Concept Development & Selection

Today’s Workshop Overview 10am –11:30AM Interactive Exercise on Concept Development & Selection 11:30 – 1:00 PM Concept Development & Selection on Team Project 2:00 – 3:30 Continue Selection Process: Concept Scoring, Customer Feedback 3:30 – 4 PM Create Summary of Activities By 4:30 PM Review Team Concept Development and Selection Activities with Guide

Session Overview Introduce Concept Development & Selection Process Explore Two-Stage Methodology Demonstrate Above Steps on Example Discuss Common Dysfunctions Associated with this Phase Apply Concept Development & Selection Process to Team SD1 Project

Concept Development & Selection Session Learning Objectives Understand concept selection matrix - commonly used decision tool in product development Reinforce importance of concept selection within product development process Explore the application of a selection matrix method for selecting & developing product concepts – can be applied to sub-systems as well. Discuss the importance of the product concept activity in determining manufacturing cost and satisfaction of customer needs. The instructor might cite a few examples of instances in which new and superior concepts quickly dominated the market: "U-Locks" for bicycles dominated cables and chains. Florescent lighting dominated incandescent lighting for commercial and industrial applications. Mountain bikes dominate road bikes in total sales. Slide 4 – item #1.  “…. one of the most widely used decision tools in product development.”  Footnote or verbally reference this stated position.

Concept Selection Example: Reusable Syringe Reusable syringe with precise dosage control for outpatient use Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-1, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Concept Selection Example: Reusable Syringe Design an improved, reusable syringe with precise dosage control for outpatient use. Current product was too costly and inaccurate Seven criteria identified based on customer needs Ease of handling, use and manufacture Readability of dose settings and accuracy Durability and portability Seven overall product concepts proposed (Exhibit 7-3) How can teams choose the best concept, given designs are still abstract? How can entire team make this decision? How can desired attributes of various concepts be combined? How can decision making process be documented?

Concept Development & Selection Process Mission Statement Development Plan Identify Customer Needs Establish Target Specifications Generate Product Concepts Select Product Concept(s) Test Product Concept(s) Set Final Specifications Plan Downstream Development Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes concept generation is essential component of the development process Concept generation is relatively inexpensive, yet has a huge impact on product quality Slide 5 – CD & SP flowchart slide.  Reinforce that “Build and Test Models and Prototypes” begins at the start of the process.  Students, in general, are reluctant to perform this and then complain that we are holding them back by the “process”. These activities can occur throughout the design process! Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-2, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Concept Development & Selection Process Concept Ratings Screening Stage Scoring Stage Winning Concept(s) Selection Criteria Concepts Evaluating concepts with respect to customer needs and other criteria, comparing relative strengths and weaknesses and selecting one or more concepts for further investigation, testing, or developing Focus today: overall product concept selection but will reuse method when selecting subsystem concepts and production processes Goal: The goal is not to select the best concept but to develop the best concept by combining and/or refining

Concept Development & Selection Funnel Concept generation was a divergent process. Concept Development & Selection is a CONVERGENT process Various forms of concept Development & Selection: First concept considered External decision Intuition Pros and cons Build and test Decision matrices: rates concepts based on pre-specified selection criteria (may be weighted) Further EXPLORE Concept Testing Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-4, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Examples of Concept Generation Slide 7 –  Highlight or offer an example of Concept Testing.  Also is it possible to show the sketches on page 126-127 from the text.   Remind them that these diagrams are needed prior to Concept Selection.  That is, the Concepts need to be well defined. Concepts need to be well-defined PRIOR to concept evaluation! (neither of these concepts made the screening cut) Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-3, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Concept Selection Process Screening Stage Scoring Stage Prepare the Matrix Rate Concepts Rank Concepts Combine and Improve Select Best Concept Reflect on the Process Prepare the Matrix Rate Concepts Rank Concepts Combine and Improve Select Best Concept Reflect on the Process 1. Two-stage Methodology includes: Screening stage – narrow number of concepts quickly and improve concepts Scoring stage – may follow, more detailed analyses and quantitative evaluation of remaining concepts Both stages follow structured process 3. Benefits of a structured concept development and selection process: Customer focused product – criteria based on customer needs Competitive design – rank concepts against existing designs Improved product-process coordination – include manufacturing related criteria in matrix More efficient approach Adds in group decision making Documentation

Concept Development & Selection Funnel Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-4, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Screening Stage Prepare the Matrix – Pugh's METHOD Rate Concepts Concepts which made the first cut BUT more refinement required before SCORING process Prepare the Matrix – Pugh's METHOD Criteria Select Reference Concept Rate Concepts Scale (+ – 0) Compare to Reference Concept Rank Concepts Combine and Improve Remove Bad Features Combine Good Qualities Select Best Concepts May Be More than One Beware of Average Concepts Reflect on the Process Continuous Improvement Refer to textbook pages 131-132 for talking points if necessary Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-5, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Identify “Winning” Concepts Concept A has highest net score and no “worse than” ratings Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-3, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Combine Winning Concepts Concepts D & F were combined to eliminate “worse than” ratings Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-3 and 6, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Refine Winning Concepts Concept G’s scored well but ease of handling was a problem, therefore revise! Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-3 and 6, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Screening Stage for SD1 Project NOW Select a sub-system (or overall product if applicable) Prepare the Matrix Begin the following as time allows This afternoon: Rate Concepts Rank Concepts Combine and Improve Select Best Concept Reflect on the Process

Concept Development & Selection Funnel Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-4, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Scoring Stage REFINE Pugh’s Matrix Rate Concepts Rank Concepts Criteria ADD Weightings Rate Concepts REFINE Scale (1 - 5) Select “Average” Criteria for Reference Compare to Reference Criteria Rank Concepts Sum Weighted Scores Combine and Improve Remove Bad Features Combine Good Qualities Select Best Concepts May Be More than One Reflect on the Process Continuous Improvement Refer to textbook pages 134-136 for talking points if necessary Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-7, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Example: Concept Scoring Generated from Customer Needs – week 1 Functional or technology knowledge is the major stumbling block to Senior Design.  In many cases students do not have this knowledge yet and may have to revisit Pugh as their knowledge grows.  Again, emphasize the need for early prototype. Need to revisit PUGH Matrix as your team’s knowledge base expands Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-7, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Final Winning Concept - DF Concept DF was selected as the winning concept HOWEVER: Do not simply select concept was highest rating – conduct a sensitivity study by varying weights and ratings and examine effect on winning concept rating. Does uncertainty about a particular value have a large impact on the winning concept? Team could have decided to go with top two (or more) concepts. Concepts could be prototyped and tested for customer feedback. Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-6, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Tips for Concept Development & Selection When possible, use objective rather subjective criteria Useful to identify strengths of concepts that do not make it through screening/scoring stages – could these be incorporated on winning concept(s)? Include ease of manufacture, reduced liability, and/or cost as criteria Use concept development & selection process throughout SD1 and SD2

Concept Development & Selection Funnel Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 7-4, Chapter 7, 3rd Edition, Irwin McGraw-Hill

Test Product Concepts Helps in further exploring concepts… Mission Statement Development Plan Identify Customer Needs Establish Target Specifications Generate Product Concepts Select Product Concept(s) Test Product Concept(s) Set Final Specifications Plan Downstream Development Perform Economic Analysis Benchmark Competitive Products Build and Test Models and Prototypes Helps in further exploring concepts… Which concept should be pursued? How can the concept be improved to better meet customer needs? Should development continue? TOOL: Survey customer response, refer to Chapter 8 for more details Karl T. Ulrich and Steven D. Eppinger, 2004, Product Design and Development, Exhibit 8-2, Chapter 8, 3rd Edition, Irwin McGraw-Hill

Practice Concept Development & Selection on SD1 Project Continue Team Screening Stage and start Scoring Stage Screening or Scoring Stages Sample Excel Spreadsheet Available for PUGH Rest of the Day Prepare/Refine the Matrix Rate Concepts Rank Concepts Combine and Improve Select Best Concept Reflect on the Process

Rest of the Day…. Start with Concepts Associated with Critical Sub-function(s) Identified During Week 3 Develop Pugh's Matrix for SCREENING Process Create Criteria, Select Reference Concept, Rate Concepts (Scale (+ – 0)), Compare to Reference Concepts, Rank Concepts, Combine and Improve, Remove Bad Features, Combine Good Qualities, Select Best Concepts Refer to Exhibit 7-5 Refine Pugh's Matrix during SCORING Process Refine Criteria, ADD Weightings, Rate Concepts (Scale (1 - 5)), Select “Average” Criteria for Reference, Determine Sum Weighted Scores Refer to Exhibit 7-7 Get customer feedback, if possible

Next Week Complete concept selection process (quickly) Begin system level design: architecture, sub-system definition, interface definition Schedule and prepare for Design Review I

Weeks 5 - 7: Design Review I 30% of SD1 Grade In-depth meeting(s) with Guide, Consultant(s), peers, customer(s), and appropriate experts Minimize “presentation”, maximize value-added discussion (see Guidelines on EDGE)

Design Review I - Grading Rubric

Design Review I - Content Discuss concept selection & improvement process System-level design: architecture, subsystems, interfaces Identify high-risk technologies and perform enough modeling and/or simulation (computer-based or physical mock-up) to demonstrate that the project can be successful may include features such as new technology, previously untested technology, long-lead time or prohibitively expensive components Additional specific requirements should be agreed on with Guide TEAM Goal: get useful feedback from reviewers