ppt contains a brief description of concept generation in product design and development subject #vtu #pdd #engineering #concept generation #mechanicalengineering #notes #vtunotes #5thsem #semester

1. CONCEPT
GENERATION

2. CONTENTS
2.ACTIVITY OF CONCEPT GENERATION
1.MEANING OF CONCEPT GENERATION
4.CLARIFY THE PROBLEM
3.FIVE STEP METHOD
5.SEARCH EXTERNALLY
9.EXAMPLE
6.SEARCH INTERNALLY
7. EXPLORE SYSTEMATICALLY
8.REFLECT ON THE SOLUTION AND THE PROCESS

3. MEANING OF CONCEPT GENERATION
Concept generation is a procedure that begins
with a set of customer needs and target specifications
and results in an array of product concept design
alternatives from which a final design will be selected.
This step requires a more abstract style of thinking
than perhaps most engineers are used to.

4. ACTIVITY OF CONCEPT GENERATION
A good concept is sometimes poorly implemented in
subsequent development phases, but a poor concept can rarely be
manipulated to achieve commercial success.
Concept generation typically consumes less than 5% budget
and 15% of the development time
Because the concept genaration activity is not costly, there is
no excuse for lack of diligence and care in executing asound concept
generation method.

5. CONCEPT DEVELOPMENT PROCESS

6. FIVE STEP METHOD
A five-step concept generation method breaks a
complex problem into simpler subproblems. Solution concepts
are then identified for the subproblems by external and internal
search procedures. Classifi_x0002_cation trees and concept
combination tables are then used to systematically explore the
space of solution concepts and to integrate the subproblem
solutions into a total solution.
Finally, the team takes a step back to reflect on the
validity and applicability of the results, as well as on the process
used.

7. FIVE-STEP CONCEPT GENERATION METHOD

8. 1.CLARIFY THE PROBLEM
Clarifying the problem consists of developing a
general understanding and then breaking the problem
down into subproblems if necessary. The goal of the
complex problem into simpler problems is that these
simpler problems can be tackled in a focused way. Once
problem decomposition is complete, the team chooses the
subproblems that are most critical to the success of the
product and that are most likely to benefit from novel or
creative solutions.

9. The Nailer:step1
Review assumptions underlying mission statement
The nailer will:
 use nails (as opposed to adhesives, screws etc.).
 be compatible with nail magazines on existing tools.
 nail into wood.
 be hand-held.

10. CUSTOMER NEEDS & TARGET SPECIFICATIONS
Customer needs (for a hand-held nailer):
– The nailer inserts nails in rapid succession.
– The nailer works into tight spaces
– The nailer is lightweight.
– The nailer has no noticeable nailing delay
after tripping tool.

11. TARGET SPECIFICATIONS
• No noticeable nailing delay after pulling trigger
• Nail lengths from 25 to 38 mm.
• Maximum nailing energy of 40 J/nail.
• Nailing force of up to 2,000 N.
• Peak nailing rate of 12 nails/second.
• Average nailing rate of 4 nails/min.
• Maximum trigger delay of 0.25 second.
• Tool mass less than 4 kg
• Maximum trigger delay of 0.25 sec.

12. PROBLEM DECOMPOSITION
Dividing a problem into
simpler subproblems is
called problem
decomposition. There are
many schemes by which a
problem can be
decomposed. Here we
demonstrate a
func_x0002_tional
decomposition and also list
several other approaches

13. Some useful tips to get started
• Create a function diagram of an existing product.
• Create function diagram based on an arbitrary product concept already
generated by the team or on a known subfunction technology. Be sure to
generalize the diagram to the appropriate level of abstraction.
• Follow one of the flows (e.g., materials) and determine what operations are
required.The details of the other flows can be derived by thinking about their
connections to the initial flow.

14. Two other approaches & Focus on critical sub-
problems
Decomposition by sequence of user actions.
– Move tool to approximate nailing position,
– Position tool precisely,
– Pull trigger.
Decomposition by key customer needs
– Fires nails in rapid succession,
– Fits in tight places,
– Has large nail capacity.
Focus on critical sub-problems
The aim of decomposition techniques is to split a complex problem into
simpler subproblems, then tackle each in a focused way.

15. 2.SEARCH EXTERNALLY
External search is aimed at finding existing
solutions to both the overall problem and the
subproblems identified during the problem
clarification step.
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.

16. External and Internet Searches
Hints for finding related solutions
• Lead Users
– see emerging needs before others
– adopt and generate innovations first
• Benchmarking
– competitive products
• Experts
– technical experts
– experienced customers
• Patents
– search related inventions
• Literature
– technical journals
– conference proceedings
– trade literature
– government reports
– consumer information

17. 3.SEARCH INTERNALLY
Internal search is the use of personal and team
knowledge and creativity to generate solution
concepts. Often called brainstorming, this type of
search is internal in that all of the ideas to emerge
from this step are created from knowledge already in
the possession of the team. This activity may be the
most open-ended and creative of any task in product
development.

18. some of the solutions the nailer team generated for the subproblems
of (1) storing or accepting energy and (2) delivering translational energy to a nail.

19. 4.EXPLORE SYSTEMATICALLY
As a result of the external and internal
search activities, the team will have collected tens or
hundreds of concept fragments—solutions to the
subproblems.
Systematic exploration is aimed at navigating the
space of possibilities by organizing and synthesizing
these solution fragments.

20. CONCEPT CLASSIFICATION TREE
Use it to:
– Prune less promising branches
(carefully)
– Identify related versus
independent approaches
– Highlight inappropriate emphasis
(certain
branches)
– Refine problem decomposition.

21. CONCEPT COMBNATION TABLE
A systematic approach to combine partial solutions

22. 5.REFLECT ON THE SOLUTIONS AND PROCESS
Although the reflection step is placed here at the end for
convenience in presentation, reflection should in fact be performed
throughout the whole process. Questions to ask include:
• Is the team developing confidence that the solution space has been fully
explored?
• Are there alternative function diagrams?
• Are there alternative ways to decompose the problem?
• Have external sources been thoroughly pursued?
• Have ideas from everyone been accepted and integrated in the process?

23. EXAMPLE:POWER NAILER