This document discusses the implications if product performance and specifications are not met during new product development. It begins by defining product performance and describing the typical new product development process, which consists of 5 phases: need identification and conceptual design, detail design, component development, prototype development, and production. It emphasizes the importance of establishing desired product performance based on business objectives early in the process. It also discusses how predicted and actual product performance should match the desired specifications for a new product to be successful. If performance does not meet specifications, the development process may need to iterate back to earlier phases to make changes. Overall, not meeting product specifications can result in higher costs, reduced revenue, and delays in product launch.
The first report for Obstacle Driven Development which has been released and is intended to comprehensively cover the basics of ODD while being concise.
ODD is used for software, hardware and embedded and is the product of combining various engineering and software techniques.
Other presentations cover how ODD extends and combines Test Driven Development, requirements analysis, V-models and Agile.
A further paper is to follow with full referencing.
The document discusses best practices for product design and development. It outlines key aspects of the process including identifying customer needs, establishing target specifications, concept generation, concept selection, concept testing, and setting final specifications. It also describes an evaluation framework that allows companies to compare their performance to industry benchmarks and best practices. The framework is used to develop an improvement plan by assessing a company's current situation, identifying gaps compared to best practices, and determining priorities based on business strategy and best practices.
Product design and value engineering (PDVE) Ch 1 introductionChirag Patel
This chapter discusses product design and value engineering. It introduces key concepts like concurrent engineering, quality function deployment, and design for X. It describes techniques for product development including failure mode and effects analysis and computation tools. These tools help optimize the design, manufacturing, and life cycle of the product. The chapter also covers characteristics of firms providing these services and challenges of product development.
This document discusses development processes and organizations. It describes core development stages like concept development, architectural design, and detailed design. It also discusses generic concept development processes, product development processes like Tyco's, and organizational types like functional, project, and matrix structures. Finally, it covers traditional design methods and variants of development processes for different product types.
This document discusses product design processes and tools. It covers strategies for new product introduction, the new product development process, and the importance of cross-functional design. Key design tools discussed include Quality Function Deployment for capturing customer needs, Design for Manufacturing to enable producibility, Value Analysis for cost optimization, and Modular Design to increase commonality across product lines.
EDLC-EMBEDDED PRODUCT DEVELOPMENT LIFE CYCLESabeel Irshad
This document describes the embedded development life cycle (EDLC) process. It begins with using an analogy of preparing a chicken dish to illustrate the various activities involved in product development like management, design, development, testing and release. It then defines EDLC as an analysis-design-implementation problem solving approach. The objectives of EDLC are to ensure high quality products, minimize risks through project management, and maximize productivity. Key phases of EDLC include need identification, conceptualization, analysis, design, development and testing, deployment, support and retirement. Project management plays an important role in coordinating resources, minimizing risks and ensuring predictability.
The document discusses the Embedded Development Life Cycle (EDLC), which is an analysis-design-implementation approach to product development. The EDLC involves analyzing customer needs, designing solutions, and implementing products. It aims to ensure high quality, minimize risks, and maximize productivity. The key phases of the EDLC include requirements analysis, design, development and testing, deployment, and support. Modeling approaches for the EDLC include iterative, incremental, fountain, prototyping, evolutionary, and spiral models. The EDLC process is essential for understanding complexities in embedded product development and defining interactions among project teams.
This document outlines a generic product development process consisting of 7 stages: product planning, concept development, system-level design, detail design, testing and refinement, production ramp-up, and product launch. It describes each stage in the process, from developing an initial mission statement to launching the final product. The process transforms inputs like market needs and a mission statement into a finished product through stages of conceptualization, design, testing, and production preparation.
The first report for Obstacle Driven Development which has been released and is intended to comprehensively cover the basics of ODD while being concise.
ODD is used for software, hardware and embedded and is the product of combining various engineering and software techniques.
Other presentations cover how ODD extends and combines Test Driven Development, requirements analysis, V-models and Agile.
A further paper is to follow with full referencing.
The document discusses best practices for product design and development. It outlines key aspects of the process including identifying customer needs, establishing target specifications, concept generation, concept selection, concept testing, and setting final specifications. It also describes an evaluation framework that allows companies to compare their performance to industry benchmarks and best practices. The framework is used to develop an improvement plan by assessing a company's current situation, identifying gaps compared to best practices, and determining priorities based on business strategy and best practices.
Product design and value engineering (PDVE) Ch 1 introductionChirag Patel
This chapter discusses product design and value engineering. It introduces key concepts like concurrent engineering, quality function deployment, and design for X. It describes techniques for product development including failure mode and effects analysis and computation tools. These tools help optimize the design, manufacturing, and life cycle of the product. The chapter also covers characteristics of firms providing these services and challenges of product development.
This document discusses development processes and organizations. It describes core development stages like concept development, architectural design, and detailed design. It also discusses generic concept development processes, product development processes like Tyco's, and organizational types like functional, project, and matrix structures. Finally, it covers traditional design methods and variants of development processes for different product types.
This document discusses product design processes and tools. It covers strategies for new product introduction, the new product development process, and the importance of cross-functional design. Key design tools discussed include Quality Function Deployment for capturing customer needs, Design for Manufacturing to enable producibility, Value Analysis for cost optimization, and Modular Design to increase commonality across product lines.
EDLC-EMBEDDED PRODUCT DEVELOPMENT LIFE CYCLESabeel Irshad
This document describes the embedded development life cycle (EDLC) process. It begins with using an analogy of preparing a chicken dish to illustrate the various activities involved in product development like management, design, development, testing and release. It then defines EDLC as an analysis-design-implementation problem solving approach. The objectives of EDLC are to ensure high quality products, minimize risks through project management, and maximize productivity. Key phases of EDLC include need identification, conceptualization, analysis, design, development and testing, deployment, support and retirement. Project management plays an important role in coordinating resources, minimizing risks and ensuring predictability.
The document discusses the Embedded Development Life Cycle (EDLC), which is an analysis-design-implementation approach to product development. The EDLC involves analyzing customer needs, designing solutions, and implementing products. It aims to ensure high quality, minimize risks, and maximize productivity. The key phases of the EDLC include requirements analysis, design, development and testing, deployment, and support. Modeling approaches for the EDLC include iterative, incremental, fountain, prototyping, evolutionary, and spiral models. The EDLC process is essential for understanding complexities in embedded product development and defining interactions among project teams.
This document outlines a generic product development process consisting of 7 stages: product planning, concept development, system-level design, detail design, testing and refinement, production ramp-up, and product launch. It describes each stage in the process, from developing an initial mission statement to launching the final product. The process transforms inputs like market needs and a mission statement into a finished product through stages of conceptualization, design, testing, and production preparation.
2 development processes and organizationsmirhadizadeh
The document discusses various product development processes and organizational structures. It begins by outlining a generic 12-step concept development process that includes identifying customer needs, establishing specifications, generating and testing concepts, and planning downstream development. It then discusses generic product development stages from planning to production ramp-up. Several core development stages are listed including concept design, detailed design, testing and refinement. Different organizational structures like functional, project and matrix are described. Factors that influence organizational structure and variants of development processes for different types of products are also outlined.
This document discusses product design and development. It outlines the key phases of the design process including concept development, system-level design, detail design, testing and refinement, and production ramp-up. The design process aims to satisfy customers by developing high quality, cost effective products through a cross-functional team approach. Key measures of an effective design process include product quality, cost, development time, and capability. Effective communication throughout the process is also emphasized.
The document describes the product design process, which includes key steps like product planning, concept development, embodiment design, and detail design. It discusses product planning in depth, including why it is important to determine the right mix of projects and provide each project with a focused mission statement. The document also covers gathering customer needs, generating concepts, and evaluating concepts to arrive at the best design.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
Product design and development by Karl T. UlrichJoy Biswas
Chapter 1
Introduction to Product design and Development by Karl T. Ulrich. Here is the presentation file of chapter 1 by the students of SUST IPE 2010-11 batch.
1) The document discusses research into optimizing product change processes and demand-supply chains in high-tech environments.
2) It outlines three action research cycles aimed at minimizing costs, shortening order delivery times, and reducing product change times.
3) The results of each cycle are analyzed to answer the research questions about the effects of optimizing for each factor. Positive and negative impacts are identified for each focus area.
Product design involves many steps in order to reach the finalised, working product. Here is a basic guide from http://www.rf3design.co.uk with 7 steps to effective product design.
This document provides an overview of a course on product design and development. It discusses key topics like product definition, characteristics of successful product development, who is involved in design and development, typical duration and costs, and challenges. The course will cover structured product development methods using step-by-step processes and industrial examples. It will also address organizational realities that can impact projects.
The document provides an overview of the product planning process outlined in Chapter 4 of the textbook "Product Design and Development" by Karl T. Ulrich and Steven D. Eppinger. It discusses identifying product development opportunities, evaluating and prioritizing projects, allocating resources and planning timing. A case study of Xerox's Lakes project to develop a digital copier platform is provided as an example. Key aspects of product planning include developing a portfolio of projects aligned with company strategy, market segmentation, technology roadmaps, and balancing fundamentally new vs. incremental projects.
Failure of tube reduced in split air conditionerprjpublications
This document summarizes a research paper that uses Six Sigma methodology to reduce failures of tubes in split air conditioners. The paper:
1) Defines the problem as leakage found in evaporator assemblies due to tube dimension variations. Six Sigma's DMAIC approach is used to identify the root cause.
2) In the measure phase, flaring angle, diameter, and torque are measured and process capabilities are calculated to determine how much variation exists.
3) The analyze phase identifies flaring diameter and angle as the two most important factors and statistically verifies them using various tests.
4) The document provides figures and diagrams to support the methodology and findings at each stage of the DMAIC process.
In today's highly competitive market environment, products that fully respond to customer expectations must be designed for survival and growth of the company. Therefore, defining and analyzing customer expectations is an important issue. In recent years, one of the most commonly used and effective methods for resolving the issue is Quality Function Deployment (QFD). As a customer-oriented approach that reflects consumer expectations, QFD provides the planning/improvement of the process by taking advantage of this information. In this study, the QFD method was used to identify and analyze the expectations of students enrolled in a language school. First, data related to student expectations were received. House of quality was established and evaluated, and as a result of the study, managers were informed that the teaching techniques practised by the teachers and equipment of the school should be developed by adopting a new trend. In the account. Based on these results, administrators are advised to improve the student's satisfaction. This study provides key researchers and decision makers working on the QFD approach and its programs in the education sector.
quality function deployment
,
quality function deployment - qfd
,
first application of qfd
,
creative definitions of qfd
,
what does qfd do
,
when is qfd appropriate?
,
identify design attributes.
,
3.relating customer & design attributes
,
add market evaluation & key selling points
,
evaluate design attributes of competitive products
,
select design attributes to be deployed in the re
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Quality Function Deployment (QFD) is a technique used to understand customer needs and translate them into engineering specifications to help develop a product. QFD uses a tool called the House of Quality (HOQ) which contains information about customers, their requirements, how important each requirement is, engineering specifications to meet the requirements, and the relationships between requirements and specifications. Using QFD, Toyota was able to reduce development costs and time for new car models while improving quality.
This document discusses strategies for product development. It notes that fibrous products can be divided into traditional fibrous products like apparel and function-focused fibrous products like protective fabrics. Product development strategies differ between these categories due to differences in technologies, applications, and customer perceptions. The document outlines key steps in product development including defining product requirements and performance characteristics, gathering information, evaluating product ideas, performing design analysis, prototyping, manufacturing, and marketing. It emphasizes that product development now requires integrating perspectives from engineering, manufacturing, and marketing.
What and how about quality function deploymentZishy Rajput
This document discusses quality function deployment (QFD), which is a customer-oriented approach to product development. QFD guides teams through conceptualization, design, and production planning to relate customer desires to engineering specifications and manufacturing requirements. The key aspects of QFD are its focus on customers, use of cross-functional teams, and structured method for communicating information. While originally developed in Japan, Western companies have also found success with QFD in developing better products and production processes. Critical to its success is senior management support and a company-wide emphasis on customers.
The document provides an overview of Quality Functional Deployment (QFD), including its history originating from techniques developed in Japan in the 1960s, an 11-step process for implementing QFD, and examples of how various companies have benefited from using QFD to better meet customer needs and priorities. QFD involves gathering customer requirements, defining technical design characteristics, and creating a matrix to help ensure customer needs are addressed throughout the product development process.
The document describes the design process from conceptualization through detail design. It involves identifying customer needs, defining the problem, gathering information, conceptualizing solutions, and selecting a preferred concept through review. The embodiment phase determines product architecture, configurations, and parameters. Detail design completes drawings and specifications, builds prototypes, and calculates costs. The process aims to develop a design that satisfies customer needs through systematic decomposition, concept generation, evaluation, and refinement of the design.
Lynn Coupal achieved academic honors as both a Dean's List Scholar and Presidential List Scholar on multiple occasions during her studies. She demonstrated strong academic performance by earning recognition on the Dean's List and Presidential List for multiple terms. Lynn Coupal is a high-achieving student who was honored with Dean's List and Presidential List scholarships for her academic excellence.
Egyptian agriculture relied heavily on irrigation from annual Nile River floods, which provided water for around two-thirds of cultivated land. Farmers grew staple crops like emmer, wheat, and barley for bread and beer, as well as flax, papyrus, and castor oil. Seasonal crops included vegetables, fruits, and herbs that were planted in spring, summer, autumn, and winter. Livestock included cattle, sheep, goats, horses, donkeys, and oxen. Fish were also harvested from the Nile River, ponds, and other water sources.
2 development processes and organizationsmirhadizadeh
The document discusses various product development processes and organizational structures. It begins by outlining a generic 12-step concept development process that includes identifying customer needs, establishing specifications, generating and testing concepts, and planning downstream development. It then discusses generic product development stages from planning to production ramp-up. Several core development stages are listed including concept design, detailed design, testing and refinement. Different organizational structures like functional, project and matrix are described. Factors that influence organizational structure and variants of development processes for different types of products are also outlined.
This document discusses product design and development. It outlines the key phases of the design process including concept development, system-level design, detail design, testing and refinement, and production ramp-up. The design process aims to satisfy customers by developing high quality, cost effective products through a cross-functional team approach. Key measures of an effective design process include product quality, cost, development time, and capability. Effective communication throughout the process is also emphasized.
The document describes the product design process, which includes key steps like product planning, concept development, embodiment design, and detail design. It discusses product planning in depth, including why it is important to determine the right mix of projects and provide each project with a focused mission statement. The document also covers gathering customer needs, generating concepts, and evaluating concepts to arrive at the best design.
This document discusses key aspects of product design and development. It defines product, product development process, and design process. It outlines the six phases of product development and different types of products. The document also discusses product conceptual design, form and function, fundamental design rules, concurrent engineering approach, and composition of effective design teams.
Product design and development by Karl T. UlrichJoy Biswas
Chapter 1
Introduction to Product design and Development by Karl T. Ulrich. Here is the presentation file of chapter 1 by the students of SUST IPE 2010-11 batch.
1) The document discusses research into optimizing product change processes and demand-supply chains in high-tech environments.
2) It outlines three action research cycles aimed at minimizing costs, shortening order delivery times, and reducing product change times.
3) The results of each cycle are analyzed to answer the research questions about the effects of optimizing for each factor. Positive and negative impacts are identified for each focus area.
Product design involves many steps in order to reach the finalised, working product. Here is a basic guide from http://www.rf3design.co.uk with 7 steps to effective product design.
This document provides an overview of a course on product design and development. It discusses key topics like product definition, characteristics of successful product development, who is involved in design and development, typical duration and costs, and challenges. The course will cover structured product development methods using step-by-step processes and industrial examples. It will also address organizational realities that can impact projects.
The document provides an overview of the product planning process outlined in Chapter 4 of the textbook "Product Design and Development" by Karl T. Ulrich and Steven D. Eppinger. It discusses identifying product development opportunities, evaluating and prioritizing projects, allocating resources and planning timing. A case study of Xerox's Lakes project to develop a digital copier platform is provided as an example. Key aspects of product planning include developing a portfolio of projects aligned with company strategy, market segmentation, technology roadmaps, and balancing fundamentally new vs. incremental projects.
Failure of tube reduced in split air conditionerprjpublications
This document summarizes a research paper that uses Six Sigma methodology to reduce failures of tubes in split air conditioners. The paper:
1) Defines the problem as leakage found in evaporator assemblies due to tube dimension variations. Six Sigma's DMAIC approach is used to identify the root cause.
2) In the measure phase, flaring angle, diameter, and torque are measured and process capabilities are calculated to determine how much variation exists.
3) The analyze phase identifies flaring diameter and angle as the two most important factors and statistically verifies them using various tests.
4) The document provides figures and diagrams to support the methodology and findings at each stage of the DMAIC process.
In today's highly competitive market environment, products that fully respond to customer expectations must be designed for survival and growth of the company. Therefore, defining and analyzing customer expectations is an important issue. In recent years, one of the most commonly used and effective methods for resolving the issue is Quality Function Deployment (QFD). As a customer-oriented approach that reflects consumer expectations, QFD provides the planning/improvement of the process by taking advantage of this information. In this study, the QFD method was used to identify and analyze the expectations of students enrolled in a language school. First, data related to student expectations were received. House of quality was established and evaluated, and as a result of the study, managers were informed that the teaching techniques practised by the teachers and equipment of the school should be developed by adopting a new trend. In the account. Based on these results, administrators are advised to improve the student's satisfaction. This study provides key researchers and decision makers working on the QFD approach and its programs in the education sector.
quality function deployment
,
quality function deployment - qfd
,
first application of qfd
,
creative definitions of qfd
,
what does qfd do
,
when is qfd appropriate?
,
identify design attributes.
,
3.relating customer & design attributes
,
add market evaluation & key selling points
,
evaluate design attributes of competitive products
,
select design attributes to be deployed in the re
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
Quality Function Deployment (QFD) is a technique used to understand customer needs and translate them into engineering specifications to help develop a product. QFD uses a tool called the House of Quality (HOQ) which contains information about customers, their requirements, how important each requirement is, engineering specifications to meet the requirements, and the relationships between requirements and specifications. Using QFD, Toyota was able to reduce development costs and time for new car models while improving quality.
This document discusses strategies for product development. It notes that fibrous products can be divided into traditional fibrous products like apparel and function-focused fibrous products like protective fabrics. Product development strategies differ between these categories due to differences in technologies, applications, and customer perceptions. The document outlines key steps in product development including defining product requirements and performance characteristics, gathering information, evaluating product ideas, performing design analysis, prototyping, manufacturing, and marketing. It emphasizes that product development now requires integrating perspectives from engineering, manufacturing, and marketing.
What and how about quality function deploymentZishy Rajput
This document discusses quality function deployment (QFD), which is a customer-oriented approach to product development. QFD guides teams through conceptualization, design, and production planning to relate customer desires to engineering specifications and manufacturing requirements. The key aspects of QFD are its focus on customers, use of cross-functional teams, and structured method for communicating information. While originally developed in Japan, Western companies have also found success with QFD in developing better products and production processes. Critical to its success is senior management support and a company-wide emphasis on customers.
The document provides an overview of Quality Functional Deployment (QFD), including its history originating from techniques developed in Japan in the 1960s, an 11-step process for implementing QFD, and examples of how various companies have benefited from using QFD to better meet customer needs and priorities. QFD involves gathering customer requirements, defining technical design characteristics, and creating a matrix to help ensure customer needs are addressed throughout the product development process.
The document describes the design process from conceptualization through detail design. It involves identifying customer needs, defining the problem, gathering information, conceptualizing solutions, and selecting a preferred concept through review. The embodiment phase determines product architecture, configurations, and parameters. Detail design completes drawings and specifications, builds prototypes, and calculates costs. The process aims to develop a design that satisfies customer needs through systematic decomposition, concept generation, evaluation, and refinement of the design.
Lynn Coupal achieved academic honors as both a Dean's List Scholar and Presidential List Scholar on multiple occasions during her studies. She demonstrated strong academic performance by earning recognition on the Dean's List and Presidential List for multiple terms. Lynn Coupal is a high-achieving student who was honored with Dean's List and Presidential List scholarships for her academic excellence.
Egyptian agriculture relied heavily on irrigation from annual Nile River floods, which provided water for around two-thirds of cultivated land. Farmers grew staple crops like emmer, wheat, and barley for bread and beer, as well as flax, papyrus, and castor oil. Seasonal crops included vegetables, fruits, and herbs that were planted in spring, summer, autumn, and winter. Livestock included cattle, sheep, goats, horses, donkeys, and oxen. Fish were also harvested from the Nile River, ponds, and other water sources.
This document outlines the key components and steps of an inquiry process into researching everyday life in Ancient Egypt. It includes definitions, sources, backgrounds and contexts, effects and arguments, and reflections. The guiding question is about defining and understanding everyday life in Ancient Egypt. Primary and secondary sources would be analyzed on developments, changes and roles of individuals/groups. Effects on societies, economies, and ideas would be considered. Reflections would address lessons learned and directions for further research.
- Egyptian artisans only produced work for higher class people and used basic materials throughout Egyptian history. Woodworkers made furniture for the rich while lower classes made their own, and shipwrights also worked for higher classes.
- Metalworkers used gold, silver, electrum, iron, copper and bronze to make funerary items and jewelry for the rich through smelting copper, tin and later iron.
- Stone masons worked on temples, houses and tombs for higher classes and royalty, using polished and painted stone, bronze saws and drilled with jewel-tipped tools.
- Standardization of weights and measures was important for trade, with the deben used as a standard of value
This document provides a summary of Lynn Coupal's work experience developing math curriculum and assessments for various education companies between 2009-2011. Key responsibilities included developing math content and test items for grades K-9, checking for accuracy, and reviewing/revising content. Specific projects involved aligning test items to California standards, writing math progress monitoring assessments, editing algebra items, and developing geometry lessons aligned to common core standards. The document closes by inviting the reader to contact Lynn if they feel she could be an asset to their company.
The document discusses product design and development. It describes the six phases of the product development process: product planning, concept development, system-level design, detail design, testing and refinement, and production ramp-up. Key aspects of each phase are identified. The document also discusses product verification, validation, testing, and the roles involved in product development teams. Product development involves a range of technical, marketing, and financial activities, while product design focuses specifically on meeting technical requirements.
This document outlines the steps involved in the engineering design process, including need identification and problem definition. It discusses defining the problem, gathering information, conceptualizing and selecting concepts, embodiment design involving product architecture and configuration, and detail design. It emphasizes that thoroughly understanding the problem is crucial. Various types of design projects are categorized. Customer needs should drive the design process and can be identified through interviews, focus groups, surveys, and complaints. Surveys should have a clear purpose and collect optimized, specific information.
Embedded Product Development Life Cycle(EDLC)UshaRani289
The document describes the embedded product development life cycle (EDLC) which involves multiple phases from conceptualization to retirement. It begins with identifying a need for a new or upgraded product. This is followed by conceptualization, analysis, design, development and testing, deployment, support, and upgrades. Each phase is described in detail along with its key activities such as feasibility studies, requirements analysis, interface definition, testing plans, product installation, and providing support. The life cycle concludes with retiring the product when a new technology becomes available.
Syed Zaffar Iqbal, Prof. Urwa Javed and Dr. Shakeel Ahmed Roshan. Department of Computer Science, Alhamd Islamic University, Pakistan. “Software Quality Assurance Model for Software Excellence with Its Requirements” United International Journal for Research & Technology (UIJRT) 1.1 (2019): 39-43.
This document discusses software process models and the software development life cycle (SDLC). It describes the key components of a software process including development, project management, configuration control, and process management processes. The document then explains popular SDLC models like the waterfall model, prototyping, iterative development, and agile processes. The waterfall model is discussed in detail, outlining its sequential phases and advantages like being simple and systematic, while also noting disadvantages like inability to adapt to changes and late delivery.
In general, testing is finding out how well something works. In terms of human beings, testing tells what level of knowledge or skill has been acquired. In computer hardware and software development, testing is used at key checkpoints in the overall process to determine whether objectives are being met. For example, in software development, product objectives are sometimes tested by product user representatives. When the design is complete, coding follows and the finished code is then tested at the unit or module level by each programmer; at the component level by the group of programmers involved; and at the system level when all components are combined together. At early or late stages, a product or service may also be tested for usability.
PRODUCT BRIEF DEVELOPMENT TOOLS Quality Function Dep.docxbriancrawford30935
PRODUCT BRIEF
DEVELOPMENT
TOOLS
Quality Function Deployment
In a few words: The voice of the customer translated into the voice of the engineer.
To design a product well, a design teams needs to know what it is
they are designing, and what the end-users will expect from it.
Quality Function Deployment is a systematic approach to design
based on a close awareness of customer desires, coupled with the
integration of corporate functional groups. It consists in
translating customer desires (for example, the ease of writing for
a pen) into design characteristics (pen ink viscosity, pressure on
ball-point) for each stage of the product development (Rosenthal,
1992).
Ultimately the goal of QFD is to translate
often subjective quality criteria into objective
ones that can be quantified and measured and
which can then be used to design and
manufacture the product. It is a complimentary
method for determining how and where
priorities are to be assigned in product
development. The intent is to employ
objective procedures in increasing detail
throughout the development of the product.
(Reilly, 1999)
Quality Function Deployment was developed
by Yoji Akao in Japan in 1966. By 1972 the
power of the approach had been well
demonstrated at the Mitsubishi Heavy
Industries Kobe Shipyard (Sullivan, 1986) and
in 1978 the first book on the subject was
published in Japanese and then later translated
into English in 1994 (Mizuno and Akao,
1994).
In Akao’s words, QFD "is a method for developing a design quality aimed at satisfying the
consumer and then translating the consumer's demand into design targets and major quality
assurance points to be used throughout the production phase. ... [QFD] is a way to assure the
design quality while the product is still in the design stage." As a very important side benefit he
points out that, when appropriately applied, QFD has demonstrated the reduction of development
time by one-half to one-third. (Akao, 1990)
The 3 main goals in implementing QFD are:
1. Prioritize spoken and unspoken customer wants and needs.
2. Translate these needs into technical characteristics and specifications.
3. Build and deliver a quality product or service by focusing everybody toward customer
satisfaction.
Technique useful for:
Derivative First of a kind
Me too with
a twist Next generation
Familiar New
E
st
ab
lis
he
d
N
ew
M
ar
ke
t
Product Concept
Since its introduction, Quality Function Deployment has helped to transform the way many
companies:
• Plan new products
• Design product requirements
• Determine process characteristics
• Control the manufacturing process
• Document already existing product specifications
QFD uses some principles from Concurrent Engineering in that cross-functional teams are
involved in all phases of product development. Each of the four phases in a QFD process uses a
matrix to translate customer requirements from initial plann.
EDLC-EMBEDDED PRODUCT DEVELOPMENT LIFE CYCLESabeel Irshad
Embedded Product Development Life Cycle (Let us call it as EDLC, though it is not a standard and universal term) is an 'Analysis -Design -Implementation' based standard problem solving approach for Embedded Product Development. In any product development application, the first and foremost step is to figure out what product needs to be developed (analysis), next you need to figure out a good approach for building it (design) and last but not least you need to develop it (implementation).
Quality Function Deployment (QFD) is a systematic approach to product development that focuses on customer needs and expectations. It involves translating customer desires into engineering specifications across four phases - product planning, design, process planning, and process control. The core tool is the "House of Quality", a matrix that relates customer needs and technical requirements. QFD aims to ensure customer satisfaction by prioritizing their needs and building them into the product throughout development.
This document discusses various aspects of product design and development. It covers the product development process and typical phases from planning to production ramp-up. It also discusses designing for customers through techniques like quality function deployment and the house of quality. Additionally, it discusses designing for manufacturability and measuring product development performance through various metrics. The goal is to develop products that meet customer needs while being efficient and cost-effective to manufacture and bring to market.
This document provides an overview of product design and the product design process. It discusses key aspects of product design including objectives, requirements, engineering design steps, organizing and decomposing the design process, and methodical evolution approaches like concurrent engineering and design for X. The document outlines the product design process as including concept generation, concept screening, feasibility study, preliminary design, design evaluation and improvement, prototype building, and final design execution. It emphasizes that product design aims to satisfy customer needs through a structured process of transforming concepts into tangible products.
The document discusses software reliability engineering and its goals of balancing reliability, availability, delivery time, and cost based on customer needs. It addresses three key questions: 1) What is software practitioners' biggest problem in meeting conflicting customer demands? 2) How does software reliability engineering approach resolving this issue? 3) What has been the experience with software reliability engineering? The process involves defining the product and users, implementing operational profiles to efficiently test critical functions, and engineering the right level of reliability through failure analysis and testing to deliver the product on time and at an acceptable cost.
The document discusses software reliability engineering and its goals of balancing reliability, availability, delivery time, and cost based on customer needs. It addresses three key questions: 1) What is software practitioners' biggest problem in meeting conflicting customer demands? 2) How does software reliability engineering approach resolving this issue? 3) What has been the experience with software reliability engineering? The process involves defining the product and users, implementing operational profiles to efficiently test critical functions, and engineering the right level of reliability through failure analysis and testing to deliver the product on time and at an acceptable cost.
3-Product-and-Service-Design in operation management pptxaljhuntapia
This document outlines key concepts in product and service design including translating customer needs into requirements, refining existing offerings, developing new products/services, formulating quality and cost goals, prototyping, specifying, and more. It discusses where ideas come from such as customers, suppliers, employees, research. It also covers factors like sustainability, environmental impact, reliability, robustness, customization approaches, and the phases of design and development.
This document provides information and questions for an OPS 571 exam. It discusses key concepts from the course including the generic product development process, types of products (technology-push, customized, etc.), quality function deployment, design for manufacturing and assembly, financial analysis techniques, and measures of product development performance. Multiple choice questions assess understanding of these topics, such as the purpose of sensitivity analysis, categories of cash flow, phases of product development, and tools used in quality function deployment.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
1. The document discusses product management as a discipline for creating customer-driven IT organizations. It defines product development as the process of designing, building, operating, and maintaining goods and services.
2. It describes the roles and responsibilities of a product manager, which includes defining product lines, managing requirements and releases, and advocating for customer needs.
3. It outlines the product life cycle, which includes phases for initiating, designing, developing, testing, launching, operating, and decommissioning products. It provides details on activities and documentation in each phase.
The document discusses the system life cycle and project life cycle. It describes the typical phases of a system's development cycle, including conception, definition, execution, and operation. The conception phase involves identifying needs and potential solutions. The definition phase further specifies requirements and designs a solution. The execution phase encompasses building, testing, and implementing the system. Finally, the operation phase involves maintaining and improving the system once in use. Agile project management is also covered, which takes a more flexible approach through iterative development compared to traditional project management.
2. TABLE OF CONTENTS
1. Introduction
2. Product Performance
3. New Product Development Process
3.1 New Product Development Phases
3.1.1 Need, Conceptual/Preliminary Design
3.1.2 Detail Design
3.1.3 Development
Component Development
Prototype Development
3.1.4 Production
3.2 A Different Multilevel Arrangement
3.2.1 Evaluation and Iteration
3.2.2 Decision Making
4. Product Specification
4.1 Definitions and Interpretations
4.2 Relationship Between Objective and Performance
4.3 Relationship Between Performance and Specification
Performance to Specification
Specification to Performance
4.4 Linking Performance and Specification in NPD
5. Conclusion
Higher Costs and Reduced Revenue
Delay in Product Launch
6. References
2
3. 1. Introduction
This research paper will deal with the product performance and specifications in
new product development (NPD). Since people are becoming more aware and
demanding with technology, technology is rapidly changing. With this is mind, there is a
need for manufacturers to step up their performance as well as ensure that the desired
performance is achieved within given timeframes and is cost effective. To understand the
link between product performance and specifications, we will look at the overall product
lifecycle.
When discussing new product development, I will first discuss the process and
then breakdown the process into 5 phases. Next, I will address product specifications.
Following, I will address the relationship between the objective of the company and
performance of the product. Last but not least, I will discuss the suggested implications
if product performance and specifications are not met.
2. Product Performance
In order to define product performance, I will first define product, then
performance, and finally come up with a formal definition for product performance.
According to American Heritage Dictionary, product is defined as:
“Something produced by human or mechanical effort or by a natural process”
and performance is defined as:
“The act of beginning and carrying through to completion: discharge, effectuation,
execution, prosecution; The way in which a machine or other thing performs or
functions: behavior, functioning, operation, reaction, working.”
3
4. Thus it makes sense to define product performance as:
The act of how well a product performs.
With this said, some typical product performance characteristics are speed,
efficiency, life and accuracy. These definitions also seem to suggest that product
performance is measured in functional terms, but when considering performance other
properties must also be considered (ex. physical properties).
According to Hubka and Eder (1988), performance variables are related to three
categories: “design properties (e.g. function, form, tolerance, surface, materials, and
dimensions), internal properties (strength, stiffness, hardness, elasticity, corrosion,
resistance, etc.), and external properties (e.g. ergonomics, aesthetic, economy of
operation, reliability, maintainability, and safety).” The manufacturer is concerned with
all three, but the customer is mainly concerned with the external product properties.
According to Hubka and Eder (1988), performance is defined as “a vector of
performance variables”, where each variable is “a measurable property of a product or its
elements”.
Since a product can be seen as a system consisting of subsystems down to
component level, we can define the performance for the various subsystems and continue
down to the component level. The performance of a product can be defined through the
performance of its components. This is product specific. As an example, in the case of a
lawn tractor, the performance from a fuel consumption point of view is dependant on the
performance of the engine, which in turn is dependant on the performance of the air filter.
A dirty air filter will not allow the engine proper air and/or combustion. This in turn
affects the performance of the lawn tractor.
4
5. There are many different views of product performance as far as the product
lifecycle is concerned. Since the performance of a product depends on the performance
of its components, let‟s define the performance for the product as a whole and also for its
subsystems and components. I will use the term “object” to represent the product or an
element of the product. For example, an object may be a riding lawnmower, or some
subsystem of the riding lawnmower, such as the engine or the carburetor.
The NPD (New Product Development) process consists of several phases. The
phases can be grouped into two main stages (stage I and stage II). Stage I is the pre-
development stage, which consists of the Statement of Need, Conceptual/Preliminary
Design and Detail Design. It is concerned with the development of “non-physical"
(conceptual) answers to problems about the product with greater detail. Stage II is the
Development and Production stage, which contains Component Development, Prototype
Development and Production. This deals with the turning the product into a “physical”
(concrete) representation. The three different ideas of product performance with regard
to product lifecycle are as follows:
Desired performance, which can be defined as the performance that is desired from an
object. For manufacturers, the desired performance forms the basis for a new product
development that will achieve their business goals. For customers, the desired
performance states the expectations in their purchasing decision. Manufacturers‟
biggest challenge is to interpret when a product will meet their customers‟ desired
performance as accurately as possible, as well as meet the manufacturers‟ business
goals (such as total sales and profits). How successful the manufacturer is at
fulfilling these expectations determines the customer satisfaction.
5
6. Predicted performance can be defined as an estimate of an object‟s performance. It is
achieved through analyses, simulation, testing, etc. The manufacturer uses predicted
performance throughout design, development, and production in order to evaluate
whether or not a product will meet the desired performance. These measures form the
basis for his/her decisions during the different phases of the product lifecycle.
Actual performance may be defined as the observed performance of a prototype/
object during development or over its operating life. The actual performance will
differ from the desired performance. The more the actual performance differs from
both the manufacturers and customers desired performance, the greater the
probability is that the object will not satisfy the manufacturer and/or customers
expectations.
These three ideas are linked in the following manner.
Desired Predicted Actual field
performance performance performance
Pre-launch Post-launch
3. New product development process
The US-based Product Development and Management Association (PDMA)
defines NPD as “a disciplined and defined set of tasks and steps that describe the normal
means by which a company repetitively converts embryonic ideas into saleable products
or services” (PDMA 2002, p.450)
Technology, Market, and Management drive the NPD process. Technological
advances provide an opportunity to improve existing products and/or create new
products. Feedback from customers, through actions or complaints, also provides an
opportunity for improvement. For example, lately there has been an ever increasing
6
7. demand on creating razor, thin cell phones. Due to the technological advances, this has
become a reality. Lastly, resulting factors from within a business, such as the need to
reduce warranty cost, a need to reduce productions cost, or new legislation with regards
to product performance also drives the need for NPD. It drives the need because of the
fact that product recall is quite costly for stockholders.
3.1 New Product Development phases
There are several alternate NPD process models. Overall, it is possible to
recognize the similarities between the different models. What they all have in common is
that the NPD process begins with an idea to build a product that meets specific needs
defined by customers and/or manufacturer, and ends with a product that is launched in
the market. This is best described through the five-phase model following.
Stage I: Stage II:
Pre-development Development & Production
2: 3: 4: 5:
NEED Detail Component Prototype Production
1: Conceptual/Preliminary design design development development
(Construction) (Construction)
Now I will discuss each of these phases.
3.1.1 NEED, Conceptual/Preliminary Design (Phase 1).
The initial activity in this phase is to identify the need(s) of the customer. This
need can be either market driven or technologically driven. Based on the need for a new
product, the main objective needs to be established. Often the customer states these
7
8. needs in an unclear manner and the objective is to turn them into specific product
characteristics. From the need statements, the manufacturer sets up the business
objective for the NDP process. The next step is to figure out the desired performance for
the product. The desired performance is generally more specific. The desired
performance is attained from the business objective (i.e. what you want to have happen –
for ex: increase market shares/profit) and states what is required of the product in order to
achieve the objective from the business perspective. Following, a feasibility analysis is
carried out. This involves evaluating whether or not it is possible to achieve the desired
performance within the specified constraints of time and/or cost. In order to achieve the
desired business performance, it must fit the business strategy. The final outcome of
phase 1 results in a “go/no-go” decision with regards to the product based on the
feasibility analysis (i.e. whether the business commits to the funding and launch of an
NPD project, or decides not to).
According to Blanchard and Fabrycky (2006), Conceptual design (cont. phase
1) is where an identified need is studied, requirements for possible solutions are defined,
possible solutions are evaluated and a System Specification is developed. The System
Specification provides “technical requirements” to follow in a system design. This
document controls all future development (System Baseline). However, this stage cannot
be completed until a Conceptual Design Review has determined that the System
Specification addresses the need correctly. The result is an outline or a model that can be
developed more during the detailed design phase. Therefore, it creates a way to perform
each major function and fixes the relationships of the main product components. The
focus should be attention on performance (as input) and specification (as output) in this
8
9. phase. Determining the desired performance from the objective is an “iterative” process.
Management has to look at all options regarding different technologies and different
commercial aspects and then make trade-off decisions in order to arrive at the best
suitable solution. If the desired performance, from the stated objective is technologically
dependent, then management has to consider alternative technological principles when
defining the desired performance. The next step in phase 1 is to examine alternate
technologies (ranging from well developed, to new and evolving). This may be critical to
the success during the later development phases of the NPD process. An issue that is
complicated in the evaluation at the end of the phase 1, is the uncertainty associated with
the outcomes of any technology development. (i.e. If we are dealing with a technology
that is new and evolving, it is difficult to know how it will react over time.)
The alternative technologies that can be used to make sure that the desired
performance and the overall objective is met, need to be stated as part of the output in
specification. Thus, specification includes the performance for the product as a whole
(i.e. technical baseline), the identification of constraints, and the technological
implications. An evaluation of the specification takes place at the end of the phase 1.
This determines whether to proceed to the next phase (“go”) or to scrap the idea (“no
go”). This is done by building suitable models that take into account the different
technological and commercial issues.
Recapping, Phase 1 aims to establish the specifications based on a desired
performance. This involves the following steps:
Establish an overall business objective for the NPD process.
Develop the desired product performance from the overall objective.
9
10. Consider alternative technologies that meet the desired performance.
Present the solutions that can meet the desired performance in specification.
Evaluate specification, and determine whether the project is “go” or if the project is a
“no-go”.
If the decision at this point is “go”, then the specification is transferred to the
design team involved with Detailed Design (pre-development stage) and becomes the
input. If not, one iterates back to see if the necessary changes can be made to satisfy the
specification, and if not, aborts the project.
3.1.2 Detail Design (Phase 2).
Detail Design is the process of developing a fully defined product design from a
clear set of requirements. In order to do this, the product that is created must be all that
was promised to the customer, both in time and content. It must also have the necessary
documentation needed for product manufacturing. It should explain the idea to the point
where all major decisions about the layout and forms of the product have been taken, and
tests of the product‟s functionality, operational use, appearance, consumer preference,
and so on, can be carried out. If the decision at this point is “go”, the same process is
repeated as far as the specification is concerned, but becomes the input to the
development and production stage, along with any new constraints. If not, we iterate
back to the conceptual design to make necessary changes. Once again, if corrections are
not possible and we have iterated back as far as we can, then the option of aborting the
project should be considered.
3.1.2 Development.
10
11. Development consists of two phases that deal with bringing the physical design
into a final version of the product(i.e. “bringing the design into being”). It must meet the
stated needs so that the product can be produced without violating the constraints. The
two phases are as follows:
Component Development (Phase 3) can be interpreted as the production of
components that are needed in order to help the product‟s structural design. The
functions are summarized, organized, and then integrated with other components.
Components are physically developed and tested. The predicted performance is
determined based upon these results. The predicted performance is compared with
the desired performance to decide whether to proceed forward or make modifications.
According to Weibull.com, during both phases (3 & 4), when the design needs to be
changed to overcome the problem, common approaches are “Failure Identification,
Analysis and Fix (FIAAF), where the cause of failure is isolated, analyzed and then
fixed dedicated test-analyze-and-fix (TAAF) and/or test-analyze-and-redesign
(TAAR)”.
If the changes to the specifications still don‟t meet the desired performance, we iterate
back to conceptual design, or even preliminary design.
Prototype Development (Phase 4). The components from the previous phase of
the NPD process are put together to form a prototype of the product. As prototypes
are built, the predicted system level performance is compared with the desired system
level performance. At this point, we must decide to proceed forward or make
changes. If the components are found to perform satisfactorily but the system-level
11
12. prototype does not, the problem is most likely a system-level problem and must be
resolved by iterating back to conceptual design. It is then that alternative concepts
should be considered. When the prototype testing indicates that the predicted
performance matches the desired performance, then specification is finished and the
product moves to the production phase.
3.1.3 Production (Phase 5).
Production starts with trials of a pre-production run. This is done to adjust the
manufacturing process and determine quality control procedures. Having quality control
will make sure that the products have the same performance as those of the prototype.
Until the production process is tweaked close to perfection, the actual product
performance of items produced may drop below the performance achieved in the
development process. Change to the production process is an iterative process that stops
once the production process has been stabilized and the actual performance meets the
desired performance. Total manufacturing then takes place, and the product is launched
to the market. Now the actual field performance of the product can be measured by
comparing the actual outcomes of the product performance against the desired business
objectives. Comparisons between desired performance and the actual performance are
made on a continuous basis to decide further minor changes to the product (or the
production process), or to remove it from the market. Throughout this period, customer
satisfaction and product performance are also measured on a regular basis to fix minor
product issues.
12
13. 3.2 A Different Multilevel Arrangement
A necessary characteristic of the pre-development stage is the “non-physical”
(conceptual) model of the product. It establishes an increasing level of detail. This can
also be viewed as a multilevel process which involves the following three levels:
Level I (business level). Need.
Level II (system level). Conceptual/Preliminary design.
Level III (component level). Detail design.
Similarly, the development and production stage can also be viewed in terms of these
three levels indicated. However, parts and components are first developed, then product
prototypes are built, and finally the product is produced. As a result, we have the
following:
Level III (component level). Component development.
Level II (system level). Prototype development.
Level I (business level). Production.
This leads to a “matrix characterization” of the NPD process in terms of three levels
(business, system, and component) and two stages (pre-development and, development
and production) as illustrated below. This table may change according to different
products.
Level 1 Stage I Stage II
(Business Level) Pre-development ↔ Development and
↓ Production
Level 2 ↑
(System Level) Conceptual Design ↔ Prototype development
↓
Level 3 ↑
13
14. (Component level) Detail design → Component development
↔
Matrix representation and performance comparisons of the NPD process.
↔ indicates the performance comparisons and the regular arrows represent the
NPD process flow.
3.2.1 Evaluation and Iteration.
Following each phase, the solution is evaluated to decide whether or not it meets
the desired performance and the stated constraints. Throughout stage I, the evaluation is
based on comparing the predicted performance (based on conceptual model used) with
the desired performance. In stage II, the physical object‟s performance is evaluated and
compared with the desired performance for the corresponding level in stage I. The
breakdown of specifications in stage I, followed by comparison/verification in stage II is
similar to the philosophy outlined in the “Vee” model by Blanchard and Fabrycky(2006).
The evaluation of product performance at each phase forms the basis for decision-
making in the NPD process. Each decision results in one of two outcomes: continue
forward if there is no problem, or iterate back in order to fix the problem. A problem
would be a difference between the predicted performance and the desired performance.
The iteration patterns are different for stages I and II. In stage I, if the evaluation
reveals an unacceptable difference from the desired performance, or the constraints are
not met, during detail design (component level), a solution to the problem is first
attempted through iterations at the component level. If the problem cannot be solved at
this level, the problem is examined at the system level (conceptual design) for a possible
solution. If the problem cannot be solved at the system level, it iterates back to the
14
15. business level. If the problem is too large, project termination should be an option.
In stage II, if an unacceptable difference from the desired performance or if
constraints are not met, the iteration involves going back to the corresponding phase at
the same level in stage I. If a problem is detected during the component development
(phase 3), an iteration back to the detail design (phase 2) is made, as the detail design
phase is concerned with component level specifications. If the problem cannot be
resolved at this level, it iterates further back to the conceptual design (phase 1).
Similarly, if a problem is detected when evaluating the product prototype (phase 4), the
iteration is first to conceptual design (phase 1).
Iterations from phases in stage II tend to be more costly than from phases in stage
I. In the NPD process, iterations within a phase is normal. Examining and improving
solutions with respect to one or more of the product characteristics (such as reliability,
manufacturability, and ergonomics) is normal.
3.2.2 Decision making.
The iteration process involves decision-making. Decisions have to be made
throughout the entire process. We must either choose among alternative solutions or
deciding whether to continue development, iterate, or terminate the project. It involves a
balancing between project schedule, cost, and risk.
Decision-making involves making a choice among a set of alternatives. In the
NPD process, decisions often have to be based on multiple criteria. Further, in most
situations the performance of an object depends on factors outside the control of the
decision-maker. Also, there is often more than one decision-maker, each with possibly
15
16. different preferences. This leads to multi-criteria group decision-making under
uncertainty. However, most engineering text on engineering design ignores the
uncertainty and group aspects of decision-making.
4. Product specification
After reading many articles and writings on product specification, there are many
different definitions. In this section I will discuss some alternate definitions, then come
up with a definition and discuss it in more detail.
4.1 Definitions and Interpretation
According to the Oxford Dictionary, a specification is:
“A detailed description of the particulars of some projected work in building,
engineering, or the like, giving the dimensions, materials, quantities, etc., of the
work, together with directions to be followed by the builder or constructor; the
document containing this.”
More technical definitions of specification are as follows:
British Standards Institution (1986, p.3): “A means of communicating in writing the
requirements or intentions of one party to another in relation to a product or service, a
material, a procedure or a test. A specification may define general characteristics or it
may be specific to the reliability and maintainability features of a product”.
Ulrich and Eppinger. (1995, p. 55): “A specification (singular) consists of a metric
and a value. The product specification (plural) are simply the set of the individual
specifications”.
16
17. Blanchard and Fabrycky (2006): “The technical requirements for the system and its
elements or more subordinate specifications …, covering applicable subsystems,
configuration items, equipment, software, and other components of the system”.
Dieter (1991): „The Product Design Specification (PDS) is a detailed document that
describes what the design must be in terms of performance requirements… but it
should say as little as possible about how the requirements are met. Whenever
possible the specification should be in quantitative terms, and when appropriate it
should give limits within acceptable performance lies‟.
Zeng and Gu (1999, p. 32): “In a design process, design requirements are represented
by design specifications. Based on the specifications, candidate product descriptions
are generated. Design specifications are the formulation of design requirements,
which manifest themselves as a set of desired product descriptions or product
performances”.
As can be seen, these definitions are very different. They do, have much
commonality. Specification states the characteristics of a product at some stage in a
development process. The Oxford Dictionary defines a specification as a document
describing a process in detail, following process development. Others seem to view the
specification as a document that states the desired characteristics of a product or process
prior to its development. On the other hand, some have defined specifications as
documents that first serve as input to the design process, but become more developed as
the design proceeds through different design phases. According to Blanchard and
Fabrycky (2006), the initial specification is the system specification, and the final is the
product, process, and materials specification. I prefer to follow Blanchard and
17
18. Fabrycky‟s definition on specification, which views specifications as documents that
become more developed throughout design and development. Much of the design studies
focus on customer needs as the starting point of a design process. However, Gershenson
and Stauffer (1999) place importance on “so-called corporate requirements stemming
from company internal sources such as marketing, finance, manufacturing, and service in
the specification”.
4.2 Relationship between objective and performance
The objective is the business-level statement that states what management expects
in a new product from the overall business perspective. The objective outlines a set of
statements, from a commercial and technical perspective, about the performance of the
product to be designed. The objective includes the following:
1. Statements about the performance of the new product and how the new product
relates to other similar products in the market.
2. Statements that show measureable expectations (market-share, return on
investment, and revenue) of the new product on business performance.
3. Statements related to various constraints, such as health and safety,
environmental, legal, and cost and time limits.
The desired performance of the product is justified from the business-level objective.
In creating the desired performance, we have to consider all the possible basic
assumptions of technology that might be used in the design and manufacture of the
product. The statements describing the desired performance will generally be more
specific than the statements in the objective. Therefore, the desired performance must be
understood so that if the desired performance is achieved, then the objective is fulfilled.
18
19. 4.3 Relationship between performance and specification
Performance and specifications are strongly linked, and play a key role in the
NPD process. There are two kinds of relationships between performance and
specification.
Performance to Specification. The desired performance gives a rough idea of what
is to be achieved in the NPD process. The specification describes how this
performance can be achieved by testing all alternative solutions with the desired
performance as an input to the process and using a synthesis process. Thus,
specification becomes a function of the desired performance. Often there are several
alternative solutions that have the same desired performance. As a consequence, this
results in several specifications because of the different alternatives, and therefore
does not necessarily result in a one-to-one relationship.
Specification to Performance. If the actual performance of a product is built to
specific specifications, the actual performance can be viewed as a function of the
stated specification. This would be considered a one-to-one relationship. Each
specification leads to a single actual performance of the product.
According to Blanchard and Fabrycky (2006), “actual performance is affected by
several uncertain factors beyond the control of the manufacturer.” In this case, one
measures performance in a statistical sense. The expected (or average) actual
performance is related to the specification in a one-to-one relationship.
4.4 Performance and specification link in NPD
19
20. In both phases of stage I, specifications come from the desired performance. In
the three phases of stage II, we have actual performances that are functions of the
specifications of the final phase of the pre-development stage.
5. Conclusion
In this paper, I have suggested a model for defining specification at component
level. This model would make certain that the desired objectives at the business level are
achieved in NPD. If not, a breakdown will occur and result in one or more of the
following: higher costs, delay in the product launch, reduced revenue and loss of
customers.
Higher Costs & Reduced Revenue
The most severe outcome of poor quality is product recall. The impact of recalling
thousands of products is huge. Warranty costs in the automotive industry alone exceed $9
billion per year. The short and long-term costs of a recall can be enormous and is
influenced by many factors. Some costs are directly related to recall activities, such as
investigation of the product failure, customer notification of the recall, transportation of
the recalled product, redesign and repair costs and the loss in value of the defective
product. Other costs are indirectly associated with the product recall, such as
poor quality, including the loss of sales due to negative publicity. The bottom line is that
poor quality can have a dramatic effect on a manufacturer‟s profits.
Delay in the Product Launch
20
21. Clearly there is a tradeoff between the trying to minimize time-to-market and
maximize performance of a new product. Being the first to introduce a product into the
market can bring enormous benefits (higher price percentages or greater market share).
Equally, delaying the introduction of new products into the market can lead to dreadful
consequences such as lower market share, or the loss of consumer integrity. As an
example, recall the efforts of Macintosh development effort in the early 80s. The project
was supposed to make major increases in both product performance (hardware and
software) and manufacturing development. The delay (of a few quarters) in the
introduction of the product drove Apple‟s earnings down and caused the stock of the
company to fall to less than half its value (Rosario & Vokurka. 2000).
Note: The bottom line is that if product performance and specifications are not met,
the company (business) will lose massive amounts of money/revenue due to changes
in design after launch, recall, longer development times, poor sales and customer
dissatisfaction.
6.
References
Blanchard, B.S. and Fabricky, W.J., Systems Engineering and Analysis, 4th edition, 2006
(Pearson Prentice Hall: Upper Saddle River, NJ).
British Standards Institution, Reliability of Constructed or Manufactured Products,
Systems, Equipment and Components, BS 5760 Part 4, 1986 (British Standards
Institution).
21
22. Dieter, G.E., Engineering Design – A Materials and Processing Approach, 1991 (Mc
Graw Hill: NewYork).
Gershenson, J.K. and Stauffer, L.A., A taxonomy for design requirements from corporate
customers. Res. Eng. Design, 1999, 11, 103-115
Hubka, V. and Eder, W.E., Theory of Technical Systems, 1988 (Springer Verlag: Berlin).
John Simpson and Edmund Weiner, Oxford English Dictionary, 2nd edition, 1989
(Clarendon Press).
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