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Product Design &

Development

Thomas A. Roemer (MIT-Sloan)

Matt Kressy (RISD)

Warren Seering (MITME)

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Todays Agenda

z The Team

z Course Objectives

z Logistics & Projects

z Collaboration with Helsinki Univeof Technology

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The Team

z Students

z LFM

z MBA

z

MOTz RISD

z Engineering

z

Undergraduatesz Graduates

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Course Objectives

z Understand the Product Development Proce

z Learning By Doing

z Apply tools learned in class

z Apply and share existing knowledge

z Improve team work and communication skills

z Improve project management skills

Have Fun

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Course Logistics

z Enrollment Policy

z Course Material

z Course Schedule

z Team Projects

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Enrollment Policy

z Priority to

z Students whose proposals are selected

z Students with high preference for selected projec

z Students adding diversity

z LFM students

z No Enrollment for

z

Students not present on first or second day of cla

z

Students not prepared for class on Thursdayz Students not making a project proposal on Febru

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Course Material

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Required Textbook

Product Design

Development

Ulrich & Eppinge

3rd Edition,

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Case Studies

z Harvard Business School Case 9-600-

IDEO Product Development.z Handed out in class today for free!

z Harvard Business School Case 9-695-Sweetwater.

z Download for $6.50 from Harvard Busines

Online at:

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Course Schedule

ReadMe.PDF

Master Schedule

General Information

Syllabus

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Team Projects

z Interdisciplinary teams (6 students)

z Continuous feedback from advisors an

z Process paced by homework assignm

z $1,000 budget per teamz Project ideas

z From each student (next Tuesday)!

z Sponsored project: General Motors

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Project Selection Process

z Read ReadMe file (assignment docum

z Everyone makes a 50 sec proposal neTuesdayz Hand in a 1 sheet proposal by 9:00 am!

z Examples are on SloanSpace

z Projects and teams will be formed basyour preferencesz

Hand in a Project preference card by next

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Proposal Guidelinesz Read ReadMe file (general information)

z Identify a need - Do not suggest a solution

z Choose carefully something that

z is small and manageable (

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Project Examples

from Recent Classes

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Band Aid Dispenser

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Christmas Tree Stand

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Outlet Cover

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Rearseat Workspace

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Laptop CableOrganizer

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Chevy SSRCooler

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IroningBoard

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SugarDispens

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Crate Sh

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SwivelCar Seat

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Swivel Car Seat

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Baby Fo

Dispens

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Media Pro

for DevelCountries

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Research and Development

R DTechnology Product

DevelopmentDevelopme

z

Unstructured methods

z

Difficult to plan

z Unpredictable

z

Structured method

z

Generally planned

z

Predictable

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Generic Product Development

Process

PlanningPlanning Concept

Development

Concept

DevelopmentSystem-Level

Design

System-Level

DesignDetail

Design

Detail

DesignTesting and

Refinement

Testing and

Refinement

Mission Concept System Spec Critical Design ProdApproval Review Review Review App

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Detail Design

Project Gantt Chart

Proposals

Mission and Needs

Concepts, Sketches, Targets

Concept Refinements

Proof of Concept

Financial Model

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1

+

+

+

+

+

+

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Next Steps

z Read the READ-ME file !!!

z Answers almost all your questions

z Project proposals due next Tuesday

z

Required for assignment to a team

z Start thinking about project ideas

z Purchase the text

z Read Chapter 4

z Read & Prepare IDEO Case

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Proposal Logistics (Syllabus

z Class 3

Tuesday, February 14

z Each student will give a 50 second presentation (Assignment 1b)

Assignment 1a: Proposal Handout Due: 9:00 am.

Assignment 1b: Proposal Presentation In class

Assignment 1c: Project Preferences Due: 2/17, 10:00 a

Project P

Due:

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Proposal Guidelines

(General Information)

z There should be a demonstrable market for the product.

Identify existing products that attempt to meet the need.

Should at least be an attractive opportunity for an established firm.

High likelihood of containing fewer than 10 parts. High confidence in prototype costs being less than $1000.

The product should require no basic technological breakthroughs

You should have access to more than five potential users of the p

(more than 20 would be nice)Save any highly proprietary ideas for another context

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Proposal Guidelines

(General Information)

Most successful projects tend to have at least one team memberpersonal interest in the target market.

It is really nice to have a connection to a commercial venture thainterested in the product.

Most products are really not very well designed.

The experience in this class is that if you pick almost any produc

the above project guidelines, you will be able to develop a producsuperior to everything currently on the market.

Just because you have used a lousy product doesn't mean that adoesn't exist. Do some thorough research to identify competitive and solutions.

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Concept GenerationThomas A. Roemer

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the best way to get a good

is to get a lot of ideas

Linus Pau

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Concept Development Process

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

Identify

CustomerNeeds

Establish

TargetSpecifications

Generate

ProductConcepts

Select

ProductConcept(s)

Set

FinalSpecifications

DD

Mission

Statement Test

ProductConcept(s)

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Concept Generation Exercise:

Vegetable Peelers

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Vegetable Peeler Exercise:

Voice of the Customer

"Carrots and potatoes are very different."

"I cut myself with this one."

"I just leave the skin on."

"I'm left-handed. I use a knife."

"This one is fast, but it takes a lot off."

"How do you peel a squash?"

"Here's a rusty one."

"This looked OK in the store "

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Vegetable Peeler Exercise:

Key Customer Needs

1. The peeler peels a variety of produce.

2. The peeler can be used ambidextrously.3. The peeler creates minimal waste.

4. The peeler saves time.

5. The peeler is durable.

6. The peeler is easy to clean.

7. The peeler is safe to use and store.

8. The peeler is comfortable to use.

9. The peeler stays sharp or can be easily sharpened.

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Problem Decomposition:

Function Diagram

Store

nails

Store or

acceptexternal

energy

Isolate

nail

Convert

energy totranslational

energy

Apply

translational

energy to nail

Energy

Nails

Hand-heldnailer

Energy (?)

Signal (?)

Material (nails)

Energy (?)

Signal (tool "trip")

INPUT OUTPUT

Material (driven nail)

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External Search:

Hints for Finding Related Solutions Lead Users

benefit from improvement

innovation source Benchmarking

competitive products

Experts

technical experts

experienced customers & sales staff

Patents

search related inventions

Literature

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Internal Search:

Hints for Generating Many Concepts

Suspend judgment

Generate a lot of ideas

Infeasible ideas are welcome Use graphical and physical media

Make analogies

Wish and wonder

Use related stimuli Use unrelated stimuli

Set quantitative goals

Use the gallery method

Trade ideas in a group

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An Excursion to TRIZTheory of Inventive Problem

Solving

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The first 13 (of 39) TRIZ

Metrics

1. Weight of Mov. Obj.

2. Weight of Stat. Obj.

3. Length of Mov. Obj.

4. Length of Stat. Obj.5. Area of Mov. Obj.

6. Area of Stat. Obj.

7. Volume of Mov. Obj.

8. Vol. of Stat.

9. Speed

10. Force

11. Stress12. Shape

13. Stability

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The first 19 (of 40) TRIZ

Principles

1. Segmentation

2. Taking out3. Local quality

4. Asymmetry

5. Merging

6. Universality7. "Nested doll"

8. Anti-weight

9. Preliminary anti-action

10. Preliminary action

12.

Equipotentiality13. The other way ro

14. Spheroidality - C

15. Dynamics

16. Partial or excess

17. Another dimensio

18. Mechanical vibra

19. Periodic action

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Child Car Seats:

Volume vs. Shape

Volume

S

hape

7, 29

METRIC

S

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Principles 7 & 29

7: Nested Doll

Place one object inside another Pass one part through a cavity in the othe

29: Pneumatics & Hydraulics Use gas and liquid parts of an object inste

solid parts (e.g. inflatable, filled with liquidcushion)

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Systematic Exploration:

Concept Combination TableConvert Elect rical

Energy to

Translational

Energy

Accumulate

Energy

Apply

Translation

Energy to N

rotary motor w/

transmission

linear motor

solenoid

rail gun

spring

moving mass

single imp

multiple imp

push nail

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the best way to get a good

is to get a lot of ideas

Linus Pau

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Team Processes

Suggestion: Assign a manager for each assi

Be inclusive of all team members. Try to meet once or twice a week.

Team meetings are for sharing results, reach

consensus, making decisions, and assigningwork.

The real work gets done outside of the mee

Many teams are meeting at noon before clas

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Suggested Reading

TRIZ

Genrich Altschuller:And suddenly the inventor appeared

Function Analysis Kaneo Akiyama

Function Analysis

Gerhard Pahl and Wolfgang Beitz

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Identifying Customer

NeedsThomas A. Roemer

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Generic Product Development

Process


Development

ConceptDevelopment

System-LevelDesign

System-LevelDesign

DetailDesign

DetailDesign

Testing andRefinement

Testing andRefinement

Mission

Approval

Concept

Review

System Spec

Review

Critical Design

Review

Prod

App

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Project Proposals

Mission &

Customer Needs

Concept Generation

& Sketches

Concept Refinement

& Schedule

Proof-of Concept

Detail Design

Financial Model

& Patent ReviewDevelop Alpha

Class Projects: Gantt Chart1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1Class

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IdentifyCustomer

Needs

EstablishTarget

Specifications

GenerateProduct

Concepts

SelectProduct

Concept(s)

SetFinal

SpecificationsDD

MissionStatement Test

ProductConcept(s)


Development

ConceptDevelopment System-Level

Design

System-LevelDesign Detail

Design

DetailDesign Testing and

Refinement

Testing andRefinement Production

Ramp-Up

ProductionRamp-Up

MissionAppr oval

ConceptReview

System SpecReview

Critical DesignReview

ProductionApproval

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Customer Needs Process Define the Scope

Mission Statement

Gather Raw Data Observation Interviews Focus Groups

Interpret Raw Data Need Statements

Organize the Needs Hierarchy

Establish Importance

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Mission Statement Product Description

An easy to use, portable device for removing bacteria and protozoan parwater

Key Business Goals Product introduced in Summer 1993 50% gross margin 30% share of portable water filter retail sales within 2 years of introductio Becoming the recognized leader in usability

Primary Market Avid outdoor enthusiasts

Secondary Markets Casual recreationalists Home emergency Aid organizations, military

Assumptions Hand-operated

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Mission Statement





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Gather Raw Data

Focus Groups Interviews

Observation

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Interviews vs. Focus Groups

One-on-One Interviews (1 hour)

Focus Groups (2 hours)

0

20

40

60

80

100

Percento

fNeedsIden

tified

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How Many Consumers?

0

20

40

60

80

100

PercentofNeedsIdentified

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How Many Analysts?

0

20

40

60

80

100

PercentofNeedsIdentified

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Mission Statement





Five Guidelines for Writing

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Five Guidelines for Writing

Needs Statements

Guideline Customer Statement Need Statement Need St

What NotHow

Specificity

Positive

Not Negative

Product

Attribute

Why don't they put ahook at the end of theoutlet hose?

I often times drop the

water filter on rocks.

the WF is difficult tohold.

I need to attach a virus

filter to the WF.

The outlet hose has ahook to connect to watercontainers.

The WF easwater into adifferent con

The WF is rugged.The WF openormally aftdropping.

The WF is not difficult tohold.

The WF is e

A virus filter can be

attached to the WF

WF accomm

virus filter

WRONG RIG

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Needs Translation Exercise The water should not smell badly

You need one hand to hold the filter, one handpump and one hand to make sure that that theattachment cap doesn't fall off the bottle

During a winter trip the pump once froze solid

I never want to have Giardia again

I get tired when pumping water for the entire fa

I cleaned the filter after every use, no matter hwater I pumped

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Mission Statement





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Structuring Needs Primary Needs (Strategic Needs)

Secondary Needs (Tactical Needs) Tertiary Needs (Operational Needs)

Must Haves

Delighters (Latent Needs!)

Linear Satisfiers

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Kano-DiagramsDegree of Function Implementation

Satisfaction

atisfaction

Linea

rSati

sfiers

Delighte

rs

MustHav

es

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Structuring NeedsA tendency that

Customers sort needs more evenly

Customer ordering reflects actual use

Group ordering reflects engineering vie

Professional teams only slightly outper

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Mission Statement





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Importance Surveys 5,7,9 point direct rating

How important is feature? Desirable, neutral, undesirable

Constant Sum Scale Allocating fixed number of points to need leve

Anchored Scale Attach 10 points to most important need

Up to 10 points to all others

All seem to perform equally well

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Perceptual Map

Water

Quality

First Need

Katadyne

SweetwaterSweet Spot

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Normalized Perceptual Map

WaterQu

alityper$

First Need

Katadyne

SweetwaterEven Sweet

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Company Update Introduced in August 1993

1994, SW shipped ~54,000 units 1994 Revenue of $2 million

MSR (REI-owned!) enters market before SW atakes 40% of market share

US Army shows interest 1997, SW almost disappears?

1998, Cascade Design [CD] acquires SW

CD had previously (1996) bought Platypus

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Take Aways Capture What, Not How

Meet customers in the use environment Collect visual, verbal, and textual data

Props will stimulate customer responses.

Interviews are more efficient than focus grou

Interview all stakeholders and lead users

Develop an organized list of need statement

Look for latent needs

S t tif t d ff

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Visual Data Example

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Structuring

Needs

PrimaryNeeds(StrategicNeeds)

Secondary

Needs

(Tactical

Needs)

Tertiary

Needs

(Operational

Needs)

MustHaves

Delighters

(Latent

Needs!)

Linear Satisfiers

K Di

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Kano-Diagrams

Degree of Function Implementation

Satisfaction

atisfaction

Linea

rSati

sfiers

Deligh

ters

MustHav

es

St t i N d

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StructuringNeeds

Atendencythat

Customerssortneedsmoreevenly

Customerorderingreflectsactualus

Group

ordering

reflects

engineering

P f i l t l li htl

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Customer

Needs

Proces

Define

the

Scope

Mission

Statement

Gather

Raw

Data

Observation

Interviews

Focus

Groups

Interpret

Raw

Data

Need

Statements

Organize

the

Needs

Hierarchy

I t S

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ImportanceSurveys

5,7,9pointdirectrating

How

important

is

feature?

Desirable,

neutral,

undesirable

ConstantSumScale

Allocating

fixed

number

of

points

to

need

Anchored

Scale

Attach

10

points

to

most

important

need

Up

to

10

points

to

all

others

P t l M

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WaterQuality

PerceptualMap

SweetwaterSweetSpot

FirstNeed

Katadyne

N li d P t l M

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NormalizedPerceptualM

WaterQualityper

$

First

Need

Katadyne

SweetwaterEvenSweet

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A

Moment

In

The

Mind

oCustomerMattK.

Matt Ks Profile

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MattK sProfile

Mattisanoutdoorenthusiasts,whofrequentlyhikesandcycles,bothalhis

family

of

four.

Being

ranked

among

the

top

10

cyclists

in

the

United

Sputsgreatemphasisonstayinghealthyandhavingtherightgear. Esperacingseason,hecannotaffordthehasslesofcontaminatedwaterand

always

carries

his

water

filter

with

him.

However,

since

his

hikes

are

mahikes, overallusageofthewaterfilterislimited.

Asasuccessfuldesignerofnewproducts,whorunshisowncompanyateaches

at

two

of

the

most

prestigious

institutions

in

the

country,

he

is

vedemandingontheproductshepurchasesandisoftenanopinionleader

internet

and

among

his

friends,

acquaintances

and

business

contacts.

Enjoyingagreatdealoffinancialfreedom,heonlypurchasesproductstimpresshim andwhosefunctionalityisattheircore.Hefavorsaircooledandoriginal LandRoversoverdesignsfrom VersaceorGraves.

In

summary

Matt

K

can

be

considered

a

typical

high

end

customer

fowith great influence among his peers

Evaluating Products

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EvaluatingProducts

ProductsareBundlesofAttributes

Buyers

assign

Values

to

the

RealizatheseAttributes

BuyerscombineAttributeValuesto

G t P d t V l

Water Filter Example

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WaterFilterExample

4Attributes

3

Levels

Each

Each

Level

has

a

(Part

Worth)

Utility

PumpRate Utility Weight Util

0.8

l/min

- 0.71

8

oz

4.0

1.3l/min 0.00 12oz 0.0

2.0

l/min

0.71

16

oz

-4.0

Pump Force Utility Price Util

Interpreting Utilities

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InterpretingUtilities

Utilityof1.3l/min,5.0lbs,8oz,$40=0.00+0.33+4.05+0.33 Utilityof1.3l/min,1.5lbs,8oz,$70=0.00+1.29+4.05 - 0.62

12oz0.001.3l/min

8

oz

- 0.71

0.8

l/min

$70-1.629.0lbs

$

50

0.33

5.0

lbs

$

40

1.29

1.5

lbs

PriceUtilityPumpForce

16oz0.712.0l/min

WeightUtilityPumpRate

All

others

equal,

droppingtherequiredforce

from5.0lbsto1.5lbsis

worth

$30

!!!

AttributeImportance(Range) PumpRate: 0.71(-0.71) = 1.42 10.6%

Pump Force: 1 20 ( 1 62) = 2 82 21 3 %

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Conjoint

Analysis

attempts

to

determine

the

relativeimportance

consumers

attach

to

thesalient

attributes

and

the

utilities

the

tt h t th l l f tt ib t

Terminology

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Terminology

Attributes

ImportantProductCharacteristics

Power,

Brand,

Looks,

Price

Levels

QuantitiesorQualitiesofAttributes

375W,600W,780W- KitchenAid,DeLonghi,Bosch

contemporary,

traditional,

plain

- $250,

$370,

$450

Utility(ofaLevel) Numbersthatexpressthevaluecustomersplaceone

Stimulus

A t ti f d t

Example: Water Filter

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Example:WaterFilter

AttributesandLevels

Relevant

Attributes

from

Qualitative

Re FlowRate(0.8,1.3,2.0l/min)

Required

Pumping

Force

(1.5,

5,

9

lbs)

Price

($40,

$60,

$80)

321

Levels

The Model

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TheModel

XU)=m

a x( i=1

k

j

i

=1 ijij

U(X)

=

Overall

Utility

of

an

Alternativ

=

Utility

of

Level

j

of

Attribute

iaij ki = NumberofLevelsofAttribute

m

=

Number

of

Attributes

1 if L l j f Att ib t i i

The Model: Example

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TheModel:Example

XU)=m

a x( i=1k

j

i

=1 ijij

321

Attributes

Levels

8060403[$]

9.0

5.0

1.5

2

[lbs]

2.01.30.81[l/m]

1,1x 1= 2,1x = 0 3,1x = 0

0 1 0

Stimuli (Profiles)

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Stimuli(Profiles)

9

8

7

6

5

4

32

1

60

9 0

2 0

405.02.0

801.52.0

40

9.0

1.3

805.01.3

601.51.3

809.00.860

5.0

0.8

401.50.8

RatinPriceForceFlowrateProfile#

Stimuli (Profiles)

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Stimuli(Profiles)Profile# Flowrate Force Price Ratin

1 0.8 1.5 40 3

2 0.8 5.0 60 2

3 0.8 9.0 80 1

4 1.3 1.5 60 4

5 1.3 5.0 80 2

6

1.3

9.0

40

3

7 2.0 1.5 80 4

8 2.0 5.0 40 6

9

2 0

9 0

60

4

Dummy Variable Regress

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DummyVariableRegress

b X0

1ij

U=b+

i

m

=

k

j

i

=

1

1

ij

=

Dummy

Variable

for

Level

j

o Xij

Attribute

i

(i

=

1,,ki-1)

U

=

Estimated

Utility

b0,bij = RegressionCoefficients

Dummy Variable Regress

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DummyVariableRegress

b X0

1ij

U=b+i

m

=

k

j

i

=

1

1

ij

=

Dummy

Variable

for

Level

j

o Xij

Attribute

i

(i

=

1,,ki-1)

U

=

Estimated

Utility

b0,bij = RegressionCoefficients

Dummy Representation of Pro

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DummyRepresentationofPro

Profile# Flowrate[l/min] Force[lbs] Price[$] Rat

0.8 1.3 1.5 5.0 40 60

1 1 0 1 0 1 0

2

1

0

0

1

0

1

3 1 0 0 0 0 0

4 0 1 1 0 0 1

5

0

1

0

1

0

0

6

0

1

0

0

1

0

7

0

0

1

0

0

0

8 0 0 0 1 1 0

9 0 0 0 0 0 1

Calculating Utilities

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Price

[$]

Force

[lbs]

Flow

Rate

[l/min]

a32=?b32= 1.0060

?80

a31=?b31= 1.6740

a23=?---9.0

a22=?b22= 0.675.0

a21=?b21= 1.001.5

a13=?---2.0

a12=?

a11=?

b12= -1.671.3

b11= -2.670.8 - 2.67 is a meathe distance of0.8 to the defa

rate of 2.

Thusa1,1 a1,3= b1,


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Price

[$]

Force

[lbs]

Flow

Rate

[l/min]

a32 a33= b32b32= 1.0060

?80

a31 a33= b31b31= 1.6740

a23=?---9.0

a22 a23= b22b22= 0.675.0

a21 a23= b21b21= 1.001.5

a13=?---2.0

a12- a13= b12

a11 - a13= b11

b12= -1.671.3

b11= -2.670.8

3 e2

Wmo

S

onin ut

1


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---

---

CalculatingUtilities

Flow

Rate

0.8 b11=-2.67 a11- a13=b11

1.3 b12=-1.67 a12- a13=b12

[l/min]2.0

a11+a12+a13=0

Force

[lbs]

1.5 b21=1.00 a21a23=b21

5.0 b22

=0.67 a22a23=b22

9.0

a21+a22+a23=0

Price

[$]

40 b31=1.67 a31a33=b31

60 b32

=1.00 a32a33=b32

80 0


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---

---

CalculatingUtilities

Flow

Rate

0.8 b11=-2.67 a11- a13=b11 a11=

1.3 b12=-1.67 a12- a13=b12 a12=

[l/min]2.0

a11+a12+a13=0 a13=

Force

[lbs]

1.5 b21=1.00 a21a23=b21 a21=

5.0 b22

=0.67 a22a23=b22 a22=

9.0

a21+a22+a23=0 a23=

Price

[$]

40 b31=1.67 a31a33=b31 a31=

60 b32

=1.00 a32a33=b32 a32=

80 0

Part Worth Utilities

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PartWorthUtilities

Flow

Rate

0.8 a11=-1.22

1.3 a12=-0.22

[l/min]

2.0

a13=1.44

Force

[lbs]

1.5 a21=0.44

5.0 a22=0.11

9.0 a23=-0.56

Price

[$]

40 a31=0.78

60 a32=0.11

80

0 2 4 6 8

Part-Worth

Utilities

-1.50

-1.00

-0.50

0.00

0.50

1.00

1.50

2.00

0.5 0.7 0.9 1.1 1.3 1.5 1.7

Flow

Rate

[l/min]

PartWorthUtilities

-1.50

-1.00

-0.50

0.00

0.50

1.00

1.50

2.00

RequiredForce[lbs]

Part

Worth

Utilities

0.50

1.00

1.50

2.00

AttributeImportance

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p

Range

Flow

Rate

[l/min]

0.8 a11=-1.22

1.44+1.22=2.671.3

a12=-0.22

2.0 a13=1.44

Force

[lbs]

1.5 a21=0.44

0.11+0.56=0.675.0 a22=0.11

9.0 a23=-0.56

40 a31=0.78

AttributeImportance

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pRange Weigh

Flow

Rate[l/min]

0.8 a11=-1.22

1.44+1.22=2.67 2.67/5=5

1.3a12=-0.22

2.0 a13=1.44

Force

[lbs]

1.5 a21=0.44

0.11+0.56=0.67 0.67/5=15.0

a22=0.11

9.0 a23=-0.56

Price

$

40 a31=0.78

0 78 0 89 1 67 1 67/5 30 11

Utilities

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Flow

Rate

0.8 a11=-1.22

1.3 a12=-0.22

[l/min]

2.0

a13=1.44

Force

[lbs]

1.5 a21=0.44

5.0 a22=0.11

9.0

a23=-0.56

Price

[$]

40 a31=0.78

60 a32=0.11

XU)=m

( i=1

UtilitiesforALLDesign

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g

1

1

1

1

2

1

1

1

3 1 1 1

4

1

1

1

5 1 1 16 1 1 17 1 1 18 1 1 19 1 1 1

1 1 11 1 11 1 1

1

1

1

1 1 11

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

Feature

0.8

l/m

1.3

l/m

2

l/m

1.5

lbs

5

lbs

9

lbs

$40

$60

$80Part

Utilities

-1.22

-0.22

1.44

0.44

0.11

-0.56

0.78

0.11

-0.8Designs

101112

13

1415

16

17

18

19

20

21

UtilitiesforALLDesign

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gFeature

Part

Utilities

Designs

19

22

20

25

23

10

21

26

1324

11

1

16

27

14

4212177

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1 1 1

1 1 11

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1 1 11 1 1

1 1 11 1 1

1 1 1

0.8l/m 1.3l/m 2l/m 1.5lbs 5lbs 9lbs $40 $60 $80-1.22

-0.22

1.44

0.44

0.11

-0.56

0.78

0.11

-0.89

UtilitiesofTopDesigns

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113

15

p g

111

111

12

112

111

111

111

21

10

20

22

19

Designs

-0.80.11

0.78

-0.56

0.11

0.44

1.44

-0.22

-1.22

PartUtilities

$80$60$409lbs5lbs1.5lbs2l/m1.3l/m0.8l/mFeature

9.0lbsat$40hasthesameutilityas5.0lbsat$60


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111

p g

12

111

111

111

111

111

111

10

23

25

20

22

19

Designs

-0.80.11

0.78

-0.56

0.11

0.44

1.44

-0.22

-1.22

PartUtilities


9.0lbsat$60hasthesameutilityas


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111

110

p g

12

11

111

111

111

111

111

23

25

20

22

19

Designs

-0.80.11

0.78

-0.56

0.11

0.44

1.44

-0.22

-1.22

PartUtilities


1.3l/minat$40hasthesameutilityas2.0l/minat$80

ApplicationsforConjointAna

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Product

or

Service

Optimization

CustomerTrade-Offs

Market

Share

of

Different

Designs

Segmentation

IdentificationofCustomerGroups ClusterAnalysis

Product

Line

Optimization

Cannibalization

of

Existing

Products

Attribute

Importance

Measurement

Caveats:SpecialEffect

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Interactions Chocolate(good)+Oysters(good)=BAD

AlternativeSpecificEffects

Interactions

Alternativespecificranges 18hourstraveltime:Sydneygood,Miamibad

AlternativespecificOccurrences

Bus

vs.

Car:

Waiting,

no

waiting CrossEffects

LexusEntry:ReductionofUtilityofMercedesvs.Kia

AttributeUtilities

TypesofConjointAnalys

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Distinguished

by:

Experimental

Design,

Stimulus,

Statistical

Analysis,

Simulation

Modeling

Traditional

Full

Profile

Conjoint

Analysis

Poor

Mans

Choice

No

Special

Software

Needed

No

Special

Effects

(Interaction

Possible)

DOE

Catalogues

Limited

Number

of

Profiles

AdaptiveConjointAnalysis(ACA) PractitionersChoice

Fully

Software

Controlled

GeneratesPairedComparisons

Up

to

30

Attributes

No

Special

Effects

Choice-Based

Conjoint

Analysis

Academics

Choice

Concurrent

Design

of

Choice

Sets

and

Profiles

Availability

Experiments

Cross

Effects

Best/Worst

Conjoint

Analysis

ChoiceWithinaProfile

AttributeUtility

Partial

Profile

Choice

Experiments

(PPCE)

NextTuesday

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FirstTeamHomeworkDueinClass

Mission

Statement,

List

of

Structured

Customer

Needs,

Process

Report,

OrigProposal

Sheet

CombineHomeworkinPowerPoint

You

may

be

ask

to

present

you

work

in

Hand

In

THREE

Hardcopies

CompanyUpdate

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IntroducedinAugust1993

1994,

SW

shipped

~54,000

units

1994

Revenue

of

$2

million

MSR

(REI-owned!)

enters

market

before

Stakes

40%

of

market

share

US

Army

shows

interest

1997,SWalmostdisappears?

1998,

Cascade

Design

[CD]

acquires

SW

TakeAways

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Capture

What,

Not

How

Meet

customers

in

the

use

environment

Collect

visual,

verbal,

and

textual

data

Props

will

stimulate

customer

responses.

Interviews

are

more

efficient

than

focus

g

Interview

all

stakeholders

and

lead

users

Develop

an

organized

list

of

need

statem

Look

for

latent

needs

Class6_ID_Lecture_2006_t.log%%[ ProductName: Distiller ]%%%%[Page: 1]%%%%[Page: 2]%%%%[Page: 3]%%%%[Page: 4]%%

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Stack:-dict

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Allison Rae

Paramount Industries

Rhode Island School of DesignID 87

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Prototyping Overview

Prototypingfor Mechanical Parts

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Paramount Industries

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Started as prototyping vendor,then added:

Industrial Design

Product Engineering

Product verification

Breadboard models

Computer Animations

Graphic Design

Rapid Pro totyping

Chart- 3D data required Common usesMaterial

Description

Cost for Ball

Tray

Delivery for

Ball Tray Tolerance

SLAStereo Lithography Apparatus liquid

photopolymer

$

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standard appearance models,casting masters

rigid $300 2 days +/-.002+/-.005

flex resin more durable

appearance models

flexible $300 2 days +/-.002

+/-.005

SLSSelective Laser Sintering thermoplastic

powder

Nylon living hinges, snap fits,functional models nylon,polyamide $250 2 days +/-.007

Glass Filled Nylon extremely durable 33% glass filled $250 2 days +/-.007

Somos, elastomeric soft touch parts like Santoprene $200 2 days +/-.007

Castform investment cast

masters

styrene/wax $300 4 days +/-.007

FDM,Fuse Deposition Modeling modeling

filamentABS replicate ABS thermoplastic $250 2days +/-.005

+/-.010Polycarbonate replicate PolyCarb thermoplastic $250 2 days +/-.005

+/-.010

ZCorp form study models,

colors available

starch $150 2 days +/-.005

+/-.010

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Other PrototypingMethods Common uses Benefits Input/ Process Delivery ToleranceFabrication

h d d d l f t d d l hi t ki k t h t l it d d

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hand made models form study models, waxmodels, breadboard

models,LooksLike/WorksLike

models

achieve geometrytoo complex for

3D CAD, multiplematerials

napkin sketch topart drawings

complexitydependant

as needed

Urethane CastingsSilicone RTV Molds, casturethane resins

sales samples, LL/WLmodels,

replicatesproduction, fast,

inexpensive, color

pattern/ castsilicone

1-2 weeks +/- .001-.100 in/in

ThermoformingSheet thermoplastics wall thickness housings,

blister packagingquick, molds and

produce manyarts

pattern or mold .5-2 weeks +/-.010- .060

Investment Castingmetal cast process engineering check models production

materialspattern 2-4 weeks material

dependant

CNC MachiningComputer numeric controlledmachining

engineering check models,strong parts

productionmaterials

part drawings, 3Ddata

geometrydependant

limitless

Wax Sculpting

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Fabricated Model

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Cast Urethane Sample

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Vacuum Forming

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Investment Casting

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1. Wax Pattern is created (positive)

2. Pattern is dipped in ceramic slurry athen fine sand

3. Assembly is de-waxed by applying h

4. Molten metal is poured into shell

CNC Mach

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Prototype Tooling Uses Benefits Input/ Process Delivery ToleranceAluminum test production

materials and part

geometry

faster and less

expensive than

production

tooling

2D, 3D data,

Pattern/ CNC

EDM,

pantograph

1-10 weeks +/- .002 in/in

Pre-Hard Steel (P-20) same as aluminum, same as 2D, 3D data, 1-10 weeks production

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Pre Hard Steel (P 20) same as aluminum,longer tool life, more

complex tools, wider

range of materials

same asaluminum

2D, 3D data,Pattern/ CNC

EDM,

pantograph

1 10 weeks production

Production Tooling Uses Benefits Input/ Process Delivery ToleranceHardened Steel, Multi Cavity all materials large quantities,

lower part cost

2D, 3D data,

Pattern/ CNC,

EDM,

pantograph

complexity

dependant

production

PrototypeTooling

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Prototype ToolingAluminum or Pre-hardened Steel

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Process, machined, EDM

Tool Life: 12 - 250,000

Benefits: Low volume production

High accuracy

Most Thermoplastics Delivery: 4-6 weeks

Types of ModelsFoam Study Model

ConceptF ti l b d b d f

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Functional, bread boards, form

Looks like modelPhotography, presentations

Looks like/ works likeSales samples, market testing

Tooling patterns

Engineering check modelsConfirm geometry,

test production materials,

prove function

Concept Models Purpose; Study scale, develop form, explo

ergonomics

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ergonomics

Input; Sketches, verbal description, 3D da

Process and materials; Hand build, foam, insulation or urethane, foam

cannibalize existing products

Rapid prototyping, Z Corp, SLS, SLA

Machining, block, tube and sheet stock

Tolerances; Not important

Quantity; Usually ONE

Concept Model

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Handmade foam model to explore form

Concept Breadboard M

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Looks Like Model (LL Model) Purpose, aesthetic

Shows surface finish; color, clear parts, labels, tac

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Purpose, same as above including functiona Draft included only as it effects the performance.

Cored for function only.

Materials used to replicate production material per

Includes batteries, electronics, springs, LEDs . Process and materials.

Rapid prototypes, SLS, SLA.

Castings/ urethane, silicone.

Looks Like/ Work Like Mode

Looks Like/ Works Lik

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SLA master RTV Mold, Cast Urethane

LooksLike/WorksLike

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Tooling Pattern

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Engineering Models

Purpose confirm geometry, test productiomaterials review function

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Purpose, confirm geometry, test productiomaterials, review function

Input, 3D data, detailed part drawings

Process and materials Rapid prototyping/ SLS, FDM, SLA

CNC or machined/ production materials

Prototype molds/ production materials Tolerances, critical

Quantity, usually ONE

Engineering Model

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Engineering Model

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Rapid Prototype, SLS Glass Filled Nylon

Prototype Molded Part

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Aluminum Prototype Injection Mold

Qualifying your prototypingneeds

What type of model do you need?

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What type of model do you need?

What type of input do you have?

sketches, control drawings, 3D data Is the production material required?

What are the tolerances?

How many do you need? When do you need it?

PD Efficiency

The right questions will improve PD effic

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g q p Identify risk in your project

Formulate questions, that if answered, will

reduce/eliminate risk

Use models/prototypes to get the answers

Target individual questions at first.

Repeat as necessary.

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Concept Selection

Product Development Process

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Development

Concept

DevelopmentSystem-Level

Design

System-Level

DesignDetail

Design

Detail

DesignTesting and

Refinement

Testing and

Refinement

Mission Concept System Spec Critical Design Prod

Approval Review Review Review App


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Identify

(s)

Final

Mission

(s)

Customer

Needs

Establish

Target

Specifications

Generate

Product

Concepts

Select

Product

Concept

Set

Specifications

D

D

Statement Test

Product

Concept




Concept Development Funn

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Concept Development Funn

concept generation

Concept Selection Processz Prepare the Matrix

z Criteria

R f C t

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z Reference Conceptz

Weightingsz Rate Concepts

z Scale (+ 0) or (15)z

Compare to Reference Concept or Valuesz Rank Concepts

z Sum Weighted Scores

z

Combine and Improve

z Remove Bad Featuresz

Combine Good Qualitiesz Select Best Concept

z May Be More than One

Selection Process Outcomes

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z Team Consensus on Superior Concept

z Green Light

z Everyone On Board

z Conditional Consensus

z

More Information on some Criteria

z Market or Technical Feedback

z

Consensus on Disagreement

z No Consensus

z Criteria not Understood

Example: Concept Screening

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CONCEPT VARIANTS

SELECTIONCRITERIA A B C D E F

Ease of Handling 0 0 0 0 Ease of Use 0 0 0 + Number Readability 0 0 + 0 + 0 Dose Metering + + + + + 0

Load Handling 0 0 0 0 0 + Manufacturing Ease + 0 0 Portability + + 0

PLUSES 3 2 2 1 2 2

SAMES 4 3 1 5 5 2

MINUSES 0 2 4 1 0 3

Example: Concept Scoring

Concepts

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Concepts

A E

Master Cylinder Lever Stop Swash Ring

Selection Criteria Weight RatingWeighted

Score RatingWeighted

Score RatingWeighted

Score

Ease of Handling 5% 3 0.15 3 0.15 4 0.2

Ease of Use 15% 3 0.45 4 0.6 4 0.6

Readability of Settings 10% 2 0.2 3 0.3 5 0.5

Dose Metering Accuracy 25% 3 0.75 3 0.75 2 0.5

Durability 15% 2 0.3 5 0.75 4 0.6

Ease of Manufacture 20% 3 0.6 3 0.6 2 0.4

Portability 10% 3 0.3 3 0.3 3 0.3

Total Score

(reference)

2.75 3.45 3.10

DF

Concept Selection Exercise:

Mechanical Pencils

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Retail Prices of Five Pencils

$

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z Classic $ 13.26

z Side Fox $ 2.55

z Retro $ 0.93

z Plasma $ 6.55

z Flex Fit $ 4.85

Remember

Th l f t l ti i t t

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The goal of concept selection is not to

z Select the best concept.

The goal of concept selection is to

z Develop the best concept.

So remember to combine and refine the

Caveats

Beware of the best "average" product.

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g p

Perform concept selection for each differentcustomer group and compare results.

Check sensitivity of selection to the importaweightings and ratings.

May want to use all of detailed requirementsfinal stages of selection.

Note features which can be applied to otherconcepts.

Next Week

T d T 1 t 5

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z Tuesday: Teams 1 to 5

z No Class for Teams 6 to 9

z Use this time for team meeting!

z

Thursday: Teams 1 to 9

z Use this time for team meeting!

z No Class for Teams 1 to 5

PD EfficiencyThe right questions will improve PD efficiency

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z Identify risk in your project

z Formulate questions, that if answered, will reduce/

riskz Use models/prototypes to get the answers

z Target individual questions at first.

Repeat as necessary.

Can use other tools to answer questions.

Further Reading

St t P h

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z Stuart PughTotal Design

D i E l tiDesign E al atio

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Design EvaluatioDesign Evaluatio

Demand ForecastiDemand Forecasti

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The art of prophecy is very difficuThe art of prophecy is very difficu

especially with respect to the futuespecially with respect to the futur

Mark TwMark Tw

40% of New Products 40% of New Products

No Basic Need for ProductNo Basic Need for Product

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Overall Product Does Not Meet NeOverall Product Does Not Meet Ne

Idea Not Properly CommunicatedIdea Not Properly Communicated

Mortality of New Product Mortality of New Product IThe Decay CurveThe Decay Curve

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Num

berOfIdea

s

What it takesWhat it takes

A system or process to weed out A system or process to weed out

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An understanding of how innovatAn understanding of how innovatembracedembraced

Product Adoption PatteProduct Adoption Patte

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LateMa

jority34%

Lagg

EarlyMajority3

4%

Early Adopters

13.5%

Innovators

2.5%

Early AdoptersEarly Adopters

Hi Education, Income, Status, LiteHi Education, Income, Status, Lite

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Empathy, Less Dogmatic, Ability toEmpathy, Less Dogmatic, Ability to

Rational, Intelligent, Able to Cope Rational, Intelligent, Able to Cope Aspiration, Positive Attitude to ScieAspiration, Positive Attitude to Scie

Social Participation, Media ExposuSocial Participation, Media ExposuInformationInformation

Innovation vs. ImitatiInnovation vs. Imitati

Innovators are not influenced by wInnovators are not influenced by w

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already has boughtalready has bought

Imitators become more likely to puImitators become more likely to pu

with more previous buyerswith more previous buyers

Probability of Purchase byProbability of Purchase byAdaptor in PeriodAdaptor in Period tt

Probabil ity of Purchase

without influence by adopter

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MKqp t+

without influence by adopter

Prob

throuAdop

periodbeforeadoptersofnumberCumulative

SizeMarket

=

=

tK

M

t

The Bass ModelThe Bass Model

Imitation Effect or Internal Influe

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( ) ( ) t

ttt

M

KqpKM

M

KqKMpQ

+=+=

Innovation Effect or External Influence

periodbeforeadoptersofnumberCumulative

SizeMarket

periodduringadoptersofNumber

=

=

=

tK

M

tQt

Cumulative Sales for DiffeCumulative Sales for Diffep,qp,qParametersParameters

100%

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20%

40%

60%

80%

p = 0.5, q

p = 0.1, q

p = 0.01, q

p = 0.001, q Market

Penetratio

n

Cumulative Sales for DiffeCumulative Sales for Diffep,qp,qParametersParameters

50%

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10%

20%

30%

40% p = 0.5, q

p = 0.1, q

p = 0.01, q

p = 0.001, q

Market

Penetratio

n

Diffusion Curve For RefrigeDiffusion Curve For Refrige19261926--19791979

100%

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20%

40%

60%

80%

p = 0.025, q

Market

Penetratio

n

Diffusion Curve For CalculDiffusion Curve For Calcul19731973--19791979

100%

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20%

40%

60%

80%

p = 0.143, q =Market

Penetratio

n

Diffusion Curve For PowerDiffusion Curve For PowerBlowers, 1986Blowers, 1986--19961996

100%

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Market

Penetratio

n

20%

30%

40%

50%

60%

70%

80%

90%

p = 0.013, q = 0.315

Diffusion Curve For Cell PhDiffusion Curve For Cell Ph19861986--19961996

100%

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20%

40%

60%

80%

p = 0.008, q = 0.421

Market

Penetratio

n

Example: Satellite RaExample: Satellite Rad

Roughly 160 million potential listenersRoughly 160 million potential listeners

Ph S (6 000)Phone Survey (6 000)

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Phone Survey (6,000)Phone Survey (6,000)

96 million not willing to pay fee96 million not willing to pay fee Interested, given costs [million]Interested, given costs [million]

Subscription Price [$]

Radio [$] 12 10 8 5400 23.7 27.4 27.5 27.6

300 24.8 28.5 28.7 28.9

250 26.6 30.7 31.2 31.8

Analog ProductsAnalog Products

Product p q

Portable CD Player 0 0065 0 66

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Portable CD Player 0.0065 0.66

Auto Radio 0.0161 0.41

Cellular Phone 0.008 0.42Source: E. Ofek, HBS 9-505-062, 2005

Factors For Assessing AnalogiesFactors For Assessing Analogies Product CharacteristicsProduct Characteristics

Market StructureMarket Structure

Deriving M, p, & q from Deriving M, p, & q from

( ) ( ) ( )

( )

KMMKqpKM

MKqKMpQ

q

tt

tt

tt

2

+=+=

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( )

c

acbbM

mcq

Map

cKbKa

KKpqpM

tt

tM

q

t

2

42

2

2

=

=

=

+=

+=

Compute a, b, and cwith OrdinaryLeast Square Regression, givenactual sales data

Commercial SoftwareCommercial Software

Limits of the Bass MoLimits of the Bass Mo

Static market potentialStatic market potential Static geographic boundariesStatic geographic boundaries

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Static geographic boundariesStatic geographic boundaries

Independence of other innovationsIndependence of other innovations SimpleSimplenot adopt to adoptnot adopt to adoptframeworframewor

Limitless supplyLimitless supply

No repeat or replacement salesNo repeat or replacement sales Individual decision process neglectedIndividual decision process neglected

DeterministicDeterministic

RogerRogers Five Factorss Five Factors

Relative AdvantageRelative Advantage Product performance relative to incumbentProduct performance relative to incumbent

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Product performance relative to incumbentProduct performance relative to incumbent

CompatibilityCompatibility Consistency with existing values/experiencConsistency with existing values/experienc

ComplexityComplexity

Ease of UseEase of Use TriabilityTriability

Possibility to experiment with productPossibility to experiment with product

Example:Example: SegwaySegway

Relative AdvantageRelative Advantage

C tibilitC tibilit

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CompatibilityCompatibility


TriabilityTriability

ObservabilityObservability

Example: ViagraExample: Viagra

Relative AdvantageRelative Advantage

C tibilitC tibilit

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CompatibilityCompatibility


TriabilityTriability

ObservabilityObservability

AA--TT--AA--RR

AAwarenesswareness

Who is aware of the product?Who is aware of the product?

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Who is aware of the product?Who is aware of the product?

TTrialrial Who wants to try the product?Who wants to try the product?

AAvailabilityvailability Who has access to the product?Who has access to the product?

The AThe A--TT--AA--R ModeR Model

Units Sold = Market PotentialUnits Sold = Market Potential

* Pe centage a a e* Percentage aware

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* Percentage aware* Percentage aware

* Percent who try* Percent who try

* Percent who have a* Percent who have a

* Percent who will re* Percent who will re

* Number of repeats * Number of repeats

Sources for ASources for A--TT--AA--R DR D

Sources for Data

A-T-A-RD

BasicM k

Concept Product Compon

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Data MarketResearch

ConceptTest

ProductUse Test

o po

Testin

Market size Best Helpful Helpful

Awareness* Helpful Helpful Best

Trial Helpful Best

Availability Helpful

Repeat Helpful Helpful Best

Concept TestConcept Test(non tangible product)(non tangible product)

Weed out poor ideasWeed out poor ideas

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Gauge Intention to purchaseGauge Intention to purchase

(Definitely (not), Probably (not), Perhaps)(Definitely (not), Probably (not), Perhaps) Respondents typicallyRespondents typically overstateoverstate their willingness totheir willingness to

Rule of thumb, multiply the percentage respondingRule of thumb, multiply the percentage responding

Definitely would purchase byDefinitely would purchase by 0.40.4

Probably would purchase byProbably would purchase by 0.20.2

Add up: The result is the % for trialAdd up: The result is the % for trial

Product Use TestProduct Use Test((tangibletangibleproduct)product)

Use under normal operating conditionsUse under normal operating conditions LearningLearning

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gg PrePre--use reaction (shape, color, smelluse reaction (shape, color, smell))

Ease of use, bugs, complexityEase of use, bugs, complexity

DiagnosisDiagnosis

Beta testingBeta testing Short term use tests with selected customeShort term use tests with selected custome

Does itDoes it worwor??

Market TestMarket Test

Test productTest product andand marketing planmarketing plan

Test MarketingTest Marketing

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Test MarketingTest Marketing

Limited Geographies (waning importance)Limited Geographies (waning importance) Pseudo Sale, Controlled Sale, Full SalePseudo Sale, Controlled Sale, Full Sale

Speculative SaleSpeculative Sale

Full pitch with all conditionsFull pitch with all conditions

Simulated Test MarketSimulated Test Market

Additional ReadingAdditional Reading

E. Rogers:E. Rogers:Diffusion of InnovationsDiffusion of Innovations,, 55thth Edition, 2003Edition, 2003

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G. A. Moore:G. A. Moore: Crossing the ChasmCrossing the Chasm 33rdrd Edition 2002Edition 2002

M. Crawford & A. DiM. Crawford & A. Di BenedettoBenedetto,,

New Products ManagementNew Products Management,, 77thth Edition, 2003Edition, 2003

GG LilienLilien PP KotlerKotler & K S& K S MoorthyMoorthy

TomorrowTomorrow

Industry Leaders in Technology anIndustry Leaders in Technology anManagement LectureManagement Lecture

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Management LectureManagement Lecture

James DysonJames Dyson

Next ThursdayNext Thursday

Simon Pitts from Ford Motor ComSimon Pitts from Ford Motor Com

Professional BehaviorProfessional Behavior

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Professional BehaviorProfessional Behavior

Please be on Time!!!Please be on Time!!!

No TAs on siteNo TAs on site

Tools & Trends iTools & Trends i

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oo s & e ds

Product DevelopmProduct Developm

Percent of Current Sales ConPercent of Current Sales Conby New Productsby New Products

60%

70%

High Tech All Firms Low Tech

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10%

20%

30%

40%

50%

Decay CurveDecay Curve

80

90

100

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20

30

40

50

60

70

1990

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Design ProcesseDesign Processe

NPD Processes in Use in tNPD Processes in Use in t

Other

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Informal

Stage Gate

Facilitated Stage Gate

Functional, sequential

3rd Gen. Stage Gate

1

STAGE GATE PROCESSES 56 %

Process TasksProcess Tasks

Product Line PlanningProduct Line Planning Portfolio, CompetitionPortfolio, Competition

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o o o, Co pe o, p

Strategy DevelopmentStrategy Development Target Market, Needs, AttractivenessTarget Market, Needs, Attractiveness

Idea/Concept GenerationIdea/Concept Generation Opportunities and SolutionsOpportunities and Solutions

Process TasksProcess Tasks

Business AnalysisBusiness Analysis Business Case, Development ContractBusiness Case, Development Contract

D l tD l t

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DevelopmentDevelopment Convert Concept into Working ProductConvert Concept into Working Product

Test & ValidationTest & Validation Product Use, MarketProduct Use, Market

Manufacturing DevelopmentManufacturing Development Developing and Piloting Manufacturing ProDeveloping and Piloting Manufacturing Pro

Tasks Included in ProceTasks Included in Proce

Manufacturing Development

Commercilization

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Project Strategy

Screening

Business Analysis

Idea Generation

Development

Test & Validation

Projects Completing TaProjects Completing Ta


Commercialization

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Project Strategy

Screening

Business Analysis

Idea Generat ion

Development

Test & Validation

Average Time Spent on Average Time Spent on

Project Strategy

Product Line Planning

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Business Analysis

Screening

Test & Validation

Development

Idea Generation

Percentage of Projects UPercentage of Projects UMultifunctional TeamsMultifunctional Teams

New-to-World

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Repositioning

New-to-Firm

Cost Reduction

Major Revision

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ToolsTools

Perceived Importance and Perceived Importance and Marketing Research ToMarketing Research To

5

Voice of Customer

Importa

Degree

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0

1

2

3

4

Customer Site Vi

Concept TeTest Markets

Pre-Test Markets

Perceived Importance and Perceived Importance and Engineering ToolsEngineering Tools

5

Rapid Prototyping

Im

De

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0

1

2

3

4 Concurrent E

Desig

CADFMEA

Perfomance Simulation

Virtual Design

Perceived Importance and Perceived Importance and Organization ToolsOrganization Tools

5

CPM PERT GANNT

ChampionsLeaderless Teams

Im

De

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0

1

2

3

4 Champions

Proce

TeamQFD

Colocated Teams

Leaderless Teams

Perceived Importance: TPerceived Importance: T

Voice of the Customer (4.2)Voice of the Customer (4.2) Customer Site Visits (3.9)Customer Site Visits (3.9)

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( )

Rapid Prototyping (3.9)Rapid Prototyping (3.9) Project Scheduling Tools (3.9)Project Scheduling Tools (3.9)

Product Champions (3.9)Product Champions (3.9)

Frequency of Use: ToFrequency of Use: To

Project Scheduling Tools (3.7)Project Scheduling Tools (3.7)Voice of Customer (3.6)Voice of Customer (3.6)

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Customer Site Visits (3.5)Customer Site Visits (3.5) ComputerComputer--Aided Design (3.4)Aided Design (3.4)

Matrix Organizations (3.2)Matrix Organizations (3.2)

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PerformancePerformance

Past and Future ImpacPast and Future Impacof New Productsof New Products

35.0%

40.0%

45.0%

Past 5 Years

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10.0%

15.0%

20.0%

25.0%

30.0%

Next 5 Years

PercentofTotal

Product SuccessProduct Success

Successful Products (subjective)Successful Products (subjective)

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Profitable Profitable

Still on market after 5 years Still on market after 5 years

Performance CriteriaPerformance Criteria

Repositioning

Customer Acceptance Financial Performance Tec

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New Product Line

Next Generation

Incremenatal Improvement

Average LengthAverage Lengthof Development Projecof Development Projec

Incremenatal

Improvement

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New Product Line

Next Generation

Further ReadingFurther Reading

RosenauRosenau et al.et al.The PDMA HandbThe PDMA HandbNew Product DevelopmentNew Product Development

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Data Source for preceding slidesData Source for preceding slides

Cooper, Robert G.Cooper, Robert G.Winning at NeWinning at NeProductsProducts

StageStage--Gate ProcessesGate Processes

Tools For InnovatiTools For Innovatio

The Design StructThe Design Structu

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MatrixMatrix

Thomas A. RoemerThomas A. RoemerSpring 06, PD&DSpring 06, PD&D

OutlineOutline

OverviewOverview Traditional Project Management Tools and Product Traditional Project Management Tools and Product

Design Structure Matrix (DSM) BasicsDesign Structure Matrix (DSM) BasicsH t tH t t

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How to createHow to create

ClassificationClassification

The Iteration Problem:The Iteration Problem: Increasing Development SpeedIncreasing Development Speed

Sequencing, Partitioning and SimulationSequencing, Partitioning and Simulation

The Integration Problem:The Integration Problem: DSM ClusteringDSM Clustering

Classical Project ManageClassical Project ManageToolsTools

Gantt ChartsGantt Chartsc

tiv

ity

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GraphGraph--based: PERT, CPM, IDEFbased: PERT, CPM, IDEFA

c

CharacteristicsCharacteristics

Complex DepictionComplex Depiction Focus on Work FlowsFocus on Work Flows

DSM focuses on Information FlowsDSM focuses on Information Flows

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Ignore Iterations & ReworkIgnore Iterations & Rework Test results, Planned design reviews, DesigTest results, Planned design reviews, Desig

Coupled nature of the processCoupled nature of the process

Decomposition & IntegrationDecomposition & Integration Assume optimal Decomposition & StructureAssume optimal Decomposition & Structure

I t ti f T k t dd dI t ti f T k t dd d

Design IterationDesign Iteration

Iteration: The repetition of tasks due Iteration: The repetition of tasks due information.information. Changes in input information (upstream)Changes in input information (upstream)

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Update of shared assumptions (concurrentUpdate of shared assumptions (concurrent Discovery of errors (downstream)Discovery of errors (downstream)

Fundamental in Product developmentFundamental in Product development Often times hiddenOften times hidden

Understanding Iterations requiresUnderstanding Iterations requiresVi ibilit f i f ti flVi ibilit f i f ti fl

A Graph and its DSMA Graph and its DSM

BE A B C D E

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A C

D

F

G

E

I

A A XB B

C X C

D D

E E

F X G

H X X

I

Creating a DSMCreating a DSM

Design manualsDesign manuals Process sheetsProcess sheets

Structured expert interviewsStructured expert interviews

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Structured expert interviewsStructured expert interviews Interview engineers and managersInterview engineers and managers

Determine list of tasks or parametersDetermine list of tasks or parameters

Ask about inputs, outputs, strengths of inteAsk about inputs, outputs, strengths of inte

Enter marks in matrixEnter marks in matrix

Check with engineers and managersCheck with engineers and managers

Q ti i

Four Types ofFour Types of DSMsDSMs

Iter

Activity based DSM Sequen

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Activity based DSM

Parameter based DSMSequen

Partitio

Simula

Int

Team based DSM Cl t

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Iteration Focused TIteration Focused T

Concepts, Examples, SolutioConcepts, Examples, SolutioApproachesApproaches

Sequencing Tasks in ProSequencing Tasks in Pro

Possible Relationships between Task

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A

B

A B

DSM:DSM: Information ExchangeInformation Exchange

Interpretation:Interpretation:

Rows: RequiredRows: Required

D needs input D needs input fA

C DA B G HE F K LI J

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Columns: ProviColumns: Provi B transfers infB transfers inf

Note:Note:

Information floInformation flocapture than worcapture than work

Inputs are easiInputs are easi

o tp toutputs

C

D

B

G

H

E

F

I

DSM:DSM: Partitioned or SequePartitioned or Seque

B

C DAB GHEFK L IJ

Series

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CA

E

F

K

L

I

J

Parallel

Coupled

TaskSequence

Sequencing AlgorithSequencing Algorithm

Step 1: Schedule tasks with empty rows firstStep 1: Schedule tasks with empty rows first Step 2: Delete the row and column for that taStep 2: Delete the row and column for that ta

Step 3: Repeat (Go to step 1)Step 3: Repeat (Go to step 1)

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Step 4: Schedule tasks with empty columns laStep 4: Schedule tasks with empty columns la

Step 5: Delete the row and column for that taStep 5: Delete the row and column for that ta

Step 6: Repeat (Go to step 4)Step 6: Repeat (Go to step 4)

Step 7: All the tasks that are left unscheduledStep 7: All the tasks that are left unscheduled

Group them into blocks around the diagonalGroup them into blocks around the diagonal

Example: Brake System DExample: Brake System D

1 2 3 4 5 6 7 8

Customer_Requirements 1 1

Wheel Torque 2 2 X

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Pedal Mech. Advantage 3 X 3 X X XSystem_Level_Parameters 4 X 4

Rotor Diameter 5 X X X X 5 X X

ABS Modular Display 6 X 6

Front_Lining_Coef._of_Friction 7 X X X 7 X

Piston-Rear Size 8 X X 8

Caliper Compliance 9 X X

Piston- Front Size 10 X X X

Partitioned DSM: Brake DPartitioned DSM: Brake D

1 4 2 10 8 3 11 7

Customer_Requirements 1 1

System_Level_Parameters 4 X 4

Wheel Torque 2 X 2

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Piston- Front Size 10 X X 10 XPiston-Rear Size 8 X X X 8

Pedal Mech. Advantage 3 X X X X 3

Rear Lining Coef of Friction 11 X X X X 11

Front_Lining_Coef._of_Friction 7 X X X X 7Booster Reaction Ratio 13 X X X X X X X

Rotor Diameter 5 X X X X X X X X

Booster - Max Stroke 12

Semiconductor Design ExamSemiconductor Design ExamS E E S D M F D C S W H W D D B F D L I R D F V R C C D D G V R S C D P F S F V A E C

et customer target x x st mate sa es vo umes x x xsta s pr c ng rect on x xc e u e pro ect t me ne xeve opment met o s x x x x xacro targets constra nts x x x x x xnanc a ana ys s x x x x x eve op program map x xreate n t a matr x x x x x et tec n ca requ rements x x x x x

r te customer spec cat on x x x x x g - eve mo e ng x x x x x x xr te target spec cat on x x x x x x x x x x xeve op test p an x x x x x xeve op va at on p an x x x x u ase prototype x x x x x x unct ona mo e ng x x x x x x x x x x x x x eve op pro uct mo u es x x x x x x x x x ay out ntegrat on x x x x x x x x x

ntegrat on mo e ng x x x x x x x x x xan om test ng x x x x xeve op test parameters x x x x x x x x x x

Concurrent Activity Blocks

Potential Ite

Genera

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eve op test parameters x x x x x x x x x x

na ze sc emat cs x x x x x x x a at on s mu at on x x x x x x x x xe a ty mo e ng x x x x x xomp ete pro uct ayout x x x x x x xont nu ty ver cat on x x x x x x es gn ru e c ec x x x es gn pac age x x x x x enerate mas s x x x x x er y mas s n a x x x un wa ers x x ort wa ers x reate test programs x e ug pro ucts x x x x x ac age pro ucts x x x unct ona ty test ng x x x en samp es to customers x x x x ee ac rom customers x er y samp e unct ona ty x pprove pac age pro ucts x x x x nv ronmenta va at on x x x x omp ete pro uct va at on x x x x x eve op tec pu cat ons x x

Sequential Activities

Task Sequencing ExamTask Sequencing Exam

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Engine ComponentsEngine Components

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Dependency RelationDependency RelationConceptual Design BloConceptual Design BloACTIVITIES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 2

S S P En gi ne B a la nc e 1 4 0.15 0.1 0.1

CMT Make Pre lim ina ry Mate r ia l Selec t ions 2 1 0.1 0.1 0.1 0.1 0.1

CST Assess Pump Housing 3 8 1

Design Pump Housing 4 0.5 0.2 4 1 1 0.1 1 0.1

CST Assess Turb ine Housing 5 4

CST Compare Design Annulus Area 6 1 1

CAX Det ermine Opt imum Turbine St aging 7 1 0.1 0.1 6 0.1 1 0.2

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CST Compare Design Pi tch l ine Veloci t ies 8 1

CST Compare Design Impel ler T ip Speed 9 1 1

CHX Det er mine Pumping Component s 10 1 0.1 0.2 0.1 6 0.2

CDE Design Pumping Element s 11 0.5 1 8 0.3 0.1

CST Evaluat e Rot or Siz ing 12 1 1 1

CDE Incorporate Bearing Dimensions 13 2 1

CDE Design Rot or 14 0.2 1 1 2 1 0.1 1 0.2 0.1

CBR Det ermine Bear ing Geomet r y 15 0.1 1 0.2 4 1 0.1

CDE Posi t ion Bear ings and Selec t ion 16 0.2 1 1 0.2 2

CDE Design Turbine 17 0.2 1 0.3 0.1 4

CDE Int egr at e Rot or and S t r uc t ure Layout 18 1 1 8 0

CDE Incorporate Seal Dimensions 19 1 1

CSL Def ine Seal Syst em 20 0.2 0.1 1 1 0.3 4

CSL Def ine Indiv idual Seal ing Element s 21 0.1 0.2 1 2 0.1

CDEDevelop Thrust Balanc e 22 0 2 1 6

Block DecompositioBlock Decomposition

Aij

ijijij ynamin i,j= index for activities, i,j= 1

m= index for stages, m = 1,2,

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=

=M

m

im ix1

,1

mCx

N

i

im ,1 =

jiM

0

s.t. A= the set of directed arcs in t

aij= the level of dependency o

= otherwise0

assigisactivityif1 i

xim

=otherwise1

bafeedaisarcif0 ijyij

Resulting Structure fResulting Structure fConceptual Design BloConceptual Design Blo

ACTIVITIES 1 10 9 2 7 8 17 11 12 6 16 20 21 19 15 13 4 3 27 14 18 22 5

SSP Engine Balance 1 4 0.1 0.15 0.1

CHX Determine Pumping Components 10 1 6 0.1 0.1 0.2 0.2

ST Compar e Desi gn Impel ler Ti p Speed 9 1 1

T Make Preliminary Mat erial Select ions 2 0.1 1 0.1 0.1 0.1 0.1

AX Deter mine Opt imum Turbi ne St aging 7 1 1 0.1 6 0.1 0.2 0.1 0.1

ST Compare Design Pitchline Velocities 8 1

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CDE Design Turbine 17 0.2 1 4 0.3 0.1

CDE Design Pumping Elements 11 1 0.5 8 0.3 0.1

CST Evaluate Rotor Sizing 12 1 1 1

CST Compare Design Annulus Area 6 1 1

CDE Posit ion Bearings and Select ion 16 1 0.2 1 2 0.2

CSL Def ine Seal System 20 1 0.2 1 4 0.3 0.1

CSL Def ine Individual Sealing Elements 21 0.1 1 2 0.1 0.2 0.1

CDE Incorporate Seal Dimensions 19 1 1

CBR Determine Bearing Geomet ry 15 1 1 4 0.1 0.1 0.2

CDE Incorporate Bearing Dimensions 13 1 2

Design Pump Housing 4 1 0.5 1 1 4 0.2 0.1 0.1

CST Assess Pump Housing 3 1 8

DesignTurbineHousing 27 0 5 1 1 1 4 0 2 0 1 0 1

STCSTCss Existing ProcesExisting Proces

Conceptual

Design

Negotiation

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g

Manufacturing &

Testing

Detail Design

Program Office Project Team

Proposed ProcessProposed Process

Conceptual

Design

Negotiation

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Manufacturing &

Testing

Detail Design

Core Design Team

Pilot Project PerformaPilot Project Performa

Detail Design Fabrication & Te

Conceptual Design

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9d

20 days 25 days 40 days

39 days 68 days

27%

As-Is

To-Be

DSM SimulationDSM Simulation TT

T

Task A requires input from task CTask A requires input from task C

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Perform A by assuming a value for CPerform A by assuming a value for C Deliver ADeliver As output to Bs output to B

Deliver BDeliver Bs output to Cs output to C

Feed CFeed Cs output back to As output back to A

Check initial assumption (made by A)Check initial assumption (made by A)

Simulating ReworkSimulating Rework

Task A

Task B X

R

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Task C X

R is the probability that Task A will be repeate

once task C has finished its work.

R = 0.0 : There is 0 chance that A will be

Simulating 2Simulating 2ndnd Order ReOrder Re

Task A

T k B

R2

X

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Task B

Task C X

Second Order rework is the rework associated with foinformation flows that is triggered by feedback marks.

Fi t d k O t t f t k C t k A t d

Simulating Rework ImpSimulating Rework Imp

Task A

T k BX

I

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Task BTask C X

I = 0.0 : If task A is reworked due to task C rethen 0% of task As initial duration will be repe

I 1 0 If t k A i k d d t t k C

Simulation ResultsSimulation Results

DSM conDSM con

b bilb bil

.5

.5

.5 .5

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Information Flow

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probabilprobabilimpactsimpacts

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Gantt Chart with IteraGantt Chart with Iterat

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Elap s e d T im e (Da ys )

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Lessons Learned: IteraLessons Learned: Itera

Development is inherently iterativeDevelopment is inherently iterative Understanding of coupling is essentialUnderstanding of coupling is essential

Iterations improve quality but consumes timeIterations improve quality but consumes time

It ti b l t d th hIt ti b l t d th h

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Iteration can be accelerated throughIteration can be accelerated through Infor

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