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8/22/2019 07 Eval Synthes Design Final
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Evaluating and Synthesizing Design Concepts
8/22/2019 07 Eval Synthes Design Final
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© 2001 ConceptFlow1
Module Objectives
• By the end of this module, the participant will be able to:• Evaluate and Synthesize (E&S) design concepts utilizing Pugh‟s
Concept Selection Matrix
• Consolidate best elements of highest ranking concepts to createoptimal solution.
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© 2001 ConceptFlow2
Why Evaluate & Synthesize DesignConcepts?
• Concept generation typically produces a multitude of concepts thatneed to be objectively evaluated
• Effectively compares concept elements against a Datum
• Captures best elements of concepts to synthesize a better concept
• Proactive team approach that creates change improvements in
development versus implementation process• Increases team‟s understanding of design capability
• Increases efficiency of development time and money
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© 2001 ConceptFlow3
Concept Selection Process Background
• Developed by Dr. Stuart Pugh, University of Strathclyde in Glasgow,Scotland, 1980‟s
• Decision tool that uses QFD, prioritization and decision matrixmethodologies
• Used in the design stage when evaluating multiple improvement
options• Similar to pros versus cons lists
• Data driven iterative process
• Team activity ONLY!
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© 2001 ConceptFlow4
Feeding the E&S Process
Expert
System
Contradictions Pre-made Solutions
40
PrinciplesDesign Parameters
F u n c t i o n a l
R e q u i r e m e n t s
Design
Parameters
What other tools should be considered?
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© 2001 ConceptFlow5
Methodology Overview
Initial
Concepts
Generated
Increasing Concept Refinement
Concept
Selected
CC: Controlled Convergence
CG: Concept Generation
Front-End
Design
Work
Product/Process
Design Specification
Generated
Voice of
the Client
What issues could slow down this process?
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Iterative Process
Define
CTSs
Generate
Concepts
Bad requirements?
Evaluate
Concepts
Make
Hybrids
Still vulnerable?
Concept which m eets or
exceeds design expectat ions
(Datum)
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General Approach
• Review Internal and External CTSs• Prioritize using QFD and/or Kano
• Include any item of functional nature
• Choose Current “Favorite” Improvement Idea - Datum
• Generate Improvement Ideas
• Compare Datum with other Improvement Ideas utilizing Pugh Scale(plus, minus, satisfactory)
• Total plus and minus scores separately
• Combining and Improving Concepts
• Consider hybrid solutions• Achieve consensus prior to removing a concept
• Remove non-discriminating criteria
8/22/2019 07 Eval Synthes Design Final
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Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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Step 1: Establish Final CTS Importance
• Use CTSs from QFD• For each CTS identify importance criteria:
• Important (H: High)
• Moderately Important (M: Medium)
• Desirable (L: Low)
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Importance
CTS's (H,M,L) Datum 1 2 3 4
Total +
Total -
Total S's
Concepts
Design Parameters
F u n c t i o n a l
R e q u i r e m e n t s
Design
Parameters
Step 1: CTS Importance Rating Option
• Importance is not a score, importance is guideline• Recommend placing the CTSs in order of importance in order to more
easily analyze results
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Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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Step 2: Establish The Way to Display
Is there a natural way to display* your:• process concepts? → Detailed Process Map
• mechanical product concepts? → Sketch
• electrical product concepts? → Schematic
• project plan concepts? → Gantt Chart
• website design concepts? → Story Board
Are there other ways to display?
* on a single sheet of paper
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Step 2: Learning System Display Options
Six Sigma Council GreenBelt Certification Process
Detailed Process Map
Review Goals
CycleTime: < 1hour
Review Resources
CycleTime: < 1hour
Assess Processes
CycleTime:< 1hour
Focus Project
CycleTime: < 1week
Learn DPM & FMEA
CycleTime:< 1week
Dialog with Candidate
CycleTime:< 1week
Propose Projects
CycleTime:< 1hour
Review Project
CycleTime: < 2weeks
Do Project Learn Tools
CycleTime: < 6months
Present Project
CycleTime: < 2weeks
INPUT
OUPUT
Y Satisfied Clients Y Process Sigma Rises Y Staffuse 6 Sigma Tools Y Real GB Certifications Y Org. Learning Cap'y. Rises
Voices of Clients AOP Trees ActivityExpertise IPMD Forms Resource Loading Data CoachingJob Aids Resource Hours & $ GB Candidates Managers
C Managerdiligence C Managercapability
S 6 s Project Mgmt. Workbook
N Managerdiligence variation N Managercapabilityvariation N Man Load demand& variation N SOP deviation
C Managerdiligence C Managercapability
S 6 s Project Mgmt. Workbook
N Managerdiligence variation N Managercapabilityvariation N AOP Tree qualityvariation N SOP deviation
C Managerdiligence C Managercapability
S 6 s Project Mgmt. Workbook
N Managerdiligence variation N Managercapabilityvariation N SOP deviation
C Managerdiligence C Managercapability
S 6 s Project Mgmt. Workbook
N Managerdiligence variation N Managercapabilityvariation N Real work vs. 6 Sigma mentality N SOP deviation
C Manager& candidatediligenceC Manager& candidatecapability
S 6 s Project Mgmt. Workbook
N Manager& candidatediligencevariationN Manager& candidatecapabilityvariation N Real work vs. 6 Sigma mentality N SOP deviation
C Coach & candidate diligenceC Coach capability
S DPM & FMEA learning system
N Coach & student diligencevariationN Coach & student capabilityvariation N SOP deviation
C Candidatediligence C Candidatecapability
S 6 s Project Mgmt. Workbook
N Candidatediligence variation N Candidatecapabilityvariation N Resource availabilityvariation
y process variation decreases y candidate has new tool skills y project goals met
y performance gauged accurately y recognition matches achievement
y VoC/resource/goal/process/project match y site cert. process level loaded y candidate & managercommitment
C SSC/manager/candidate diligence C SSC/manager/candidate capability
S 6 s Project Proposal
N SSC/manager/candidate dil igence variation N SSC/manager/candidate capabilityvariation N SOP deviation
C SSC & candidate diligence C SSC & candidate capability
S 6 s Project Presentation
N SSC & candidate diligence variation N SSC & candidate capabilityvariation N resource conflicts N SOP deviation
C Coach & candidate diligenceC Coach & candidate capability
S Tool learning system S Tool use SOP
N Coach & candidate diligencevariationN Coach & candidate capabilityvariation N SOP deviation N Resource conflicts & project difficulty
y processesw/poorSOP known y processesw/pooryields known y VoC & process efficiencylinked
y clarityregarding goal item priority y VoC & goal item linkage
y clarityregarding availability y clarityregarding demand y clarityre resource/goalmatch
y VoC/resource/goal/process match y numberof projects proposed
y candidate/managerconcurrencey VoC/resource/goal/process match
y candidate has DPM & FMEA skills y candidate has insight into process y candidate has insight into problems
y VoC/resource/goal/process/project match y project outcome clarity& feasibility
Detailed
Process Map
Course
Syllabus
PughConcept SelectionSyllabus
Day1: Introduction
What's init for me?Explanationof some termsExplanationof skill hierarchy and course process
Self-paced self-, pair-, and group-instructionDebriefand process check
Day2: Practice in groups withreal concept selections
Debriefand process check
Day1: IntroductionWhat's init for me?
Explanationof some termsExplanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instruction
Debriefand process check
Day2: Practice in groups withreal concept selectionsDebriefand process check
Day3: IntroductionWhat's init for me?Explanationof some terms
Explanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instructionDebriefand process check
Day4: Practice in groups withreal concept selectionsDebriefand process check
Day5: IntroductionWhat's init for me?Explanationof some terms
Explanationof skill hierarchy and course processSelf-paced self-, pair-, and group-instructionDebriefand process check
Day6: Practice in groups withreal concept selectionsDebriefand process check
Skill Hierarchy
Can Do Pugh Concept Selection
Can DiagnoseImbalance
Can Balance
Requirements
Can Blend Voicesof Customers
Can Choose
Concept Display
Can Hear Voicesof Customers
Can Find &
Hybridize I.C.
Can Select
Requirements
Can Generate
Requirements
8/22/2019 07 Eval Synthes Design Final
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Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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Step 3: Generate a Datum Concept
• Describe what your toughest competitor does• Or describe the currently leading product or process
• Or when the team has generated concepts, then the teamintuitively chooses the “best” one
The stronger the datum, the stronger the path to success
8/22/2019 07 Eval Synthes Design Final
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Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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Step 4: Generate New Concepts
Now that the team knows...• What clients require
• How to portray a concept solution
• What the datum looks like
It's time to get creative!
Turn team members loose,
ou tside a team meet ing ,
to come up with new concepts
Expert
System
Contradictions Pre-made Solutions
40
Principles
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Step 4: Prepare to Evaluate Concepts
• Ensure that all concepts are properly displayed• Check team members‟ concept display packages off line
• Bring all the concept display packages up to date off line
• Share each package with all team members off line
• Prepare the room the team will use
• Clear a large wall of obstructions
• Post a large sheet of paper with the E&S design concept processform and displays on it on a wall
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Step 4: Prepare to Evaluate Concepts cont.
Concept
Displays
Concept
Requirements 1 2 3 4 5 6 7 8 9 10 11
Must do A + - + - + - D - + + +
Must have B + S + S - - A + - + -
Must not do C - + - - S S T + S - -
Must have D - + + - S + U S - - S
Must Do E + - + - S + S + + +
Must not do F - - S + + - + - + S
Sum of + 3 2 4 1 2 2 3 2 4 2
Sum of - 3 3 1 4 1 3 1 3 2 2
Sum of S 0 1 1 1 3 1 2 1 0 2
M
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Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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Concept
Requirements 1 2 3 4 5 6 7 8 9 10 11
Must do A + - + - + - D - + + +
Must have B + S + S - - A + - + -
Must not do C - + - - S S T + S - -
Must have D - + + - S + U S - - S
Must Do E + - + - S + S + + +
Must not do F - - S + + - + - + S
Sum of + 3 2 4 1 2 2 3 2 4 2
Sum of - 3 3 1 4 1 3 1 3 2 2
Sum of S 0 1 1 1 3 1 2 1 0 2
M
Step 5: Evaluate the New Concepts
If a concept is• Better than the datum, rate it +
• Worse than the datum, rate it -
• Neither worse nor better, rate it S
Work across the concepts, requirement by requirement
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+ : Meets criterion better than datum
S : Meets criterion as well as datum
- : Meets criterion not as well as datum
Step 5: Rating the Concepts
• Ensure that you define levels of criteria in your terms• Hard Measurable CTSs (criteria) provide the Best Results
• Converge to a superior concept, which becomes datum for nextiteration.
• Keep the voting simple – no more than 5 minutes per decision
• When in doubt, choose „S‟ • Do your homework!
S: Same
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© 2001 ConceptFlow23
Step 5: Evaluation Hints
• If you disagree• Don‟t decide on the basis of a vote
• Do dialog to discover why you differ
• Do listen fully and carefully
• Remember
• Consensus is an important E&S design concept process result
• Only better or worse matters
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© 2001 ConceptFlow24
Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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© 2001 ConceptFlow25
Step 6: Find the Top 2 or 3 Concepts
Which concepts have• The most + ratings?
• The fewest - ratings?
• The fewest S ratings?
Concept
Requirements 1 2 3 4 5 6 7 8 9 10 11
Must do A + - + - + - D - + + +
Must have B + S + S - - A + - + -
Must not do C - + - - S S T + S - -
Must have D - + + - S + U S - - S
Must Do E + - + - S + S + + +
Must not do F - - S + + -
M
+ - + S
Sum of + 3 2 4 1 2 2 3 2 4 2
Sum of - 3 3 1 4 1 3 1 3 2 2
Sum of S 0 1 1 1 3 1 2 1 0 2
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© 2001 ConceptFlow26
Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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© 2001 ConceptFlow27
Step 7: Make a New, Hybrid datum
Try to replace weak parts in a strong concept with strong parts fromother concepts
Concept
Requirements 1 2 3 4 5 6 7 8 9 10 11
Must do A + - + - + - D - + + +
Must have B + S + S - - A + - + -
Must not do C - + - - S S T + S - -
Must have D - + + - S + U S - - S
Must Do E + - + - S + S + + +
Must not do F - - S + + -
M
+ - + S
Sum of + 3 2 4 1 2 2 3 2 4 2
Sum of - 3 3 1 4 1 3 1 3 2 2
Sum of S 0 1 1 1 3 1 2 1 0 2
What TRIZ Tool would help reverse thenegatives in best concepts?
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© 2001 ConceptFlow28
Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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© 2001 ConceptFlow29
Step 8: Practical evaluation of NEW datum
Check for • Unbalanced outcome requirements
• Missing outcome requirements
• Unnecessary outcome requirements
• Weak datum relative to threshold standard for minuses and pluses
• Dominant team members
• Weak concept generation effort
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© 2001 ConceptFlow30
Evaluating & Synthesizing Design Process
1. Establish the outcome requirements (the CTSs)2. Establish a way to describe (display) concepts
3. Establish a strong datum concept
4. Generate new concepts - the more the merrier
5. Compare the new concepts with the datum
6. Find the top 2 or 3 best new concepts
7. Combine these to make a new, hybrid datum
8. If the new datum is plainly bad, loop to #1
9. If the new datum isn‟t invulnerable, loop to #4
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© 2001 ConceptFlow31
Step 9: Is NEW datum invulnerable?
• Does this concept seem• Pretty hard to improve?
• Good enough to confuse competitors?
• Work as a coherent system?
• Delight clients?
• Yes
• Congratulations! You‟re done…
• No
• Return to Step 4: Generate New Concepts
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Things to Remember
Things to Avoid• Over-analyzing results
• Allowing unequal levels of knowledge to dominate rating process andteam activities
• Not having thorough participation coverage from owner, evaluator, and
implementer • Evaluation of Concepts that have insufficient data
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Things to Remember
Keys to Success• Careful selection of team members
• Neutral facilitator
• Team Preparation
• Allowing time for process
• Final team consensus
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E&S Design Concept Process Class Exercise(As a Class)
• Problem Statement
• Create french-fries Container that provides better Client Satisfaction
• Datum: Cardboard Box
• Develop CTSs (5-10): Hint Develop a CT Tree
• Develop 4-8 Concepts (Improvement Ideas)
• Follow 9 Step Roadmap
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© 2001 ConceptFlow35
Pugh Concept Selection ProcessPut +, -, or S in each cell to represent if concept is
Product: French Fries Container SIGNIFICANTLY better, worse, or same as the
datum concept.
Work this way ---->
Concept
CTSs 0 1 2 3 4 5 6 7 8 9 10
No ketchup spills - + + + + S + + S +
No cleaning required (disposable) D S S S S S S S S S S
Durable (Does not leak ) A - S S S S S S S S S
Fries remain hot T S S S S S S S S S S
Fries remain crispy U S S S S S S S S S S
Easy availaiblilty ( fast food joints) M S S S S S S S S S S
Requires no additional steps to use S S S S S S S S S S
Easy to use ( one handed operation) S S + S S S S S S S
Looks attractive S S S + S S S + S S
Automated process( no assembly) S - - - - - - - S -
0 1 2 2 1 0 1 2 0 1
2 1 1 1 1 1 1 1 0 1
S 8 8 7 7 8 9 8 7 10 8
E&S Design Concept Process Class Exercise(As a Class)
Sample Data
What are your conclusions?
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© 2001 ConceptFlow36
E&S Design Concept Process Class Exercise(In Groups of 4-6)
• Problem Statement
• Create a marketing campaign to promote movie theatre sales for anew movie chain, SigmaCinema. SigmaCinema will have 100theatres in 10 locations.
• Datum: Pugh Movie Theatre Chain
• Develop CTSs (5-10): Hint Develop a CTx Tree• Develop 4-8 Concepts (Improvement Ideas)
• Follow the 9 Step Roadmap
• The following slides provide insight in the development of CTSs.
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© 2001 ConceptFlow37
Management CTSs: Theatre Class ExerciseBackground
Imagine you are the General Manager of a very successful movietheatre chain supporting many employees.
• You will be out of the country for three months and have asked your staff to fax you a weekly report on Monday morning.
• What information would you like to see in that fax?
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© 2001 ConceptFlow38
End Client CTSs: Theatre Class ExerciseBackground
You are headed to the movies with some friends…
• The movie you would like to see is playing at several movie theatres inthe area.
• All are about equidistant from your home.
• What criteria do you use to decide which theatre to patron?
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© 2001 ConceptFlow39
Are we measur ing Ys o r Xs?
Is our percept ion the same as our cl ients?
Critical to Satisfaction Summary: TheatreClass Exercise Background
Supplier Perspective
• (Theatre management)
• Ticket sales
• Concession sales
• Labor / work force data
• Profit reports
• Other...
Client Perspective
• (Movie goers)
• Good popcorn
• No sticky floors
• Clean high capacity restrooms
• Comfortable seats
• Big screens, good sound
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© 2001 ConceptFlow40
E&S Key Learning
• Pugh E&S Design Concept Process Matrix should be integrated withother tools (e.g., TRIZ, Benchmarking, QFD, Kano, TechnologyRoadmap)
• Creation of hybrid solutions can provide better overall solutions
• Iteration (Controlled Convergence and Concept Generation) is
necessary to drive world class solutions• Team approach is necessary to develop robust solutions
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© 2001 ConceptFlow41
Key Learning Points?
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© 2001 ConceptFlow42
Module Objectives
By the end of this module, the participant will be able to:
• Evaluate and Synthesize (E&S) design concepts utilizing Pugh‟s
Concept Selection Matrix
• Consolidate best elements of highest ranking concepts to createoptimal solution.
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AppendixEstablish Outcome Requirements: CTSs
• If you‟re the client or you‟re in a big hurry
• Brainstorm & use an Affinity Diagram
• If you‟re not the client and you‟re in something of a hurry
• Ask clients to brainstorm & affinitize their responses
• (Basic QFD can also be used)
• If you‟re not the client and precision is very important • Full Quality Function Deployment and
• Kano (if possible)
Design Parameters
F u n c t i o n a l
R e q u i r e m e n t s
Design
Parameters
Where are you?
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© 2001 ConceptFlow44
AppendixPlanning Your E&S Design Concept Process
(Option A-Quickest & Dirtiest)• Meeting 1
• Team brainstorms and affinitizes to generate possible requirementset (2 hr)
• Team selects simplest display method available (1 hr)
• Between Meetings 1 & 2
• Subteam balances requirement set and distributes it to teammembers (2 hr)
• As many team members as wish create new concepts and their displays (2hr/each)
• Meeting 2
• Team selects datum from new concepts (0.25 hr)
• Team evaluates concepts ( [# of concepts] x [# of requirements] x0.1 hr)
• Team builds best hybrid concepts to make invulnerable concept(1 hr)
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AppendixPlanning Your E&S Design Concept Process
(Option B- The Middle Way)• Before Meeting 1
• Clients brainstorm possible requirement sets (1 month c.t.)
• Client priority is established (1 week c.t.)
• Competitive analysis characterizes strongest competitor‟s concept
(1 - 3 wk c.t.)
• Meeting 1• Team affinitizes clients‟ requirement sets (2 hr)
• Team selects best display method available (2 hr)
• Between Meetings 1 & 2
• Subteam balances requirement set and distributes it to teammembers (2 days c.t.)
• As many team members as wish create new concepts and their displays (1 wk c.t.)
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AppendixPlanning Your E&S Design Concept Process
(Option B- The Middle Way) cont.• Meeting 2
• Team evaluates concepts ( [# of concepts] x [# of requirements] x0.1 hr)
• Team hybridizes best concepts to make new datum concept (1 hr)
• Between Meetings 2 & 3
• As many team members as wish create new concepts and their displays (2 hrs/each)
• Meeting 3
• Team evaluates concepts ([# of concepts] x [# of requirements] x0.1 hr)
• Team hybridizes best concepts to make invulnerable concept (1 hr)
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AppendixPlanning Your E&S Design Concept Process
(Option C-The Complete Approach)• Before Meeting 1
• Complete a Quality Function Deployment set of Houses of Quality
• Meeting 1
• Team learns/discusses clients‟ requirement sets (2 hr)
• Team selects best display method available (2 hr)
• Between Meetings 1 & 2• Subteam balances requirement set and distributes it to team
members (2 days c.t.)
• As many team members as wish create new concepts and their displays (1 wk c.t.)
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© 2001 ConceptFlow48
AppendixPlanning Your E&S Design Concept Process
(Option C-The Complete Approach) cont.• Meeting 2
• Team evaluates concepts ( [# of concepts] x [# of requirements] x0.1 hr)
• Team hybridizes best concepts to make new datum concept (1 hr)
• Between Subsequent Meetings
• As many team members as wish create new concepts and their displays (1 wk c.t.)
• Meetings 3 - ?
• Team evaluates concepts ( [# of concepts] x [# of requirements] x0.1 hr)
• Team hybridizes best concepts to make datum/invulnerableconcept (1 hr)
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AppendixStartup Activity Estimates
Cycle MeetingSession Time Time1. Generate Possible Requirements
• Option 1: Team Affinity Diagram 2 hrs 2 hrs• Option 2: Client B/S & Team Affinity 1 mo 2 hrs• Option 3: Quality Function Deployment 1-2 mo 24 hrs
2. Establish the Requirements 1 wk 2 hrs3. Decide How to Display 1-2 hrs 1-2 hrs4. Set the datum 1 wk 1-2 hrs5. Generate Concepts 1 wk 0 hrs6. Compare & Hybridize Concepts 3-8 hrs 3-8 hrs
S
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