexible type
F Push button Manual Screw type Flat Spring Multi Tubing Fitted type
G Push button Manual Screw type Flat Spring Flexible Tubing Flexible type
H Push button Manual Screw type Flat Spring Flexible Tubing Fitted type
38

Prof. Abdulaziz M. El-Tamimi 19

Chp-6 Product Specifications 4/26/2023

Step 5. Reflect on the results and the process

 Has the solution space 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 into process?

39

Summary

• The concept generation process begins with a set of customer

needs and target specifications and results in a set of product
concepts from which the team will make a final selection.

• In most cases, an effective development team will generate

hundreds of concepts, of which 5 to 20 will merit serious
consideration during the subsequent concept selection activity.

• Despite the linear presentation of the concept generation process in

this chapter, the team will likely return to each step of the process
several times.
• Iteration is particularly common when the team is developing a
radically new product.
40

Prof. Abdulaziz M. El-Tamimi 20

Chp-6 Product Specifications 4/26/2023

41

Prof. Abdulaziz M. El-Tamimi 21

 Chapter 7
Concept Generation
L07C:TRIZ
THE THEORY OF SOLVING INVENTIVE PROBLEMS

Concept Generation

L07B

2
 Origins of TRIZ
TRIZ comes from Russia, initially and
primarily the work of Genrich
Altshuller, a great engineer and
inventor, perhaps one of the greatest
engineers of the twentieth century,
whose work helps all other
engineers. Genrich Altshuller (1926-1998)

400.000 inventive solutions (more than 1.5 mln. studied by today)

TRIZ: THE THEORY OF SOLVING INVENTIVE PROBLEMS

Abbreviated in Russian “Teoria Reshenia Izobretatelskih Zadatch
3

WHAT IS TRIZ?
• TRIZ is an engineering problem solving methodology which
successfully summarizes past solutions and successes to show us
how to systematically solve future problems.
• TRIZ keeps engineers doing what they do best – solving problems –
and takes away nothing but time wasting, brain deadening,
complex and irrelevant detail.
• TRIZ helps engineers power forward to useful and practical
answers.
• TRIZ Delivers Systematic, Guaranteed Innovation and Creativity
• TRIZ – Helps Us Understand the Problem and All its Solutions
• TRIZ Simplifies Systems to Maximize Benefit and Minimize Costs
and Harms
• TRIZ Helps Us Overcome Psychological Inertia

4
 Navigating within Search Space: Mental
Inertia

“Strong” Solutions

All Search Space Most Ideal Solutions

(max value/lowest costs)

Systematic Methods:
Re-use of previous
Random Methods: experience
Trials & Errors
Morphological Matrix
Brainstorm TRIZ
Synectics …
Lateral thinking
...

Made with TRIZ

Sales Increase: Benefits: Euro

US$ 1.5 billion 2.0 billion

1st year of sales:

US$ 135 million
24 plants are
ordered

6 “unsolvable” Winning tender:

problems solved US$ 1.0 billion

6
 How TRIZ helps to solve problems
 Instead of random search for new ideas, TRIZ offers to abstract
certain features of a problem and solve the problem by using TRIZ
Techniques and Knowledge Bases of previous inventive knowledge.
TRIZ SOLUTION PATTERNS AND INVENTIVE PRINCIPLES

ABSTRACT ABSTRACT
PROBLEM SOLUTION

SITUATION SPECIFIC SPECIFIC EVALUATION &

ANALYSIS SOLUTIONS SELECTION
PROBLEM
Left Brain Right Brain
TRIALS & ERRORS
SEARCH SPACE

TRIZ Roadmap
PROBLEM SOLVING INNOVATION FORECAST
Eliminate specific Discover problems and Disruptive Innovation
negative /undesired improve system change Roadmapping
effect system’s functionality

Value-Conflict
Root Conflict Su-Field Function Mapping
Analysis (RCA+) Analysis Analysis
Contradiction Trees
IE361 Physical
Function Model
Contradiction
Technical
Evolutionary Radar
Contradiction
Su-Field Model Trimming

Trends and Lines

Contradiction 76 Inventive of Technology
Databases of
Matrix Standards Evolution
Effects

40 Inventive Principles
ARIZ Assessment and selection

8
 Modern TRIZ Toolbox

Place of Generation

TRIZ Tools and Methods

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SITUATION
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ANALYSIS:
CHALLENGE KEY ISSUE/ TECHNIQUES BUILDING AND
DEFINING
MAPPING PROBLEM AND TOOLS IDEAS SELECTION
PROBLEMS
AND SELECTION TO GENERATE PORTFOLIO OF BEST
AND
DECOMPOSING NEW IDEAS CANDIDATES
OPPORTUNITIES

ANALYSIS GENERATION SELECTION

10
 TRIZ Light Process
1
Study a situation and select main negative/undesired
effect L07A
Product Function Analysis
2 Identify negative effects and conflict Subproblmes
(Contradictions) (via FD, FAST or independently)
3 L05 & L06
Rank conflict causes and select a cause to solve Customer Needs
4
Product Specifications
Use Contradiction Matrix and 40 Inventive Principles

5
Register ALL produced ideas

NO Reformulate contradiction and

Satisfactory ideas repeat the process since step 4 or
found? select another “&” cause
YES
6
Rank found ideas

11

Contradiction
 A contradiction arises when two incompatible demands or
requirements are placed on the same system (object) and
conflict with each other.

+A -A

 A contradiction is a simple clash of solutions. Either we want

opposite solutions, or by introducing a new solution, i.e. an
improving change to one feature in a system, another feature
in our system has got worse
12
 Smarthone: Growing Screen

Amount of Information

Screen Size

13

Emergence of Contradiction
Amount of Information

Screen Size

Use comfort • A mobile phone should be small to provide

portability and large to be ergonomic

• A city bus should be long to carry many

passengers and short to make turns in narrow
city streets

Screen Size • A hiker’s coffee cup should be large to

provide more capacity and small to be
easy to pack and carry.

14
 What does a creative person do?
 Avoids compromising and
optimizing.
 To achieve maximum benefits,
contradictions should be fully
eliminated, not compromised.
 Overcoming contradictions is a
driving force behind systems
evolution. Resolving
contradictions instead of
compromising or optimizing,
results in breakthrough solutions.

15

Solutions: Eliminating Contradictions

16
 Resolving the Contradiction
Use comfort

Screen Size
Amount of Information Amount of Information

Screen Size Screen Size

17

Three Types of contradictions in TRIZ

• Administrative contradiction (AC): contradiction between the
demands and the possibility to meet these demands.
It is rather easy to identify it. It is often assigned by the
administration or by a customer and is worded in the following
way: “It is necessary to do something, but it is not known how to
do it”.
• Technical contradiction (TC): is a contradiction between certain
parts, features, or parameters of the system. TC appears in case of
improving certain parts (features or parameters) of the system due to
inadmissible deterioration of other parts, features, or parameters.
• I get something good but I then also get something bad
• Physical contradiction (PC): expecting a certain part of the
technical system to have diametrically opposing properties (for
example physical).
• We want opposite solutions – for example, high and low.
18
 Principles of Resolving Contradictions
• G. Altshuller created a system of 40 main principles for
eliminating contradictions
• PCs and TCs can be solved with the 40 Inventive Principles
but the two routes to locating the relevant principles are very
different.
• The Contradiction Matrix is used solving TCs.
• The Separation Principles are used for understanding and
solving the types of PCs; each Separation Principle offers a
selection of the 40 Principles which help solve or guide us to
solution concepts to overcome particular physical
contradictions.

19

Methods of Resolving Physical Contradiction

Separate in • One solution at one time, the opposite solution at another

Time • Examples: Traffic light, Screen saver
Separate in • One solution in one place, the opposite solution at
Space another
• Examples: Overpass road; Disabled parking zones
Separate • Opposite solutions in the same place and at the same time
on • One solution for one element - the opposite for another
Condition • Examples: Photochromic sunglasses; Motion sensor
lights
Separate • Separate by Scale (to Sub-system or Super-System)
by System Switch to Inverse System
• Switch to Another System
• Examples: Bicycle chain; Lego
20
 The Contradiction Matrix
• It is a 39 × 39 asymmetric matrix and was built by
analyzing thousands of Russian patents.
• Matrix maps patent solutions to contradictions to guide
us to which of the 40 Inventive Principles solve particular
technical contradictions.
• The matrix answers the question:
• How can I improve X without making Y worse?
and guides us to up to four principles for each contradiction.

• The 39 Technical Parameters describe features/functions

of engineering systems

21

39 Technical Parameters
1 Weight of moving object 21 Power
2 Weight of stationary object 22 Loss of energy
3 Length of moving object 23 Loss of Substance
4 Length of stationary object 24 Loss of Information
5 Area of moving object 25 Loss of Time
6 Area of stationary object 26 Quantity of Substance
7 Volume of moving object 27 Reliability
8 Volume of stationary object 28 Measurement Accuracy
9 Speed 29 Manufacturing Precision
10 Force (Intensity) 30 Object affected harmful factors
11 Stress or pressure 31 Object-generated harmful factors
12 Shape 32 Ease of manufacture
13 Stability of the object’s composition 33 Convenience of Use
14 Strength 34 Ease of repair
15 Duration of action by moving object 35 Adaptability or versatility
16 Duration of action by Stationary object 36 Device complexity
17 Temperature 37 Difficulty of detecting and measuring
18 Illumination Intensity 38 Extent of automation
19 Use of energy by moving object 39 Productivity
20 Use of energy by stationary object
22
 TRIZ 40 Principles
1 Segmentation* 21 Rushing Through*
2 Taking Out* 22 Blessing in Disguise*
3 Local Quality* 23 Feedback
4 Asymmetry* 24 Intermediary*
5 Merging* 25 Self-Service*
6 Universality* 26 Copying*
7 Nested Doll* 27 Cheap Short-Living Objects*
8 Anti-Weight 28 Replace Mechanical System
9 Prior Counteraction 29 Pneumatics and Hydraulics
10 Prior Action* 30 Flexible Membranes / Thin Films
11 Cushion in Advance* 31 Porous Materials
12 Equipotentiality 32 Color Change*
13 The Other Way Round* 33 Homogeneity
14 Spheroidality - Curvature 34 Discarding and Recovering
15 Dynamics* 35 Parameter Change
16 Partial or Excessive Action* 36 Phase Transition
17 Another Dimension* 37 Thermal Expansion
18 Mechanical Vibration 38 Accelerate Oxidation
19 Periodic Action 39 Inert Environment
20 Continuity of Useful Action* 40 Composite Materials
* Principles, Which Are Most Often Used
23

Contradiction Matrix
Stability of the object’s

Measurement accuracy
Duration of action of a

Duration of action of a

Quantity of substance

Improve this one

Area of moving object

Difficulty of detecting
Illumination Intensity

Extent of automation
Volume of stationary

Ease of manufacture
Weight of Stationary

Length of Stationary

Convenience of Use
Loss of information

Separation Principles for Solving Physical Contradictions

Use of energy by a

Use of energy by a
Stress or pressure

Loss of substance

Device complexity
Volume of moving
Area of stationary

Without making
Weight of moving

Length of moving

Object-generated
stationary object

stationary object
Force (intensity)

Object-affected
harmful factors

harmful factors

and measuring
Loss of energy

Adaptability or
Manufacturing
Parameters

moving object

moving object

Ease of repair

This one worse Separation Principles

Temperature
composition

Loss of time

Productivity

40 Inventive Principles
Reliability

versatility
precision
Strength

Space Time Condition Scale

Object

Power
Speed

Shape
object

object

object

object

object

object

1 Segmentation r   
39 Technical 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 2
15 8 29 17 29 2 2 8 8 10 10 36 10 14 1 35 28 27 5 34 6 29 19 1 35 1212 36 6 2 5 35 10 24 10 35 3 26 3 11 28 27 28 35 22 21 22 35 27 28 35 3 2 27 29 5 26 30 28 29 26 35 35 3
Taking Out r
1 Weight of moving object -- - - - -
3 Local Quality
Weight of stationary object
29 34
10 1
38 34
35 30
40 28
5 35
15 38 18 37
8 10
37 40
13 29
35 40
13 10
19 39
26 39
18 40
28 2
31 35
2 27
4 38
28 19
32
19 32
34 31
18 31 34 19 3 31
18 19
15 19 18 19 5 8
35 20 28 18 31
10 15 10 20 19 6
1 27
10 28
35 26
18 26
26 18
10 1
18 27
2 19
31 39 1 36 2 24
35 22 28 1 6 13
28 11
2 27
15 8
19 15
36 34
1 10
26 32
25 28
18 19
2 26
24 37
1 28 r 
2 - - - - - - -
29 35 13 2 14 2 19 35 10 18 29 14 1 40 10 27 19 6 32 22 35 1828 128 15 13 30 35 35 26 18 26 83 28 35 27 22 37 1 39 9 1 32 28 11 29 26 39 17 15 35 15 35 4 Asymmetry
3 Length of moving object
8 15
- -
15
-
7 17
-
13 4 17 18 18 1 8 8 35
19 -
10 15
32
8 35
-
1 35
7 2 4 29
1 24
15 2
29 35
10 14 28 10 28 1 15
17 15
1 29 15 29 1 28 14 15 1 19 35 1 17 24 14 4 r
29 34 17 4 4 35 8 10 4 35 10 29 15 34 29 34 19 24 35 39 23 10 29 29 40 32 4 29 37 17 24 17 35 4 10 1 16 26 24 26 24 26 16 28 29 5 Merging
4 Length of stationary object
35 28
- -
17 7
-
35 8
- 28 10
1 14 13 14 39 37 15 14
-
1 40 3 35
3 25 - 12 8 6 28
10 28
24 26
30 29 15 29 32 2 32
1 18
15 17
2 25 3 1 35 1 26 26
30 14 
40 29 10 40 2 14 35 15 7 35 28 26 35 39 18 24 35 14 28 28 3 10 27 7 26 6 Universality
5 Area of moving object
2 17
-
14 15
- -
7 14 29 30 19 30 10 15 5 34 11 2 3 15
63 -
2 15 15 32
19 32 -
19 10 15 17 10 35
30 26 26 4
29 30
29 9
26 28 22 33
2 32
17 2 13 1 15 17 15 13
15 30
14 1 2 36 14 30 10 26 
29 4 18 4 17 4 4 34 35 2 36 28 29 4 13 39 40 14 16 19 13 32 18 30 26 2 39 6 13 32 3 28 1 18 39 26 24 13 16 10 1 13 26 18 28 23 34 2 7
30 2 26 7 1 18 10 15 2 10 35 39 17 7 10 14 10 35 2 18 32 35 26 28 2 29 27 2 22 1 1 18 2 35 10 15 Nested Doll r 
6 Area of stationary object - - - - - 2 38 40 - - 17 32 30 16 40 16 16 4 16 15 16 23
14 18 9 39 35 36 36 37 19 30 38 30 18 39 4 18 40 4 40 4 32 3 18 36 39 35 40 36 30 18 17 7 8
2 26 1 7 17 29 4 15 35 6 35 1 15 28 10 9 14 6 35 34 39 2 13 35 6 7 15 36 39 26 29 14 1 25 28 22 21 17 2 29 1 15 13 29 35 34 10 6 2 Anti-Weight 
7 Volume of moving object - - - - - 35 - 2 22 26 28 10 15 29 26 1
29 40 4 35 4 17 38 34 36 37 36 37 29 4 1 39 15 7 4 10 18 10 13 18 13 16 34 10 34 10 30 7 40 11 2 16 27 35 40 1 40 30 12 26 4 16 24 34
9 Prior Counteraction
8 Volume of stationary object -
35 10
19 14
35 8
- - -
2 18
24 35 7 2 35
34 28 9 14
-
35 34
35 6 4 - 30 6
10 39 35 16
35 3
2 35 35 10 34 39 30 18
35 1 1 31
2 17 35 37 
19 14 2 14 37 35 40 17 15 38 35 34 32 18 16 25 19 27 35 4 26 10 2
10 Prior Action
9 Speed
8 28
-
13
-
29 30
-
7 29
-
13 28 6 18 35 15 28 33 8 3 26 3 19
-
28 30 10 13 8 15
-
19 35 14 20 10 13
13 26
10 19 11 35 28 32 10 28 1 28 2 24 35 13 32 28 34 2 10 28 15 10 3 34
10 18

13 38 14 8 34 34 15 19 38 40 18 34 1 18 14 35 5 36 2 19 35 38 38 2 19 35 28 38 29 38 27 28 1 24 32 25 35 23 35 21 81 13 12 28 27 4 34 26 27 16
11 Cushion in Advance
10 Force (Intensity)
81 18 13 17 19
28 10
19 10 1 18 15 9 2 36 13 28 18 21 10 35 35 10 35 10
19 2
35 10
-
19 17 1 16 19 35
14 15
8 35 10 37 14 29 3 35 35 10 28 29 1 35 13 3 15 37 1 28 15 1 26 35 15 17 36 37
2 35
3 28 
37 18 1 28 9 36 15 36 37 12 37 18 37 15 12 11 40 34 21 14 27 21 10 36 37 18 37 40 5 36 18 36 13 21 23 24 37 36 40 18 36 24 18 1 3 25 11 10 18 18 20 10 19 35 37
12 Equipotentiality
11 Stress or pressure
10 36 13 29 35 10 35 1 10 15 10 15 6 35
35 24
6 35 36 35 35 4 35 33 9 18 3 19 3 35 39
-
14 24 10 35 2 36 10 35 37 10 14 10 13 6 28
3 35
22 2 2 33 1 35
11 2 35
19 1 2 36
35 24
10 14 
37 40 10 18 36 14 16 36 28 36 37 10 36 21 15 10 2 40 40 27 19 2 10 37 14 25 3 37 36 4 36 19 35 25 37 27 18 16 35 37 35 37
13 The Other Way Round
12 Shape
8 10 15 10 29 34 13 14 5 34 14 4 7 2 35 15 35 10 34 15 33 1 30 14 14 26 22 14 13 15 2 6 34
4 6 2 14
35 29 14 10
36 22
10 40 28 32 30 22 1
35 1
17 32 32 15 2 1 15 16 29 15 13 15 1 17 26 r 
29 40 26 3 5 4 10 7 4 10 15 22 35 34 18 37 40 10 14 18 4 10 40 9 25 19 32 32 14 35 34 17 16 32 1 40 2 35 1 28 26 13 1 29 1 28 39 32 34 10
14 Spheroidality - Curvature
13
Stability of the object’s
composition
21 35 26 39 13 15
37
2 11
39
28 10 34 28 33 15 10 35 2 35 22 1 17 9 13 27 39 3 35 1 32 3
13 19
27 4 32 35 14 2 2 14
35 27
15 32
13 18
35 24 35 40
35 19
32 35 2 35 35 30 2 35 35 22 1 8 23 35 r
2 39 1 40 1 28 13 19 39 35 40 28 18 21 16 40 18 4 15 10 35 35 23 32 27 15 29 18 27 31 39 6 30 40 35 30 18 27 39 30 10 16 34 2 22 26 39 23 35 40 3
15 Dynamics
14 Strength
1 8 40 26
40 15 27 1
1 15
8 35
15 14 3 34
28 26 40 29
9 40 10 15
28 14 7
9 14
17 15
8 13 10 18
26 14 3 14
10 3
18 40
10 30 13 17
35 40 35
27 3
26
30 10
40
35 19
19 35
10
35
10 26
35 28
35
35 28
31 40
29 3 29 10
28 10 27
11 3
3 27
16
3 27
18 35
37 1
15 35
22 2
11 3 32 40
10 32 28 2
27 15 3 2 13
11 3 32 28
27 3
15 40
15
29 35
10 14

16 Partial or Excessive Action
15
Duration of action by moving
object
19 5
34 31
-
2 19
9
-
3 17
19
-
10 2
19 30
-
3 35 19 2
5 16
19 3
27
14 26 13 3
28 25 35
27 3
10
-
19 35 2 19 28 6
39 4 35 35 18
19 10
35 38
28 27
3 18
10
20 10 3 35
28 18 10 40
11 2
13
3
3 27 22 15
16 40 33 28
21 39
16 22
27 1
4
12 27
29 10 1 35 10 4
27 13 28 15
19 29
39 35
6 10
35 17
14 19

17 Another Dimension
16
Duration of action by Stationary
object
-
6 27
19 16
-
1 40
35
-
35 34
38
- -
39 35
3 23
-
19 18
36 40
- 16
27 16
18 38
10
28 20 3 35
10 16 31
34 27 10 26
6 40 24
17 1
40 33
22 35 10 1 1 2
25 34
6 35
1
20 10
16 38
r
18 Mechanical Vibration
17 Temperature
36 22 22 35
6 38 32
15 15
19 9 19 9
3 35
39 18
35 38
34 39 35 6 2 28 35 10
40 18 4 36 30 3 21
35 39
19 2
14 22 1 35
19 32 32
10 30 19 13 19 18
22 40 39 36 40
32 30 19 15
21 16 3 17
2 14 21 17 21 36
17 25 35 38 39 31
35 28 3 17
21 18 30 39
19 35 32 19
3 10 24
24
22 33
35 2
22 35
2 24
26 27 26 27
4 10
16
2 17
16
2 18
27
3 27
35 31
26 2 15 28
19 16 35

19 Periodic Action
18 Illumination Intensity
19 1 2 35
32 32
19 32
16
19 32
26
2 13
10
13 19 26
10 19 6
32 30
32 3
27
35 19
2 19
6
32 35
19
32 1 32 35
19 1 15
32
13 16
1 6
13 1 1 6
19 1
26 17
1 19
11 15
32
3 32 15 19
35 19
32 39
19 35 28 26 15 17
28 26 19 13 16
6 32
13
32 15
15 1
19
2 26 2 25
10 16

20 Continuity of Useful Action
19 Use of energy by moving object
12 18
28 31
- 12 28 -
15 19
25
-
35 13
18
-
8 15 16 26
35 21 2
23 14
25
12 2 19 13
29 17 24
5 19 9 28 35
35 6 18
-
19 24 2 15
3 14 19
-
6 19 12 22 35 24
37 18 15 24 18 5
35 38 34 23
19 18 16 18
19 21
11 27
3 1
32
1 35
6 27
2 35
6
28 26
30
19 35
1 15
17 28
2 29
27 28
35 38
15 17
13 16
32 2
12 28
35

21 Rushing Through
20
Use of energy by stationary
object
-
19 9
6 27
36 37
27 4
29 18
35
19 2
35 32
-
28 27
18 31
3 35
31
10 36
23
10 2
22 37
19 22
18
1 4
19 35
16 25
1 6 
22 Blessing in Disguise
21 Power
8 36 19 26
38 31 17 27
1 10
35 37
19 38
17 32 35 6 30 6
13 38 38 25
15 26 2 22 10
35 2 36 35 35
29 14 35 32
2 40 15 31
26 10 19 35
28 10 38
16
2 14 16 6 16 6
17 25 19 19 37
10 35 28 27
38 18 38
10 19
35 20 4 34
10 6 19
19 24
26 31
32
15 2
32 2
19 22
31 2
18 2
35
26 10 26 35 35 2 19 17 20 19 19 35
34 10 10 34 34 30 34 16
28 2 28 35
17 34

23 Feedback
22 Loss of energy
15 6 19 6
19 28 18 9
7 2 6 38
6 13 7
15 26 17 7 7 18
17 30 30 18 23
7
16 35
38
36 38
14 2
39 6
26
19 1 13
38 7 32 15
3 38
35 27
2 37
19 10
10 18 7 18
32 7 25
11 10
35
32
21 22
35 2
21 35
2 22
35
32 1
2 19 7 23
35 3
15 23
2
28 10
29 35

24 Intermediary
23 Loss of Substance
35 6 35 6
23 40 22 32
14 29 10 28
10 39 24
35 2 10 18 1 29 3 39
10 31 39 31 30 36 18 31
10 13 14 15 3 36
28 38 18 40 37 10
29 35 2 14
35 30 40
35 28 28 27 27 16
31 40 3 18 18 38
21 36 1 6 35 18 28 27 28 27 35 27
39 31 13 24 5 12 31 18 38 2 31
15 18 6 3
35 10 10 24
10 29
39 35
16 34 35 10 33 22
31 28 24 31 30 40
10 1
34 29
15 34 32 28 2 35 15
33
35 10 35 18
2 24 34 27 10 2 28 24 10 13
35 10 28 35
18 10 23 r 
25 Self-Service
24 Loss of Information
10 24 10
35 35 5
1 26 26 30 26 30 16 2 22 26 32 10 10 19 10 19 19 10
24 26 24 28
28 32 35
10 28
23
22
10 1
10 21
22
32 27 22 35 33 35
13 23
15 
26 Copying
25 Loss of Time
10 20 10 20
37 35 26 5
15 2
29
30 24 26 4 5
14 5 16
10 35
17 4
2 5 34
10
35 16
32 18
10 37
36 5
37
36 4
4 10 35 3
34 17 22 5
29 3 20 10
28 18 28 18
28 20
10 16
35 29
21 18
1 19 35 38
26 17 19 18
35 20 10 5
1
10 6 18 32
35 18
10 39
24 26
28 32
35 38
18 16
10
30 4
24 34 24 26 35 18
28 32 28 18 34
35 22
18 39
35 28 4 28 32
34 4 10 34 10 1
35 28 6 29
18 28
32 10
24 28
35 30 r 
35 6 27 26 29 35 15 14 2 18 15 20 35 29 35 10 36 15 2 14 35 3 35 3 35 3 17 34 29 3 35
7 18 63 24 28 35 38 18 3 3 2 35 33 3 35 29 1 35 29 2 32 15 3 3 13 3 27 13 29 27 Cheap Short-Living Objects
26 Quantity of Substance
18 31 18 35 14 18 29 40 4 29 34 28 14 3 14 3
35 14
17 40 34 10 10 40 31 39 16 18
35
2531 10 24 35 18 16 28 40 28
33 30
29 31 40 39 35 27 25 10 10 25 29 27 10 29 18
8 35
3 27  
3 8 3 10 15 9 15 29 17 10 32 35 3 10 2 35 21 35 8 28 10 24 35 1 2 35 34 27 3 35 11 32 21 11 21 11 10 11 10 35 10 21 28 32 3 11 27 35 35 2 27 17 13 35 13 27 40 11 13 1 35 28 Replace Mechanical System
27 Reliability
10 40 8 28 14 4 28 11 14 16 40 4 14 24 24 11 28 10 3 35 19 16 11
11 28
3 25 6 40 10 13 27 19
36 23
26 31 35 29 39
10 28
30 4 40 3 11 23 32 1 2 40 40 26 40
1 11
8 24 35 1 28 27 29 38 
32 35 28 35 28 26 32 28 26 28 26 28 32 28 13 6 28 6 28 32 35 28 6 28 6 10 26 6 19 6 1 3 6 3 6 26 32 10 16 24 34 2 6 5 11 28 24 3 33 6 35 1 13 1 32 13 27 35 26 24 28 2 10 34 29 Pneumatics and Hydraulics
28 Measurement Accuracy
26 28 25 26 5 16 3 16 32 3 32 3 13 6 32 24
32 2
32 32 13 32 32 24 28 24 32 32 32 27 31 28 28 32 32 1 23 22 26 39 10 25 18 17 34 13 11 35 2 10 34 32 28 10 34 28 32  
28 32 28 35 10 28 2 32 28 33 2 29 32 25 10 10 28 28 19 32 30 3 27 13 35 31 32 26 11 26 28 4 17 1 32 26 2 26 28 10 18 30
29 Manufacturing Precision
13 18 27 9 29 37 10 29 32 18 36 23 2 35 32 34 36
3 35
40
30 18 3 27
40
19 26 3 32 32 2 32 2
32 2 10 24 28 18
32 30
32 1 10 36 34 26 35 23
25 10
18 18 23 32 39 Flexible Membranes / Thin r
30 Object affected harmful factors
22 21 2 22
27 39 13 24
17 1
39 4
1 18
22 1
33 28
27 2
39 35
22 23
37 35
34 39
19 27
13 35 22 2
39 18 37
21 22
35 28
22 1
3 35
35 24
30 18
18 35 22 15
37 1 33 28
17 1
40 33
22 33
35 2
1 19
32 13
1 24 10 2 19 22 21 22
6 27 22 37 31 2 35 2
33 22
19 40
22
10 2
35 18
34
35 33 27 24
29 31 2 40
28 33 26 28
23 26 10 18
24
35 2
2 25 35 35 11 22 19
28 39 10 2 22 31 29 40
22 19
29 40
33 3 22 35
34 13 24
31 Films Materials
Porous 
Object-generated harmful 19 22 35 22 17 15 17 2 22 1 17 2 30 18 35 28 2 33 35 28 35 40 15 35 15 22 21 39 22 35 19 24 19 18 2 35 21 35 10 1 10 21 3 24 24 2 3 33 4 17 19 1 2 21 22 35
32 Colour Change
31
factors 15 39 1 39 16 22 18 39 40 40 35 4 1 40 27 18 3 23
35 1
27 39 22 2 33 31 16 22 2 24 39 32
2 35 6
22 18 2 22 34 29
1 22
39 1 40 39 26 34 26 31 27 1
2
18 39 
28 29 1 27 1 29 15 17 13 1 13 29 35 19 35 13 1 28 1 13 1 3 10 27 27 26 28 24 28 26 27 1 15 34 32 24 35 28 35 23 1 35 2 5 35 1 2 13 27 6 28 8 28 35 10
33 Homogeneity
32 Ease of manufacture
15 16 36 13 13 17 27 26 12
16 40
1 40
35 35 12
1 37 81 13 27 11 32 1 4
35 16
18 27 1 27 1
14
12 24
19 35
33 18 16 34 4 1 24 12 18
24 2
13 16 11 9 15 26 1 11 1 1 28 1 
25 2 6 13 1 17 1 17 18 16 1 16 4 18 28 13 2 32 18 13 15 34 32 35 32 40 29 3 8 1 16 26 27 13 17 1 13 35 34 2 19 28 32 4 10 4 28 17 27 25 13 1 32 2 25 25 12 26 15 34 32 26 1 34 15 1
34 Discarding and Recovering
33 Convenience of Use
13 15 1 25 13 12 13 16 15 39 35 15 39 31 35 12 34 29 28 30 3 28 25 25 13 1 24 24 2 10 13 2 24 27 22 10 34
12 35
8 40 2 34 35 23 28 39 12 1 32 1 16 12 17 12 3 28 
2 27 2 27 1 28 3 18 15 13 25 2 1 11 1 13 11 1 11 29 15 1 15 1 15 10 15 1 2 35 32 1 2 28 11 10 10 2 35 10 1 35 1 12 7 1 35 1 34 35 1 32
35 Parameter Change
34 Ease of repair
35 11 35 11 10 25 31 32
16 25
35 11
1 34 9
10
13
24
2 35
29 28 27
1 4 10
13 28 16 32 2 32 19 34 27 10 25 10 25 1 16 13
25 10
2 16 11 10 26 15 4 16 13 11 7 13 10 
16 19 15 35 1 1 35 35 30 15 35 35 10 15 37 15 17 35 30 35 3 13 1 27 2 6 22 19 35 19 1 18 15 10 3 35 35 13 35 5 35 11 1 13 15 34 1 16 15 29 27 34 35 28
36 Phase Transition
35 Adaptability or versatility
15 8 29 16 29 2 16 29 7
15 16
29 14 18 20
35 16
14 32 6 35
2 16
3 35 26 1 29 13 29 15 1 2 13
35 28
15 8 24 1 10 32 31 31 1 16 7 4 37 28
1
35 6 37 
26 30 2 26 1 19 14 1 34 34 10 29 13 19 1 2 22 2 13 10 4 2 17 24 17 27 2 20 19 10 35 35 10 13 3 13 2 26 26 24 22 19 27 26 27 9 29 15 15 10 15 1 12 17
36 Device complexity 37 Thermal Expansion
Difficulty of detecting and
34 36 35 39 26 24
26
13 16
6 36
26 6
1 16
28 28 15
26 16
35 17 19 28 28 15 13 13 28 29 30 34 13 2 28 29
6 29
27 10 35 1 10 34 32 29 40
19 1
1 13 26 24
1 13
28 37 37 28 24 28 
27 26 6 13 16 17 2 13 2 39 29 1 2 18 3 4 27 13 36 28 35 36 11 22 27 3 19 29 25 34 3 27 2 24 19 35 19 1 35 3 1 18 35 33 18 28 3 27 27 40 26 24 22 19 5 28 15 10
37 26 35 38 2 21 25 12 26 1 15 34 21 35 18 38 Accelerate Oxidation
measuring 28 13 28 1
28 26 28 26
26 24
14 13
18 17
17 14
30 16 4 16
35 13
26 31 16 35 1 39
15 32
40 19 37 32 39 30 15 28 39 25 6 35 35 16 26
26 2 8 32 2 32
16 16 10 15 19
28 2
10 24
35 10
27 22 32 9
24 28
29 18 28 8
11 27
32 28
28 26 28 26
29 28 11 29
1 26
37 28
1 12 1 35 27 4 15 24 34 27 5 12

38 Extent of automation
18 35 35 10 17 28
23
13 16
28 10 2 35 13 35
1 13
18 1 25 13 6 9
19 19 13 27
23 28
18 5
35 33
35 30
35 13
32 10 34 18 23
2 33 2
13 34 3 13 1 35 10 25 35 26 39 Inert Environment 
35 26 28 27 18 4 30 7 10 26 10 35 2 6 34 35 37 28 15 10 37 14 10 35 3 29 28 35 10 20 10 35 21 26 17 35 10 35 20 28 10 28 10 13 15 1 35 1 10 18 10 22 35 35 22 35 28 1 28 1 32 1 35 12 17 35 18 5 12
39 Productivity
24 37 15 3 28 38 14 26 34 31 17 7 10 10 2 10 36 14 34 40 22 39 10 18 2 18 16 38 28 10 19 1 38 19
1
10 29 35 35 23 23
35 38
10 38 34 28 32 1 13 24 18 39 2 24 7 19 10 25 28 37 28 24 27 2 35 26
40 Composite Materials r 

24
 Selecting Principles in Altshuller Matrix

Negative effects
Altshuller Matrix:
on the basis of analysis
of thousands of
patents

Generalized technical
Positive effects

parameters

Inventive Principles. The most

frequently used principle is
mentioned first.

25

Translating to Altshuller Matrix

Positive effect Negative effect

Cause
Negative effects
Positive effects

The same specific positive or negative Selected

effect can be translated to several effects Inventive
in Altshuller Matrix. In such cases several Principles
combinations of Inventive Principles have
to be checked

26
 Translating to Altshuller Matrix

Positive effect Negative effect

Cause
Negative effects
Positive effects

If the same Principle presents in

both (or more) boxes, it must be
checked first.

27

Inventive Principle #1: Segmentation

#1: SEGMENTATION Examples
• Sectional furniture, modular computer components,
folding wooden ruler.
• Short garden hoses can be joined together to form any
length needed.
• An airplane wing consisting of several segments that can
Strategies and recommendations change the overall wing geometry.
• Segmented chocolate bars for easy breaking.
 Divide an object into independent parts or linked • "Segmented" geometry of a knife's blade makes it
parts. possible to better cut through porous objects.
 Divide an object into parts so that some its part can • Making a mobile phone as two connected segments.
be easily taken away (and brought back) when • A dish plate with sections for different types of foods.
necessary. • Rock can be crushed precisely by a series of micro-
 Increase the degree of the object's segmentation explosions.
(fragmentation) by composing the object from a • Instead of a single action to polish a diamond's surface
number of smaller objects, granules, powder, liquid or with a high force, series of actions with smaller forces
gas. provides a higher quality of polishing.
 Increase the degree of a process segmentation.

28
 Examples: Segmentation

Foldable ruler Sectional air duct

Sectional sofa and bookshelf Train

Windows interface Tea Clipper

Roller conveyor
Segmented screen
and bracelet

29

Examples: Merging

Swiss knife with USB

Massaging shower head

Alarm with CD player

Plane - helicopter

30
 More Opportunities
 A specific contradiction can be translated to more than one
contradiction between the generic parameters in the Contradiction
Matrix. In such cases record another couple of generic parameters. Limit
yourself to 4 couples.
 Check if there are common inventive principles proposed by different
couples. If such common principles exist, they should be applied first.
 The list of selected Inventive Principles should include:
• 1) Common Principles
• 2) First 1-2 principles for each couple.
 Limit your list of Inventive Principles to 6-7.

31

Applying Inventive Principles

Apply recommendations given by an inventive principle
to a system’s part (or it might be a whole system)
which is involved to causing both positive and negative
effects.
Always check resources available – can they be used to
solve a problem according to a selected inventive
principle?
Use combinations of generated ideas to produce
new ideas.

32
 Example: the nailer
• Mission statement (L04): L07A
o Use nails (as opposed to adhesives, screws
etc.) L07B
o Be compatible with nail magazines on
existing tools
o Nail into wood
o Be hand-held
• Customer needs (L05):
o The nailer inserts nails in rapid succession
o The nailer works into tight spaces
o The nailer is lightweight
o The nailer has no noticeable nailing delay
after tripping tool
• Target specifications(L06)
o Nail lengths from 25 to 38 mm
o Maximum nailing energy of 40 J/nail
o Nailing force of up to 2,000 N
o Peak nailing rate of 1 nails/second
o Average nailing rate of 12 nails/min
o Maximum trigger delay of 0.25 second
o Tool mass less than 4 kg

33

The Technical Contradictions

Example 1: The Nailer (Nail Gun)
Improving Feature Degraded Feature Principles
(what to improve) (what gets worse)
Nailing force Nailing energy 19- Periodic Action
35-Parameter Change
18- Mechanical Vibration
37-Thermal Expansion
Nailing Power Weight 19- Periodic Action
26- Copying
27- Cheap short life
17- Another Dimension

For example, a contradiction in the nailer problem might be that increasing power
(a desirable characteristic) would also tend to increase weight (an undesirable
characteristic).

34
 Concept Generation:
Example 1:The Nailer
TRIZ Contradiction TRIZ Generic Solution
Improving Degraded TRIZ
Explanation Project Ideas
Feature Feature Principle
• Change an object's
aggregate state:
instead of solid objects
use liquids and gases, • A body having a compressed air
and vice versa. mechanism mounted in the body
• Change concentration • A body of a gas explosion
or consistency of solid mechanism mounted in the
objects, gases or body
35- • A body of exploded material
liquids.
10-Force 21-Power Parameter mounted in the body.
• Change the degree of
changes • A vacuum mechanism
flexibility of objects. mounted in the body
• Change the • Low/ High pressure
temperature. mechanism mounted in the
• Change pressure. body
• Vary parameters of • ……………………………
your system adaptively.
• Change sensory
parameters.
35

Concept Generation:
Example 1:The Nailer
TRIZ Contradiction TRIZ Generic Solution
Improving Degraded TRIZ
Explanation Project Ideas
Feature Feature Principle

• Design wheels with a

• Instead of continuous mechanism as drive for pulsed
action use periodic, actions
pulsed actions. • Design a mechanism to
• Vary periodicity convert the high rotational
19- Periodic speed to force.
10-Force 21-Power according the
action • Design mechanism working
operating conditions with double spring to increase
• Use pauses between the force
pulses to perform • ……………………………
some other action .

36
 Concept Generation:
Example 1:The Nailer
TRIZ Contradiction TRIZ Generic Solution
Improving Degraded TRIZ
Explanation Project Ideas
Feature Feature Principle

• Make an object or its

part vibrate or oscillate.
• If an object is in
oscillatory motion,
increase the frequency
of oscillations. • Design a mechanism with high
• Use resonance liner vibration
18- frequencies. • Design piezoelectric
10-Force 21-Power Mechanical • Use ultrasonic mechanism
Vibration frequencies. • Design electromagnetic
• Use piezoelectric mechanism
vibrators instead of • ………………………….
mechanical ones.
• Use ultrasonic
frequencies in
combination with
electromagnetic field

37

Concept Generation:
Example 1:The Nailer
TRIZ Contradiction TRIZ Generic Solution
Improving Degraded TRIZ
Explanation Project Ideas
Feature Feature Principle

• Use thermal
expansion or
contraction of
materials.
• Use effects similar to
thermal expansion: • Find high thermal expansion
37- Thermal magnetostriction, material
Expansion electrostriction. • Design a mechanism for
10-Force 21-Power
(Strategic • Merge two materials reaction of merging two or
Expansion) with different more materials.
coefficients of • ………
thermal expansion.
• Use dynamic
"expansion-
contraction“ effects.

38
 Concept Generation:
Example 1:The Nailer
1. A body having a compressed air mechanism mounted in the body
2. A body of a gas explosion mechanism mounted in the body
3. A body of exploded material mounted in the body.
4. A vacuum mechanism mounted in the body
5. Low/ High pressure mechanism mounted in the body
6. Design wheels with a mechanism as drive for pulsed actions
7. Design a mechanism to convert the high rotational speed to force.
8. Design mechanism working with double spring to increase the force
9. Design a mechanism with high liner vibration
10. Design piezoelectric mechanism
11. Design electromagnetic mechanism
12. Design a mechanism for reaction of merging two or more materials.

39

The Technical Contradictions

Example 2: The Nailer (Nail Gun)
For example, a contradiction in the nailer problem might be that increasing power (a
desirable characteristic) would also tend to increase weight (an undesirable
characteristic).

Improving Feature Degraded Feature Principles

(what to improve) (what gets worse)
Nailing Power Weight 19- Periodic Action
26- Copying
27- Cheap short life
17- Another Dimension

TRIZ Contradiction TRIZ Generic Solution

Improving Degraded TRIZ
Explanation Project Ideas
Feature Feature Principle

2-Weight
Instead of continuous
of Periodic
21-Power action, use periodic Multiple impacts
stationary action
or pulsating actions.
object

40
 The Technical Contradictions
Example 3: The Nailer (Nail Gun)
In this case, you could use TRIZ principles
35, 28, 40 and 29 as triggers to help your
brainstorming group generate more ideas.

41

Example 4: A Vacuum Cleaning Robot

Its frontal part is made of rubber

to adjust to the corners

A Vacuum Cleaning Robot

(by Samsung)

But dogs love to chew on rubber!

(and the robot gets quickly destroyed)

42
 Example 4: Contradiction Analysis with
RCA+

Rubber part is broken

Rubber is cheap

A dog chews on Time of chewing Pressure on the Rubber has

rubber Is too long rubber is too high insufficient strength

Needs access
corners

WeDlol agdsalopvtse Rubber is easy

to to access
Entecrotraninermsent
Teeth of a dog are too Jaws of a dog are too
Rubber is elastic sharp strong

43

Example 4: Translation to Contradiction Matrix

Solution Strategies
35. Change Parameters
• Change the concentration or consistency.
• Change the degree of flexibility. (Vulcanize rubber to change its flexibility and
durability.)
3. Local Quality
• Change an object's structure from uniform to non-uniform or change an
external environment (or external influence) from uniform to non-uniform.
32. Change Color
• Change the transparency of an object or its external environment..
44
 Example 4: Solution

45

TRIZ-based Criteria
TRIZ-based criteria are five essential TRIZ criteria for
solving problems:
• The problem is solved in full
• Contradiction is resolved in a win-win way
• No harmful side effects
• High degree of ideality
• Solution provides extra benefits

46
47
 IE361
Product Design and Innovation
Chapter 8
Concept Selection

What is The Concept Selection?

Product Development Process

Concept System-Level Detail Testing and Production

Planning
Development Design Design Refinement Ramp-Up

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

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Concept selection is the process of evaluating concepts with respect to

customer needs and other criteria, comparing the relative strengths and
weaknesses of the concepts, and selecting one or more concepts for further
investigation, testing, or development
2
 Concept Selection
Concept selection is a process of:
– evaluating concepts
– comparing the relative strengths and weaknesses of the
concepts
– selecting one or more concepts for further investigation,
testing or development
• All concepts at this phase satisfy the key customer needs, but
only one (or more) can be pursued further
• The designs are still abstract, which makes the decision making
difficult
• The main objective is not to select a concept, but to develop a
concept

Concept selection: Overview

• Two-stage concept selection methodology:
– Concept Screening
• A quick, approximate evaluation aimed at producing a few
viable alternatives
• For a small number of concepts with simple decision making
only concept screening will be sufficient
– Concept Scoring
• More careful analysis in order to choose the most promising
single concept
• Both stages use a selection matrix in order to
– Rate
– Rank
– Combine
– Select
4
 How Concept Selection is generated?

Concept Development Funnel

Concept selection process

Winning Concept(s)

concept generation
concept screen ing
concept scoring
concept testing

Concept Selection is a team-based decision-making effort that aims at

finding (generating) the best solution concept (What is a best solution
concept??)
Concept Selection focuses on identifying positives and negatives in all
concepts (Positives in a weak concept could be combined with a stronger
concept to generate the best concept)
5

A Generic Concept Selection Process

1. Prepare the selection matrix.

2. Rate the concepts.
3. Rank the concepts.
4. Combine and improve the concepts
5. Select one or more concepts.
6. Reflect on the results and the process.

Concept Selection Methods

 Pugh Selection Matrix
 Multi-Criteria Decision Making Tools

 Group Decision Making Tools

6
 What is The Concept Selection Process?

Goal: The goal is not to select the best concept but to develop the best
concept by combining and/or refining

Concept Ratings

Screening

Scoring
Stage

Stage
Winning Concept(s)
Selection Criteria

Concepts

1. Prepare the Matrix 1. Prepare the Matrix

2. Rate Concepts 2. Rate Concepts
3. Rank Concepts 3. Rank Concepts
4. Combine and Improve 4. Combine and Improve
5. Select Best Concept 5. Select Best Concept
6. Reflect on the Process 6. Reflect on the Process

What is The Concept Selection Process?

Screening Process-Pugh's METHOD Scoring Process-Pugh's METHOD

 Prepare the Matrix –  Prepare the Matrix –

– Criteria – Criteria
– Select Reference Concept – Weightings
 Rate Concepts
 Rate Concepts – Scale (1 - 5)
– Scale (+ – 0) – Select “Average” Criteria for
– Compare to Reference Concepts Reference
– Compare to Reference Criteria
 Rank Concepts
 Rank Concepts
– Sum Weighted Scores
 Combine and Improve  Combine and Improve
– Remove Bad Features – Remove Bad Features
– Combine Good Qualities – Combine Good Qualities
 Select Best Concepts  Select Best Concepts
– May Be More than One – May Be More than One
– Beware of Average Concepts – Beware of Average Concepts
 Reflect on the Process  Reflect on the Process
– Continuous Improvement – Continuous Improvement
8
 Pugh Selection Matrix
1. List all Concepts in the columns
2. List the selection criteria in the rows
– The criteria should be relevant to the situation understudy
– The criteria should be clearly stated
– The criteria should be agreed upon by a group of experts
– The criterion developed should be independent of each other
3. Enter the importance weight for each criterion
 Total weights should be 1
4. Rate the concepts
 It is important to change the concept used as datum for each
criterion. Failing to do so –using the same concept as datum for
all criteria- will result in biased and incorrect rating, leading to
wrong selections
5. Rank the tools
 Multiply the weights by the rating
9

Concept Selection Example: Reusable Syringe

 Design an improved, reusable syringe with precise dosage control for

outpatient use. [Current product was too costly and inaccurate]

 Seven criteria identified based on

stake holder needs
1) Ease of Handling,
2) Ease of Use
3) Ease of Manufacture
4) Readability of dose settings
5) Accuracy
6) Durability and
7) Portability

10
 Seven concepts for the outpatient syringe
The product development team generated the seven sketches to describe the
basic concepts under consideration

11

Example: Reusable Syringe

Pugh Concept Selection Charts

[Screening Stage] • Combine D + F = DF
• Improve G = G+

Concepts

Selection Criteria A B D E G
C F
Master Rubber (Reference) Swash Dial
Ratchet Lever Set
Cylinder Brake Plunge Stop Ring Screw

Ease of handling 0 0 - 0 0 - -
Ease of use 0 - - 0 0 + 0
Readability of setting 0 0 + 0 + 0 +
Dose metering Accuracy 0 0 0 0 - 0 0
Durability 0 0 0 0 0 + 0
Ease of manufacture + - - 0 0 - 0
Portability + + 0 0 + 0 0
Score = Sum (+’s;-’s ;o’s) 2 -1 -2 0 1 0 0
Rank 1 6 7 3 2 3 3
Continue? Yes No No Combine Yes Combine Revise
12
 Example: Reusable Syringe
Revised concepts D & F and G

13

Example: Reusable Syringe (Scoring Stage)

Example: Concept Scoring 3 Reference concept

Concepts
A DF E G+
(reference)
Master Cylinder Lever Stop Swash Ring Dial Screw+

Weighted Weighted Weighted Weighted

Selection Criteria Weight Rating Score Rating Score Rating Score Rating Score
Ease of Handling 5% 3 0.15 3 0.15 4 0.2 4 0.2
Ease of Use 15% 3 0.45 4 0.6 4 0.6 3 0.45
Readability of Settings 10% 2 0.2 3 0.3 5 0.5 5 0.5
Dose Metering Accuracy 25% 3 0.75 3 0.75 2 0.5 3 0.75
Durability 15% 2 0.3 5 0.75 4 0.6 3 0.45
Ease of Manufacture 20% 3 0.6 3 0.6 2 0.4 2 0.4
Portability 10% 3 0.3 3 0.3 3 0.3 3 0.3
Total Score 2.75 3.45 3.10 3.05
Rank 4 1 2 3
Continue? No Develop No No

The team believed that the master cylinder concept was not suitable as a reference point for two of the
criteria, and other concepts were used as reference points in these cases.

14
 Concept Selection –a final remark
• Remember…

– The goal of concept selection is NOT TO SELECT the best

concept.

– The goal of concept selection is TO DEVELOP the best

concept.

– So remember to combine and refine the concepts to develop

better ones.

15

Example: Water Pump

Selection criteria set for pump technology.

Selection is based on the following characteristics:
1) Pumping efficiency
2) Pumping capacity
3) The initial and ongoing heating costs; and
4) The maintenance requirements of the heater
Then selection criteria are
1. Pumping Capacity
2. Pumping efficiency
3. Maintainable
4. Ease of use
5. Ease of Manufacture
6. Portability
7. Cost

16
 Example: Water Pump

(Screening Stage)
Concepts
Selection Criteria
Alternative (A) Alternative (B) Alternative (C) Alternative (D)
Pumping Capacity 0 1 0 1
Pumping efficiency 1 1 0 1
Maintainable -1 0 0 0
Ease of use 1 1 1 1
Ease of
0 1 0 0
Manufacture
Portability 0 0 1 1
Cost 0 1 1 1
Net Score 1 5 3 5
Rank 4 1r 3 1
Continue No Yes No Yes

17

Example: Water Pump

(Scoring Stage)

Concepts
Selection criteria Weight Alternative (B) Alternative (D)
Rating Wt. Score Rating Wt. Score
Pumping Capacity 25 3 75 4 100
Pumping efficiency 25 4 100 3 75
Maintainable 5 1 5 1 5
Ease of use 10 2 20 3 30
Ease of
5 3 15 4 20
Manufacture
Portability 15 3 45 4 60
Cost 15 3 45 3 45
Score 100 3.05 3.35
Rank 2 1
Continue No Yes

18
 Flashlight case study Case Study
Reading Assignment

A flashlight (a battery operated) is as shown in figure (1), where for flashlight components are:
1) Body Case- A plastic tube part holds lamp assembly, rear assembly, and switch and having deep groove for easy hold of
contact element.
2) Contact element - A very thin spring or strip of metal (usually copper or brass) that is located throughout the flashlight,
making the electrical connection between the various parts – the batteries, the lamp and the switch. These parts conduct
electricity and “hook everything up”, completing the circuit.
3) Switch - The flow of electricity is activated when you push the switch into the ON position, giving you light. The flow
of electricity is broken when the switch is pushed into the OFF position, thus turning off the light.
4) Lens- Clear, plastic part you see on the front of the flashlight that protects the lamp.
5) Lamp assembly case- A plastic part holds lens, reflector and lamp. It is attached to body case by screwing.
6) Reflector - A plastic part, coated with a shiny aluminum layer that rests around the lamp (bulb, LED) and redirects the
light rays from the lamp to allow a steady light beam, which is the light you see emitting from the flashlight.
7) Lamp - The light source in a flashlight. In most flashlights, the lamp is either a tungsten filament (incandescent bulb) or
a light emitting diode (solid state bulb), also known as an LED. The lamp glows when electricity flows through it, thus
producing visible light. Incandescent bulb must be replaced when the tungsten filament breaks. An LED contains a very
small semiconductor (diode) that is encapsulated in epoxy. LEDs in flashlights are widely considered “unbreakable” – a
lifetime lamp.
8) Rear assembly case- A plastic part with spring attached holding batteries. It is screwed to body case contacting with the
contact element.
9) Batteries- When activated, batteries are the power source for your flashlight.
internet site http://www.energizer.eu/eu/ee/site/how-flashlights-work.html; a product (Flash light)
is given as shown in figure.
19

Flashlight case study Case Study

Reading Assignment

You are asked to carry the following:

A) Develop function and sub function table for product, subassembly, and parts.
B) Function decomposition considering user action and customer needs.
C) Construct an appropriate FAST diagram.
D) Generate alternatives concepts for flashlight
E) Propose a set of selection criteria for the choice of flashlight.
F) Perform concept screening and scoring.

20
 Flashlight case study Case Study
Reading Assignment

A) Flashlight product structure and function Tree

Flash light
[Generate Light]

(8) Rear assembly

Body assembly Case case
[Contain batteries - Hold
[Hold batteries in
switch - Hold lamp assembly]
contact]

SA2- Body SA1- Lamp

assembly Assembly
[Hold switch - Hold [Hold lamp
lamp assembly] components]

Battery (1) Body case (2) Contact (3) Switch (4) (5) Lamp assembly (6) (7) 8a-Spring 8b-Cover
[Generate [Hold lamp Element [Activate or Lens case Reflector Lamp [Keep case
Electricity &rear & switch [Connect Break [Protec [Hold lamp & lens [reflect [Emit battery in [Hold spring
] assembly] electricity] elicricity flow] t lamp] & reflector] light rays] light] contact] - put
pressure]

21

Flashlight case study Case Study

Reading Assignment

A) Function of flashlight and its components

Product/assemblies/ Cost/
Main Function Support function Material
components SR
Shaw name; Display advertise; Convey
Flash light Generate Light
massage;
Assembled (SA1,Sa2,9) 35
support lamp and lens; maintain
SA1- Lamp assembly hold lighting components Assembled (4,5,6,7) 14
reflector
4- Lens protect lamp magnify light - Clear plastic 2
5- Lamp assembly case hold lens, lamp, reflector screw to the body keeping batteries Plastic 3
reflect light rays for steady light Coated plastic part with
6- Reflector mirror and shine part 4
beam Shiny aluminum layer
7- Lamp emit light beam glow when electric flow through it Tungsten filament; LED 2
SA2- Body assembly hold battery and lamp assembly Fit hand; Assembled (1,2,3) 20
hold lamp assembly and rear
1- Body case Fit hand; Plastic 5
assemly and contact element
make electrical connection
complete electrical circuit by hooking Thin spring or metal
2-Contact element between various parts (lamp- 5
lamp by batteries through switch (copper or brass)
batteries- switch) and
activate or break electric flow by
3- Switch connectingor disconnecting fit fingure Plastic 1
circuit
hold batteries contacting with provide pressure for connection when
8- Rear assembly case assembled (8a,8b)) 3
contact element screwed to body case
8a-Cover Seat spring hold baterry Plastic part 1
8b - Spring keep battery in contact Spring 1
provide a source of electrical
9- Batteries
power Alkaline 5

22
 Flashlight case study Case Study
Reading Assignment

B) Function decomposition considering user action and customer needs

Basic Box of the Function Flow

Energy source (chemical- Electrical energy-Sound

hand force& motion?) energy

Materials (flashlight parts, Generate light Move Flashlight ,Hand

battery, hand?)
Signal (Information- degree of light beam
lighting?) illumanation

23

Flashlight case study Case Study

Reading Assignment

B) Function decomposition considering user action and customer needs

Function Decomposition Flow

Hand Motion
Bataries Parts(9)
Insert Batteries
[generate
electricity]

Chemical energy

Hand Motion
Flash light Assemble Body
Parts(1,2,3,4) SA1
[Hold switch -
Hold lamp
Hand assembly]
Motion
Flash light Flash Light,
Parts(5,6,7) Assemble lamp Assemble Body case
SA2 [Contain batteries - Hold Assemble Flash Move Hand
light SwitchON/OFF
[Hold lamp- lens- switch - Hold lamp
[Generate Light] [illuminate Lamp]
reflector] assembly]
Hand Motion
Light, Sound
Flash light
Parts(8) Assemble rear
part
[Hold seat &
spring]

24
 Flashlight case study Case Study
Reading Assignment

B) Function decomposition considering user action and customer needs

Function Decomposition (user action)

Information;

Hand
Hand

Flash light Parts; Push Push Switch

Assemble Grip
Flash Switch ON Illumenate OFF Flash
Flash
light (Activate Lamp (Disconnect Light
light
Electricity) Electicity

Battery Energy Battery Energy

(chemical); (chemical)
Hand

25

Flashlight case study Case Study

Reading Assignment

C) Construct an appropriate FAST diagram

HOW WHY
construct body case
WHEN
construct rear case
insert contact element
insert spring
insert switch
Screw rear
assembly Provide body assembly

Illuminate Activate Move Switch Provide Flash Screw lamp Hold Flash light
Emit Light lamp Electricity ON/OFF light body assembly assemblies

Convert chemical Insert Provide lamp assembly

energy to electricity batteries
insert lamp
insert reflector
insert lens

construct case
Scope

FAST diagram for Flas Light

26
 Flashlight case study Case Study
Reading Assignment

D) Generate alternatives concepts for flashlight

Design requirements: Design Alternatives:

A) Long life lamp 1. Lens
B) Uniform and strong light
2. Switch mechanism
C) Carrying flash light comfortably
D) Ease change of battery and lamp 3. Energy
4. Reflector and lamp
5. Ergonomic shape of flash ligt

27

Flashlight case study Case Study

Reading Assignment
B) Generate alternatives concepts for flashlight

a) Classification Tree
a- Thin shape cylidrical body fit battary AA
shape
a- Plastic ergonomic
lens Material b- Standard shape cylidrical body fit battary A
b- Glass
a- Plastic part Coated with aluminum
reflector layer
Switch a- Sliding Plastic b- Plastic part coverd with aluminum
material
mechanism foil
b- Push Plastic
a- without rear assembly case
a- Solar charging battery body case
Energy b- with rear assembly case
b- Recharging battery
c- Alkline charging battery lamp assembly a- lamp top insertion
case
b- lamp bottom insertion
a- LED
lamp a- Thin springcopper or brass
b- Tungeston setup Contact
element b- Thin strip copper or brass

N = 2*2*3*2*2*2*2*2*2 = 768 Alternatives

28
 Flashlight case study Case Study
Reading Assignment

D) Generate alternatives concepts for flashlight.

b) Morphological Chart
Revising alternatives and reduction for possible considerations only for lens
material, switch mechanism, energy.

Lens Switch body Lamp Contact

Alternative Energy Lamp Shape Reflector
Material mech. Case Case Element
1 a a c b b a b b b
2 a a b b b a b b b
3 a b c b b a b b b
4 a b b b b a b b b
5 b a c b b a b b b
6 b a b b b a b b b
7 b b c b b a b b b
8 b b b b b a b b b

29

Flashlight case study Case Study

Reading Assignment

E) Propose a set of selection criteria for the choice of flash light

Selection is based on the following characteristics:

1- Battery efficiency (long life);
2- Illumination power; (better than 700 candels, range better than 500m);
3- the initial and ongoing costs; and
4- portability (light weight and hand held dimension).

Then Selection Criteria are:

1) Lighting Power (Candels, Range)
2) Long Life Operation
3) portable
4) Hand Held Ergonomically
5) Illuminate Large Area
6) Ease Of Use
7) Ease Of Manufacture
8) Cost

30
 Flashlight case study Case Study
Reading Assignment

F) Selection (Screening)

Concepts
Selection criteria Alternative Alternative Alternative Alternative Alternative Alternative Alternative Alternative
1 2 3 4 5 6 7 8
Lighting Power (C,R) 1 1 0 1 0 0 0 0
Long Life Operation 1 1 1 1 1 1 1
Portable 1 0 1 0 0 0 1 1
Hand Held
1 0 -1 0 1 -1 0 0
Ergonomically
Illuminate Large Area 0 1 0 1 1 0 -1 0
Ease Of Use 1 1 1 1 1 1 1 1
Ease Of Manufacture 0 1 0 0 1 0 0 0
Cost 0 1 1 1 0 -1 1 -1
Net Score 5 6 3 5 5 0 2 2
Rank 2 1 5 2r 2r 8 6 6r
Continue Yes Yes No Yes yes No No N0

31

Flashlight case study Case Study

Reading Assignment

F) Selection (Scoring)

Concepts
selection criteria Weight Alternative 1 Alternative 2 Alternative 4 Alternative 5
Rating Wt. Score Rating Wt. Score Rating Wt. Score Rating Wt. Score
Lighting Power (C,R) 20 3 60 4 80 5 100 4 80
Long Life Operation 15 4 60 3 45 4 60 4 60
Portable 10 1 10 1 10 3 30 3 30
Hand Held
10 2 20 3 30 4 40 4 40
Ergonomically
Illuminate Large Area 5 3 15 4 20 4 20 3 15
Ease Of Use 10 3 30 4 40 3 30 3 30
Ease Of Manufacture 15 4 60 5 75 3 45 3 45
Cost 15 3 45 3 45 3 45 4 60
Score 100 3 3.45 3.7 3.6
Rank 4 3 1 2
Continue No No Yes No

32
33
 IE361
Product Design and Innovation
Chapter 9
Concept Testing

What is The Concept Testing?

Product Development Process
Concept System-Level Detail Testing and Production
Planning
Development Design Design Refinement Ramp-Up

Qualitative Quantitative
Concept Testing Concept Testing

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

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Concept testing is testing a new proposed product to the

consumers to measure acceptance and preferences at early stages
of development to incorporate customer views into final
engineering design.

2
 The Purposes for Concept Testing

 Go/no-go decisions (identify poor concepts to be

eliminated)
 What market to be in?
 Selecting among alternative concepts (help develop the
idea)
 Confirming concept selection decision
 Benchmarking
 Soliciting improvement ideas
 Forecasting demand (estimate the sales or volume of
production)
 Ready to launch?
3

Concept Testing Process

1. Define the purpose of the test and Prepare

concept statement.
2. Choose a survey population
3. Choose a survey format
4. Communicate the concept
5. Measure customer response
6. Interpret the results
7. Reflect on the results and the process

4
 1. Define the purpose of the test and Prepare
concept statement
• Concept testing is an experimental activity, and so its
very essential to know the purpose of the experiment
to design an effective experimental method.

• Primary questions addressed are:

– Which of several alternative concepts should be
pursued?
– How can the concept be improved to better meet
customer needs?
– Approximately how many units are likely to be sold?
– Should development be continued?

2. Choose a Survey Population

• The population of potential customers surveyed reflects that of the
target market for the product.
• Surveying every possible segment may be very expensive in cost or
time, in such cases the team may choose to survey potential
customers from only the largest segment .
• For the scooter, there are two primary consumer segments: college
students and urban commuters.
• The team decided to form a survey population from both segments.
• Sample sizes for concept testing are sometimes as small as 10
(qualitative data) or as large as 1000 (quantitative data)
• Depending on the desired data to be collected from the concept-
testing process, multiple surveys with different objectives may be
structured.
• Each of these surveys may involve a different sample population and
a different sample size.

6
 3. Choose a Survey Format
• Face to face interaction: Interviewer interacts
directly with the respondents like stopping people
at mall or on streets , etc.
• Telephone: Prearranged and targeted at very
specific individuals like pediatric dentists.
• Postal mail: Poor response rates.
• Electronic mail: To be used only when the
respondents are likely to receive a benefit out of it.
• Internet: A virtual concept testing site is created.

How can concepts be tested?

Survey Methods
o Focus Groups
o One-on-One Personal Interviews
o Mall Intercept
o Phone Interviews
o Postal Surveys
Concept Testing
o Internet Surveys
o Hybrids (e.g., phone-mail-phone)
Simulation
FMEA (Failure Mode Effects Analysis)
FEA (Finite Element Analysis)
DOE (Design of Experiment)

8
 Concept Testing Example:
Empower Electric Scooter

• Purpose of concept test:

– What market to be in?
• Sample population:
– College students who live 1-3
miles from campus
– Factory transportation
• Survey format:
– Face-to-face interviews

4. Communicate the Concept

1) Verbal description
2) Sketch
3) Photograph or rendering
4) Storyboard
5) Video
6) Simulation
7) Interactive multimedia
8) Physical appearance model
9) Working prototype

10
 1) 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.
11

2) Sketch

Line drawing showing

the product in
perspective

12
 3) Rendering

• Nearly photo-
realistic illustrations
of the concept
• Created by pens,
markers, computers

13

4) Storyboard

A series of
images showing a
sequence of
actions involving
the product

14
 8. Appearance model of the scooter concept

• “Looks-like” model

• Vividly displays the form

and appearance

• Made of wood or
polymer foams, painted
like a real product

15

9. Working prototype of the scooter concept

• “Works-like” model
• Risky:
• if it performs worse
• if it performs better
• Usually it looks worse

16
 Video
Animation
Interactive Multimedia
Live Demonstration

17

5. Measure customer response

• When a concept test is performed early in the concept
development phase, customer response is usually measured by
asking the respondent to choose from two or more alternative
concepts
• Additional questions focus on why respondents react the way
they do and on how the product concepts could be improved.
• Also measures purchase intents like-
 definitely would buy,
 probably would buy,
 might or might not buy,
 probably would not buy,
 definitely would not buy

18
 5. Measure customer response
Survey Format
 PART 1, Qualification  PART 4, Comments
– How far do you live from campus? – What would you expect the
• <If not 1-3 miles, thank the customer and end price of the scooter to be?
interview.> – What concerns do you have
– How do you currently get to campus from home? about the product concept?
– How do you currently get around campus? – Can you make any suggestions
 PART 2, Product Description for improving the product
concept?
– <Present the concept description.>
 Thank you.
 PART 3, Purchase Intent
If the product were priced according to your –
expectations, how likely would you be to purchase
the scooter within the next year?

I would I would I might I would I would

definitely not probably not or might not probably definitely
purchase purchase purchase purchase purchase
the scooter. the scooter. the scooter. the scooter. the scooter.

“second box” “top box”

19

6. Interpret the results

• Interpretation of the result is straight forward if the team is
simply interested in comparing two or more concepts.

• If one concepts dominates the other-choose the preferred

concept.

• If the results are not conclusive –choose a concept based on cost

or other considerations.

• The results of forecast based on concept testing should be

interpreted with caution, as it is difficult to reach the accuracy in
forecasting.
20
 6. Interpret the results
Forecasting Sales
Q=NxAxP Forecasting Example:
Factory Transport Market
Q = sales (annual)
N = current bicycle and scooter sales to
N = number of (annual) purchases
factories (150,000 units/year)
A = awareness x availability (fractions)
A = 0.25 (single distributor’s share)
P = probability of purchase (surveyed)
P = 0.4 x top-box + 0.2 x second-box
= Cdef x Fdef + Cprob x Fprob
[0.4 x 0.3 + 0.2 x 0.2] = 0.16
Q = 150,000 x 0.25 x 0.16 = 6000 units/yr
“top box” “second box”
Forecasting Example:
(0.1<Cdef <0.5) & (0< Cprob <0.25) College Student Market
N = off-campus grad students (2,000,000)
A = 0.2 (realistic) to 0.8 (every bike shop) = 0.3
(assume)
P = 0.4 x top-box + 0.2 x second-box
= [0.4 x 0.1 + 0.2 x 0.05] = 0.05
Q =2,000,000 x 0.3 x 0.05
= 30,000 for the first year
21

7. Reflect on the results and the process

• Primary benefit of concept testing-to get feedback from real
potential customers.
• The three variables from this testing can be given more
importance during forecasting-

Overall size of the Availability and Fraction of customers

market awareness of the who are likely to
product purchase

Alternative Distribution Change to the

markets for the arrangements product design that
product can and promotion improve the
sometimes plans can attractiveness of the
increase this increase this product may increase
factor factor this factor

23
 emPower’s Market Decision: Factory Transportation

24

Production Product

25
 YikeBike
• Weight: 10kg (22 lbs)
• Frame: Carbon fibre composite
• Price: £2,995 or €3,495 (~$4,700)
• Drive: Electric brushless DC motor
• Brakes: Electric anti-skid, regenerative
• Battery: LiFePO4, 40 min recharge
• Speed: 25 km/hr
• Power: 1 kW
• Range: 10 km (6.2 miles)
• Fold size: Compact 43 litres
• Fold time: Under 20 seconds
• User height: 163 cm - 193 cm
• Weight limit: 100 kg (220 lbs)
• Wheels: 20” front and 8” back
• Lights: High-visibility, built-in LEDs
http://yikebike.com
26

Nova Cruz
Voloci Scooter
• Lightweight, high-
performance, electric
motorbike
– 79 lbs (NiMH)
– 30 mph top speed
– 0-20 in 5 sec
– 50 miles (max) range
• $1995 (SLA), $2495 (NiMH)
• http://www.voloci.com

27
28
 IE361
Product Design and Innovation
Part IV
Product Architecture, Design,
Prototyping & IP

PERT IV Product Architecture, Design, Prototyping & IP

Contents

L10- Product Architecture

L11- Product Industrial Design
L12- Prototyping
L13- Patents and Intellectual Property
 IE361
Product Design and Innovation
Lecture 10
Product Architecture

Product architecture in Product Development Process

Concept System-Level Detail Testing and Production

Planning Development Design Design Refinement Ramp-Up

Platform Concept Decomposition

decision decision decision

 Product architecture is determined by decisions at several points in the

early stages of the development process.
 Product architecture defines the embodiment of the concept and plans
how it will be implemented in the downstream process.

2
 Critical Architecture Decisions in the System-
Level Design Phase of PD
• Decomposition of the product into its sub-
systems and components.

• Allocation of product functions to the sub-

systems and components.

• Specification of modular variants of sub-

systems and components.

• Assignment of design responsibility for sub-

systems and components.
3

Product Architecture: Definition

Product architecture: is the arrangement of functional elements into physical
chunks which become the building blocks for the product or family of
products.

module

module
Product
module
module

It describes how product/system functional elements are assigned to its

components/subsystems and how they interact.
 Product Architecture

• The functional elements are the individual operations

and transformations (expressed by VERBS).

• The physical elements of a product are the parts,

components, and subassemblies.
–The physical elements of a product are typically
organized into several major physical building
blocks, called chunks.
–The purpose of the product architecture is to define
the basic chunks in terms of what they do and what
their interfaces are.

Types of Product Architecture

Types of architectures: Two designs of bicycle

brake and shift
1)Modular architecture: controls.
A module is a collection of parts (chunks) which
are defined by some intent to be a distinct (sub-
system). Modules are defined by the designers,
makers or users of the system for a specific intent.
A product consist of chunk modules. Each module
has a function and it’s interaction with other is
defined.
• modular architecture

1)Integral architecture:
Multi chunks are integrated to provide product
function
(chunk is not a module function)

• integral architecture.
 Modular Product Architecture
• Make implementation easier (ease of integration, product flexibility)
• Empower the users to take advantage of the modularity to configure
their own devices and optimize the operations. Users can swap
the modules to make their phones to be better adapted to what they are
going to do.
• Enable better services, better evolution and better upgrading of
the product rather than simply disposing and throwing away the
product when it doesn’t meet consumer’s needs any longer.

Sony CD Walkman Swiss Army Knife

Modular Product Architectures

• Chunks implement one or a few functions entirely and

Interactions between chunks are well defined.

• Modular architecture has advantages in simplicity and

reusability for a product family or platform.

Sony CD Walkman Swiss Army Knife

 Types of Modularity
1. Slot modular architecture.
Each of the interfaces between chunks in a slot-modular architecture is of a different type
from the others, so that the various chunks in the product cannot be interchanged. An
automobile radio is an example of a chunk in a slot modular architecture. The radio
implements exactly one function, but its interface is different from any of the other
components in the vehicle (e.g., radios and speedometers have different types of interfaces
to the instrument panel).
2. Bus-modular architecture.
There is a common bus to which the other chunks connect via the same type of interface. A
common example of a chunk in a bus-modular architecture would be an expansion card for
a personal computer. Nonelectronic products can also be built around a bus-modular
architecture. Track lighting, shelving systems with rails, and adjustable roof racks for
automobiles all embody a bus-modular architecture
3. Sectional-modular architecture.
In a sectional-modular architecture, all interfaces are of the same type, but there is no
single element to which all the other chunks attach. The assembly is built up by connecting
the chunks to each other via identical interfaces. Many piping systems adhere to a
sectional-modular architecture, as do sectional sofas, office partitions, and some computer
systems.

Types of Modularity

Slot-Modular Bus-Modular Sectional-Modular

Architecture Architecture Architecture

10
 Modular Architecture Examples

Roche Bobois

Alpine
Sectional Furniture DIN Audio System
Lovetann

Apple
Smartphone OS
Modular Home

11

Integral Product Architectures

• Functional elements are implemented by multiple chunks, or a

chunk may implement many functions.
• Interactions between chunks are poorly defined.
• Integral architecture generally increases performance and
reduces costs for any specific product model.

High-Performance Wheels Compact Camera

 Integral Architecture Examples

Boeing
BMW

BMW Motorcycle Frame F/A-18 Super Hornet

Ford
Apple

MacBook Air Unibody Taurus Audio/Climate Controls

13

Trailer Example: Modular Architecture

box Protect cargo from weather

hitch Connect to vehicle

fairing Minimize air drag

bed Support cargo loads

springs Suspend trailer structure

wheels transfer loads to road

Karl Ulrich; The role of product architecture in the manufacturing firm, Research Policy 24 (1995) 419-441)
 Trailer Example: Integral Architecture

Spring slot Protect cargo from

covers weather

Upper half Suspend trailer

structure
Lower half
Connect to vehicle
Nose piece
Minimize air drag
Cargo hanging
Support cargo loads
straps
Wheels Transfer loads
to road

Karl Ulrich; The role of product architecture in the manufacturing firm, Research Policy 24 (1995) 419-441)

Architecture Decomposition

The concepts of
integral and
modular apply at
several levels

Product
Architecture =
Decomposition +
Interactions
 Implications of the Architecture

• Decisions about how to divide the product into chunks and about
how much modularity to impose on the architecture are tightly
linked to several issues of importance to the entire enterprise:

– Product change
– Product variety
– Component standardization
– Product performance
– Manufacturability
– Product development management

Product Change
Some of the motives for product change are:
• Upgrade: Examples include changing the processor board in a computer printer or
replacing a pump in a cooling system with a more powerful model.
• Add-ons: This type of change is common in the personal computer industry (e.g., third-
party mass storage devices may be added to a basic computer).
• Adaptation: For example, machine tools may need to be converted from220-volt to
110-volt power. Some engines can be converted from a gasoline to a propane fuel
supply.
• Wear: For example, many razors allow dull blades to be replaced, tires on vehicles can
usually be replaced∙
• Consumption: For example, copiers and printers frequently contain print cartridges,
cameras take film cartridges,
• Flexibility in use: For example, many cameras can be used with different lens and flash
options,
• Reuse: For example, consumer electronics manufacturers may wish to update a product
line by changing only the user interface and enclosure while retaining the inner
workings from a previous model.
 Implications of Product Architecture
Upgrade or Add-Ons Flexibility in Use

Wear or Consumption

19

Product Variety
• Variety refers to the range of product models the firm can
produce within a particular time period in response to market
demand.

Swatch uses a modular

architecture to enable
high-variety
manufacturing Production Variety
 Component Standardization

• Component standardization is the use of the same component or

chunk in multiple products.
• For example, the watch battery shown in Exhibit 10-4 is made
by a supplier and standardized across several manufacturers’
product lines.

Standard Components

Product Performance
• We define product performance as how well a product
implements its intended functions.
• Typical product performance characteristics are speed, efficiency,
life, accuracy, and noise
The BMWS1000RR motorcycle. This product
exhibits function sharing and an integral
architecture with the design of
its transmission chunk.
Holistic Performance
 Manufacturability
• The product architecture affects the ability of the team to design
each chunk to be produced at low cost.
• One important design-for-manufacturing (DFM) strategy
involves the minimization of the number of parts in a product
through component integration; however, to maintain a given
architecture, the integration of physical components can only be
easily considered within each of the chunks.
Manufacturing Cost

Product Development Management

• Modular and integral architectures demand different project

management styles.

• Modular approaches require very careful planning during the

system-level design phase, but detail design is largely concerned
with ensuring that the teams assigned to chunks are meeting the
performance, cost, and schedule requirements for their chunks.

• An integral architecture may require less planning and

specification during system-level design, but such an
architecture requires substantially more integration, conflict
resolution, and coordination during the detail design phase.
 Coffee Maker Product Family

Basic Water Thermal Clock, Auto Adjustable Frothing

Model Filter Carafe Shut-off Heater Attachment

KF130 KF145 KF170 KF180 KF185 KF190

25

Conclusions
Architecture choices define the sub-systems and modules of the
product platform or family.
Architecture determines:
o ease of production variety
o feasibility of customer modification
o system-level production costs
Key Concepts:
o modular vs. integral architecture
o clustering into chunks
o planning product families
27
 IE361
Product Design and Innovation

Lecture 11
Product Industrial Design

What is Industrial Design (ID) Process?

 To meet the needs of a large number of people using a product, its

design needed to address functionality, aesthetics, ergonomics,
durability, manufacturability, cost, and marketability.
 The Industrial Designers Society of America (IDSA) describes the job
of industrial designers as not only the aesthetics of a product, but also
“how it functions, is manufactured and ultimately the value and
experience it provides for users.”
2
 What is Industrial Design (ID)?

ID DEFINITION:
• ID is the professional service of creating and developing concepts
and specifications that optimize the function, value, and appearance
of products and systems for the mutual benefit of both user and
manufacturer.

What is difference between (ID) & (PD)?

Product Design (PD) Industrial Design (ID)

It is concerned with the efficient and It is concerned with the efficient and
effective generation and development of effective design aspects of the product that
ideas product design details that leads to new relate to the user aesthetics and ergonomics
products and its related quality

Principles of Industrial Design

German architect and industrial designer Dieter Rams emphasized
simplicity as a guiding strategy for design, and offered 10
principles:
1. Good design is innovative.
2. Good design makes a product useful
3. Good design is aesthetic
4. Good design makes a product understandable
5. Good design is unobtrusive
6. Good design is honest
7. Good design is long-lasting
8. Good design is thorough down to the last detail
9. Good design is environmentally friendly
10. Good design is as little design as possible.

4
 What is Industrial Design (ID)?

How can Industrial Designer help in developing new

product?

• According to Dreyfuss (1967): ( 5 Goals)

1. Utility (Product-Human Interface): Safety; ease of use;
intuitive.
2. Appearance: Part shape and pleasant appealing.
3. Ease of maintenance: Maintainability and ease to repair.
4. Low costs: Design features and form reduces tooling and
production costs.
5. Communications: It is concerned with visual qualities of the
products which incorporates the design philosophy and
mission.
5

Assessing the Need for Industrial Design

To assess the importance of ID to a particular

product:

1. First review some investment statistics

2. Define the dimensions of a product that are
dependent upon good ID.

6
 Cost of Industrial Design
% ID expentures for some consumer and industrial products

30
Hand-Held Medical Instrument
Percentage of
Product
Development
Budget Spent on
Industrial Design 20
(%) Hand-Held Vacuum

Desktop Computer
Peripheral Tablet Computer
10 Large-Scale Medical Equipment
Hand-Held Mobile Phone
Power Small Kitchen
Appliance Medical Imaging
Tool Equipment
Industrial Food Processing Automobile Jumbo Jet
Equipment
0
10 100 1,000 10,000 100,000
Total Expenditures on Industrial Design ($) thousands

Product Design and Development (7th ed.) Exhibit 11-2

How Important Is Industrial Design to a Product?

The importance is assessed as (Low, Medium, & High) for
the following two dimensions:
Ergonomic needs:
 How important is ease of use?
 How important is ease of maintenance?
 How many user interactions are required for the product’s
functions?
 How novel are the user interactions needs?
 What are the safety issues?
Aesthetic needs:
 Is visual product differentiation require?
 How important are pride of ownership, image, and fashion?
 Will an aesthetic product motivate the team?
8
 What is the impact of ID?
1- On investment:
 What the cost of ID (direct, manufacturing, time cost)?

2- On establishing a cooperate identity:

 What is of an organization?
 How does the visual style affect the organization in market place?
 Examples;
 Apple computer, inc.
 BMW AG automobile
 Motorola, INC

Assessing the importance of industrial design:

for the Philips Protective Clean toothbrush.

10
 What is ID Process?
ID process is based on the following stages:
1) Investigation of customer needs:
2) Conceptualization:

3) Preliminary refinement:

11

What is ID Process?

4) Control drawing or models:

5) Further Refinement and final concept selection

6) Coordination with engineering, manufacturing,
and external vendors

12
 Example
Concept sketches for 3D CAD images of potential Control drawings and
the Philips Sonicare button layouts for the Protective reference models of colors,
Protective Clean Clean toothbrush. materials, and finishes.
tooth brush.
2 4 5

Feedback on 4
finish and build Testing the
quality of balance of a
Preproduction Philips Sonicare
part of the Protective Clean
Philips Sonicare toothbrush hard
Protective Clean model.
toothbrush.

13

How to manage is ID Process?

This is dependent on product nature which can be classified as:
1. Technological-driven products:
Benefits on its technology for its ability to accomplish a specific
technical task.
2. User-driven product:
Benefit driven from the functionality of its interface and/or
aesthetic appeal.
Example

14
 When ID Process is to be involved?

Product Development Industrial Design Activity

Activity Technology -Driven User -Driven
Identification customer No involvement Work closely with
Needs marketing
Concept generation/ Work with marketing & engineers to ensure HF & Generates Multi
selection interfaces, safety & maintenance issues. concepts
Concept testing Help engineering to create prototypes Lead in creation of
models to be tested
System level Design Little involvement Narrow down concepts
and refine
Detail design, testing, & Responsible for packaging, Receives product Select a final concept -
refinement spec. and constraint coordinate with ENG,
MFG & MRK
15

How to assess the quality of ID?

The importance is assessed as (Low, Medium, & High) for the

following:
 Quality of user interface: it is the rating of how easy the
product is to use.
 Emotional appeal: it is the rating of the overall consumer
appeal to the product.
 Ability to maintain and repair the product: it is the rating
of the ease of maintenance and repair.
 Appropriate use of resources: it is the rating of how
resources is used in satisfying customer needs.
 Product differentiation: it is the rating of a product’s
uniqueness and consistency with the cooperate identity.

16
 Assessment of industrial design’s role in the
Protective Clean toothbrush development project

17

Example: Ojex Citrus Juicer

Oranjex, the leading supplier of juicers to the commercial food-service industry
in South America, successfully introduced their juicers to the American
restaurant and food- service industries in 1998. Recognizing an opportunity to
move into the home market as well, they approached Smart Design with an idea:
“Make a juicer that works just as well, but for the house”
Example: Ojex Citrus Juicer

Example: Ojex Citrus Juicer

19
21
 IE361
Product Design and Innovation
Lecture 12: Prototyping

What is Prototyping?

Product Development Process

Concept System-Level Detail Testing and Production
Planning
Development Design Design Refinement Ramp-Up

Prototyping is done throughout the development process.

Concept Development Process

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

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Prototype is defined as “an approximation of the product

along one or more dimensions of interest.”
2
 Prototyping Example:
iRobot PackBot Mobile Robot

Types of Prototypes
Physical Alpha Prototype for
System Integration
Wheel Impact Test
Gripper Geometry and Pad System-Level Beta Prototype
Coating Pull Test Drop Test for Field Testing

Testbed with New Software

on Old Model
Full-Scale Foam Model

Focused Comprehensive
User Interface Hardware Linked
to Dynamic Simulation

Color Rendering
3-D CAD Model Not
Beam Bending Equations of Generally
Wheel Spoke Geometry Full Dynamic Feasible
FEA of Heat Dissipation Simulation
Math Model of Motor
Performance Analytical

Ulrich and Eppinger (4th ed., 2008) Exhibit 12-5

4
 Physical vs. Analytical Prototypes
Physical Prototypes Analytical Prototypes
• Tangible approximation of the • Mathematical model of the
product. product.
• May exhibit un-modeled behavior.
• Can only exhibit behavior arising
• Some behavior may be an artifact of from explicitly modeled
the approximation. phenomena. (However, behavior
is not always anticipated.
• Often best for communication.

• Some behavior may be an artifact

of the analytical method.

• Often allow more experimental

freedom than physical models.

Physical Prototypes

Looks-like model for customer Wheel prototype under load

communication and approval during creep testing

Sand test
 Analytical Prototypes

3D CAD rendering Finite-element analysis

Dynamic simulation model

Focused vs. Comprehensive Prototypes

Focused Prototypes Comprehensive Prototypes
• Implement one or a few • Implement many or all
attributes of the product. attributes of the product.
• Answer specific questions • Offer opportunities for
about the product design. rigorous testing.
• Generally several are • Often best for milestones
required. and integration.

Wheel impact test Beta prototype

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 What Are Prototypes Used For?
• Learning
– answering questions about performance or feasibility
– e.g., proof-of-concept model
• Communication
– demonstration of product for feedback
– e.g., 3D physical models of style or function
• Integration
Appropriateness of different types
– combination of sub-systems into system model of prototypes for different
– e.g., alpha or beta test models purposes
(● = more appropriate,
• Milestones O = less appropriate).
– goal for development team’s schedule Note that fully comprehensive
– e.g., first testable hardware analytical prototypes are rarely
possible for physical products.

Principles of Prototyping
• Analytical Prototypes Are Generally More Flexible Than Physical
Prototypes

• Physical Prototypes Are Required to Detect Unanticipated

Phenomena

• A Prototype May Reduce the Risk of Costly Iterations

• A Prototype May Expedite Other Development Steps

• A Prototype May Restructure Task Dependencies

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 A Prototype May Reduce the Risk of Costly Iterations

11

Comprehensive Prototypes
The use of comprehensive prototypes depends on the relative level of technical or market
risk and the cost of building a comprehensive prototype.
Many comprehensive Some comprehensive
prototypes are built. prototypes build (and sold?).
High
Technical or Market Risk

One prototype may be Few or no comprehensive

used for verification. prototypes are built.
Low

Low High
Cost of Comprehensive Prototype
A Prototype May Expedite Other Development Steps

A Prototype May Restructure Task Dependencies

Conventional Process

System PC Board Software System Assembly

Design Fabrication Test and Test

Process with Prototyping

System PC Board System Assembly

Design Fabrication and Test

Prototype Software
Circuit Board Test

Use of a prototype to remove a task from the critical path.

 Prototyping Technologies
• Hundreds of different production technologies are used to create
prototypes, particularly physical prototypes.
• Two technologies have emerged as particularly important in the past 50
years:
1. CAD (computer-aided design) Modeling and analysis
2. 3D printing (Additive Manufacturing).

Finite-element analysis of the PackBot

side plate based on a CAD model. The
image shows the stress distribution
upon side impact at the rear wheel. Prototyping 3D printed parts

15

Example: Boeing 777 Testing

Brakes Test
• Minimum rotor thickness
• Maximum takeoff weight
• Maximum runway speed
• Will the brakes ignite?
Wing Test
• Maximum loading
• When will it break?
• Where will it break?

SLA component model

SLA=Stereolithogrpahy Apparatus

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 Virtual Prototype Testing
3D CAD models enable many types
of analysis:
– Fit and assembly
– Manufacturability
– Form and style
– Kinematics Solidworks
– Finite element analysis (stress, thermal)
– Crash testing
– better every year...

ESI Group

Traditional Prototyping Methods

• CNC machining
• Rubber molding + urethane casting

• Materials: wood, foam, plastics, etc.

• Model making requires special skills.
 Planning for Prototypes
Step 1: Define the Purpose of the Prototype
Step 2: Establish the Level of Approximation of the Prototype
Step 3: Outline an Experimental Plan
Step 4: Create a Schedule for Procurement, Construction, and
Testing

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Planning Milestone Prototypes

The team should consider using alpha, beta, and preproduction prototypes as milestones:
1. Alpha prototypes are typically used to assess whether the product works as intended
2. Beta prototypes are typically used to assess reliability and to identify remaining bugs
in the product.
3. Preproduction prototypes (also called pilot-production prototypes) are the first
products produced by the entire production process.

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 IE362
Product Design and Innovation
Lecture 13
Patents and Intellectual Property

Introduction
• Intellectual property refers to the legally protectable ideas,
concepts, names, designs, and processes associated with a
new product.
• A patent is a temporary monopoly granted by a
government to exclude others from using, making, selling
an invention.
• Patent Law is intended to balance an incentive for
invention with the free dissemination of information.
• An invention can be patented if it is useful, novel, and
non- obvious.
• Utility patents are the central element of the intellectual
property for most technology product development efforts.
• Patented invention is defined by the patent claim. The
patent application, also contain background and
explanation serving as support to the claims.

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 Types of Intellectual Property
Intellectual Property

Design Geographical
Utility Patent Plant Patent Trademark Copyright Trade Secret
Patent Indication

1. novel ornamental new word original proprietary unique

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

requires formal application may be registered not registered registered

Patent
• A limited-time monopoly, granted by government, in exchange for publicly
sharing new, useful knowledge
–20 years from filing date in KSA, US, Europe, and many other countries
–Periodic maintenance fees (on utility patents, not plant or design)
• Gives owner the right to exclude others from practicing their invention
–Owner’s right to practice may be limited by others’ prior patent rights (e.g.
when extending a patent with more specific claims)
• Real estate analogy:
–Right to prevent trespassers
–Ownership ≠ right to use –
limited by access rights, zoning, etc.
–Claims of patent ≈ fence around property
• Patent search:
–Saudi Arabia https://www.saip.gov.sa/
–US www.uspto.gov -US www.google.com/patents
–Global www.wipo.int
4
 Requirements to Obtain a Patent
• Patentable subject matter
• Not previously sold or publicly described
• First to file
• Novel
– beyond what is already patented or known
– prior art must be cited
• Useful
–for some demonstrable need or value
– initial commercial success may demonstrate
• Not obvious
–“to one of ordinary skill in the art”
– prior art “teaches against”
– inventive, rather than simple modification
5

Patent Application
Invention disclosure is a detailed description of an invention. This disclosure will
be in the form of a patent application.
Patent application includes text and diagrams:
• Field of the invention
– Describe the problem addressed
• Background of the invention
– Describe the prior art
– List advantages over existing methods
• Detailed description
– Best mode: the best way to implement the invention
– Examples of use and modes of implementation
• Claims
– What exactly is the invention
Provisional patent application (optional)
• Establishes date of filing before examination begins
– 1 year to file full regular application
– Public disclosure allowed after provisional is filed
6
 Patent Application Steps
1)Formulate a strategy and plan (timing and type of application)
2)Study prior inventions (find existing and historical literature,
patents, technical and trade publications)
3)Outline claims (part which the claims give the right of the
invention to be put in legal issue)
4)Write the description of the invention (includes: Title, List of
inventors, field of the invention, background of the invention,
summary of the invention, brief description of the drawing,
detailed description of the invention).
5)Refine the claim (the claims set of numbered phrases that
precisely define the essential elements of the invention).
6)Pursue application
7)Reflect on results and process

Example: Adjustable build envelope for powder bed

fusion machines

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 Example: Multi-rotor vertical axis wind turbine

Chapter Example: David W. Coffin, Sr. US Pat.#

5,205,473 Coffee cup sleeve

10
 D.W. Coffin Sr., US Pat.# 5,205,473:
Claims 1 and 2

11

12
13

14
 Jay Sorenson,
US Pat. # 5,425,497

15

Smucker’s Uncrustables

• 1998 – Product launch

• 1999 – US Patent #6,004,596
issued, claiming a crustless,
crimped, filled sandwich
• 2007 – Patent challenged, re-
examined, and finally cancelled
due to prior art (crimped meat
pies, ravioli)
• Now – over $120M/year sales
(unpatented) for Smucker’s, plus
generic competitors

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