PLM_DBATU_Notes_VBM (1)

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Abstract
PLM emerged in the early twenty-first Century as a new paradigm for manufacturing companies. As its
name implies, Product Lifecycle Management enables companies to manage their products across their
lifecycles. From the earliest idea for a product all the way through to the end of its life. This is one of the
most important activities in any company that develops and supports products.
This notes prepares for PLM subject of DBATU University.
Prof. V B Maner
Product Lifecycle Management | Prof. V B Maner
Product Life Cycle Management
BTMPE604B PEC4 Product Life Cycle Management 3-0-0 3 Credits
Teaching Scheme: Examination Scheme:

Continuous Assessment: 20 Marks
Lecture: 3 hrs/week
Mid Semester Exam: 20 Marks
End Semester Exam: 60 Marks (Duration 03 hrs)
Objectives: Establishing industry partnerships that guide, support, and validate PLM
research and education activities assisting with the integration of PLM into College
curricula and facilitating the PLM career opportunities.
Pre-Requisites: None
Course Outcomes: At the end of the course, students will be able to:
CO1 Outline the concept of PLM.
CO2 Illustrate the PDM system and its importance.
CO3 Illustrate the product design process.
CO4 Build the procedure for new product development.
CO5 Classify and compare various technology forecasting methods.
CO6 Outline the stages involved in PLM for a given product.
Mapping of course outcomes with program outcomes
Program Outcomes
Course Outcomes
PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12
CO1 1 1 1
CO2 1 1 1 1
CO3 1 1 1
CO4 1 1 1 1
CO5 1 1 1
CO6 1 1 1 1
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Product Life Cycle Management
BTMPE604B PEC4 Product Life Cycle Management 3-0-0 3Credits
Course Contents:
Unit 1: Introduction and strategies to PLM [07 Hours]

Need for PLM, opportunities and benefits of PLM, different views of PLM, components
of PLM, phases of PLM, PLM feasibility study, PLM visioning, Industrial strategies,
strategyelements, its identification, selection and implementation, change management for
PLM.
Unit 2: Product Data Management (PDM) [07 Hours]

Human resources in product lifecycle, Information, Standards, Vendors of PLM Systems
andComponents, PDM systems and importance, reason for implementing a PDM system,
financialJustification of PDM, barriers to PDM implementation
Unit 3: Product Design [07 Hours]

Engineering design, organization and decomposition in product design, product design process,
methodical evolution in product design, concurrent engineering, design for ‘X’ and design central
development model. Strategies for recovery at end of life, recycling, human factors in product
design. Modeling and simulation in product design.
Unit 4: New Product Development [07 Hours]

Structuring new product development, building decision support system, Estimating market
opportunities for new product, new product financial control, implementing new product
development, market entry decision, launching and tracking new product program, Concept
ofredesign of product
Unit 5: Technology Forecasting and PLM Software and Tools [07 Hours]
Future mapping, invocating rates of technological change, methods of technology
forecastingsuch as relevance trees, morphological methods and mission flow diagram,
combining forecastof different technologies, uses in manufacture alternative.
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Texts/References:
1. Grieves, Michael, “Product Lifecycle Management”, Tata McGraw-Hill, 2006, ISBN
007145230330.
2. Antti Saaksvuori, Anselmi Immonen, “Product Life Cycle Management”, Springer, 1st
edition, 2003.
3. Stark, John, “Product Lifecycle Management: Paradigm for 21stCentury Product
Realization”, Springer-Verlag, 2004.
4. Fabio Giudice, Guido La Rosa, “Product Design for the environment-A life cycle approach”,
Taylor & Francis, 2006.
5. Robert J. Thomas, “NPD: Managing and forecasting for strategic processes”.
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Unit 1:
Introduction and strategies to PLM
Contents:
Need for PLM, opportunities and benefits of PLM, different views of PLM, components
ofPLM, phases of PLM, PLM feasibility study, PLM visioning, Industrial strategies,
strategyelements, its identification, selection and implementation, change management for
PLM.
Introduction:
PLM is a new paradigm for manufacturing companies. As its name implies, Product
Lifecycle Management allows companies to manage their products across their lifecycles – from
the earliest idea for a product all the way through to the end of its life. This is one of the most
important activities in any manufacturing company.
Definition: PLM is the activity of managing a company’s products all the way across their
lifecycles in the most effective way.
In so doing, it enables the company to take control of its products. PLM helps bring better products
to market faster, and enables better support of customers’ use of products. It’s important to bring
a product to market quickly –otherwise the customer will choose a competitor’s product before
yours gets to market. PLM helps reduce the cost of a product.
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PLM provides a framework in which all of a company’s products can be managed together
across their lifecycles.
Case Study:
Hewlett-Packard Co. used PTC’s Windchill to improve their product development process. HP
achieved an 80% improvement in design and process reuse. Time-to market, product cost, and
warranty cost fell. Productivity rose between 20% and 30%.
Rockwell Automation aimed to achieve “design anywhere, build anywhere, support anywhere”
capability. They implemented Teamcenter, from UGS PLM, at sites around the world to manage
critical activities and control information access. Results included engineering change notice
(ECN) cycle time cut in half, and cost per ECN reduced by $200 for $400,000 annual savings in
just one business unit.
(PTC’s Windchill & UGS PLM Teamcenter are PLM software)
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The need of PLM
1. Outsourcing: Outsourcing has led to long design and supply chains with the result that
product development, manufacturing and support activities are spread out over different
organizations, often over different continents. Managing them when they were in one
company in one location was difficult enough, managing them across an extended
enterprise is many times more difficult.
2. Functionality: The functionality of products goes on increasing, complicating their
development and support.
3. Competitive pressures result in less time being available for product development.
4. Many more services are offered along with a product. Sometimes, it seems as if the services
are more important than the product. Developing and supporting these services may require
additional skills.
5. Consumers want customised products – which are much more difficult to develop and
support than standard products.
6. Consumers want more services – not easy for organizations that only used to sell products.
7. The rapid emergence of new technologies provides many opportunities – but also the
difficulties of industrializing them and ensuring their safe use.
8. Efficiency get increased
9. Improve productivity as well as quality. Also reduce lead time and product cost.
10. Better use of resources.
11. Ease in data handling and data security.
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Opportunities and benefits of PLM
Companies can implement PLM in pursuit of opportunities and benefits at three levels:
1. A strategic level at which the objective is to develop and support products and services in
a way that leaves the competition behind
2. A tactical level, focused on improving processes and achieving time-to-market advantages
3. An operational level focused on efficiency.
Different views of PLM
For you it may be clear that PLM can help get control of a product across its lifecycle, reduce the
cost and time to introduce new products, and improve products and services across their lifecycle,
but it may not be clear to everybody. PLM has a wide scope and affects many people. For it to
succeed, they will also have to understand what it can do and why it is needed. Bearing in mind that
many people don’t like to change, a little more explanation may be necessary for them.
Those who may have difficulty in understanding the need for PLM could include the CEO, top
managers, product development managers, product support managers, engineering managers,
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quality managers, and human resource managers and IS professionals. Their reactions to talk of
PLM may include:
1. We’re focusing on customers these days, not products. Customer focus is our message.
2. It’s another enterprise-wide mega-project. Everyone knows that kind of project doesn’t
work.
3. It’s just another cost. We have to focus on cost-cutting, not look for ways to spend money.
4. The payback period is more than 12 months so we’re not interested.
5. Get engineering to do its job properly, and you won’t need PLM.
6. Get marketing to define specifications properly, and you won’t need PLM.
7. We don’t need it. We just put a new product support organization in place.
8. We’ve done it. We have a product knowledge database.
9. We’ve done it. We already have a PLM system.
10. Talk about it with the CAD Manager. It’s his responsibility – not ours.
11. Its early days for PLM. Come back in next 5 years.
12. We’ve had enough of enterprise systems. We’re trying to simplify before automating.
13. I understand the need for PLM, but there’s no support from top management, so it doesn’t
interest me.
14. We don’t have the technical and management skills to implement PLM.
15. Enterprise-wide technologies such as PLM are difficult to implement and have a high failure
rate. I don’t want that risk.
Components of PLM
Increasing numbers of manufacturers are utilizing PLM solutions, to optimize all aspects of their
product development processes. Nevertheless, it can be hard to offer a precise definition of PLM.
Yet, to know exactly how PLM can benefit business, it is essential to know what PLM solutions
have to offer. Regardless of how PLM is defined, there are the ‘must have’ components, which are
vital for any PLM solution to be effective. We’ve put together an overview of the 7 essential
components of PLM solutions.
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1. Document Management
This is vital for being able to store, track and manage all the data associated with your
product development processes. It includes everything from graphics and text right through
to engineering calculations. Comprehensive document management makes it easier to track
any data changes and monitor access to documents by creating a single, central data store.
2. Embedded Visualization
Embedded visualization allows for collaboration, between mechanical and electrical areas,
using centralized digital product information. It also makes it possible to view any product
data, without needing authentication from the native tool.
3. Workflow
This component of a PLM solution makes it possible to define product development
processes fully, through a standardized method. It also ensures that all process and
procedures are adhered to and all necessary related tasks taken.
4. Distributed collaboration
Companies increasingly operate across multiple locations, with internal and external
partners. Distributed collaboration means both individuals and larger teams can work
concurrently on a project, with all data securely protected, regardless of location.
5. Multi-CAD Data Management

This enables complete control over all CAD data, from across different CAD tools. It offers
a central point for all CAD data, while also managing the dependent CAD relationships
during product development.
6. Complete BOM Management

Manage and track all the different aspects of product development and definition. Complete
BOM management covers the entire process, across all disciplines. It gives better control
and offers engineers more insights into the potential impact of any changes.
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7. Change and Configuration Management

Good communication is essential, which is where change and configuration management
comes in. It makes sure that everyone is aware of each process, from designing right
through to servicing, throughout the entire product lifecycle.
Phases of PLM
At the heart of product life cycle management resides the product life cycle. A given product
moves through the product life cycle during its lifetime. The product life cycle begins after the
development stage—when the product is launched into the market—and ends when the product
reaches end-of-life and is taken off the shelves, physically or virtually.
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1. Introduction Phase
In that level, large budgets must be separated for promotion because it is the first time of
product – market meeting. So word of mouth marketing is not possible even the product is
so qualified. The size of the budget influences the length of product life cycle. The new
product does not produce profit due to costs of supply and promotion.
2. Growth
If the product is fit for market, companies can pass this level. In that level, Companies
begin to obtain revenue. The price of the product can be the same at the beginning or it can
be change. The cost of marketing should be stable and also you have to invest for improving
your product's features. Expansion of distribution lines reach to the new customer’s profile.
After all that, rate of profit is going to pick-up.
3. Maturity
This level starts from the rate of sales decline. Competition increases between sellers. The
rivals try to reduce prices while the cost of production is falling. In this way weak
opponents pull out from the market.
4. Decline
In that level; the rate of sales reduces visibly. The reasons of decline are technological
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developments, opponents who gain experience and strong etc. At the end of this stage the
companies need to know the idea of customers about product. Because they need that
feedback system to improve their product.
PLM Feasibility Study
 It is conducted in idea stage of product

 To identify potential problems and determine whether idea pf product will work or not.
 Report has been generated with proper supportive reasons
PLM feasibility study typically consist of five areas:
1. Business/Product Description-
Focus on objectives of firm, methods, facilities available, process-people-purpose of
product, life cycle, finance report and legal issues. Forecast of existing product and future
demand must be analyzed.
2. Market feasibility-
Focus on current and future market potential, demand, competition, sales estimation and
target buyers.
3. Technical feasibility-
Focus on technology req, resources available, material and labor req, software-hardware
req, outsourcing capacity.
4. Organizational feasibility-
Focus on professional background, skills, legal team and support required.
5. Financial/Economical feasibility-
Cost estimation, funding req., sources of revenues, ROI, repayment capacity to factors like
time delays, increase in material/labor cost, adverse economic conditions etc.
(https://www.youtube.com/watch?v=vllQnudxWMg)
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PLM Visioning
"A Vision of PLM in a Manufacturing Company in 2011" shows what PLM is expected to look
like in the future. This is a vision of PLM that includes the 5 phases of the product lifecycle:
imagine; define; realize; support/use; and retire/recycle.
In this vision, the product is at the heart of PLM, which is recognized as the business activity of
managing products across their lifecycles, from cradle to grave.
The objective of the PLM business activity is to increase a company's revenues and the value of
its product portfolio - making it one of the most interesting business activities for a business
executive.
A vision of PLM is needed by a manufacturing company so it knows where it is going, and can
develop a PLM strategy to get there. The PLM Vision provides a framework in which a company
can position new technologies and approaches such as Virtual Engineering, Digital Manufacturing,
Collaborative Workspaces and Compliance Management.
Without a clear vision, companies can invest heavily in numerous improvement activities, best
practice techniques and new technologies, yet still suffer from poorly performing products and
development projects that overrun budget and schedule.
A "Vision of PLM in a Manufacturing Company in 2011" includes a description of why a vision

is needed, mentions the difficulties that may arise when developing a PLM Vision, and shows how
to overcome them.
The proposed vision is very powerful, putting PLM on the corporate agenda as a clearly defined
business activity, complementary to ERP (Enterprise Resource Planning). Whereas ERP is focused
on achieving best use of enterprise resources, PLM is focused on maximizing the value of current
and future products.
PLM is focused on the product, and holistically brings together many product-related components
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such as applications, processes, information, standards, etc. The Vision identifies and describes 12
of these components.
This vision of PLM builds on, and joins up, technologies and business approaches such as
Computer Aided Design (CAD), Product Data Management (PDM), Product Portfolio
Management (PPM), Collaborative Product Development (CPD), Technical Publishing, and New
Product Development Process Reengineering.
Strategy Elements
The name given to a strategy has to be meaningful and self-descriptive. For example ‘‘control of
the seas’’. At a lower level than the strategy itself are ‘‘strategy elements’’, addressing particular
resources and activities, which also need to have simple names and clear descriptions.
‘‘Customer focus’’ is an example of a strategy element that could be identified in the second step
of PLM strategy development. Then it would have to be described in the context of the
organization, activities and resources of the lifecycle. It would soon be realised that ‘‘customer
focus’’ isn’t sufficiently descriptive or wide-ranging to build a strategy for the product lifecycle.
For example, it says nothing about products or human resources. ‘‘Customer focus’’ is more a
PLM principle than a strategy. It’s generally agreed to be ‘‘a good thing’’. Usually a strategy can’t
be based on just one strategy element, one improvement initiative, or one resource. It’s not enough
to claim ‘‘Lean’’ as the PLM
Strategy, or to claim that the choice of a particular location for the PLM organisation is the strategy.
PLM Strategies aren’t one-dimensional. Several strategy elements need to be combined to develop
a particular organisation’s strategy.
It may appear that all elements should be needed, but in practice, organisations have limited
resources so can’t do everything. An attempt to do everything would lead to confusion, and
probably nothing would get done. As a result, choices have to be made and a clear strategy has to
be created.
The exact meaning of a strategy element will differ from one company to another. For example,
the strategy elements of ‘‘fastest time-to-market’’ and ‘‘lowest-cost competitor’’ could both be
implemented in many ways. ‘‘Fastest time-to-market’’ could be implemented by building up a
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pre-defined stock of solutions, by increasing the number of engineers, or by shortening the product
development process by removing non-value-adding activities. ‘‘Lowest-cost competitor’’ could
be implemented with cost reduction programs, capital expenditure cuts, headcount reductions, or
by improving the effectiveness of the product development process. The criteria for selecting
strategy elements, and deciding how they’ll be implemented, will be made clear to some extent by
the objectives provided by the business strategy, and to some extent by the application of PLM
principles.
The strategy development activity aims to find the most suitable way to carry out the activities of
the product lifecycle and meet the objectives with the limited resources available. It may well be
that there’s no strategy that allows the PLM activity to meet the objectives with the resources
available. In this case, either the objectives, or the resources, need to be changed. It is, of course,
much better to find this out during strategy development than by failing to meet the objectives.
Business managers shouldn’t ask PLM to aim for the highest functionality product, the fastest time
to market and the lowest costs. In practice, this is likely to be impossible. Just as in war,
commanders who don’t have very clear objectives and feasible strategies won’t succeed. By
describing, and then analysing, strategies this can be found out before the battle.
Data Management
A Product Data Management (PDM) application will provide people in the product lifecycle with
exactly the right information at exactly the right time. Having digital product data under PDM
control will help achieve the objectives of improved product development and support. With PDM,
it will be much quicker and easier to access, retrieve and reuse product data. The PDM application
will manage all data defining and related to the product across the product lifecycle from initial
idea to retirement. It will provide controlled access to correct versions and configurations.
It will enable tracking of product configurations.
 Legacy Data
The different types of legacy data will be identified. Policies will be defined for managing them
and, where possible, for eliminating them.
 Data Exchange
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A review will be made of the need for different data formats. Where these are found to be necessary,
standard approaches will be implemented for data exchange.
Product data or product information
Product data refers in this context to information broadly related to the product.
Product data can be roughly divided into three groups:
1. Definition data of the product
2. Life cycle data of the product
3. Metadata that describes the product and lifecycle data
The definition data of the product – determines physical and/or functional properties of the product
– i.e. form, fit and function of the product – describes the properties of the product from the viewpoint
of a certain party (e.g. customer or producer) and connects the information to the interpretation of the
party in question. This group includes very exact technical data as well as abstract and conceptual
information about the product and related information. This group of information also includes the
images and conceptual illustrations that characterize the product. So more or less this set of information
could be characterized being a complete product definition. The wide spectrum of information and the
difference in the contents of definition data can easily cause problems, owing to different
interpretations and contexts.
The life cycle data of the product – is always connected to the product and the stage of the product
or order-delivery process. This group of information is connected to technological research, design and
to the production, use, maintenance, recycling, and destruction of the product, and possibly to the
official regulations connected with the product.
Change management for PLM
Change management enforces control over revisions to designs, items, and records during the
many phases of the product lifecycle—from development and production through end-of-life.
Product lifecycle management provides change management workflows to help departments
efficiently automate and document revisions for enterprise-wide visibility and traceability.
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1. Real-time, configurable change workflows

Easily configure formal and fast-track workflow processes to match your organization’s
needs. Teams can view the progress of a change in real-time graphically as it goes through
each workflow state. This visual and collaborative environment allows you to define,
review, approve, and implement changes in such workflows as:
 Standard engineering change requests and change orders

 Design reviews for tracking corrective rework and ensuring timely project completion
 Document change orders to enforce standards, distribute, and manage document changes
 Deviation and waiver requests for a temporary time-frame
 Problem reports to capture bugs, test failures, and track root causes
2. Change management with traceability

All engineering and manufacturing change requests and change orders remain fully
traceable in a centralized system. Any authorized person within your organization can
access historical change information to see who was involved and when, which items were
modified, as well as any comments.
Change management is the toughest thing inside of PLM. It’s also the most important.
“Continually increase sales and quality, reduce time cycles and costs”
-------- PLM Strategy ------
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Assignment / Practice Question

Unit 01
1. Define PLM and explain the need of PLM?
2. List and explain with diagram the phases/stages of PLM.
3. What are the opportunities and different benefits of use of PLM?
4. Explain the components of PLM?
5. What is the strategy elements?
6. Explain the change management of PLM?
7. State how PLM feasibility study is important?
8. What is PLM strategy?
9. List at least 5 PLM software name with their software providing company.
10. Why should medium scale companies acquire PLM? Explain.
11. What are the drawback of PLM?
12. Write short note on:
i) PLM visioning
ii) PLM Industrial Strategies
iii) Term ‘product’ in PLM
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Unit 2:
Product Data Management (PDM)
Contents:
Human resources in product lifecycle, Information, Standards, Vendors of PLM Systems and
Components, PDM systems and importance, reason for implementing a PDM system,
financial Justification of PDM, barriers to PDM implementation
Def: Product Data Management (PDM) is the collection of the organization’s product data
and maintenance. This data can include anything from engineering drawings and BOMs to
marketing materials and customer support information.
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PDM’s purpose is to ensure that all this data is accessible to everyone who needs it, whether
in engineering, manufacturing, or marketing.
As a result, companies can avoid duplication of work, ensure consistency across different
product versions, and make it easier to bring new products to market quickly and efficiently.
Following are the data managed by PDM
1. Brand name
2. Part number
3. Description of product
4. Vendor information
5. Vendor part number
6. Unit of measurement
7. Product specification
8. Bill of materials
9. Cost of the product
10. CAD drawing
11. Material and Part datasheets
Importance or Advantages of Product Data Management
These are the well-known benefits of the PDM system.
1. Optimize the profitability of the business by reducing the cost incurred on production.
2. Minimize the errors and save the expenditure incurred on offsetting casualties and mishaps.
3. Enhance the overall productivity of the company and minimize the cycle times.
4. Precisely address all the requirements of the business.
5. Creates an opportunity for better business decision making
6. Facilitate teamwork by allowing the global team to communicate with each other easily.
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7. Instantly extract the most precise and accurate data.

8. Immediately tracks and manages all changes related to product data.
9. Better data handling and data security.
PDM Software name:
1. Upchain
2. Autodesk vault
3. Solidworks PDM
4. Siemens Teamcenter
5. OpenBOM
6. Delogue
7. Altium 365
8. Windchill PDM
PDM Components
Product Data Management (PDM) systems are one of the most important components of a
PLM solution.They are the primary system component of PLM. They are systems to manage
product data and product workflow. The basic components of a PDM system include:
1. Information warehouse / vault- This is where product data is stored.
2. Information management module- which manages the information warehouse. It is
responsible for such issues as data access, storage and recall, information security and
integrity, concurrent use of data, and archival and recovery. It provides traceability of all
actions taken on product data.
3. User interface- This provides a standard, but tailorable, interface for users. It supports user
queries, menu-driven and forms-driven input, and report generation.
4. System interfaces- It is for programs such as CAD and ERP
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5. Information and workflow structure- which are used to define the structure of the data
and workflows to be managed by the PDM system. The workflow is made up of a set of
tasks. Data such as resources, events, responsibilities, procedures and standards can be
associated to these tasks.
6. System administration- which is used to set up, and maintain, the configuration of the
system, and to assign and modify access rights.
Reason for implementing PDM
The reasons for implementing a PDM system can be divided into two classes. In one of
these, the PDM system appears to alleviate some of the problems that occur in the product
development environment. In the other, it appears to proactively and positively impact
operations across the product lifecycle. Although these two classes of reasons can be treated
separately, in practice, they are closely related.
1. Information management
– provide a single, controlled vault for product information
– maintain different views of information structure
– provide faster access to data
– manage configurations
2. Reuse of information
– make available existing designs for use in new products
– reduce duplicate data entry
3. Workflow management
– make sure the most appropriate design process is followed
– improve distribution of work to engineers
– ensure release procedures are followed
4. Engineering change management
– speed up the distribution, review and approval of engineering changes
– provide status information on engineering changes
5. Overall business performance improvement
– improve product quality
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– reduce overhead costs

6. Resolution of business problems
– reduce scrap
– reduce product liability costs
7. Functional performance improvement
– increase engineering productivity
– reduce inventory
– develop better cost estimates
8. Better management of product development activities
– improve project co-ordination
– increase the reliability of product development schedules
– provide high-quality management information
9. Automation of product development activities
– automate the sign-off process
– automate the transfer of data between applications
10. Information systems effectiveness improvement
– integrate Islands of Automation
– link databases together
– remove unnecessary systems
11. Infrastructure for effective product development
– support product development practices and computer systems
– distribute data, documents and messages electronically.
Financial justification of PDM
Every year, companies have the opportunity to invest in a variety of new and on-going short-term
and long-term projects, such as introducing new products, improving manufacturing productivity,
developing the corporate image, improving working conditions, and implementing PDM.
Someone, somewhere, has to select the most suitable projects.Different projects will require
approval from different levels of management. In general, the less money and time the project
needs, the lower the level at which approval is given. In PDM terms, this means that an engineering
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manager might be able to start a small-scale PDM project in the engineering department with funds
from the departmental budget. On the other hand, it is unlikely that a PDM project that is intended
from the outset to be cross-functional will be funded this way. Instead, its sponsors will probably
need to apply for “business development” funding, or for the right to use departmental funds cross-
functionally. This means that the project will effectively be in competition for funds with other
cross-functional projects, and that the funding decision will be taken by “top management”.
1. Time value of money

As the effects of the PDM project will be spread over several years, it is necessary to take
account of the “time value of money”. This term describes the fact that Rs.100 received
this year does not have the same value as Rs.100 received in previous or future years. This
is best explained by an example. Assume that Rs.100 received this year can be invested at
a fixed 10% annual interest rate, then in one year it will be worth Rs.110, and in five years
it will be worth Rs.161.051. It is worth Rs.61.051 more than Rs.100 received in five years’,
time. The time value of money has to be considered when calculating the costs and benefits
that occur in different years of a PDM project.
2. Net Present Value
The Net Present Value (NPV) of a project at any given time is calculated by subtracting,
from the investment, the sum of the discounted cash flows up to that time.
3. Cost justification
There are three major areas of PDM cost-justification to describe – costs, benefits, and the
overall approach. Identification of the costs associated with a project is generally not too
difficult. Costs are generally divided into initial investment costs (Year 0) and on-going
costs (Year 1, and following years).
4. Identification of benefits
The “benefits of PDM” can be divided into two parts – “increase in revenues resulting from
the introduction of PDM” and “decrease in costs due to the introduction of PDM”.
5. Project cost
Total project cost must be analyzed before taking any decisions.
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Barriers to PDM implementation
● System
● People
● Project Team
● Process
● Organizational Structure
● Funding
● Information
● Installation
● Everyday Use.
Vendors of PLM systems and components
The PLM market is in its early days, and vendors with their roots in many application areas provide
software addressing parts of the PLM activity.Examples include:
● ERP system vendors, such as IFS (http://www.ifsworld.com), Microsoft Corporation

(http://www.microsoft.com), SAP AG (http://www.sap.com) and SSA (http:// www.ssagt.com)
● Database vendors such as Oracle Corporation (http://www.oracle.com)
● Current, or past, vendors of CAD systems such as Dassault Systemes (http://www.3ds.com),

Auto -trol Technology (http://www.auto-trol.com), Intergraph Corporation
(http://www.intergraph.com), PTC (http://www.ptc.com), think3, Inc. (http://www.think3.com)
and UGS PLM Solutions (http://www.ugs.com)
● Vendors of PDM systems such as Agile Software Corporation (http://www.agilesoft.com),

MatrixOne, Inc. (http://www.matrixone.com) and SofTech, Inc. (http://www.softech.com)
● Vendors of EDM systems such as ACS Software, Inc. (http://www.acssoftware.com), AIM

systems GmbH (http://www.aimsystems.de) Cyco (http://www.cyco.com), PROCAD GmbH &
Co. KG (http://www.procad.de) and SynergisTechnologies (http://www.synergis.com)
Page | 25
● Vendors with a Web focus such as Aras Corporation (http://www.aras-corp.com),Arena

Solutions (http://www.arenasolutions.com) and Omnify Software (http://www.omnifysoft.com)
● Vendors with a product development focus such as Framework TechnologiesCorporation

(http://www.frametech.com), IDE, Inc. (http://www.ide.com), Intersect Software
(http://www.intersectsoft.com), PD-Trak Solutions(http://www. pd-trak.com), Sopheon
(http://www.sopheon.com) and Stage andGate Inc. (http://www.stage-gate.com)
● Vendors with a product development focus such as Centric Software,Inc.

(http://www.centricsoftware.com), CoCreate Software Inc. (http://www.cocreate.com), Eurostep
Commercial Solutions AB (http://www.eurostep.com), Federation Inc.
(http://www.federationweb.com), ImpactXoft Corp. (http://www.impactxoft.com), Product Sight
Corp. (http://www.productsight.com) and Proficiency, Inc. (http://www.proficiency.com)
● Vendors with a content management focus such as Cimage NovaSoft Ltd.

(http://www.cimagenovasoft.com), Documentum (http://www.documentum.com), FileNet Corp.
(http://www.filenet.com) and Formtek (http://www.formtek.com)
● Vendors of viewers such as Cimmetry Systems, Inc. (http://www.cimmetry.com), Informative

Graphics Corp. (http://www.infograph.com) and Spicer Corporation (http://www.spicer.com)
● Vendors focused on document management and distribution such as Océ (http://www.oce.com)

and Seal Systems Inc. (http://www.sealsystems.com)
● Vendors focused on data exchange such as EPM Technology (http://www.epmtech.jotne.com)

and Step Tools, Inc. (http://www.steptools.com)
● Vendors with a digital manufacturing focus such as Polyplan Technologies Inc.

(http://www.polycapp.com) and Tecnomatix Technologies Ltd. (http://www.tecnomatix.com)
● Vendors focused on process manufacturing industry such as Formation Systems, Inc.

(http://www.formationsystems.com), Prodika, Inc. (http://www.prodika.com),QUMAS, Inc.
(http://www.qumas.com) and Selerant (http://www.selerant.com)
● Vendors focused on the apparel manufacturing industry such as Freeborders

(http://www.freeborders.com), Geac (http://www.runtime.geac.com) and Global Trading Systems,
Inc. (http://www.gts-us.com)
Page | 26
Human resources in the product lifecycle
It takes many people to manage a product across its lifecycle. Outside the company, many people
play roles in the product lifecycle. And inside, the list of people may include account managers,
accountants, assembly workers, associates, business analysts, cost accountants, course developers,
craters, customer service representatives, database administrators, designers, documentation
specialists, drafters, engineers, field engineers, financial analysts, HR administrators, HR
managers, IT managers, lease representatives, marketers, network specialists, PC technicians,
programmers, project managers, quality managers, regional finance managers, resident engineers,
sales representatives, service engineers, software developers, system consultants, system
developers, technical support analysts, technicians, and test engineers. In some cases, most of these
roles will be played within the company, in other cases, most will be played outside. The situation
depends on the way the lifecycle activities are organised.
Case Study
Oklahoma City Air Logistics Center

The Oklahoma City Air Logistics Center (OC/ALC) manages an inventory of more than
2,000 aircraft as well as nearly 23,000 jet engines. The Engineering Data Section needed
to adjust to smaller budget and staff by streamlining processes and providing faster
response to requests for data. It looked for a better way to manage engineering data spread
out over 18 non-integrated legacy databases – millions of physical drawings, some over 40
years old, as well as documents in raster, PDF, and CAD formats. Fourteen business
processes related to the acquisition, management, and delivery of that data had to be
streamlined. OC/ALC selected Teamcenter, from UGS PLM. After mapping more than 10
million index records (raster and PDF document indexes, aperture card indexes, mylar card
indexes, and so on), nearly instant location access is possible for both on-line and off-line
data. The time needed to process data requests has dropped from 53 days to 28.All data
requests are tracked, allowing data center management to see where bottlenecks are
happening and redirect personnel to alleviate them.
(http://www.eds.com/products/plm/success/teamcenter/oklahoma_alx.shtml)
Page | 27
Nikon Corporation Imaging Company
Nikon’s Imaging Company wanted to speed the distribution of design drawings within the
organisation, to reduce paper usage, and to decrease the time required 412 Product
Lifecycle Management to access existing product drawings. The company produces almost
15,000 design drawings annually and has accumulated several hundred thousand pages
over the years. Distributing the drawings on paper required a lot of time and energy. Nikon
has multiple operation sites, including some in overseas locations. It took a minimum of 72
hours to send drawings overseas by airmail. Another problem was the time to retrieve
drawings in paper or microfilm format. The time to find a drawing was, on average, 9.7
minutes per item. About 6,400 documents are retrieved per month. Teamcenter, from UGS
PLM, was implemented. Results included: drawing distribution takes less than one-tenth
the time; paper usage was reduced by 80%; drawings are retrieved five times faster; easier
tracking of changes, and easier identification of orders affected by changes.
(http://www.eds.com/products/plm/ success/teamcenter/nikon.shtml)
Japan Electron Optics Laboratory
Japan Electron Optics Laboratory (JEOL) manufactures microscopes, and other scientific
and metrological instruments. It implemented eMatrix from MatrixOne. With eMatrix,
JEOL made significant savings by reducing product development time by 30%. JEOL’s
eMatrix collaboration platform holds some 7 million product component data items,
400,000 drawings, 20,000 catalogue items, and 5,000 technical documents.
(http://www.matrixone.com/pdf/ds_cs_jeol.pdf)
The Product Data Management system is centralized for managing product data and
manufacturing processes effectively.
The engineering team can save valuable time and resources by deploying the PDM software.
Page | 28

Unit 02
1. Compare PLM and PDM.
2. Explain in brief the basic components of PDM.
3. Explain in brief the importance of PDM.
4. What are the reasons for implementing PDM? (At least 10 reasons must explain)
5. State at least 6 barriers to PDM implementations?
6. Explain financial justification of PDM?
7. Short note:
i) Time value of money
ii) Vendors of PLM system
iii) Human resources in product lifecycle
iv) Focus should be on ‘Cash’ or on ‘Customer’. Explain with proper reason.
Page | 29
Unit 3:
Product Design
Contents:
Engineering design, organization and decomposition in product design, product design process,
methodical evolution in product design, concurrent engineering, design for ‘X’ and design central
development model. Strategies for recovery at end of life, recycling, human factors in product
design. Modeling and simulation in product design.
Introduction:
In recent years, innovations in the design process and the management of production have been
necessary to reduce the time required and the resources used in the design, production, and
distribution of products having increasingly elevated and more diversified performance
requirements. Methodological approaches have evolved to aid designers faced with the increasing
complexity of design problems and of the system of factors influencing design problems in various
ways. The new design challenges require a systematic, integrated, and simultaneous intervention
on a product and its correlated processes, according to the new methods known as Concurrent
Engineering and Design for X. These design approaches start from different premises, but both
tend to embrace the life cycle approach.
Product Design
It is an iterative, systematic process for solving problems that involves creativity, experience and
accumulated disciplinary knowledge.
Product design is the process of coming up with ideas for new products, creating new products,
and upgrading current products to solve problems users have or to address the needs of a specific
market. There are many steps to product design. It starts with a need that can be addressed, so
there is a reason to create a product. Potential users of the product are researched to ensure that
the idea for a product fits their needs. The user interface or UI for the product will be created
based on end users' needs and their behavioral patterns. Prototypes are created so that UI designs
can be reviewed by the business and users to determine the final look and functionality of the
product. Finally, as the product is being developed, product design continues as users interact
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with the product, and new features are added to keep up with their changing needs.
Product Design and development
The terms “product design” and “product development” are sometimes considered
interchangeable, they are commonly used as complementary terms, giving rise to the expression
“product design and development.” This implies a possible distinction between the specific
activity of design, in the sense expressed above, and a more extended activity which, while
including design, encompasses a wider arena that begins with the identification of a need or
market opportunity and concludes with the startup of product manufacture.
Fig: Product development process: Sequential model.
Engineering Design
Engineering design (sometimes called technological design) is an iterative, systematic
process for solving problems that involves creativity, experience, and accumulated disciplinary
knowledge. As used in this framework, engineering design is a broad term, including processes
such as architectural design, manufacturing design, industrial design, and software design.
In the context of engineering science, design is the activity that enables the creation of new
products, processes, systems, and organizational structures through which engineering
contributes to society, satisfying its needs. Product design is understood as a process whereby an
organizational structure defines a problem and translates it into a feasible solution, making a
series of design choices that each depend on the preceding choices and on a set of variables that
collectively define the product, how it is made, and how it functions. As with the product
development process, the engineering design process cannot easily be assigned a single common
scheme due to the great variety of possible design experiences. To summarize this variety, some
authors distinguish between product design processes according to the principal categories of
design intervention-
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 Creative design—This typology includes design studies constrained by specific

requirements (functionality, performance, producibility) but with no specifications
regarding the transformation of the idea into product or the realm of possible solutions.
 Innovative design—In this case, the overall design problem and its possible
decomposition into simpler subproblems is already known. Intervention then consists of
synthesizing the possible alternatives for each constructional subunit, and can be reduced
to a simple originative combination of preexisting components.
 Redesign—This category includes interventions altering and improving preexisting
designs. This is necessary when a product does not fully meet the prescribed requirements
or when changes in the environmental context for which the product was destined produce
new requirements to which the product must be adapted if it is to remain on the market.
 Routine design—In this case, different characteristic design factors such as the form of
the product, the method of design approach, and the production system are all known
before the design process begins. Intervention is then reduced to the choice of the best
alternative with respect to each subunit of the product.
Organization and Decomposition in Product Design

The phase of development process planning consists of the decomposition, planning, and
distribution of all the activities, resources, and information involved in the entire process under
consideration. This phase plays a determinant role in relation to the ever-increasing complexity of
design problems and sees the emergence of the viewpoint known as the operations management
perspective, where the product is perceived as the set of activities necessary for its manufacture
and marketing.
Considering this specific function of design process organization is the now commonly used
practice of modeling the product design process—breaking it down into single tasks and
determining the structure and the interactions linking these together. This decomposition makes it
possible to reduce the design problem to simpler subproblems, and thus becomes an approach to
the management of the ever-greater complexity of design. Furthermore, the study of individual
design tasks can be an effective approach to the analysis of alternative design strategies, and
ultimately to an improvement of the overall design process.
Page | 32
The importance of organizing and managing the design process is thus clear. This process must
then be supported by three different typologies of knowledge:
1. Knowledge to generate the ideas,
2. To assess the ideas, and
3. To structure the design process itself
Within the study of the decomposition of the design process, there is a distinction between the
two disciplines most involved in product development—engineering design and management
science. In engineering design, attention is directed at the structure of the constructional system
(study of the product architecture); management science focuses on the structure of the
organization managing the project (study of the division and organization of the activities).
In a complete perspective, the principle of decomposition can be extended to three different

domains: product, process, and organization.
In the product domain, decomposition consists of splitting the complex system into subsystems,
subassemblies, and components. In the process domain, it consists of dividing the design process
into tasks, activities, and work units. Finally, in the organization domain the decomposition
involves structuring the human resources into teams and workgroups and assigning them
individual tasks.
Product Design Process

Design becomes the instrument linking functional requirements (which are part of the functional
domain) to the physical solution (characterized by design parameters and belonging to the physical
domain). The process of product design begins, therefore, with defining the functional
requirements that satisfy a given set of needs and translating them into design parameters. Product
design finishes with the creation of the physical object satisfying these requirements.
As noted in Engineering Design (above section), the great variety of possible design experiences
makes it difficult to arrive at a common model for the product design process. Over the last 10
years, a large number of models for the engineering design process have been proposed with the
aim of improving the understanding and practice of the design activity. Although critical analyses
of these have underlined the difference between how the design process is theorized in the
proposed models and how it is actually conducted in industrial practice, many of these
Page | 33
methodological frameworks have not only contributed to the evolution of the concept of “design”
but have also become the structures of reference procedures.
Engineering Design Process Steps
1. Define the Problem
What is the problem that needs to be solved? Who is the design product for, and why is it
important to find a solution? What are the limitations and requirements? Engineers need to ask
these types of critical questions regardless of what is being created.
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Fig: Engineering Design Process Steps
2. Brainstorm Possible Solutions
Good designers brainstorm possible solutions before opting to start a design, building a list of as
many solutions as possible. It is best to avoid judging the designs and instead just let the ideas
flow.
3. Research Ideas / Explore Possibilities for your Engineering Design Project
Use the experience of others to explore possibilities. By researching past projects you can avoid
the problems faced by others. You should speak to people from various backgrounds, including
users or customers. You may find some solutions that you had not considered.
4. Establish Criteria and Constraints
Having listed potential solutions and determined the needs of the project alongside your
research, the next step is to establish any factors that may constrain your work. This can be done
by revisiting the requirements and bringing together your findings and ideas from previous steps.
5. Consider Alternative Solutions
You may wish to consider further solutions to compare the potential outcomes and find the best
approach. This will involve repeating some of the earlier steps for each viable idea.
6. Select an Approach
Once you have assessed your various options you can determine which approach best meets your
requirements. Reject those that don’t meet your requirements.
7. Develop a Design Proposal
Having chosen your approach, the next step is to refine and improve the solution to create a
design proposal. This stage can be ongoing through the length of your project and even after a
product has been delivered to customers.
Page | 35
8. Make a Model or Prototype
Use your design proposal to make a prototype that will allow you to test how the final product
will perform. Prototypes are often made from different materials than the final version and are
generally finished to a lesser standard.
9. Test and Evaluate
Each prototype will need testing, re-evaluation and improvement. Testing and evaluation allows
you to see where any improvements are needed.
10. Refine the Design
Once testing has been completed, the design can be revised and improved. This step can be
repeated several times as more prototypes are created and evaluated.
11. Create the Solution
After your refinements have been completed and fully tested, you can decide upon and create
your finished solution. This may take the form of a polished prototype to demonstrate to
customers.
12. Communicate the Results
The final stage is to communicate your results. This can be in the form of a report, presentation,
display board, or a combination of methods. Thorough documentation allows your finished
product to be manufactured to the required quality standards.
(https://youtu.be/b0ISWaNoz-c)
Methodological Evolution in Product Design

In general, the apparent complexity of the design process and of the system of factors influencing
it in various ways is counterbalanced by a limited freedom of choice over the materials to be used
and the ways in which these materials can be processed and assembled in the product in order to
obtain the required functions. This condition complicates the intervention of the designer, whose
objective is to balance the various specifications of function, cost, and reliability to achieve the
Page | 36
appropriate compromise allowing the attainment of an ever-broader spectrum of required

performances. As a direct consequence, the design process and production management have
required considerable innovation in recent years, principally with the aim of reducing the time and
resources employed in the design, production, and distribution of products.
Three approaches are currently the subject of much of the research regarding design
methodologies:
 Concurrent Engineering (CE)—Aims at a full harmonization between the increase in

product quality and the reduction of development times and costs through a structuring of
product development that involves a large design team conducting simultaneous and
interconnected analysis and synthesis actions, in relation to all the phases of development.
 Design for X (DFX)—Involves a flexible system of design methodologies and tools, each
directed at the attainment of a particular product requirement.
 Life Cycle Design (LCD)—Extends the fi eld of design analysis to the entire life cycle of
the product, from the production and use of materials to disposal.
Concurrent Engineering (CE)

In Concurrent engineering product design methodology, different departments simultaneously
work on different stages of engineering product development.
Concurrent engineering is a method of designing and developing engineering products in which

different departments simultaneously work on the different stages of engineering product
development. If managed well, it helps to increase the efficiency of product development and
marketing, considerably reducing the time and contributing to the reduction of the overall
development cost while improving the final product quality.
Page | 37
This streamlined approach towards an engineering product forces several teams within the
organization, such as product design, manufacturing, production, marketing, product support,
finance, etc., to work simultaneously on new product development.
Concurrent engineering, also known as integrated product development (IPD) or simultaneous

engineering, was introduced a few decades ago to eliminate the issues from sequential
engineering or the so-called “over the wall” process. This systematic approach is intended to
force all the stakeholders to be involved and the full engineering product cycle to be considered
from concept to after-sale support. There are plenty of incentives to choose Concurrent
engineering over sequential engineering product development.
Elements of concurrent engineering
Concurrent engineering presents an environment that encourages and improves the interaction
of different disciplines and departments towards a single goal of satisfying engineering product
Page | 38
requirements. A following framework or the Golden Triangle can summarize key elements of
concurrent engineering.
People, processes, and technology are crucial to any organization and essential in implementing
concurrent engineering to achieve shorter development time, lower cost, improved product
quality and fulfil customer needs.
Advantages of concurrent engineering
1. It encourages multi-disciplinary collaboration

2. Reduces product cycle time
3. Reduces cost
4. Increases quality by supporting the entire project cycle – enhanced quality.
5. Increases productivity by stopping mistakes in their tracks
6. It gives a competitive edge over the competitors
Page | 39
Disadvantages of concurrent engineering
1. Complex to manage
2. It relies on everyone working together; hence communication is critical
3. Room for mistakes is small as it impacts all the departments or disciplines involved
Concurrent engineering is a powerful workflow methodology, if implemented correctly, that will

positively impact product quality and the objectives of the company. However, each company
has no one-size-fits-all methods or procedures, and product development will differ.
(https://engineeringproductdesign.com/knowledge-base/concurrent-engineering/)
Design for ‘X’ (DfX) / (Design for Excellence)

Design for Excellence, another name for this term, refers to a set of methodologies, principles, and
criteria for developing high-quality products during the concept design stage.
Def: “Design for X (DfX) is a set of technical guidelines that may be applied during the design of
a product for the optimization of a specific aspect of the design. DfX can control or even improve
the product’s final characteristics.”
DfX takes a comprehensive and systematic approach to design, from conception to completion. It
uses best practices and standards to guarantee that the design and production processes are error-
free.
The word DfX can be rephrased as Design for X, where the variable “X” can be replaced with any
project objective. Manufacturability, Testability, Cost-Effectiveness, Assembly, Quality, and
Reliability are some parameters that can replace “X.” Some of examples shown in following
image.
Page | 40
How DfX is different than Traditional Engineering
Traditional design approaches do not align the design team with the manufacturing and supply
chain. The DfX pulls cross-functional resources during the design stage. It records everything and
is an intermediary between the design team, client, and other stakeholders. DfX encourages
cooperation among stakeholders. Design for X is a new design approach. Though DfX and
traditional engineering methods have many similarities, they have notable differences.
Example: Product Design Iterations

An iteration refers to repeating a process until the desired outcome is received. Several
iterations are required to produce a satisfactory design, which is costly and time-consuming.
Traditional engineering design involves many versions of a product.
DfX does not have many iterations; it aims to get the product right the first time and avoid
new versions. This is accomplished by conducting simulations and building virtual designs.
Page | 41
DfX Examples:
Design for Manufacturing (DfM)
The most fundamental Design for X technique is called Design for Manufacturing. DfM ensures
that the components of the finished product are manufactured using established methods and
materials.
This product development model makes the production process easy. The simplicity is assessed
at all stages. DfM teaches you how to build a great product with less cost and in a shorter
duration.
Designers use DfM to improve the design of components, assemblies, and full products.
Design for Assembly (DfA)

A basic product with a few components will be faster to assemble. Designers use DfA to design a
product that is easy to build and assemble.
Simpler components using basic procedures are recommended to reduce the risk of errors.
Additional benefits include reduced maintainability because fewer parts need to be tested and
stored.
Design for Manufacturing and Assembly (DfMA)

DfM is concerned with manufacturing a product or element, whereas DfA is concerned with the
assembly aspects of the product.
DfMA combines the two techniques for a more comprehensive picture of the product
development cycle while considering various factors. It saves about 40% time.
DfMA brings these specialties together to create simple, economical products that can be
manufactured and assembled easily. The other advantages are reduced costs, dependability, and
quick product launch.
Design for Supply Chain (DfSC)

Here, an organization’s structure, supply chain, and balance between inventory, manufacturing
cost, and transportation are decided.
The product supply chain should be considered during the product design stage. This clarifies
inventory requirements, reducing supply chain costs, lead times, and wastage.
The supply chain was an afterthought in the past, and logistics were considered after the product
was ready.
DfSC has changed this by making logistics easier.
Page | 42
Design to Cost (DtC)

This is a collection of cost management strategies to control production and development costs.
You can avoid unnecessary expenses by analyzing the cost of the product and incorporating
reductions from the initial stages of design.
Various life cycle cost management strategies are included here. Designing for Cost is based on
technical concepts, considering the organizational needs. Value analysis is used to calculate the
worth offered to customers. Costs of redesigning and revisions should also be factored in.
Design for Quality (DfQ)

A product’s quality has a direct influence on its sales. Eight key characteristics determine
product quality: performance, reliability, features, durability, conformance, aesthetics, perceived
quality, and aesthetics.
Quality checks must be integrated into the manufacturing process from the start. This eliminates
quality concerns before the manufacturing process starts. It is inefficient to rely on inspections to
filter low-quality items. An excellent plan guarantees that clients get high-quality products.
Easier and established systems lead to higher quality; Design for Quality is developed along with
DfM and DfA.
For example, suppose a fabricator cannot show that they have a high capacity for a component
you will purchase. In this case, you can provide an engineer to engage with the supplier and
identify ways to improve capacity.
Design for Testing (DfT)

Testing is performing quality checks on prototypes, verifying that the product fulfills
requirements.
This process integrates testing methodologies into a product at the design stage. The objective is
to make the testing simple and cost-effective, making it easier to find faults from manufacturing
until packaging.
DfT makes it simple to test the product and its components.
For example, this technique can provide space on PCBA boards for testing pads and allows each
module to be tested before completion.
Design for Maintenance (DfM)

Design for Maintenance or Maintainability focuses on making the product easy to keep up with.
Preventative and reactive maintenance should be taken into account when designing a product.
Most goods can be easily maintained if we follow the simple design process.
Integrating technologies that indicate the real-time status of a product is one method.
Page | 43
Benefits of Design for X (DfX)

Before creating the product, it is critical to design for testability, supply chain, manufacturability,
quality, and other factors. Exceptional engineering design methods begin with a thorough
evaluation, are delivered early, and avoid future redesign.
All this translates to satisfied customers.
Some benefits of DfX:
 Reduced product cost

 Shorter launch time
 Reduced product risk
 Improved product quality
 Enhanced testability
 Improved production
 Customer satisfaction
 Improved operational efficiency
The Design for X approach is helpful for a product, product elements, and the organization. The
advantages of Design for Excellence are realized throughout the product’s life cycle.
(https://pmstudycircle.com/design-for-x-dfx/)
Strategies for recovery at end of life

End-of-life product recovery strategies include Remanufacture, Repair, Recondition,
Repurpose, Cannibalization, Redesign, Refurbish, Upgrading and Recycle.
At the end of a product’s useful life there are various opportunities for exploiting the
resources used in its production; the functionalities of the entire product or some of its parts can
be recovered and re-employed for the same task or other tasks (after collection and transport),
or its original functionality can be restored and the product used as though new (after
reprocessing). Also, its material and energy content can be exploited through recycling,
composting, or destroying to its constituent materials.
It becomes important to conceive and design products that are easily disassembled in
order to favor the rapid and economic separation of parts or materials and the reuse of
components, or to facilitate the separation of materials for recycling.
Page | 44
Human factors in product design

Human factors engineering has now become an essential part of product design in almost
all industries. When it comes to medical assistive devices, uniformity in the way a device operates
or functions allows for easy adoption to new systems and provide the required assistance to
patients without undue delay. At the same time, familiarity allows us to act quickly and do the
job right. And that’s exactly why you need to include human factors in your product design.
Human factors engineering (HFE) is all about incorporating human factors (including
psychological, physical, biomechanics, etc.) into product design. It studies human-machine
interaction and aims to improve overall user experience. A human factors engineer has to test
the device in actual scenarios, recording challenges and consequences users might face while
using a device. Some of the key questions they aim to address are:
 How will the user assimilate information from the device?
 How will the user use this information and make decisions?
 How will the user interact with the device, or its components, or control it?
(Starting/ stopping the device, modify a setting, etc.)
 How will the user enter inputs into the device?
 What output does the device give to the user?
Advantages of Human Factors Engineering
Let us take a look at some of the benefits of implementing human factors while designing medical
devices:
1. Devices that are easy to use or operate

2. Reduced requirement for extensive training for using the device
3. Easy to understand device status and operations
4. Better UI experience enabling ease of use
5. Overall better user experience
6. Reduction in user-related errors while using the device and system
7. Reduced dependence on others
8. Effective and better patient assistance
Page | 45
9. Minimizing risks related to adverse events

10. Easier to maintain and repair the device
(https://www.einfochips.com/blog/the-need-for-human-factors-engineering-in-product-design/)
Modeling and simulation in product design

The average design process starts with 3D CAD Modeling performed by Design Engineers.
The aim is to create a model which satisfies all design criteria before passing the design on to
Simulation Engineers for validation. This process goes back and forth until all design criteria are
met. However, if you combine the design and simulation functions seamlessly together, you can
leverage a whole new exciting dynamic!
Allowing not only the design engineers’ ideas and skill to generate innovation, but using
simulation to also drive validated design innovation at the same time. Design Engineers benefit
from simulation informing, supporting and validating design innovation on the fly. Your teams
immediately save time and cut down re-work while increasing their output quality.
Simply put, Modeling and Simulation is a data-driven, collaborative and concurrent
approach to product development.
Modeling and Simulation enables design teams to run through hundreds, even thousands
of product options in a fraction of the time it would otherwise take. Plainly, organizations that
take this approach are better equipped to create superior products and reach market sooner
than their competitors.
Advantages:
1. Improve Collaboration
2. Quickly Update Designs
3. Cut Prototyping Costs
4. Increase Overall Efficiency
(https://www.technia.co.uk/blog/what-is-modeling-and-simulation-modsim/)
"Every great design begins with an even better story." -- Lorinda Mamo, designer
Page | 46

Unit 03
1. Define engineering design and explain the principle categories of engineering design?
2. Write in brief about DfX and its examples in detail?
3. What is concurrent engineering? State its advantages and disadvantages.
4. Explain all design process stages.
5. Explain Methodological Evolution in Product Design.
6. Short note:
i) Organization and Decomposition in Product Design
ii) Simulation and modeling in product design
iii) Human factors in product design
iv) Design for Manufacturing
Page | 47
Unit 4:
New Product Development
Contents:
Structuring new product development, building decision support system, Estimating
market opportunities for new product, new product financial control, implementing
new product development, market entry decision, launching and tracking new product
program, Concept of redesign of product
Introduction:
In business and engineering, new product development (NPD) covers the complete
process of bringing a new product to market. A central aspect of NPD is product design, along
with various business considerations. New product development is described broadly as the
transformation of a market opportunity into a product available for sale. The product can be
tangible (something physical which one can touch) or intangible (like a service, experience, or
belief), though sometimes services and other processes are distinguished from "products." NPD
requires an understanding of customer needs and wants, the competitive environment, and the
nature of the market. Cost, time and quality are the main variables that drive customer needs.
Aiming at these three variables, innovative companies develop continuous practices and
strategies to better satisfy customer requirements and to increase their own market share by a
regular development of new products. There are many uncertainties and challenges which
companies must face throughout the process. The use of best practices and the elimination of
barriers to communication are the main concerns for the management of the NPD.
New Product Development Process:
New product development refers to the process that goes into bringing a new product to
market, from brainstorming an idea to understanding if it fits into the market, ironing it out to
prototyping to final commercialization. Although it can be a rather lengthy process that
sometimes requires iteration, it’s all done to ensure that your product is the best it can be before
it reaches your customers and solves their needs in the best possible way.
Page | 48
Let’s discuss the different stages involved in new product development-
When it comes to new product development, each journey to a finished product is different.
Although the product development process can vary from company to company, it's possible to
break it down into seven main stages.
1. Idea generation:
Idea generation involves brainstorming for new product ideas or ways to improve
an existing product. During product discovery, companies examine market trends, conduct
research, and dig deep into users' wants and needs to identify a problem and propose
innovative solutions.
A SWOT Analysis is a framework for evaluating your Strengths, Weaknesses,
Opportunities, and Threats. It can be a very effective way to identify the problematic areas
of your product and understand where the greatest opportunities lie.
There are two primary sources of generating new ideas. Internal ideas come from
different areas within the company—such as marketing, customer support, the sales team,
or the technical department. External ideas come from outside sources, such as studying
your competitors and, most importantly, feedback from your target audience.
Some methods you can use are:
 Conducting market analysis
 Working with product marketing and sales to check if your product's value is being
positioned correctly
 Collecting user feedback with interviews, focus groups, surveys, and data analytics
 Running user tests to see how people are using your product and identify gaps and
room for improvement
Page | 49
Ultimately, the goal of the idea generation stage is to come up with as many ideas as
possible while focusing on delivering value to your customers.
2. Idea screening:
This second step of new product development revolves around screening all your
generated ideas and picking only the ones with the highest chance of success. Deciding
which ideas to pursue and discard depends on many factors, including the expected benefits
to your consumers, product improvements most needed, technical feasibility, or marketing
potential.
The idea screening stage is best carried out within the company. Experts from
different teams can help you check aspects such as the technical requirements, resources
needed, and marketability of your idea.
3. Concept development and testing:
All ideas passing the screening stage are developed into concepts. A product
concept is a detailed description or blueprint of your idea. It should indicate the target
market for your product, the features and benefits of your solution that may appeal to your
customers, and the proposed price for the product. A concept should also contain the
estimated cost of designing, developing, and launching the product.
Developing alternative product concepts will help you determine how attractive
each concept is to customers and select the one that would provide them the highest value.
Once you’ve developed your concepts, test each of them with a select group of
consumers. Concept testing is a great way to validate product ideas with users before
investing time and resources into building them.
Concepts are also often used for market validation. Before committing to
developing a new product, share your concept with your prospective buyers to collect
insights and gauge how viable the product idea would be in the target market.
4. Marketing strategy and business analysis:
Now that you’ve selected the concept, it’s time to put together an initial marketing strategy
to introduce the product to the market and analyze the value of your solution from a
business perspective.
 The marketing strategy serves to guide the positioning, pricing, and promotion of
your new product. Once the marketing strategy is planned, product management
can evaluate the business attractiveness of the product idea.
Page | 50
 The business analysis comprises a review of the sales forecasts, expected costs, and
profit projections. If they satisfy the company’s objectives, the product can move
to the product development stage.
5. Product Development:
The product development stage consists of developing the product concept into a
finished, marketable product. Your product development process and the stages you’ll go
through will depend on your company’s preference for development, whether it’s agile
product development, waterfall, or another viable alternative.
This stage usually involves creating the prototype and testing it with users to see
how they interact with it and collect feedback. Prototype testing allows product teams to
validate design decisions and uncover any flaws or usability issues before handing the
designs to the development team.
6. Testing market:
Test marketing involves releasing the finished product to a sample market to
evaluate its performance under the predetermined marketing strategy.
There are two testing methods you can employ:
 Alpha testing is software testing used to identify bugs before releasing the product
to the public
 Beta testing is an opportunity for actual users to use the product and give their
feedback about it
The goal of the test marketing stage is to validate the entire concept behind the new product
and get ready to launch the product.
7. Product Launch:
At this point, you’re ready to introduce your new product to the market. Ensure
your product, marketing, sales, and customer support teams are in place to guarantee a
successful launch and monitor its performance.
To better understand how to prepare a go-to-market strategy, here are some
essential elements to consider.
 Customers: Understand who will be making the final purchasing decisions and why
they will be purchasing your product. Create buyer personas and identify their roles,
objectives, and pain points.
Page | 51
 Value proposition: Identify what makes you different from the competition and why
people should choose to buy your product
 Messaging: Determine how you will communicate your product’s value to potential
customers
 Channels: Pick the right marketing channels to promote your products, such as
email marketing, social media, and more
You will need to constantly track and measure the success of your product launch and make
adjustments if it doesn't achieve the desired goals.
Building Decision Support System (DSS):
Decision support systems are now widely used in organizations and military across the
world, helping decision makers apply analytical, statistical and scientific techniques to decision
making. In recent years, there popularity has significantly increased because of their ability to
execute, interpret, analyze and suggest. Decision support systems can be used in the areas of
economic forecasting, risk management, manufacturing automation, supply chain management,
healthcare, data warehousing, demographic trends and forecasts, resource allocation, etc. The
growing popularity of decision support systems is due to their capability to help decision makers
balancing conflicting objectives and allocating scarce resources optimally.
Though decision support systems are known to make the whole process of decision making
easier and speedier, their own development is a complex and time consuming process. Building a
DSS user interface requires a very high level of expertise in technology, programming, decision
making, project management, and user experience and user interface design. Plus, it requires a
close and unswerving collaboration of the analysts, programmers, decision makers, finance
specialists and end users.
Here are 10 rules that you must follow when building DSS:
1. Consistency: A decision support system software must look, feel and act similar throughout.
The color combination, theme, menu display and other visuals must be consistent. It makes a
DSS look organized and well thought out.
2. Reduce Information Overload: The main objective of a decision support system is to reduce
information overload and simplify things to the extent possible. Probably, this is why most
organizations use computerized systems to aid decision making. The human memory is
Page | 52
subject to a limitation when it comes to information processing and learning commands.

Where appropriate, the design should be minimized and commands should be displayed and
the sequence of actions should be shortened.
3. Create Aesthetically Appealing yet Minimalist Interface Design: The interface should be
appealing; however, you need not show your artistic side. It must be balanced, soothing,
interactive and responsive.
4. Informative Feedback: Users look forward to informative feedback about the command they
have given or action they have performed. Minor commands may offer modest feedback,
whereas concrete feedback should be offered for infrequent actions.
5. Design Interactions: Each interaction should have a sequence or an order – beginning,
middle and end. This keeps a track on the flow of the dialogue.
6. Anticipate Errors: You need to anticipate possible errors that a user can make when using
the decision support system. Think of simple and comprehendible ways to detect errors and
to guide users on what to do now. At some places, the system must make users aware of what
errors they are going to make by pressing a command.
7. Permit Action Reversal: Include ‘undo’. Sometimes, users make mistakes unintentionally.
But inability to reverse the action may build anxiety in users. Give them the flexibility to undo
what they did, whether knowingly or unknowingly. It gives them the confidence to try out
new things.
8. Give Users Control of the System: People using a decision support system want to control
each aspect of the system. Inability to control makes them anxious and unconfident. Give
them control of the system and let them explore it as much as they want.
9. Provide Accelerators: As decision makers use a DSS more frequently, they don’t want to
offer same information each time they log into the system. Provide them with accelerators to
shorten the interactions and increase the pace. Offer abbreviations and automation commands
that accelerate the entire process of decision making.
10. Provide Documentation and Help Capabilities: A DSS although is not incomplete if it
doesn’t provide documentation capabilities but to users it may seem incomplete. Such
capabilities are desirable because most users want to document major points or something that
catches their attention
Designing decision support system user interface is the toughest part of the development cycle.
It’s the most important element as it establishes the communication between the machine and the
human. The use of visual elements and simple screen designs can add a great deal to the success
of a DSS.
Page | 53
Estimating market opportunities for new product:
Market Opportunity- This is the total market opportunity out there for a product—the upper limit
of how big the chosen market segment is. After estimating the value a product can deliver,
multiplying it by the total number of buyers out there would give the market opportunity. For
instance, if the chosen market segment is the oil & gas industry, the total number oil & gas
companies or plants in the country or a region or globally will be the no. of users/customers.
Conduct a market potential analysis:
1. Identify market size and demand

The "market size" is made up of the total number of potential buyers of a product or service
within a given market, and the total revenue that these sales may generate.
2. Market growth rate
A measure of the extent at which the market a company operates in is growing. This
provides an insight into the size of the opportunity a company might have.
3. Profitability
Profitability is a measure of an organization's profit relative to its expenses. Organizations
that are more efficient will realize more profit as a percentage of its expenses than a less-
efficient organization, which must spend more to generate the same profit.
4. Competition
Product competition arises when products within one class but with different features,
benefits and prices meet the same customer need. Other factors that can affect competition
include technology, supply source, support, delivered quality, etc. Currently, product
competition is also about product design.
5. Product and customer type
Customer is the one who is purchasing the goods. Consumer is the one who is the end user
of any goods or services. Consumers are unable to resell any product or service. Customers
need to purchase a product or service in order to use it.
Page | 54
New product financial control:
Securing adequate funding is one of the biggest obstacles many entrepreneurs face. If
you're launching your business on the back of a new product or service, it’s important to build into
your financial forecasts a generous margin for contingencies and the unexpected.
It's not worth investing money in a new product or service and then running out before
your business has got off the ground. See how to choose the right finance when starting up.
Analysing the costs of new product and service development-
Once you've developed and tested your new product or service concept, it will require a
detailed business analysis. This step of the process helps to:
lysis, you will want to:
-even point
lifecycle of your product in the market
Controlling costs in product or service development
It's essential to keep a close eye on costs when you develop new products and services to avoid
them spiraling out of control. You should:
sts in advance
– eg release funds for each new development stage once

the previous one has been successfully completed
Product Redesign:
Product redesign is the process of reinventing and rebuilding your existing product. It’s not
about minor tweaks but significant changes to the user experience – the way it looks, works
and makes the user feel.
Page | 55
Reasons:
1. Outdated look and feel
2. Low conversion and retention rate
3. Negative customer feedback on current design and usability
4. Expanding into new markets
5. New features or product upgrades
Benefits:
1. Improve your product usability
2. Responding to feedback and trying to solve their problems improves customer loyalty and
creates a good company image
3. Better conversion and retention rates, and improve the overall market competitiveness.
Product redesign process step by step

Whether you choose the revolutionary or evolutionary approach to redesigning your product, you
need to follow a few basic steps.
Define your business goals and objectives
Before you embark on the redesign journey, make sure you have a clear idea of what you want to
achieve.
Is it addressing specific customer pain points or meeting new user needs? Or maybe introducing
functionality that your competitors already have? Improving revenue? Ensuring compliance with
new government regulations? Whatever the objective, make sure your whole product team is in
sync on that.
Change for its own sake will waste precious resources, and the lack of focus will result in a
mediocre product.
Conduct user research to identify areas for improvement

To give the desired results, product redesign needs to be based on robust evidence, so the next step
is conducting user research.
The aim is to develop a deep understanding of your existing as well as potential users. You need
to learn how they feel about the product, what they like about it and what they don’t, and identify
areas that need to be fixed or developed to meet their needs better.
Page | 56

Unit 04
1. What do you mean by NPD?
2. Write in brief about market potential?
3. What measures should be taken while building DSS?
4. Explain in detail the product development process.
5. What is redesign? List out the reasons and benefits of it.
6. How to conduct a market potential analysis?
Page | 57
Unit 5:
Technology Forecasting and PLM Software and Tools
Contents:
Future mapping, invocating rates of technological change, methods of technology forecasting
such as relevance trees, morphological methods and mission flow diagram, combining forecast
of different technologies, uses in manufacture alternative.
Introduction:
What is the term technological change?

Technological change refers to the idea of improving existing technologies and developing
new ones to improve the existing products and to create new products in the market. This whole
process helps in creating new markets and new market structures, and destroying obsolete markets.
Automobiles, smartphones, laptops, and wind turbines are some examples of technological
changes.
Technological change is ‘technical progress’
There are several reasons why new technologies are so important for businesses. First, new
technologies can help businesses increase their productivity and efficiency. This is because new
technologies often automate tasks that used to be done manually, freeing up employees to focus
on other tasks
The four elements of technological change – invention, innovation, imitation and learning—
1. Anything which is created entirely new is an invention
2. Anything which improves that new creation is innovation
3. Anything which created replica is an imitation
4. Anything from which we can learn
Technological Change - Key takeaways
1. Technology causes changes in societies.
2. Improving existing technologies and creating new ones are key parts of technological
change.
3. A new creation is termed an invention and innovation is the step to make that creation better.
Page | 58
4. From the stone age till the present time, technology has affected the methods of production.
5. Technological change has led to increased productivity and efficiency.
6. The cost of production has decreased over time due to technological change.
7. In many cases, technological change has helped in promoting competition in the market.
Technological forecasting
A prediction of the future characteristics of useful machines, procedures, or techniques.
• It improves Quality of Decision making
• Scanning the technological environment
• Anticipating emerging technological changes
• Identifying suitable technologies by evaluating various alternatives
• Planning for future technology needs
Elements of Technological Forecasting

1. Forecasting problems & objectives
2. Data inputs for forecasting
3. Forecaster
4. Forecasting process
5. Forecasting techniques
6. Forecast (output)
7. Review system
Page | 59
Methods of Technological forecasting

1. Relevance Tree
A relevance tree allows you to map out your initial ideas on a topic, in this case 'demand for
transport', and think through various sub-topics in order to help you identify a specific area to
research.
A relevance tree is an analytic technique that subdivides a broad topic into increasingly smaller
subtopics thereby showing ‘all’ possible paths to the objective, and provides a forecast of
associated costs, durations and probabilities for each element.
Relevance trees are used to analyse situations with distinct levels of complexity, in which each
successive lower level involves finer distinctions or subdivisions. It can be used to identify
problems and solutions, establish feasibility, select the ‘optimum’ solution and deduce the
performance requirements of specific policies, technologies, etc. It may also be used to estimate
the overall cost and duration of implementing policies or increase technological performance,
thereby scheduling the detailed R&D programme.
Advantages: Relevance tree analysis has demonstrated to be a powerful intellectual stimulus to
ensure that a given problem or issue is illustrated in comprehensive detail and that the important
relationships among the items considered are shown in both current and potential situations.
2. Morphological analysis
Morphological analysis involves mapping options to obtain an overall perspective of possible
solutions.
The purpose of morphological analysis is to organise information in a relevant and useful way in
order to help solve a problem or stimulate new ways of thinking. It has often been used for new
product development but also in constructing scenarios. It is said that it was applied for the first
time in the ‘Man on the Moon’ project, the very best example of a desirable but unlikely future
which came true (normative approach). Typically stakeholders directly concerned with the issue
under study take part in the process, which can be guided by an external facilitator.
Morphological analysis involves mapping a discipline to obtain a wide perspective of existing
solutions and future possibilities. The approach can be based on five basic steps:
Page | 60
1. Formulation and definition of a problem

2. Identification and characterization of all parameters toward a solution
3. Construction of a multidimensional matrix (morphological box) whose combinations will
contain all possible solutions
4. Evaluation of the outcome based on feasibility and achievement of desired goals
5. In-depth analysis of the best options considering available resources
Morphological analysis allows for two key elements:

• A systematic analysis of the current and future structure of an industry area (or domain) as well
as key gaps in that structure.
• A strong stimulus for the invention of new alternatives that fill these gaps and meet any
requirements imposed.
Combining Forecast of Different Technologies

Much research shows that combining forecasts improves accuracy relative to individual
forecasts.
Forecast combinations have frequently been found in empirical studies to produce better forecasts
on average than methods based on the ex ante best individual forecasting model. Moreover, simple
combinations that ignore correlations between forecast errors often dominate more refined
combination schemes aimed at estimating the theoretically optimal combination weights. Multiple
forecasts of the same variable are often available to decision makers. This could reflect differences
in forecasters' subjective judgements due to heterogeneity in their information sets in the presence
of private information or due to differences in modelling approaches.
Page | 61

Unit 05
1. What is technological forecasting?
2. Mention your views on combining forecast of different technologies?
3. Explain relevance tree method.
4. Explain morphological method.
5. List the 4 technological change elements.
Page | 62

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Product Life Cycle Management

BTMPE604B PEC4 Product Life Cycle Management 3-0-0 3 Credits

Teaching Scheme: Examination Scheme:

Mapping of course outcomes with program outcomes

Product Life Cycle Management

BTMPE604B PEC4 Product Life Cycle Management 3-0-0 3Credits

Unit 1: Introduction and strategies to PLM [07 Hours]

Unit 2: Product Data Management (PDM) [07 Hours]

Unit 3: Product Design [07 Hours]

Unit 4: New Product Development [07 Hours]

Introduction and strategies to PLM

(PTC’s Windchill & UGS PLM Teamcenter are PLM software)

The need of PLM

Opportunities and benefits of PLM

Different views of PLM

5. Multi-CAD Data Management

6. Complete BOM Management

7. Change and Configuration Management

PLM Feasibility Study

 It is conducted in idea stage of product

PLM feasibility study typically consist of five areas:

A "Vision of PLM in a Manufacturing Company in 2011" includes a description of why a vision

Product data or product information

Change management for PLM

1. Real-time, configurable change workflows

 Standard engineering change requests and change orders

2. Change management with traceability

Assignment / Practice Question

1. Define PLM and explain the need of PLM?

2. List and explain with diagram the phases/stages of PLM.

3. What are the opportunities and different benefits of use of PLM?

4. Explain the components of PLM?

5. What is the strategy elements?

6. Explain the change management of PLM?

7. State how PLM feasibility study is important?

8. What is PLM strategy?

10. Why should medium scale companies acquire PLM? Explain.

11. What are the drawback of PLM?

12. Write short note on:

ii) PLM Industrial Strategies

iii) Term ‘product’ in PLM

Product Data Management (PDM)

Following are the data managed by PDM

Importance or Advantages of Product Data Management

These are the well-known benefits of the PDM system.

7. Instantly extract the most precise and accurate data.

PDM Software name:

Reason for implementing PDM

– reduce overhead costs

Financial justification of PDM

1. Time value of money

Barriers to PDM implementation

Vendors of PLM systems and components

● ERP system vendors, such as IFS (http://www.ifsworld.com), Microsoft Corporation

● Database vendors such as Oracle Corporation (http://www.oracle.com)

● Current, or past, vendors of CAD systems such as Dassault Systemes (http://www.3ds.com),

● Vendors of PDM systems such as Agile Software Corporation (http://www.agilesoft.com),

● Vendors of EDM systems such as ACS Software, Inc. (http://www.acssoftware.com), AIM

● Vendors with a Web focus such as Aras Corporation (http://www.aras-corp.com),Arena

● Vendors with a product development focus such as Framework TechnologiesCorporation

● Vendors with a product development focus such as Centric Software,Inc.

● Vendors with a content management focus such as Cimage NovaSoft Ltd.

● Vendors of viewers such as Cimmetry Systems, Inc. (http://www.cimmetry.com), Informative