n this work see a lot of inventors. I Iove inventors.

s. They have the great ideas, but often have no idea where to
go next. An invention is wonderful, but the idea is not much till it becomes a reality.
am often asked: "How do I get my great idea to market?" - A great question with a not so simple answer. A
new product is more than just making a few parts. t's done through a process we call "Product DeveIopment".
This article is an attempt to address questions that arise in conversations about "what do I do next?"

Starting at the Beginning:
The process starts with a great idea and
ends, hopefully, with a desirable product in
hand. Morphing the "Bright Idea" into a "FinaI
Product"is a process of thinking through issues
& adaptations, working out details, and defining
all the specifics -- like how it's made, exact
materials, possible failure modes, required
regulations, etc..
As an illustration of the process, here is an
example we'll follow through the process.


What then, is the process?
A simplified diagram of the Product
DeveIopment Process is shown graphically in
the figure to the left. For more information,
select the link for each step.
Discovering the "Bright dea" is the first big step -- and it usually occurs without much of a method. Some typical
steps for the rest of the process are discussed on the following pages. Select a link below or
The ProbIem (an Example):

A few years ago was looking for new
stereo speakers. visited stores, read
articles, books and magazines. talked to
friends and sales people. n the end, was
disappointed that the really "good" speakers
were very expensive, and the affordable
speakers were ... well, "cheap". wanted
great sound without a mortgage.
The Bright Idea:

Design a high-end speaker that can be
made without a paying a fortune.

Step 1 - dentify the "Bright dea"



Requirements
Step 2 - Define the Requirements

Step 3 - nformation & Planning
(Patent Search, Market Research)

Step 4 - The Design Phase

Design


Prototyping
Step 5 -
Prototyping


Production
Step 6 -
Production

ore
Reading:
Notes about time, costs, etc..
When to apply for patents.



Continue to Step 2

inks for more information:

Step 2 - Defining Requirements.
Step 3 - nformation & Planning.
Step 4 - The Design Phase.
Step 5 - The Purpose of Prototypes.
Step 6 - Production Details and Production.
Process Notes - Time, Costs, Considerations.
When to Patent - When and Why.




STEP-2








Product
Requirements

inks for further
reading:
Process
Overview
Step 2 -
Requirements.
Step 3 -
nformation &
Planning.
Step 4 - Design.
Step 5 -
Prototypes.
Step 6 -


Step 2 - Defining Product Requirements:
After the "Bright Idea", the next step is to start a list of product attributes, requirements
and goals. Here is a list of things to consider. (t's long, but plow through, it's important.)
While not all apply to every product, each should be considered.
Note: A definitive list of requirements is not necessary to begin the process because the
list will be refined as you go. However, the better the specification at the beginning, the
easier it is to complete the next steps without backing up and wasting time and money.

Considerations for Product Definition:
1. Who will use the product? Who is the "real" customer (who will actually buy the
product) -- versus -- who will be the end user of the product?
For example, think of a widget made for a hotel. The "real" customer is the hotel
purchasing agent. The end user may be the staff or the hotel guest.
Understanding the customer is important in both design and marketing.

2. What are the customer's requirements? Consider life span, product function,
strength, rigidity, flexibility, product look, feel and performance. Consider
complementary products and how their changes will effect your product. A widget
made for use in a car, for instance, may not work in all cars and its usefulness
may diminish with the next model year.

3. How much will the product cost? t is important to know how much a customer will
pay for the product because it must be produced for much less. Typically, a
product on the shelf is manufactured for 1/4 to 1/6 of the price you pay because of
mark-up and margins required by all the people that handle it. Additionally, when
making the requirements list, there should be a specific cost goal -- like less than
Production.
Process Notes
When to Patent


More Articles...
$5 -- it is not enough to say make it"as cheap as possibIe." The specific goal is
the input needed. (The goal may change with additional input, but it needs to
remain specific.)
One important note with respect to cost: Cost and price are two different things,
and a good business plan will make the most of price without regard to cost. The
discussion above is specifically to make sure your cost (& appropriate markups)
don't exceed your customers desire to purchase.

4. How many widgets are expected to be sold, and in what time frame? The quantity
to be sold will drastically effect the cost of the product, and what processes are
used to produce it.

5. How will the product be sold? At Walmart? Or through a distributor? n
Magazines? Or through TV advertisement? Will the product be sold whole? Or
will it be assembled by the customer? How will it be packaged? All these things
effect the cost and the design in many ways.

6. What is the timing required? Some products are time sensitive. A toy, for
instance may need to be on the shelf in October to sell for Christmas.

7. What is the expected life of the product? Will this product sell successfully for
many years? Or will it sell like wildfire for just one season?

8. How will the item be marketed? tems to consider include: Presentation, Weight,
Packaging, Shipping, Colors, Sizes, etc..

9. Usability -- often forgotten -- includes how the product with interact with those who
will use it. There is a whole field of Human Factors or IndustriaI Design that
deals with how products interface with humans.
You've probably used products that fail the "ntuitive Test" (my words for "Can
figure out how it works?"). Those are the things people complain about, and you
don't want yours to be like that.

10. What is the expected use? -- and perhaps more important, what is the expected
misuse or abuse? How can the product be made to accommodate these
expected situations?

11. What product safety issues are involved? Are there safety concerns with
misuse? n what ways is it possible for the product to fail? And what are the
consequences? This is often referred to as FEA or Failure ode
and Effects Analysis. These MUST be considered, especially in our demented,
sue-happy society.

12. What are the hard points of the "Bright dea"? What are the points that cannot
change? What areas can change if needed to better meet other, more important
requirements?

13. Will a warranty be provided? f so, what will it cover and how will it be handled?

14. What governmental regulations or certification requirements must be met? This
will depending on the product and how (or where) it is to be sold. Certifications
like CE or UL (or some other) may be required. OR, certain standards like ANS
may be required. Look carefully into what or who may govern the use of the
product.

15. Are there legal concerns like patent infringement, or liability issues?

16. Will the product have social concerns like disposability or recyclability?

17. Some thought must be given to manufacturing issues like cost, time, material,
size, weight, complexity, where it might be made, etc.. Government regulations
may also limit these choices -- like material properties. (These issues will be
addressed in depth through the design process, but a good feel for what is
expected up front is helpful.)

18. Where will the product be made? Though this question really should not be
answered prior to looking at things like "how many" and "what processes", you
should know how you feel about ON SHORE and OFF SHORE manufacturing.
You should know how you feel about different areas of the world such as Mexico,
ndonesia or China.
Note: There has been a trend in recent years (especially in the USA) to farm out
all sorts of manufacturing to low cost producers of the world such as Mexico or
China. Some companies do this quite successfully, others struggle. t is our
experience that manufacturing overseas requires a lot of hand-holding and the
costs to do so are very often forgotten. More about this later.

The Requirements (our Speaker Example):

For our example of the stereo speakers, the requirements list included the
following (as well as others):
O Sound quality is Most important -- the speakers must perform as good
or better than other high-end products or it wouldn't be worth the effort.

O Performance characteristics like frequency response, high and low end
fall-off, flatness of the performance curve, efficiency, power levels, etc.
are used to quantify "Sound Quality".

O n addition, performance characteristics drive other requirements like
stiffness, porting, etc..

O Product size, look and presentation (This requirement changed
through the design process. At first a typical rectangular box was
expected, but engineering suggested something better -- and form
followed function -- to produce a unique, and smart shape.)

O Ease of construction - this requirement limited the possibilities for
construction and therefor limited the design to something that can be
built with typically available equipment and skill.

O Complimentary product - could or should a sub-woofer be suggested?

O And many others.


ConcIuding Thoughts ...
This stage of product specification is often skipped or skimped early in the process. The
result is higher cost and a longer time to completion -- because past parts of the process
have to be revisited when something is missed.
From a Product Development standpoint, defining what is required is one of the most
important steps, and it wiII be done, one way or another, like it or not -- on purpose, or by
accident -- before the product is finished. The way you do it, andwhen you do it will
certainly effect the final outcome.
Also, having a proper product specification in hand is the best way to document your
design if your have intentions to sell, license or patent the end product.

Continue to Step 3 - nformation & Planning.

STEP-3









Gather
nformation
& Plan

inks for further
reading:
Process
Overview


Step 3 - Gathering Information & PIanning:
To enhance the Requirements List of Step 2, some specific outside information is needed.
Typically, a patent search and some market research are appropriate. You may have no
intention of patenting a new widget, but you really need to know if someone else has.
There are a lot of patents for great products the inventor didn't ever get to market.
( believe some of that comes from not understanding the development process -- which is
part of the stimuli in writing this article.)
Patent Searches can be done in a few different ways. You can do it yourself -- at the
library or on-line. www.uspto.gov and www.FreePatentsOnline.com are a pretty good on-
line sources. Or you can hire someone to do the search for you.
(Note: strongly suggest avoiding the "Invention Centers" that exploit inventors and
their wallets.)
Perhaps the best source -- though they are expensive -- are patent attorneys. They won't
develop your invention, but they can do a thorough search and can give better advise on
patentability and infringement. After all, a patent is onIy as good as it can be defended.
Step 2 -
Requirements.
Step 3 -
nformation &
Planning.
Step 4 - Design.
Step 5 -
Prototypes.
Step 6 -
Production.
Process Notes
When to Patent


More Articles...
Protecting Your Idea: The Hewlett Packard web site had a great article on Patents:
Protecting your big idea that can shed some good light on the types and processes for
protecting intellectual property. Then read about When to Patent.
Another good resource 've found (hopefully the blog persists) is
at www.LearnAboutPatents.net.
Also, many patent attorneys have information available like the Frequently Asked
Questions about Patent Law from Gould & Whitley at http://www.gouldwhitley.com/ >
Patent Law that also tell about prices.

A Note About "Invention Centers"

You've seen them. They come by many names. They often advertise on TV or
in the mail -- saying how they will take your idea and make you a millionaire.
Oh how many horror stories 've heard about being ripped-off. t is really sad.
The appeal is to the very real need for a guide in the process -- for knowledge
and information -- because the path to success is not well marked. The trouble
comes when an "invention center" wants control and you pay . . . for
whatever. Remember: The path is not well marked, because it is different for
each idea.
O Ask lots of questions.
O Challenge promises.
O nsist on being integrally involved in decisions.
O Be willing to back-off if you feel uncomfortable.
There are plenty of people out there ready to take your money and your ideas.
Be cautious. Look carefully at the source. Be careful with what you are willing to
give them. The more they promise (especially without a careful evaluation of
your idea) the more cautious you should be.
Note: Don't get the wrong idea . . . there are good places for help, but most of
the good ones won't "do it all", and they won't make a lot of promises. Most of all,
they won't promise how much you will make, or how many you will sell.




arket Research -- Depending on the scope of the project, market research is usually
desired. This should include things like competitive analysis, market availability, costs of
getting product to the consumer, etc.. t should also include justification (in hard numbers)
as to why your product will be able to penetrate the market, and how fast. Since am not
an expert here, 'll leave this topic to others.
>>> Open invitation: Submit an article about arket Research, and if approve it,
'll add the article here and a link to your site. <<<

Gathering Outside Information (our Speaker Example):

For the speakers, a quick Patent Search was done just to be sure of no
infringement, but patenting was determined as unnecessary because the goal
was to build a great set of speakers, not to displace Bose or Onkyo.

The arket Research was really done before the project began. The
motivation for designing such speakers was the lack of availability in the
market. n this case, the market research came early and defined many of the
requirements. Things like size, power, impedance, drivers, etc. were all
defined. Additionally, the goal was notto sell millions, just to make a good
product.



Business PIan -- The summation of gathering information combined with the product
specification and a healthy dose of common sense will help in writing a Business PIan.
The plan (with real numbers - don't cheat here or you'll be cheating yourself) must justify
continued effort and money spent on the project.
Sadly, when this step is skipped (or over optimistically completed), time and money are
usually wasted. t's OK to determine that the product can't make money, and it's much
better to do it now than later. Take some time and develop the business plan. Get some
help if you need it -- did. t's important, and it's eye-opening.
>>> Open invitation: Submit an article about How to Write a Business
PIan (detailed), and if approve it, 'll add the article here and a link to your site. <<<


ConcIuding Thoughts ...
Make sound, realistic plans based on good information. Great things that come from
taking a hard look at the above items are:
O First - a revised and improved product specifications (step 2 again).

O Second - the start of intellectual property protection for your idea -- and
knowing you are not treading on someone else.

O Third - a sound business plan as a road map for success.

O Fourth - a good foundation for explaining why your product will succeed --
if just for peace of mind to have something concrete to support your
feelings, but also as a great foundation for getting investment money if
you need it.
The more you know, the easier it is to succeed, for knowledge empowers success.

Continue to Step 4 - The Design Phase.


STEP-4









The Design
Phase

inks for further
reading:
Process
Overview
Step 2 -
Requirements.
Step 3 -
nformation &
Planning.
Step 4 - Design.
Step 5 -
Prototypes.
Step 6 -
Production.
Process Notes
When to Patent




Step 4 - The Design Phase:
True design is both science and art; analysis and synthesis. t is compromise in the
balance of conflicting requirements. t is drawing on and improving upon previous
knowledge to find solutions -- for new challenges, or as new solutions to previous issues.
At Synthesis, the goal is to find the EIegant SoIution -- not just any solution. t is our
objective to find the best blend of compromise in all the conflicting requirements.
The Design Phase has 2 main components (and often a 3rd):
1. Conceptual Design - (the macro level) where fundamental and sweeping ideas are
considered and evaluated;
2. Principal Design or Characterization - (the micro level) where the details are
composed;
3. Oft times Proof of Principal phase(s) must be included to assure a complete and
secure product deployment.
These 3 phases are discussed in the appropriate sections below.
Completion of the design phase often requires iteration -- and often iteration with the
following prototype stage. This happens as understanding of the product increases and
testing shows potential for improvement.

ConceptuaI Design:
Finding the best overall design always starts by considering various possibilities. The
more complex the problem, the more concepts should be considered. Often this starts
with a brainstorming session where all kinds of ideas are measured. Having a reasonable
list ofrequirements at this point is extremely valuable for assessment.
This is a time for sketching on the white board or paper. t's a time for bringing good
brains together. t's a time for discussion. deas should be captured, evaluated, mutated,
blended and reincarnated. t is my firm belief that the best ideas come from multiple good
sources -- by bouncing ideas back and forth, mutating them through the filter of various
perspectives, the elegant solution will rise to the surface.

A "HARD" Note to Inventors"
More Articles...

As an inventor you are the creative stimulus behind your idea. Obviously, that
puts you in a key position, yet you must realize that your ideas can and will
stimulate creativity in others. Many inventors suffer from a "not invented
here" syndrome that puts them on the defensive when others offer suggestions.
This will truly limit the potential of both the inventor and their product.
The good ideas of others can enhance and perfect your original concepts. Even
when the new propositions are not included, if they were honestly considered and
evaluated they will benefit the product by assuring all aspects are considered.
New ideas or additions do not devalue the inventor, they enhance the product.
A bad case of "not invented here" is really a reflection of immaturity and lack of
self confidence. Rise above it and success is far more likely.




The conceptual design phase is also a time for comparing competitive products against
the list of requirements to see how the competition stacks up.
As ideas are evaluated, several things should be considered:
O Analyze concepts for adherence to goals and requirements.
O Determine areas of technical stretch (if any) for each concept.
O Does anything new have to be invented to make it work?
4 s there technology available to accomplish all the tasks?
4 How can a Proof of Principal (PoP) be created and tested in advance to
assure that areas of technical stretch won't delay the product?
4 Are there substitute technologies to use if the new technology doesn't
make it?
O Examine impact on time and cost goals for each concept.
n many cases technical innovation is required to accomplish a task. These areas of
technical stretch -- or PoP's (Proof of Principal) -- must be evaluated carefully to see that
they can be contained within time and or cost requirements. Often these areas are
separated out as parallel path mini-projects to determine if the technical stretch can be
reached. We call these mini projects PoP's. (See below for more discussion on PoP's.)

ConceptuaI Design (our Speaker Example):

Many box and configuration ideas were considered - some short and fat, some
tall, some deep and some shallow. t included drivers of all types and sizes
until as the designs were evaluated, just a couple rose to the top. The front
runners were those that best met the stated requirements.

The design finally chosen was certainly not the easiest or cheapest. t was
chosen because it best met the more important requirements, and . . . it yielded
a desirable personality from an artistic viewpoint.


PrincipaI Design or Characterization:
This is the stage of hard-core design. This is where the computer is used -- both for CAD
and for design analysis. This is where the fundamental engineering is done.
Typically this stage of the design includes work in all the areas of the project -- perhaps by
several individuals or teams depending on size and complexity. The routine generally
includes individual work as well as design review meetings at appropriate intervals.
Design review meetings typically consist of:
O Design analysis for adherence to inputs or requirements.
O Resolution of issues -- especially those crossing between design teams.
O ncorporation of new knowledge and/or technology.
O Review of the design for manufacturing feasibility.
O Review of progress with respect to timing.
The principal design stage should also include design optimization where areas of the
design may iterate in getting to the elegant solution -- one of the ways a design transforms
from good to GREAT.
A note about QuaIity:

How do you define "Quality?" The best definition 've seen is:
"Quality is what the CUSTOMER says it is."
L.P.Goates, Hewlett Packard
That means it's different for each customer, and understanding is required to
determine needs for the product. Truly, quality is quite different for a disposable
product than for a durable one. t is also different if a warranty is to be provided.
Design in quality from the start and it's free. -- Wait till later, and it's very costly.
For an example, look at the US auto industry -- especially through the 70's and
80's.



Proof of PrincipaI or PoP (Parallel Path)
Prior to being included in the main design, areas of technical stretch (innovation) should
be evaluated carefully and often prototyped ahead of time to determine if the technology
can be stretched as desired to accomplish a goal. This means that for areas where
current technology or a precedent does not exist, it must be invented. These areas should
be identified early and worked in parallel to see if they pan out. The main design will
usually have a back-up or "safe" plan to implement if the invention does not pan out. f, or
when, the idea is proven or determined as safe for the prime design, it can be
incorporated.
This a development phase of product design. t often requires invention or optimization
using tools like Statistical Design of Experiments. Testing can be a big part of defining
and achieving a technical stretch.
Proof of PrincipaI ExampIe 1:

A special lightweight part was wanted for a support in a design. The
lightweight version was to be made as powdered metal sintered around a
machined part. The powdered metal would provide a shape and density
desirable for lightweight while the machined part would provide the necessary
strength and contact properties.

A casting would accomplish the task as a back up if the new process would not
work. Though the casting would work, it would be heavier and more
expensive.

The lightweight process was engineered in parallel to the rest of the design,
then when it proved out, the lightweight design replaced the casting.

Proof of PrincipaI ExampIe 2:

For one client, our job was simply to find the right combination of material, size,
plating (if required) and geometry to accomplish a simple task. The function
was extremely critical, so literally thousands of tests were conducted in
a Design of Experiments fashion to find and statistically verify a workable
design. Tests included environmental chamber testing and many others. t
also required the invention of a process to create the desired outcome.

After many design and process attempts, the work finally concluded with a
robust design combined with a proprietary process to satisfy the need and
exceeded the given requirements.

This illustrates how the proof came with not only a special design, but it also
required the invention of a process.


ConcIuding Thoughts ...
The design phase of development is often iterative. First designs and prototypes usually
show opportunities for improvement, then a second design cycle is done. Especially
where new technology is created, time for learning will pay big dividends. Design
refinement in this way yields the best possible products.

Continue to Step 5 - The Purpose of Prototypes.

STEP-5









Step 5 - The Purpose of Prototypes:
Prototyping is the design verification phase of Product Development -- used to
demonstrate or prove aspects of a design. Prototyping is simply taking the design from

Prototypes

inks for further
reading:
Process
Overview
Step 2 -
Requirements.
Step 3 -
nformation &
Planning.
Step 4 - Design.
Step 5 -
Prototypes.
Step 6 -
Production.
Process Notes
When to Patent


More Articles...
the virtual, imaginary realm into the physical world.
There are many levels of Prototypes:
O Some are simple duct-tape and bailing wire types to visualize how something
might work;
O Some are highly polished, fragile representations for show and tell;
O Still others are functional representations that work, but may not look perfect;
O And some are complete representations of the final product.
The type of prototype chosen should fit the specific needs of the project or tests --
especially since there is often a significant cost involved.
Typical prototyping methods include mock-ups (clay, wood or other), fabrication, and rapid
prototyping. ock-ups are typically done very early in the design for visualization, feel,
and to allow adjustments or fiddling with shape and size. Fabricated prototypes are
typically functional versions that may or may not look like the final product but give the
opportunity to test function or prove something works.
The term "Rapid Prototyping" encompasses a large group of technologies that create 3D
physical parts directly from the computer. This is becoming very popular because of the
speed and accuracy available. These can be done in almost any shape and can be
finished to look exactly like a production part -- though usually much more fragile. A
whole host of service bureaus have sprung up to meet this need, so for more information,
a quick web search will usually yield an overload of information.
. . . . RegardIess of the method, prototypes shouId be thought of as tooIs: for
Iearning, for visuaIization and for design improvement . . . .
Before diving into the prototyping phase, there are few questions to ask:
O s a prototype desirable or necessary?
O s there a need for design verification?
O s testing needed for design improvement?
O Has the design been done to the best knowledge before prototyping?
Depending on the product, a prototype may or may not be necessary -- or perhaps more
importantly, it may be that only parts of the design need prototyping. This is not to say
that prototypes should not be built, just to emphasize that prototyping is costly in both time
and money so the need should be evaluated.
n many industries the products are quite complex and require several iterations of design,
prototyping and testing. The auto industry, for instance, uses several variations of
prototypes to evaluate the design and to find areas of improvement. n the case of
automobiles, the complexity of the design and the amount learned in testing from each
version easily justify the time and cost.
A Note About Testing

What do you test? How much testing? What kinds of tests?
Most industries have standards to meet or requirements to satisfy. Certainly
testing must be done to certify or "pass" those tests, but don't forget testing for
your own benefit . . . testing to verify your FEA (Failure Mode Effects
Analysis). Every product has some possible failure point. t may be in abuse or
something else, but because it can fail, you must understand it. Testing to verify
failure effects is extremely important.
Test with an open mind. Testing should be done as realistically as possible, with
a mind open to learning everything available. f something unexpected happens,
you've learned. f something breaks, it does not mean you failed, it means
you've Iearned, and you're that much closer to a better design.
Don't skip or short-cut the testing. Field failures come back to bite -- usuaIIy
with very Iarge teeth!


A parallel process to be done with prototyping is Production Quotation. This is where
manufacturer input is requested -- both for cost to produce as well as for ways the product
can be made cheaper, easier, lighter, faster, stronger and better. This is especially
valuable if the design is to be iterated, and can influence your needs in prototyping.
n practice, most products require at least one prototyping phase. Typically, the flow is
from the design phase to prototype and testing then back to design for (hopefully) minor
changes before going to production.
Prototyping (our Speaker Example):

The first speaker prototype turned out really good so a matching prototype was
also made and both are in use. A few improvements for ease of assembly
were identified, so some minor changes were made in the design before the
plans were put up for sale in our Buy the Way section of this web site.


ConcIuding Thoughts ...
Really, the Design and Prototyping steps of the Product Development Process can be
blurred together with learning and insight coming from all these tools. Also, the final
stages of both design and prototyping (especially the final stages) should include input
from manufacturing.
Whatever the product, if it is to be sold, it will need to be produced, and that involves the
next step of manufacturing. Our experience has taught that involving possible
manufacturers early in the design phase and especially through the prototyping phase
makes the transition from design to production much easier, faster and smoother.

Continue to Step 6 - Production Details and Production.






STEP-6








Production

inks for
further
reading:
Process
Overview
Step 2 -
Requirements.
Step 3 -
nformation &
Planning.
Step 4 -
Design.
Step 5 -
Prototypes.
Step 6 -
Production.
Process Notes
When to Patent


More Articles...


Step 6 - Production DetaiIs and Production:
When the design is ready to go out to the world --
Design done, Testing complete,Requirements satisfied, Business PIan and arketing
AnaIysis thumbs up -- it is ready for production. For many products -- and especially for
inventors -- this is where the real work begins. The Production phase is usually, by far, the
most expensive.
The first step into production is to thoroughly document the design. This means detail
drawings for the applicable parts and thorough model construction for others. This means
final design optimization with an eye to minimizing costs in manufacturing. This means
documentation for assembling the product (where appropriate) including bolt torque specs,
adhesives application, painting, labeling, assembly order, etc.. This documentation is
usually a combination of:
O Part detail drawings
O Component specifications - materials, processing, colors, textures, etc.
O Assembly drawings
O Assembly process drawings
O Assembly instructions
O Product specifications Bill of Materials, assembly techniques, purchased parts,
packaging, etc.
O Manufacturing specifications
O Final CAD models
Much of the documentation process can be done in parallel with the long lead
manufacturing items like mold making, dies or pattern making.

Production:
The final production process usually includes the following steps. Detail for these steps will
differ with each product and schedule.
1. Final production quotes.
2. Vendor selection and kick-off.
3. Design of special tools and/or fixtures (where needed).
4. nclusion of final design input from manufacturers.
5. First article component verification and sign-off.
6. First assembly validation and sign-off.
7. Launch of production.
8. Sell, distribution, (??) of Products
The production processes and costs will differ widely for each product, for each
manufacturing process and for each location. Some items (like plastic injection molds or
casting patterns or dies) can take months to make and be very expensive. Some items
require special tooling or fixtures that must be designed and validated along the way. n any
case, the production process is always involved and is usually time consuming. t can also
be quite costly.
Choosing the right production process for the specific needs and quantities of each product
is key to success. Truly there is far more involved than can be covered in this article, and
perhaps more importantly, the specifics change with every different application. For more
generalized information, see the Process Notes.
Along with defining the processes, comes choosing the vendors to do the manufacturing.
Choosing vendors can be tricky and time consuming all by itself. There are so many
companies in almost every country that are willing to make "stuff" for you. Some have more
expertise, some offer a lower price. Your choices here will have an enormous effect on the
headaches you have to deal with later.
A Note About Off-Shore anufacturing:

The term "Off Shore" really has nothing to do with oceans as it implies, it really has
more to do with the country of origin being different than the country where the
manufacturing is done.
There has been a trend in recent years (especially in the USA) to do a lot of
manufacturing in other countries where regulations are relaxed or where labor is
cheap. There are dozens of arguments about whether this is good or not, but in
the end it is a decision that must be made.
From our experience we've seen success and we've seen disasters. Here are
some things to consider in making that decision:
O First, it is never as easy to go off-shore as they say.
O There are always more costs than anticipated -- shipping, tariffs, import
fees, export fees, government extras, etc...
O There is always more to it than anticipated -- finding a reliable shipper,
unraveling government regulations, timing, delays, etc...
O How well do you speak the language? How well do you know the
customs? Who do you know that can bridge these gaps?
O What resources do you have to assure quality? -- (What happens when
you get a truck load of widgets that are not right?)
O How much control do you wish to have over the final product?
And on the moral side:
O Do you have moral values that are compromised by the way a potential
vendor manufacturers? Pollution? Child labor? Working conditions? (Not
all of these apply, but you need to think about what does.)
O Would you run your factory the same way in your city? f not, can you
negotiate ways to change that?
O Do you claim a strong allegiance to your country and decry others that
take jobs off shore?
From our experience, if you have high enough quantities, along with time and
resources to deal with all the little things that come up, off-shore manufacturing
can be a real boon. f not, it can be a big headache. Learn before you buy.



ConcIuding Thoughts ...
The production phase is fraught with numerous variables, and it will take some time to sort
through all the possibilities. Starting this research early, and getting input from potential
vendors is a great way to make the transition to production easier. Of course, this is a very
general statement because the particulars of any given product will certainly drive the path
to production in its own unique way.
Be cautious, but optimistic as you progress. Ask lots of questions and find experts that can
help guide the process, because it is very satisfying to see your widget in production.

Continue to Process Notes - Time, Cost, and other Considerations.