In this work I see a lot of inventors. I love inventors.

They have the great ideas, but often have no idea where to go next. An invention is wonderful, but the idea is not much till it becomes a reality. I am often asked: "How do I get my great idea to market?" - A great question with a not so simple answer. A new product is more than just making a few parts. It's done through a process we call "Product Development". This article is an attempt to address questions that arise in conversations about "what do I do next?"

Starting at the Beginning: Step 1 - Identify the "Bright Idea" The process starts with a great idea and ends, hopefully, with a desirable product in hand. Morphing the "Bright Idea" into a "Final Product"is a process of thinking through issues & adaptations, working out details, and defining The Problem (an Example): Step 2 - Define the Requirements Step 3 - Information & Planning (Patent Search, Market Research) Step 4 - The Design Phase A few years ago I was looking for new stereo speakers. I visited stores, read articles, books and magazines. I talked to friends and sales people. In the end, I was disappointed that the really "good" speakers were very expensive, and the affordable speakers were ... well, "cheap". I wanted great sound without a mortgage. The Bright Idea: Step 5 Prototyping
Design Prototyping

Requirements

Design a high-end speaker that can be made without a paying a fortune. all the specifics -- like how it's made, exact materials, possible failure modes, required regulations, etc..

Step 6 Production
Production

As an illustration of the process, here is an example we'll follow through the process.

What then, is the process? More Reading: Notes about time, costs, etc.. When to apply for patents. A simplified diagram of the Product Development Process is shown graphically in the figure to the left. For more information,

select the link for each step. Discovering the "Bright Idea" is the first big step -- and it usually occurs without much of a method. Some typical steps for the rest of the process are discussed on the following pages. Select a link below or

Continue to Step 2 Links for more information: Step 2 - Defining Requirements. Step 3 - Information & Planning. Step 4 - The Design Phase. Step 5 - The Purpose of Prototypes. Step 6 - Production Details and Production. Process Notes - Time, Costs, Considerations. When to Patent - When and Why.

STEP-2

Step 2 - Defining Product Requirements:

After the "Bright Idea", the next step is to start a list of product attributes, requirements and goals. Here is a list of things to consider. (It's long, but plow through, it's important.) While not all apply to every product, each should be considered. Note: A definitive list of requirements is not necessary to begin the process because the list will be refined as you go. However, the better the specification at the beginning, the easier it is to complete the next steps without backing up and wasting time and money.

Product Requirements

Considerations for Product Definition: Links for further reading: Process Overview Step 2 Requirements. Step 3 Information & Planning. Step 4 - Design. Step 5 Prototypes. Step 6 1. Who will use the product? Who is the "real" customer (who will actually buy the product) -- versus -- who will be the end user of the product? For example, think of a widget made for a hotel. The "real" customer is the hotel purchasing agent. The end user may be the staff or the hotel guest. Understanding the customer is important in both design and marketing.

2. What are the customer's requirements? Consider life span, product function, strength, rigidity, flexibility, product look, feel and performance. Consider complementary products and how their changes will effect your product. A widget made for use in a car, for instance, may not work in all cars and its usefulness may diminish with the next model year. 3. How much will the product cost? It is important to know how much a customer will pay for the product because it must be produced for much less. Typically, a product on the shelf is manufactured for 1/4 to 1/6 of the price you pay because of mark-up and margins required by all the people that handle it. Additionally, when making the requirements list, there should be a specific cost goal -- like less than

Production. Process Notes When to Patent

$5 -- it is not enough to say make it"as cheap as possible." The specific goal is the input needed. (The goal may change with additional input, but it needs to remain specific.) One important note with respect to cost: Cost and price are two different things, and a good business plan will make the most of price without regard to cost. The discussion above is specifically to make sure your cost (& appropriate markups) don't exceed your customers desire to purchase.

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4. How many widgets are expected to be sold, and in what time frame? The quantity to be sold will drastically effect the cost of the product, and what processes are used to produce it. 5. How will the product be sold? At Walmart? Or through a distributor? In Magazines? Or through TV advertisement? Will the product be sold whole? Or will it be assembled by the customer? How will it be packaged? All these things effect the cost and the design in many ways. 6. What is the timing required? Some products are time sensitive. A toy, for instance may need to be on the shelf in October to sell for Christmas. 7. What is the expected life of the product? Will this product sell successfully for many years? Or will it sell like wildfire for just one season? 8. How will the item be marketed? Items to consider include: Presentation, Weight, Packaging, Shipping, Colors, Sizes, etc.. 9. Usability -- often forgotten -- includes how the product with interact with those who will use it. There is a whole field of Human Factors or Industrial Design that deals with how products interface with humans. You've probably used products that fail the "Intuitive Test" (my words for "Can I figure out how it works?"). Those are the things people complain about, and you don't want yours to be like that.

10. What is the expected use? -- and perhaps more important, what is the expected misuse or abuse? How can the product be made to accommodate these expected situations? 11. What product safety issues are involved? Are there safety concerns with misuse? In what ways is it possible for the product to fail? And what are the consequences? This is often referred to as FMEA or Failure Mode and Effects Analysis. These MUST be considered, especially in our demented, sue-happy society. 12. What are the hard points of the "Bright Idea"? What are the points that cannot change? What areas can change if needed to better meet other, more important requirements? 13. Will a warranty be provided? If so, what will it cover and how will it be handled? 14. What governmental regulations or certification requirements must be met? This will depending on the product and how (or where) it is to be sold. Certifications

like CE or UL (or some other) may be required. OR, certain standards like ANSI may be required. Look carefully into what or who may govern the use of the product. 15. Are there legal concerns like patent infringement, or liability issues? 16. Will the product have social concerns like disposability or recyclability? 17. Some thought must be given to manufacturing issues like cost, time, material, size, weight, complexity, where it might be made, etc.. Government regulations may also limit these choices -- like material properties. (These issues will be addressed in depth through the design process, but a good feel for what is expected up front is helpful.) 18. Where will the product be made? Though this question really should not be answered prior to looking at things like "how many" and "what processes", you should know how you feel about ON SHORE and OFF SHORE manufacturing. You should know how you feel about different areas of the world such as Mexico, Indonesia or China. Note: There has been a trend in recent years (especially in the USA) to farm out all sorts of manufacturing to low cost producers of the world such as Mexico or China. Some companies do this quite successfully, others struggle. It is our experience that manufacturing overseas requires a lot of hand-holding and the costs to do so are very often forgotten. More about this later.

The Requirements (our Speaker Example): For our example of the stereo speakers, the requirements list included the following (as well as others): Sound quality is Most important -- the speakers must perform as good or better than other high-end products or it wouldn't be worth the effort. Performance characteristics like frequency response, high and low end fall-off, flatness of the performance curve, efficiency, power levels, etc. are used to quantify "Sound Quality". In addition, performance characteristics drive other requirements like stiffness, porting, etc.. Product size, look and presentation (This requirement changed through the design process. At first a typical rectangular box was expected, but engineering suggested something better -- and form followed function -- to produce a unique, and smart shape.) Ease of construction - this requirement limited the possibilities for construction and therefor limited the design to something that can be built with typically available equipment and skill. Complimentary product - could or should a sub-woofer be suggested?

And many others.

Concluding Thoughts ...

This stage of product specification is often skipped or skimped early in the process. The result is higher cost and a longer time to completion -- because past parts of the process have to be revisited when something is missed. From a Product Development standpoint, defining what is required is one of the most important steps, and it will be done, one way or another, like it or not -- on purpose, or by accident -- before the product is finished. The way you do it, andwhen you do it will certainly effect the final outcome. Also, having a proper product specification in hand is the best way to document your design if your have intentions to sell, license or patent the end product.

Continue to Step 3 - Information & Planning.

STEP-3

Step 3 - Gathering Information & Planning:

To enhance the Requirements List of Step 2, some specific outside information is needed. Typically, a patent search and some market research are appropriate. You may have no intention of patenting a new widget, but you really need to know if someone else has. There are a lot of patents for great products the inventor didn't ever get to market. (I believe some of that comes from not understanding the development process -- which is part of the stimuli in writing this article.) Patent Searches can be done in a few different ways. You can do it yourself -- at the library or on-line. www.uspto.gov and www.FreePatentsOnline.com are a pretty good online sources. Or you can hire someone to do the search for you. (Note: I strongly suggest avoiding the "Invention Centers" that exploit inventors and their wallets.) Perhaps the best source -- though they are expensive -- are patent attorneys. They won't develop your invention, but they can do a thorough search and can give better advise on patentability and infringement. After all, a patent is only as good as it can be defended.

Gather Information & Plan

Links for further reading: Process Overview

Step 2 Requirements. Step 3 Information & Planning. Step 4 - Design. Step 5 Prototypes. Step 6 Production. Process Notes When to Patent

Protecting Your Idea: The Hewlett Packard web site had a great article on Patents: Protecting your big idea that can shed some good light on the types and processes for protecting intellectual property. Then read about When to Patent. Another good resource I've found (hopefully the blog persists) is at www.LearnAboutPatents.net. Also, many patent attorneys have information available like the Frequently Asked Questions about Patent Law from Gould & Whitley at http://www.gouldwhitley.com/ > Patent Law that also tell about prices.

A Note About "Invention Centers" You've seen them. They come by many names. They often advertise on TV or in the mail -- saying how they will take your idea and make you a millionaire. Oh how many horror stories I've heard about being ripped-off. It is really sad. The appeal is to the very real need for a guide in the process -- for knowledge and information -- because the path to success is not well marked. The trouble comes when an "invention center" wants control and you pay . . . for whatever. Remember: The path is not well marked, because it is different for each idea. Ask lots of questions. Challenge promises. Insist on being integrally involved in decisions. Be willing to back-off if you feel uncomfortable.

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There are plenty of people out there ready to take your money and your ideas. Be cautious. Look carefully at the source. Be careful with what you are willing to give them. The more they promise (especially without a careful evaluation of your idea) the more cautious you should be. Note: Don't get the wrong idea . . . there are good places for help, but most of the good ones won't "do it all", and they won't make a lot of promises. Most of all, they won't promise how much you will make, or how many you will sell.

Market Research -- Depending on the scope of the project, market research is usually desired. This should include things like competitive analysis, market availability, costs of getting product to the consumer, etc.. It should also include justification (in hard numbers) as to why your product will be able to penetrate the market, and how fast. Since I am not an expert here, I'll leave this topic to others. >>> Open invitation: Submit an article about Market Research, and if I approve it, I'll add the article here and a link to your site. <<<

Gathering Outside Information (our Speaker Example): For the speakers, a quick Patent Search was done just to be sure of no infringement, but patenting was determined as unnecessary because the goal was to build a great set of speakers, not to displace Bose or Onkyo. The Market Research was really done before the project began. The motivation for designing such speakers was the lack of availability in the market. In this case, the market research came early and defined many of the requirements. Things like size, power, impedance, drivers, etc. were all defined. Additionally, the goal was notto sell millions, just to make a good product.

Business Plan -- The summation of gathering information combined with the product specification and a healthy dose of common sense will help in writing a Business Plan. The plan (with real numbers - don't cheat here or you'll be cheating yourself) must justify continued effort and money spent on the project. Sadly, when this step is skipped (or over optimistically completed), time and money are usually wasted. It's OK to determine that the product can't make money, and it's much better to do it now than later. Take some time and develop the business plan. Get some help if you need it -- I did. It's important, and it's eye-opening. >>> Open invitation: Submit an article about How to Write a Business Plan (detailed), and if I approve it, I'll add the article here and a link to your site.

<<<

Concluding Thoughts ...

Make sound, realistic plans based on good information. Great things that come from taking a hard look at the above items are: First - a revised and improved product specifications (step 2 again). Second - the start of intellectual property protection for your idea -- and knowing you are not treading on someone else. Third - a sound business plan as a road map for success. Fourth - a good foundation for explaining why your product will succeed -if just for peace of mind to have something concrete to support your feelings, but also as a great foundation for getting investment money if you need it.

The more you know, the easier it is to succeed, for knowledge empowers success.

Continue to Step 4 - The Design Phase.

STEP-4

Step 4 - The Design Phase:

True design is both science and art; analysis and synthesis. It is compromise in the balance of conflicting requirements. It is drawing on and improving upon previous knowledge to find solutions -- for new challenges, or as new solutions to previous issues. At Synthesis, the goal is to find the Elegant Solution -- not just any solution. It is our objective to find the best blend of compromise in all the conflicting requirements. The Design Phase has 2 main components (and often a 3rd): 1. Conceptual Design - (the macro level) where fundamental and sweeping ideas are considered and evaluated; 2. Principal Design or Characterization - (the micro level) where the details are composed; 3. Oft times Proof of Principal phase(s) must be included to assure a complete and secure product deployment. These 3 phases are discussed in the appropriate sections below. Completion of the design phase often requires iteration -- and often iteration with the following prototype stage. This happens as understanding of the product increases and testing shows potential for improvement.

The Design Phase

Links for further reading: Process Overview Step 2 Requirements. Step 3 Information & Planning. Step 4 - Design. Step 5 Prototypes. Step 6 Production. Process Notes When to Patent

Conceptual Design:
Finding the best overall design always starts by considering various possibilities. The more complex the problem, the more concepts should be considered. Often this starts with a brainstorming session where all kinds of ideas are measured. Having a reasonable list ofrequirements at this point is extremely valuable for assessment. This is a time for sketching on the white board or paper. It's a time for bringing good brains together. It's a time for discussion. Ideas should be captured, evaluated, mutated, blended and reincarnated. It is my firm belief that the best ideas come from multiple good sources -- by bouncing ideas back and forth, mutating them through the filter of various perspectives, the elegant solution will rise to the surface.

A "HARD" Note to Inventors"

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As an inventor you are the creative stimulus behind your idea. Obviously, that puts you in a key position, yet you must realize that your ideas can and will stimulate creativity in others. Many inventors suffer from a "not invented here" syndrome that puts them on the defensive when others offer suggestions. This will truly limit the potential of both the inventor and their product. The good ideas of others can enhance and perfect your original concepts. Even when the new propositions are not included, if they were honestly considered and evaluated they will benefit the product by assuring all aspects are considered. New ideas or additions do not devalue the inventor, they enhance the product. A bad case of "not invented here" is really a reflection of immaturity and lack of self confidence. Rise above it and success is far more likely.

The conceptual design phase is also a time for comparing competitive products against the list of requirements to see how the competition stacks up. As ideas are evaluated, several things should be considered: Analyze concepts for adherence to goals and requirements. Determine areas of technical stretch (if any) for each concept. Does anything new have to be invented to make it work? o Is there technology available to accomplish all the tasks? o How can a Proof of Principal (PoP) be created and tested in advance to assure that areas of technical stretch won't delay the product? o Are there substitute technologies to use if the new technology doesn't make it? Examine impact on time and cost goals for each concept.

In many cases technical innovation is required to accomplish a task. These areas of technical stretch -- or PoP's (Proof of Principal) -- must be evaluated carefully to see that they can be contained within time and or cost requirements. Often these areas are separated out as parallel path mini-projects to determine if the technical stretch can be reached. We call these mini projects PoP's. (See below for more discussion on PoP's.)

Conceptual Design (our Speaker Example): Many box and configuration ideas were considered - some short and fat, some tall, some deep and some shallow. It included drivers of all types and sizes until as the designs were evaluated, just a couple rose to the top. The front runners were those that best met the stated requirements. The design finally chosen was certainly not the easiest or cheapest. It was chosen because it best met the more important requirements, and . . . it yielded a desirable personality from an artistic viewpoint.

Principal Design or Characterization:

This is the stage of hard-core design. This is where the computer is used -- both for CAD and for design analysis. This is where the fundamental engineering is done. Typically this stage of the design includes work in all the areas of the project -- perhaps by several individuals or teams depending on size and complexity. The routine generally includes individual work as well as design review meetings at appropriate intervals. Design review meetings typically consist of: Design analysis for adherence to inputs or requirements. Resolution of issues -- especially those crossing between design teams. Incorporation of new knowledge and/or technology. Review of the design for manufacturing feasibility. Review of progress with respect to timing.

The principal design stage should also include design optimization where areas of the design may iterate in getting to the elegant solution -- one of the ways a design transforms from good to GREAT. A note about Quality: How do you define "Quality?" The best definition I've seen is: "Quality is what the CUSTOMER says it is."
L.P.Goates, Hewlett Packard

That means it's different for each customer, and understanding is required to determine needs for the product. Truly, quality is quite different for a disposable product than for a durable one. It is also different if a warranty is to be provided. Design in quality from the start and it's free. -- Wait till later, and it's very costly. For an example, look at the US auto industry -- especially through the 70's and 80's.

Proof of Principal or PoP (Parallel Path)

Prior to being included in the main design, areas of technical stretch (innovation) should be evaluated carefully and often prototyped ahead of time to determine if the technology can be stretched as desired to accomplish a goal. This means that for areas where current technology or a precedent does not exist, it must be invented. These areas should be identified early and worked in parallel to see if they pan out. The main design will usually have a back-up or "safe" plan to implement if the invention does not pan out. If, or when, the idea is proven or determined as safe for the prime design, it can be incorporated. This a development phase of product design. It often requires invention or optimization using tools like Statistical Design of Experiments. Testing can be a big part of defining and achieving a technical stretch.

Proof of Principal Example 1:

A special lightweight part was wanted for a support in a design. The lightweight version was to be made as powdered metal sintered around a machined part. The powdered metal would provide a shape and density desirable for lightweight while the machined part would provide the necessary strength and contact properties. A casting would accomplish the task as a back up if the new process would not work. Though the casting would work, it would be heavier and more expensive. The lightweight process was engineered in parallel to the rest of the design, then when it proved out, the lightweight design replaced the casting. Proof of Principal Example 2: For one client, our job was simply to find the right combination of material, size, plating (if required) and geometry to accomplish a simple task. The function was extremely critical, so literally thousands of tests were conducted in a Design of Experiments fashion to find and statistically verify a workable design. Tests included environmental chamber testing and many others. It also required the invention of a process to create the desired outcome. After many design and process attempts, the work finally concluded with a robust design combined with a proprietary process to satisfy the need and exceeded the given requirements. This illustrates how the proof came with not only a special design, but it also required the invention of a process.

Concluding Thoughts ...

The design phase of development is often iterative. First designs and prototypes usually show opportunities for improvement, then a second design cycle is done. Especially where new technology is created, time for learning will pay big dividends. Design refinement in this way yields the best possible products.

Continue to Step 5 - The Purpose of Prototypes.

STEP-5

Step 5 - The Purpose of Prototypes:

Prototyping is the design verification phase of Product Development -- used to demonstrate or prove aspects of a design. Prototyping is simply taking the design from

the virtual, imaginary realm into the physical world. There are many levels of Prototypes:
Prototypes

Some are simple duct-tape and bailing wire types to visualize how something might work; Some are highly polished, fragile representations for show and tell; Still others are functional representations that work, but may not look perfect; And some are complete representations of the final product.

Links for further reading: Process Overview Step 2 Requirements. Step 3 Information & Planning. Step 4 - Design. Step 5 Prototypes. Step 6 Production. Process Notes When to Patent

The type of prototype chosen should fit the specific needs of the project or tests -especially since there is often a significant cost involved. Typical prototyping methods include mock-ups (clay, wood or other), fabrication, and rapid prototyping. Mock-ups are typically done very early in the design for visualization, feel, and to allow adjustments or fiddling with shape and size. Fabricated prototypes are typically functional versions that may or may not look like the final product but give the opportunity to test function or prove something works. The term "Rapid Prototyping" encompasses a large group of technologies that create 3D physical parts directly from the computer. This is becoming very popular because of the speed and accuracy available. These can be done in almost any shape and can be finished to look exactly like a production part -- though usually much more fragile. A whole host of service bureaus have sprung up to meet this need, so for more information, a quick web search will usually yield an overload of information. . . . . Regardless of the method, prototypes should be thought of as tools: for learning, for visualization and for design improvement . . . . Before diving into the prototyping phase, there are few questions to ask: Is a prototype desirable or necessary? Is there a need for design verification? Is testing needed for design improvement? Has the design been done to the best knowledge before prototyping?

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Depending on the product, a prototype may or may not be necessary -- or perhaps more importantly, it may be that only parts of the design need prototyping. This is not to say that prototypes should not be built, just to emphasize that prototyping is costly in both time and money so the need should be evaluated. In many industries the products are quite complex and require several iterations of design, prototyping and testing. The auto industry, for instance, uses several variations of prototypes to evaluate the design and to find areas of improvement. In the case of automobiles, the complexity of the design and the amount learned in testing from each version easily justify the time and cost. A Note About Testing What do you test? How much testing? What kinds of tests? Most industries have standards to meet or requirements to satisfy. Certainly

testing must be done to certify or "pass" those tests, but don't forget testing for your own benefit . . . testing to verify your FMEA (Failure Mode Effects Analysis). Every product has some possible failure point. It may be in abuse or something else, but because it can fail, you must understand it. Testing to verify failure effects is extremely important. Test with an open mind. Testing should be done as realistically as possible, with a mind open to learning everything available. If something unexpected happens, you've learned. If something breaks, it does not mean you failed, it means you've learned, and you're that much closer to a better design. Don't skip or short-cut the testing. Field failures come back to bite -- usually with very large teeth!

A parallel process to be done with prototyping is Production Quotation. This is where manufacturer input is requested -- both for cost to produce as well as for ways the product can be made cheaper, easier, lighter, faster, stronger and better. This is especially valuable if the design is to be iterated, and can influence your needs in prototyping. In practice, most products require at least one prototyping phase. Typically, the flow is from the design phase to prototype and testing then back to design for (hopefully) minor changes before going to production.

Prototyping (our Speaker Example): The first speaker prototype turned out really good so a matching prototype was also made and both are in use. A few improvements for ease of assembly were identified, so some minor changes were made in the design before the plans were put up for sale in our Buy the Way section of this web site.

Concluding Thoughts ...

Really, the Design and Prototyping steps of the Product Development Process can be blurred together with learning and insight coming from all these tools. Also, the final stages of both design and prototyping (especially the final stages) should include input from manufacturing. Whatever the product, if it is to be sold, it will need to be produced, and that involves the next step of manufacturing. Our experience has taught that involving possible manufacturers early in the design phase and especially through the prototyping phase makes the transition from design to production much easier, faster and smoother.

Continue to Step 6 - Production Details and Production.

STEP-6

Step 6 - Production Details and Production:

When the design is ready to go out to the world -Design done, Testing complete,Requirements satisfied, Business Plan and Marketing Analysis thumbs up -- it is ready for production. For many products -- and especially for inventors -- this is where the real work begins. The Production phase is usually, by far, the most expensive.
Production

Links for further reading: Process Overview Step 2 Requirements. Step 3 Information & Planning. Step 4 Design. Step 5 Prototypes. Step 6 Production. Process Notes When to Patent

The first step into production is to thoroughly document the design. This means detail drawings for the applicable parts and thorough model construction for others. This means final design optimization with an eye to minimizing costs in manufacturing. This means documentation for assembling the product (where appropriate) including bolt torque specs, adhesives application, painting, labeling, assembly order, etc.. This documentation is usually a combination of: Part detail drawings Component specifications - materials, processing, colors, textures, etc. Assembly drawings Assembly process drawings Assembly instructions Product specifications Bill of Materials, assembly techniques, purchased parts, packaging, etc. Manufacturing specifications Final CAD models

Much of the documentation process can be done in parallel with the long lead manufacturing items like mold making, dies or pattern making.

Production:
The final production process usually includes the following steps. Detail for these steps will differ with each product and schedule. 1. 2. 3. 4. 5. 6. 7. 8. Final production quotes. Vendor selection and kick-off. Design of special tools and/or fixtures (where needed). Inclusion of final design input from manufacturers. First article component verification and sign-off. First assembly validation and sign-off. Launch of production. Sell, distribution, (??) of Products

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The production processes and costs will differ widely for each product, for each

manufacturing process and for each location. Some items (like plastic injection molds or casting patterns or dies) can take months to make and be very expensive. Some items require special tooling or fixtures that must be designed and validated along the way. In any case, the production process is always involved and is usually time consuming. It can also be quite costly. Choosing the right production process for the specific needs and quantities of each product is key to success. Truly there is far more involved than can be covered in this article, and perhaps more importantly, the specifics change with every different application. For more generalized information, see the Process Notes. Along with defining the processes, comes choosing the vendors to do the manufacturing. Choosing vendors can be tricky and time consuming all by itself. There are so many companies in almost every country that are willing to make "stuff" for you. Some have more expertise, some offer a lower price. Your choices here will have an enormous effect on the headaches you have to deal with later. A Note About Off-Shore Manufacturing: The term "Off Shore" really has nothing to do with oceans as it implies, it really has more to do with the country of origin being different than the country where the manufacturing is done. There has been a trend in recent years (especially in the USA) to do a lot of manufacturing in other countries where regulations are relaxed or where labor is cheap. There are dozens of arguments about whether this is good or not, but in the end it is a decision that must be made. From our experience we've seen success and we've seen disasters. Here are some things to consider in making that decision: First, it is never as easy to go off-shore as they say. There are always more costs than anticipated -- shipping, tariffs, import fees, export fees, government extras, etc... There is always more to it than anticipated -- finding a reliable shipper, unraveling government regulations, timing, delays, etc... How well do you speak the language? How well do you know the customs? Who do you know that can bridge these gaps? What resources do you have to assure quality? -- (What happens when you get a truck load of widgets that are not right?) How much control do you wish to have over the final product?

And on the moral side: Do you have moral values that are compromised by the way a potential vendor manufacturers? Pollution? Child labor? Working conditions? (Not all of these apply, but you need to think about what does.) Would you run your factory the same way in your city? If not, can you negotiate ways to change that? Do you claim a strong allegiance to your country and decry others that take jobs off shore?

From our experience, if you have high enough quantities, along with time and

resources to deal with all the little things that come up, off-shore manufacturing can be a real boon. If not, it can be a big headache. Learn before you buy.

Concluding Thoughts ...

The production phase is fraught with numerous variables, and it will take some time to sort through all the possibilities. Starting this research early, and getting input from potential vendors is a great way to make the transition to production easier. Of course, this is a very general statement because the particulars of any given product will certainly drive the path to production in its own unique way. Be cautious, but optimistic as you progress. Ask lots of questions and find experts that can help guide the process, because it is very satisfying to see your widget in production.

Continue to Process Notes - Time, Cost, and other Considerations.