I.
CONCEPT SKETCHES
Recycled paper is made from reclaimed paper fibers, reducing the need for raw materials and
minimizing environmental impact. We recommend a four-step method to structure the decision
process:
1. Create a Schematic of the product:
 Start by sketching out the primary components involved in the recycling process. This
may include depictions of shredded paper, water tanks, pulping machines, screens or
molds for forming sheets, presses for removing excess water, drying ovens, and finished
paper products.
 Use annotations or labels to identify each component and explain its role in the process.
For example, you could label the pulping machine as "Mix shredded paper with water to
form pulp" and the drying oven as "Remove moisture from paper sheets."
 Consider including any additional elements specific to the recycling process, such as
additives or chemicals used to enhance paper quality or remove contaminants from the
pulp.
2. Cluster the Elements of the Schematic:
 Group related components together based on their function or stage in the recycling
process. For instance, you might cluster all the components involved in the pulping stage
into one group, while grouping together those related to forming sheets and drying in
another.
 Use visual cues like arrows or flow lines to show the movement of materials and
processes from one stage to another. This helps viewers understand the sequential flow
of the recycling process.
 Consider the logical progression of the process and how each component interacts with
others. For example, depict how shredded paper moves from the pulping stage to
forming sheets, then to pressing and drying.
3. Create a rough geometric layout:
 Simplify the schematic into a geometric layout that highlights the spatial arrangement of
components.
 Use basic shapes and symbols to represent machinery, tanks, conveyors, and other
elements of the recycling process.
 Sketch out the layout of the recycling facility or production line, showing how each stage
flows from one to the next in a logical sequence.
4. Identify the fundamental and incidental interactions.
 Focus on the essential interactions that are fundamental to the recycling process, such
as mixing paper with water to form pulp, pressing pulp to remove water, and drying
paper sheets to create usable products.
 Highlight any additional interactions or factors that may impact the process, such as
energy consumption, temperature control, or the use of chemicals for pulp treatment.
 Consider the environmental and sustainability implications of the recycling process,
including factors like water usage, energy efficiency, and waste reduction.

II.
Identify opportunities for optimization or improvement in the recycling process, such as
implementing more efficient machinery, utilizing alternative energy sources, or reducing
the use of chemicals and additives.
Target Specification
1. Establish metrics:
METRICS NEED
METRIC
1
1
Wide range of users
2
2
Environmental Consciousness
3
3
Quality and Aesthetics
4
4
Customization and Personalization
5
5
Cost and Value
6
6
Individuality and Character of Handmade Paper
7
7
Customization Options
2. Collect competitive benchmarking
NEED
1 Recycle
Handmade Paper
Suitable For Various Artistic and Creative Application (crafting,
journaling, stationery,…)
2 Recycle
Handmade Paper
Minimize Their Ecological Footprint
3 Recycle
Handmade Paper
Desire High-quality Paper With A Unique, Artisanal Look and Feel
4 Recycle
Handmade Paper
Personalized Paper Products For Special Occasions (weddings,
birthdays, holidays,…)
5 Recycle
Handmade Paper
Willing To Pay A Premium For A Unique, Artisanal Paper Products
That Align With Their Values and Preferences
6 Recycle
Handmade Paper
Meet Their Aesthetic Preferences (unique textures, color, design,…)
7 Recycle
Handmade Paper
Providing Customization Capabilities Can Meet The Unique Needs
Of Individual Customers or Businesses.
3. Ideal and Marginally Acceptable Target Values for Recycled Paper Production:




Fiber Quality:
o Ideal (100% Recycled Fiber Content):
 Pre-consumer Waste: Target 20-30% of the total fiber content to come
from pre-consumer sources like paper mill trimmings. This minimizes
environmental impact associated with virgin wood harvesting.
 Post-consumer Waste: Aim for a blend of high-quality post-consumer
sources like sorted office paper and cardboard (70-80% of total fiber
content). Prioritize sources with minimal ink and adhesive contamination.
o Marginally Acceptable (Minimum 50% Recycled Fiber Content):
 If reaching 50% recycled content is initially challenging, prioritize highquality recycled fiber sources. Target at least 30% pre-consumer and
20% high-quality post-consumer waste.
 Supplement with FSC-certified virgin pulp (Forest Stewardship Council) to
ensure responsible forestry practices.
Fiber Length Distribution:
o Ideal: Utilize a fiber length analyzer to measure the distribution of recycled fibers.
Aim for a target range with a higher percentage (e.g., 40-50%) of fibers within a
specific length range optimal for desired paper strength (e.g., 1-3 mm).
o Marginally Acceptable: A wider range of fiber lengths (e.g., 0.5-5 mm) might be
acceptable for some paper grades (e.g., cardboard). However, this can
necessitate using more:
 Fillers: Calcium carbonate or clay to improve opacity and printability, but
can affect sheet formation and require additional energy for processing.
 Binders: Starch or synthetic polymers to enhance sheet strength, but can
impact biodegradability and potentially introduce microplastics.
Contaminant Levels:
o Ideal: Utilize standardized testing methods (e.g., ISO 1873) to measure
contaminant levels. Aim for less than 0.5% total residual ink and adhesives in the
final recycled fiber pulp.
o Marginally Acceptable: For some paper grades (e.g., some packaging papers),
lower contaminant thresholds (e.g., 1-2%) might be tolerated. However,
excessive contamination can:
 Reduce paper brightness and printability.
 Lead to speckling or uneven coloring.
 Increase difficulty in achieving desired paper strength.
Brightness Targeting:
o Ideal: Set brightness targets based on desired paper grade. Utilize brightness
meters following ISO standards (e.g., ISO 2460).



Office paper (high brightness): Aim for 85-90% ISO brightness achieved
through enzymatic de-inking or flotation techniques.
 Printing and copier paper (medium brightness): Target 75-80% ISO
brightness, potentially using a combination of de-inking and mild
bleaching with environmentally friendly chemicals.
 Packaging paper (natural color): Lower brightness might be acceptable,
but aim for consistency within a target range (e.g., 50-60% ISO
brightness).
o Marginally Acceptable: Lower brightness might be tolerated for some uses, but
consider the impact on marketability. Explore alternative brightening techniques
using recycled pigments or natural minerals.
Energy and Water Consumption:
o Ideal: Establish baseline energy and water consumption per ton of recycled
paper produced. Continuously strive for reductions.
 Energy: Target a 10-15% reduction in energy consumption every 3-5
years. Utilize energy audits to identify inefficiencies and invest in energyefficient equipment. Explore renewable energy sources like solar or wind
power.
 Water: Aim for a 5-10% reduction in water consumption per ton of paper
produced every 2-3 years. Implement closed-loop water systems to
recycle process water and explore water-efficient technologies in pulping
and de-inking.
Chemical Usage:
o Ideal: Develop a comprehensive plan to minimize reliance on harsh chemicals.
 Pulping: Explore alternative methods like enzymatic or mechanical
pulping that require minimal chemicals.
 Bleaching: If bleaching is necessary, prioritize environmentally friendly
chemicals like oxygen-based bleaching or ozone bleaching.
 De-inking: Utilize environmentally friendly de-inking chemicals and
closed-loop systems to minimize waste and maximize chemical reuse.
o Marginally Acceptable: If transitioning away from harsh chemicals is initially
challenging, prioritize using them in minimal quantities and focus on safe
disposal practices. Partner with chemical suppliers to develop less harmful
alternatives.
4. Reflecting on Results and Process in Recycled Paper Production:


Data Analysis and Visualization: Analyze trends and identify areas for improvement.
Utilize tools like control charts to visualize changes in fiber quality, contaminant levels, or
energy consumption over time. This can reveal hidden patterns and potential
bottlenecks.
Root Cause Analysis: When deviations from ideal targets occur, don't simply address
the symptoms. Conduct root cause analysis to identify the underlying reasons behind the
issue. This might involve:
o


Equipment audits: Checking for inefficiencies or malfunctions in pulping, deinking, or papermaking machinery.
o Supplier audits: Evaluating the quality and consistency of recycled fiber sources
to identify potential contamination issues.
o Process audits: Examining each step of the recycling process to identify potential
areas for waste reduction or energy optimization.
Benchmarking: Compare your performance against industry best practices or leading
recycled paper producers. This can provide valuable insights and identify areas where
significant improvements can be made.
Collaboration and Innovation: Don't go it alone. Partner with:
o Research institutions: Collaborate on developing new technologies for efficient
de-inking, sustainable pulping methods, or alternative fiber sources.
o Equipment manufacturers: Work with them to develop more energy-efficient or
water-conserving machinery specifically suited for recycled paper production.
o Recycled fiber suppliers: Partner to improve collection and sorting techniques to
ensure high-quality recycled fiber sources.
5. Transparency and Communication:



Internal Communication: Regularly communicate target values, progress updates, and
challenges to all levels of your organization. This fosters employee engagement and
encourages innovative solutions.
Consumer Communication: Be transparent about your commitment to sustainable
recycled paper production. Inform consumers about the recycled content of your paper
products and your efforts to minimize environmental impact. This builds trust and brand
loyalty.
Industry Advocacy: Advocate for policies that promote recycled paper use and
investment in recycling infrastructure. Participate in industry associations and collaborate
with policymakers to create a more sustainable paper production landscape.
6. Continuous Improvement:
Reflection is not a one-time event; it's a continuous process. Regularly review your progress,
identify areas for improvement, and set new, ambitious targets. This ensures that your recycled
paper production remains environmentally responsible and delivers high-quality products.
By taking a data-driven, collaborative, and transparent approach to reflection, recycled paper
producers can make significant strides towards a more sustainable future.
III. COVER PREVIOUS CHAPTERS
A. Product Specifications
1. What are the specifications?

Product specifications are the precise description of what the product has to do.

Customer needs are subjective expressions of what customers want.

Product specifications provide precise, measurable descriptions of what the product
must do to meet customer needs.

Development teams establish specifications as clear agreements on what needs to be
achieved.

Specifications guide product development but do not dictate how to address customer
needs.

Various terms such as "product requirements" or "engineering characteristics" may refer
to specifications.

A specification consists of a metric and a corresponding value, labeled with appropriate
units.

Product specifications comprise a set of individual specifications, each detailing a
specific aspect of the product.
2. When are specifications established?

Product specifications are ideally set early in development but may need revision for
technology-intensive products.

Initially, target specifications are set based on team aspirations, before understanding
technological constraints.

After selecting a product concept, target specifications are refined considering
technological constraints and production costs.

Final specifications involve trade-offs among desirable product characteristics.

Some organizations revisit specifications multiple times throughout development.

The process of establishing specifications is depicted within the concept development
process.

Final specifications are documented in development plans, often in project contracts,
detailing project goals, schedules, resources, and economic implications.

The list of product specifications serves as a crucial information system throughout
development.

The chapter discusses methods for establishing both target and final specifications.
3. Establishing Target Specifications
Step 1: Prepare the List of Metrics:

Metrics should be complete.

Metrics should be dependent, not independent, variables.

Metrics should be practical.

Some needs cannot easily be translated into quantifiable metrics.

The metrics should include the popular criteria for comparison in the marketplace.
Step 2: Collect Competitive Benchmarking Information:

Competitive product positioning is crucial for commercial success.

Target specifications guide discussions on product positioning relative to competitors.

Gathering data on competing products is essential for informed decision-making.

A competitive benchmarking chart compares competitors' products against established
metrics.

The chart extends the metrics spreadsheet within the House of Quality framework.

Data collection for benchmarking may involve purchasing, testing, and verifying the
production costs of competitor products.

Caution is advised regarding the accuracy of competitor data; independent testing is
recommended.

An alternative benchmarking chart compares customer perceptions of satisfaction with
needs.

Constructing such a chart requires collecting customer perception data, which can be
costly and time-consuming.

Discrepancies between the two types of charts can provide valuable insights.

Creating a chart displaying competitive metric values is essential, at the very least.
Step 3: Set Ideal and Marginally Acceptable Target Values

In this step, the team synthesizes the available information to set the target values for
the metrics.

Two types of target value are useful: an ideal value and a marginally acceptable value.

The ideal value is the best result the team could hope for.

The marginally acceptable value is the value of the metric that would barely make the
product commercially viable.
Both of these targets are useful in guiding the subsequent stages of concept generation and
concept selection, and for refining the specifications after the product concept has been
selected.

There are five ways to express the values of the metrics:

At least X: These specifications establish targets for the lower bound on a metric, but
higher is still better.

At most X: These specifications establish targets for the upper bound on a metric, with
smaller values being better.

Between X and Y: These specifications establish both upper and lower bounds for the
value of a metric.

Exactly X: These specifications establish a target of a particular value of a metric, with
any deviation degrading performance. This type of specification is to be avoided if
possible because such specifications substantially constrain the design. Often, upon
reconsideration, the team realizes that what initially appears as an “exactly X”
specification can be expressed as a “between X and Y” specification.

A set of discrete values: Some metrics will have values corresponding to several
discrete choices.
Step 4: Reflect on the Results and the Process:

Iteration may be necessary for the team to agree on target specifications.

Reflection after each iteration ensures consistency with project goals.

Key questions to consider during reflection include whether team members are "gaming"
metrics, whether multiple product options are needed, and whether any specifications
are missing.

The team can proceed to generate solution concepts once targets are set.

Target specifications aid in concept selection and determining commercial viability.
4. Setting the Final Specifications
Finalizing specifications involves refining broad target ranges into precise values, a process
complicated by inherent trade-offs between technical performance metrics, production cost, and
other factors such as development time or cost. Resolving these trade-offs requires careful
consideration of priorities and constraints to ensure the chosen specifications align with the
goals of the project.
Here, we propose a five-step process:

Develop technical models of the product:
A technical model of the product is a tool for predicting the values of the metrics for a particular
set of design decisions. We intend the term models to refer to both analytical and physical
approximations of the product.

Develop a cost model of the product:
This step of the process aims to ensure that the product can be produced at the target cost. The
target cost is the manufacturing cost at which the company and its distribution partners can
make adequate profits while still offering the product to the end customer at a competitive price.

Refine the specifications, making trade-offs where necessary:
Finalizing specifications involves using technical performance and cost models to converge on
values that position the product favorably against competitors, satisfy customer needs, and
ensure profitability. One tool for this process is the competitive map, a scatter plot showing
competitive products along two selected dimensions from metrics. Trade-off curves can be
drawn on the map to assess product performance across design variables. Conjoint analysis,
using customer survey data to infer relative attribute importance and predict market share, may
be used for refining specifications in mature product categories. This approach helps estimate
specification values that maximize market share. Conjoint analysis details are beyond the scope
of this summary.

Flow down the specifications as appropriate:
Specifications are used to define development objectives for each subsystem and the overall
product. Challenges include flowing down overall specifications to subsystems and ensuring
equal difficulty in meeting specifications across subsystems. Some overall component
specifications can be allocated through budgeting, while others require a complex
understanding of subsystem performance's impact on overall product performance. Addressing
specifications for complex products is a major focus of systems engineering, beyond the scope
of this chapter. Further reading on this topic is recommended from the references provided.

Reflect on the results and the process:
Reflecting on the results and the process is a critical final step in product development. The
team may consider the following questions:

Is the product aligned with customer needs and competitive expectations? If not,
revisiting the concept generation phase may be necessary, or the project may need to
be abandoned.

What level of uncertainty exists in the technical and cost models? If significant
uncertainty remains in critical metrics, refining models to increase confidence may be
required.

Is the chosen concept best suited for the target market, or could it excel in another
market segment? If the concept surpasses competitors significantly, exploring alternative
market segments may be beneficial.

Should the company invest in developing better technical models for future use? If the
team lacks a deep understanding of the underlying product technology, investing in
improving models could enhance future development projects.
B. Concept Selection
1. Concept Selection Is an Integral Part of the Product Development Process
Concept selection is the process of evaluating concepts with respect to customer needs and
other criteria, comparing the relative strengths and weaknesses of the concepts, and selecting
one or more concepts for further investigation, testing, or development.
2. All Teams Use Some Method for Choosing a Concept
• External decision: Concepts are turned over to the customer, client, or some other external
entity for selection.
• Product champion: An influential member of the product development team chooses a concept
based on personal preference.
• Intuition: The concept is chosen by its feel. Explicit criteria or trade-offs are not used. The
concept just seems better.
• Multivoting: Each member of the team votes for several concepts. The concept with the most
votes is selected.
• Web-based survey: Using an online survey tool, each concept is rated by many people to find
the best ones.
• Pros and cons: The team lists the strengths and weaknesses of each concept and makes a
choice based upon group opinion.
• Prototype and test: The organization builds and tests prototypes of each concept, making a
selection based upon test data.
• Decision matrices: The team rates each concept against prespecified selection criteria, which
may be weighted
3. A Structured Method Offers Several Benefits
Front-end activities profoundly influence product success, especially the choice of a product
concept, which significantly impacts market response and manufacturing costs. A structured
concept selection process maintains objectivity, guiding the team through this critical phase, and
offers numerous benefits:
• A customer-focused product
• A competitive design
• Better product-process coordination
• Reduced time to product introduction
• Effective group decision making
• Documentation of the decision process
4. Overview of Methodology
We outline a two-stage concept selection approach: concept screening and concept scoring,
each facilitated by a decision matrix. Group insight is emphasized for refining and combining
concepts. Screening involves a quick assessment to identify viable options, while scoring entails
detailed analysis for selecting the most promising concept. Both stages follow a six-step
process:
1. Prepare the selection matrix.
2. Rate the concepts.
3. Rank the concepts.
4. Combine and improve the concepts.
5. Select one or more concepts.
6. Reflect on the results and the process
5. Concept Screening
Concept screening is based on a method developed by the late Stuart Pugh in the 1980s and is
often called Pugh concept selection (Pugh, 1990). The purposes of this stage are to narrow the
number of concepts quickly and to improve the concepts.
Step 1: Prepare the Selection Matrix
- Choose a suitable physical medium for the matrix, based on group size.
- Enter concepts and criteria into the matrix, ensuring consistent detail and presentation.
- Describe concepts textually and graphically, using one-page sketches for clarity.
- Consider using multivoting if evaluating more than about 12 concepts.
- List criteria along the left side of the matrix, based on customer needs and enterprise
objectives.
- Include 5 to 10 dimensions as criteria, effectively differentiating among concepts without
overwhelming the matrix.
- Select a reference concept, typically an industry standard or familiar concept, against which all
others will be rated.
Step 2: Rate the Concepts
- Use a relative scoring system (1 for "better than," 0 for "same as," and 2 for "worse than") in
the matrix to compare concepts to a reference concept for each criterion.
- Rate each concept on one criterion before moving to the next, or rate each concept completely
before moving on, depending on the number of concepts.
- Despite the coarse nature of ratings, they offer a basis for comparison at this early design
stage.
- Objective metrics like assembly cost or ease of use can provide more accurate ratings if
available.
- Objective metrics may come from establishing target specifications for the product.
- In the absence of objective metrics, ratings are determined by team consensus or alternative
methods like secret ballots.
- Identify criteria needing further investigation and analysis during the rating process.
Step 3: Rank the Concepts
- Sum the number of "better than," "same as," and "worse than" scores for each concept.
- Enter the sum for each category in the lower rows of the matrix.
- Calculate the net score by subtracting the number of "worse than" ratings from the "better
than" ratings.
- Rank the concepts based on the sum of ratings.
- Concepts with more "better than" ratings and fewer "worse than" ratings are typically ranked
higher.
- Identify criteria that significantly differentiate the concepts during this process.
Step 4: Combine and Improve the Concepts
- Verify rated and ranked concepts for coherence.
- Consider combining and improving concepts:
- Assess if a generally good concept is marred by one negative feature and if minor
modifications can enhance it.
- Determine if merging two concepts can preserve positive aspects while eliminating negatives.
- Add refined concepts to the matrix, rate them, and rank them alongside original concepts.
- In the provided example, concepts D and F were merged into concept DF to mitigate negative
ratings.
- Concept G was revised by eliminating excess storage space while retaining the injection
technique.
Step 5: Select One or More Concepts
- Team members evaluate each concept's relative quality and understanding.
- Select concepts for further refinement and analysis based on their promise and resource
constraints.
- Clarify issues requiring further investigation before final selection.
- Decide whether to perform another round of concept screening or proceed to concept scoring.
- If the screening matrix lacks resolution for the next step, concept scoring with weighted criteria
and a detailed rating scheme is applied.
Step 6: Reflect on the Results and the Process
- Ensure all team members are comfortable with the decision outcome.
- Disagreement may signal missing criteria or unclear ratings.
- Explicit consideration of results' coherence reduces errors and boosts team commitment.
- Enhances likelihood of successful subsequent development activities.
6. Concept Scoring
Concept scoring is utilized for enhanced resolution in differentiating between concepts. The
team assigns weights to criteria based on importance and conducts refined comparisons.
Concept scores are then calculated as the weighted sum of ratings.
Step 1: Prepare the Selection Matrix
- Utilize a matrix akin to the screening stage, preferably in a spreadsheet format, with a
designated reference concept.
- List the concepts selected for analysis at the matrix's top, with more refined details than in
concept screening.
- Expand criteria in detail, particularly if concepts have undergone further refinement.
- Use hierarchical relations to clarify criteria as needed.
- Assign importance weights to each criterion in the matrix using various schemes like assigning
values from 1 to 5 or allocating percentage points.
- Empirical determination of weights from customer data may be possible through marketing
techniques, but subjective determination via team consensus is common for concept selection
purposes.
Step 2: Rate the Concepts
- Concept scoring involves rating concepts against each criterion individually.
- A finer scale, typically from 1 to 5, is recommended for ratings to provide better resolution.
- Using a single reference concept for all criteria may lead to "scale compression."
- To avoid this, different reference points can be used for each criterion.
- Reference points can come from various concepts, benchmarking analysis, or product
specifications.
- Each criterion's reference point should be clear for direct comparisons.
- One concept can still serve as the overall benchmark for competitiveness, even if it doesn't
receive a neutral score.
Step 3: Rank the Concepts
Once the ratings are entered for each concept, weighted scores are calculated by multiplying
the raw scores by the criteria weights. The total score for each concept is the sum of the
weighted scores
Step 4: Combine and Improve the Concepts
- The team aims to improve concepts during the selection process.
- Despite formal concept generation being completed, refinements are still sought.
- Strengths and weaknesses of concepts are identified, leading to adjustments and
combinations.
- This iterative process fosters creativity and optimization of product concepts.
Step 5: Select One or More Concepts
- Final selection involves conducting sensitivity analysis to assess the impact of varying weights
and ratings on the concept rankings.
- This analysis helps determine whether uncertainty about a particular rating significantly
influences the choice.
- Lower-scoring concepts with less uncertainty may be preferred over higher-scoring ones that
could prove unworkable.
- Top-ranked concepts are selected for further development, prototyping, and testing to gather
customer feedback.
- Multiple scoring matrices with different weightings may be created to rank concepts for
different market segments.
- Small differences in concept scores are typically considered insignificant due to the resolution
of the scoring system.
- In the syringe example, concept DF was identified as the most promising for producing a
successful product.
Step 6: Reflect on the Results and the Process
- Final step involves team reflection on selected concept(s) and the concept selection process.
- Aim is to ensure all relevant issues discussed and selected concept(s) have maximum
potential for customer satisfaction and economic success.
- Review of eliminated concepts necessary to ensure consistency and identify any
inconsistencies in criteria application.
- Reflection on process itself valuable for improving future concept selection activities.
- Key questions for process improvement:
- How did concept selection method facilitate team decision making?
- How can method be modified to enhance team performance?
- Answers help identify strengths and weaknesses of methodology and its alignment with
organizational needs and capabilities.
7. Caveats
• Decomposition of concept quality.
• Subjective criteria.
• To facilitate improvement of concepts.
• Where to include cost.
• Selecting elements of aggregate concepts.
• Applying concept selection throughout the development process.
C. CONCEPT TESTING
1. Concept testing in relation to other concept development activities:
Testing in recycling paper involves assessing the quality and suitability of recycled paper
products to ensure they meet desired standards for performance, durability, and environmental
sustainability. In this chapter, we focus on testing during the concept development phase.
Concept testing involves gathering responses to a product concept description from potential
customers in the target market. This type of testing is useful for selecting which concept to
pursue, gathering feedback to improve product concepts, and estimating the product's sales
potential. Note that various other types of testing may be completed at different times. For
example, customer testing may be used to identify the original product opportunity or refine
demand forecasts.
Concept testing is closely related to concept selection, but it relies less on judgments made by
the development team and more on data gathered directly from potential customers. Concept
testing generally follows concept selection because it is not feasible to test many concepts
directly with potential customers. Therefore, the team must first narrow the set of alternatives
under consideration. Concept testing often involves a prototype, and one of its results may be
an estimate of how many units of the product the company is likely to sell. This forecast is a key
element in the product's economic analysis.
A team may choose not to do any concept testing if the time required to test the concept is too
long relative to the product life cycles in the product category, or if the cost of testing is too high
relative to the cost of launching the product. While in some cases, launching a product and
refining it iteratively may be a better strategy than testing the concept before fully developing it,
this strategy would be unwise for products like a new commercial airplane, where development
costs and time are enormous, and failure can be disastrous. In most cases, some form of
concept testing is necessary.
This chapter presents a seven-step method for testing product concepts

Define the purpose of the concept test.

Choose a survey population.

Choose a survey format.

Communicate the concept.

Measure customer response.

Interpret the results.

Reflect on the results and the process.
2. Seven-step method for testing product concepts:
The seven-step method for testing product concepts is a structured approach to validating the
viability and market potential of a product idea. Below is a detailed explanation of how this
method can be applied specifically to testing a product concept for a notebook made from
recycled paper:
a. Define the purpose of the concept test:
Clearly articulate the product concept, including its features, benefits, and target market. In this
case, the concept is a notebook made from recycled paper. Define the specific characteristics of
the notebook such as size, binding, cover design, and any additional features like eco-friendly
packaging.
b. Choose a survey population:
 Environmentally Conscious Consumers: These individuals prioritize eco-friendly
products and tend to seek out sustainable alternatives. They are likely to be interested in
notebooks made from recycled materials.
 Students: Students are a significant market for notebooks and are often conscious of
both price and environmental impact. Notebooks made from recycled paper may appeal
to them due to their affordability and eco-friendliness.
 Professionals: Professionals who use notebooks in their daily work, such as writers,
artists, designers, or business professionals, can provide valuable insights into the
practical aspects and usability of the product.
 Educators and School Administrators: Educational institutions that prioritize sustainability
initiatives may be interested in notebooks made from recycled paper.
 Online Communities and Forums: Social media groups dedicated to environmentalism,
sustainable living, stationary enthusiasts, or related topics can provide valuable
feedback.
 Customers of Eco-Friendly Brands: Customers who have previously purchased products
from eco-friendly brands or have shown interest in sustainable purchasing habits are
likely to be receptive to the concept of a notebook made from recycled paper.
 Local Businesses and Organizations: Collaborating with local businesses, organizations,
or community groups that promote sustainability and environmental awareness can help
distribute the survey to interested individuals.
 General Population: While targeting specific groups is important, capturing a diverse
range of perspectives and preferences from the general population is also valuable.
c. Choose a survey format:
Introduction: Briefly explain the purpose of the survey and thank respondents for their
participation.
Demographic Questions: Ask a few demographic questions to understand the profile of
respondents.
Awareness and Interest: Gauge respondents' awareness and interest in eco-friendly products,
specifically recycled paper notebooks.
Perceived Benefits: Inquire about the perceived benefits of using a notebook made from
recycled paper.
Product Preferences: Present respondents with different features and ask for their preferences.
Purchase Intent and Price Sensitivity: Assess respondents' likelihood of purchasing the recycled
paper notebook and their price sensitivity.
Additional Feedback: Provide an open-ended section for respondents to share any additional
comments, suggestions, or concerns they may have.
Conclusion: Thank respondents for participating and encourage them to share the survey with
others.
d. Communicate the concept.
Introduce the purpose engagingly, highlighting sustainability and environmental conservation.
Explain the eco-friendly attributes of your recycled paper notebook, emphasizing its features
and benefits. Connect with your audience emotionally, appealing to their beliefs and values.
Address any potential concerns and encourage participation. Follow up with updates and
feedback.
e. Measure customer response.
To understand the potential market for a recycled paper notebook, you can use various
methods to get feedback directly from potential customers. These methods include surveys,
focus groups, interviews, prototype testing, gauging pre-order interest, monitoring online
engagement, analyzing website traffic, paying attention to customer feedback and reviews,
assessing purchase intent and pricing sensitivity, and conducting a competitive analysis. These
methods can provide insights into customers' interest, willingness to purchase, preferred
features, and concerns, as well as uncover deeper insights into preferences and motivations.
f. Interpret the results
To assess the potential success of a recycled paper notebook, you can gather data through
survey responses, focus group discussions, interviews, prototype testing, pre-order interest,
online engagement and feedback, and competitive analysis. Based on the data collected,
identify the strengths and weaknesses of the product, provide recommendations for refining the
concept, and make a decision on whether to proceed with further development and
commercialization.
g. Reflect on the results and the process.
To evaluate the potential of an eco-friendly notebook made from recycled paper, it is essential
to consider the level of interest and demand, perceived benefits, usability, price sensitivity, and
customer feedback. Analyzing these factors helps to determine the market fit, make a go/no-go
decision, and continuously improve the product's sustainability impact.
D. CONCEPT GENERATION
A product concept is an approximate description of the technology, working principles, and form
of the product. It is a concise description of how the product will satisfy the customer needs. A
concept is usually expressed as a sketch or as a rough three-dimensional model and is often
accompanied by a brief textual description. The degree to which a product satisfies customers
and can be successfully commercialized depends to a large measure on the quality of the
underlying concept. The concept generation process begins with a set of customer needs and
target specifications and results in a set of product concepts from which the team will make a
final selection
A Five-Step Method
Step 1: Clarify the Problem
Clarifying the problem consists of developing a general understanding and then breaking the
problem down into subproblems if necessary.
The mission statement for the project, the customer needs list, and the preliminary product
specification are the ideal inputs to the concept generation process, although often these pieces
of information are still being refined as the concept generation phase begins
Decompose a Complex Problem into Simpler Subproblems
Many design challenges are too complex to solve as a single problem and can be usefully
divided into several simpler subproblems.
Focus Initial Efforts on the Critical Subproblems
The goal of all of these decomposition techniques is to divide a complex problem into simpler
problems such that these simpler problems can be tackled in a focused way.
Step 2: Search Externally
External search is aimed at finding existing solutions to both the overall problem and the
subproblems identified during the problem clarification step
Interview Lead Users
While identifying customer needs, the team may have sought out or encountered lead users.
Lead users are those users of a product who experience needs months or years before the
majority of the market and stand to benefit substantially from a product innovation.
Consult Experts
Experts with knowledge of one or more of the subproblems not only can provide solution
concepts directly but also can redirect the search in a more fruitful area. Experts may include
professionals at firms manufacturing related products, professional consultants, university
faculty, and technical representatives of suppliers.
Search Patents
Patents are a rich and readily available source of technical information containing detailed
drawings and explanations of how many products work.
Step 3: Search Internally
1.
Suspend judgment
2.
Generate a lot of ideas
3.
Welcome ideas that may seem infeasible
4.
Make plenty of sketche
5.
Build sketch models
Both Individual and Group Sessions Can Be Useful
Hints for Generating Solution Concepts
·
Make analogies
·
Wish and wonder
·
Distort ideas
·
Use related stimuli
·
Use unrelated stimuli
·
Set quantitative goals
·
Use the gallery method
Step 4: Explore Systematically
Concept Classification Tree
1.
Pruning of less promising branches
2.
Identification of independent approaches to the problem
3.
Exposure of inappropriate emphasis on certain branches
4.
Refinement of the problem decomposition for a particular branch
Managing the Exploration Process
Step 5: Reflect on the Solutions and the Process
1.
Clarify the problem.
2.
Search externally
3.
Search internally
4.
Explore systematically
5.
Reflect on the solutions and the process