DEVELOPMENT PROCESSES

AND ORGANIZATION
MEM531
INTEGRATED PRODUCT DESIGN 1
Engineered Products
Is this an engineered product?
What makes a product successful?
1. Product quality

2. Product cost

3. Development time

4. Development cost

5. Development capability
 Manufacturing

Design

Marketing
 Product Development Challenges
Trade-offs

Dynamics

Details

Time Pressure

Economics
1.1 A GENERIC DEVELOPMENT
PROCESS
 Why do we need a development process?
Quality assurance
Assuring the right path has been taken to get a quality result.

Coordination
Coordinating your team and their work scope.

Planning
Milestones and schedule.

Management
Managing the team and identify problems occurrence.

Improvement
Documentation for future improvements.
Phases of a Product Development Process

Phase 0
Planning

Phase 1
Concept development

Phase 2
System-level design

Phase 3
Detail design

Phase 4
Testing & refinement

Phase 5
Production ramp-up
DEVELOPMENT PROCESSES
AND ORGANIZATION
MEM531
INTEGRATED PRODUCT DESIGN 1
1.2 CONCEPT DEVELOPMENT:
THE FRONT END PROCESS
 Development Iteration
What is development iteration?
Process proceed in purely sequential steps rarely practiced.
It may be overlapped in time.
New results/information may need the team to repeat an earlier process.

Uncertainties
 Concept Development Process
Identifying customer need
Understand what the customer wants.
Customers need statements (listing with appropriate weights for some or
all needs).

Establishing target specification

Translating customers need into technical terms.
List of target specification refined to be consistent with the constraints.

Concept generation
Explore the space/ideas that may address the customer needs.

Concept selection
Analyzing & eliminating various product concepts (not promising
concept)
 Concept testing
Have the concept meet the customer needs?
Yes proceed.
No terminate/repeat earlier activities.

Setting final specification

Revise the target specification.

Project planning
Detailed development schedule.
Strategy to minimize development time.

Economic analysis
Financial support.
Development cost vs. manufacturing cost.
 Benchmarking of competitive products
Compare with other competitors product gain ideas.

Modeling and prototyping

Early proof-of-concept.
Demonstrate the product to customer for early evaluation (e.g.
ergonomics, style, aesthetic, etc.)
IDENTIFYING CUSTOMER
NEEDS
MEM531
INTEGRATED PRODUCT DESIGN 1
3.1 METHODS IN IDENTIFYING
CUSTOMER NEEDS
Goals of Identifying Customer Needs
Ensure that the product is focused on customer needs.
Identify latent or hidden needs as well as explicit (clear) needs.
Provide a fact base for justifying the product specifications.
Create an archival record of the needs activity of the development
process.
Ensure that no critical customer need is missed or forgotten.
Develop a common understanding of customer needs among
members of the development team.
 5 steps to identify customer needs:

1. Gather raw data from customers

2. Interpret the raw data in terms of customer needs
3. Organize the needs into a hierarchy
4. Establish the relative importance of the needs
5. Reflect on the results and the process

Customer needs = Customer attributes = Customer requirements

 Step 1: Gather Raw Data From Customers
It involves contact with customers and experience with the use
environment of the product.
3 methods commonly used:

1. Interviews
2. Focus groups
3. Observing the product in use
 Interviews
Discus with a single customer.
Conducted in the customers environment.
Last one to two hours.

Focus groups
Involves a moderator that facilitates a two hour discussion with 8 12
customers.
Conducted in a special room equipped with a 2-way mirror (for
observing the group).
The discussions are usually video-tapped.
The participants are usually paid for their attendance and commitment.
 Observing the product in use
Watching customers using an existing product.
Observing alone without any interaction with the customer is passive.
Need to interact or working side-by-side with a customer to
develop a firsthand experience using the product.
Ideally to observe the product in the actual use environment.

Other alternatives:
Written surveys (mail or web-based) not recommended because
does not provide enough information about the use environment of the
product.
 Choosing your customer
How many customer to interview?
10 is inadequate & 50 is too many.
Depends on what is the depth of customer needs is required can be
done sequentially until no needs are required.

Interview customer from multiple distinct segments divide the

development teams.
Interview lead users/extreme users:
Able to articulate their emerging needs.
May have invented their own solutions to meet their needs.

May use a customer selection matrix.

 Market Different types of
segments customer

Lead User Users Retailer or Service

Sales outlet Centers
Homeowner
0 5
(occasional use)
2
Handy person
3 10 3
(frequent use)
Professional
3 2 2
(heavy-duty use)
 Extracting customer needs data
Hints for effective interactions with customers:
Go with the flow just entertain your customer when they start to
prolong the interview.
Use visual stimuli & props existing product, competitors product,
preliminary products, etc.
Suppress preconceived hypotheses about the product technology
avoid biasing the discussion.
Have the customer demonstrate the product if interview is
conducted in the use environment.
Be alert for surprises and expression of hidden needs just continue
with follow-up questions.
Watch for non-verbal information face expression, body language,
etc.
 Documenting interactions with customers
4 methods that are commonly used for documenting interactions
with customers:

1. Audio recording
2. Notes
3. Video recording
4. Still photography
 Step 2: Interpret The Raw Data In Terms Of
Customer Needs
5 guidelines for writing need statements:

1. Express the needs in terms of what the product has to do,

not in terms of how it might do.
2. Express the need as specifically as the raw data.
3. Use positive, not negative phrasing.
4. Express the need as an attribute of the product.
5. Avoid using must and should.
 Step 3: Organize The Needs Into A
Hierarchy
Steps in organizing the need into a hierarchy:

1. Print or write each need statement on a separate card or

stick-on note.
2. Eliminate redundant statements.
3. Group the cards according to the similarity of the needs
they express.
4. Choose a label for each group.
5. Consider creating supergroups (more than 20 groups 2
or 5 groups).
6. Review and edit the organized needs statements.
 Step 4: Establish The Relative Importance
Of The Needs
2 basic approaches to establish the relative importance of the
needs:

1. Relying on the agreement of the team members based on

their experience with customers.
2. Basing the importance assessment on the further customer
surveys.
 Step 5: Reflect On The Results And The
Process
The team must challenge the results to verify that they are
consistent with the knowledge and perception that the team has
developed through the interactions with customers.
The team should question back regarding:
The sufficient coverage of the customers in our target market.
Ability to capture hidden needs from what the customers had already
highlighted.
Any areas to pursue any follow-up interviews or survey.
Any potential customer to participate in our future developments.
What do we know now that we didnt now when we started?
Are everyone in our organization involved in understanding our
customer needs.
Improvements that we can do in future developments.
PRODUCT SPECIFICATIONS

MEM531
INTEGRATED PRODUCT DESIGN 1
 Specifications
Terminology:
Product requirements
Engineering characteristics
Specifications
Technical specifications

Specification
Consist of a metric and a value
E.g. Metric average time to assemble
E.g. Value less than 75 seconds
4.1 ESTABLISHING TARGET
SPECIFICATIONS
 When to establish?
Target specifications are established after the customer needs have
been identified.
Before generating product concepts.
 Involve 4 steps in establishing the target specifications:

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.
 Step 1: Prepare The List Of Metrics
The most useful metrics are those that reflect as directly as
possible the degree to which the product satisfies the customer
needs.
In other words how does a metric satisfies a customer needs.
Guidelines in constructing the list of metrics:
Metrics should be complete.
Metrics should be dependant, not independent, variables.
Metrics should be practical.
Some needs cant easily be translated into quantifiable metrics
(subjective).
The metrics should include the popular criteria for comparison in the
marketplace.
 Starts with the customer needs

# NEED Imp
1 The sus pens io reduc es v ibration to the hands . 3
2 The sus pens io allow s easy travers al of s low , dif f ic ult terrain.
2
3 The sus pens io enables high speed des c ents on bumpy trails 5.
4 The sus pens io allow s s ens itiv ity adjus tment. 3
5 The sus pens io pres erv es the s teering c harac teris tic s of the4 b
6 The sus pens io remains rigid during hard c ornering. 4
7 The sus pens io is lightw eight. 4
8 The sus pens io prov ides s tif f mounting points f or the brakes. 2
9 The sus pens io f its a w ide v ariety of bikes , w heels , and tires5.
10 The sus pens io is easy to ins tall. 1
11 The sus pens io w orks w ith f enders. 1
12 The sus pens io instills pride. 5
13 The sus pens io is af f ordable for an amateur enthus iast. 5
14 The sus pens io is not c ontaminated by w ater. 5
15 The sus pens io is not c ontaminated by grunge. 5
16 The sus pens io c an be eas ily acc es s ed for maintenanc e. 3
17 The sus pens io allow s easy replacement of w orn parts . 1
18 The sus pens io c an be maintained w ith readily available tools 3.
19 The sus pens io lasts a long time. 5
20 The sus pens io is s afe in a c ras h. 5
 Establish metrics & units

Need #s
Metric #
Metric Imp Units
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
4 1,3 Minimum descent time on test track 5 s
5 4 Damping coefficient adjustment range 3 N-s/m
6 5 Maximum travel (26in wheel) 3 mm
7 5 Rake offset 3 mm
8 6 Lateral stiffness at the tip 3 kN/m
9 7 Total mass 4 kg
10 8 Lateral stiffness at brake pivots 2 kN/m
11 9 Headset sizes 5 in
12 9 Steertube length 5 mm
13 9 Wheel sizes 5 list
14 9 Maximum tire width 5 in
15 10 Time to assemble to frame 1 s
16 11 Fender compatibility 1 list
17 12 Instills pride 5 subj
18 13 Unit manufacturing cost 5 US$
19 14 Time in spray chamber w/o water entry 5 s
20 15 Cycles in mud chamber w/o contamination 5 k-cycles
21 16,17 Time to disassemble/assemble for maintenance 3 s
22 17,18 Special tools required for maintenance 3 list
23 19 UV test duration to degrade rubber parts 5 hours
24 19 Monster cycles to failure 5 cycles
25 20 Japan Industrial Standards test 5 binary
26 20 Bending strength (frontal loading) 5 MN
 Links metrics to needs
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

Time to disassemble/assemble for maintenance

Attenuation from dropout to handlebar at 10hz

Cycles in mud chamber w/o contamination

UV test duration to degrade rubber parts

Special tools required for maintenance
Time in spray chamber w/o water entry
Damping coefficient adjustment range
Minimum descent time on test track

Bending strength (frontal loading)

Maximum value from the Monster

Japan Industrial Standards test

Lateral stiffness at brake pivots
Maximum travel (26in wheel)

Time to assemble to frame

Metric

Lateral stiffness at the tip

Monster cycle s to failure

Unit manufacturing cost
Fender compatibility
Maximum tire width
Steertube length
Spring pre-load

Headset sizes

Wheel sizes

Instills pride
Rake offset

Total mass
Need
1 reduces vibration to the hands.
2 allows easy traversal of slow, difficult terrain.
3 enables high speed descents on bumpy trails.
4 allows sensitivity adjustment.
5 preserves the steering characteristics of the bike.
6 remains rigid during hard cornering.
7 is lightweight.
8 provides stiff mounting points for the brakes.
9 fits a wide variety of bikes, wheels, and tires.
10 is easy to install.
11 works with fenders.
12 instills pride.
13 is affordable for an amateur enthusiast.
14 is not contaminated by water.
15 is not contaminated by grunge.
16 can be easily accessed for maintenance.
17 allows easy replacement of worn parts.
18 can be maintained with readily available tools.
19 lasts a long time.
20 is safe in a crash.
 Step 2: Collect Competitive Benchmarking
Information
The relationship between a new product and competitive products
is vital in determining commercial success.

Metrics Competitive
products

Bosch Black & Stanley Hitachi

Decker
Weight
Functions

 Gunhill Head Shox
Rox Tahx Quadra

Rox Tahx Ti 21
ST Tritrack

Tonka Pro
Maniray 2
# NEED Imp
1 The suspension reduces vibration to the hands. 3
2 The suspension allows easy traversal of slow, difficult terrain. 2
3 The suspension enables high speed descents on bumpy trails. 5
4 The suspension allows sensitivity adjustment. 3
5 The suspension preserves the steering characteristics of the bike.4
6 The suspension remains rigid during hard cornering. 4
7 The suspension is lightweight. 4
8 The suspension provides stiff mounting points for the brakes. 2
9 The suspension fits a wide variety of bikes, wheels, and tires. 5
10 The suspension is easy to install. 1
11 The suspension works with fenders. 1
12 The suspension instills pride. 5
13 The suspension is affordable for an amateur enthusiast. 5
14 The suspension is not contaminated by water. 5
15 The suspension is not contaminated by grunge. 5
16 The suspension can be easily accessed for maintenance. 3
17 The suspension allows easy replacement of worn parts. 1
18 The suspension can be maintained with readily available tools. 3
19 The suspension lasts a long time. 5
20 The suspension is safe in a crash. 5
 Gunhill Head Shox
Rox Tahx Quadra

Rox Tahx Ti 21
ST Tritrack

Tonka Pro
Maniray 2
Need #s
Metric #
Metric Imp Units
1 1,3 Attenuation from dropout to handlebar at 10hz 3 dB 8 15 10 15 9 13
2 2,6 Spring pre-load 3 N 550 760 500 710 480 680
3 1,3 Maximum value from the Monster 5 g 3.6 3.2 3.7 3.3 3.7 3.4
4 1,3 Minimum descent time on test track 5 s 13 11.3 12.6 11.2 13.2 11
5 4 Damping coefficient adjustment range 3 N-s/m 0 0 0 200 0 0
6 5 Maximum travel (26in w heel) 3 mm 28 48 43 46 33 38
7 5 Rake offset 3 mm 41.5 39 38 38 43.2 39
8 6 Lateral stiffness at the tip 3 kN/m 59 110 85 85 65 130
9 7 Total mass 4 kg 1.409 1.385 1.409 1.364 1.222 1.1
10 8 Lateral stiffness at brake pivots 2 kN/m 295 550 425 425 325 650
1.000 1.000
1.000 1.125 1.000 1.125 1.000
11 9 Headset sizes 5 in 1.125 1.250 1.125 1.250 1.125 NA
150 150
180 140 150 170 150
210 165 170 190 190
230 190 190 210 210
12 9 Steertube length 5 mm 255 215 210 230 220 NA
26in
13 9 Wheel sizes 5 list 26in 26in 26in 700C 26in 26in
14 9 Maximum tire w idth 5 in 1.5 1.75 1.5 1.75 1.5 1.5
15 10 Time to assemble to frame 1 s 35 35 45 45 35 85
16 11 Fender compatibility 1 list Zefal none none none none all
17 12 Instills pride 5 subj 1 4 3 5 3 5
18 13 Unit manufacturing cost 5 US$ 65 105 85 115 80 100
19 14 Time in spray chamber w /o w ater entry 5 s 1300 2900 >3600 >3600 2300 >3600
20 15 Cycles in mud chamber w /o contamination 5 k-cycles 15 19 15 25 18 35
21 16,17 Time to disassemble/assemble for maintenance 3 s 160 245 215 245 200 425
hex,
long pin
22 17,18 Special tools required for maintenance 3 list hex hex hex hex hex wrnch
23 19 UV test duration to degrade rubber parts 5 hours 400+ 250 400+ 400+ 400+ 250
24 19 Monster cycles to failure 5 cycles 500k+ 500k+ 500k+ 480k 500k+ 330k
25 20 Japan Industrial Standards test 5 binary pass pass pass pass pass pass
26 20 Bending strength (frontal loading) 5 MN 55 89 75 75 62 102
Step 3: Set Ideal And Marginally Acceptable
Target Values
2 types of target value for the metrics:
1. Ideal value the best result that the you can hope for.
2. Marginally acceptable value values that would just make
the product commercially viable.

5 ways to express the values for the metrics:

1. At least
2. At most
3. Between and
4. Exactly
5. A set of discrete values
 Step 4: Reflect On The Results And The
Process
Reflection after each iteration helps to ensure that the results are
consistent with the goals of the project.
The team should question back regarding:
Are we going to get more by setting higher targets?
Should we offer multiple products or at least multiple options for a
single product.
Are there any specifications missing?
Etc
PRODUCT SPECIFICATIONS

MEM531
INTEGRATED PRODUCT DESIGN 1
4.2 SETTING THE FINAL
SPECIFICATIONS
 How to set the final specifications?
Finalizing the specifications is difficult because of trade-offs
choosing how such trade-offs will be resolved.
Guidelines on how to set final specifications:

1. Develop technical models of the product

2. Develop a cost model of the product
3. Refine the specifications, making trade-offs where
necessary
4. Flow down the specifications as appropriate
5. Reflect on the results and the process
Step 1: Develop Technical Models
Of The Product
 Step 2: Develop A Cost Model
Of The Product
The goal of this step is to ensure that the product can be produced
at the target cost.
Involves estimation of the purchase price, fabrication cost for each
part and overhead cost.
The process is often facilitated by a purchasing expert and a
production engineer.
May include high and low estimations of each item helps to
determine the range of uncertainty in the estimates.
Step 3: Refine The Specifications, Making
Trade-offs Where Necessary
Step 4: Flow Down The Specifications
As Appropriate
METRIC Units Value
1 Attenuation from dropout to handlebar at 10hz dB >12
2 Spring pre-load N 650
3 Maximum value from the Monster g <3.4
4 Minimum descent time on test track s <11.5
5 Damping coefficient adjustment range N-s/m >100
6 Maximum travel (26in wheel) mm 43
7 Rake offset mm 38
8 Lateral stiffness at the tip kN/m >75
9 T otal mass kg <1.4
10 Lateral stiffness at brake pivots kN/m >425
1.000
11 Headset sizes in 1.125
150
170
190
210
12 Steertube length mm 230
13 Wheel sizes list 26in
14 Maximum tire width in >1.75
15 T ime to assemble to frame s <45
16 Fender compatibility list Zef al
17 Instills pride subj >4
18 Unit manufacturing cost US$ <80
19 T ime in spray chamber w/o water entry s >3600
20 Cycles in mud chamber w/o contamination k-cy cles >25
21 T ime to disassemble/assemble for maintenance s <200
22 Special tools required for maintenance list hex
23 UV test duration to degrade rubber parts hours >450
24 Monster cycles to failure cy cles >500k
25 Japan Industrial Standards test binary pass
26 Bending strength (frontal loading) MN >100
 Step 5: Reflect On The Results And The
Process
As usual, the final step is to reflect on the outcomes and the
process through questioning back regarding:
Is the product a winner?
How much uncertainty is there?
Are the specifications best suited to the target market, or could it be
best applied in another market?
Etc.
 CONCEPTUALIZATION

MEM531
INTEGRATED PRODUCT DESIGN 1
5.1 CONCEPT GENERATION
 What is a concept?
A product concept is an approximate description of the technology,
working principles and form of the product.
It describe how the product will satisfy the customer needs.
Either sketched or a rough 3D model including a brief textual
description.
A Five-Step Method
 Step 1: Clarify the Problem
Consist of developing a general understanding and then breaking
the problem into sub-problems if necessary.
Where to get inputs? mission statement, customer needs &
product specification.
How to break the problems? problem decomposition (physical or
functional decomposition).
2 approaches in functional decomposition:

1. Decomposition by sequence of user actions useful for

products with very simple technical functions involving a lot
of user interactions.
2. Decomposition by key customer needs useful for
products in which form and not working principles or
technology is the primary problems.
 Physical decomposition
Bicycle

Frame Seat Wheels Brakes gears

Functional decomposition
Kerusi Kereta

Ubahsuai Ubahsuai Ubahsuai Keselamatan Memuatkan

Tempat Penyandar Penyandar Pengguna System
duduk Kepala Pengesan Sel
Beban

Pergerakan ke Pergerakan Pergerakan ke Jenis Bentuk

depan & bersudut atas dan bawah Titik ubahsuai Pergerakan
belakang Bentuk Bentuk
Bentuk Titik ubahsuai Titik ubahsuai
Titik ubahsuai
 Step 2: Search Externally
Aimed at finding existing solutions to both the overall problem and
sub-problem identified previously.
The external search for solutions is essentially an information-
gathering process.
5 ways to gather information from external sources:

1. Interview led users.

2. Consult experts.
3. Search patents.
4. Search published literature.
5. Benchmark related products.
 Step 3: Search Internally
Using personal and team knowledge and creativity to generate
solution concepts.
4 guidelines 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. Use graphical & physical media.
 Hints for generating solution concepts:
Make analogies
Wish and wonder
Use related stimuli
Use unrelated stimuli
Set quantitative goals
Use the gallery method
 Step 4: Explore Systematically
Aimed at navigating the space of possibilities by organizing and
synthesizing the solutions that had been gathered.
2 tools for managing and organizing the solutions:

1. Concept classification tree.

2. Concept combination table.

Concept classification tree

Pruning of less promising branches.
Identification of independent approaches to the problem.
Exposure of inappropriate emphasis on certain branches.
Refinement of the problem decomposition for a particular
branch.
 Concept classification table
Provides a way to consider combinations of solution fragments
systematically.

Convert Electrical
Energy to Apply
Accumulate
Translational Translational
Energy
Energy Energy to Nail

rotary motor w/
transmission spring single impact

linear motor moving mass multiple impacts

solenoid push nail

rail gun
 Morphological chart
Representing and exploring all the relationships in
multidimensional problems regarding shape and form.
Faraday Toothbrush
 Step 5: Reflect on the Solutions and the
Process
Questions to ask in the final step (reflection):
Has the solutions been fully explored?
Are there other alternatives?
Have external and internal sources been thoroughly looked into and
pursued?
Have all the ideas been considered, accepted and integrated in the
process?
Etc.
 Generate at least 3 design concepts
for your product

Concept 1: Concept 2: Concept 3:

Gear system Belting system Hydraulic system
 CONCEPTUALIZATION

MEM531
INTEGRATED PRODUCT DESIGN 1
5.2 CONCEPT SELECTION
 Concept Evaluation & Selection
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.
 Concept selection methods that may be used:
External decision
Product champion
Intuition
Multi-voting
Pros and cons
Prototype and test
Decision matrices
 Concept Screening
Based on a method called Pugh Concept Selection.
Aimed to narrow down the number of concepts quickly and to
improve the concepts.
Steps in generating this Pugh Concept Selection:
1. Prepare the selection matrix
Choose the inputs (concepts and criteria) that the concepts will
be evaluated based on the criteria product specifications &
customer needs.
Arrange the criteria along the left-hand side and the concepts
along the top of the matrix table.
Choose a datum/reference concept.

2. Rate the concepts

A three-level scale is use to rate the concepts; better (+), worse
(-) or same (0).
 The reference concept (datum) is used to compare the concepts
regarding the given criteria.

3. Rank the concepts

Sum up the better (+), worse (-) or same (0) ratings.

4. Combine and improve the concepts

Reconsider if there are ways to combine and improve certain
concepts.
Focus on concepts having worse (-) ranks in the matrix.

5. Select one or more concepts

If more than one concept is selected, a further review regarding
the concepts can be made.
Beware of average concepts.
 6. Reflect on the results and the process
Check back if the outcome obtained from the process is ok or
not (questioning back) any missing criteria?

C ON C EPT V A RIAN TS

S EL ECT IO N
C RITERIA A B C D E F G REF .
E a s e o f H a n d li n g 0 0 0 0 0
E as e o f U s e 0 0 0 + 0 0
N u m b e r R e a d a b i li ty 0 0 + 0 + 0 + 0
D o s e Me te ri n g + + + + + 0 + 0
L o a d H a n d l in g 0 0 0 0 0 + 0 0
Ma n u fa ctu rin g Ea s e + 0 0 0 0
P o rta b i li ty + + 0 0
P L U SE S 3 2 2 1 2 2 2
S AMES 4 3 1 5 5 2 3
MIN U S ES 0 2 4 1 0 3 2
N ET 3 0 2 0 2 1 0
R AN K 1 3 7 5 2 6 4
C O N T IN U E? Ye s Ye s No No Ye s No Ye s
Criteria Datum Concepts

Rate the
criteria
comparing
it with the
datum

Evaluate
the ratings
 Concept Scoring
Also known as the Weighted Decision Matrix.
Used when increased resolution will better differentiate among
competing concepts.
Weighting factors:
A 5-point scale (0-4) knowledge of the criteria is not very
detailed.
An 11-point scale (0-10) the information is more detail.
A set of weighting factor that sum to 1 (%)
wi = 1.0 and 0 wi 1

The evaluation steps are quite similar to Pugh concept selection

method but sometimes without any reference concept/datum.
 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
 CONCEPTUALIZATION

MEM531
INTEGRATED PRODUCT DESIGN 1
5.3 CONCEPT TESTING
 Why do we need concept testing?
Aimed to get response from potential customer regarding the
product concept.
May be used to select when more than one concept is available.
Can also gather information for improvement & estimate sales
potential of the product.
 Concept testing process
A 7-step method for testing product concepts:

1. Define the purpose of the test

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
Concept testing example
emPower Electric Scooter
1. Purpose of concept test:
What market to be in?

2. Sample population:
College students who live 1-3 km from campus
Factory transportation

3. Survey format:
Face-to-face interviews

4. Communicating the concept:

Verbal description
Sketch
Photograph or rendering
Storyboard
 Video
Simulation
Interactive multimedia
Physical appearance model
Working prototype
Sketch Rendering
Storyboard 3D CAD Model
Appearance model Working prototype
Beta prototype
5. Measure customer response (survey):
PART 1: Qualification
How far do you live from campus?
<If not 1-3 km, thank the customer and end interview.>
How do you currently get to campus from home?
How do you currently get around campus?

PART 2: Product Description

<Present the concept description>
 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

PART 4: Comments
What would you expect the price of the scooter to be?
What concerns do you have about the product concept?
Can you make any suggestions for improving the product
concept?

Thank you.
6. Interpret the results:
Forecasting sales (the quantity of the product expected to be
sold during a time period)

Q=NxAxP
Q = sales (annual)
N = number of potential customer expected to purchase
A = awareness x availability (fractions)
P = probability of purchase (surveyed)
= Cdef x Fdef + Cprob x Fprob

top box second box

Cdef and Cprob = constant ranging 0.10 < Cdef < 0.50 and 0 < Cprob < 0.25
(common use, Cdef = 0.4 and Cprob = 0.2)
 Forecasting Example:
College Student Market

N = off-campus grad students (200,000)

A = 0.2 (realistic) to 0.8 (every bike shop)
P = 0.4 x top-box + 0.2 x second-box
Price point RM795

Determine Q = 200,000 x 0.3 x [0.4 x 0.1 + 0.2 x 0.05]

= 3000 units/yr
top box second box
 Forecasting Example:
Factory Transport Market

N = current bicycle and scooter sales to factories (150,000)

A = 0.25 (single distributors share)
P = 0.4 x top-box + 0.2 x second-box
Price point RM1500

Q = 150,000 x 0.25 x [0.4 x 0.3 + 0.2 x 0.2]

= 6000 units/yr
top box second box
 Sources of Forecast Error
Word-of-Mouth Effects
Quality of Concept Description
Pricing
Level of Promotion
Competition
PRODUCT ARCHITECTURE

MEM531
INTEGRATED PRODUCT DESIGN 1
6.1 PRODUCT ARCHITECTURE
 Definition of Product Architecture
The arrangement of functional elements into physical chunks which
become the building blocks for the product or family of products.

module
module

module
module
Product
module
module

module
module
 Modular vs. Integral Architecture
A product consist of a functional and physical elements.
Functional elements
The individual operations and transformation that contribute to
the overall performance of the product.

Physical elements
The parts, components and subassemblies that implement the
products function.
Typically organized into several major physical building blocks
(chunks).

The architecture of a product is the scheme by which the functional

elements of the product are arranged into physical chunks and by
which the chunks interact.
 Modular architecture properties
Chunks implement one or a few functions entirely.
Interactions between chunks are well defined.
Modular architecture has advantages in simplicity and
reusability for a product family or platform.

Integral architecture properties

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.
Modular Architecture
Example: Trailer

protect cargo
box
from weather

connect to
hitch
vehicle

minimize
fairing
air drag

support
bed
cargo loads

suspend
springs
trailer structure

transfer loads
wheels
to road
Types of Modularity
Integral Architecture
Example: Trailer

protect cargo
upper half
from weather

connect to
lower half
vehicle

minimize
nose piece
air drag

cargo hanging support

straps cargo loads

spring slot suspend

covers trailer structure

transfer loads
wheels
to road
 Choosing the Product Architecture
Architecture decisions relate to product planning and concept
development decisions:
Product Change (copier toner, camera lenses)
Motives for product change upgrade, add-ons,
adaptation, wear, consumption, flexibility in use, reuse.

Product Variety (computers, automobiles)

Product built around a modular architectures can be more
easily varied without adding tremendous complexity to the
manufacturing system.
Product variety
 Component Standardization (motors, bearings, fasteners)
The use of the same component or chunk in multiple
products.

Product Performance (racing bikes, fighter planes)

How well a product implements its intended functions?
Normally involves integral architecture.

Manufacturability (disk drives, razors)

Ability to design each chunk to be produced at a low cost.

Product Development Management (team capacity, skills)

Modular and integral architectures demand different project
management styles.
Modular needs very careful planning.
Integral needs less planning & specification.
Product performance
 Establishing the Architecture
A four (4) step method to establish the architecture:

1. Create a schematic of the product

2. Cluster the elements of the schematic
3. Create a rough geometric layout
4. Identify the fundamental and incidental interactions
Establishing the Architecture
Example: DeskJet Printer
 1. Create a schematic of the product
Example: DeskJet Printer
Enclose
Printer Print
Cartridge

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

Position
Store
Paper
Output In Y-Axis Control
Printer

Store Supply
Pick DC
Blank
Paper Paper Power

Communicate
Command
with
Host Printer
Flow of forces or energy
Functional
or Physical Flow of material
Elements Connect
Flow of signals or data
to
Host
2. Cluster the elements of the schematic
Example: DeskJet Printer
Enclosure

Enclose
Printer Print
Cartridge

Provide User Interface Board

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

Position
Store
Paper
Output In Y-Axis Control Power Cord
Printer and Brick

Store Supply
Pick DC
Blank
Paper Paper Power

Print
Paper Tray
Mechanism Communicate
Command
with
Host Printer
Host Driver
Functional Connect Software
or Physical Chunks to
Elements Host
Logic Board
3. Create a rough geometric layout
Example: DeskJet Printer
 4. Identify the fundamental and incidental
interactions
Example: DeskJet Printer

Enclosure User Interface

Board

Styling

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

RF
Thermal
RF Interference
Distortion
Shielding

Power Cord
Chassis
and Brick
Product Architecture Exercise
Example: Observatory Dome
 Cluster & Identify the Chunks
Schematic of Product Elements
Structural
User Interface Support
Chassis Power Failure
Opening & System
Sensors
Azimuth Rotation
Displayer Encoder Manual
Actuator
Power
Supply Dome Dome
Dome
Power Controller Motor
Dome Component
Circuit Board

Push Shutter Shutter

Shutter
Buttons Controller Motor
Activation Shutter Component
switches
Limit
Switch
 Geometric Layout
Example: Observatory Dome
Shutter
Component

Sensors
Dome
Component

Power Failure
System

User Interface Chassis

Circuit Board Activation

Switches
 Fundamental & Incidental Interactions
Example: Observatory Dome

Sensors

Shutters
Thermal
Vibration/Noise
Distortion
Dome Electric Motors Circuit Board
Circulated Heat

Friction Power Failure

System
 INDUSTRIAL DESIGN

MEM531
INTEGRATED PRODUCT DESIGN 1
7.1 INDUSTRIAL DESIGN
 What is Industrial Design?
Definition based on the Industrial Designers Society of America
(IDSA) 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.
Two (2) important dimensions to characterize in ID:

1. Ergonomics
2. Aesthetics
 Ergonomic Needs
How important is ease of use?
Extremely important for both frequently used products and
infrequently used products.

How important is ease of maintenance?

Important for products that need to be serviced or repaired
frequently.

How many user interactions are required for the products

functions?
The more interactions users have with the product, the more
the product will depend on ID.
 How novel are the user interaction needs?
More novel user interface my require substantial research and
feasibility studies (user are not used to it yet).

What are the safety issues?

Safety considerations may be challenging in certain products
that require higher safety measures.
 Aesthetic Needs
Is visual product differentiation required?
Yes, especially for products that rely on aesthetic appeal
(exterior) compared products that are used internally (interior).

How important are pride of ownership, image and fashion?

An attractive product may be associated with high fashion and
image and will likely create a strong sense of pride among its
owners.

Will an aesthetic product motivate the team?

When a product looks aesthetically good and people starts to
like it, the design team will have a sense of pride and at the
same time motivate the team.
 Industrial Design Impact
to Companies
Many companies managed to establish visual equity and corporate
identity through the use of ID in their product lines.

Apple Computer, Inc.

 Rolex Watch Co.

Braun GmbH
 Audi

BMW
 Adidas

SONY
 Industrial Design Process
The Industrial Design (ID) process consist of the following phases:

1. Investigation of customer needs.

2. Conceptualization (thumbnail sketches).
3. Preliminary refinement (soft model).
4. Further refinement and final concept selection (hard
model).
5. Control drawings and models (control models).
6. Coordination with engineering, manufacturing and external
vendors.
Motorola RAZR thumbnail sketches (conceptualization)
Motorola RAZR soft model (preliminary refinement)
Motorola RAZR hard model (final concept selection)
Motorola RAZR control model (control drawings or models)
 Managing Industrial Design
The timing of the ID effort depends upon the nature of the product
being designed.

Technology-driven products
Consumer most likely purchase the product because of its
technological performance.

User-driven products
It has a high degree of user interactions with this type of
product where functionality of its interface and/or its
aesthetic appeal is important.
 Assessing the Quality of ID
Assessing the quality of ID in a finished product is very subjective.
Why?
Five (5) categories for evaluating a product:

1. Quality of the user interface (user interaction).

2. Emotional appeal (users feelings).
3. Ability to maintain and repair the product (maintenance-
wise).
4. Appropriate use of resources (development cost).
5. Product differentiation (uniqueness of the product).
 PROTOTYPING

MEM531
INTEGRATED PRODUCT DESIGN 1
9.1 PROTOTYPING
 What is a prototype?
Prototype an approximation of the product along one or more
dimensions of interest.
Prototyping the process of developing such an approximation of
the product.
 Types of prototype
Physical prototypes
A tangible product created to approximate the real product.
 Analytical prototypes
A non-tangible product usually represent in terms of a
mathematical or visual.
 Comprehensive prototypes
Implement most (if not all) of the products attributes.
Full-scale and fully operational version of the product.
 Focused prototypes
Implement one or a few of the products attributes.
Two or more focused prototypes are used together to
investigate the overall performance of a product.
One with a looks-like prototype and another with a works-
like prototype.
 Four uses of prototypes
1. Learning
Answering questions about performance or feasibility.
E.g. proof-of-concept model.
2. Communication
Demonstration of product for feedback
E.g. 3D physical models of style or function
3. Integration
Combination of sub-systems into system model
E.g. alpha or beta test models
4. Milestone
Goal for development teams schedule
E.g. first testable hardware
 Prototyping strategy
Use prototypes to reduce uncertainty.
Make models with a defined purpose.
Consider multiple forms of prototypes.
Choose the timing of prototype cycles.
Many early models are used to validate concepts.
Relatively few comprehensive models are necessary to test
integration.
Plan time to learn from prototype cycles.
Avoid the hardware swamp a potential pitfall in product
development that is caused by misguided prototyping efforts,
that is building and debugging of prototypes (physical or
analytical) that dont substantially contribute to the goals of the
overall product development project.
Prototyping reduces risk & cost
 Many comprehensive Some comprehensive
prototypes are built. prototypes build (and sold?)
High
Technical or Market Risk

One prototype may be Few or no comprehensive

used for verification. prototypes are built.
Low

Low High
Cost of Comprehensive Prototype
 Prototyping technologies
Rapid prototyping methods
Most of these methods are additive, rather than subtractive,
processes.
Build parts in layers based on CAD model.
SLA Stereolithography Apparatus
SLS Selective Laser Sintering
3D Printing
LOM Laminated Object Manufacturing

Virtual prototyping
3D CAD models enable many kinds of analysis:
Fit and assembly
Manufacturability
 Form and style
Kinematics
Finite element analysis (stress, thermal)
Crash testing

Traditional prototyping methods

CNC machining
Rubber molding + urethane casting
Materials: wood, foam, plastics, etc.
Model making requires special skills
 BMW Virtual Crash Test

From: Scientific American, March 1999

DEVELOPMENT PROCESSES
AND ORGANIZATION
MEM531
INTEGRATED PRODUCT DESIGN 1
1.3 ADAPTING THE GENERIC
PRODUCT DEVELOPMENT

PROCESS
 Technology-Push Products
Begins with a new proprietary technology and looks for an
appropriate market in which to apply this technology.
Involve basic materials or process technologies because they are
commonly deployed in many applications.
In the planning phase a given technology is matched with a
market opportunity followed by generic development process.
A technology-push product will only succeed if:
The technology used gives a clear competitive advantage in
meeting customer needs.
Suitable alternative technologies are unavailable for the
competitors to utilize.
Example of Technology-Push Products
 Platform Products
The new product will be built around an established technological
subsystem (a technology platform).
Example: Tape transport mechanism in the Sony Walkman, the
Apple Macintosh operating system, Polaroid instant film.
Slightly similar to technology-push product development starts
with an assumption that the product concept will utilize a particular
technology.
The only difference is a technology platform has already being
used and proven useful in meeting customer needs.
Therefore much simpler to develop compared if the technology
were developed from scratch.
Example of Platform Products
 Process-Intensive Products
Include semiconductors, foods, chemicals and paper.
Characteristics of the product are highly constrained by the
production process.
Certain production process will give different product characteristic.
In many cases the products are produced in very high volumes and
are bulk.
Either an existing production process must be specified from the
beginning, or both product and process must be developed
together from the beginning.
Example of Process-Intensive Products
 Customized Products
Customized products have slight variations of existing
configurations.
Developed in response to a specific order by a customer.
Involves setting values of design variables such as physical
dimensions and materials.
Similarity of projects allows for a streamlined and highly structured
development process.
Example of Customized Products
 High-Risk Products
Have big uncertainties of failure related to the technology or
market.
Technical risk will the product function properly?
Market risk will the customer like what the team develops?
Budget and schedule risk can the team complete the project on
time and within the budget?
Reducing these risks by addressing the risk at early product
development stages concept testing using prototypes.
These risks have to be monitored regularly expecting that the risk
will be reduced over time and not being postponed (wait and see).
Example of High-Risk Products
 Quick-Build Products
Rapid modeling and prototyping enables many design-build-test
cycle to be made.
This allows rapid iteration (more flexible and responsive product
development process) a.k.a spiral product development process.
Detail design and testing phases are repeated a number of times
until the product is completed or time/budget runs out.
Customer may ne involved in the testing process after one or more
cycle trial version of software.
When this happen, normally all the expected detail design features
have been incorporated into the evolving product
Example of Quick-Build Products
 Complex Systems
System must be decomposed into several subsystems and many
components.
These subsystems and components are developed by many teams
working in parallel.
Involves larger-scale products such as automobiles and airplanes.
Detail design of the components is a highly parallel process in
which the development teams work at once.
Example of Complex Systems
Products Development Process Flow

Involves the development of market-pull, technology-push,

platform, process intensive, customized and high-risk products.
Each stage is followed by a review to confirm that the stage is
completed and to determine whether the project proceeds.
 Involve the quick-build products.
Detail design, prototyping and testing are repeated a number of
times.
 Involve the complex systems.
Works of the subsystems and components are decomposed into
parallel stages of work.
DEVELOPMENT PROCESSES
AND ORGANIZATION
MEM531
INTEGRATED PRODUCT DESIGN 1
1.4 PRODUCT DEVELOPMENT
ORGANIZATIONS
 Forming an Effective Organization
Organizations are formed by establishing links among individuals.
A product development organization is the scheme by which
individual designers and developers are linked together into groups
(formal or informal links).
A successful firm or company must organize their product
development staffs effectively.
The staffs may be linked in the way of:
Reporting relationships supervisor and subordinate
Financial arrangements same financial entity
Physical layout sharing the same office, floor, building, etc.
 Organizational Links
Organizational links may be aligned with functions, projects or both.
Individuals can be classified according to:
1. Their function
Individual responsibility that involves specialized education,
training or experience.

2. The projects they work on

Individuals applying their expertise to specific projects.

The above two classifications must overlap because individual from

several different functions will work on the same project or an
individual associated with only one function but contribute to more
than one project.
 Organizational Structure
1. Functional organizations.
The organizational links are
primarily among those who perform
similar functions.
These people would all report to
the same manager who would
evaluate them and set their
salaries.
Having the same budget and
working in the same part of a
building.
2. Project organization.
The organizational links are primarily among those who work on the
same project.
Having people from several different functions with each group
focusing on the development of a specific product.
Reporting to an experienced project manager who might be from any
functional areas.
3. Matrix organizations.
A hybrid of functional and project organizations.
Individuals are linked to others according to both the project they are
working on and their function.
Choosing an Organizational Structure
Depends on which organizational performance factors are most
critical to success.
Functional organizations tend to expend specialization and
expertise in the functional area.
Project organizations enable rapid and effective coordination
among diverse functions.
Matrix organizations have the potential to show some functional
and project organizations characteristics.
Some questions to guide in choosing the right organizational
structure:
How important is cross-functional integration?
How critical is cutting-edge functional expertise to business success?
Can individuals from each function be fully utilized for most of the
duration of a project?
How important is product development speed?