Strong Points

1. The purpose of this study is to explore a formal and standard product lifecycle and cycle-time
compression process that leverages technology function deployment (TFD) product development
framework. The article considers how such TFD methodological framework can be employed in design
and development of three different consumer products.
2. The study begins with analyzing both quality function deployment (QFD) and a Price/Value map which
provide information about the priority of features in product development. In addition, it is considered
that product customization trends have emerged partly from customer demand and also from
manufacturing flexibilities. Also, some outsourcing considerations are examined. Lifecycle and cycletime compression process as a tool facilitates development of products and manufacturing processes in a
more defined and organized manner and also reduces much of the confusion that traditionally occurs in
the development process, especially in the early stages. TFD Product Line Analysis illustrates the
methods that could be employed in design and development of different products.
3. There is a theoretical analysis based on the main concepts of the phases in Product life cycle phases and
tasks diagram. The process and development is more defined and well organized manner. Capability to
serve as a platform for future products.
4. The main focus is to explain the integrated systems framework.
5. References were provided, where the concept is applied practically.
6. QFD is to incorporate the voice of the customer into the various phases of the product development
cycle for a new product, or a new version of an existing product.
7. In addition, the relationship matrix in the QFD method provides an excellent tool for aligning
important concepts and linking processes.
8. A House of Quality (HOQ) is a physical method of looking at the what, when, where, why, and how to
build a QFD matrix. The key to this process is the identification of major design attributes and appropriate
relative weights on which to base their importance.
9. Best examples like digital prototype were chosen to explain the concepts simply.
10. Therefore, the next logical step to discuss is TFD. TFD is not meant to replace QFD but rather to
supplement it due to the exponential increase in the way that technology is used throughout a products
lifecycle and provide a practical rather than theoretical methodology.
11. This methodology helps analyze long-term market trends for potential product and process
technologies including development of time-based plans
12. TFD helps us to understanding risks associated with this plan in terms of the timing, costs, and
capabilities of the organization.
13. Authors explained about the four matrices involved in TFD. The first matrix highlights the firms
technology needs for each product using information on description of product, schedule, costs, market
and competition. The second matrix is a compilation of consolidated technology needs for a combination
of all products planned for the firms next planning horizon. The third matrix deals with an assessment of
opportunities wherein identification and assessment of new technologies for the planning horizon are
reported. The fourth matrix identifies plans for new engineering and system tools including costs, useful
life and the availability of such tools. Finally, a technology roadmap for the planning horizon is developed

for the firm that shows new product introduction, upgrade of existing products, dropping other products
from the product line, new technology introduction in products, processes and engineering support
function.
14. The other marketing management approach details a similar structure to QFD, called a Price/Value
map. It is a more customized method of detailing major attributes and importance to the customer. The
goal of these methods is to have a defined plan to follow and implement, reducing the amount of
uncertainty
15. A similar, but much broader approach is called Product Lifecycle Management (PLM). PLM is
defined as the Strategic business approach that applies a consistent set of business solutions in support of the
collaborative creation, management, dissemination, and use of product and plant definition information across the
extended enterprise from concept to end of life integrating people, processes, business systems, and information.
16. Numerical data is provided for the better understanding of the progress of PLM method of approach.
17. PLM benefits include fast ramp-up of production, reduced product introduction time, lowered capital costs, more
efficient use of capital resources, improved product quality, and reduction in the number of design changes due to
manufacturing complications . Use of shared data can
reduce information search time up to 80%.
18. Concurrent Engineering CE is expanded as 3 Dimensional Concurrent Engineering. This can be summarized as
the coordination of design, manufacturing, and supply chain.
19. Customization trends have emerged partly from customer demand, but also from manufacturing
flexibilities. Advantages of postponement for faster customer response time were considered.
20. Reducing complexity and combination of components into fewer modules shortens product
development time.
21. Another form of modularity is design re-use. Design re-use does not have to be a visible part to have a tangible
result. With proper detail of the interfaces, it can serve as a determinant in the selection of an option from suggested
classifications like (1) tool requirement, (2) time to disconnect, and (3) description of task. Proper care should be
taken.
22. Outsourcing based knowledge method is introduced for better manufacturing and service functions, but it has
mixed results.
23. Considering customer requirements and component performance in a products full lifecycle, the manufacturer
can use data-mining techniques to discover quality requirements correlated to customer categories, product usage
patterns, and frequent fault patterns in order to select the proper combination of suppliers.
24. The authors experiences suggest that typically companies did not consider themselves a technology

leader rather than have used the term: fast follower. The main issue with the fast follower mentality is
that it skips several of the steps listed as extremely valuable to the integration of the supply chain
25. Another benefit of having the defined process is the visibility of roadmaps and future growth
potentials

Weak Points
1. The actual successes of outsourcing knowledge-based design work has yet to be proven or have mixed
results.
2. There was no detailed explanation about the other concepts of the phases in Product life cycle phases
and tasks diagram.
3. Small scale industries are not considered.
4. The main focus of integrated systems framework is explained only within the context of three products
vacuum cleaner, spray gun and a hard drive.
5. The traditional QFD structure requires individuals to express their preferences in a restricted scale
without exceptions.
6. QFD cannot handle the size and complexity of today`s industrial organizations.
7. Methods to overcome the system error in functionality of QFD is not explained properly.
8. Optimization techniques should be employed in the QFD analysis to provide accurate and reliable
product parameters to be used in the design and operational process. (Just a single reference is provided
and not properly discussed)
9. QFA and Price/Value map are completely dependent on their source data.
10. The details of the product life cycle research are not discussed properly.
11. Not every method is explained with proper numerical data and relevant examples.
12. When firms do not explicitly acknowledge and manage supply chain design and engineering as a
concurrent activity to product and process design and engineering, they often encounter problems late in
product development, or with the manufacturing launch, logistical support, quality control, and
production costs.
13. There were several complications in 3DCE due to increasing number of salable products. The OEM
has burdened itself with support of many more variants because of modular distinctions based on pointof-sale requirement. This popular trend prohibits the consumer from comparing features and prices of
some product among retailers.
14. Competitors are introducing new products in shorter intervals. This has resulted inmore pressure to
customize product offerings.
15. There are a number of complications arise with a modular design approach. Sometimes, it is difficult
to form combinations of modules to act as a composite system for the customer. There are challenges with
design time decision to create modules. Not all information is available and known at this stage and also
postponed design may result in short-term customer dissatisfaction.
16. Outsourcing based knowledge has inherent risk of forward and backward integration of the partner so
that they become competitors, who possess the valuable insider information about the product.
Companies have to spend much on special anti-counterfeiting security devices.
17. Engineering managers do not have a clear idea about the product actual operating costs of the
company and contract design firms do not have a clear idea on manufacturing process in the company.

18. Several sources have not mentioned clearly that indicated the lists of steps to attempt to avoid traps
and pitfalls in outsourcing knowledge based design.
19. There are trust issues between employer and employee which leads to less participation in
implementing supply chain concepts because they fear that in supporting the process it strengthens the
potential to outsource their work.
20. Without proper definitions, structure, integration, and manufacturing capabilities, companies will not
reap the benefits detailed in this article.
21. The notion of having a QFD process or technology roadmap has been discussed, but not defined with
the necessary details. Arguments against a more rigorous process have been that the market is too small, it
is really a niche, but it is actually the lack of knowledge because of employee turnover or stagnation.
22. Customer Requirements Document (CRD) is often skipped because the competitor already has a
product to copy. The only work engineering needs to do is make it a little better and cheaper. This is a
sufficient path towards consistent, conservative growth. It depends on the overall corporate strategy.
23. Team building and trust are additionally challenging when using an outsourced labor force.