NPD.pptx

R.M.K.ENGINEERING COLLEGE
Department of Mechanical Engineering
20ME504 – Fundamentals of NPD and PLM
Dr. G.Mahendran
ASP/Mech

PROGRAMME EDUCATIONAL OBJECTIVES:
Bachelor of Mechanical Engineering curriculum is designed to impart Knowledge, Skill
and Attitude on the graduates to
1. Have a successful career in Mechanical Engineering and allied industries.
2. Have expertise in the areas of Design, Thermal, Materials and Manufacturing.
3.Contribute towards technological development through academic research and
industrial practices.
4.Practice their profession with good communication, leadership, ethics and social
responsibility.
5. Graduates will adapt to evolving technologies through life-long learning.

 Original Equipment Manufacturer, an organization that
makes devices from component parts bought from other
organizations.
 TIER 1: They are the first level suppliers. Manufacturers of
systems, subsystems and components completely finished
to facilitate it directly to the vehicle manufacturer.
 TIER 2: Manufacturers of systems, subsystems and
completely finished components to facilitate it to TIER 1
companies or vehicle manufacturers.

Products Vs Services
• A product is something manufactured and sold by an enterprise to
its customers. They are tangible goods produced by
manufacturing operations and used by customers; their benefits
derive from the material properties and geometry of components
and assemblies. For instance, Toyota is primarily a manufacturer,
producing automobiles, which are owned and used by its
customers.
• A product may be intangible one such as software, graphics etc.

Products Vs Services
• Services are largely intangible, even if often associated with
physical goods. For instance, automobile insurance is an intangible
financial service provided to owners of automobiles to reduce the
magnitude of the loss the insured suffers in an accident.
• Most services have some associated physical products and most
physical products have some associated services. For example,
automobile rental companies provide short-term use of a vehicle
without requiring the user to own the vehicle, yet the actual physical
vehicle is critical to the service. For example, Any Automobile
manufacturer is primarily in the business of making vehicles, it also
provides vehicle financing and roadside assistance, and its dealers
provide maintenance and repair services. We call this bundle of the
physical and intangible as the product-service system.

Examples of Product-Service Systems

Artifacts
• Artifacts are the objects which are made by humans.
• These include not only the physical objects and also the
software, services, business models, and processes etc.
What is the difference between business and commerce?
Ans- Business involves the production and transfer of goods
and services while Commerce mainly concerns the
distribution of things and services

• In Business and Engineering, New product development (NPD)
covers
market,
the complete process of bringing a new product to
or renewing an existing product or introducing a
product in a new market.
• Any business enterprise may need to engage in this process due to
changes in consumer preferences, increasing competition and
advances in technology or to capitalise on a new opportunity.
New product development

VUCA is an acronym that stands for Volatility, Uncertainty,
Complexity and Ambiguity -- qualities that make a situation or
condition difficult to analyze, respond to or plan for. Understanding how
to mitigate these qualities can greatly improve the strategic abilities of a
leader and lead to better outcomes.
Volatility is the quality of being subject to frequent, rapid and
significant change. Small triggers may result in large changes. In a
volatile market, for example, the prices of commodities can rise or fall
considerably in a short period of time, and the direction of a trend may
reverse suddenly.
Uncertainty occurs when events and outcomes are unpredictable.
The cause and effect are not well understood, and previous experience
may not apply to the situation. It is unclear which direction events will go;
in an uncertain market, for example, it is not clear if the price will go up or
down or by how much.

Complexity involves a multiplicity of issues and factors, some of which
may be intricately interconnected. The relationships between items
and people are difficult to understand. A change in one place may
cause unintended changes to other things down the line. Cause and
effect are obscured by many layers, and it is not clear which factors are
important in the decision-making process. In a complex market, for
example, the changes in gas prices affect the prices of many other
items that are not directly related.
Ambiguity is shaped by a lack of clarity and difficulty understanding
exactly what the situation is. Information may be misread or
misinterpreted. During ambiguous situations, all the facts are not clear.
The goal or intended outcome may not be evident to all parties
involved. In an ambiguous market, for example, not all information is
public and unseen factors may be affecting prices.

• The economic success of most firms depends on their ability to identify
the needs of customers and to quickly create products that meet
these needs and can be produced at low cost. Achieving these goals
is not solely a marketing problem, nor is it solely a design problem or a
manufacturing problem;
• It is a product development problem involving all of these functions.
• Product development is the set of activities beginning with the
perception of a market opportunity, and ending in the
manufacturing through design and finally sales, and delivery of a
product .
• Product development is an interdisciplinary activity requiring
contributions from nearly all the functions of a firm; however, three
functions that are almost always central to a product development
project are: Marketing, Design and Manufacturing.
What is Product Development?

Design
Manufacturing
Customers
& Market
What is Product Development?

Marketing
• Marketing: The marketing function mediates the interactions
between the firm and its customers. Marketing often facilitates
the identification of product opportunities, the definition of market
segments, and the identification of customer needs. Marketing
also typically arranges for communication between the firm and
its customers, sets target prices, and oversees the launch and
promotion of the product.

Design
• Design: The design function plays the lead role in defining the
physical form of the product to best meet customer needs. In this
context, the
(mechanical,
design function includes engineering
electrical, software, etc.)
design
and industrial design
(aesthetics, ergonomics, user interfaces).

Manufacturing
• Manufacturing: The manufacturing function is primarily
responsible for designing, operating, and/or coordinating the
production system in order to produce the product. Broadly
defined, the manufacturing function also often includes
purchasing, distribution, and installation. This collection of
activities is sometimes called the supply chain.

Detailed
Design
Need /
Planning
Conceptual
Design
Design
Validation
Design
Documentation
Manufacturing
Planning
Manufacturing
Engineering
Manufacturing
Testing/QC
Packaging
Distribution
and Support
Retirement
and Recycling
CAD/CAE/PDM
Design
Manufacturing
SCM/ERP/CAM/CIM/MPM
Marketing
CRM
PLM

Who Designs and Develops Products?

• “Design establishes and defines solutions (pertinent structures)
for problems not solved before, or new solutions to problems
which have previously been solved in a different way.”
• The ability to design is both a science and an art. The science can
be learned through techniques and methods from a text, but the art
is best learned by doing design.
• It is for this reason that your design experience must involve some
realistic project experience.
• Design should not be confused with discovery. Discovery is getting
the first sight of, or the first knowledge of something, as when
Columbus discovered America or Jack Kilby made the first
microprocessor. We can discover what has already existed but has
not been known before, but a design is the product of planning
and work
Design

• We should note that a design may or may not involve invention .
To obtain a legal patent on an invention requires that the design be
a step beyond the limits of the existing knowledge (beyond the
state of the art). Some designs are truly inventive, but most are not.
• it can be either a noun or a verb. One noun definition is “the form,
parts, or details of something according to a plan,” as in the use
of the word design in “My new design is ready for review.”
• A common definition of the word design as a verb is “to conceive or
to form a plan for,” as in “I have to design three new models of the
product for three different overseas markets
• Good design requires both analysis and synthesis.
Design

Good design requires both analysis and synthesis.
Typically we approach complex problems like design by decomposing
the problem into manageable parts. Because we need to understand
how the part will perform in service, we must be able to calculate as
much about the part’s expected behavior as possible before it exists in
physical form by using the appropriate disciplines of science and
engineering science and the necessary computational tools. This is
called analysis . It usually involves the simplification of the real world
through models. Synthesis involves the identification of the design
elements that will comprise the product, its decomposition into parts,
and the combination of the part solutions into a total workable
system.
Design

The real problem that your design is expected to solve may not be
readily apparent. You may need to draw on many technical
disciplines (solid mechanics, fluid mechanics, electro magnetic
theory, etc.) for the solution and usually on non engineering
disciplines as well (economics, finance, law, etc.). The input data
may be fragmentary at best, and the scope of the project may be so
huge that no individual can follow it all. If that is not difficult enough,
usually the design must proceed under severe constraints of time
and/or money. There may be major societal constraints imposed by
environmental or energy regulations. Finally, in the typical design
you rarely have a way of knowing the correct answer. Hopefully, your
design works, but is it the best, most efficient design that could have
been achieved under the conditions? Only time will tell.
Design

The challenges presented by the design environment is to think of the
four C’s of design.
Creativity
●Requires creation of something that has not existed before or has not
existed in the designer’s mind before
Complexity
● Requires decisions on many variables and parameters
Choice
●Requires making choices between many possible solutions at all
levels, from basic concepts to the smallest detail of shape
Compromise
● Requires balancing multiple and sometimes conflicting requirements
Design

One thing that should be clear by now is how engineering design
extends well beyond the boundaries of science. The expanded
boundaries and responsibilities of engineering create almost unlimited
opportunities for you. In your professional career you may have the
opportunity to create dozens of designs and have the satisfaction of
seeing them become working realities. “A scientist will be lucky if he
makes one creative addition to human knowledge in his whole life, and
many never do. A scientist can discover a new star but he cannot
make one. He would have to ask an engineer to do it for him.”
Design

• Original design (innovative design)
• Adaptive design
• Redesign
• Variant design
• Selection Design
• Original design (innovative design): This form of design is at the top
of the hierarchy. It employs an original, innovative concept to
achieve a need. Sometimes, but rarely, the need itself may be
original. A truly original design involves invention. Successful
original designs occur rarely, but when they do occur they usually
disrupt existing markets because they have in them the seeds of
new technology of far-reaching consequences. The design of the
microprocessor was one such original design.
Types of Design

●Adaptive design: This form of design occurs when the design team
adapts a known solution to satisfy a different need to produce a novel
application . For example, adapting the ink-jet printing concept to spray
binder to hold particles in place in a rapid prototyping machine.
●Redesign: Much more frequently, engineering design is employed to
improve an existing design. The task may be to redesign a
component in a product that is failing in service, or to redesign a
component so as to reduce its cost of manufacture. Often redesign is
accomplished without any change in the working principle or concept of
the original design. For example, the shape may be changed to reduce a
stress concentration, or a new material substituted to reduce weight or
cost. When redesign is achieved by changing some of the design
parameters, it is often called variant design.
Types of Design

●Selection design: Most designs employ standard components such as
bearings, small motors, or pumps that are supplied by vendors
specializing in their manufacture and sale. Therefore, in this case the
design task consists of selecting the components with the needed
performance, quality, and cost from the catalogs of potential vendors.
Types of Design

Importance of Design
Fig. Product cost commitment during phases of the design process.
( After Ullman.)

●Decisions made in the design process cost very little in terms of the
overall product cost but have a major effect on the cost of the product.
●You cannot compensate in manufacturing for defects introduced in the
design phase .
●The design process should be conducted so as to develop quality, cost-
competitive products in the shortest time possible (Reduced Product
Cycle Time) .
Importance of Design

Phases of Design
Phase I - Conceptual Design
Phase II - Embodiment Design
Phase III - Detail Design

The design activities that make up the first three phases of the engineering
design process - MORPHOLOGY OF DESIGN (Morris Asimow)

Phase I. Conceptual Design
 Conceptual design is the process by which the design is initiated, carried to the
point of creating a number of possible solutions, and narrowed down to a single
best concept.
• It is sometimes called the feasibility study.
• Conceptual design is the phase that requires the greatest creativity, involves the
most uncertainty, and requires coordination among many functions in the business
organization.

The following are the discrete activities that we consider under conceptual design:
• Identification of customer needs : The goal of this activity is to completely
understand the customers’ needs and to communicate them to the design
team.(Gather raw data from customers, interpret raw data in terms of customer needs, organize the needs into a
hierarchy, establish the relative importance of the needs and reflect on the results and the process)
• Problem definition : The goal of this activity is to create a statement that describes
what has to be accomplished to satisfy the needs of the customer. This involves
analysis of competitive products, the establishment of target specifications,
and the listing of constraints and trade-offs. Quality function deployment (QFD) is
a valuable tool for linking customer needs with design requirements. A detailed
listing of the product requirements is called a product design specification
(PDS).
• Gathering information: Engineering design presents special requirements over
engineering research in the need to acquire a broad spectrum of information.
• Conceptualization : Concept generation involves creating a broad set of concepts
that potentially satisfy the problem statement. Team-based creativity methods,
combined with efficient information gathering, are the key activities.

• Concept selection : Evaluation of the design concepts, modifying and evolving
into a single preferred concept, are the activities in this step. The process usually
requires several iterations.(concept generation, Concept Selection, concept
screening, and concept scoring.)
• Refinement of the PDS : The product design specification is revisited after the
concept has been selected. The design team must commit to achieving certain
critical values of design parameters, usually called critical-to-quality (CTQ)
parameters, and to living with trade-offs between cost and performance.
• Design review : Before committing funds to move to the next design phase, a
design review will be held. The design review will assure that the design is
physically realizable and that it is economically worthwhile. It will also look at a
detailed product-development schedule. This is needed to devise a strategy to
minimize product cycle time and to identify the resources in people, equipment, and
money needed to complete the project.

Phase II. Embodiment Design
Structured development of the design concept occurs in this engineering design
phase. It is the place where flesh is placed on the skeleton of the design
concept. An embodiment of all the main functions that must be performed by the
product must be undertaken. It is in this design phase that decisions are made on
strength, material selection, size, shape, and spatial compatibility. Beyond
this design phase, major changes become very expensive. This design phase
is sometimes called preliminary design. Embodiment design is concerned with
three major tasks—product architecture, configuration design, and
parametric design.
●Determining product architecture: Product architecture is concerned with
dividing the overall design system into subsystems or modules. In this step we
decide how the physical components of the design are to be arranged and
combined to carry out the functional duties of the design.

Phase II. Embodiment Design
●Configuration design of parts and components: Parts are made up of features like
holes, ribs, splines, and curves. Configuring a part means to determine what
features will be present and how those features are to be arranged in space
relative to each other. While modeling and simulation may be performed in this stage
to check out function and spatial constraints, only approximate sizes are determined to
assure that the part satisfies the PDS. Also, more specificity about materials and
manufacturing is given here. The generation of a physical model of the part with rapid
prototyping processes may be appropriate.
●Parametric design of parts: Parametric design starts with information on the
configuration of the part and aims to establish its exact dimensions and
tolerances. Final decisions on the material and manufacturing processes are also
established if this has not been done previously. An important aspect of parametric
design is to examine the part, assembly, and system for design robustness. Robustness
refers to how consistently a component performs under variable conditions in its service
environment. Parametric design also deals with determining the aspects of the design
that could lead to failure. Another important consideration in parametric design is to
design in such a way that manufacturability is enhanced.

Phase III. Detail Design
In this phase the design is brought to the stage of a complete engineering
description of a tested and producible product. Missing information is added on the
arrangement, form, dimensions, tolerances, surface properties, materials, and
manufacturing processes of each part. This results in a specification for each
special-purpose part and for each standard part to be purchased from suppliers. In
the detail design phase the following activities are completed and documents are
prepared:
●Detailed engineering drawings suitable for manufacturing. Routinely these are
computer-generated drawings, and they often include three-dimensional CAD
models.
●Verification testing of prototypes is successfully completed and verification data is
submitted. All critical-to-quality parameters are confirmed to be under control.
Usually, the building and testing of several preproduction versions of the product
will be accomplished.

●Assembly drawings and assembly instructions also will be completed. The bill of
materials for all assemblies will be completed.
●A detailed product specification, updated with all the changes made since the
conceptual design phase, will be prepared.
●Decisions on whether to make each part internally or to buy from an external
supplier will be made.
●With the preceding information, a detailed cost estimate for the product will be
carried out.
●Finally, detail design concludes with a design review before the decision is made
to pass the design information on to manufacturing.

Phases I, II, and III take the design from the realm of possibility to the real world of
practicality. However, the design process is not finished with the delivery of a set of
engineering drawings and specifications to the manufacturing organization. Many
other technical and business decisions must be made to bring the design to the
point where it can be delivered to the customer. Chief among these, are detailed
plans for manufacturing the product, for planning its launch into the marketplace,
and for disposing of it in an environmentally safe way after it has completed its
useful life.

LifeCycle
IT
DEVELOPMENT SCENARIO
MANUAL 2D-DRA
WINGS
2DAND 3D- CAD GEOMETRY
Product
3D-SOLID MODELING
Management
RAPID PROTOTYPING
Virtual Reality/Prototyping

CAX TOOLS
• •From concept to component.
• •FromArt to Part.
• •From CAD model to Proto Model.

CAD:
•Defined as the use of computer systems to assist in the creation, modification,
analysis, or optimisation of a design.
•Integrating design activities using computers.
•Design activity that involves the use of computers to create or modify an
engineering design
as the use of computer systems to plan, manage, and control the
CAM:
Defined
operation of a manufacturing plant through either direct or indirect computer
interface with the plant’s production resources.

Recognition of Need
Definition of Problem
Synthesis
Analysis & Optimisation
Evaluation
Presentation
Geometric Modeling
Engineering Analysis
Design Review & Evaluation
Automated Drafting
-Shigley
Design Process
CAD

PRODUCT CYCLE
CUSTOMER &
MARKETS
PRODUCT
CONCEPT
DESIGN
NEW
EQUIPMENT &
TOOLING
DRAFTING
PROCESS
PLANNING
PRODUCTION
SCHEDULING
PRODUCTION
QUALITY
CONTROL
Computer
Aided
Process Planning
Computer Aided
Design
Computer Aided Drafting
& Documentation
Computerised Scheduling,
MRP
,
Shop floor control
Computer Controlled
robots, Machines
Computer Aided
quality Control

Design
Planning
Production
Quality
Marketing
Traditional Design What is
wrong with it?

Market
Analysis
Manufacturing
Production
System Design
Sales and
Distribution
Product Design
What is concurrent Engineering

Concurrent Engineering:
A management/operational approach which improves product design,
production operation and maintenance by developing environments in which
personnel from all disciplines work together and share data throughout all
phases of the product life cycle.
Simultaneously rather than serial, execution of various phases in the product
development process.
(Simultaneously planning of the product & process for producing a product)
Goals:
•Shorter Development time
•Competitive advantage
•Better customer orientation
•Better Quality
•Lower development cost

Conceptual
Design
Detailed Analysis
& Prototype
Design
Wall
Manufacturing
Preparation
Purchasing/
Suppliers
Mfg
Changes Changes
Serial Engineering
Conceptual Design
Detailed Design
Analysis
Manufacturing
Preparation
Purchasing/
Suppliers
Prototype Manufacturing
Concurrent Engineering

Outline
• The Product Planning
• The Product Planning Process
• Conceptual Design Phase in the Product Development
Process
• Product concept and the Concept Generation -
Definition.
• Commonly dysfunctions in product development
• Five steps in the product concept generation process

Production
Ramp up
Concept
Development
System Level
Design
Detail
Design
Testing &
Refinement
Planning
Mission
Approval
Concept
Review
System
Spec
Review
Critical
Design
Review
Production
Approval
Generic Product Development Process

• The planning activity is often referred to as “phase zero”, since it
precedes the project approval and launch of the actual PD process
• This phase begins with the 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.
Product Planning

• What PD projects will be undertaken?
•What mix of new products, platforms, and
derivative products to pursue?
•How do the various projects relate to each other as
a portfolio?
•What will be the timing and sequence of the
project?
The Product Planning Process Questions

 product-first companies come and go. Many of them will make money and
return value to investors. Some will even upend or help reinvent existing
industry verticals.
 But companies that are most likely to disrupt and dominate in the long-term
are those that first construct a platform and then roll up its features and
capabilities into distinct products and marketplaces.
 The best of these companies also invite other innovators (be they friends,
competitors, or frenemies) to build their own products and marketplaces on
top of their platform.
Though the Amazon Kindle was not the first such device, it quickly became the
most popular after its launch in 2007. With the introduction of the iPhone and
iPad, the Kindle – like all e-readers – became instantly obsolete.
Amazon was able to move its Kindle application to the iPhone, because the
iPhone’s underlying technology platform is designed to encourage such co-
innovation.
Product First and Platform Products Companies

• Product Development projects can be classified as four types:
– New product platforms: Creating new family of products based on a new,
common platform. The new product family would address familiar markets
and product.
– Derivatives of existing product platforms: extend an existing product
platform to better address familiar markets with one or more new products
– Incremental improvements to existing products: Adding to or modifying
some features of existing products in order to keep the product line
competitive
– Fundamentally new products: radically different product or production
technologies; might address new and unfamiliar markets. They inherently
involve more risk.
Four Types of Product Development Projects

The Product Planning Process
It involves a five step process:
1. Identify opportunities
2. Evaluate and prioritize projects
3. Allocate resources and plan timings
4. Complete pre-project planning
5. Reflect on the results and the process

Chapter Example
Shark IONFlex Shark ION Powered Lift-Away

Identify Opportunities
• The planning process begins with the identification of opportunities
• It may involve any of the four types of projects defined above.
• It can be thought of as an opportunity funnel
• The sources for new products or features can be marketing personnel, R&D
teams, current product development teams, manufacturing and operations
organizations, current or potential customers, or other third parties.
Evaluate and Prioritize Projects
Four basic perspectives are useful in evaluating and prioritizing opportunities.
• Decide on the competitive strategy such as Technology Leadership, Cost
leadership, Customer focus or Imitative
• Look at Market Segmentation and develop Product Segment Map.
• Develop technological trajectories and
• Plan on product platforms as a long term strategy.
Identify Opportunities and Evaluate & Prioritize Projects

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

Concept Development: The Front End Process
• Down the Road Phases.
Identify
Customer
Needs
Establish
Target
Specs
Generate
Product
Concepts
Select
Product
Concepts
Test
Product
Concepts
Set
Final
Specs
Plan
Downstream
Dvpt
Perform economic analysis
Benchmark Competitive Products
Build and Test models and prototypes
MS
Dvpt
Plan

DesignProcess is an Iterative Process

Detailed
Design
Need /
Planning
Conceptu
al Design
Design
Validation
Design
Documentati
on
Manufactur
ing
Planning
Manufacturin
g Engineering
Manufacturing
Testing/QC
Packaging
Distribution
and
Support
Retirement
and
Recycling
CAD/CAE/PDM
Design
Manufacturing
SCM/ERP/CAM/CIM/MPM
Marketing
CRM
PLM

Perform Economic Analysis
Benchmark Competitive Products
Build and Test Models and Prototypes
Identify
Customer
Needs
Establish
Target
Specifications
Generate
Product
Concepts
Select
Product
Concept(s)
Set
Final
Specifications
Plan
Downstream
Development
Mission
Statement Test
Product
Concept(s)
Development
Plan
Concept Development:
The Front-End Process Process
• What existing solution concepts, if any, could be successfully adapted
for the current design?
• What new concepts might satisfy the established needs and
specifications?
• What methods can be used to facilitate the concept generation
process?

Product concept
• A visual description of how the product will satisfy the customer’s
needs
• An approximate description of
– the technology,
– working principles, and
– form of the product
• Often expressed with a sketch or 3D model, accompanied with a
brief textual description.

Product Concept Generation
• Proceeded from what is fundamentally a problem of defining the
what, into the challenge of the how.
• It is to explore the various solutions that might address the gap
in the user experience? The exploration phase of our design
process is going to result in a set of design concepts.
• It should be responsive to the customer needs, cost and should
have a wow factor and good aesthetics.
• Fortunately, concept generation is relatively inexpensive and
can be done relatively quickly in comparison to the rest of the
development process.

Common dysfunctions during concept
generation
• Consider only one or two alternatives
• Fail to consider the usefulness of the concepts
• Involve only one or two people in the process
• Ineffectively integrate promising partial solutions
• Fail to consider entire categories of solutions

Product Concept Generation Process
(5 steps)
1. Clarify the problem
2. Search externally
3. Search internally
4. Explore systematically
5. Reflect on the solutions and the process.

The five step concept
generation method.

Concept Generation Process
• Clarify the Problem
– Problem Decomposition
• External Search
– Lead Users
– Experts
– Patents
– Literature
– Benchmarking
• Internal Search
– Individual Methods
– Group Methods
• Systematic Exploration
– Classification Tree
– Combination Table
• Reflect on the Process
– Continuous Improvement

1. Clarify the Problem
• Understand the problem
– From the team’s (product) mission statement
– From the customers needs
– From the product specifications
• Decompose the problem into simpler sub-problems
– Divide and conquer
– Using function diagrams
• Decompose by sequence of user actions
• Decompose by key/latent customer needs
• Focus initial efforts on the critical sub-problems
– Focus on critical sub-problems
– Defer solutions to other sub-problems

Decomposing by Sequence of User Actions

2. Search Externally
1. Interview lead users
2. Consult experts
3. Search patents
4. Search published literature
5. Benchmark related products

3. Search Internally (both group and
individually)
• Guide for the search
– Suspend judgment
– Generate a lot of ideas
– Welcome ideas that seem infeasible
– Use graphic and physical media
• Hints for generating concepts
– Make analogies
– Wish and wonder
– User related stimuli
– Set quantitative goals
– Post ideas on the wall

SEARCH INTERNALLY (BOTH GROUP AND
INDIVIDUALLY)

4.Explore Systematically
• Concept combination tree
– Prune less promising branches
– Identify independent approaches to the problem
– Expose inappropriate emphasis on certain branches
– Refine the problem decomposition for a particular branch.
• Concept combination table

5. Reflect on the Results
Is the team developing confidence that the solution space has been
fully explored??
Alternative function diagrams?
Alternative ways to decompose the problem?
Additional external resources?
All ideas generated and integrated?

Service Concept Generation - Zipcar
Zipcar provides automobile rental for periods of 30 minutes to 4
hours. Zipcar vehicles are parked in specially marked spaces in
convenient locations, such as adjacent to apartment and office
buildings. Users join the Zipcar service and receive a membership
card. They reserve vehicles online, use their card to access the
vehicle, and then drive away. They simply return the vehicle to the
same spot within the reserved rental period. Billing to the customer’s
account is automatic. A service concept can be further elaborated
with a storyboard. A storyboard is a sequence of graphical
illustrations that show the key steps in a service experience.

The Service Concept
Zipcar storyboard.

Decomposition of car rental service by sequence of user
actions. Alternative approaches to each action are listed in
the columns.

Industry Challenges
As new challenges have emerged, new technologies and
techniques have been developed to meet them

Challenge
In a dynamic business scenario, the most critical factor that holds the key
to retain market leadership is your ability to launch and develop new
products and services quickly and in a cost-efficient manner, while facing
challenges like responding to scale, increased complexity, dynamics of
globalization, reduced costs, and reduced cycle times.
https://www.tcs.com/cummins-transition-to-new-plm-system-efficiently

SPEED TO MARKET
Most companies are under pressure to develop products within
time periods that are rapidly shrinking.
The survival of an enterprise lies in its ability to
evolve
react quickly to changing requirements
reinvent on a regular basis, and
keep itself abreast in terms of technology

The Knowledge Era
 The key to power today is “KNOWLEDGE”.
 In the modern world information is the enabler for success. Those
with access to certain forms of specialized knowledge can
transform themselves, and in many ways, our entire world.
 “KNOWLEDGE MANAGEMENT” is the key

Customer – The King
 Anew class of sophisticated bargain hunting shoppers have
emerged who are choosy about what, where, and how to shop
with an access to information .
 Customer wants Newer things with Higher Quality at
Lower Cost, and ….. Fast !

Solution: STRATEGIC DESIGN
How do you reduce cost, increase quality and speed to market?
By a STRATEGIC DESIGN PROCESS !
Strategic Design is a
 STEP-BY-STEP,CUSTOMER FOCUSSED,
TEAM CENTRED and TECHNOLOGY DRIVEN process
For reducing cost,improving quality and shrinking time to market by
simplifying a product’s life-cycle tasks at its early design concept
stage

PRODUCT LIFE-CYCLE
 Specification development
 Conceptual design
 Product design
 Production
 Service
 Retirement

The “ilities”
What constitutes value for a customer?
 Affordability,Useability,Reliability,Quality,Durability,Maint
ainability,
Disposability, and so on …..
 We call them the “ilities”

The “Ings”
What adds cost to the product?
 Designing, documenting, planning,
 scheduling, manufacturing, testing
 Packaging, distributing, maintaining
 And so on ….
 We call them “Ings”

PRINCIPLES OF STRATEGIC
DESIGN
 Aproduct is sum of its life-cycle processes-”ings”
 All “ilities” must be considered concurrently from day one
of the design effort
 Maximise the “ilities” and minimise the “ings”
 Look for “ilities’most strategic to product’s success

Life-Cycle Time
Life-cycle time is the total time a product takes from
cradle(ideation) to the grave(retirement).
The immediate effect of changing customer requirements is
to lengthen product development time

Contd.
As product design cycles stretch out, costs mushroom and quality
suffers.
Development time and cost are becoming crucial in all engineering
industries.
The need is to maximize the life-cycle value while curtaining costs
and environmental burdens
Life-cycle management is a process often used to accomplish these
goals.

TRADITIONAL DESIGN – WHAT IS
WRONG ?
 In the traditional design progression from the first stage to
the final stage is very slow, time consuming, iterative and
acts in isolation.
 Each segment of product development team completed the
task in isolation.
 Sequential engineering was followed

SEQUENTIAL ENGINEERING
 DESIGN
 PLANNING
 PRODUCTION
 QUALITY
 MARKETING
 DESIGN
 NO CROSS FUNCTIONALITY

STAGES OF DEVELOPMENT IN
CAD SOFTWARE
 FIRST STAGE
 Era of 2-D electronic drafting
 Computer graphics replaces manual drafting
 Measure of performance – speed
 Primary goal- drafting productivity

SECOND STAGE
 Mid-80s see the birth of geometrical modeling
 Solid modeling revolutionises the process of design
 Brings visualisation
 Error-proof drawings extracted from geometry based solid
models.

THIRD STAGE
 Early 90-s see shifting of focus to improved design performance
 Improving quality of product up-front
 Analysis becomes expected part of CAD systems
 Solid modeling +Analysis = Better design and optimal design

FOURTH STAGE
 Integration of tools begins
 No more electronic fences across platforms,software
and operating systems
 Holds most promise for Concurrent Engineering
 Rapid Prototyping makes its impact.

The Present Stage-
Internet Revolution
Integration into E-Business
Collaborative Product Commerce
New Product Development
Product Life-cycle Management

Detailed
Design
Need /
Planning
Conceptual
Design
Design
Validation
Design
Documentation
Manufacturing
Planning
Manufacturing
Engineering
Manufacturing
Testing/QC
Packaging
Distribution
and Support
Retirement
and Recycling
CAD/CAE/PDM
Design
Manufacturing
SCM/ERP/CAM/CIM/MPM
Marketing
CRM/SLM
PLM

LIFECYCLE MANAGEMENT TOOLS
Computer tools - CAD,CAM,CAE,CAPP,CIM,CAT,CPC,
PDM,etc.
Technology tools – RP,RT,Forward Engineering, Reverse
Engineering etc.

Evolution of Enterprise
Applications
ERP SCM CRM PLM
Accounting, Distribution, Manufacturing
1990
ERP
Manufacturing, Supply Chain, Inventory, WIP
1995
SCM
Sales Force Automation, Call Center,
Marketing Automation
2000
CRM
Computer-aided Design, Engineering and
Manufacturing, Product Data Management,
Visualization and Collaboration
2005
PLM

The Evolution of Digital Transformation

Technologies for Digital Transformation

Agile PLM
ENOVIA MatrixOne
ARAS - Open Source PLM
Leading PLM Solutions in Market
Team Center
Windchill

• Teamcenter by Siemens PLM software
https://www.plm.automation.siemens.com/en_us/products/teamcenter/
• ENOVIA PLM by Dassault Systems
http://www.3ds.com/products-services/enovia/
• Windchill by PTC
http://www.ptc.com/product-lifecycle-management/windchill
• ARAS Enterprise PLM Software
http://www.aras.com/
• IBM PLM
http://www-01.ibm.com/software/info/plm/solutions/index.jsp
• Autodesk Fusion Lifecycle (Cloud base)
http://www.autodeskfusionlifecycle.com/
• SAP
https://help.sap.com/pcat_plm
• AGILE PLM by ORACLE
http://www.oracle.com/us/products/applications/agile/product-lifecycle-
management/overview/index.html

BRIEF LIST OF PDM/PLM SOFTWARE
Mentor Graphics
Modultek (Finland)
NEC (J)
NexPrise
NS Solutions (J)
Omnify Software
PAFEC (UK)
Polyplan
Product Dossier (IN)
PTC
Quillion Group (UK)
SAP (D)
Spring/Debis (D)
System Core (J)
Technomatix (IS)
EDS PLM Solutions
Wrench (IN)
WTC (Soft Tech)
Zweave
Agile Software/Eigner
Aras corporation
Arena solutions
Autodesk
CIES (K)
Cimage int’l (UK)
CMstat
CoCreate
Cyco Software (NL)
Dassault Systems (F)
Documentum
FileNet
Formatiom Systems
Fujitsu(J)
I2 Technologies
IBM PLM solutions
Intergraph
Justwin
Lascom (F)
MatrixOne

BRIEF LIST OF IMPLEMENTERS IN INDIA
ITC Infotech India Ltd., Bangalore
Mahindra Consulting, Pune
Siemens Information Systems Ltd., Bangalore & Chennai
Tata Consultancy Services, Bangalore & Chennai
Tata Technologies, Pune
Matrix one
Infosys
Satyam
Geometric Software Solutions Limited, Pune.(HCL)
TAFE, Chennai

LIST OF PDM/PLM IMPLEMENTED COMPANIES
Audco Valves, Chennai
DSQ, Chennai
Dynamatics, Bangalore
Hitech Gear
ITC Infotech, Bangalore
Jyothi pumps, Gujarat
L&T, Powai
Lucas-TVS, Chennai
Pricol, Coimbatore
RCI, Hyderabad
Sona Koyo streeing systems Ltd.,
ADA, Bangalore
ARDC, Bangalore
Ashok Leyland, Chennai
Brakes India, Chennai
Caterpiller, Chennai
CCAD, Bangalore
ITL, Hoshiarpur
Mahendra & Mahendra, Pune
NTPC, Nodia
PTL, Chandigarh
Tata Technologies, Jamshedpur

VRDE, Ahmednagar
Elgi, Coimbatore
Bharat Electronics Ltd., Bangalore, Hyderabad & Punjkula
Bharat Earth Movers Ltd., Mysore
BHEL LTD., Bhopal, Bangalore, Jagdishpur,Haridwar & Ranipet.
CVRDE, Chennai
Flow Serve – Sanmar Group, Chennai
ISRO, Trivanduram
L&T, Chennai
MICO Bosch Ltd., Jaipur, Nasik, Nagnathpura
Sundaram Fastners, Hosur
Triveni Engineering Ltd., Bangalore
Toyo Denki Power System, Tumkur
Thermax, Pune
WIDIA INDIA, Bangalore
TIDC, chennai
Tata Steel, Jamshedpur
Tata power, Bangalore
Educational Institutions:
IIT, Chennai
PSG Tech, Coimbatore
RMK Engineering College, Chennai

Generic Product Development Process
Phases of Product Development
Production
Ramp up
Concept
Development
System Level
Design
Detail
Design
Testing &
Refinement
Planning
Mission
Approval
Concept
Review
System
Spec
Review
Critical
Design
Review
Production
Approval

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