Step 5: Select One or More Concepts
The final selection is not simply a question of choosing the concept that achieves the highest ranking after the first pass through the process. Rather, the team should explore this initial evaluation by conducting a sensitivity analysis. Using a computer spreadsheet the team can vary weights and ratings to determine their effect on the ranking.
By investigating the sensitivity of the ranking to variations in a particular ra ting. the team members can assess whether uncertainty about a particular rating has a large impact on their choice. In some cases they may select a lower-scoring concept about \"hi h there is little uncertainty instead of a higher-scoring concept that may possibly pro•e unworkable or less desirable as they learn more about it.
Based on the selection matrix, the team may decide to select the top two or more on cepts. These concepts may be further developed, proto typed, and tested to elicit
customer feedback. See Chapter 9, Concept Testing, for a discussion of methods to assess customer response to product concepts.
The team may also create two or more scoring matrices with different weightings to
yield the concept ranking for various market segments with different customer
preferences. It may be that one concept is dominant for several segments. The team should also consider carefully the significance of differences in concept scores. Given the resolution of the scoring system, small differences are generally not significant.
For the syringe example, the team agreed that concept DF was the most promising and would be likely to result in a successful product.
Step 6: Reflect on the Results and the Process
As a final step the team reflects on the selected concept(s) and on the concept selection process. In some ways, this is the "point of no return" for the concept development process, so everyone on the team should feel comfortable that all of the relevant issues have been discussed and that the selected concept(s) have the greatest potential to satisfy customers and be economically successful.
After each stage of concept selection, it is a useful reality check for the team to review
each of the concepts that are to be eliminated from further consideration. If the team agrees that any of the dropped concepts is better overall than some of those retained, then the source of this inconsistency should be identified. Perhaps an important criterion is missing, not weighted properly, or inconsistently applied.
The organization can also benefit from reflection on the process itself. Two questions are useful in improving the process for subsequent concept selection activities:
• In what way (if at all) did the concept selection method facilitate team decision making?
• How can the method be modified to improve team performance?
These questions focus the team on the strengths and weaknesses of the methodology in relation to the needs and capabilities of the organization.