Product Design

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Product and Service Design ► Major factors in strategy

    

Cost Quality Time-to-market Customer satisfaction Competitive advantage

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Trends in Product & Service Design ► Increased emphasis on or attention to:

 Customer satisfaction  Reducing time to introduce new product or service  Reducing time to produce product

Trends in Product & Service Design (Cont’d) ► Increased emphasis on or attention to:

 The organization’s capabilities to produce or deliver the item  Environmental concerns  Designing products & services that are “user friendly”  Designing products that use less material

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Product or Service Design Activities ► Translate customer wants and needs

product and service requirements ► Refine existing products and services ► Develop new products and services ► Formulate quality goals ► Formulate cost targets ► Construct and test prototypes ► Document specifications

into

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Reasons for Product or Service Design ► Be competitive

► Increase business growth & profits ► Avoid downsizing with development

of new products

► Improve product quality ► Achieve cost reductions in labor or

materials

Objectives of Product and Service Design ► Development time and cost ► Product or service cost ► Resulting product or service quality ► Capability to produce or deliver a given

product or service

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Design For Operations ► Taking into account the capabilities of

the organization in designing goods and services

Sources of Ideas for Products and Services

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► Internal

  

Employees Marketing department R&D department

► External

  

Customers (QFD) Competitors Suppliers

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► Planning ► Concept

Development

► System-Level ► Design ► Testing

design

Detail and Refinement

► Production

Ramp-up

Variants of Generic product Development Process ► Generic

market-pull ► Technology push products ► Platform products ► Process intensive product ► Customized products ► High risk products ► Quick build products ► Complex systems

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Economic Analysis of Project Development Costs ► Using

measurable factors to help determine:  Operational design and development decisions  Go/no-go milestones

► Building

Model

a Base-Case Financial

 A financial model consisting of major cash flows  Sensitivity Analysis for “what if”

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Designing for the Customer House of Quality

Quality Function Deployment

Ideal Customer Product

Value Analysis/ Value Engineering

Customer: Quality Function Deployment ► Interfunctional

teams from marketing, design engineering, and manufacturing

► Voice

of the customer

► House

of Quality

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Designing for the Customer: The House of Quality

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Correlation: X X

X

Energy needed to close door Door seal resistance Check force on Energy needed level to open door ground Accoust. Trans. Window

Engineerin Im p Cu or g st. tanCharacteri ce Customer stics to Requiremen ts Easy to close 7

Water resistance

X

X

Easy to open

X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4

5

AB

X AB

3

XAB A XB

Doesn’t leak in rain3

X A

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6

9

2

3

Reduce energy level to 7.5 ft/lb Maintain current level Reduce force to 9 lb. Reduce energy to 7.5 ft/lb. Maintain current level Maintain current level

No road noise 2 Importance weighting 10 Target values 5

Technical evaluation43 (5 is best) 2 1

©The McGraw-Hill Companies, Inc., 2004

Competitive evaluation

X

Stays open on a hill5

Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals.

Strong positive Positive X Negative * Strong negative

B A X

BA X

B A X

B X A

BXA

BA X

B

Relationships: Strong = 9 Medium = 3 Small = 1

Designing for the Customer: Value Analysis/Value Engineering ► Achieve

equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customer  Does the item have any design features that are not necessary?  Can two or more parts be combined into one?  How can we cut down the

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Design for Manufacturability ► Traditional

Approach

 “We design it, you build it” or “Over the wall”

► Concurrent

Engineering

 “Let’s work together simultaneously”

Measuring Product Development Performance Performance Dimension Time-to-market

Productivity

Quality

Measures •Freq. Of new products introduced •Time to market introduction •Number stated and number completed •Actual versus plan •Percentage of sales from new products •Engineering hours per project •Cost of materials and tooling per project •Actual versus plan

•Conformance-reliability in use •Design-performance and customer satisfaction •Yield-factory and field

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Types of Processes ► Conversion

(ex. Iron to steel)

► Fabrication

(ex. Sheet metal

to tool)

► Assembly

(ex. Parts to components)

► Testing

(ex. For quality of products)

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Process Flow Structures ► Job

shop (ex. machine shop)

► Batch

shop (ex. Electronic devices)

► Assembly

Line (ex. Automobile manufacturer)

► Continuous

Flow (ex. Petroleum manufacturer)

Process structure Process life cycle stage I. Job Shop II. Batch III. Assembly Line IV. Continuous Flow

Product structure Product life cycle Few High Low Multiple Major Volume, Volume, Products, Products, High One of a Low Higher StandardKind Volume Volume ization Commercial Printer French Restaurant

Flexibility (High) Unit Cost (High)

These are the major stages of product and process life cycles

Heavy Equipment Automobile Assembly Burger King Sugar Refinery

Flexibility (Low) Unit Cost (Low)

Manufacturing Process Flow Design ►A

process flow design can be defined as a mapping of the specific processes that raw materials, parts, and subassemblies follow as they move through a plant

► The

most common tools to conduct a process flow design include assembly drawings, assembly charts, and

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Example: Assembly Chart (Gozinto) 4 5 6 7

Lockring Spacer, detent spring SA-2

Rivets (2)

A-2

Spring-detent A-5 Component/Assy Operation Inspection

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Example: Process Flow Chart Material Received from Supplier

No, Continue…

Inspect Material for Defects

Defects found?

Yes

Return to Supplier for Credit

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Set Up Time: This is the time needed to prepare for doing an operation. Examples are mixing the dough to make pancakes, cleaning the paint nozzles prior to changing the color of an automated painting machine, switching on and activating a database before accessing records from it, and signing on before buying things from Amazon. There may also be a significant time expended in preparation. For example, we may have to not only do the physical set up

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► Run

Time: This is the time required to produce a part or carry out an operation once the set up has been accomplished. In the lathe example it is 2 seconds. In the oven example it is the baking time. The former is a situation when parts are made one at a time and the latter an example of batch processing. In general most tasks can be defined as one at a time, batch or continuous.

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If it takes 36 hours to set up a lathe to produce a screw, and it takes 2 seconds to make a screw, we may wish to make a few thousand having set up the lathe. If an oven has a capacity to bake 2 dozen cookies at a time, then we may choose a reasonable number of cookies to bake at a time. The consideration here is that the cost of baking (reflected in time spent in the oven) is the same for 1 cookie to twodozen cookies.

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consider the capacity of a process called “heating” water to make tea. Assume that the kettle can hold one gallon of water and that the time it takes to heat water to the appropriate temperature is five minutes. We say that the cycle time for this task is five minutes. The capacity of “heating” is 1 gallon per five minutes and in an hour we can do 12 cycles (60/5) and the resultant capacity of this task is 12 gallons per hour. Another example is of packing a computer. If it takes on the average 12 minutes to pack a

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