The document discusses product design and development, noting that it is a cross-functional problem involving marketing, design, and manufacturing functions working together. It provides an overview of the product development process from identifying market opportunities to production and delivery. Key aspects of product design covered include conceptual design, engineering design process, types of design, and who is typically involved in product design and development.

1. Product design and development
Introduction:
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.
This subject provides a collection of methods intended to enhance the abilities of cross-functional
teams to work together to develop products. A product is something sold by an enterprise to its
customers.
Product development is the set of activities beginning with the perception of a market opportunity and
ending in the production, sale, and delivery of a product. Although much of the material explicitly
focus on products that are engineered, discrete, and physical.
Our focus on discrete goods makes the subject less applicable to the development of products such as
gasoline, nylon, and paper.
Because of the focus on physical products, we do not emphasize the specific issues involved in
developing services or software.
Even with these restrictions, the methods presented apply well to a broad range of products, including,
for example, consumer electronics, sports equipment, scientific instruments, machine
tools, and medical devices.

3. Design?
• A design is a plan or specification for the construction of an object or
system or for the implementation of an activity or process, or the
result of that plan or specification in the form of a prototype, product
or process.
• Realization of a concept or idea into a configuration, drawing, model,
mould, pattern, plan or specification (on which the actual or
commercial production of an item is based) and which helps
achieve the item's designated objective(s).

4. The Design of a product needs a careful contemplation on selection of materials, shapes and
manufacturing processes, consideration of manufacturability and ease or difficulty in assembly of
parts, and assessment of quality, reliability and cost effectiveness.

6. Types and key elements of product design
Design
• Discovery versus Design
• Discovery is getting the first knowledge of something
• Design is the creation of new things
• Science versus Engineering
• Science is knowledge based on observed facts and tested
truths arranged in an orderly system that can be validated and
communicated to other people.
• Engineering is the creative application of scientific principles
used to plan, build, direct, guide, manage, or work on systems
to maintain and improve our daily lives
• Scientists versus Engineers
• Scientists see things as they are and ask, WHY?
• Engineers see things as they could be and ask, WHY NOT?

7. Types of Design
•Original or Innovative Design
•Adaptive Design
•Redesign
•Selection Design
•Industrial Design

8. Original or 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.
• Escalators design
• Spiral MHS

9. 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. Adaptive designs involve
synthesis and are relatively common in design.

10. 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 or parametric Design.

11. 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.

12. Industrial Design
This form of design deals with improving the
appeal of a product to the human senses,
especially its visual appeal. While this type of
design is more artistic than engineering, it is a
vital aspect of many kinds of design. Also
encompassed by industrial design is a
consideration of how the human user can best
interface with the product.

13. Engineering Design
•An engineering design pulls together (i.e. synthesizes) something new or arranges existing things in a
new way to satisfy a recognized need of society. Engineering designs considers the limitations imposed
by practicality, regulation, safety, and cost.
Challenges of Engineering Design
• Creativity: creation of something that has not existed before
• Complexity: requires decisions on many variables and parameters
• Choice: requires making choices between many solutions at all levels, from basic
concepts to the smallest detail
• Compromise: requires balancing multiple and sometimes conflicting
requirements

14. Applying the Problem-Solving Tools in Design
Customer interviews and surveys are important in both business and design environments. In
engineering design the problem definition step is often much more tightly prescribed and less open-
ended, but achieving full understanding of the problem requires using some specific tools like Quality
Function Deployment (QFD).
Product design specification (PDS) are created

15. Steps involved in Engineering Design process

16. Problem-solving Methodology for
Engineering Design
1. Defining the problem
o Needs analysis, a difficult task
o True problem not always what it seems at first
o Requires iterative reworking as the problem is better
understood
o Problem statement must be as specific as possible
2. Gathering the information
o Understand state of the art
o Many sources of information, unstructured, unordered
o Ask questions
 What do I need to find out?
 Where can I find it?
 How can I get it?
 How credible and accurate is the information?
 How do I interpret the information for my specific need?
 When do I have enough information?
 What decisions result from this information?

17. Problem-solving Methodology for
Engineering Design (cont-1)
3. Generation for alternative solutions / design concepts
o Use of creativity, simulation
o Apply scientific principles, use qualitative reasoning
o Need to generate high-quality alternative solutions
4. Evaluation of alternatives and decision making
o Selecting the best among several concepts
o Often under incomplete information
o May consider simulations
o Very important  checking, including mathematical check,
engineering-sense checks (intuition)
o Consider all conditions / situations (e.g. humdity, vibration,
temperature…) in selecting “optimal” solution
5. Communication of the results
o Oral / written communication,
o Engineering drawings, 3D computer models, software, etc.

18. Problem-solving Methodology for
Engineering Design (cont-2)
• Iterative nature
• Back and forth among the 5 steps
• Understanding grows  evolve from preliminary to detailed
design
Define Problem
Gather Information
Generate Alternative Solutions
Evaluate Alternatives and Make Decision
Communicate Results

19. Conceptual Design
It is a process in which we initiate the design and come up with a number of design
concepts and then narrow down to the single best concept. This involved the following
steps.
1. Identification of customer needs: The mail objective of this is to completely
understand the customers’ needs and to communicate them to the design team
2. Problem definition: The mail goal of this activity is to create a statement that
describes what all needs to be accomplished to meet the needs of the customers’
requirements.
3. Gathering Information: In this step, we collect all the information that can be
helpful for developing and translating the customers’ needs into engineering design.
4. Conceptualization: In this step, broad sets of concepts are generated that can
potentially satisfy the problem statement
5. Concept selection: The main objective of this step is to evaluate the various design
concepts, modifying and evolving into a single preferred concept.

25. Classifying Customer Requirements
A Kano diagram is a good tool to visually partition customer requirements into categories that will allow for
their prioritization. Kano recognized that there are four levels of customer requirements: (1) expecters, (2)
spokens, (3) unspokens, and (4) exciters.

26. Dieter p 89

28. QFD is a largely graphical method that aids a design team in systematically identifying all of the
elements that go into the product development process and creating relationship matrices
between key parameters at each step
of the process.
A recent survey of 150 U.S. companies showed that 71 percent of these have adopted QFD since
1990. These companies reported that 83 percent believed that using QFD had increased customer
satisfaction with their products, and 76 percent felt it facilitated rational design decisions.

32. Room 1: Customer requirements are listed by rows in Room 1. The CRs and their
importance ratings are gathered by the team. It is common
to group these requirements into related categories as identified by an affinity diagram.
Room 2: Engineering characteristics are listed by columns in Room 2. ECs are product
performance measures and features that have been identified as the means to satisfy the
CRs. One basic way is to look at a particular CR and answer the question, “What can
I control that allows me to meet my customer’s needs?”
Room 4: The relationship matrix is at the center of an HOQ. It is created by the intersection of the
rows of CRs with the columns of ECs. Each cell in the matrix is marked with a symbol that indicates
the strength of the causal association between the EC of its column and the CR of its row.

34. Room 5: Importance Ranking of ECs. The main contribution of the HOQ is to determine which ECs
are of critical importance to satisfying the CRs listed in Room 1. Those ECs with the highest rating
are given special consideration, for these are the ones that have the greatest effect upon customer
satisfaction.
Absolute importance (Room 5a) of each EC is calculated in two steps. First multiply the
numerical value in each of the cells of the Relationship Matrix by the associated CR’s
importance rating. Then, sum the results for each column, placing the total in Room 5a.
These totals show the absolute importance of each engineering
characteristic in meeting the customer requirements.
Relative importance (Room 5b) is the absolute importance of each EC, normalized
on a scale from 1 to 0 and expressed as a percentage of 100. To arrive at this, total the values
of absolute importance. Then, take each value of absolute importance,
divide it by the total, and multiply by 100.
Rank order of ECs (Room 5c) is a row that ranks the ECs’ Relative Importance
from 1 (highest % in Room 5b) to n, where n is the number of ECs in the HOQ.
This ranking allows viewers of the HOQ to quickly focus on ECs in order from
most to least relevant to satisfying the customer requirements.

35. The HOQ’s Relationship Matrix (Room 4) must be reviewed to determine the sets
of ECs and CRs before accepting the EC Importance rankings of Room 5.
The following
are interpretations of patterns that can appear in Room 4:
• An empty row signals that no ECs exist to meet the CR.
• An empty EC column signals that the characteristic is not pertinent to customers.
• A row without a “strong relationship” to any of the ECs highlights a CR that will be
difficult to achieve.
• An EC column with too many relationships signals that it is really a cost, reliability,
or safety item that must be always considered, regardless of its ranking in the HOQ.

36. Example Fig. 3.9 shows that the most
important engineering characteristics to
the redesign of the jewel case are the
external dimensions of the case, the
material from which it is made, the hinge
design, and the force required to open
the case.
𝑇𝑗= 𝑖=1
𝑛
𝐴𝑖 ∗ 𝑅𝑖𝑗 𝑓𝑜𝑟 𝑗 = 1𝑡𝑜 𝑚
n = number of customer requirement (Rows)
m= number of engineering characteristics
(columns)
Typically, three values of high (H),
medium (M), and low (L) with numerical
values of 9, 3, and 1, respectively, are
assigned.
Relative weight for column j =Tj/( 1
𝑚
𝑇𝑗)
1
𝑚
𝑇𝑗 = 102 + 130 + 70 + 120 + 111 + 56 = 589
T1= (102/589)*100= 17.3%

37. The Correlation Matrix or Roof of the House of Quality
Room 3: The correlation matrix shows the degree of interdependence among the
engineering characteristics in the “roof of the house.” It is better to recognize these coupling
relationships early in the design process so that appropriate trade-offs can be made. In Fig.
3.10, the roof of the CD case from Example 3.3
shows that there is a strong positive correlation between the hinge design and the force to open
the case. This signals the design team to remember that if
they change the hinge design, the team must also recheck the force necessary
to open the case

39. Assessment of Competitor’s Products in House of Quality
In Room 6, Competitive Assessment (Fig. 3.11), a table displays how the top competitive
products rank with respect to the customer requirements listed across
the HOQ in Room 2.
This information comes from direct customer surveys, industry
consultants, and marketing departments.
In Fig. 3.11 it appears that competitor B’s CD case has a high rating for cost and the best crack
and scratch resistance, but it rates
poorly on removal ease of liner notes, ability to be recycled, and waterproofi ng.
Certain competitors are targets for new products and, therefore, are studied more
closely than others.

40. Room 7, Technical Assessment, indicates how your competing products score on
achieving the suggested levels of each of the engineering characteristics listed in the
column headings atop the Relationship Matrix. Generally a scale of 1 to 5 (best) is
used. Often this information is obtained by getting examples of the competitor’s product and testing
them.
Note that the data in this room compares each of the product
performance characteristics with those of the closest competitors. This is different
from the competitive assessment in Room 6, where we compared the closest competitors
on how well they perform with respect to each of the customer requirements.
Room 7 may also include a technical difficulty rating that indicates the ease with
which each of the engineering characteristics can be achieved. Basically, this comes
down to an estimate by the design team of the probability of doing well in attaining
desired values for each EC. Again, a 1 is a low probability and a 5 represents a high
probability of success.

41. Setting Target Values for Engineering Characteristics
Room 8, Setting Target Values, is the final step in constructing the HOQ. By knowing which are
the most important ECs (Room 5), understanding the technical competition (Room 7), and
having a feel for the technical difficulty (Room 7),
The team is in a good position to set the targets for each engineering characteristic. Setting
targets at the beginning of the design process provides a way for the design team to gauge the
progress they are making toward satisfying the customer’s requirements as the design
proceeds.
The HOQ helps to identify the engineering characteristics that are the most important
to fulfilling the (CTQ CR- critical to quality customer requirement )CTQ CRs. In other words, the HOQ
aids in translating the
CRs into critical to quality ECs.
CTQ ECs are those that require the most attention from the design team because CTQ ECs will
determine the customers’ satisfaction with the product.
Interpreting Results of HOQ

47. Fig 13.2 Integral Mapping from functional element to Physical elements

50. Who Designs and Develops Products?
Product development is an interdisciplinary activity requiring contributions from nearly all the functions of a firm;
however, three functions are almost always central to a product development project:
• 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: The design function plays the lead role in defining the physical form of the product to best meet customer
needs. In this context, the design function includes engineering design (mechanical, electrical, software, etc.) and
industrial design (aesthetics, ergonomics, user interfaces).
• 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.

51. Different individuals within these
functions often have specific
disciplinary training in areas such as
market research, mechanical
engineering, electrical engineering,
materials science, or manufacturing
operations. Several other functions,
including finance and sales, are
frequently involved on a part-time basis
in the development of a new product.

53. Duration and Cost of Product Development
Most people without experience in product development are astounded by how much time and money
are required to develop a new product. The reality is that very few products can be developed in less
than 1 year, many require 3 to 5 years, and some take as long as 10 years.
Exhibit 1-3 is a table showing the approximate scale of the associated product development efforts
along with some distinguishing characteristics of the products. The cost of product development is
roughly proportional to the number of people on the project team and to the duration of the project.
In addition to expenses for development effort, a firm will almost always have to make some
investment in the tooling and equipment required for production. This expense is often as large as the
rest of the product development budget; however, it is sometimes useful to think of these
expenditures as part of the fixed costs of production. For reference purposes, this production
investment is listed in Exhibit 1-3 along with the development expenditures.

54. Characteristics of Successful Product Development
From the perspective of the investors in a for-profit enterprise, successful product development results
in products that can be produced and sold profitably, yet profitability is often difficult to assess quickly
and directly. Five more specific dimensions, all of which ultimately relate to profit, are commonly used to
assess the performance of a product development effort:
• Product quality: How good is the product resulting from the development effort? Does it satisfy
customer needs? Is it robust and reliable? Product quality is ultimately reflected in market share and the
price that customers are willing to pay.
• Product cost: What is the manufacturing cost of the product? This cost includes spending on capital
equipment and tooling as well as the incremental cost of producing each unit of the product. Product
cost determines how much profit accrues to the firm for a particular sales volume and a particular sales
price.
• Development time: How quickly did the team complete the product development effort? Development
time determines how responsive the firm can be to competitive forces and to technological
developments, as well as how quickly the firm receives the economic returns from the team’s efforts.
• Development cost: How much did the firm have to spend to develop the product? Development
cost is usually a significant fraction of the investment required to achieve the profits.

55. Why are Measures Important?
Why Measure Performance?
• Helps us know if we are accomplishing results!
• Measures put goals in perspective
• Provide a baseline of performance which can be
used to quantify and assess changes in results over
time
• Pinpoint opportunities for process improvement
• Understand capability of the process and what we
can expect from a statistical perspective
• Provides people with feedback to help them
understand how they are performing and what they
need to continue doing, or do differently

56. Process Metrics
• Reliable process metrics need to measure aspects of the process/output of the process that
are linked to business strategy and corporate goals.
• Process metrics by themselves can provide for:
– Establishment of a baseline of performance
– Tracking of performance
– Communication about performance
– Identifying areas for improvement
• Process metrics do not by themselves generate improvement – improvement depends on
metrics, however, to effect improvement, a well focused plan needs to be developed,
implemented and monitored.

58. Types of Process Measures
• Input Measures: assessment of products, services or information that feed into a
process. E.g.: supplier product/service quality, on time delivery, stakeholder
feedback.
• Process/Efficiency Measures: assessment of how well the process is functioning. E.g.:
cycle time, task time, uptime, accuracy, completeness, degree of rework/duplication, cost.
• Output/Result Measures: assessment of the outputs of the process. E.g.: Quality -
meeting employee/team/stakeholder requirements, quantity/volume produced.
• Outcome Measures: assessment of the outcome (impact) of outputs on the business
and stakeholders. E.g.: stakeholder satisfaction, business value, productivity.

60. The 6 Key Performance Indicators
• Quality
• Time
• Cost
• Quantity
• Satisfaction/Importance
• Value/business results
Metrics Defined
Quality
• Accuracy
• Uniformity
• Reliability
• Serviceability
• Deliverability
• Utility
• Durability

61. Metrics Defined
Time
• Cycle time
• Task time
• Up time
• Down time
• Delay time
Metrics Defined
Cost
• Labor
• Material
• Equipment
• Opportunity cost
• Cost of poor quality
• Cost added only (rework, duplication, waste)
• Life Cycle cost
– Example: average cost of 1 km of road asphalt installed on
one lane of the Trans Canada Highway in Alberta in 2011

62. Metrics Defined
Quantity
• Production Volumes/Ratios
• Sales volumes/ratios
• Revenues
• Profits
• New Customers
• $, Time, People, Ideas ...
• How Much? How Little? Metrics Defined
Business Value
• Profits generated by production area
• Opportunities gained or lost
• Market share
• Company growth
• Share value
• Returns to shareholders
• Economic valuation of organization
• Awards, industry recognition, certifications

63. Key Steps in Developing Process Metrics
7. Design a process that will effectively create the
desired output for the customer
• The process should be designed in such a way as to produce the desired output in the most
efficient way
• Areas of potential waste, duplication, rework, delays etc., should be identified and streamlined out
of the process. These typically account for 30-50% of employee time.
• Does the output meet the specifications of the customer? What data would tell us?
• Does the output contribute to a specific business outcome/result? If not, how does the process and
its result support a business or customer need?

64. As Is Process
• 17 major steps
• Task time varied from 2 minutes to 30 minutes per step for a total of 2 hours 38 minutes
• Cycle between steps time varied from 15 minutes to 168 hours for a total of 22 - 30 work
Days
• Cost of the process in task time $61.25 per contract if there was no rework/revisions
• 19 page contract X 3 copies = 57 pages per contract

67. Net Improvements
• 2 sign offs from 9 including contractor (78% reduction)
• 52% reduction in task time per contract ($32 savings)
• 69% reduction in cycle time (435 hours)
• 95% reduction in paper (57 sheets to 3)

69. Types and key elements of product design

70. Enhancing a product’s emotional appeal through exploring and
pushing new aesthetic boundaries.
Product Designer
Making things easier to use by improving a
particular aspect of a product’s function.

71. Making products cheaper to produce by utilizing
new and innovative materials.

75. Technical Drawing

81. OBJECTIVE OR NEED OF DESIGN..
✕To be in business for a long time.
✕To satisfy unfulfilled needs of the customers.
✕The company’s existing product line becomes saturated and
the sales is on the decline.
✕To enter into new prospective businesses.
✕Too much competition in the existing product line.
✕The profit margin is on the decline.

82. PRODUCT LIFE CYCLE (PLC)..
✕ Product life cycle is a business analysis that attempts to identify a set of common stages in the
life of commercial products.
✕ In other words the 'Product Life cycle' PLC is used to map
the lifespan of the product.
✕ The stages through which a product goes during its lifespan for example., Introduction,
Promotion, Growth, Maturity and Decline. ( detail in in module 3)