Unit-3 PPT of PDD elective-4 course in Mechanical Engineering department of SPPU, Pune

1. Concept Inception, Verification
and selection
Unit 3

2. Syllabus:
Topics- Idea generation and Idea generation approaches-Triz Method,
Benchmarking, Brainstorming, Alternate thinking, Reverse Engineering etc,
Product Policy of an organization, Selection of Profitable Concept- SWOT
Analysis, Concept Selection Process, Pugh’s Concept selection process,
Concept Analysis- Marketing aspect, Product characteristics (Functional/
Operational/Durability/Aesthetic/Ergonomic Aspects), Economic analysis,
Production aspect, functional Modelling and decomposition- Functional
analysis system technique, Subtract and operate procedure
CO3. UNDERSTAND Processes, tools and techniques for Concept
Inception, Verification and selection

3. Idea generation
Idea creation tools are defined as tools that encourage thinking and organization
of new ideas around issues or opportunities, either individually or with other
people.
Idea generation is the creative process of generating new methods to solve
problems and improve the product’s conditions or the company itself. It is
undoubtedly based on factors like idea development, group discussions, choosing
the best alternative, and finally, implementing the idea in real-world scenarios.

5. Idea generation approaches

6. Triz Method

7. Benchmarking
● A method for identifying and importing best practices in
order to improve performance
● The process of learning, adapting, and measuring
outstanding practices and processes from any organization
to improve performance

8. Why Benchmark?
● Identify opportunities to improve performance
● Learn from others’ experiences
● Set realistic but ambitious targets
● Uncover strengths in one’s own organization
● Better prioritize and allocate resources

9. Benchmarking Process

10. 1. Planning
● Determine the purpose and scope of the project
● Select the process to be benchmarked
● Choose the team
● Define the scope
● Develop a flow chart for the process
● Establish process measures
● Identify benchmarking partners

11. 2. Collecting Data
● Conduct background research to gain thorough
understanding on the process and partnering organizations
● Use questionnaires to gather information necessary for
benchmarking
● Conduct site visits if additional information is needed
● Conduct interviews if more detail information is needed

12. 3. Analysis
● Analyze quantitative data of partnering organizations and
your organization
● Analyze qualitative data of partnering organizations and
your organization
● Determine the performance gap

13. 4. Improving Practices
● Report findings and brief management
● Develop an improvement implementation plan
● Implement process improvements
● Monitor performance measurements and track progress
● Recalibrate the process as needed

14. Brainstorming

15. Brainstorming is a method design teams use to generate ideas to
solve clearly defined design problems.
In controlled conditions and a free-thinking environment, teams
approach a problem by such means as “How Might We” questions.
They produce a vast array of ideas and draw links between them to
find potential solutions.

16. Brainstorming is part of design thinking. You use it in the ideation
phase. It’s extremely popular for design teams because they can
expand in all directions. Although teams have rules and a
facilitator to keep them on track, they are free to use out-of-the-
box and lateral thinking to seek the most effective solutions to
any design problem.

17. By brainstorming, they can take a vast number of approaches—the
more, the better—instead of just exploring conventional means and
running into the associated obstacles. When teams work in a
judgment-free atmosphere to find the real dimensions of a problem,
they’re more likely to produce rough answers which they’ll refine
into possible solutions later.

18. Brainstorming may seem to lack constraints, but
everyone must observe eight house rules and have
someone acting as facilitator.

19. ● Set a time limit – Depending on the problem’s complexity, 15–60 minutes is normal.
● Begin with a target problem/brief – Members should approach this sharply defined
question, plan or goal and stay on topic.
● Refrain from judgment/criticism – No-one should be negative (including via body
language) about any idea.
● Encourage weird and wacky ideas – Further to the ban on killer phrases like “too
expensive”, keep the floodgates open so everyone feels free to blurt out ideas
(provided they’re on topic).

20. ● Aim for quantity – Remember, “quantity breeds quality”. The sifting-and-sorting
process comes later.
● Build on others’ ideas – It’s a process of association where members expand on others’
notions and reach new insights, allowing these ideas to trigger their own. Say “and”—
rather than discourage with “but”—to get ideas closer to the problem.
● Stay visual – Diagrams and Post-Its help bring ideas to life and help others see things
in different ways.
● Allow one conversation at a time – To arrive at concrete results, it’s essential to keep
on track this way and show respect for everyone’s ideas.

21. Alternate thinking

23. Reverse Engineering

25. Product Policy of an organization
Link

26. Concept Selection Process
After going through the concept generation process, you now have a long list
of creative ideas. The question now is: how do you decide which ideas to
pursue? This can be decided through external decision-making, e.g. by a
manager or customer, or through team decision-making.

27. •Product concept selection is a
decision process, in which the
design team selects one or a
few product concept for further
development

28. Concept Selection Approaches
•External decision
–By use of an external group of customers, clients, etc.
•Product champion & intuition
–By an influential member of the development team
•Multi-voting
–Asking each member to pick a number of concepts and pick the one with most votes.
•Pros and cons
–The team list the strengths and weakness of each concept.
•Prototype and test
–Build and test prototype for each concept and select based on the test data.
•Decision metrics
–The team rates each concept against selection criteria with varying
importance/weights.

29. Concept Development Funnel

30. Pugh’s Concept selection process,
The Pugh Analysis Matrix is an analysis tool that results in an optimal concept. You refine a list of ideas by
using a matrix-based process to weight and compare the conceptual designs.
● Similar to pro vs cons
● Evaluate multiple options vs a baseline
● Use a matrix to address multiple factors.

31. The Pugh matrix was developed by Stuart Pugh who was the head of the
design division and a Professor at the University of Strathclyde in Glasgow.
This matrix when used for decision making, helps us select the best viable
and most feasible option from a list of given alternatives. But to do this we
need to first determine the most important criteria that we need in order to
finalize our decision about the alternatives and then we select the best one
based on this criterion. This method is mainly used by teams as well as
individuals but it is better used by teams.

32. An interesting variation in team decision-making is for each individual to
create his own pew matrix and then as a team the Pugh matrices are
compared. Mostly, a Pugh matrix may be used to help evaluate a series of
alternatives to make the best decision. It may also be used when only one
solution is possible and you need to decide how to optimize it to make the
best results. Or where multiple alternatives are available but none of them
are good enough.
The Pugh Matrix can then be used to choose specific aspects of the all the
alternatives and then combine them to make the most feasible product. The
end product will be better than the product made initially.

33. How to Create a Pugh Analysis Matrix
Step 1: Create a chart of Criteria (y axis) vs Concepts (x axis)
Step 2: Pick one concept and rate it across all criteria.
Step 3: fill out the rest of the chart with a (Same, +, or -). This is done relative to the one we entered data for.
Step 4: Sum the + and – s. Come up with a net score. Ex. +4 or -1 or 0
Step 5: Iterate across all concepts
Step 6: Merge the results to find the winner

34. Pugh Matrix Example
Let us assume that we have four alternatives A,B,C,D . We already have a
system in place but we want to venture further and want to know if one of these
four systems would be an improvement over the current system. We decide the
criteria for the selection of alternatives. We then pick the four most important out
of these and label them 1,2,3,4 (e.g. price, hours of work etc). Let’s draw the
Pugh matrix now. We put all the alternatives at the top and then we assess all
the alternatives with respect to the criteria which we keep on the left hand side
as shown:

35. Now that we have all the all the alternative scores, we can select the one which has the highest positive score
which in this case happens to be D.

36. Concept Analysis- Marketing aspect
The Marketing Concept. This is a business philosophy that challenges
the above three business orientations (ie.production,product and selling).
Its central tenets crystallized in the 1950s. It holds that the key to
achieving its organizational goals (goals of the selling company) consists
of the company being more effective than competitors in creating,
delivering, and communicating customer value to its selected target
customers. The marketing concept rests on four pillars: target market,
customer needs, integrated marketing and profitability.

37. Distinctions between the Sales Concept and the Marketing
Concept:
1. The Sales Concept focuses on the needs of the seller. The Marketing
Concept focuses on the needs of the buyer.
2. The Sales Concept is preoccupied with the seller’s need to convert
his/her product into cash. The Marketing Concept is preoccupied with
the idea of satisfying the needs of the customer by means of the product
as a solution to the customer’s problem (needs).
The Marketing Concept represents the major change in today’s company
orientation that provides the foundation to achieve competitive advantage.

38. Product characteristics
Durability
Aesthetic,Ergonomic
Functional
Operational

39. Functional characteristics
Functional requirements are features that are built to serve
the products’ users. They are pieces of functionality that
solve particular problems for users.
An example of a functional requirement would be: “User
should be able to import contacts into their mail
application.”

40. Operational characteristics
Performance
Features
Reliability
Conformance
Serviceability
Perceived
Quality
Product

41. Durability
Durability is the ability of a physical product to remain
functional, without requiring excessive maintenance or
repair, when faced with the challenges of normal
operation over its design lifetime. There are several
measures of durability in use, including years of life, hours
of use, and number of operational cycles.

42. Aesthetics
Aesthetics is a core design principle that
defines a design’s pleasing qualities. In
visual terms, aesthetics includes factors
such as balance, color, movement,
pattern, scale, shape and visual weight.
Designers use aesthetics to complement
their designs’ usability, and so enhance
functionality with attractive layouts.

43. Ergonomics Aspect
An applied science concerned
with designing and arranging
things people use so that the
people and things interact
most efficiently and safely.

45. Functional Analysis (Function)
● Value engineering defines Function as that which makes a
product work or sell.
● Function is certainly the end result or action desired by
customer.
● Customer wants a function to be achieved reliably,
efficiently and effectively by product or service.

46. Function

47. Function

48. Types of value in terms of function of product

49. Types of function

50. Function Analysis

51. Function Analysis

52. Steps to Perform Function Analysis

53. Random function identification

54. Cost-Function relationship

55. Functional analysis system technique (FAST)

56. FUNCTION ANALYSIS SYSTEM TECHNIQUE – (FAST)

57. FUNCTION ANALYSIS SYSTEM TECHNIQUE – (FAST)

58. FUNCTION ANALYSIS SYSTEM TECHNIQUE – (FAST)

59. FUNCTION ANALYSIS SYSTEM TECHNIQUE – (FAST)

60. Pencil FAST Diagram

61. Overhead projector FAST Diagram

62. Benefits of the Function Analysis System Technique

63. Subtract and operate
1. Disassemble one component
2. Operate the system
3. Analyze the effect
4. Deduce the sub-function of the component
5. Replace the component and repeat n time

64. Case Study: