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Integrating Product and Service Design with Quality of Work Life: A Comprehensive Overview

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This recap covers key concepts from Chapter 4 and Chapter 7 of product and service design, including translating customer needs into specifications, refining existing offerings, and ensuring quality considerations. It delves into the legal, ethical, and environmental factors in design, along with approaches to enhance job quality for workers through job design techniques. Additionally, it explores variations in supply and demand, the impact of job design on productivity, and a case study on Apple's new product strategies, highlighting the importance of integrating quality into every aspect of development.

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Integrating Product and Service Design with Quality of Work Life: A Comprehensive Overview

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  1. Recap Chapter 4 and Chapter 7

  2. Chapter 4

  3. What Does Product & Service Design Do? • Translate customer wants and needs into 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 • Translate product and service specifications into process specifications

  4. Idea Generation • Supply chain-based • Competitor-based • Reverse engineering: Dismantling and inspecting a competitor’s product to discover product improvements • Research-based • Basic research • Applied research • Development

  5. Design Considerations • Legal Factors (Mandatory) • Product liability: The responsibility a manufacturer has for any injuries or damages caused by as faulty product • Ethics • Human Factors • Cultural Factors • Environmental Factors: sustainability • 3R: reduce, reuse, recycle • Life Stage • Standardization • Mass Customerization • Delayed differentiation and Modular design

  6. Quality Function Deployment/The House of Quality • An approach that integrates the “voice of the customer” into both product and service development • The purpose is to ensure that customer requirements are factored into every aspect of the process • Kano Model • Basic quality • Performance quality • Excitement quality

  7. Concurrent engineering Computer-Assisted Design (CAD) Production requirements Design For Manufacturing (DFM) Design For Assembly (DFA) Component commonality Designing (products) for Production

  8. Reliability • Reliability is expressed as a probability: • (Single Component Reliability) The probability that a part, or a single component works. • The probability that the product or system will function when activated • The probability that the product or system will function for a given length of time

  9. What is this system’s reliability? .85+(1-.85)*(.8+(1-.8)*.75) .75 .80 .70 .95+(1-.95)*.8 1-((1-.75)*(1-.8)*(1-.85)) .9+(1-.9)*.7 .80 .95 .99 .9925 .97 .90 .99*.9925*.97 .9531 .85

  10. Exponential Distribution

  11. Exponential Distribution – Formula

  12. Availability • The fraction of time a piece of equipment is expected to be available for operation

  13. Chapter 7

  14. Quality of Work Life • Important aspects of quality of work life: • Working conditions • Physical • Psychological • Compensation • Time-based systems • Output-based systems • Incentive programs • Knowledge-based systems • Job Design

  15. Behavioral Approaches to Job Design • Job Enlargement • Giving a worker a larger portion of the total task by horizontal loading • Job Enrichment • Increasing responsibility for planning and coordination tasks, by vertical loading • Job Rotation • Workers periodically exchange jobs

  16. Observed Time

  17. Normal Time Assumes that performance ratings are made on an element-by-element basis

  18. Standard Time

  19. Suppose a worker can do k cycles per day. ST

  20. Example (from Problem Solving) • Aheworker’s time averaged 1.9 minutes per cycle, and the worker was given a rating of 120 percent. Assuming an allowance factor of 12 percent of workday, determine the standard time for this job. • Solution: ST = NT*AF=(1.9*120%)*(1/(1-12%))=2.59

  21. Recall from chapter 1

  22. Supply and Demand Sales & Marketing Operations & Supply Chains Wasteful Costly Supply Demand > Opportunity Loss Customer Dissatisfaction Supply Demand < Ideal Supply Demand =

  23. 4 Sources of Process Variation • Variety of goods or services being offered • The greater the variety of goods and services offered, the greater the variation in production or service requirements. • Structural variation in demand • These are generally predictable (seasonal variation or seasonality, e.g., swimwear, warm clothes, Christmas, tourist seasons, school supplies). • They are important for capacity planning • Random variation • Natural variation that is present in all processes (e.g., random demand etc.). Generally, it cannot be influenced by managers. • Assignable variation • Variation that has identifiable sources. (e.g., defective inputs, incorrect work methods, equipment etc.) • This type of variation can be reduced, or eliminated, by analysis and corrective action.

  24. Case Study • Apple Readies a Big Bet on Big-Screen Phones • What design considerations have Apple put into their new product? • Legal/ethical • Human factors • Cultural factors • Environmental factors • Standardization/Customerization • How big is the bet? • Quantity of the new products.

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