Creative Product Design (Unit I) (BE Production Sandwich)

Unit I

Introduction to Product Design & Development

Nitin G Shekapure | AISSMS COE, Pune

 Creative Product Design (Unit I) (BE Production Sandwich)

Contents

Sr No Topic Page No

1. Introduction to Product Design 1

2. Design by Evolution 1

3. Design by Innovation 2

4. Essential factors of Product Design 3

5. Morphology of product design (Seven Phases) 7

6. THE THREE S’s 13

7. Modern Approaches to Product Design 14

8. Concurrent Design 14

9. Quality Function Deployment (QFD) 15

10. House of Quality 20

11. Product Design vs Product Development 22

12. Types of Design 22

13. Modern (New) Product development process 23

19. Product development planning with reference to ISO standard 26

20. Product Verification & Product Validation 28

21. Introduction to Prototyping 30

22. Rapid Prototyping 31

23. Rapid Prototyping Technologies 32

Nitin G Shekapure | AISSMS COE, Pune

 Creative Product Design (Unit I) (BE Production Sandwich)

Introduction to Product Design

Product design deals with conversion of ideas into reality and, as in other forms of human activity,
aims at fulfilling human needs.
A designer does not usually produce the goods or services which immediately satisfy consumer’s needs.
Rather, he produces the prototype which is used as a sample for reproducing the goods or services as
many times as required. A design may be of a pattern on stuffing or of a dress in the world of fashion.

If the producer believes that enough customers will be satisfied by the product, then mass production of
the item or service may be taken up by the production department. During production, an error made by
the producer in manufacturing an item may lead to its rejection; but an error in design, which will be
repeated in all products, may lead to an economic misadventure of enormous proportions. The designer’s
responsibility is therefore serious.

Design by Evolution
In the past, designs used to evolve over long spans of time.

The relaxing pace of technological change reduced the risk of making major errors. The circumstances
rarely demanded analytical capabilities of the designer.

This was design by evolution.

Development of the bicycle from its crank operated version to its present-day chain and sprocket version
over a period of about a century is a typical example of design by evolution.

Source: https://commons.wikimedia.org/wiki/File:Bicycle_evolution-en.svg

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The disadvantages of evolutionary design:

• Unsuitability for mass production: An evolved design is rather crude and is more oriented towards
design by masses for Production by masses (Gandhian philosophy) rather than mass production. It is
acceptable at village level but unacceptable at urban level.
• Difficulty in modification: A design by evolution is shaped by demands of time. On the other hand,
design by invention and creative process uses sophisticated tools and techniques such as CAD
(Computer-Aided Design) workstation. The CAD workstation helps generate many design
alternatives within minutes.
• Inability to tap new technologies: A new technology can result in a totally new design based on a
different working principle as compared with evolutionary design which relies heavily on small
modifications in an existing design. It is well known that the new technology has made artisans and
craftsmen of certain categories redundant.

Design by Innovation

Following a scientific discovery, a new body of technical knowledge develops rapidly; the proper use of
this discovery may result in an almost complete deviation from past practice. Every skill, which the
designer or the design team can gather in analysis and synthesis, is instrumental in a totally novel design.

Examples of design by innovation are:

1. Invention of laser beam which has brought about a revolution in medical and engineering fields. Laser
based tools have made surgical knife in medicine and gas cutting in engineering obsolete.

2. Invention of solid-state electronic devices resulting in miniaturization of electronic products, which has
made vacuum tubes obsolete.

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Essential factors of Product Design

Essential factors of Product Design

1. Need: A design must be in response to individual or social needs, which can be satisfied by the
technological status of the times when the design is to be prepared.
2. Physical realizability: A design should be convertible into material goods or services, i.e., it must be
physically realizable. The technique for determining the physical realizability is termed, design tree
approach (Figure 1.1). In this approach, the success of a design concept depends on the success of
its subproblems, say Q1 and Q2. Let D11, D12, ... represent alternative solutions of Q1 and D21, D22
represent alternative solutions of Q2, and so forth. The probability equations are:

P (D) = P(Q1) P(Q2) (1.1)

P(Q1) = P(D11 or D12) = P(D11) + P(D12) – P(D11)P(D12) (1.2)

P(Q2) = P(D21 or D22) = P(D21) + P(D22) – P(D21)P(P22) (1.3)

The probability values of D11, D12, D21, and D22 should be estimated from practical considerations.

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3. Economic worthwhileness: The goods or services, described by a design, must have a utility to the
consumer which equals or exceeds the sum of the total costs of making it available to him. For
example, a bulb with luminous intensity 3 and life 4 on a ten-point scale has a lower utility than a bulb
with luminous intensity 2.5 and life 5.
4. Financial feasibility: The operations of designing, producing and distributing the goods must be
financially supportable, i.e., a design project should be capable for being funded by suitable agencies
or people. The method for assessment of financial feasibility could be ‘Net present value’ which states
that the present worth of cash flows in the project when added up during the useful life of the
product should be greater than the initial investment for the project.
5. Optimality: The choice of a design concept must be optimal amongst the available alternatives; the
selection of the chosen design concept must be optimal among all possible design proposals. Optimal
design, in theory, strives to achieve the best or singular point derived by calculus methods. In the
context of optimization under constraints for mechanical strength, minimum weight and minimum
cost are usually taken up as criteria for optimization.
6. Design criterion: Optimality must be established relative to a design criterion which represents the
designer’s compromise among possibly conflicting value judgements which include those of the
consumer, the producer, the distributor, and his own.
7. Morphology: Design is progression from the abstract to the concrete. This gives a chronologically
horizontal structure to a design project. The three phases of design proposed by Asimow [1] are:
Feasibility study phase, preliminary design phase, and detailed design phase as indicated in Fig. 1.2.

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8. Design process: Design is an iterative problem-solving process. This gives a vertical structure to each
design phase. The iterative nature of design is owing to feedback from existing design and
improvement with further information in the form of technological, financial and creativity inputs.
9. Subproblems: During the process of solution of a design problem, a sublayer of subproblems appears;
the solution of the original problem is dependent on the solution of the subproblems. The “Design
Tree” of Fig 1.1 reveals the concept of subproblems.
10. Reduction of uncertainty: Design is derived after processing of information that results in a transition
from uncertainty, about the success or failure of a design towards certainty. Each step-in design
morphology enhances the level of confidence of the designer.
11. Economic worth of evidence: Information gathering, and processing have a cost that must be
balanced by the worth of the evidence, which affects the success or failure of the design. Authentic
information should be gathered to make the design project a success. Today, information is regarded
as a resource which is as valuable as money, manpower and material.
12. Bases for decision: A design project is terminated when it is obvious that its failure calls for its
abandonment. It is continued when confidence in an available design solution is high enough to
indicate the commitment of resources necessary for the next phase.

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13. Minimum commitment: In the solution of a design problem at any stage of the process, commitments
which will fix future design decisions must not be made beyond what is necessary to execute the
immediate solution. This will allow maximum freedom in finding solutions to subproblems at the
lower levels of design. A model of design problem, subproblems etc. is developed through a design
tree (see Fig. 1.1).
14. Communication: A design is a description of an object and prescription for its production; it will exist
to the extent it is expressed in the available modes of communication. The best way to communicate
a design is through drawings, which is the universal language of designers. Three dimensional
renderings or cut-away views help explain the design to the sponsor or user of the design. The
present-day impact of computer aided modelling and drafting has resulted in highly effective
communication between the designer and the sponsor.

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Morphology of product design (Seven Phases)

The morphology of design refers to the study of the chronological structure of design projects. It is
defined by the phases (given in the figure below). The various steps involved in the design phases will be
discussed in detail in the following sections. Of the seven phases, the first three phases belong to design,
and the remaining four phases belong to production, distribution, consumption, and retirement.

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Phase I: Feasibility Study

A design project begins with a feasibility study; the purpose is to achieve a set of useful solutions to the
design problem. Sometimes, a design group is assigned a project for which a design concept has already
been fixed. This implies one of the three possibilities:
• A feasibility study has been previously done.
• The design department has so much experience with the particular design problem that further study
is superfluous.
• The top management, by omitting the feasibility study, is proceeding on unsupported intuition.

The first step in the study is to demonstrate whether the original need, which was presumed to be valid,
does indeed have current existence or strong evidence of latent existence. The second step is to explore
the design problem generated by the need and to identify its elements such as parameters, constraints,
and major design criteria. Third, an effort has to be made to seek a number of feasible solutions to the
problem. Fourth, the potentially useful solutions are sorted out from the feasible set in three steps based
on physical realizability, economic worthwhileness, and financial feasibility.
Finally, the completed study indicates whether a current or a potential need exists, what the design
problem is, and whether useful solutions can be found. It investigates the feasibility of the proposed
project. Computer aided modelling is particularly useful in generating alternative designs from which the
best can be selected.

Phase II: Preliminary Design

The preliminary design phase starts with the set of useful solutions which were developed in the feasibility
study. The purpose of preliminary design is to establish which of the preferred alternatives is the best
design concept. Each of the alternative solutions is subjected to quantitative analysis until evidence
suggests either that the solution is inferior to some of the others, or that it is superior to all the others.
The surviving solution is tentatively accepted for closer examination.

Phase III: Detailed Design

The detailed design phase begins with the concept evolved in the preliminary design. Its purpose is to
furnish the engineering description of a tested and producible design. Up to this point the design project
is characterized by great flexibility. Major changes in concept could be accommodated without great
financial losses. In the first two phases such flexibility is essential, because they are exploratory in nature,

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seeking to reveal an adequate range of possible solutions. In the third phase, however, either exploration
on a large scale must come to an end or a final decision for a particular design concept must be made.
With the design concept in mind and the preliminary synthesis information at hand, a provisional synthesis
is accomplished. It is developed as a master layout. With this as a basis, the detailed design or specification
of components is carried forward. From time to time, exigencies in the detailed work at the component
level may dictate changes in the master layout; therefore, it has a provisional status.
As the paper design progresses, experimental design is initiated. Experimental models are constructed to
check out untested ideas which are not suitable to final simulation or analysis. Components, partial
prototypes and, finally, complete prototypes are tested as the need for information arises. This
information, gathered from the testing programs, provides a basis for redesign and refinement until an
engineering description of a proven design is accomplished.

Phase IV: Planning the Production Process

The above-mentioned three phases were particularly in the area of engineering design; much of the
responsibility for phase 4 will be shared with other areas of management. A new battery of skills, those
of tool design and production engineering, come into play. The original project group, however, may
continue in its role of leadership. Often, the decision to produce involves an enormous economic
commitment. The level of confidence in the success of the product must be extremely high to support a
positive decision. The decision itself must be made at the top level of management. The evidence on
which the engineer responsible for the design project bases his confidence must be communicated in a
condensed, but fully revealing form to the top management. The designer’s confidence will have to be
shared by the top management who will re-evaluate this confidence, using additional information on
financial capability, business conditions, etc., before arriving at a final decision.
The production planning phase involves many steps which will vary in form and detail according to the
industry. The following shortened list is typical of the mass production industries:
1. Detailed process planning is required for every part, subassembly, and the final assembly. The
information is usually displayed on process sheets, one for each part of subassembly. The process
sheet contains a sequential list of operations which must be performed to produce the part. It specifies
the raw material, clarifies special instructions, and indicates the tools and machines required. This step
is particularly important because design features that lead to difficulties in production are revealed.
Such difficulties should have been minimized earlier by timely consultations between product

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designers and tool designers. Similarly, questions about materials should have been resolved by
consultation with metallurgists.
2. Design of tools and fixtures: This design work proceeds generally from the information developed in
the operations analysis on the process sheets.
3. Planning, specifying, or designing new production and plant facilities.
4. Planning the quality control system.
5. Planning for production personnel: Job-specifications are developed, standard times are determined,
and labour costs estimated.
6. Planning for production control: Work schedules and inventory controls are evolved. Standard costs
for labour, materials, and services are established and integrated with the accounting system.
7. Planning the information-flow system: The information necessary for transmission of instructions and
provision of feedback for control is determined. Appropriate forms and records are designed and
integrated with computers when available. Flow patterns and routines are established.
8. Financial planning: Usually, large sums of money are required to initiate production of a new product.
The source of the financing must be carefully established, and the means and rate of recovering the
capital determined.

Phase V: Planning for Distribution

Production is the first process in the production-consumption cycle. The second is distribution. Although
the product designer may not be directly involved in planning for distribution, he will often find that the
problems of distribution have an important impact on the original design of the product. The purpose of
this phase is to plan an effective and flexible system of distribution of the designed goods. The short list
we now give is indicative of the planning for distribution.
i. Designing the packaging of the product. The outer shape of the product may be influenced by the
need to effect economy in transportation costs. Individual and special packaging may be needed to
secure protection from shock and weather. Special strapping and palletizing may be needed to
facilitate handling.
ii. Planning the warehousing systems. The economically favorable locations for warehouse are
determined and the warehousing facilities are designed.
iii. Planning the promotional activity. Technical sales brochures based on design information and test
data may have to be developed.

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iv. Designing the product for conditions arising in distribution. Such factors as shelf-life, attractive display
and final conditioning, before delivery to the consumer may affect the design of the product. There
may be need for enough flexibility in the design to allow for special modifications to suit customers’
needs or for further adding available optional features as required by the customer, or for modular
additions to the system to enlarge its capacity.

Phase VI: Planning for Consumption

Consumption is the third process in the production-consumption cycle. Its influence on design is profound
because it permeates all phases. As a process, it occurs naturally after distribution. As a phase, in the time-
pattern of the design project, most of the processes of consumption must be anticipated in the early
stages of design to have a timely impact. Therefore, it is for the most part a diffused phase concerned
with consumers needs and utilities and mingled with and attached to the earlier phases. It is set up
separately only to emphasize some of the special contributions which it makes in addition to its more
general and pervading influences. This separate status as phase does not imply that consideration, even
of the steps enumerated here as belonging to the consumption phase, is to be deferred until this late
stage; in fact, after, the contrary is true. The purpose of this phase is to incorporate in the design,
adequate service features and to provide a rational basis for product improvement and redesign. Design
for consumption must consider the following factors:
1. Design for maintenance
2. Design for reliability
3. Design for safety
4. Design for convenience in use (considering human factors)
5. Design for aesthetic features
6. Design for operational economy
7. Design for adequate duration of services
8. Obtain service data that can provide a basis for product improvement, for next-generation designs,
and for the design of different, but related products.

Phase VII: Planning for Retirement

The fourth process in the production-consumption cycle is the disposal of the retired product. For large
and semi-permanent installations, the mere removal may pose difficult engineering problems, as for
example, the demolition of a tall building closely surrounded by buildings on either side. Sometimes, the

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impact on a new design is more immediate as when an old structure or system must be replaced by a new
one with minimum disruption of normal operations.
What determines as to when an economic commodity in use (e.g., a consumer’s product, a commercial
or industrial device, or a private or public system) has reached an age at which it should be retired?
This is one of the principal questions raised by a study of engineering economy. If the article in use is worn
to the point at which it can no longer render adequate service, then the need for replacement is clear.
However, the same fast pace of technology which compels the designer also accelerates the aging
process of goods in use. It is a hallmark of our times that goods in use are retired more frequently because
of technical obsolescence than for physical deterioration. Changes in fashions, often deliberately
cultivated by industry, also produce their share of casualties. In the design of soft goods, such as clothing,
exploiting fashion changes is an accepted practice, since the value of such goods lies in their aesthetic
appeal.
To the product designer, the question whether to design for physical deterioration or for technical
obsolescence is of fundamental importance. Ideally, the system should be designed so that it wears out
physically as it becomes technically obsolete; then no extra cost would be incurred for providing for a
longer than useful life. But usually, the elements of design that contribute to a longer life are also essential
to adequate reliability and maintenance; thus, a full compromise between obsolescence and wear out is
generally not possible. These aspects of design need further study.
What values are available when a product reaches a terminal point of service and how do these values
influence design? The latter question is the concern of the retirement phase in design. The purpose of this
phase is to take into account the problems associated with retiring and disposing of a product. Designing
for retirement, according to Asimow, must consider the following aspects:
1. Designing to reduce the rate of obsolescence by considering the anticipated effects of technical
developments.
2. Designing physical life to match anticipated service life.
3. Designing for several levels of use so that when service life at higher level of use is terminated, the
product will be adaptable for further use with a less demanding level.
4. Designing the product so that reusable materials and long-lived components can be recovered.
Modularity in design can be contemplated, instead of integrated designs.
5. Examining and testing of service-terminated products in the laboratory to obtain useful design
information.

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In summary, although the first three design phases, forming a primary set, are the principal concern of
the design group, the remaining four, which constitute a secondary set, arising from the production
consumption cycle; have such a great impact on the design that they must be considered in detail.

THE THREE S’s

The three S’s refer to standardization, simplification, and specialization: three related subjects which are
at the root of any economic analysis of product design. The three S’s can be defined as follows:
Standardization is the process of defining and applying the “conditions” necessary to ensure that a given
range of requirements can normally be met with a minimum of variety and in a reproducible and economic
manner on the basis of the best current techniques. Reduction is the essence of standardization: It has
attained so much importance that ISO 9000 system of International Standards has now become a
synonym for quality and prestige. Several industries are aiming at achieving this standard to be able to
compete globally. The reader is advised to study special literature on Quality Management for detailed
information on ISO 9000.

Simplification is the process of reducing the number of types of products within a definite range. It is also
an attempt to reduce variety.

Specialization is the process whereby particular firms concentrate on the manufacture of a limited
number of products or types of products. Specialization often is a result of one’s aim to monopolize the
market.

The three processes are usually linked together and develop as a logical sequence. From a wide range of
requirements, it is first necessary to sort out the essential features, define them, and then work out in a
scientific manner the minimum variety required to meet these essentials. This is a process of
standardization, and it is mainly an engineering process. Within a given range, whether covered by
standards or not, a process of simplification can be carried out with a view to reducing the variety of
products or materials that are produced or purchased. This is both an economic and an engineering
process, and specialization is one of its natural outcomes.

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Modern Approaches to Product Design

In recent years, the competition between American and Asian (mainly Japanese) corporate world has
given rise to two important and novel approaches to Product Design. The first approach is concurrent
design while the second approach is quality function deployment.

Concurrent Design
Development from concept to product requires the consideration of four basic elements. Central to this
concept is the function of the product. Related to the function are the shape, material, and production
techniques used to manufacture and assemble the product.

Concurrent design is the simultaneous planning of the product and the process for producing it. Prior to
the 1980s, team formation was not a preferred idea, and many designers worked in isolation. The role of
manufacturing was to build what the designer conceived, improve the manufacture and assembly of the
product. A certain industry survey showed that 60 per cent of all manufactured parts were not made
exactly as represented in the drawings. The reasons varied: (a) The drawings were incomplete. (b) The
parts could not be made as specified. (c) The drawings were ambiguous. (d) The parts could not be
assembled if manufactured as drawn.

Many of these problems have since been overcome by evolution of the design team and of the philosophy
of concurrent design. The process of translating from concept to a manufacturable product is rarely
accomplished now by the designer alone. Generally, a team comprising a design engineer, a
manufacturing engineer and a materials engineer plays a major role in supporting the chief designer.

There are too many materials and manufacturing processes available for the designer to be able to make
good decisions without the help of specialists.

Quality Function Deployment (QFD)

What is Quality Function Deployment (QFD)

Quality Function Deployment (QFD) is a process and set of tools used to effectively define customer
requirements and convert them into detailed engineering specifications and plans to produce the
products that fulfill those requirements. QFD is used to translate customer requirements (or VOC) into
measurable design targets and drive them from the assembly level down through the sub-assembly,

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component, and production process levels. QFD methodology provides a defined set of matrices utilized
to facilitate this progression.

QFD was first developed in Japan by Yoji Akao in the late 1960s while working for Mitsubishi’s shipyard. It
was later adopted by other companies including Toyota and its supply chain. In the early 1980s, QFD was
introduced in the United States mainly by the big three automotive companies and a few electronics
manufacturers. Acceptance and growth of the use of QFD in the US was initially rather slow but has since
gained popularity and is currently being used in manufacturing, healthcare, and service organizations.

Why Implement Quality Function Deployment (QFD)

Effective communication is one of the most important and impactful aspects of any organization’s
success. QFD methodology effectively communicates customer needs to multiple business operations
throughout the organization including design, quality, manufacturing, production, marketing and sales.
This effective communication of the Voice of the Customer allows the entire organization to work
together and produce products with high levels of customer perceived value. There are several additional
benefits to using Quality Function Deployment:

Customer Focused: QFD methodology places the emphasis on the wants and needs of the customer, not
on what the company may believe the customer wants. The Voice of the Customer is translated into
technical design specifications. During the QFD process, design specifications are driven down from
machine level to system, sub-system and component level requirements. Finally, the design specifications
are controlled throughout the production and assembly processes to assure the customer needs are met.

VOC Competitor Analysis: The QFD “House of Quality” tool allows for direct comparison of how your
design or product stacks up to the competition in meeting the VOC. This quick analysis can be beneficial
in making design decisions that could place you ahead of the pack.

Shorter Development Time and Lower Cost: QFD reduces the likelihood of late design changes by
focusing on product features and improvements based on customer requirements. Effective QFD
methodology prevents valuable project time and resources from being wasted on development of non-
value-added features or functions.

Structure and Documentation: QFD provides a structured method and tools for recording decisions made
and lessons learned during the product development process. This knowledge base can serve as a
historical record that can be utilized to aid future projects.

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Companies must bring new and improved products to market that meet the customer’s actual wants and
needs while reducing development time. QFD methodology is for organizations committed to listening
to the Voice of the Customer and meeting their needs.

How to Implement Quality Function Deployment (QFD)

The Quality Function Deployment methodology is a 4-phase process that encompasses activities
throughout the product development cycle. A series of matrices are utilized at each phase to translate
the Voice of the Customer to design requirements for each system, sub-system and component. The four
phases of QFD are:

Product Definition: The Product Definition Phase begins with collection of VOC and translating the
customer wants and needs into product specifications. It may also involve a competitive analysis to
evaluate how effectively the competitor’s product fulfills the customer wants and needs. The initial design
concept is based on the product performance requirements and specifications.

Product Development: During the Product Development Phase, the critical parts and assemblies are
identified. The critical product characteristics are cascaded down and translated to critical or key part and
assembly characteristics or specifications. The functional requirements or specifications are then defined
for each functional level.

Process Development: During the Process Development Phase, the manufacturing and assembly
processes are designed based on product and component specifications. The process flow is developed
and the critical process characteristics are identified.

Process Quality Control: Prior to production launch, the QFD process identifies critical part and process
characteristics. Process parameters are determined, and appropriate process controls are developed and
implemented. In addition, any inspection and test specifications are developed. Full production begins
upon completion of process capability studies during the pilot build.

Effective use of QFD requires team participation and discipline inherent in the practice of QFD, which has
proven to be an excellent team-building experience.

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Level 1 QFD

The House of Quality is an effective tool used to translate the customer wants and needs into product or
service design characteristics utilizing a relationship matrix. It is usually the first matrix used in the QFD
process. The House of Quality demonstrates the relationship between the customer wants or “Whats”
and the design parameters or “How’s”. The matrix is data intensive and allows the team to capture a
large amount of information in one place. The matrix earned the name “House of Quality” due to its
structure resembling that of a house. A cross-functional team possessing thorough knowledge of the
product, the Voice of the Customer, and the company’s capabilities, should complete the matrix. The
different sections of the matrix and a brief description of each are listed below:

“What’s”: This is usually the first section to be completed. This column is where the Voice of Customer
(VOC), or the wants and needs, of the customer are listed.

Importance Factor: The team should rate each of the functions based on their level of importance to the
customer. In many cases, a scale of 1 to 5 is used with 5 representing the highest level of importance.

“How’s” or Ceiling: Contains the design features and technical requirements the product will need to align
with the VOC.

Body or Main Room: Within the main body or room of the house of quality the “Hows” are ranked
according to their correlation or effectiveness of fulfilling each of the “Whats”. The ranking system used
is a set of symbols indicating either a strong, moderate or a weak correlation. A blank box would represent
no correlation or influence on meeting the “What”, or customer requirement. Each of the symbols
represents a numerical value of 0, 1, 3 or 9.

Roof: This matrix is used to indicate how the design requirements interact with each other. The
interrelationships are ratings that range from a strong positive interaction (++) to a strong negative
interaction (–) with a blank box indicating no interrelationship.

Competitor Comparison: This section visualizes a comparison of the competitor’s product in regard to
fulfilling the “What’s”. In many cases, a scale of 1 to 5 is used for the ranking, with 5 representing the
highest level of customer satisfaction. This section should be completed using direct feedback from
customer surveys or other means of data collection.

Relative Importance: This section contains the results of calculating the total of the sums of each column
when multiplied by the importance factor. The numerical values are represented as discrete numbers or

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percentages of the total. The data is useful for ranking each of the “How’s” and determining where to
allocate the most resources.

Lower Level / Foundation: This section lists more specific target values for technical specifications relating
to the “How’s” used to satisfy VOC.

Upon completion of the House of Quality, the technical requirements derived from the VOC can then be
deployed to the appropriate teams within the organization and populated into the Level 2 QFDs for more
detailed analysis. This is the first step in driving the VOC throughout the product or process design
process.

Level 2 QFD

The Level 2 QFD matrix is a used during the Design Development Phase. Using the Level 2 QFD, the team
can discover which of the assemblies, systems, sub-systems and components have the most impact on
meeting the product design requirements and identify key design characteristics. The information
produced from performing a Level 2 QFD is often used as a direct input to the Design Failure Mode and
Effects Analysis (DFMEA) process. Level 2 QFDs may be developed at the following levels:

System Level: The technical specifications and functional requirements or “How’s” identified and
prioritized within The House of Quality become the “What’s” for the system level QFD. They are then
evaluated according to which of the systems or assemblies they impact. Any systems deemed critical
would then progress to a sub-system QFD.

Sub-system Level: The requirements cascaded down from the system level are re-defined to align with
how the sub-system contributes to the system meeting its functional requirements. This information then
becomes the “What’s” for the QFD and the components and other possible “How’s” are listed and
ranked to determine the critical components. The components deemed critical would then require
progression to a component level QFD.

Component Level: The component level QFD is extremely helpful in identifying the key and critical
characteristics or features that can be detailed on the drawings. The key or critical characteristics then
flow down into the Level 3 QFD activities for use in designing the process. For purchased components,
this information is valuable for communicating key and critical characteristics to suppliers during sourcing
negotiations and as an input to the Production Part Approval Process (PPAP) submission.

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Level 3 QFD

The Level 3 QFD is used during the Process Development Phase where we examine which of the
processes or process steps have any correlation to meeting the component or part specifications. In the
Level 3 QFD matrix, the “What’s” are the component part technical specifications, and the “How’s” are
the manufacturing processes or process steps involved in producing the part. The matrix highlights which
of the processes or process steps have the most impact on meeting the part specifications. This
information allows the production and quality teams to focus on the Critical to Quality (CTQ) processes,
which flow down into the Level 4 QFD for further examination.

Level 4 QFD

The Level 4 QFD is not utilized as often as the previous three. Within the Level 4 QFD matrix, the team
should list all the critical processes or process characteristics in the “What’s” column on the left and then
determine the “How’s” for assuring quality parts are produced and list them across the top of the matrix.
Through ranking of the interactions of the “What’s” and the “How’s”, the team can determine which
controls could be most useful and develop quality targets for each. This information may also be used for
creating Work Instructions, Inspection Sheets or as an input to Control Plans.

The purpose of Quality Function Deployment is not to replace an organization’s existing design process
but rather support and improve an organization’s design process. QFD methodology is a systemic, proven
means of embedding the Voice of the Customer into both the design and production process. QFD is a
method of ensuring customer requirements are accurately translated into relevant technical
specifications from product definition to product design, process development and implementation. The
fact is that every business, organization, and industry have customers. Meeting the customer’s needs is
critical to success. Implementing QFD methodology can enable you to drive the voice of your customers
throughout your processes to increase your ability to satisfy or even excite your customers.

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Figure: House of Quality

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Product Design vs Product Development

Basis of comparison Product Development Product Design

Product development refers to the Product design is only a part of the

complete life cycle. This starts from cycle where the design of the product
Definition
market analysis to goes up to the is created.
final product launch.

The product developer supervises The product designer has to report to

each stage of development. the developer for approval. But he
Supervision
cannot supervise anything beyond his
design aspects.

All the decisions of marketing, The design decisions are taken during
Decision making finance, sales, and logistics are taken product design after consultation
in the development stages. with other officials.

In the development phase, it is The prototype is designed in the

Prototype evaluated by the developer, that product design phase.
forms the basis of the product.

The product development team The design team consists of technical

includes designers, manufacturers, staff consisting of illustrators, UX
Team marketing staff, engineers and sales designers and Interaction designers
staff.

Types of Design
1. Adaptive design. This design requires only minor modification usually in size alone. The level of
creativity needed is negligible because only adaptation of existing design is essential. Some authors
call it adaptive design even if the changes are more, but original design concept is same.
2. Variant design. This is a design approach followed by companies who wish to serve product variety
to satisfy varying customer tastes. For examples, Hero Honda: CD 100, CD Delux, Passion and
Splendor are variant designs.
3. Creative design. The most demanding design effort and creativity is needed when a totally new
product is to be designed.

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Modern (New) Product development process

New product development refers to the process that goes into bringing a new product to market, from
brainstorming an idea to understanding if it fits into the market, ironing it out to prototyping to final
commercialization.

Although it can be a rather lengthy process that sometimes requires iteration, it’s all done to ensure that
your product is the best it can be before it reaches your customers and solves their needs in the best
possible way.

The different stages involved in new product development are.

1. Idea Generation
2. Research
3. Planning
4. Prototyping
5. Testing
6. Product Development
7. Commercialization

1. Idea Generation

The new product development process begins with idea generation, where you brainstorm an idea (or
ideas) that will help you solve an existing customer problem in a new and innovative way. As you’re
coming up with ideas that will help you solve customer needs, it’s important to have a robust
understanding of your target market and the pain points they have that you want to solve.

Your initial idea generation stage can be as simple as saying “What if we did this?” and then they become
more ROBUST during the research stage.

2. Research

Once you’ve developed a product idea, the next step is conducting research to FLESH IT OUT. There are
various steps you can take to do this, like:

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Market research to understand the current sentiment in your industry and if there are any holes that your
product will fit into, and if there will even be demand for it.

Competitor analysis to understand if customers think there are things your competitors' products or
services lack that you can incorporate into your product to better fit your target market's needs.

During this stage, you can also get early feedback from customers about what they think of your ideas
before coming up with a final definition for your product. One of the best ways to get this feedback is
through surveys, where you can easily and quickly collect information from existing customers. A high-
quality tool like Lucky Orange can help you create these surveys, and with it, you can ask multiple choice
questions about types of products they may be interested in, or more open-ended questions that give
you more insight into customer opinions.

This stage may include a bit of iteration because your research may tell you that you need to refine your
original ideas and adjust your research scope before moving on to the next stage.

3. Planning

The third stage is planning, where you formulate a final product idea/definition based on your initial idea
and research and begin coming up with your plans to bring it to life.

When you define your final product, you’ll want to begin planning for what you’ll need in order to create
it. For example, if you’re creating a physical product, you’ll need to source the necessary materials or find
production partners that will assist in manufacturing.

Planning also involves coming up with a marketing strategy that will help you effectively market when
your product is completed, pricing models that make sense for your product, and that your customers
will pay.

It’s also critical to identify the teams that will be involved in your product development process that will
help bring it to market, from the marketing teams that will promote your product to any possible external
partners that will assist with production.

4. Prototyping

The prototyping phase is when you come up with a sample product that is a mockup of what will be
created during mass production.

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This prototype is often referred to as a minimum viable product (MVP), which is a basic version of your
tool, still like your final product, that will help you get a sense of how it functions and identify any areas
that need to be improved.

You may make multiple prototypes and go back and forth between this stage and the testing stage before
you have a finalized prototype.

5. Testing

Before launching your product, you need to test it to ensure it will work as advertised and effectively solve
your customer needs. So, during this stage, you’ll share your prototypes with target audiences and ask
for actionable feedback on how the product works.

Essentially, you want your product to be used in situations that are similar to real-world use cases so you
know exactly what works and what doesn’t. Sometimes the results of your testing will require you to go
back and make changes to your prototype, as mentioned above.

Once you feel as though your prototype is finished and ready to solve your customer needs, you’ll begin
product development.

6. Product Development

This stage involves creating the final product that will be commercialized once completed. You’ll use the
insights gained from testing your MVP to make final touches to your prototype and begin mass
production.

Depending on your type of business, you will likely have a different process for product development. For
example, if you are a SaaS business, your internal software development or programming teams will likely
work to finalize code. If you create a physical product, you may outsource labor for certain components
and assemble final products in your warehouse.

Whichever your process is, your planning stage should have helped you identify how your product
development will go.

7. Commercialization

The final stage of your new product development process is commercialization, where you introduce your
products to market. This is the culmination of your brainstorming, research, iteration, where your
audiences can finally make use of what you created.

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You’ll enact your marketing plans to make your audiences aware of your new product and enact
campaigns that will entice them to become customers.

Although this is the final stage, many businesses launch their products and, over time, return to make
improvements to their products based on customer feedback and market changes to ensure they’re
always providing the best possible customer experience.

Product development planning with reference to ISO standard

This requirement expands upon ISO 9001:2008 Clause 7.3.1 – Design and Development Planning. It is likely
that if your organization already complies with this clause, you will already be undertaking the activities
required by ISO 9001:2015 Clause 8.3.1.

Design management plans

Design planning must specify the design and development stages, activities, and tasks; responsibilities;
timeline and resources; specific tests, validations and reviews; and outcomes. There are many tools
available for planning ranging from a simple checklist to complex software. Control product design and
development planning activities including:

Scope of the design e.g., customer requirements (see 8.2.2) design rationale, design assumptions,
objectives, complexity, size, detail, timescales, criticality, constraints, risks, producibility, accessibility,
maintainability.

Stages of the design process, distinct activities and review e.g., work breakdown structure, work
packages (tasks, resources, responsibilities, content, inputs/outputs), concept design, preliminary design,
detail design, design review gates preliminary design review, detail design review, critical design review);

Verification and validation activities comprising checks, trials, tests, simulations, demonstrations required
to ensure requirements are met.

Assignment of responsibilities and authorities e.g., job profiles, CVs, accountability statements,
delegation of authority, levels of approval, register of authority and approvals, authorized signatories.

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Internal and external resources such as knowledge acquisition, people, competency, investment,
funding, facilities, equipment, innovation, technology, interested parties (customers, external providers,
research establishments), information (principles, standards, rules, codes of practice);

Organizational interfaces such as personnel and functions e.g., sales, project management, production,
procurement, quality, finance, customers, end users.

Levels of control required or implied by interested parties (customers, regulators, end users etc.) e.g.
customer acceptance, safety checks, risk management, verification/validation activity, product
certification;

Required documented information e.g., design plan, design reviews, design outputs (specifications,
schemes, drawings, models, data, reports), control plans, certificates.

The design management plan typically includes specific quality practices, assessment methodology,
record-keeping, documentation requirements, resources, etc., and usually reference the sequence of
activities relevant to a particular design or design category. The design management plan references
applicable codes, standards, regulations and specifications. and describe the interfaces with different
groups or activities that provide, or result in, an input to the design and development process.

Each design activity is planned, divided into phases, and tasks assigned to competent and skilled design
personnel equipped with adequate tools and resources. Design management plans are documented and
updated as the design evolves.

As required, at the commencement of a design package, the Design Manager is required to complete a
Design Management Plan (DMP) which will include at a minimum:

Confirmation of the standards baseline used for the work being undertaken and an explanation of how
compliance to this baseline will be demonstrated.

An organization chart with defined responsibilities for all staff with direct involvement in design or with a
potential impact on safety.

Skills matrix to define the competence of individuals with ‘prepare’, ‘check’ and ‘approval’ duties.

Scope definition and interface identification including key issues and operational requirements.

Projected output, timelines, milestones, and defined deliverables.

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Stated processes and procedures to ensure acceptable quality assurance will be demonstrated and
records maintained (specifically the formal Assurance Gates).

Processes and procedures to be used to ensure compliance with the engineering safety management.

The design review process, both single (SDR) and multi-design consultant (IDR) reviews and stakeholder
intervention, prior to the Assurance Gate Reviews at 20%, 60% & 100% design completion stages.

Explanation of how compliance with input requirements will be demonstrated.

Although the standard does not require a documented procedure, the design process needs to
demonstrate how the process is controlled and planned. The organization, however, will need to provide
some type of objective evidence as to what the planning activities include. This can be accomplished with
the use of timelines, Gantt charts or any other planning method such as Microsoft project manager.

In addition, auditors would likely want to see objective evidence of how the interfaces between other
processes are managed, either through statements, or in associated procedures, process mapping, and
matrix approach or in the timeline planning.

Organizational and technical interfaces between different functions and departments that contribute to
the design and development process are defined and the necessary information documented,
transmitted, and regularly reviewed.

Product Verification & Product Validation

Verification: Did I make the product correctly?

Validation: Did I make the correct product?

The Product Verification Process is the first of the verification and validation processes conducted on an
end product. As used in the context of the systems engineering common technical processes, a product
is one provided by either the Product Implementation Process or the Product Integration Process in a
form suitable for meeting applicable life cycle phase success criteria. Realization is the act of
implementing, integrating, verifying, validating, and transitioning the end product for use at the next level
up of the system structure or to the customer. At this point, the end product can be referred to as a
“realized product” or “realized end product.”

Product verification proves that an end product (whether built, coded, bought, or reused) for any
element within the system structure conforms to its requirements or specifications. Such specifications

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and other design description documentation establish the configuration baseline of that product, which
may have to be modified later. Without a verified baseline and appropriate configuration controls, such
later modifications could be costly or cause major performance problems.

From a process perspective, product verification and validation may be similar in nature, but the
objectives are fundamentally different. A customer is interested in whether the end product provided will
do what the customer intended within the environment of use. Examination of this condition is validation.
Simply put, the Product Verification Process answers the critical question, “Was the end product realized
right?” The Product Validation Process addresses the equally critical question, “Was the right end product
realized?” When cost effective and warranted by analysis, the expense of validation testing alone can be
mitigated by combining tests to perform verification and validation simultaneously.

The outcome of the Product Verification Process is confirmation that the end product, whether achieved
by implementation or integration, conforms to its specified requirements, i.e., verification of the end
product. This subsection discusses the process activities, inputs, outcomes, and potential product
deficiencies.

Differences Between Verification and Validation Testing

Testing is a detailed evaluation method of both verification and validation Verification Testing:

Verification Testing: Verification testing relates back to the approved requirements set and can be
performed at different stages in the product life cycle. Verification tests are the official “for the record”
testing performed on a system or element to show that it meets its allocated requirements or
specifications including physical and functional interfaces. Verification tests use instrumentation and
measurements and are generally accomplished by engineers, technicians, or operator-maintainer test
personnel in a controlled environment to facilitate failure analysis.

Validation Testing: Validation relates back to a concept of operations (ConOps) document. Validation
testing is conducted under realistic conditions (or simulated conditions) on any end product to determine
the effectiveness and suitability of the product for use in mission operations by typical users and to
evaluate the results of such tests. It ensures that the system is operating as expected when placed in a
realistic environment.

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Figure: Product Verification Process

Introduction to Prototyping
A prototype is a way of showing our ideas in a tangible way very early on. Prototype as a word comes
from the Greek prototypes which mean “first impression.”

During the prototyping phase, we start to make our potential solutions real so that we can get feedback
from our stakeholders.

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The benefits of prototyping

• Prototyping helps to detect and fix early problems
• They can be built fast, and cheaply
• Prototyping enables the user to build, observe, and learn quickly
• Prototyping enhances collaboration within a team and enables everyone to visualize the same idea
• Prototypes allow feedback from users quickly
• Prototypes can be repeated easily

These benefits help us to understand the “why” behind prototyping. A representation of our idea helps
us to explain our prototype to people.

It helps us to ask questions and develop solutions simultaneously. It helps us invite honest feedback from
our stakeholders as they see something that is quick and fast rather than refined and finished.

Rapid Prototyping
During product design, physical models called prototypes are prepared and evaluated as a part of design
evaluation. Conventional prototype manufacture is a very time-consuming process involving all stages of
manufacture such as process planning, machining, and assembly, in addition to production planning. Due
to the delay caused by the conventional prototyping procedure, R&D people in industry and academics
started looking for some strategy which could enable the conversion of a 3D computer model to a 3D
prototype form. Thus, the need of industry to reduce time to market resulted in the unique concept of
rapid prototyping.

Principle of Rapid Prototyping

In the rapid prototyping process, the 3D object is sliced into several 2D sections on a computer. This
simplifies 3D part producing process to 2D layer manufacture. By ‘gluing’ the produced layers, the desired
part can be produced directly from its geometric model. Thus, rapid prototyping consists of two steps:
Data preparation and Model production.

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Rapid Prototyping Technologies

• Stereolithography: is a 3D Printing process which uses a computer-controlled moving laser beam, pre-
programmed using CAM/CAD software. Stereolithography (SL) is an industrial 3D printing process
used to create concept models, cosmetic - rapid prototypes, and complex parts with intricate
geometries in as fast as 1 day.

• Solid ground curing (SGC) or Photomasking Technique: is a photo-polymer-based additive

manufacturing (or 3D printing) technology used for producing models, prototypes, patterns, and
production parts, in which the production of the layer geometry is carried out by means of a high-
powered UV lamp through a mask. As the basis of solid ground curing is the exposure of each layer
of the model by means of a lamp through a mask, the processing time for the generation of a layer is
independent of the complexity of the layer.
(1) Adjustable construction platform
(2) Glass plate
(3) UV spotlight
The process
Objects built using liquid photopolymer, i.e., plastic which reacts to light. An
adjustable construction platform [1] is initially placed in its highest position, only
covered by a thin layer photopolymer.

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CAD model first layer is drawn on a glass plate [2]. The surface to be solidified, is transparent and the
rest of the glass sheet are covered with color using an electrostatic process like the laser printing.
The glass plate is then placed between the canvas with liquid plastic and UV spotlight [3] which then
lights up. Areas where the UV light passes through the glass plate and hits the liquid solidifies, while
non-illuminated surface remains liquid. The glass plate is removed to be colored according to the
next layer, and the non-solidified photopolymer is sucked away from the canvas.
Water-soluble liquid wax is spread over the work to fill and solidify in the cavities created by the non-
solidified resin. The surface is then milled to obtain the required surface finish and thickness. New
photopolymer is spread out and the process is repeated with a newly stained-glass plate for each
layer.

• Selective laser Sintering (SLS): In the SLS process, a thin layer of powder is applied at the
workplace with a roller. Carbon dioxide laser is often used to sinter successive layers of powder
(instead of liquid resin).

• Fused deposition modelling: In the FDM process, a spool of thermoplastic filament feeds into a
heated FDM extrusion head. The x- and y-movements of the FDM head are controlled by a computer
so that the exact outline of each cross-section of the prototype is obtained. Each layer is bonded to
the earlier layer by heating. This method is ideal for producing hollow objects.

• Laminated object manufacturing (LOM): The LOM process is especially suited for producing parts
from bonded paper, plastic, metal, etc. A laser beam cuts the countour of part cross-section.
Several such sections, when glued or welded, yield the prototype.

• Ballistic particle manufacturing (BPM): The BPM system uses piezo-driven inkjet mechanism to shoot
droplets of molten materials, which cold weld together on a previously deposited layer. A layer is
created by moving the droplet nozzle in x- and y-directions. After a layer is formed, the baseplate
lowers a specified distance, and a new layer is created on top of the previous one. Finally, the model
is created.

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• Three-dimensional (3D) printing: Three-dimensional printing was developed at the MIT (USA). This
technique also uses an inkjet printing head with a binder material to bind ceramic and other powders
which are spread by a roller prior to application of the binder gun.
The aforementioned methods of rapid prototyping are still in a stage of development, even in
developed countries.

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Question Bank on Management

Refer Page No
For Answer

Q1 Define term ‘Design by Evolution’ 1

Q2 Define term ‘Design by Innovation’ 2

Q3 Discuss essential factors of Product Design 3

Q4 Explain Morphology of product design (Seven Phases) 7

Q5 Discuss Three S 13

Q6 How concurrent design approach is helpful to Product Design? Discuss 14

Q7 Explain concept of QFD with one example 15

Q8 Draw House of quality and label each block 20

Q9 Discuss various levels of QFD 17

Q10 Differentiate between Product Design vs Product Development 22

Q11 Discuss the different stages involved in new product development 23

Q12 Write short note on Product development planning with reference to ISO 26
standard

Q13 Write short note on Product Verification & Product Validation 28

Q14 Differentiate between Product Verification & Product Validation 29

Q15 Define Prototyping and discuss the benefits of prototyping 30-31

Q16 What is Rapid Prototyping 31

Q17 Discuss any three technologies of Rapid Prototyping 32-34

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References:
Kevin Otto and Kristin Wood” Product Design: Techniques in Reverse Engineering and New Product
Development”, Pearson Education Inc

Books:
A.K. Chitale; R.C. Gupta, “Product Design and Manufacturing” Prentice – HallIndia

Web links
https://www.businessmanagementideas.com/management
https://universe.bits-pilani.ac.in
https://www.managementstudyhq.com/evolution-management-thought-theories.html (image)
https://www.iso9001help.co.uk/8.3.2%20Design%20&%20Development%20Planning.html
https://blog.hubspot.com/marketing/product-development-process
https://quality-one.com/qfd/
https://www.nasa.gov/seh/5-3-product-verification
https://www.manufacturingguide.com/en/solid-ground-curing-sgc

This Document for internal circulation and

for study purpose only

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