Lecture 3 - Product Design and Development

PRODUCT DESIGN AND DEVELOPMENT
Dr. Tien Minh Do

Department of Industrial Management
School of Economics and Management
Hanoi University of Science and technology
© 2014 Pearson Education, Inc. 5-1

OUTLINE
• Concepts of product design and development

• Objectives of the product design and development
• Scope of the product design and development
• Drivers of the product design and development
• Product design and development process
• Tools for the product design and development
• Results of the product design and development
• Decision making process in transition to
production

LEARNING OBJECTIVES
After completion of this topic, the learners would be able to:

• Understand basic concepts, objectives, scopes and
drivers of the product design and development
• Understand the ways to organize the product design and
development
• Understand the product design and development process
• Use tools for the product design and development
• Make decisions on transitions to production

BASIC CONCETPS OF PRODUCT DESIGN AND DEVELOPMENT
Product
• Product is anything that can be offered to a market to
satisfy the needs or wants of the customer
• Product is a tangible item produced to create specific
value for a group of customers and to the organization
that provides it
• Product refers to a good or service that satisfies the needs
and wants of customers.
• Product can be defined as- “A good, idea, method,
information, object, or service that is the end result of a
process and serves as a need or want satisfier
• Product is a tangible item that is produced by an industrial
process for sale

Product design
• Product design describes the process of imagining,
creating, and iterating products that solve users’ problems
or address specific needs in a given market.
• Product design is the process of identifying a market
opportunity, clearly defining the problem, developing a
proper solution for that problem and validating the
solution with real users
• Product design is the process of developing a usable
product that meets customer's needs by defining the
users' problems and finding creative solutions for these
problems

Product development
• The product development is the process of converting an
idea into a functioning and complete product for an end-
user.
• Product development also known as new product
development or management, is a sequential order of
steps which involves the idea generation, screening,
designing, developing and marketing of newly produced
or newly rebranded products.
• Product development is the process of creating or
improving a new product, including its design, testing, and
release. The product lifecycle may also include controlling
cost, quality, and time to market by improving
manufacturing or distribution processes

PRODUCT DEVELOPMENT STAGES
Concept
Feasibility
Customer Requirements
Scope of Functional Specifications

product
development Product Specifications Scope for
team design and
Design Review engineering
teams
Test Market
Introduction
Evaluation

OBJECTIVES OF THE PRODUCT DESIGN AND DEVELOPMENT
• Contribution to the firm’s success through gaining profit

and competitive advantages by creating a product with
excellent functional utility at acceptable cost and within
reasonable time
• Contribution to sustainable development through
minimizing negative impacts on people and environment
(reducing pollution and accidents) and saving natural
resources for the future generations (reducing materials
and energy)

SCOPE OF THE PRODUCT DESIGN AND DEVELOPMENT
• Design and development for both:

- Product
➢ Appearance, shape, size
➢ Materials
➢ Specifications, etc.
- Processes employed to make the product:
➢ Processing procedures (Operation sheets,
Operation routings)
➢ Assembling procedures
➢ Machine and equipment
➢ Layouts

SCOPE OF THE PRODUCT DESIGN AND DEVELOPMENT
• The design and development activities are involved in

whole product life cycle:
Introduction Growth Maturity Decline
Product design and Forecasting critical Standardization Little product
development Product and Fewer product differentiation
critical process reliability changes, more Cost
OM Strategy/Issues
Frequent product Competitive minor changes minimization

and process product Optimum capacity Overcapacity in
design changes improvements and the industry
Increasing stability
Short production options of process Prune line to
runs Increase capacity eliminate items
Long production
High production Shift toward runs not returning
costs product focus good margin
Product
Limited models Enhance improvement and Reduce
Attention to quality distribution cost cutting capacity
© 2014 Pearson Education, Inc. 5 - 10

DRIVERS FOR PRODUCT DESIGN AND DEVELOPMENT
• Customer’s demand
• Economic change
• Sociological and Demographic change
• Technological change
• Political and legal change
• Market practice, professional standards,
suppliers, distributors

ORGANIZING FOR PRODUCT DEVELOPMENT
• Traditionally – distinct departments

► Duties and responsibilities are defined
► Difficult to foster forward thinking
• A Champion
► Product manager drives the product through the
product development system and related
organizations

ORGANIZING FOR PRODUCT DEVELOPMENT
• Team approach
► Cross functional – representatives from all
disciplines or functions
► Product development teams, design for
manufacturability teams, value engineering teams
• Japanese “whole organization” approach

► No organizational divisions

PRODUCT DESIGN PROCESS
• A design process can be defined as a sequence of steps that

are followed by a product team to develop a design solution
• The general process of design is characterized as an iterative
process consisting of six steps: (1) recognition of need, (2)
problem definition, (3) synthesis, (4) analysis and optimization,
(5) evaluation, and (6) presentation
Recognition of need
Problem definition
Synthesis
Analysis and optimization
Evaluation
Presentation

• (1) Recognition of need: involves the realization by someone
that a problem exists which could be solved by a thoughtful
design. This recognition might mean identifying some
deficiency in a current machine design by an engineer or
perceiving some new product opportunity by a salesperson.
• (2) Problem definition: involves a thorough specification of the
item to be designed. This specification includes the physical
characteristics, function, cost, quality, and operating
performance
• (3) Synthesis and (4) analysis are closely related and highly
interactive. Consider the development of a certain product
design: Each of the subsystems of the product must be
conceptualized by the designer, analyzed, improved through
this analysis procedure, redesigned, analyzed again, and so on.
The process is repeated until the design has been optimized
within the constraints imposed on the designer. The individual
components are then synthesized and analyzed into the final
product in a similar manner

• (5) Evaluation: is concerned with measuring the design against

the specifications established in the problem definition phase.
This evaluation often requires the fabrication and testing of a
prototype model to assess operating performance, quality,
reliability, and other criteria.
• (6) Presentation: is concerned with documenting the design by
means of drawings, material specifications, assembly lists, and
so on. In essence, documentation means that the design
database is created

TOOLS ANH TECHNIQUES FOR PRODUCT DESIGN AND DEVELOPMENT
• Computer-aided design (CAD)

• Quality Function Deployment
• Robust design
• Modular design
• Virtual reality technology
• Value analysis
• Sustainability and Life Cycle Assessment (LCA)

COMPUTER-AIDED DESIGN (CAD)
• CAD is the technology concerned with the use of
computer systems to assist the creation, modification,
analysis and optimization of a design.
• CAD Systems are powerful tools and are used in the

mechanical design and geometric modelling of products
and components
• CAD is defined as any design activity that involves the

effective use of computer systems to create, modify,
analyze, optimize, and document an engineering design.
CAD is most commonly associated with the use of an
interactive computer graphics system, referred to as a
CAD system

• Reasons for implementing CAD:

- To increase the productivity of the designer
- To improve the quality of the design
- To improve communications
- To create a database for engineering

Role of CAD in the product design process
Recognition of need
Problem definition
CAD
Synthesis Geometric modelling
Analysis and optimization Engineering analysis
Evaluation Design review &

Evaluation
Presentation Automated drafting

• Geometric modelling:
- Geometric modeling involves the use of a CAD system to
develop a mathematical description of the geometry of an
object. The mathematical description, called a geometric
model, is contained in computer memory.
- This permits the user of the CAD system to display an

image of the model on a graphics terminal and to perform
certain operations on the model. These operations
include creating new geometric models from basic
building blocks available in the system, moving and
reorienting the images on the screen, zooming in on
certain features of the image, and so forth.
- These capabilities permit the designer to construct a

model of a new product (or its components) or to modify
an existing model.
• Geometric modeling:
- 2-D models are best utilized for designing flat objects and
building layouts.

- 3-D models are capable of modeling an object in three
dimensions according to user instructions. This is helpful
in conceptualizing the object since the true 3-D model can
be displayed in various views and from different angles.

Geometric modeling:
- A wire-frame model uses interconnecting lines (straight line
segments) to depict the object
➢ Very suitable for engineering applications.
➢ Simplest 3D Model - easy to construct.
➢ Easy to clip and manipulate.
➢ Not suitable for building realistic models

- Surface model: The surface model is built up by drawing
the surfaces of an object. Like adding the canvass onto
the frame of a tent

Geometric modeling:
- Solid model: The solid model is built up by using simple
geometric forms or extrusions - such as cuboids,
cylinders & prisms. These can be added or subtracted to
produce complex 3D models

• Engineering analysis:
- Engineering analysis must often be performed as part of the
design process after a particular design alternative has been
developed
- The analysis may take the form of stress–strain calculations,
heat transfer analysis, or dynamic simulation.
- The availability of software for engineering analysis on a CAD
system is computer-aided engineering (CAE).

• Design Evaluation and Review:
- Automatic dimensioning. These routines determine precise
distance measures between surfaces on the geometric
model identified by the user.
- Error checking. This term refers to CAD algorithms that are
used to review the accuracy and consistency of
dimensions and tolerances and to assess whether the
proper design documentation format has been followed.
- Animation of discrete-event simulation solutions. Discrete-
event simulation was described earlier in the context of
engineering analysis. Displaying the solution of the
discrete-event simulation in animated graphics is a helpful
means of presenting and evaluating the solution. Input
parameters, probability distributions, and other factors can
be changed to assess their effect on the performance of the
system being modeled.

• Automated drafting:
- Technical design document (calculation results,
specifications, tolerance, bills of materials, etc.)
- Technical drawings (2-D and 3-D)
- Processing procedures (operation sheet, route sheets)
- Assembling procedures (Assembly drawings,

specifications)

QUALITY FUNCTION DEPLOYMENT TECHNIQUE
1. Identify customer wants

2. Identify how the product will satisfy customer wants
3. Relate customer wants to product hows
4. Identify relationships between the firm’s hows
5. Develop customer importance ratings
6. Evaluate competing products
7. Compare performance to desirable technical attributes

QUALITY FUNCTION DEPLOYMENT - HOUSE OF QUALITY
House of Quality (HOQ) refers to a well-known process for product
development taking customers requirements, competing products
and company’s ability into consideration
Interrelationships
Customer
importance How to satisfy
ratings customer wants
assessment
Competitive
What the Relationship
customer matrix
wants
Target values Weighted

rating
Technical
evaluation
HOUSE OF QUALITY EXAMPLE
You are required to design a new camera using House of

Quality

Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Customer Relationship
Wants Matrix
What the Technical

customer Attributes and
Evaluation
wants
Customer
importance
Lightweight 3 rating
Easy to use 4 (5 = highest)
Reliable 5
Easy to hold steady 2
High resolution 1

Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the Customer
Wants Relationship
Matrix
Technical
Attributes and
Low electricity requirements
Evaluation
Aluminum components
High number of pixels
Ergonomic design How to Satisfy

Auto exposure
Customer Wants
Auto focus

HOUSE OF QUALITY EXAMPLE Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
High relationship = 5 Customer
Relationship
Matrix
Wants
Medium relationship = 3
Low relationship = 1 Technical
Attributes and
Evaluation
Lightweight 3
Easy to use 4
Reliable 5
High resolution 1
Relationship matrix

Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Relationships between
the things we can do
Aluminum components
Ergonomic design
Auto exposure
Auto focus

Interrelationships
HOUSE OF QUALITY EXAMPLE How to Satisfy

Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Lightweight 3
Easy to use 4
Reliable 5
High resolution 1
Our importance ratings 22 3 27 27 32 25
Weighted rating

Interrelationships HOUSE OF QUALITY EXAMPLE G= Good
How to Satisfy
Customer Wants F = Fair
P = poor
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Company B
Company A
Technical
Attributes and
Evaluation
How well do competing

products meet customer
wants
Lightweight 3 G P
Easy to use 4 G P
Reliable 5 F G
Easy to hold steady 2 G P
High resolution 1 P P
Our importance ratings 22 5

Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Failure 1 per 10,000
Panel ranking
Target values
2 circuits
(Technical
attributes)
2’ to ∞
0.5 A
Company A 0.7 75%

60% yes 1 ok G
Technical
evaluation Company B 0.6 50% yes 2 ok F
US 0.5 75% yes 2 ok G

Aluminum components

Completed House
Ergonomic design
of Quality
Auto exposure
Company A
Company B
Auto focus
Lightweight 3 G P
Easy to use 4 G P
Reliable 5 F G
Easy to hold steady 2 G P
High resolution 1 P P
Our importance ratings 22 9 27 27 32 25
Failure 1 per 10,000

Panel ranking
Target values
(Technical
2 circuits
attributes)
2’ to ∞
0.5 A
75%
Company A 0.7 60% yes 1 ok G
Technical
evaluation Company B 0.6 50% yes 2 ok F
© 2014 Pearson Education, Inc. Us 0.5 75% yes 2 ok G5 - 40
HOUSE OF QUALITY SEQUENCE
• Deploying resources through the organization in response to

customer requirements
Quality
plan
Production
process
Production
Specific
process
components House
components
4
Specific
Design House
characteristics
characteristics
3
House
Design
requirements
2
Customer
House
1
Figure 5.4
ROBUST DESIGN
• Robust Design Methodology is a systematic search for
design solutions insensitive to variation in usage,
manufacturing and deterioration of products as well as
to varying system environments.
• In robust design, product is designed so that small
variations in production, assembly and usage do not
adversely affect the product
• Robust design is making the design insensitive to
unavoidable variation and is handled by (i) identification
and classification of variation, (ii) design of experiments
to find robust solutions, and (iii) statistically based
estimations of proper safety margins.
• Robust design typically results in lower cost and higher
quality

ROBUST DESIGN

MODULAR DESIGN
• Modular design, is a design principle that subdivides a

system into smaller parts called modules which can be
independently created, modified, replaced, or exchanged
with other modules or between different systems.
• A modular design is an approach for product designing
which is used to produce a complete product by integrating
or combining smaller parts that are independent of each
other.
• Modular design adds flexibility to both production and
marketing
• Modular design helps improving ability to satisfy customer
requirements

MODULAR DESIGN

GROUP TECHNOLOGY
• Parts grouped into families with similar characteristics
• Coding system describes processing and physical

characteristics
• Part families can be produced

in dedicated manufacturing cells

GROUP TECHNOLOGY
Groups technology example
(b) Grouped Cylindrical Parts (families of parts)

(a) Ungrouped Parts
Grooved Slotted Threaded Drilled Machined
Figure 5.10
GROUP TECHNOLOGY
Group Technology Benefits

1. Improved design (make use of the existing product design)
2. Reduced raw material and purchases
3. Simplified production planning and control
4. Improved layout, routing, and machine loading
5. Reduced tooling setup time, work-in-process, and
production time

VIRTUAL REALITY TECHNOLOGY
• Computer technology used to develop an interactive, 3-D

model of a product from the basic CAD data
• Allows people to ‘see’ the finished design before a physical

model is built
• Very effective in large-scale designs such as plant layout

VALUE ANALYSIS
• Focuses on design improvement during production

• Seeks improvements leading either to a better product or a
product which can be produced more economically with
less environmental impact

VALUE ANALYSIS
• Benefits:
1. Reduced complexity of the product
2. Reduction of environmental impact
3. Additional standardization of components
4. Improvement of functional aspects of the product
5. Improved job design and job safety
6. Improved maintainability (serviceability) of the product
7. Robust design

COST REDUCTION OF A BRACKET VIA VALUE ENGINEERING
Figure 5.5

SUSTAINABILITY AND LIFE CYCLE ASSESSMENT (LCA)
• Sustainability means meeting the needs of the present

without compromising the ability of future generations
to meet their needs
• LCA is a formal evaluation of the environmental impact
of a product

PRODUCT DEVELOPMENT CONTINUUM
• Product life cycles are becoming shorter and the rate

of technological change is increasing
• Developing new products faster can result in a

competitive advantage
• Time-Based Competition

External Development Strategies

Alliances
Joint ventures
Purchase technology or expertise
by acquiring the developer
Internal Development Strategies

Migrations of existing products
Enhancements to existing products
New internally developed products
Internal Cost of product development Shared

Lengthy Speed of product development Rapid and/
or Existing
High Risk of product development Shared

• Purchasing technology by acquiring a firm

► Speeds development
► Issues concern the fit between the acquired
organization and product and the host
• Joint Ventures
► Both organizations learn
► Risks are shared

• Through Alliances
► Cooperative agreements between independent
organizations
► Useful when technology is developing
► Reduces risks

RESULTS OF THE PRODUCT DESIGN AND DEVELOPMENT
• Product documents
• Technical specifications
• Engineering drawings
• Bill of materials (BOM)
• Assembly drawing
• Assembly chart
• Route sheet
• Work order
• Engineering change notices (ECNs)

Product documents
• Engineering drawing
► Shows dimensions, tolerances, and materials
► Shows codes for Group Technology
• Bill of Material
► Lists components, quantities and where used
► Shows product structure

Engineering drawings

BOM for a Panel Weldment

Bill of Materials (BOM)
NUMBER DESCRIPTION QTY

A 60-71 PANEL WELDM’T 1
A 60-7 LOWER ROLLER ASSM. 1
R 60-17 ROLLER 1
R 60-428 PIN 1
P 60-2 LOCKNUT 1
A 60-72 GUIDE ASSM. REAR 1
R 60-57-1 SUPPORT ANGLE 1
A 60-4 ROLLER ASSM. 1
02-50-1150 BOLT 1
A 60-73 GUIDE ASSM. FRONT 1
A 60-74 SUPPORT WELDM’T 1
R 60-99 WEAR PLATE 1
02-50-1150 BOLT 1

Assembly Drawing
• Shows exploded view of
product
• Details relative locations to
show how to assemble the
product

R 209 Angle Assembly Chart

1
Left
R 207 Angle SA bracket A1 Identifies the point of
2 1 assembly
Bolts w/nuts (2) production where
3 components flow into
R 209 Angle subassemblies and
4
Right ultimately into the final
R 207 Angle SA bracket product
5 A2
2 assembly
Bolts w/nuts (2)
6
Bolt w/nut
7
R 404 Roller
8 A3
Lock washer Poka-yoke
9 inspection
Part number tag
10 A4
Box w/packing material
11 A5

Route Sheet
Lists the operations and times required to produce a component
Setup Operation
Process Machine Operations Time Time/Unit
1 Auto Insert 2 Insert Component 1.5 .4
Set 56
2 Manual Insert Component .5 2.3
Insert 1 Set 12C
3 Wave Solder Solder all 1.5 4.1
components
to board
4 Test 4 Circuit integrity .25 .5
test 4GY

Work Order
Instructions to produce a given quantity of a particular
item, usually to a schedule
Work Order
Item Quantity Start Date Due Date
157C 125 5/2/08 5/4/08
Production Delivery
Dept Location
F32 Dept K11

Engineering Change Notice (ECN)

• A correction or modification to a product’s definition or
documentation
► Engineering drawings
► Bill of material
Quite common with long product life cycles, long

manufacturing lead times, or rapidly changing technologies

Configuration Management
• The need to manage ECNs has led to the development of
configuration management systems
• A product’s planned and changing components are
accurately identified and control and accountability for
change are identified and maintained

Product Life-Cycle Management (PLM)

• Integrated software that brings together most, if not all,
elements of product design and manufacture
► Product design
► CAD/CAM, DFMA
► Product routing
► Materials
► Assembly
► Environmental

APPLICATION OF DECISION TREES TO PRODUCT DESIGN
• Particularly useful when there are a series of decisions

and outcomes which lead to other decisions and
outcomes

APPLICATION OF DECISION TREES TO PRODUCT DESIGN
Procedure
1. Include all possible alternatives and states of nature

- including “doing nothing”
2. Enter payoffs at the end of branch
3. Determine the expected value of each branch and
“prune” the tree to find the alternative with the best
expected value

DECISION TREE EXAMPLE
(.4)
Purchase CAD High sales
(.6) Low sales
Hire and train engineers
(.4)
High sales
(.6)
Low sales
Do nothing

$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD High sales – 500,000 CAD cost
$1,000,000 Net
$800,000 Revenue
(.6) Low sales – 320,000 Mfg cost ($40 x 8,000)
– 500,000 CAD cost
Hire and train engineers – $20,000 Net loss
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(– $20,000)
(.6)
Low sales
Do nothing

$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD – 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
– 500,000 CAD cost
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(– $20,000)
= $388,000
(.6)
Low sales
Do nothing

$2,500,000 Revenue
(.4) – 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD – 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
– 500,000 CAD cost
$365,000
$2,500,000 Revenue
(.4) – 1,250,000 Mfg cost ($50 x 25,000)
High sales – 375,000 Hire and train cost
$875,000 Net
$800,000 Revenue
(.6) – 400,000 Mfg cost ($50 x 8,000)
Low sales – 375,000 Hire and train cost
Do nothing $0 $25,000 Net
$0 Net
TRANSITION TO PRODUCTION
• Know when to move to production

► Product development can be viewed as evolutionary
and never complete
► Product must move from design to production in a
timely manner
• Most products have a trial production period to insure
producibility
► Develop tooling, quality control, training
► Ensures successful production

TRANSITION TO PRODUCTION
• Responsibility must also transition as the product moves

through its life cycle
► Line management takes over from design
• Three common approaches to managing transition
► Project managers
► Product development teams
► Integrate product development and manufacturing
organizations

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PRODUCT DESIGN AND DEVELOPMENT

Dr. Tien Minh Do

© 2014 Pearson Education, Inc. 5-1

• Concepts of product design and development

© 2014 Pearson Education, Inc. 5-2

After completion of this topic, the learners would be able to:

© 2014 Pearson Education, Inc. 5-3

© 2014 Pearson Education, Inc. 5-4

© 2014 Pearson Education, Inc. 5-5

© 2014 Pearson Education, Inc. 5-6

Scope of Functional Specifications

© 2014 Pearson Education, Inc. 5-7

• Contribution to the firm’s success through gaining profit

© 2014 Pearson Education, Inc. 5-8

• Design and development for both:

© 2014 Pearson Education, Inc. 5-9

• The design and development activities are involved in

Frequent product Competitive minor changes minimization

© 2014 Pearson Education, Inc. 5 - 10

© 2014 Pearson Education, Inc. 5 - 11

• Traditionally – distinct departments

© 2014 Pearson Education, Inc. 5 - 12

• Japanese “whole organization” approach

© 2014 Pearson Education, Inc. 5 - 13

• A design process can be defined as a sequence of steps that

Analysis and optimization

© 2014 Pearson Education, Inc. 5 - 14

© 2014 Pearson Education, Inc. 5 - 15

• (5) Evaluation: is concerned with measuring the design against

© 2014 Pearson Education, Inc. 5 - 16

• Computer-aided design (CAD)

© 2014 Pearson Education, Inc. 5 - 17

• CAD Systems are powerful tools and are used in the

• CAD is defined as any design activity that involves the

© 2014 Pearson Education, Inc. 5 - 18

• Reasons for implementing CAD:

- To improve the quality of the design

- To create a database for engineering

© 2014 Pearson Education, Inc. 5 - 19

Role of CAD in the product design process

Analysis and optimization Engineering analysis

Evaluation Design review &

Presentation Automated drafting

© 2014 Pearson Education, Inc. 5 - 20

- This permits the user of the CAD system to display an

- These capabilities permit the designer to construct a

© 2014 Pearson Education, Inc. 5 - 22

© 2014 Pearson Education, Inc. 5 - 23

© 2014 Pearson Education, Inc. 5 - 24

© 2014 Pearson Education, Inc. 5 - 25

© 2014 Pearson Education, Inc. 5 - 26

© 2014 Pearson Education, Inc. 5 - 27

© 2014 Pearson Education, Inc. 5 - 28

- Technical drawings (2-D and 3-D)

- Processing procedures (operation sheet, route sheets)

- Assembling procedures (Assembly drawings,

© 2014 Pearson Education, Inc. 5 - 29

1. Identify customer wants

© 2014 Pearson Education, Inc. 5 - 30

Target values Weighted

You are required to design a new camera using House of

© 2014 Pearson Education, Inc. 5 - 32

What the Technical