1 Product Development Process

Product Development Process
Ms. Nur Sabrina Mohd Anuar
Introduction to Product Development
The economic success of most firms depends on their ability to

identify the need of customers and to quickly create products
that meet these needs and can be produced at low cost.
A product is something sold by an enterprise to its customers.
Product development is the set of activities beginning with the

perception of a market opportunity and ending in the
production, sale, and delivery of a product.
Products Development
Characteristics of
Successful Product
Who Designs and Develops Products?
Development
Marketing
Product quality
Design
Product cost
Development time Manufacturing
Development cost
Development capability
The product development process

Planning
Concept
Development
System Level
Design
Detail
Design
Testing and
Refinement
Production
Ramp-up
Simple Model Design

Process
Design Process
French (1985) detail model on the
design process
Circle represent the reach/output
Rectangular represent the
activities/work in progress
Conceptual design
Statement of problem and generates
broad solution
Embodied of schemes
Schemes are workout in detail
A final choice is made
Detailing
A large amount of essential point is
decided
Brainstorming of ideas
Selection of concepts
Detail analysis of the components
Exercise 1
List main components of your FYP Product
Identify the functions of every components
Sketch simple design products
The concept of product

development process
Mission
Statement Identify
Customer
Needs
Establish
Target
Specifications
Test
Product
Concepts
Generate
Product
Concepts
Set Final
Specifications
Select
Product
Concepts
Plan
Downstream
Development
Perform Economic Analysis

Benchmark Competitive Products
Build and Test Models and Prototypes
Development
Plan
The goal of method for comprehensively identifying costumer needs are:
Ensure that the product is focused on customer needs.
Identify latent or hidden needs as well as explicit needs.
Create an archival record of the needs activity of the

development process.
Ensure that no critical customer need is missed or forgotten.
Develop a common understanding of customer needs

among members of the development team.
Five step method to process & identify customer needs

1.
Gather raw data from customers. (interviews; Focus groups;

Observing the product in use) Identify the segment trough
choosing customers Documenting (Audio recording,
Notes, Video recording, Still photography.
2.
Interpret the raw data in terms of customer needs.
3.
Organize the needs into a hierarchy of primary, secondary,

and (if necessary) tertiary needs.
4.
Establish the relative importance of the needs.
5.
Reflect on the results and the process.
Exercise 2
1. Identify who are your competence customers
2. Think what are the needs of your customers?
3. Develop questionnaires that representative to
verify the needs of your FYP Product
specifications.
4. Determine the method of marketing need
survey for your FYP product & how many
customer representative enough
5. Identify documents archives.
The concept product

development process
Mission
Statement Identify
Customer
Needs
Establish
Target
Specifications
Test
Product
Concepts
Generate
Product
Concepts
Set Final
Specifications
Select
Product
Concepts
Plan
Downstream
Development

Development
Plan
Product Specifications
Customer needs for the suspension fork and their relative importance
No.
Need
Imp.
The suspension
Reduces vibration to the hands
The suspension
Allows easy traversal of slow, difficult terrain
The suspension
Enables high-speed descents on bumpy trails
The suspension
Allows sensitivity adjustment
The suspension
Preserves the steering characteristics of the bike
The suspension
Remains rigid during hard cornering
The suspension
Is lightweight
The suspension
Provides stiff mounting points for the brakes
The suspension
Fits a wide variety of bikes, wheels, and tires
10
The suspension
Is easy to install
11
The suspension
Works with fenders
12
The suspension
Instills pride
13
The suspension
Is affordable for an amateur enthusiast
14
The suspension
Is not contaminated by water
15
The suspension
Is not contaminated by grunge
16
The suspension
Can be easily accessed for maintenance
17
The suspension
Allows easy replacement of worn parts
18
The suspension
Can be maintained with readily available tools
19
The suspension
Lasts a long time
20
The suspension
Is safe in a crash
What are specifications?

Product specifications represent an unambiguous agreement on what the team
will attempt to achieve in order to satisfy the customer needs.
Product specifications mean the precise description of what the product has to
do. (product requirement, Engineering characteristics, technical
specifications)
Specification consist of a metric and a value. Metric is average time to
assemble, while less than 75 seconds is the value of this metric. Values are
always labeled with appropriate units (e.g., seconds, kilograms, joules)
WHEN
ARE SPECIFICATIONS ESTABLISHED?
The product specifications would establish once early in he development process and
then proceed to design and engineer the product to exactly meet those specifications.
For technology-intensive products, specifications are established at least twice.
Immediately after identifying the customer needs, the team sets target specifications.
The team revisits the specifications while assessing the actual technological constraints
and expected production costs.
The team must frequently make hard trade-offs among different desirable
characteristics of the product during setting the final specifications.
Establishing target specifications
The target specifications are establish after the customer needs have
been identified but before product concepts have been generated.
The process of establishing target specifications contains four steps:

1. Prepare the list of metrics.
2. Collect competitive benchmarking information.
3. Set ideal and marginally acceptable target values.

4. Reflect on the results and the process.
Step 1:
Metric No.
Prepare List of metrics for the suspension
Need Nos.
Metric
Imp.
Units
1, 3
Attenuation from dropout to handlebar at 10

Hz
dB
2, 6
Spring preload
1, 3
Maximum value from the monster
1, 3
Minimum descent time on test track
Damping coefficient adjustment range
N-s/m
Maximum travel (26-in. wheel)
mm
Rake offset
mm
Lateral stiffness at the tip
kN/m
Total mass
kg
10
Lateral stiffness at brake pivots
kN/m
11
Headset sizes
in.
12
Steer tube length
mm
13
Wheel sizes
List
14
Maximum tire width
in.
15
10
Time to assemble to frame
16
11
Fender compatibility
List
17
12
Instills pride
Subj.
18
13
Unit manufacturing cost
US$
19
14
Time in spray chamber without water entry
20
15
Cycles in mud chamber without contamination
k-cycles
21
16, 17
Time to disassemble/assemble for

maintenance
22
17, 18
Special tools required for maintenance
List
23
19
UV test duration to degrade rubber parts
hr
24
19
Monster cycles to failure
Cycles
25
20
Industrial Standards test
Binary
26
20
Bending strength (frontal loading)
kN
Need
1 Reduces vibration to the hands

2 Allows easy traversal of slow, difficult terrain
3 Enables high-speed descents on bumpy trails
4 Allows sensitivity adjustment
5 Preserves the steering characteristics of the bike
6 Remains rigid during hard cornering
7 Is lightweight
8 Provides stiff mounting points for the brakes
9 Fits a wide variety of bikes, wheels, and tires
10 Is easy to install
11 Works with fenders
12 Instills pride
13 Is affordable for an amateur enthusiast
14 Is not contaminated by water
15 Is not contaminated by grunge
16 Can be easily accessed for maintenance
17 Allows easy replacement of worn parts
18 Can be maintained with readily available tools
19 Lasts a long time
20 Is safe in a crash
Metric
Attenuation from dropout to handlebar at 10 Hz
Spring preload
Rake offset
Total mass
Headset sizes
Steer tube length
Wheel sizes
Maximum tire width
Instills pride
Time to disassemble/assemble for maintenance
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
The needs metrics matrix
Step 2:
Collect competitive benchmarking information
Metric
No.
Need
Nos.
Metric
1, 3
Attenuation from
dropout to
handlebar at 10 Hz
2, 6
Units
ST
Tritrack
Maniray
2
Rox
Tahx
Quadra
Rox
Tahx
Ti 21
Tonka
Pro
Gunhill
Head
Shox
dB
15
10
15
13
Spring preload
550
760
500
710
480
680
1, 3
Maximum value
from the monster
3.6
3.2
3.7
3.3
3.7
3.4
1, 3
Minimum descent
time on test track
13
11.3
12.6
11.2
13.2
11
Damping coefficient
adjustment range
N-s/m
200
Maximum travel (26in. wheel)
mm
28
48
43
46
33
38
Rake offset
mm
41.5
39
38
38
43.2
39
Lateral stiffness at
the tip
kN/m
59
110
85
85
65
130
Total mass
kg
1.409
1.385
1.409
1.364
1.222
1.100
10
Lateral stiffness at
brake pivots
kN/m
295
550
425
425
325
650
11
9
in.
1.000
1.125
1.000
1.125
1.250
1.000
1.125
1.000
1.125
1.250
1.000
1.125
NA
mm
150
180
210
230
255
140
165
190
215
150
170
190
210
150
170
190
210
230
150
190
210
220
NA
List
26 in.
26 in.
26 in.
26 in.
700C
26 in.
26 in.
Headset sizes
12
Steer tube length

13
Imp.
Wheel sizes
Step 2:
Collect competitive benchmarking information
Metric
No.
Need
Nos.
Metric
14
Maximum tire width
15
10
16
Imp.
Units
ST
Tritrack
Maniray
2
Rox
Tahx
Quadra
Rox
Tahx
Ti 21
Tonka
Pro
Gunhill
Head
Shox
in.
1.5
1.75
1.5
1.75
1.5
1.5
Time to assemble to
frame
35
35
45
45
35
85
11
List
Zefal
None
None
None
None
All
17
12
Instills pride
Subj.
18
13
Unit manufacturing
cost
US$
65
105
85
115
80
100
19
14
Time in spray
chamber without
water entry
1300
2900
>3600
>3600
2300
>3600
20
15
Cycles in mud
chamber without
contamination
kcycles
15
19
15
25
18
35
21
16, 17
Time to
disassemble/assemb
le for maintenance
160
245
215
245
200
425
22
17, 18
Special tools
required for
maintenance
List
Hex
Hex
Hex
Hex
Long
Hex
Hex, pin
wrench
23
19
UV test duration to
degrade rubber
parts
hr
400+
250
400+
400+
400+
250
24
19
Monster cycles to
failure
Cycle
s
500k+
500k+
500k+
480k+
500k+
330k
25
20
Industrial Standards
test
Binary
Pass
Pass
Pass
Pass
Pass
Pass
26
20
Bending strength
(frontal loading)
kN
5.5
8.9
7.5
7.5
6.2
10.2
Competitive benchmarking chart based on perceived satisfaction of needs

ST
Tritrack
Maniray
2
Rox
Tahx
Quadra
Rox
Tahx
Ti 21
Tonka
Pro
Gunhill
Head
Shox
No.
Need
Imp.
Reduces vibration to the hands
****
**
*****
**
***
Allows easy traversal of slow, difficult terrain
**
****
***
*****
***
*****
Enables high-speed descents on bumpy trails
*****
**
*****
**
***
Allows sensitivity adjustment
****
**
*****
**
***
Preserves the steering characteristics of the bike
****
**
**
*****
*****
Remains rigid during hard cornering
***
*****
*****
Is lightweight
***
***
****
*****
Provides stiff mounting points for the brakes
****
***
***
*****
**
Fits a wide variety of bikes, wheels, and tires
****
*****
***
*****
***
10
Is easy to install
****
*****
****
****
*****
11
Works with fenders
***
*****
12
Instills pride
****
***
*****
***
*****
13
Is affordable for an amateur enthusiast
*****
***
***
**
14
Is not contaminated by water
***
****
****
**
*****
15
Is not contaminated by grunge
***
**
****
**
*****
16
Can be easily accessed for maintenance
****
*****
****
****
*****
17
Allows easy replacement of worn parts
****
*****
****
****
*****
18
Can be maintained with readily available tools
*****
*****
*****
*****
**
19
Lasts a long time
*****
*****
*****
***
*****
20
Is safe in a crash
*****
*****
*****
*****
*****
*****
Step 4:
Reflect on the results and the process
The team may require some iteration to agree on the target. Reflection
after each iteration helps to ensure that the results are consistent with the
goals of the project.
Questions to consider include:

Are members of the team gaming?
For example, is the key marketing

representative insisting that an aggressive value is required for a particular metric in the hopes
that by setting a high goal, the team will actually achieve more than if his or her true, and
more lenient, beliefs were expressed?
Should the team consider offering multiple products or at list multiple options for
the product in order to best match the particular needs of more than one market
segment, or will one average product suffice?
Are any specifications missing? Do the specifications reflect the characteristics

that will dictate commercial success?
Metric
No.
Need
Nos.
Metric
Imp.
Units
Marginal
Value
Ideal
Value
1, 3

Hz
dB
>10
>15
2, 6
Spring preload
480 - 800
650 - 700
1, 3
<3.5
<3.2
1, 3
<13.0
<11.0
N-s/m
>200
mm
33 50
45
Rake offset
mm
37 - 45
38
kN/m
>65
>130
Total mass
kg
<1.4
<1.1
10
kN/m
>325
>650
11
Headset sizes
in.
1.000
1.125
1.000
1.125
1.250
12
Steer tube length
mm
150
170
190
210
150
170
190
210
230
13
Wheel sizes
List
26 in.
26 in.
700C
14
Maximum tire width
in.
>1.5
>1.75
15
10
<60
<35
16
11
List
None
All
17
12
Instills pride
Subj.
>3
>5
18
13
US$
<85
<65
19
14
>2300
>3600
20
15
kcycles
>15
>35
21
16, 17

maintenance
<300
<160
22
17, 18
List
Hex
Hex
23
19
hr
>250
>450
24
19
Cycles
>300k
>500k
25
20
Binary
Pass
Pass
The target specifications
Setting The Final Specifications

1.
Develop technical models of the product.
2.
Develop a cost model of the product.
3.
Refine the specifications, making trade-offs where

necessary.
4.
Flow down the specifications as appropriate.
5.
Models used to assess technical feasibility
Suspended Mass
Unsprung Mass
Orifice Diameter
Spring Constant
Oil Viscosity
Dynamic Model of
Suspension Performance
(Analytical)
Support Geometry
Material Properties
Tube Geometry
Mounting Points
Static Model of
Brake Mounting Stiffness
(Analytical)
Fork Geometry
Material Properties
Fastening Methods
Suspension Geometry
Design Variables
(Model Inputs)
Fatigue Model of
Suspension Durability
(Physical)
Attenuation at 10 Hz
Estimated Monster gs
Lateral Stiffness
Cycles to Failure
Metrics
(Model Output)
A bill of materials with cost estimates

Qty/
Fork
High
(RM ea.)
Low
(RM ea.)
High Total
(RM/fork)
Low Total
(RM/fork)
Steertube
Crown
Boot
Lower tube
Lower tube top cover
1
1
2
2
2
7.50
12.00
3.00
9.00
6.00
6.00
9.00
2.25
6.00
4.50
7.50
12.00
6.00
18.00
12.00
6.00
9.00
4.50
12.00
9.00
Main lip seal

Slide bushing
Slide bushing spacer
Lower tube plug
Upper tube
2
4
2
2
2
4.50
0.60
1.50
1.50
16.50
4.20
0.54
1.20
1.05
12.00
9.00
2.40
3.00
3.00
33.00
8.40
2.16
2.40
2.10
24.00
Upper tube top cap

Upper tube adjustment knob
Adjustment shaft
Spring
Upper tube orifice cap
2
2
2
2
1
9.00
6.00
12.00
9.00
9.00
7.50
5.25
9.00
7.50
6.75
18.00
12.00
24.00
18.00
9.00
15.00
10.50
18.00
15.00
6.75
Orifice springs
Brake studs
Brake brace bolt
Brake brace
Oil (liters)
4
2
2
1
0.1
1.50
1.20
0.75
15.00
7.50
1.20
1.05
0.60
10.50
6.00
6.00
2.40
1.50
15.00
0.75
4.80
2.10
1.20
10.50
0.60
Misc. snap rings, o-rings

Decals
10
4
0.45
0.75
0.30
0.45
4.50
3.00
3.00
1.80
30.00
62.52
20.01
47.22
312.57
236.04
Component
Assembly at RM 60/hr
Overhead at 25% of direct cost
Total
30 min
20 min
Metric
No.
Units
Value

Hz
dB
>12
Spring preload
600 - 650
<3.4
<11.5
N-s/m
>100
mm
43
Rake offset
mm
38
kN/m
>75
Total mass
kg
<1.4
10
kN/m
>425
11
Headset sizes
in.
1.000
1.125
12
Steer tube length
mm
150
170
190
210
230
13
Wheel sizes
List
26 in.
14
Maximum tire width
in.
>1.75
15
<45
16
List
Zefal
17
Instills pride
Subj.
>4
18
US$
<80
19
>3600
20
kcycles
>25
21

maintenance
<200
22
List
Hex
23
hr
>450
24
Cycles
>500k
25
Binary
Pass
26
kN
>10.0
The final specifications
Metric
Exercise 3
1.
Prepare the list of metrics.
2.
Collect competitive benchmarking information.
3.
Set ideal and marginally acceptable target values.
4.
Create the needs metric matrix
5.
Models used to assess technical feasibility
6.
Create Target specification table
7.
Create Bill of Material Table
8.
Create Final Specification Table
9.
The concept product

development process
Mission
Statement Identify
Customer
Needs
Establish
Target
Specifications
Test
Product
Concepts
Generate
Product
Concepts
Set Final
Specifications
Select
Product
Concepts
Plan
Downstream
Development

Development
Plan
Activity of concept generation

Approximate description of the technology,
working principles and form of product
Concise description of how the product will
satisfy the customer needs
Usually expressed as sketch or rough threedimensional model and accompanied by brief
textual description.
Normally consumed 5% of the budget and 15%
of the production time.
Exercise 4
Generate minimum 5 product concepts of your
FYP.
The concept product

development process
Mission
Statement Identify
Customer
Needs
Establish
Target
Specifications
Test
Product
Concepts
Generate
Product
Concepts
Set Final
Specifications
Select
Product
Concepts
Plan
Downstream
Development

Development
Plan
Concept selection
The process of evaluating concepts with respect to
customer needs & other criteria.
Comparing the relative strengths and weaknesses
of the concepts.
Selecting one or more concepts for further
investigations, testing, or development.
The process of narrowing the set of concept
alternatives under consideration.
Convergent process; frequently iterative and may
not produce a dominant concept immediately.
The concept selection methods

vary in their effectiveness and
include the following:
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.
Multi voting: Each member of the team votes for several concepts. The
concept with the most votes is selected.
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 pre specified
selection criteria, which may be weighted.
A structural method for

concept selection
Structured selection depends on
A customer focused product: evaluated against
customer-oriented criteria
A competitive design: benchmarking concepts
against existing designs
Better product-process coordination: evaluate
against manufacturing criteria improves the product
manufacturability
Reduced time to product introduction
Effective group decision making
Documentation of the decision process
The potential benefits of

structured concept selection
method are:
A customer focused product; explicitly evaluated against customer oriented
criteria.
A competitive design: By benchmarking concepts with respect to existing
designs, designers push the design to match or exceed their competitors
performance along key dimensions.
Better product process coordination: Explicit evaluation, respect to
manufacturing criteria, products manufacturability, match the product with
the process capabilities.
Reduce time to product introduction: Become a common language
among team, faster communication, fewer false start.
Effective group decision making: encourage decision making based on
objective criteria and minimizes the likelihood that arbitrary or personal
factors influence the product concept.
Documentation of the decision process: readily understood archive, useful
for assimilating new team members, quickly assessing the impact of
changes in the customer needs or in the available alternatives.
Concept selection
methodology
Concept screening
Concept scoring
The decision making is supported by the decision matrix
and can be used by team to rank, rate and select best
concepts.
Steps of the concepts screening and scoring
Prepare the selection matrix

Rate the concepts
Rank the concepts
Combined and improve the concepts
Select one or more concepts
Two-stage concept methodology
Concept generation
Concept screening
Concept scoring
Concept testing
Six step process of screening

and scoring concept selection
activity:
1.
Prepare the selection matrix.
2.
Identify reference concept
3.
Rate the concepts.
4.
Rank the concepts
5.
Combine and improve the concepts.
6.
Select one or more concepts.
7.
Concept screening
Normally based on the group decision. All the
short list criteria may used in the paper or for the
flip chart for the larger group.
First step prepare the selection matrix
Rate the concepts
Rank the concepts
Concept screening
Concept screening
Concept screening
Concept screening
Concept screening
Concept screening
Combine and improve the concepts
After rated and rank the team should verify the results
question is the results make sense or not or it is a way to
combine and improve certain concept.
Which is general good concept which is degraded by
the bad feature? Can a minor modification improve
the overall concept and yet preserver a distinction from
others concepts?
Are there two concepts which can be combined to
preserver the better than qualities while annulling the
worse than qualities?
Combined and improved concepts are then

added to the matrix, rated by the team, and
ranked along with original concepts
Concept screening
In the example the team noticed that concepts
D and F could be combined to remove several
of the worse than ratings to yield a new concept,
DF.
Concept G is consider for improvement this

concept too bulky, so the excess storage space
was removed while retaining the injection
technique. The revised concept is in the next
slide.
Concept screening
Select one or more concepts
For more refinement and analysis
Concepts A and E to be considered along with
G+ and new concept of DF
Reference product concept

After careful consideration, the team chooses a
concept to became the benchmark, or reference
concept, against which all other concepts are
rated.
The reference is generally either an industry
standard or straightforward concept with which the
team members are very familiar.
It can be a commercially available product, a best
in class benchmark product which the team has
studied, an earlier generation of the product, any
one of the concepts under consideration, or a
combination of subsystems assembled to represent
the best features of different products.
Concept screening
Entire team should agree with the decision
Exercise
Perform concepts generation for the product
below (Pencil Holder)
Concept scoring
Prepare the selection matrix for the selected
concepts
Concept scoring
Rate the concepts
Relative performance
Rating
Much worse than reference
Worse than reference
Same as reference
Better than reference
Much better than reference
Concept scoring
Rank the concepts
The total score for each concept is the sum of
the weighted scores:
Weighting for ith criterion

Raw rating of concept j for the ith criterion
Total score for concept j
n
Number of criteria
Concept scoring
Combine and improve the concepts
The team looks for changes or combinations that
improve concepts
Most creative refinements and improvements occur
during concept selection process.
Concept scoring
Selection one or more concepts
The team should explore the initial evaluation by
conducting sensitivity analysis.
The team can vary weight and ratings to determine
their effect on the ranking
The team can test the concepts
Concept scoring
Point of return for the concept development process
It is a useful to do the reality check to review the
concepts that are to be eliminated from further
consideration
Exercises 5
How can the concept selection methods be used
to benchmark or evaluate existing product?
Perform such an evaluation for five automobiles you
might consider purchasing.
Propose a set of selection criteria for the choice of
a battery technology for use in a portable
computer.
Perform concept screening for the four pencil
holder concepts shown below. Assume the pencil
holders are for a member of a product
development team who is continually moving from
site to site.
Repeat previous exercise, but use concept scoring
Concepts of the pencil

holder

1 Product Development Process

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1 Product Development Process

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Product Development Process

Ms. Nur Sabrina Mohd Anuar

Introduction to Product Development

The economic success of most firms depends on their ability to

A product is something sold by an enterprise to its customers.

Product development is the set of activities beginning with the

The product development process

Simple Model Design

Detail analysis of the components

The concept of product

Perform Economic Analysis

Build and Test Models and Prototypes

The goal of method for comprehensively identifying costumer needs are:

Ensure that the product is focused on customer needs.

Identify latent or hidden needs as well as explicit needs.

Create an archival record of the needs activity of the

Ensure that no critical customer need is missed or forgotten.

Develop a common understanding of customer needs

Five step method to process & identify customer needs

Gather raw data from customers. (interviews; Focus groups;

Interpret the raw data in terms of customer needs.

Organize the needs into a hierarchy of primary, secondary,

Establish the relative importance of the needs.

Reflect on the results and the process.

The concept product

Perform Economic Analysis

Build and Test Models and Prototypes

Reduces vibration to the hands

Allows easy traversal of slow, difficult terrain

Enables high-speed descents on bumpy trails

Allows sensitivity adjustment

Preserves the steering characteristics of the bike

Remains rigid during hard cornering

Provides stiff mounting points for the brakes

Fits a wide variety of bikes, wheels, and tires

Works with fenders

Is affordable for an amateur enthusiast

Is not contaminated by water

Is not contaminated by grunge

Can be easily accessed for maintenance

Allows easy replacement of worn parts

Can be maintained with readily available tools

Lasts a long time

What are specifications?

ARE SPECIFICATIONS ESTABLISHED?

For technology-intensive products, specifications are established at least twice.

Establishing target specifications

The process of establishing target specifications contains four steps:

3. Set ideal and marginally acceptable target values.

Prepare List of metrics for the suspension

Attenuation from dropout to handlebar at 10

Maximum value from the monster

Minimum descent time on test track

Damping coefficient adjustment range

Maximum travel (26-in. wheel)

Lateral stiffness at the tip

Lateral stiffness at brake pivots

Steer tube length

Maximum tire width

Time to assemble to frame

Unit manufacturing cost

Time in spray chamber without water entry

Cycles in mud chamber without contamination