MP482

PRODUCT DEVELOPMENT AND

DESIGN

Downloaded From www.ktunotes.in

 MODULE II
• Conceptual Design: Generation, selection &
embodiment of concept. Product architecture.
Industrial design: process, need.
• Robust Design: Taguchi Designs & DOE.
Design Optimization

Downloaded From www.ktunotes.in

 CONCEPT(PRODUCT CONCEPT)
• A product concept is an approximate description of
the technology, working principles, and form of the
product.
• It is a concise description of how the product will
satisfy the customer needs.
• A concept is usually expressed as a sketch or as a
rough three-dimensional model and is often
accompanied by a brief textual description.
• Concept generation is relatively inexpensive and
can be done relatively quickly in comparison to the
rest of the development process

Downloaded From www.ktunotes.in

 CONCEPT GENERATION

The concept generation process begins with a set of customer needs and target
specifications and results in a set of product concepts from which the team will make
a final selection.

Concept generation is almost always iterative

Downloaded From www.ktunotes.in

Five step concept generation method
• The method breaks a complex
problem into simpler sub
problems.
• Solution concepts are then
identified for the sub problems by
external and internal search
procedures.
• Classification trees and concept
combination tables are then used to
systematically explore the space of
solution concepts and to integrate
the sub problem solutions into a
total solution.
• Finally, the team takes a step back
to reflect on the validity and
applicability of the results, as well
as on the process used.
Downloaded From www.ktunotes.in
 Step 1: Clarify the problem
• Clarifying the problem consists of developing a general
understanding and then breaking the problem down into
sub problems if necessary.
• The mission statement for the project, the customer
needs list, and the preliminary product specification are
the ideal inputs to the concept generation process.
• Decompose a Complex Problem into Simpler Sub
problems
• Eg: Document copier
• Decomposition may not be very useful for products
with extremely simple functions. Eg:Paper clip

Downloaded From www.ktunotes.in

 Step 1: Clarify the problem
• Dividing a problem into simpler sub problems
is called problem decomposition.
• There are many schemes by which a problem
can be decomposed.
– Decomposition by functionality
– Decomposition by sequence of user actions
– Decomposition by customer needs.

Downloaded From www.ktunotes.in

Step 1: Clarify the problem: Functional
Decomposition
• The first step in decomposing a problem functionally is to
represent it as a single black box operating on material,
energy, and signal flows,
• The next step in functional decomposition is to divide the
single black box into sub functions to create a more specific
description of what the elements of the product might do in
order to implement the overall function of the product.
• Each sub function can generally be further divided into
even simpler sub functions.
• The division process is repeated until the team members
agree that each sub function is simple enough to workwith.
• A good rule of thumb is to create between 3 and 10 subn
functions in the diagram

Downloaded From www.ktunotes.in

 Step 1: Clarify the problem
• In some applications the material, energy, and
signal flows are difficult to identify.
• In these cases, a simple list of the sub
functions of the product, without connections
between them, is often sufficient.
• Functional decomposition is most applicable to
technical products, but it can also be applied to
simple and apparently nontechnical products.

Downloaded From www.ktunotes.in

 Step 1: Clarify the problem: Other
Decomposition Approaches

• Decomposition by sequence of user actions

– This approach is often useful for products with
very simple technical functions involving a lot of
user interaction.
• Decomposition by customer needs
• This approach is often useful for products in which form,
and not working principles or technology, is the primary
problem.

Downloaded From www.ktunotes.in

 Step 2:Search Externally
• External search is aimed at finding existing solutions to
both the overall problem and the sub problems identified
during the problem clarification step.
• external search occurs continually throughout the
development process
• The external search for solutions is essentially an
information-gathering process.
• Available time and resources can be optimized by using an
expand-and-focus strategy:
• First expand the scope of the search by broadly gathering
information that might be related to the problem and then
focus the scope of the search by exploring the promising
directions in more detail.

Downloaded From www.ktunotes.in

 Step 2:Search Externally
• Five good ways to gather information from external sources:
– Lead user interviews
• Lead users are those users of a product who experience the needs months or years before
the majority of the market benefit substantially from a product innovation
– Expert consultation,
• Experts may include professionals at firms manufacturing related products, professional
consultants, university faculty, and technical representatives of suppliers.
– Patent searches
• Patents are a rich and readily available source of technical information containing detailed
drawings and explanations of how many products work.
– Literature searches
• Published literature includes journals; conference proceedings; trade magazines;
government reports; market, consumer, and product information; and new product
announcements.
– Competitive benchmarking.
• Benchmark Related Products is the study of existing products with functionality similar to
that of the product under development or to the sub problems on which the team is
focused.

Downloaded From www.ktunotes.in

 Step 3: Internal Search
• Internal search is the use of personal and team
knowledge and creativity to generate solution
concepts.
• Often called brainstorming, this type of search
is internal in that all of the ideas to emerge
from this step are created from knowledge
already in the possession of the team.
• This activity may be the most open-ended and
creative of any task in product development

Downloaded From www.ktunotes.in

 Step 4: Explore systematically
• As a result of the external and internal search activities, the team
will have collected tens or hundreds of concept fragments—
solutions to the sub problems.
• Systematic exploration is aimed at navigating the space of
possibilities by organizing and synthesizing these solution
fragments.
• There are two specific tools for managing this complexity and
organizing the thinking of the team:
– The concept classification tree and the concept combination table.
• The classification tree helps the team divide the possible solutions
into independent categories.
• The combination table guides the team in selectively considering
combinations of fragments.

Downloaded From www.ktunotes.in

 Step 4: Explore systematically-
Classification tree method
• Benefits of classification tree
– The concept classification tree is used to divide the
entire space of possible solutions into several
distinct classes that will facilitate comparison and
pruning.
– Identification of independent approaches to the
problem:
– Exposure of inappropriate emphasis on certain
branches

Downloaded From www.ktunotes.in

Step 4: Explore systematically-
Classification tree method

Downloaded From www.ktunotes.in

 Step 4: Explore systematically-
Combination Table
• The concept combination table provides a way to consider
combinations of solution fragments systematically.
• Potential solutions to the overall problem are formed by
combining one fragment from each column.
• Two guidelines make the concept combination process easier.
– First, if a fragment can be eliminated as being infeasible before combining
it with other fragments, then the number of combinations the team needs to
consider is dramatically reduced.
– Second, the concept combination table should be concentrated on the sub
problems that are coupled.

Downloaded From www.ktunotes.in

Step 4: Explore systematically-
Combination Table

Downloaded From www.ktunotes.in

 Step 5: Reflect on the Solutions and
the Process
• Reflection should in fact be performed throughout
the whole process.
• Is the team developing confidence that the
solution space has been fully explored?
• Are there alternative function diagrams?
• Are there alternative ways to decompose the
problem?
• Have external sources been thoroughly pursued?
• Have ideas from everyone been accepted and
integrated in the process

Downloaded From www.ktunotes.in

 Concept Selection
• Concept selection is the process of evaluating
concepts with respect to customer needs and
other criteria, comparing the relative strengths
and weaknesses of the concepts, and selecting
one or more concepts for further investigation,
testing, or development

Downloaded From www.ktunotes.in

Concept Development Funnel

concept generation

concept screening

concept scoring
concept testing

Downloaded From www.ktunotes.in

 Concept Selection
• Concept selection is a convergent process, it is
frequently iterative and may not produce a
dominant concept immediately.
• A large set of concepts is initially down to a
smaller set, but these concepts may subsequently
be combined and improved to temporarily enlarge
the set of concepts under consideration.
• Through several iterations a dominant concept is
finally chosen

Downloaded From www.ktunotes.in

 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.

5/7/2019 23
Downloaded From www.ktunotes.in
 Two stages of concept selection
• Concept screening (the Pugh concept selection
method)
– To quickly narrow the number of concepts and to
improve the concepts
– Screening is a quick, approximate evaluation aimed at
producing a few viable alternatives.

• Concept scoring
– Scoring is a more careful analysis of these relatively
few concepts in order to choose the single concept most
likely to lead to product success.
– Weighs the relative importance of the selection criteria
– Focus on more refined comparisons with respect to
each criteria

5/7/2019 24
Downloaded From www.ktunotes.in
 Two Stage Concept Selection Method
• Both stages, concept screening and concept
scoring, follow a six-step process that leads the
team through the concept selection activity.
• The steps are:
– Prepare the selection matrix.
– Rate the concepts.
– Rank the concepts.
– Combine and improve the concepts.
– Select one or more concepts.
– Reflect on the results and the process.

Downloaded From www.ktunotes.in

 Concept Screening
• Concept screening is based on a method
developed by the late Stuart Pugh in the 1980s
and is often called Pugh concept selection
(Pugh, 1990).
• The purposes of this stage are to narrow the
number of concepts quickly and to improve the
concepts

Downloaded From www.ktunotes.in

 Concept Screening Process
1. Prepare the Selection Matrix
– Criteria on LHS and concepts on top of the matrix
– Reference Concept
– Weightings
2. Rate Concepts
– Scale (– 0 +) or (1–5)
– Compare to Reference Concept or Values
3. Rank Concepts
– Sum Weighted Scores
4. Combine and Improve
– Remove Bad Features
– Combine Good Qualities
5. Select the Best Concept
– May Be More than One
– Beware of Average Concepts
6. Reflect on the Process
– Continuous Improvement

5/7/2019 27
Downloaded From www.ktunotes.in
 Concept Screening Process: Step 1
Prepare the Selection Matrix
• The inputs (concepts and criteria) are entered on the matrix.
• The concepts are best portrayed by both a written description and a
graphical representation
• The concepts are entered along the top of the matrix, using graphical
or textual labels of some kind.
• The selection criteria are listed along the left-hand side of the
screening matrix
• These criteria are chosen based on the customer needs
• The criteria includes from 5 to 10 dimensions.
• The selection criteria should be chosen to differentiate among the
concepts.
• Each criterion is given equal weight in the concept screening method.
• After careful consideration, the team chooses a concept to become the
benchmark, or reference concept, against which all other concepts are
rated.
• The reference is generally either an industry standard or a straight
forward concept with which the team members are very familiar
Downloaded From www.ktunotes.in
 Step 2: Rate the Concepts
• A relative score of ―better than‖ (+), ―same as‖
(0), or ―worse than‖ (–) is placed in each cell
of the matrix to represent how each concept
rates in comparison to the reference concept
relative to the particular criterion.

Downloaded From www.ktunotes.in

Example:Concept Screening

Downloaded From www.ktunotes.in

 Step 3: Rank the Concepts
• After rating all the concepts, the team sums the
number of ―better than,‖ ―same as,‖ and ―worse
than‖ scores and enters the sum for each category
in the lower rows of the matrix.
• Net score can be calculated by subtracting the
number of ―worse than‖ ratings from the ―better
than‖ ratings
• Once the summation is completed, the team rank-
orders the concepts.
• In general those concepts with more pluses and
fewer minuses are ranked higher

Downloaded From www.ktunotes.in

 Step 4: Combine and Improve the
Concepts
• Consider if there are ways to combine and improve certain concepts.
Two issues to consider are:
– Is there a generally good concept that is degraded by one bad feature?
Can a minor modification improve the overall concept and yet preserve
a distinction from the other concepts?
– Are there two concepts that can be combined to preserve the ―better
than‖ qualities while annulling the ―worse than‖ qualities?
• Combined and improved concepts are then added to the matrix,
rated by the team, and ranked along with the original concepts.
• In our example, concepts D and F could be combined to remove
several of the ―worse than‖ ratings to yield a new concept, DF, to be
considered in the next round.
• Concept G was also considered for revision.

Downloaded From www.ktunotes.in

 Step 5:Select One or More Concepts
• Once the team members are satisfied with their
understanding of each concept and its relative
quality, they decide which concepts are to be
selected for further refinement and analysis.
• Based upon previous steps, the team will likely
develop a clear sense of which are the most
promising concepts.
• The number of concepts selected for further
review will be limited by team resources
(personnel, money, and time).

Downloaded From www.ktunotes.in

 Step 6:Reflect on the Results and the
Process
• All of the team members should be
comfortable with the outcome.
• An explicit consideration of whether the
results make sense to everyone reduces the
likelihood of making a mistake and increases
the likelihood that the entire team will be
solidly committed to the subsequent
development activities.

Downloaded From www.ktunotes.in

 Concept Scoring
• Concept scoring is used when increased
resolution will better differentiate among
competing concepts.
• In this stage, the team weighs the relative
importance of the selection criteria and focuses
on more refined comparisons with respect to
each criterion.
• The concept scores are determined by the
weighted sum of the ratings

Downloaded From www.ktunotes.in

 Concept scoring steps
1. Prepare a selection matrix, based on the
selection criteria
2. Rate the concepts
3. Rank the concepts
4. Combine and improve concepts
5. Select one or more concepts
6. Reflect on the results and the process

5/7/2019 36
Downloaded From www.ktunotes.in
 Step 1: Prepare the Selection Matrix
• As in the screening stage, the team prepares a matrix
and identifies a reference concept
• The concepts that have been identified for analysis are
entered on the top of the matrix.
• The concepts have typically been refined to some
extent since concept screening and may be expressed in
more detail.
• In conjunction with more detailed concepts, the team
may wish to add more detail to the selection criteria.
• The use of hierarchical relations is a useful way to
illuminate the criteria.

Downloaded From www.ktunotes.in

Step 1: Prepare the Selection Matrix

Downloaded From www.ktunotes.in

 Step 1: Prepare the Selection Matrix

• After the criteria are entered, the team adds

importance weights to the matrix.
• Several different schemes can be used to
weight the criteria, such as assigning an
importance value from 1 to 5, or allocating 100
percentage points among them.

Downloaded From www.ktunotes.in

Step 1: Prepare the Selection Matrix

Downloaded From www.ktunotes.in

 Step 2:Rate the concept
• As in the screening stage, it is generally easiest for the team to focus
its discussion by rating all of the concepts with respect to one
criterion at a time.
• Because of the need for additional resolution to distinguish among
competing concepts, a finer scale is now used.
• Recommend a scale from 1 to 5:
• Another scale, such as 1 to 9, may certainly be used, but finer scales
generally require more time and effort.
• To avoid scale compression, it is possible to use different reference
points for the various selection criteria.
• Reference points may come from several of the concepts under
consideration, from comparative benchmarking analysis, from the
target values of the product specifications, or other means.

Downloaded From www.ktunotes.in

Step 2:Rank the concept

Downloaded From www.ktunotes.in

 Step 3: Rank the Concepts
• Once the ratings are entered for each concept, weighted
scores are calculated by multiplying the row scores by the
criteria weights.
• The total score for each concept is the sum of the weighted
scores:

• Finally, each concept is given a rank corresponding to its

total score

Downloaded From www.ktunotes.in

 Step 4: Combine and Improve the
Concepts
• As in the screening stage, the team looks for
changes or combinations that improve concepts.
• Although the formal concept generation process is
typically completed before concept selection
begins, some of the most creative refinements and
improvements occur during the concept selection
process as the team realizes the inherent strengths
and weaknesses of certain features of the product
concepts.

Downloaded From www.ktunotes.in

 Step 5: Select One or More Concepts
• Based on the selection matrix, the team may
decide to select the top two or more concepts.
• These concepts may be further developed,
prototyped, and tested to elicit customer
feedback

Downloaded From www.ktunotes.in

 Step 6: Reflect on the Results and the
Process
• As a final step the team reflects on the selected
concept(s) and on the concept selection process.
• Two questions are useful in improving the process
for subsequent concept selection activities:
– In what way (if at all) did the concept selection method
facilitate team decision making?
– How can the method be modified to improve team
performance?

Downloaded From www.ktunotes.in

 Concept Testing
• Further narrow the set of concepts under
consideration,
– based data gathered from potential customers in the target
markets, rather than the judgments made by the
development team
• Specific Objectives
– Select one from multiple concepts,
– Gather information on how to improve a concept, and
– Estimate the sales potential of the product

Downloaded From www.ktunotes.in

 Concept testing process
1. Define the purpose of the concept testing
2. Choose a survey population and sample size
3. Choose a survey format
4. Communicate the concept
5. Measure customer response
6. Interpret the results
7. Reflect on the results and the process

5/7/2019 48
Downloaded From www.ktunotes.in
 Define the purpose (step 1)
• Which of the alternative concepts should be
pursued
• How can the concept be improved to better
meet customer needs
• Approximately how much units are likely to
be sold
• Should the development be continued

5/7/2019 49
Downloaded From www.ktunotes.in
 Choose a survey population and sample
size (step 2)
1. The team should choose a survey population that
mirrors the target market in as many ways as
possible.
2. Sample size varies from a few to thousands
3. Factors affecting the sample size
1. The stage of product development
2. Cost to conduct survey
3. Nature and intent of the survey
4. Budget (amount) of the development project
5. How possible to collect the intended information.
4. Possible to structure multiple surveys with different
objectives at different stages.

5/7/2019 50
Downloaded From www.ktunotes.in
 Choose a survey format (step 3)

• Formats
– Face to face interaction
– Telephone
– Postal mail
– Electronic mail
– Internet (a test site on the internet)
• Each has its pros and cons
• Each has its bias.
5/7/2019 51
Downloaded From www.ktunotes.in
 Communicate the concept (step 4)
• The choice of survey format is closely linked to the way in which the
concept will be communicated.
• Communication means
– Verbal description
– Sketch
– Photos and renderings
– Storyboard (a series of images shown a temporal sequence of
actions involving the products)
– Video (allowing more dynamic than the story board)
– Simulation
– Interactive multimedia (video and simulation)
– Physical appearance model (looks-like)
– Working prototypes (works-like)

5/7/2019 52
Downloaded From www.ktunotes.in
 Communicating the Concept
• Verbal description
– A verbal description is generally a short paragraph or a
collection of bullet points summarizing the product
concept.
– This description may be read by the respondent or may
be read aloud by the person administering the survey.
• Sketch:
– Sketches are usually line drawings showing the
product in perspective, perhaps with annotations of
key features

Downloaded From www.ktunotes.in

 Communicating the Concept
• Photos and renderings:
– Photographs can be used to communicate the concept when
appearance models exist for the product concept.
– Renderings are nearly photo-realistic illustrations of the concept.
• Storyboard:
– A storyboard is a series of images that communicates a temporal
sequence of actions involving the product.
• Video:
– Video images allow even more dynamism than the storyboard.
– With video, the form of the product itself can be clearly
communicated, as can the way in whichthe product is used.

Downloaded From www.ktunotes.in

 Communicating the Concept
• Simulation:
– Simulation is generally implemented as software that mimics the
function or interactive features of the product. Simulation would
probably not be the ideal way to communicate the key features
of a scooter, but in some other cases simulation can be effective.
• Interactive multimedia:
– Interactive multimedia combines the visual richness of video
with the interactivity of simulation. Using multimedia, you can
display video and still images of the product.
• Physical appearance models:
– Physical appearance models, also known a ―looks-like‖ models,
vividly display the form and appearance of a product. They are
often made of wood or polymer foams and are painted to look
like real products.

Downloaded From www.ktunotes.in

Communicate the concept (step 4)

Downloaded From www.ktunotes.in

 Communicating the Concept
• Working prototypes:
• When available, working prototypes, or works-
like models, can be useful in concept testing.
• However, the use of working prototypes is also
risky.
• The primary risk is that the respondents will
equate the prototype with the finished product.
• In some cases, prototypes perform better than
the ultimate product

Downloaded From www.ktunotes.in

 Communicating the Concept

Rendering

Sketch

Story Board

3D Model
Downloaded From www.ktunotes.in
 Measure customer response (step 5)
• Measurement
– Mere their preferences among alternative concepts
– Understand why and how they respond to the product concepts
– Attempt to measure purchase intent (the likelihood of buying)
– But avoid aggressively promoting the product concepts
• Definitely would buy.
• Probably would buy.
• Might or might not buy.
• Probably would not buy.
• Definitely would not buy.

5/7/2019 59
Downloaded From www.ktunotes.in
 Interpret the results (Step 6)
• Q=NxAxP
– Where P = Cd x Fd + Cp x Fp
• Q = the quantity of the expected sales
• N = the number of potential customers expected to buy
• A = the fraction of these potential customers aware of the product and the product is
available
• P = the probability that the product is purchased if the customer is aware of it and it
is available.
• Fd = the the fraction of survey respondents indicating that they would definitely
purchase
• Fp= is the fraction of survey respondents indicating that they would probably
purchase
• Cd(Calibration constants) = the percentage that those in Fd will actually buy (.1-.5)
• Cp = the percentage that those in Fp will actually buy (0-.25)
• Be aware that sales also depends on
– Words of mouth
– Fidelity of the concept description
– Pricing
– Level of promotion

5/7/2019 60
Downloaded From www.ktunotes.in
 Step 7:Reflect on the results and the
process
• The primary benefit of the concept test is in
getting feedback from real potential customers.
• The team benefits from thinking about the
impact of the three key variables in the
forecasting model: (1) the overall size of the
market, (2) the availability and awareness of
the product, and (3) the fraction of customers
who are likely to purchase.

Downloaded From www.ktunotes.in

 Definition
– Product Architecture
• A product can be thought of in both functional and
physical terms.
• The functional elements of a product are the individual
operations and transformations that contribute to the
overall performance of the product.
• Eg:For a printer, some of the functional elements are
―store paper‖ and ―communicate with host computer.
• The physical elements of a product are the parts,
components, and subassemblies that ultimately
implement the product’s functions.

Downloaded From www.ktunotes.in

 Definition
– Product Architecture
• The physical elements of a product are typically
organized into several major physical building
blocks, which we call chunks.
• Each chunk is then made up of a collection of
components that implement the functions of the
product.
• The architecture of a product is the scheme by
which the functional elements of the product are
arranged into physical chunks and by which the
chunks interact.

Downloaded From www.ktunotes.in

 Modular vs. integrated
architecture
• Modular
– Chunks implement one or a few functional elements in their
entirety (each functional element is implemented by exactly
one physical chunks)
– The interactions between chunks are well defined and are
generally fundamental to the primary functions of the
products.
• Integrated
– Functional elements of the product are implemented using
more than one chunk
– A single chunk implements many functions.
– The interaction between chunks are ill defined and may be
incidental to the primary functions of the products.

5/7/2019 64

Downloaded From www.ktunotes.in

 Types of Modularity
• Modular architectures comprise three
types: slot, bus, and sectional
• Each type embodies a one-to-one
mapping from functional elements to
chunks and well defined interfaces.
• The differences between these types lie
in the way the interactions between
chunks are organized

Downloaded From www.ktunotes.in

Types of Modularity

Downloaded From www.ktunotes.in

 Types of Modularity
• Slot-modular architecture:
– Each of the interfaces between chunks in a slot-
modular architecture is of a different type from the
others, so that the various chunks in the product
cannot be interchanged.
• Bus-modular architecture:
– In a bus-modular architecture, there is a common bus
to which the other chunks connect via the same type
of interface.
• Sectional-modular architecture:
– In a sectional-modular architecture, all interfaces are
of the same type, but there is no single element to
which all the other chunks attach.
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity
• Product changes
• Product variety
• Component standardization
• Product performance
• Manufacturability
• Product development management

5/7/2019 68
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity (product changes)
For modular architecture
• Allows to minimize the physical changes required to achieve a functional
change
Reasons for product changes
• Upgrades(technological changes)
• add-ons(add components to basic unit)
• adaptation (adapt to different operation environments(220v and 110v power))
• wear (e.g., razors, tires, bearings)
• consumption (for example, toner cartridges, battery in cameras)
• flexibility in use (for users to reconfigure to exhibit different capabilities
(many cameras can be used with different lens and flash options))
• re-use in creating subsequent products

5/7/2019 69
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity (product variety)
• The range of products (models)
concurrently available in the market
• Modular can vary without adding
tremendous complexity to the
manufacturing system.
• Eg:Watches

5/7/2019 70
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity
• Component standardization
– Use the same components in multiple products
– Increase production volumes

5/7/2019 71
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity
• Product performance (for integrated design)
– Allow optimizing the performance for an individual
integrated architecture.
– Allow function sharing
• Implementing multiple functions using a single physical
element.
– Allow for redundancy to be eliminated through function
sharing and geometric nesting
• Thus could lower the manufacturing cost

5/7/2019 72
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity
• Manufacturability
– DFM can be performed on the chunk-level but not
across several chunks.
• For example, minimize the total number of part counters.
– Thus, it is more applicable to an integrated design.
• One important design-for-manufacturing
(DFM) strategy involves the minimization of
the number of parts in a product through
component integration.

5/7/2019 73
Downloaded From www.ktunotes.in
 Factors affecting architecture
modularity
• Product development management
– Better for modular architecture
• Each modular chunk is assigned to an individual or
a small group
• Known and relatively limited functional interactions
with other chunks.
– Not as easy for integrated architecture
• Detailed designs will require close coordination
among different groups.

5/7/2019 74
Downloaded From www.ktunotes.in
 Architecture Design Process
• Create a schematic of the product
• Cluster the elements of the schematic
• Create a rough geometric layout
• Identify the fundamental and incidental
interactions.

5/7/2019 75
Downloaded From www.ktunotes.in
 Step 1:Creating a product schematic
• A schematic is a diagram representing the team’s understanding
of the constituent elements of the product.
• Create a schematic diagram representing the (physical or
functional) elements of the product, using blocks, arrows, and
other notations.
– Flow of forces or energy
– Flow of material
– Flow of signal or data
• A good rule of thumb is to aim for fewer than 30 elements in the
schematic, for the purpose of establishing the product
architecture.
• If the product is a complex system, involving hundreds of
functional elements, then it is useful to omit some of the minor
ones and to group some others into higher-level functions to be
decomposed later
5/7/2019 76
Downloaded From www.ktunotes.in
 Step 2:Cluster the elements of the
schematic
• The challenge of step 2 is to assign each of the elements of the
schematic to a chunk
• At one extreme, each element could be assigned to its own chunk,
yielding 15 chunks.
• At the other extreme, the team could decide that the product would
have only one major chunk and then attempt to physically integrate all
of the elements of the product
• Factors for considering clustering
– Geometric integration and precision
– Function sharing
– Capability of vendors
– Similarity of design or production technology
– Localization of design (or part) change
– Accommodating variety
– Enabling standardization
– Portability of the interfaces

5/7/2019 77
Downloaded From www.ktunotes.in
 Step 3:Creating a rough geometric layout
• A geometric system layout in
– 2D or 3D drawings,
– 2D or 3D graphics, or
– Physical models.
• Creating a geometric layout forces the team to
consider whether the geometric interfaces
among the chunks are feasible and to work out
the basic dimensional relationships among the
chunks

5/7/2019 78
Downloaded From www.ktunotes.in
Step 3:Creating a rough geometric
layout

Downloaded From www.ktunotes.in

 Step 4:Identify the fundamental and
incidental interactions
• Fundamental interactions
– Those which connect the building blocks, such as energy flows,
material flows, and data flows.
– First, fundamental interactions are those corresponding to the lines
on the schematic that connect the chunks to one another.
– For example, a sheet of paper flows from the paper tray to the print
mechanism.
• Incidental interactions
– Those that arise because of geometric arrangements of the building
blocks, such as thermal expansion or heat dissipation.
– For example, vibrations induced by the actuators in the paper tray
could interfere with the precise location of the print cartridge in the
x-axis.

5/7/2019 80
Downloaded From www.ktunotes.in
Step 4:Identify the fundamental and
incidental interactions

Downloaded From www.ktunotes.in

 Industrial Design
• The Industrial Designers Society of America
(IDSA) defines industrial design as ―the
professional service of creating and developing
concepts and specifications that optimize the
function, value, and appearance of products
and systems for the mutual benefit of both user
and manufacturer.

Downloaded From www.ktunotes.in

 Need of ID
• Dreyfuss (1967) lists five critical goals that
industrial designers can help a team to achieve
when developing new products:
– Utility: The product’s human interfaces should be safe,
easy to use, and intuitive.
– Appearance: Form, line, proportion, and color are
used to integrate the product into a pleasing whole.
– Ease of maintenance:
– Low costs:.
– Communication

Downloaded From www.ktunotes.in

 Need of ID
• The range of expenditures on ID is tremendous
• A convenient means for assessing the
importance of ID to a particular product is to
characterize importance along two dimensions:
ergonomics and aesthetics.
– (Note that we use the term ergonomics to
encompass all aspects of a product that relate to its
human interfaces)

Downloaded From www.ktunotes.in

 Need of ID : Ergonomics Need
• How important is ease of use?
– Ease of use may be extremely important both for frequently used
products, such as an office photocopier, and for infrequently used
products, such as a fire extinguisher.
– Ease of use is more challenging if the product has multiple features
and/or modes of operation that may confuse or frustrate the user.
• How important is ease of maintenance?
– If the product needs to be serviced or repaired frequently, then ease of
maintenance is crucial.
– For example, a user should be able to clear a paper jam in a printer or
photocopier easily.
• How many user interactions are required for the product’s
functions?
– In general, the more interactions users have with the product, the more
the product will depend on ID.

Downloaded From www.ktunotes.in

 Need of ID:Ergonomics Need
• How novel are the user interaction needs?
A user interface requiring incremental improvements to
an existing design will be relatively straightforward to
design, such as the buttons on a new desktop computer
mouse.
• What are the safety issues?
All products have safety considerations. For some
products, these can present significant challenges to the
design team.
For example, the safety concerns in the design of a
child’s toy are much more prominent than those for a new
computer mouse.

Downloaded From www.ktunotes.in

 Need of ID: Aesthetics Need
• Is visual product differentiation required?
– Products with stable markets and technology are highly dependent
upon ID to create aesthetic appeal and, hence, visual differentiation.
– In contrast, a product such as a computer’s internal disk drive, which is
differentiated by its technological performance, is less dependent on
ID.
• How important are pride of ownership, image, and fashion?
– A customer’s perception of a product is in part based upon its aesthetic
appeal.
– An attractive product may be associated with high fashion and image
and will likely create a strong sense of pride among its owners.
– When such characteristics are important, ID will play a critical role in
determining the product’s ultimate success.
• Will an aesthetic product motivate the team?
– A product that is aesthetically appealing can generate a sense of team
pride among the design and manufacturing staff.

Downloaded From www.ktunotes.in

 Industrial Design Process
• Investigation of customer needs.
• Conceptualization.
• Preliminary refinement.
• Further refinement and final concept selection.
• Control drawings or models.
• Coordination with engineering, manufacturing,
and external vendors

Downloaded From www.ktunotes.in

 Investigation of customer needs.

• The product development team begins by documenting

customer needs
• Because industrial designers are skilled at recognizing
issues involving user interactions, ID involvement is
crucial in the needs process.
• While involvement of marketing, engineering, and ID
certainly leads to a common, comprehensive
understanding of customer needs for the whole team, it
particularly allows the industrial designer to gain an
intimate understanding of the interactions between the
user and the product.

Downloaded From www.ktunotes.in

 Conceptualization.

• Once the customer needs and constraints are

understood, the industrial designers help the team
conceptualize the product.
• During the concept generation stage engineers naturally
focus their attention upon finding solutions to the
technical sub functions of the product.
• At this time, the industrial designers concentrate upon
creating the product’s form and user interfaces.
• Industrial designers make simple sketches, known as
thumbnail sketches, of each concept.
• These sketches are a fast and inexpensive medium for
expressing ideas and evaluating possibilities.

Downloaded From www.ktunotes.in

 Preliminary refinement.
• In the preliminary refinement phase, industrial
designers build models of the most promising
concepts.
• Soft models are typically made in full scale
using foam or foam-core board.
• They are the second-fastest method—only
slightly slower than sketches—used to
evaluate concepts.

Downloaded From www.ktunotes.in

 Further refinement and final concept
selection.
• At this stage, industrial designers often switch
from soft models and sketches to hard models and
information-intensive drawings known as
renderings.
• Renderings show the details of the design and
often depict the product in use.
• Drawn in two or three dimensions, they convey a
great deal of information about the product.
• Renderings are often used for color studies and
for testing customers’ reception to the proposed
product’s features and functionality.

Downloaded From www.ktunotes.in

 Control Drawings or Models
• Industrial designers complete their development
process by making control drawings or control models
of the final concept.
• Control drawings or models document functionality,
features, sizes, colors, surface finishes, and key
dimensions.
• Although they are not detailed part drawings (known as
engineering drawings), they can be used to fabricate
final design models and other prototypes.
• Typically, these drawings or models are given to the
engineering team for detailed design of the parts. and
assembly services.

Downloaded From www.ktunotes.in

Coordination with Engineering, Manufacturing,
and External Vendors
• The industrial designers must continue to work
closely with engineering and manufacturing
personnel throughout the subsequent product
development process.
• Some industrial design consulting firms offer
quite comprehensive product development
services, including detailed engineering design
and the selection and management of outside
vendors of materials, tooling, components and
assembly services.

Downloaded From www.ktunotes.in