Production and operations management manufacturing and services
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Chapter 4. Product Design. Product Development Process Economic Analysis of Development Projects Designing for the Customer Design for Manufacturability Measuring Product Development Performance. OBJECTIVES . Typical Phases of Product Development. Planning Concept Development

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Chapter 4

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Production and operations management manufacturing and services

Chapter 4

Product Design


Production and operations management manufacturing and services

  • Product Development Process

  • Economic Analysis of Development Projects

  • Designing for the Customer

  • Design for Manufacturability

  • Measuring Product Development Performance

OBJECTIVES


Typical phases of product development

Typical Phases of Product Development

  • Planning

  • Concept Development

  • System-Level design

  • Design Detail

  • Testing and Refinement

  • Production Ramp-up


Economic analysis of project development costs

Economic Analysis of Project Development Costs

  • Using measurable factors to help determine:

    • Operational design and development decisions

    • Go/no-go milestones

  • Building a Base-Case Financial Model

    • A financial model consisting of major cash flows

    • Sensitivity Analysis for “what if” questions


Designing for the customer

Value Analysis/

Value Engineering

Quality Function

Deployment

Designing for the Customer

House of Quality

Ideal Customer Product


Designing for the customer quality function deployment

Designing for the Customer: Quality Function Deployment

  • Interfunctional teams from marketing, design engineering, and manufacturing

  • Voice of the customer

  • House of Quality


Designing for the customer the house of quality

8

Correlation:

Strong positive

X

Positive

X

X

Negative

X

X

X

Strong negative

*

Engineering Characteristics

Check force on level ground

Competitive evaluation

Energy needed

to close door

Energy needed

to open door

Accoust. Trans.

Window

Door seal

resistance

Water resistance

X = Us

Importance to Cust.

A = Comp. A

B = Comp. B

Customer

Requirements

(5 is best)

1 2 3 4 5

AB

X

Easy to close

7

X AB

Stays open on a hill

5

Easy to open

3

XAB

A X B

Doesn’t leak in rain

3

No road noise

2

X A

B

Importance weighting

Relationships:

10

6

6

9

2

3

Strong = 9

Reduce energy

level to 7.5 ft/lb

Medium = 3

Reduce energy

to 7.5 ft/lb.

Reduce force

to 9 lb.

Target values

Maintain

current level

Maintain

current level

Maintain

current level

Small = 1

5

BA

BA

B

B

BXA

X

Technical evaluation

(5 is best)

B

4

X

A

X

A

3

A

X

2

X

1

Designing for the Customer: The House of Quality

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

  • The McGraw-Hill Companies, Inc., 2004


Designing for the customer value analysis value engineering

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 weight?

    • Are there nonstandard parts that can be eliminated?


Design for manufacturability

Design for Manufacturability

  • Traditional Approach

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

  • Concurrent Engineering

    • “Let’s work together simultaneously”


Design for manufacturing and assembly

Design for Manufacturing and Assembly

  • Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts:

  • During the operation of the product, does the part move relative to all other parts already assembled?

  • Must the part be of a different material or be isolated from other parts already assembled?

  • Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?


Measuring product development performance

Measuring Product Development Performance

Measures

Performance

Dimension

  • Freq. Of new products introduced

  • Time to market introduction

  • Number stated and number completed

  • Actual versus plan

  • Percentage of sales from new products

Time-to-market

  • Engineering hours per project

  • Cost of materials and tooling per project

  • Actual versus plan

Productivity

  • Conformance-reliability in use

  • Design-performance and customer satisfaction

  • Yield-factory and field

Quality


Production and operations management manufacturing and services

End of Chapter 4


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