The company began thinking on the lines of developing the product in late 1997, based on market feedback, which clearly indicated the need for the same. Having identified the source of consumer complaints with the existing system, the company began seeking solutions that could help develop a fool-proof product. This involved a study of both traditional methods and international practices. ``Where the traditional methods of water removal in valves had their own limitations, we found a solution in the air dryers that were used by many companies worldwide,'' says Selvamani.

This triggered off a year-long product design and development journey, which yielded the following key learnings:

The voice of the user: Consumer needs were top-most on the list of priorities. The product development stage began with a `voice of user' exercise to arrive at the needs and requirements of the end user. Data was collected using aids such as imported samples of air dryers, catalogue and literature pertaining to the product and comprehensive questionnaires. ``The exercise gave us vital insights into what the users were looking at. Raw consumer data provides companies with a much larger picture, with free flow of information about a host of related and unrelated areas,'' says Selvamani. For example, the key features of the Air Dryer, viz provision of tyre inflator connection and bolted arrangement in place of spin on cartridge, have been developed on the basis of learnings acquired from the `voice of user' exercise.

Use of strategic tools: This leads to better understanding and optimum decisions. The raw data obtained from the users was stratified and elaborated upon using an Affinity Diagram. This resulted in a clear understanding of the primary and secondary needs of the consumer. Similarly, during the product development stage, the company made effective use of tools such as Tree-Diagram, mathematical models and simulation exercises at different stages of the product development.

Use of tools such as the FMEA and product reviews have cut down on the number of alterations required in the basic product design after the release of the design for production.

Documentation: All key processes and objectives were listed meticulously in a document titled, `Development of product concept.' The document that lived through the entire project providing guidelines and ready reference, contained detailed information on areas like product functions, must-be features, attractive features, projected demand for the product and cost targets etc.

Prototype testing and feedback from the field: Exhaustive prototype testing and seeking active consumer feedback helped the company make all major modifications and changes in the basic product design well before the production stage. For example, Sundaram Clayton developed a silencer for the air dryer following complaints of high noise levels from a few luxury coach owners testing the product.

Prior to entering the production stage, the company has tested the product on 50 vehicles owned by 34 of its key customers across the country. So what final results has Sundaram Clayton Limited reaped? To begin with, all Original Equipment partners of the company have sampled and approved of the product. Most of them are currently in the process of implementing the same on different vehicle models. Finally,``the response from the end consumer too has been more than just satisfactory,'' claims Selvamani.