claims:- make as genereal as possible, avoid absolute definition, create an invention that does not infringe). 6.

Pursue appln: (team may file all

1(INTRO): Product development is the set of activities beginning with the perception of a market opportunity and ending in the production, sale,
and delivery of a product. Characteristics of Successful PD: Product quality, Product cost, Development time, Development cost, Development
capability. Challenges of PD: trade-offs, dynamics, details, time pressure, economics, creation, societal and individual needs, team diversity,
team spirit. Organizational Realities: Lack of empowerment of the team, Functional allegiances transcending project goals, inadequate
resources, Lack of cross-functional representation on the project team.
2(DEV. PROCESSES&ORGANIZATN):Sequence of steps/activities that an enterprise employs to conceive ,design & commercialize the product.
Benefits of Prod Devel Process- QA, Cordintn, planning, mngment, improvement. Generic PDP: Planning(phase zero” because it precedes
the project approval and launch of the actual product development process.This phase begins with opportunity identification guided by corporate
strategy and includes assessment of technology developments and market objectives.), Concptdevlpmnt(the needs of the target market are
identified, alternative product concepts are generated and evaluated, and one or more concepts are selected for further development and testing),
systm level design(the definition of the product architecture, decomposition of the product into subsystems and components, and preliminary
design of key components.), detailed design(complete specification of the geometry, materials, and tolerances of all of the unique parts in the
product and the identification of all of the standard parts to be purchased from suppliers), testing &refinement(The testing and refinement phase
involves the construction and evaluation of multiple preproduction versions of the product), production ramp up(purpose of the ramp-up is to train
the workforce and to work out any remaining problems in the production processes). ConDevPro : Identifying customer needs, Establishing
target specifications, Concept generation, Concept selection, Concept testing, Setting final specifications, Project planning, Economic
analysis, . It is aim is to ensure that the product will achieve the profits expected), Benchmarking of competitive products(to position the
product in the proper segment and establish the proper price), Modeling and prototyping(Included early proof of concept. Give the ability to
verify assumptions and confirm product performance). Types of processes: Generic(market pull)prodcts(Market opportunity, team finds proper
technology), Tchnlgy push(New technology, team finds market), Platform(New product built around an established technological platform),
process intensv(Product characteristic controlled by the process), customized(Product is a variation of existing product), high risk(Technical, or
market uncertainties lead to high risk failure), quick build(Rapid modeling and prototyping enable many design-build test cycles), complex
systems(several systems & subsystems). Product Development Organizations• A successful product development depends also on the
structure of the organization that is developing the product.• The organization is formed by establishing links between different functions for
example:a) Reporting relationships: give rise to the classic notion ofsupervisor and subordinateb) Financial arrangements: Individuals are
linked by being part of the same financial entity (business unit) C) Physical layout: Sharing the same location, office, building,Organizational
structues: functional org, project org, HW proj org, LW proj org. choosing an organizational structure how imp is cross-func integration, how
critical is cutting-edge functional expertise, can individuals from each function be fully utilized for most duration, project develop
speed.
3(OPPURTUNITY IDENTIFICATION): familiarity with solution likely to be employed, familiarity with need of the soln addressed. Effective
opportunity tournament. Generate large no of oppurtunities, seek high quality opportunity, create high variance in the quality of oppurtunities.
Opportunity identification process. Establish a charter, generate and sense many oppurtunities. Technic for generating oppurtunities-follow
personal passion, compile bug list, pull oppurtunities from capabilities(VRIN), study customers, consider implication of trends, imitate but better-
(media and marketing activities of other firms, de-commodize a commodity, drive an innovation down market, import geographically isolated
innovations), mine your sources – (lead users, representation in social media, universities and government labs, online idea submission). Screen
oppurtunities.develop promising oppurtunities, select exceptional oppurtunities, reflect on the results and the process. Process:
Establish a charter(new organizations also have goals like creating a new product related toan area of personal interest. The innovation charter
articulates these goals), Generate and sense many opportunities, Screen opportunities, Develop promising opportunities, Select exceptional
opportunities(RWW), Reflect on the results and the process. Techniques for Generating Opportunities: Follow a Personal Passion, Compile
Bug Lists, Pull Opportunities from Capabilities(VRIN Valuable, Rare, Inimitable, Non-substitutable.), Study Customers, Consider Implications of
Trends, Imitate but Better( Drive an innovation “down market, Import geographically isolated innovations), Mine Your Sources (Lead users,
Representation in social networks, Universities and government laboratories, Online idea submission).
4(PRODCT PLANNIN): product planning process. 4 Types of PD Projects: New product platforms, Derivatives of existing product platforms,
Incremental improvements to existing products, Fundamentaly new products. Process Develop a product plan and project mission
statements: Identify opportunities, Evaluate and prioritize projects [Competitive Strategy: Technology and cost leadership, Customer focus,
Imitative.>>market segmentatn:prod are developed with mkt segmnt mind. >>technlgcl trajctries: evalprogrss of current tech & identify when to
adopt new.>>prod pltfrm:dev new pltfrm or dev dervtv prod.prd pltfrm reltd to techlgy map], Allocate resources and plan timing[Resource
Allocation: Numerous companies take on many projects, improper planning of resources lead to late delivery of products (late to market), which
negatively affect profitability. Aggregate planning increase the efficiency of resource usage by pursuing only projects that can reasonable be
completed with the budgeted resources.Project Timing: takes into account :a) Timing of product intro b) Technology readiness c) Market readiness
d) Competition], Complete pre-project planning(Mission Statements: Brief (1sentence) description of the product, Benefit proposition, Key
business goals, Target market(s) for the product, Assumptions and constraints that guide the development effort, Stakeholders.),assumptions
and constraints. Manufacturing, service, environment. Staffing and other preproject planning activities. Reflect on the results and the
process.
5(IDENTIFY CUST. NEEDS):Gather raw data from customers(interview, focus grp, observe on prod), .choosing customers. The art of elicitin
customer needs data. During the interview: • Go with the flow • Use visual stimuli and props • Suppress preconceived hypotheses about the
product technology • Have the customer demonstrate the product • Be alert for surprises and the expression of latent needs • Watch for nonverbal
information.documeting interactions with customers. (audio recording, notes, video recording, still photography). Interpret raw data in terms
of customer needs 1. What and not how 2. Be specific (the same level of detail as in the raw data) 3. Use positive, not negative phrasing 4.
Express the need as an attribute of the product 5. Avoid must and should. Organize the need into a Hierarchy(of primary, secondary, and (if
necessary) tertiary Needs) 1. Write each need on separate card or sticky 2. Remove redundant statements 3. Group the cards according to the
similarity of the needs they express 4. For each group choose a label 5. Consider creating a supergroup of two to five groups6. Review and edit
organized needs statements.. Establish the relative importance of the needs: It is important to rank the needs identified by user priority. This
can be achieved by:• Relying on the consensus of the team (Quick and inexpensive,less accurate)• Survey customers (Long and costly, but more
accurate), Reflect on the results and the process. Questions asked after completion of the process.
6(PRODT SPECFN): Establishing the target specifications: Start with customer needs, Prepare the list of metrics, Collect competitive
benchmarking information(benchmark on i.metrics ii.cust needs), Set ideal and marginally acceptable target values, Reflect on the results and the
process.
Setting final specification: Develop technical models of the product, Develop a cost model of the product, Refine the specifications, making
trade-offs where necessary, Flow down the specifications as appropriate, Reflect on the results and the process.
7(CONCEPT GEN.): 5 Step method for CG:the activity of concept generation. Structured approaches reduce the likelihood of costly
problems. A five step method. 1. Clarify the problem, (Understand the problem, • Decompose a Complex Problem into Simpler Subproblems,
Focus Initial Efforts on the Critical Subproblems) 2. Search externally: aim is to find, when possible, an existing solution that can be used, hence
cutting cost and development time. (Interview lead users • Consult experts • Search patents • Search published literatures • Benchmark related
products), 3. Search Internally (Brainstorming sessions: Suspend Judgment, suggest improvements, or alternative concepts 2. Generate a lot of
ideas 3. Welcome ideas that seem infeasible 4. Use graphical and physical media).both individual and group sessions can be useful. Hints
for Generating Solution Concepts: Make analogies, wish & wonder, Use related stimuli, Use unrelated stimuli, set quantitative goals, use gallery
method) 4. Explore systematically: Concept classification tree provides 4 benefits: 1. Pruning of less promising branches 2. Identification of
independent approaches to the problem 3. Exposure of inappropriate emphasis on certain branches 4. Refinement of the problem decomposition
for a particular branch.) concept combination table. Managing the exploration process. 5. Reflect on solution and processes.
9CONCEPT TESTG: 7-step method for testing product concepts: 1. Define the purpose of the concept test 2. Choose a survey population 3.
Choose a survey format. 4. Communicate the concept[Verbal description • Sketch • Photograph or rendering • Storyboard • Video • Simulation •
Interactive multimedia • Physical appearance model • Working prototype] 5. Measure customer response:>Erly in concept
develpmntphase,custmr is need to pick one of the two concepts.>It ais at the interest of customers at buying the product.>scale(definitely wud
buy, probably wud buy, might or might nt buy andvice verse) 6. Interpret the results [The model for predicting sales for durables: Q = N x A x
P (Q = sales (annual) • N = number of (annual) purchases • A = awareness x availability (fractions) • P = probability of purchase (surveyed) = Cdef
x Fdef + Cprob x Fprob] Fdef is the fraction of survey respondent that they would definitely purchase • Fprob is the fraction of survey respondent
that they would probably purchase • Cdef and Cprob are calibration constant usually established based on company experience with similar
products.
7. Reflect on the results and the process: N- Consider effect of alternative markets. A-Influenced by promotion plans, distribution arrangements P-
Design change, make product more appealing, advertising.
10(Prodct architectr): in early dev phase. A product can be thought of in both functional and physical terms. Functionalelement = individual
operations that are part of the overall performance of the product. Physicalelements= parts, components, and subassemblies that generate the
product’s functions.Thephysical elements are grouped into several major physical building block, which are called chunks.modular
architecture(chunks implement one or few funclelemnts in their entirety.interctn bet betn chunk s well defined and genrllyfundamntl to primy fun of
prod), integral(opp of modular)Types of Modularity: Slot, Bus, Sectional-modular. Implications of architecture: Product change (Upgrade, Add-
ons, Adaption, Wear, Consumption, Flexibility in use, Reuse), Product variety, Component standardization, Product performance,
Manufacturability and Product DvlpmtMgmt, System Engineering. Establishing the Architecture: 1. Create a schematic of product, 2. Cluster the
element of schematic (Geometric integration and precision, Function sharing, capabilities of design or prductntechnlgy, Localization of change,
Accommodating variety, Enablngstandardiztn, Probability of interface), 3. Create rough geometric layout, 4. Identify the fundamental and incidental
interactions.Delayed Differentiation: 1.The differentiating elements of the product must be concentrated in one or a
few chunks.2The product and production process must be designed so that the differentiating
chunk(s) can be added to the product near the end of the supply chain.Platform planning:Differentiation plan, commonality plan, managing trade
off betn DIFF & COM(Platform planning decisions should be informed by quantitative estimates of cost
and revenue implications.Iteration is beneficial. The product architecture dictates the nature of the trade-off between differentiation
and commonality).System-level Dsgn Issues: Defining Secondary systems, Estblsngachtctur of chunks, creating detailed interface specs
11(ID): 5critical goals ID cnhlpteam:utility appearance, ease of maintenance, low cost, ccommunicatn.ID Process1. Invstgtn of custx needs.
2. Conceptualization.( ID will create visual concepts, while engineers will focus on the technical solution
This is an easy and quick method of creating visual models.thumbnail sketches) 3. Preliminary refinement(Soft models are typically made in full
scale using foam or foam-core board. They are the second-fastest method—only slightly slower than sketches—used to evaluate concepts.). 4.
Further refinement & final concept selctn(switch from soft models and sketches to hard models and information-intensive drawings known as
renderings. Renderings show the details of the design and often depict the product in use. final refinement step before selecting a concept is to
create hard models. These
models are still technically nonfunctional yet are close replicas of the final design with a very realistic look and feel. They are made from wood,
dense foam, plastic, or metal; are painted and textured; and have some “working” features). 5. Control drawings or models(Industrial designer
issue control drawings or control models at the end of their development work of the final concept. These detail the functionality, features, sizes,
colors, surface finishes and key dimensions. These can be used to make final design models and prototypes). 6. Cordinatn with engg,
mnfcturng, & external vendors.( ID must continue to work closely with engineering and manufacturing personnel throughout the subsequent
product development process.)
mgmt of ID: Tech driven products(concept testng), User driven products(cust need identifctn)
12(DFE): DFE Process: 1. Set DFE agenda:drivers, ,goals, team: Drivers (int-Product quality, Public image, Cost reduction, Innovation,
Operational safety, Employee motivation, Ethical responsibility, Consumer behavior.ext- Environmental legislation, Market demand, Competition,
Trade organization, Suppliers, Social pressure), Goals, Team 2. Identify potential envrmntl impacts 3. Selct DFE guidelines 4. Apply DFE
guidelines to initial dsgn. 5. Assess envrmntl impacts 6. Refine Dsgn 7. Reflect on DFE Process and results. Steps in LCA analysis: 1.
Prepare proposed design options 2. Identify life cycle, including recycling and disposal 3. Identify all materials and energy sources used 4. Identify
outputs and waste streams 5. Quantify impacts of each material, energy, waste 6. Aggregate impact into categories for comparison.
13(DFM):Customer needs and product specifications are useful for guiding the concept phase of product development; however, during the later
development activities teams often have difficulty linking needs and specifications to the specific design issues they face DFM Process(begins
during concptdevlp ): 1. Estmtemanfctrng cost [Component costs: Standard, custom. Assembly costs: Labor, Equipment & Tooling.
Overheadcosts: Support, Indirect Allocation], Transportation cost, fixed vs variable cost,estcst of stdcompnt(by asking the price from
suppliers or by comparing with similar compont), estcst of custmcompt(Single part = cost of raw material, processing and tooling.Multiple parts
= cost of each subcomponent + cost of assembly + overhead.Raw material cost = (weight of part + scrap allowance) * cost per weight.Processing
costs = costs for the operator(s) of the processing machinery + the cost of using the equipment itself ($/hr).Processing time depend on operation
and machine used),est assembly cst( (Handling time + Insertion time) * labor rate)
2. Reduce the cost of compnts, (Understand the process constraints and cost drivers, Redesign components to eliminate processing steps,
Choose the appropriate economies of scale for the Part process, Standardize components and processes, Adhere to BLACK BOX component
procurement)
3. Reduce the cost of assembly (DFA Index= theoretical Min no. of parts * 3 sec/est. total assembly time
Methods to reduce ass. Time- Integrate parts, maximize ease of assembly, cx assembly,
4. Reduce the cost of supporting prodctn- Minimize systematic complexity, Error Proofing.
5. Consider the impact of DFM decision on other factors. [impact of dfmonDvlpmnt time, dvlpmnt cost, product quality, External
factors(Component reuse: Creating a low cost product for a product could benefit other products (read across), or decide to increase the cost of a
product to benefit another project.Life cycle cost: a product with a toxic material might impact the life cycle cost. Product might incur service cost of
warranty)].
14(Prototyping):An approximation of the product along one or more dimension of interest. Types of Prototype: Physical-Analytical,Focused-
Comprehensive. Uses of prototype: Learning(will it wrk), Communication(wit top mgmt, vendors, team membrs, custmr, investr),
Integration(ensure cmpnt and subsystem of prodctwrktoghtr), Milestones(prototypss used to demnstrtetht). Principle of prototyping: analytical
prototype are generally more flexible than phy prototype, phy protype are required to detect unanticipated phenomenton, reduce the reisk of costly
iteration.Benefits of Prototyping: Reduce the risk of costly Iterations, Expedite other dvlpmnt steps, Restructure Task Dependencies
technologies.3D cad model and analysis, free form fabrication..
Planning of Prototype: 1.Define the purpose of the prototype:Is it for learning, for communication, for integration, for milestones.
2.Establish the level of approximation=It depend on the purpose, if it is to demonstrate a physical functionality like an engine performance you will
need an accurate model.
3.Outline an experimental plan=Define the variables, the test protocol, an indication of what measurement are needed, and a plan analyzing the
results.
4.Create a schedule for procurement construction and testing=This is a subproject. Ensure that you have a robust schedule for procurement and
testing so that you do not affect the program development.
15(Robust design): robust setpt id s combinstion of designer parameter values which the product performance is desired under a range of
operating conditions and manufac variation.Steps of Robust design: 1. Identify control, noise & performance factors 2. Formulate and
objective plan (Maximize, Minimize, Target value, Signal to noise ratio) 3. Develop the experimental plan (Full factorial design, Fractional
factorial, Orthogonal array, One factor at a time, Outer & Inner array to test noise factors: additional column for noise array, puter array for noie) 4.
Run the experiment 5. Conduct the analysis (Computing Objective fn& factor effects by analysis of mean, Mean and Variance to be mentioned
in answer and signal to noise ratio). 6. Select and confirm factor setpoints 7. Reflect & Repeat
type of ptnt app >defer appln) 7.Reflect on the results of process
17(Prod Dev Econmcs): Elements of eco analysis:1.Quantitv analysis(Cash inflow &outflow.Bringsmeasur of structure & discipline to
assessment of prod dev proj.) 2.Qualitative(captures only those factors that are measurable.captures characteristics of dynamic & competitive
environments.interactions between projct& firm/mkt/maccroenvironment).When Should Economic Analysis Be Performed?:Go/no-go
milestones:(should we-launch the prodct/implement selected concpt/develop prodct to address mkt opportunity?.)Operation design&dev
decisn: ( should we- spend money to hirm outside firm to save development tim/launch prodct at 2$ or wait till 6mnths so we can reduce the
cost)1. Build a base-case financial model.(consist of estimtng timing and magnitude of fututr cash flows & then computing NPV of d flow. Timin
& mgntude of cash flw estimated by mergingprojct schedule &budgt, sale vol forcast, estmtd prodn cost.>cash flw=devcst,mktg& support ccst,
prodn cst,sales revenu>typicl refinmnts=brkdwn of all cost, inclusion of tax effct,cannibalizatn, ivstmnt tax credits) NPV = cash flow/1.0258 (for 2.5
persent)
2. Perform a sensitivity analysis: (to understand the relationships between financial success and the key assumptions and variables of the
model. Vary the values used in the base model using a “what-if” scenarios. Project are influenced by internal and external factors.Internal factors:
are factors that the team can influence like, development cost, development time, production cost and product performance.External factors: are
factors that the team cannot influence like, competitive environment, product )
3. Use the sensitivity analysis to understand project trade-offs.(understand the impact of any chng on the npv&hw to recover if
possibl.sensitivity analysis allows team to compute some trade off rules.limittations of qttv analysis-focus on measurable quantities, it depends on
validity of assumptions and data, beureaucracy reduces productivity) six intraction b/w: devlop time,product cost, poduct
performance,development cost.
4. Consider the influence of the qualitative factors on project success.(prjct will interct with firm/mkt/mcroenvironment.interaction between
prjt& firm=externatilities, strategic fit,. Between prjct& mkt=competitors, customers,supplier. Between prjct&enivrnmnt=major economic
shifts,govtregultns, social needs)
18(Managiing projects):Projectmgnt occurs during project planning & execution. Understanding & representing
tasks:Sequential,parallel&coupled tasks |DSM|Ganttcharts|PERT|critical path
Base line project planning:[ •Contract book is the Results of the concept development phase plus the project plan • The document is an
agreement between the development team and the management team. The document contains, the goals, direction and resource requirements.•
Project task list :A list of tasks to the best knowledge of the team.Small project a task every one to two days. Large project a task every one
month or more. For large projects each task can have it is own plan.After listing the tasks the team assign resources usually in hour-man • Team
Staffing and organization:Using the data in the plan the team can estimate the number of people required and their skills.Issues often
encountered: • Availability of specialized skills • Team members working on multiple projects in parallel • Matching the size of the team with the
requirement .38 Elements of the Project Plan • Project Schedule= It shows when the tasks will start and what is the effort needed to sustain the
task • Schedule is used to track progress (usually using earned value) • Project milestones are set date that identify events, usually the completion
of a task. • Project Budget :Using the plan and the resource identified the budget is calculated • Capital expenditure is estimated also • Cost of
testing, materials, prototypes etc. is all included • The largest item is usually the cost of staff • Major companies has a standard format for the
budgeting (why?) 39 Elements of the Project Plan • Project Risk Plan=The team identifies the issues that could go wrong. The team then
identifies the likelihood and consequence of each risk. An action (mitigation) plan is put together to ensure what actions needs to be taken to
reduce the risk. Risk plan is a live document that is regularly visited and updated throughout the whole project.• Modifying the Baseline
Plan=The team revisit the baseline plan to ensure that all assumptions are valid. Team can choose to trade off development time, development
cost, product manufacturing cost, product performance and risk. Ex: complete the project more quickly by increasing cost and hiring more people.
Compressing the schedule is the most desired outcome
Acccelerating projects: Guideline that applies to the project as a whole= • Start project early (Launch can be delayed) • Manage the project
scope • Facilitate the exchange of information, DSM usage can identify the information exchange path between teams • Guidelines that are aimed
at tasks on the critical path: • Complete individual tasks on the critical path more quickly • Aggregate safety time 41 4 Finish 2 Start 3 3 3 3 5 6 1 3
9 Project Buffer Feeder Buffer Accelerating Projects • Guidelines that are aimed at tasks on the critical path (cont.): • Eliminate some critical path
tasks entirely • Eliminate waiting delay for critical path resources • Overlap selected critical tasks, see if tasks can be done in parallel • Pipeline
large tasks, progressive release of information for example • Outsource some tasks 42 Accelerating Projects • Guidelines aimed at couple tasks: •
Perform more iterations quickly, close cooperation between functions to speed the tasks • Decouple tasks to avoid iterations • Consider set of
solutions, use set of values instead of points
Project execution:Coordination Mechanism(Informal communications,Meetings, Schedule display,Weekly Update, Incentives (Project based
incentives), Process documents( will assist the team in taking decisions and provide documentations)• Assessing project status • For small
projects regular update are easy to obtain from the project lead • For large project, regular project reviews take place • They take place usually on
a monthly basis • Used to close project phases and actions • Review of cost performance and schedule performance take place during the
meeting • Corrective actions • Changing the timing and frequency of meetings • Changing (modifying) the project staff • Locating the team
together physically • Soliciting more time and effort from the team, beware of burnout • More efforts on critical path • Engaging outside sources •
Changing the project scope or schedule

8(CONCPT SELECN): process of selecting best concept.number of ways to select concepts. Structures approach wil lead you best results.CS is
applied throughout the subsequent design and develp process. The ,methodology used toused to selct prod concpt can be use dlater at
subsystem level,compnnt or producnprocess.Select Product Concept: • External Decision • Product Champion • Intuition It just seems right •
Multivoting • Web-Based Survey • Pros and Cons • Prototype and test • Decision matrices. Benefits of structured methods: customer focused
product, competitive design, Better product-process coordination, Reduced time to product introduction, Effective group decision making,
Documentation of the decision process]
2 steps to select a concept: Concept screening and scoring.
Steps for concept screening(quickly identify concepts that could be of interest and progress) and scoring(best resoln and is used to
narrow the idea). 1. Prepare selection Matrix 2. Rate the concepts 3. Rank the concepts 4. Combine and improve the concepts 5. Select one or
more concepts 6. Reflect on the results and the process.
16(Patents): IP is an intangible asset created by human intellectual or inspirational activity. Types: patent(utility,design,plant), trademarks,
copyright, tradesecret. Ultility patents: relates to new processes, machine , article of manufctr, composition of matter or improvements to this.Law
reuires the patented inventions be Useful, novel, nonobvious. Prepare a disclosure:1.Formulate the strategy &plan(timin of patent appln>type
of applcn(regular, provisionl,patentcoopertn treaty)>scope of appln).2.study prior inventions: (team can learn whethr an invention infringe the
existing unexpired patent>get sense of how similariss their invention to other patents by esearching>develop knowledge enbling membr to craft
novel claim )3.Outline claims: (descrbchrctrstc of hteinvention>summry> provide guidance about wht must be described in detail of descriptn)
4.Write descrptn of invention; (titles, list of inventors, field of invention, bckgrnd of invent, summary of invn, brief descrpn of drawing, detailed
descripn of invention)5. Refine claims: (claim are set of numrd phrases tht defines sentlelemnt of invent, what exactly is invention. Writing the