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(402045B) PRODECT DESIGN AND DEVELOPMENT (ELECTIVE II)

(REF. A.K CHITALE)
CONTENTS

UNIT 1: INTRODUCTION TO PRODUCT DESIGN AND

DEVELOPMENT

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Product design vs Product development

Product design is the process of creating a new product to be sold by a business to its
customers. A very broad concept, it is essentially the efficient and effective generation and
development of ideas through a process that leads to new products.
Product Design is defined by Walsh et al (1992: 18) as:
"The activity in which ideas and needs are given physical form, initially as solution concepts
and then as a specific configuration or arrangement of elements, materials and
components".
Product design is often misunderstood as a concept. It is commonly seen, even by
managers of companies, as the process of making products look aesthetically pleasing or
stylish. Most product designers understand product design to mean much more than this.
Product design is a multi-disciplinary process which usually involves market and
technological research, concept design, prototype development, final product development and
testing as well as post production refinement.
Product design does not usually imply the utilisation of new technologies to create novel
products. Typically, it entails the refinement or upgrading of existing designs, to improve
functionality, performance or appeal. Another goal is to lower the cost of manufacture for
competitive advantage. New technologies may be used in existing/established products, for
example in using microprocessors to control and improve energy efficiency and water use in
washing machines. Product Design can also involve adapting products for particular markets
or environments.
Product design can be sub-divided into different types; mechanical component design,
electronic design, aesthetic design, industrial design, engineering design and graphic design.
While product design is carried out in almost all industries, it is not necessarily done in a
systematic fashion by professional designers. In many instances design is carried out by a
draughts person, production manager or tool person. This would be typical of companies in
developing countries and smaller companies in industrialised countries.
There is considerable overlap between R&D, innovation, new product development
and product design, however product design is much more widespread in industry than
R&D.
Product development
The creation of products with new or different characteristics that offer new or
additional benefits to the customer. Product development may involve modification of an
existing product or its presentation, or formulation of an entirely new product that satisfies a
newly defined customer want or market niche.
Well, Product Development is a PROCESS in which one starts with an imagination - to make
something entirely new or something which would be a huge improvement to some existing
product. It is a series of experiments, trials & errors, documentation, testing, FMEA to finally
come out with the imagined item. "Product" can be any hardware (a racing car or computer,
for example) or a software (3D copying programme for a milling machine or even a new type
of
Mutual
Fund,
for
example)
Process Development is a PROCESS to finalise the sequential steps which would result in
producing the desired (already known) product. It is the sequence of operations to produce the
racing car, computer, the 3D programme or marketing the new MF as mentioned above. This
is necessarily a document which gives the know-how to make (or sell) the product.

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Difference between product design and product development?

In today's business environment the term Product Design and Product Development
are interchangeable; they mean the same thing. Recently corporations have blurred the lines
of when Design stops and Development begins as more companies adopt new and current
processes. Some might say that Design is the front end or the conceptual phase where as
Development is the back end, the engineering and manufacturing efforts. That school of
thought has become outdated and is simply not true anymore. There is a big push going on
which link divisions like Industrial Design, Engineering, Manufacturing, Sales, and
Marketing into the development process from the first stage gate to work the problem
through to product launch. All key stakeholder have a buy in, all have an influence. The
difference in Design phases and Development phases has been eradicated and groups don't
throw projects "over the wall" to each other anymore. Today, smart companies are using the
groups "Design" effort as the Development process.
Part of this Design process is to uncover the features the product should have in order for the
product to be successful in the market. If you are experiencing a product that you feel has too
many features or is not easy to use, then perhaps you were not the target user and mislead
into thinking the product was something you would find useful. On the other hand, perhaps
the company gave up trying to figure out what features users really wanted and made the
product do everything. In this case then yes, the company took a shortcut. Companies often
let the obscurity of what users want in a product just that, an obscurity. Instead of spend the
time and money figuring the problem out they deal with the problem by producing
something that does everything and nothing well. Companies like this confuse themselves
and their customers. They demonstrate their inability to think differently and plan ahead,
really becoming inefficient in the end.

Product development team

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HOW TO BUILT AND STRUCTURE A PRODUCT TEAM

According to Steve Johnson of Pragmatic Marketing, The strategic role of product
management is to be messenger of the market, delivering market and product information to
the departments that need facts to make decisions. As the role and importance of product
managers have grown during the last decade, more product managers are shifting
from marketing and sales departments to multiple functional areas responsible for defining as
well as delivering products. From sales to design, product teams spearhead the activities
needed to create, develop and deliver products and services to the marketplace.
1. Product Management Functions
Product management can be useful for marketing, engineering or sales depending on
the organizations industry and needs. As you build and structure your product team, it helps
to know how the product team supports each function and when its appropriate to shift product
roles to other areas of the organization.
Some of the main functions of product teams include:
Interviewing, researching and segmenting existing and prospective customers
Developing business-use cases and market reports that identify and quantify your companys
issues and challenges
Defining standard procedures for developing, iterating and launching products, and facilitating
the development of those products from conception to creation
Manage the creation of sales, branding and marketing collateral, including a company website,
product brochures and paraphernalia, price lists and competitive analyses
Training sales employees on the latest product features and market developments
2. Technical Product Management
Its beneficial to build and structure product teams under the marketing umbrella when
a companys marketing initiatives are to both define product requirements and communicate
their benefits and functionality to prospective customers. Consumer-product organizations and
retailers tend to view product management as a marketing role.
On the other hand, business-to-business (B2B) organizations, particularly in the enterprise
technology space, often view product management as a technical role. If your business is in
manufacturing, technological development or another technical industry, product managers
will work closely with development and engineering teams to help facilitate communication
between their team and the business and marketing sides of the company. The product team is
often responsible for producing wireframes, prototypes and roadmaps to help technical teams
build out and iterate on their products.
3. Product Strategy
Regardless if product managers fall under marketing, sales or engineering, your product
team should focus on how current and new product offerings can better serve your customer
base. Each role within your product management team should be analyzing, testing and
communicating directly with customers and identifying potential market obstacles as you
prepare to release the next round of products and services.
4. Product Marketing
In some cases, product managers find themselves supporting marketing and sales
personnel by conducting product demos and showcasing product features during sales
presentations. The product manager effectively becomes a sales engineer or, in the case of
marketing, a technical resource for content creation and development.

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Because product management tasks vary widely, as your company grows, you may want to
split your product management team into two parts: one group focused on developing
requirements for future products and another group devoted to supporting marketing and sales
for current products.
5. Field Marketing
Ultimately, as your company grows over time, your product management team might
begin to customize sales and marketing tools according to the regions you serve. Large
companies with regional sales teams divvy their product managers geographically so they can
create specific product materials and programs tailored to their regions needs and goals.
6. Organizational Structure
Now that you know what your product team is responsible for and how they fit within
your sector and organization, its time to hire talent to fill open positions. The following are
the roles most integral to your product teams success.
7. VP of Product
Generally, the VP of Product (or Product Marketing) is an experienced product
management executive who ensures that the companys product strategy aligns with customer
needs and the overall market. Your VP should lay the foundation for building a strong product
team as your company expands. He or she also contributes regularly to management decisions
regarding business partnerships, marketing channels, product pricing and licensing, and user
requirements.
Additionally, the VP of Product makes sure that customer feedback and requests are
communicated effectively to product development and repackaged for customers. The VP is
also responsible for crafting and executing product strategy and building relationships with
accounting, development, engineering and sales teams. For example, the VP may work with
accounting to revise your companys customer contract or to approve talking points for how
marketing and sales teams should communicate product benefits to the market. In technical
companies, they will serve as the primary liaison between the engineers and the marketing side
of the company, making sure that the goals of both teams are aligned.
8. Product Manager
Product Managers are mid-level professionals that report to the VP of Product, VP of
Product Marketing or (for more technical roles) the VP of Product Engineering. Although
Product Managers are not part of the senior management team, theyre typically responsible
for researching technological developments and trends, and competitor strengths and
weaknesses. Product Managers help create product and business plans that identify market
opportunities and collaborate with multiple roles and departments to ensure the companys
various functions are aligned with product strategy.
Because product managers handle such a broad range of responsibilities, you should create
product manager roles that focus on technical versus business issues, inbound
marketing versus outbound marketing activities, or short-term tactics versus long-term
strategy. Breaking down product manager roles into specific areas will allow team members
to dedicate their focus to developing specific products and product lines, as well as defining
metrics that accurately measure their products success.
9. Product Analyst/Coordinator/Associate
These are typically junior roles within a product management team. Product Analysts hold
anywhere from two to five years of work experience, though this could be less for smaller
companies or if the analyst has a masters degree.

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The Product Analyst or Coordinator helps create product documentation and sales
collateral for sales and technical presentations. He or she is also responsible for updating
databases, collecting internal and external requests for requirements and creating business-use
cases. The Product Analyst or Coordinator may organize training sessions that educate staff
on product messaging and prepare senior executives for speaking engagements by sending
them sales collateral and product documents. A Product Associate is typically the most junior
role and will take on various jobs and tasks to support the product team
Conclusion
As with any company department, your product team will evolve and grow as your
customers demand more sophisticated and well-rounded products. By recognizing that product
management is essential to both the business and the technical side of your team, you will
ensure the development and delivery of high-quality products to a greater number of
customers. Developing a new product shouldnt feel like youre fighting in the dark. Theres
an easier way. What you need is a structured road-map that gives your business a clear path to
follow.

Product development Planning:

Actually developing the tangible product or service is only a small part of the new product
development process, which includes the complete journey from generating the initial idea to
bringing the product to market.
By setting out the steps involved, and sticking to them, your product development will become
a more focused and flexible approach that can be adapted for all different types of products
and services.
Recommended for You
#1. Idea Generation
The development of a product will start with the concept. The rest of the process will ensure
that ideas are tested for their viability, so in the beginning all ideas are good ideas (To a certain
extent!)
Ideas can, and will come, from many different directions. The best place to start is with a
SWOT analysis, (Strengths, Weaknesses, Opportunities and Threats), which incorporates
current market trends. This can be used to analyse your companys position and find a direction
that is in line with your business strategy.
In addition to this business-centred activity, are methods that focus on the customers needs
and wants. This could be:
Under-taking market research
Listening to suggestions from your target audience including feedback on your current
products strengths and weaknesses.
Encouraging suggestions from employees and partners
Looking at your competitors successes and failures
#2. Idea Screening
This step is crucial to ensure that unsuitable ideas, for whatever reason, are rejected as soon as
possible. Ideas need to be considered objectively, ideally by a group or committee.
Specific screening criteria need to be set for this stage, looking at ROI, affordability and market
potential. These questions need to be considered carefully, to avoid product failure after
considerable investment down the line.
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#3. Concept Development & Testing

You have an idea and its passed the screening stage. However, internal opinion isnt the most
important. You need to ask the people that matter your customers.
Using a small group of your true customer base those that convert the idea need to be tested
to see their reaction. The idea should now be a concept, with enough in-depth information that
the consumer can visualise it.
Do they understand the concept?
Do they want or need it?
This stage gives you a chance to develop the concept further, considering their feedback, but
also to start thinking about what your marketing message will be.
#4. Business Analysis
Once the concept has been tested and finalised, a business case needs to be put together to
assess whether the new product/service will be profitable. This should include a detailed
marketing strategy, highlighting the target market, product positioning and the marketing mix
that will be used.
This analysis needs to include: whether there is a demand for the product, a full appraisal of
the costs, competition and identification of a break-even point.
#5. Product Development
If the new product is approved, it will be passed to the technical and marketing development
stage. This is when a prototype or a limited production model will be created. This means you
can investigate exact design & specifications and any manufacturing methods, but also gives
something tangible for consumer testing, for feedback on specifics like look, feel and
packaging for example.
#6. Test Marketing
Test marketing (or market testing) is different to concept or consumer testing, in that it
introduces the prototype product following the proposed marketing plan as whole rather than
individual elements.
This process is required to validate the whole concept and is used for further refinement of all
elements, from product to marketing message.
#7. Commercialisation
When the concept has been developed and tested, final decisions need to be made to move the
product to its launch into the market. Pricing and marketing plans need to be finalised and the
sales teams and distribution briefed, so that the product and company is ready for the final
stage.
#8. Launch
A detailed launch plan is needed for this stage to run smoothly and to have maximum impact.
It should include decisions surrounding when and where to launch to target your primary
consumer group. Finally in order to learn from any mistakes made, a review of the market
performance is needed to access the success of the project.
New product development can be made much simpler and focused, with a higher likelihood
of success, by following these steps to guide you.

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Modern product development process with reference to ISO standards

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While the motivation to achieve ISO certification may have originated as a

necessary evil in order to compete in the global marketplace, we have found through this
study that the companies that have embraced this standard and applied intelligence to its
application have reaped the benefits of higher quality products and increased organizational
efficiency.
Benefits of Standards:
There are lots of benefits of using standards, like
1. Market Growth for new and emerging technologies.
2. Reduce development time and cost
3. Reduce market risks
4. Standards set the recognized level of quality.
5. Increase productivity and enhance efficiency
6. Ultimately reduce cost for consumers
7. Standards ensure that products perform the functions manufactured for.
8. Standards facilitate interchangeability of products and services designed for the same
purpose
Advantages of Standards:
There are many advantages of using standards, they are,
1. Reducing costs
2. Increasing productivity
3. Reducing unnecessary variety
4. Ensuring interchangeability
5. Minimizing waste
6. Ensuring safety
7. Quality assurance
Disadvantages of standards:
There are lots of disadvantages also for using standards, for example we can take a coding
standard,
1. The implementation of standard removes the creative element of the program
2. Standards force people to change their methods
3. Standards reduce productivity by forcing unnecessary actions
4. Standards do not prevent bugs.
There are some disadvantages to follow some International standards, Example ISO,
Major disadvantage of using ISO;
1. Amount of money, time and paperwork required for registration.
2. An ISO certificate does not guarantee that the company delivers products in a superior
quality.
3. It just certifies the company.
4. Helps to mislead companies into thinking that certification means better quality.

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PRODUCT TESTING
Product testing, also called consumer testing or comparative testing, is a process of measuring
the properties or performance of products.
The theory is that since the advent of mass production manufacturers
produce branded products which they assert and advertise to be identical within some technical
standard.
Product testing seeks to ensure that consumers can understand what products will do for them
and which products are the best value. Product testing is a strategy to increase consumer
protection by checking the claims made during marketing strategies such as advertising, which
by their nature are in the interest of the entity distributing the service and not necessarily in
the interest of the consumer. The advent of product testing was the beginning of the
modern consumer movement.
Product testing might be accomplished by a manufacturer, an independent laboratory, a
government agency, etc. Often an existing formal test method is used as a basis for testing.
PRODUCT VALIDATION AND VERIFICATION:
Verification process describes whether the outputs are according to inputs or not, and
Validation process describes whether the product is accepted by the user or not.
Difference between Verification and Validation:
Verification
1. Verification is a static practice of
verifying documents, design, code and
program.
2. It does not involve executing the code.
3. It is human based checking of documents
and files.
4. Verification uses methods like
inspections, reviews, walkthroughs, and
Desk-checking etc.
5. Verification is to check whether the
software conforms to specifications.

6. It can catch errors that validation cannot

catch. It is low level exercise.
7. Target is requirements specification,
application and software architecture, high
level, complete design, and database design
etc.
8. Verification is done by QA team to ensure
that the software is as per the specifications
in the SRS document.
9. It generally comes first-done before
validation.

Validation
1. Validation is a dynamic mechanism of
validating and testing the actual product.
2. It always involves executing the code.
3. It is computer based execution of program.
4. Validation uses methods like black box
(functional) testing, gray box testing, and
white box (structural) testing etc.
5. Validation is to check whether software
meets the customer expectations and
requirements.
6. It can catch errors that verification cannot
catch. It is High Level Exercise.

7. Target is actual product-a unit, a module, a

bent of integrated modules, and effective
final product.
8. Validation is carried out with the
involvement of testing team.
9. It generally follows after verification.

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UNIT 3: PRODUCT DEVELOPMENT FROM CONCEPT TO PRODUCT

FUNCTION
3.1 PRODUCT INFORMATION GATHERING
The information gathering steps of foot printing and scanning are of utmost
importance. Good information gathering can make the difference between a successful pen
test and one that has failed to provide maximum benefit to the client. An amazing amount of
information is available about most organizations in business today. This information can be
found on the organization's website, trade papers, Usenet, financial databases, or even from
disgruntled employees.

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Pughs concept
Invented by Stuart Pugh the decision-matrix method, also Pugh method, Pugh
Concept Selection is a quantitative technique used to rank the multi-dimensional options of
an option set. It is frequently used in engineering for making design decisions but can also be
used to rank investment options, vendor options, product options or any other set of
multidimensional entities.
A basic decision matrix consists of establishing a set of criteria options which are
scored and summed to gain a total score which can then be ranked. Importantly, it is not
weighted to allow a quick selection process.
A weighted decision matrix operates in the same way as the basic decision matrix but
introduces the concept of weighting the criteria in order of importance. The resultant scores
better reflect the importance to the decision maker of the criteria involved. The more
important the criteria the higher the weighting it should be given. Each of the potential
options are scored and also multiplied by the weighting given to each of the criteria in order
to produce a result.
The advantage of the decision making matrix is that subjective opinions about one
alternative versus another can be made more objective. Another advantage of this method is
that sensitivity studies can be performed. An example of this might be to see how much your
opinion would have to change in order for a lower ranked alternative to out rank a competing
alternative.
Morphological analysis is another form of a decision matrix employing a multidimensional configuration space linked by way of logical relationships.

Morphological Analysis
General Morphology was developed by Fritz Zwicky, the Bulgarian-born, Swissnationalastrophysicist based at the California Institute of Technology. Among others, Zwicky
applied Morphological Analysis (MA) to astronomical studies and the development of jet
and rocket propulsion systems.
In order to apply morphological analysis to product design, we simply identify the critical
functions in our function structure diagram and then identify many different solutions for each
function.
The results of this research are compiled and presented in morphological chart. A
morphological chart has the critical sub functions listed across the 1st row and then each
column contains the different solutions for each critical function.
For example, the figure below shows the FSD for a pneumatic nail.

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Figure 1. The completed function structure diagram for a nailer.

Critical functions are the functions in your function structure diagram that are hard to
accomplish and/or have many inputs and outputs. From the FSD for the nailer. We might select
the functions isolate mail, trigger tool and apply kinetic energy as critical functions. For
a moderately complex product design usually four to six critical sub functions are identified.
Note that the function accept energy was not chosen as a critical function because once
youve selected the energy source there are very few acceptable ways to fulfill the function
accept energyFor example, if in a is powered by electricity then we would be forced to use
a standard electrical plug to accept the energy. If the nailer was a powered by compressed air
then we would have to use industry-standard nipple to accept the compressed air.
Shows the beginning of a morphological matrix for the nailer project. The next step would be
to fill in the columns with alternative methods to fulfill each critical function.

A completed
Morphological matrix for an exercise product to prepare bedridden patients to use a walker is
shown below.

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Morphological matrix for exercise product

To use a morphological matrix to generate concepts simply requires the user to select one
solution from each column and then try to integrate the solutions into a complete concept.See
the illustration below for details.

Creating concepts from a morphological matrix.

In order to populate the morphological matrix you need to generate ideas.

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LATERAL THINKING
A way of solving a problem by thinking about it in a different and original way and
not using traditional or expected methods
Idea generation and problem solving technique in which new concepts are created by
looking at things in novel ways. Whereas the logical ('vertical') thinking carries a chosen idea
forward, the sideways ('lateral') thinking provokes fresh ideas or changes the frame of
reference. And, while vertical thinking tries to overcome problems by meeting them head-on,
lateral thinking tries to bypass them through a radically different approach.
The lateral thinking exhibited by the new research team showed their creativity, originality,
and innovation as they solved the problem.
Lateral thinking is solving problems through an indirect and creative approach,
using reasoning that is not immediately obvious and involving ideas that may not be obtainable
by using only traditional step-by-step logic.

Process of concept Embodiment

Embodiment Design
The Embodiment Design phase is essentially about understanding the separate functions the
product must perform, followed by identifying the assemblies or modules necessary to perform
those functions.
During the Embodiment stage (sometimes referred to as preliminary design), the agreed
product concept is further developed, with greater consideration about the function, position
and geometry of the assemblies/modules.
In addition, thought is given to interaction between modules, together with how they are
integrated into the product as a whole. For many design engineering organisations,
Embodiment Design involves analysis and modelling, to demonstrate if the arrangement of
the product assemblies will work.
Embodiment design is all about applying more detail to the concept, further developing it and
starting to think about more specific engineering considerations. These include solutions to
specific functional problems, as well as manufacturing considerations.
Depending on the size and complexity of the product, some businesses amalgamate
Embodiment Design, either into Concept Design or (more typically) the following stage,
Detailed Design.
However, running this stage separately clarifies thinking, enables more modular design (and
therefore flexibility) and as a result reduces the risk of design changes and errors later on.

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