CH1:ProductDesigninCon.

Engineering:•Product Realization Process:need statement→need establishment→concept dev→detailed design→test eval→production/service•Changes in Competitive env:
rapidly evolving techniques, complex products, consumer demands, time2market (ontime but dev costs 50% more w/ 4%less profit OR 6 months delay is 33%less profit), cost competitiveness, global
trends.•strategic plan:1.identify mission2.identify strength/weakns&longrange business objectives3.selects market segment to pursue4.formalizes process for product dev selection5.selects products&identifies
strategic&tactical issues to resolve6.projects financial returns•Product dev:use client expectations and input w/ concurrent eng as design approach•CONCURRENT ENG characteristics:more precise def of
product w/o late changes,manufacture&assembly design undertaken in early design stage, well defined product dev, more accurate cost ests.Doing tasks in parallel. Benefits:time2market,resources
allocation,globalization,shrinking market windows,better tradeoffs, lower dev time,more problem solving.BUT is useless for simple product, it is difficult.5 key elements: 1.design for cost2.design for
performance3.design for manufacture/assembly4.design for serviceability5.design for compliance. How to succeed:1.creative cross-func teams2.improve client comm3.design concurrently4.involve suppliers
early5.simulate product performance6.simulate process performance7.integrate tech reviews8.incroporate lessons learned9.integrate CAD10.improve design process.Stages: product
def→scope→requirements&analysis→design→dev planning•Traditional design problems: limited comm. btwn diff groups (initiator&implementor), customer support business only see near end, any revs or
from design reviews are $$ & time consuming→delayed market entry.•Dev teams: stages:1.forming2.storming3.nurturing4.performing5.adjourning
CH2:ProductDesign&Dev:basic research→techdev→productdev•Process:quality assurance→coordination→planning→management→improvement•Successful based on:product quality, cost, dev time, dev
cost,dev capability•Challenges:tradeoffs,dynamics,details,timepressure,economics •Concept devProcess:identify needs→establish target specs→concept generation→concept testing→setting final
specs→project planning→economic analysis→benchmarking→modeling •PRODUCTLIFECYCLE: intro,growth,maturity,decline •ORGANIZATIONS: functional:links are among those who perform similar
functions (expertise,slow,custom);project:links are among those who work on same project(resources,speed, tradeoffs,weaker capabilities,startups);matrix: a)lightweight: weaker project links,stronger
functional links (specialization, simple,cars), b)heavyweight: strong project links (new tech)•choosing an ORG: 1.is crossfunctional integration imprt 2.is expertise critical 3.can ppl be utilized? 4.is speed
imprt? •OPPORTUNITY: knowledge of tech vs market;get large amt,seek quality,create variance;mean quality ID process, # of draws,accuracy•GUIDELINES:env and process dpdnt, major factors: product
scope,intent,complexity,TTM,cost,product competitive env,orgnztn infrastructure,design tools,staff exp•DFM:products that meet specs while optimizing design thru production system; aim: simplify procut so
cost of manu and ass is reduced; consequences:improved quality but reduction in production equipment&part inventory;DFMA: engineers quantify costs and is used to improve assembly efficiency, reduce
parts count, cut costs, benchmark competitive.
CH3:ProductPlanning:•Process:planning→conceptdev→systemleveldesign→detaildesign→testing&refinement→productionrampup;•Principles: sources of product opportunities,opportunity
tournaments&filtering,down selection,platform development, tech evolution, project portfoilio balancing, resource allocation, project launch•TYPES of projects:1.new product platforms2.derivative
product3.incremental improvement4.new product•PROCESS:1.identify opportunities-marketing/sales,product dev teams, current clients, 3rd party suppliers2.evaluate/prioritize projects-competitive
strategy,market segmentation (divide market allows firm to consider actions of competitors and strength of existing products→Product segment map),tech trajectories (product line when to adopt a new basic
technology in product line→S curve),product platform planning (set of assets shared across set of platforms→platformsvsderivatives AND diagram of showing a product's key functional elements&sequence
of technologies expected to implement elements over time→Technology Roadmap), evaluating fundamentally new product opportunitiesANDbalancing portfolio (maintain competitiveness,new
market/tech→Product Balance Change Matrix)3.Allocate resources&plan timing-aggregate planning,project timing (timing of production intros,tech readiness,market readiness,competition)4.Complete Pre-
Project Planning-identify core team, product vision statement 5. Reflect on results&process
CH4:IdentifyingClientNeeds:•requirements: client needs wishlist and objective tree•classification(top to bottom pyramid) is explicit→unfulfilled→latent•PROCESS: gather raw data(define scope,mission
statement,stakeholders)→interpret raw data(interviews, focus groups, observation)→organize needs (interpret, write need statements, organize hierarchy, identify latent needs)→establish importance&quantify
relative importance(focus on tradeoffs)→reflect on results (cnts improvement)
CH5:ProductSpecs:•requirements: customer needs, product specs, subsystem specs•PROCESS:set target specs→refine→reflect*SPEC=METRIC+VALUE+UNITS*•Establishing target specs:1.prepare list
of metrics (Quality function deployment QFD/House of Quality) 2.collect competitive benchmarking info 3.set ideal and marginally acceptable target vals 4. reflect •When to set final specs: 2 failure
modes(freezing too early or changing too late),early freeze(downstream tasks, optimize cost/performance),late freeze(better match w/ changing market) •Setting the final Specs: revisiting specs, tradeoffs,
process:1.develop tech models of product,2.develop cost model,3.refine specs&make tradeoffs if needed,4. flow down specs,5.reflect •Target costing:set value on what client will pay *M=(P-C)/P M=gross
profit margin,P=price charged to clients, C=cost that pays for product; C=P(SIGMA i=1 to n)(1-Mi) P=price paid by end user, n=#stages in distribution channel, Mi=margin of ith stage
CH6:ConceptGeneration: Invention→innovation→creativity; External (patents,market,users) & internal (Simulation,cxn,transformation);•PROCESS:set target specs→refine specs→reflect//1.clarify
problem (problem decomp) 2.search externally (lead users, experts, patents, benchmarking) 3.search internally (individual methods, group methods) 4.explore systematically (classification tree, combo table)
5.reflect on solution and process (cnts improvement)•SELECTION METHODS:external decision, product champion, intuition, open multivoting, online survey, pros&cons, prototype&test, decision matrix
•ISSUES:assumes selection criteria reflects client needs and are indpt, manufacturing costs and manufacturability not included, sometimes best to evaluate the indpt concepts,process of concept selection can
applied during the dev process •CAVEATS: goal is to create&develop best concept, combine&refine concepts to develop better ones, beware of best avg product
CH7.1:ConceptTesting: fastest route to failure (FRF) •TESTING: go/nogo,spec testing (benchmarking),prototype testing (design iterations),qualitative concept testing,performance&user interface testing
(alpha),quantitative market testing,validation/acceptance testing (beta),A/B testing (release versioning)•PROCESS: define purpose,choose survey popln,choose survey format,communicate concept,measure
client reply,interpret results,reflect *Q=N*A*P Q=sales (annual), N=# annual purchases, A=awarenessxavailability (fractions), P=probability of purchase (surveyed)=CdefxFdef+CprobxFprob where
0.1<Cdef<0.5 and 0<Cprob<0.25 if no history Cdef=0.4 and Cprob=0.25* •SOURCESOFERROR: word of mouth,quality of concept def,pricing,level of promotion,competition
CH7.2ProductArchitecture: determined by decisions at several points in eary stages of dev process, defines embodiment of concept and plans how itll be implemented in downstream •Decisions in
systemlevel design phase of PD: decomp of product, allocation of product functions, specs of modular variants, assignments of design responsability; a product can be functional (indv operations part of overall
performance) and physical (parts, components) which are called chunks (made of components that implement product functions) and the architecture is the scheme of chunks •MODULARITY: slot (each of the
interface btwn chunk is diff from others like car radio), bus (chunks connected via same interface like USB slot for PC or roof rack for car), sectional (all interfaces of same kind but no single element where
chunks attach like office partitions or sectional sofa) •ESTABLISHINGArchitecture: create a schematic (1.decomp functional requirements 2.ID functional interactions 3.Grouping of these requirements into
physical modules 4. ID module interactions) and cluster elements •CHOOSING: product change/variety (upgrade,addons,adapation,wear,consumption,flexibility in use,resuse), standardization, performance,
manufaturing cost, project management, system engineering •DELAYEDDIFFERENTIATION: elements of product must be concentrated in one or few chunks OR product/production process must be
designed so that diff chunkcan be added to product at end of supply chain
CH.8:DesignforManufacturing: KEY IDEA: min part count, max ease of handling and inserting parts&&BENEFITS: lower labor costs. Addresses manufacturing cost&issues w/olowering quality
•GENERAL PRINCIPLES: detail design has impact on quality and cost, dev team face conflicting goals, must have metrics to compare alt designs, dramatic improvements need creative efforts, NPD=new
product intro •METHODStoImplement: organization (cross functional teams), design rules (specialized by firm), CAD tools •PROCESS: 1.estimate manuf.costs2.reduce components costs 3.reduce assembly
costs 4.reduce costs of supporting production 5.consider the impact of DFM decisions on other factors •COSTS: fixed (do not change like salaries, rents) and variable (do change like raw material), overhead
(support costs like material handling, QA, shipping AND indirect allocation like maintenance costs, security) •STEPS: 1.estimate manuf.cost (single part=cost of raw material+processing+tooling;multiple
parts=cost of each subcomponent +assembly+overheard;raw material cost=(part weight+scrap allowance)*cost per weight;processing costs=costs for the operator of machiner+equipment cost ($/hr) 2.Reduce
component costs - understand process and cost drivers, eliminate processing steps, standard parts bough from suppliers, custom parts. *ASSEMBLY TIME=Handling time +insertion time*; 3.Reduce
Assembly Cost - subset of DFM, reduce time to assemble *DFA INDEX=(theoretical min#parts*3 seconds)/est total assembly time* Maximize ease of assembly: part is inserted from top, self aligning, no
need to be oriented, only one hand to assemble, no tools, single/linear motion, secure part upon insertion; •PARTINTEGRATION/REDUCTION: if the part does not need to move relative to rest of device,
does not need diff mat, no need to be seperated THEN can be combined w/ other part of device 4.Reduce cost of supporting production - reducing part# reduces inventory mngmt, reducing parts to assemble
will reduce #workers, min systemic complexity, error proofing 5.Consider the effect of DFM - impact on dev time/cost/quality/external factors; •RESULTS: unit cost saving of 45%, mass saving 66%,
simplified assembly, improved emissions performance, reduce shipping cost, increased standardization •GUIDELINES: reduce parts, standardize, ease of fabrication, robustness, ease of orientation. Provide
layered design,minimize secondary operation,make parts selfalign/locating/fastening, avoid unsecured parts, provide access to insertion locations, avoid flexible parts and special tools, orientation should be
symmetrica, exaggrated nonsymmetrical, assymmetrical defined by one main feature
CH.9.1:Prototyping: an approximation of product •USES: learning, communication, integration, milestones •PHYSICAL: tangible, may show unmodeled behavior,often best for communication
ANALYTICAL: math model, behavior from model (may be anticipated), allows more experimental freedom than physical •FOCUSED: implement one or few attributes, answer specific questions about
design, several required COMPREHENSIVE: implement many or all attributes, offer oppurtunities for rigorous testing, best for milestones and integration •STEPS: 1.define purpose of prototype 2.establish
level of approx 3.outline plan 4.create a schedule for producrement,construction, test •STRATEGY: prototypes reduce uncertainty, make models with defined purpose, consider multiple forms of prototypes,
choose timing of cycles and plan time to learn from them •RAPIDPROTOTYPING: new tech for building models and prototype parts from CAD, join together materials layer by layer for complex parts,
methods=additive, build layers from CAD, SLA (stereolithography apparatus), SLS (selective laser sintering), 3D printing, LOM (laminated object manufacturing) •TRADITIONALMETHODS: CNC, rubber
molding+urethane casting, material (wood,foam,plastic) and model making CH.9.2:IndustrialDesign(ID)andDesignforEnv(DFE): people desirable+business viable+technical feasible •GOALS:
utility,appearance,ease of maintenance,low costs,communication •PRODUCTS: benefit more (watches, phones, PCs, cars, yacht, plane) benefit less (computer hardware, engines, turbines) •PROCESS:
1.investigation of client needs 2.conceptualization 3.preliminary refinement 4. further refinement and final concept selection 5.control drawings or models 6.coordination with engineering, manufacturing,
external vendors •IDisINTRODUCEDwhen: concept testing for tech driven products (limited ID involvement) AND customer needs ID for user driven products (imprt for product value and image) •DFE:
reduce impact, improved product quality/costs, closeloop life cycle •PRODUCTLIFECYCLE: Mats→production→distribution→use→disposal→repeat •LIFECYCLEASSESSMENT(LCA): steps are
1.prepare proposed design options 2.identify life cycle 3.identify mats and energy used 4.identify outputs and waste streams 5.quantify all impacts 6.aggregate impact into categories to compare
•CONDITIONS: earth is closed system, sustainable energy sources, consider creation rates, toxic stuff should be removed from bio cycle •DFEPROCESS: set DFE agenda→identify potential impacts→select
mats and guidelines→apply DFE guidelines to initial designs→assess env impact→compare to goals (if fail then refine)→reflect
CH.10: Managing Projects: project planning+execution, tasks can be sequential,parallel,coupled •DESIGNSTRUCTUREMATRIX(DSM): used to represent&analyze task dependencies
•GANTT/PERTCHART: horz timeline, DOESNOT display dependencies, they are critical path methods •MONITORING: monitoring project using Earned Value (EV=actual task completition), Planned Value
(PV=scheduled completion), Actual Cost (AC) *cost variance CV=EV-AC;schedule variance SV=EV-PV;cost performance indicator CPI=EV/AC (CPI>1 is under budget,CPI=1 on,CPI<1 is over );
schedule performance indicator SPI=EV/PV (SPI>1 ahead of schedule,SPI=1 on,SPI<1 late) CPI=BCWP (budgeted cost of work performed)/ACWP (actual cost of work performed) SPI* ; to keep
project on track: monitor, identify sources of problems, develop soln, update plan
CH.10.1: Project Costs&BasicEconomicAnalysis: Present value *PV=FV (future value)/[(1+r (rate of return))^n (# periods)]* future value *FV=(i+1)^n*; payback period *N (payback period in yrs) =
CI (initial investment $)/Sa (savings per year $/yr)*; *ROI (return on investment)=(net investment gain/cost of investment)*100 * ; •TOOLS: net present value (NPV is present val of cash flow, bad if -
ve, *NPV=sigma[(period cash flow)/(1+discount rate)^period]*) STEPS: 1.estimate discount rate 2.identify cash flow 3. cash inflow is +ve, cash outflow is -ve 4. calculate net cash flow for each period
5.calculate today value for each period 6.sum total of cash value NPV, internal rate of return (IRR same formula as NPV) STEPS: 1.identify cash flow 2.cash inflow is +ve outflow is -ve 3. calculate net cash
flow for each period 4. assume discount rate 5. calculate today value for each period 6. sum total of cash value NPV 7. repeat steps 4-6 until NPV is 0 where the discount rate is IRR
•ECONOMICANALYSISPROCESS: 1.build a base case model - make NPV 2.perform sensitivity analysis - project influenced by int/ext factors 3.use sensitivity analysis to understand the tradeoffs -
understand impact on NPV and how to recover 4.consider the influence of qualitative factors; interactions bwtn project+firm (externalities, strategic fit); interactions bwtn project+market (competitors,
customers, suppliers); interaction bwtn project+macroenv (major economic shifts, gov regulations, social trends)
CH.11: RiskMngmtPatents: Risk (uncertain event thatd affect project)-capture risk info→informed decisions→take/plan action→improve outcomes; Issue is smt that already happened or will happen;
Concern is possible future risk •RISKMGMTPLANNING: 1.identify potential risks 2.analyze and assess risks 3.prepare risk budget 4.establish contingency plan 5. track/budget cost of contingency plans *tot
val risk=(consequence $)(likelihood %)* ; •FMECA: failure modes, effects and crit analysis analyzes potential fail modes, effect of fail on system, how to avoid, is used in early conceptual design phase, at
the end a risk priority # (RPN) will be given •IPs: patents (formal application, requirements are it must be new, useful, not obvious),trademarks,copyrights (may be registered),trade secrets (not registered)
•GETTINGPATENT: determine what to patent→determine when to file→prepare 1+ patent applications •CRITERIA: patent owner can prevent others from making/selling, no dominating patents, OK to
infringe from owner of dominating patent •IDProtection: 10 yrs from registration or 15 yrs from filing, Exclusive right to any article in respect of which the design is registered •STRATEGICTOOLS:
publication,patent,license,NDA,NCA,employee assignment agreement,material transfer agreement (MTA), joint invention agreement