1. Chapter 6
Concept Generation

2. Introduction
After identifying a set of customer needs and establishing target product specifications, the team faced the following questions:
What existing solution concepts, if any, could be successfully adopted for this application?
What new concepts might satisfy the established needs and specifications?
What methods can be used to facilitate the concept generation process?

3. The Activity of Concept Generation
Product concept is an approximate description of the technology, working principles, and form of the product.
Concept is usually expressed as a sketch or as a rough 3-D model and a brief textual description
Concept generation activity is not expensive - spend adequate time & effort

4. The Activity of Concept Generation
Team will generate hundreds of concepts, of which 5 to 20 will merit serious consideration during the concept selection activity
Explore full space of design alternatives

5. Concept Generation

6. Common dysfunctions during concept generation
Consideration of 1-2 alternatives (proposed by assertive members)
Failure to consider usefulness of concepts employed by others firms in related and unrelated products
Involvement of only few people
Ineffective integration of promising partial solutions.
Failure to consider entire categories of solutions.

7. Structured Approaches Reduce the Likelihood of Costly Problems
Guide the team in the thorough exploration of alternatives
Provide a mechanism for integrating partial solutions
Step-by-step procedure for those members of the team who may be less experienced in design-intensive activities

8. Concept Generation: A Five-Step Method

9. Step 1: Clarify The Problem
Develop a general understanding and then breaking the problem down into subproblems if necessary
The mission statement for the project, customer needs list, and the preliminary product specification are the ideal inputs to the concept generation process

10. Step 1: Clarify The Problem
Example: Challenge was to “design a better hand-held nailer”
Some of the assumptions in the team’s mission statement were:
The nailer will use nails(as opposed to adhesives, screws, etc.)
The nailer will be compatible with nail magazines on existing tools.
The nailer will nail into wood.
The nailer will be hand held.

11. Step 1: Clarify The Problem
Based on the assumptions, the team identified the customer needs for a hand-held nailer:
The nailer inserts nails in rapid succession.
The nailer fits into tight spaces.
The nailer is light weight.
The nailer has no noticeable nailing delay after tripping the tool

12. Step 1: Clarify The Problem
Gather supplementary information to clarify and quantify the needs
such as the approximate energy and speed of the nailing.

13. Step 1: Clarify The Problem
Basic needs target product specifications.
The target specifications included the following:
Nail length from 50 millimeters to 75 millimeters.
Maximum nailing energy of 80 joules per nail.
Nailing forces of up to 2,000 newtons.
Peak nailing rate of one nail per second.
Average nailing rate of four nails per minute.
Ability to insert nails between standard stud/joints (368 millimeter opening)
Tool mass less than 4 kilograms.
Maximum trigger delay of 0.25 seconds.

14. Decompose a Complex Problem into Simpler Subproblems
For example, the design of document copier broken down into
the design of document handler,
the design of a printing device, and
the design of an image capture device.

15. Decompose a Complex Problem into Simpler Subproblems
Decomposition may not be very useful for products with extremely simple functions such as a paper clip
Dividing a problem into simpler subproblems is called problem decomposition.
Various ways (schemas) by which a problem can be decomposed.

16. Functional decomposition
Represent the overall function as a single black box operating on material, energy and signal flows
Divide the black box into sub-functions (3-10 sub-functions)

17. Exhibit 6-4

18. Functional decomposition
Challenge: to describe the functional elements of the product without implying a specific technological working principle for the product concept.
For example, the subfunction “isolate nail” expressed in such a way that it does not imply any particular physical solution concept, such as indexing the “stick” of nails into a slot or breaking a nail sideways off the stick.

19. Functional decomposition
Note that the function diagram is typically non unique.
Create several drafts and then work to refine them into a single diagram that the team is comfortable with.

20. Functional decomposition
If the material, energy, and signal flows are difficult to identify: A simple list of the subfunctions of the product, without connections between them, is often sufficient.
Functional decomposition is most applicable to technical products, but it can also be applied to simple and apparently nontechnical products. For example, an ice cream being separated, formed, transported, and deposited.

21. Decomposition by sequence of user actions
For example, the nailer problem might be broken down into three user actions:
moving the tool to the gross nailing position,
positioning the tool precisely,
triggering the tool.
This approach is often useful for products with very simple technical functions involving a lot of user interaction.

22. Decomposition by key customer needs
For the nailer, this decomposition might include the following subproblems:
fires nails in rapid succession,
fits in tight places,
has a large nail capacity.
This approach is often useful for products in which form, and not working principles or technology, is the primary problem. Examples of such products include toothbrushes (assuming the basic brush concept is retained) and storage containers.

23. Focus Initial Efforts on the Critical Subproblems
For example, the nailer team chose to focus on the subproblems of storing/accepting energy, converting the energy to transnational energy, and applying the transnational energy and nail

24. Step 2: Search Externality
External search is aimed at finding existing solutions to both overall problem and to the sub problems identified during the problem clarification step.
External search occurs continually throughout the development process.

25. Step 2: Search Externally
There are at least five good ways to gather information from external sources: lead user interviews, expert consultation, patent searches, literature searches, and competitive benchmarking.

26. Interview Lead Users
Lead users are those users of a product who experience needs months or years before the majority of the market and stand to benefit substantially from a product innovation. Frequently these lead users will have already invented solutions to meet their needs.

27. Interview Lead Users
In the hand-held nailer case, the nailer team consulted with the building contractors from the BPS television series This Old House in order to solicit new concepts.
These lead users, who are exposed to tools from many manufacturers, made many observations about the weakness in existing tools, but in this case did not provide many new product concepts.

28. Consult Experts
Experts may include professionals at firms manufacturing related products, professional consultants, university faculty, and technical representatives of suppliers.
A good habit to develop is to always ask people consulted to suggest others who should be contacted. Best information often comes from pursuing these “second generation” leads

29. Search Patents
Patents are a rich and readily available source of technical information containing detailed drawings and explanations of how many products work.
Main disadvantage of patent searches is that concepts found in recent patents are protected (generally for 20 years from date of the patent application), so there may be a royalty involved in using them.

30. Search Patents
Concepts contained in foreign patents without global coverage and in expired patents can be used without payment of royalties.

31. Search Published Literature
Published literature includes journals: conference proceeding; trade magazines; government reports; and new product announcements
Electronic searches  the most efficient
Examples: Mark’s Standard Handbook of Mechanical Engineering, Perry’s Chemical Engineer’s Handbook, and Mechanisms and Mechanical Devices Sourcebook

32. Benchmark Related Products
Benchmarking can reveal existing concepts that
have been implemented to solve a particular problem
information on the strength and weakness of the competition
Useful source: Thomas Register of American Manufacturers, a directory of manufacturers of industrial products organized by product type

33. Benchmark Related Products
For the nailer,
the closely related products included a single-shut gunpowder-actuated tool for nailing into concrete, an electrical solenoid-actuated tacker, a pneumatic nailer for factory use, and a palm-held multiblow pneumatic nailer.

34. Benchmark Related Products
Team obtained and disassembled most of these related products
to discover the general concepts on which they were based
to get the names of the suppliers of specific components.

35. Step 3: Search Internally
Use of personal and team knowledge and creativity to generate solution concepts.
Four guidelines are useful for improving both individual and group internal search:
Suspend Judgment
Generate a lot of ideas
Welcome ideas that may seem infeasible
Use graphical and physical media

36. Both Individual and Group Sessions Can Be Useful
Formal studies of group and individual problem solving suggest that a set of people working alone for a period of time will generate more and better concepts than the same people working together for the same time period.

37. Hints for Generating Solution Concepts
Make analogues. what other devices solve a related problem; Think of a natural or biological analogy to the problem
Wish and Wonder. Beginning a thought or comment with “ I wish we could…” or “I wonder what would happen if….” helps to stimulate oneself or the group to consider new possibilities.

38. Hints for Generating Solution Concepts
Use related stimuli. Most individuals can think of a new idea when presented with a new stimulus. For example, one way to use related stimuli is for each individual in a group session to generate a list of ideas(working alone) and then pass the list to his or her neighbor.
Use unrelated stimuli. Occasionally random or unrelated stimuli can be effective in encouraging new ideas.

39. Hints for Generating Solution Concepts
Set quantitative goals. Have quantitative targets of 10 to 20 concepts.
Use gallery method. The gallery method is a way to display a large number of concepts simultaneously for discussion. Sketches, usually one concept to a sheet are taped or pinned to the walls of the meeting room.

40. Hints for Generating Solution Concepts
In the 1990s a Russian Problem-solving methodology called TRIZ (A Russian acronym for theory of inventive problem solving) began to be disseminated in the United States.
The methodology is primarily useful in identifying physical working principles to solving technical problems. The key idea underlying TRIZ is to identify a contradiction that is implicit in a problem.

41. Step 4: Explore Systematically
As a result of external and internal search activities, the team will have collected tens or hundreds of concepts fragments – solutions to the subproblems.
Systematic exploration:navigating the space of possibilities by organizing and synthesizing these solution fragments.

42. Step 4: Explore Systematically
Given 3 subproblems & average of 15 fragments for each subproblem, the team would have to consider 3,375 combinations of fragments (15x15x15).
There are two specific tools for managing this complexity and organizing the thinking of the team: the concept classification tree and concept combination table

43. Exhibit 6-6

44. Concept Classification Tree
Divide the entire space of possible solutions into several distinct classes which will facilitate comparison and pruning

45. Concept Classification Tree

46. Concept Combination Table
Provides a way to consider combinations of solution fragments systematically
Columns in the table correspond to the subproblems identified
As a practical matter, concept combination tables lose their usefulness when the number of columns exceeds three or four.

47. Concept Combination Table

48. Concept Combination Table

49. Concept Combination Table

50. Concept Combination Table

51. Concept Combination Table

52. Managing the Exploration Process
Rarely do teams generate only one classification tree and one concept combination table.
More typically the team will create several alternative classification trees and several concept combination tables.

53. Step 5: Reflect on the Results and the Process
Team confidence that the solution space has been fully explored?
Alternative functions diagrams?
Alternative ways to decompose the problem?
External sources been thoroughly pursued?
Have ideas from everyone been accepted and integrated in the process?