© 2008 prentice hall, inc.5 – 1 operations management chapter 5 – product design powerpoint...
TRANSCRIPT
© 2008 Prentice Hall, Inc. 5 – 1
Operations ManagementOperations ManagementChapter 5 – Chapter 5 – Product Product DesignDesign
PowerPoint presentation to accompany PowerPoint presentation to accompany Heizer/Render Heizer/Render Operations Management, Operations Management, 10 Ed.10 Ed.
Extensive changes have been made to this slide set by Ömer Yağız. (revised March 20123
© 2008 Prentice Hall, Inc. 5 – 2
OutlineOutline
Global Company Profile: Regal Global Company Profile: Regal MarineMarine
Goods and Services SelectionGoods and Services Selection Product Strategy Options Support Product Strategy Options Support
Competitive AdvantageCompetitive Advantage
Product Life CyclesProduct Life Cycles
Life Cycle and StrategyLife Cycle and Strategy
Product-by-Value AnalysisProduct-by-Value Analysis
© 2008 Prentice Hall, Inc. 5 – 3
Outline - ContinuedOutline - Continued Generating New ProductsGenerating New Products
New Product OpportunitiesNew Product Opportunities
Importance of New Products Importance of New Products
Product DevelopmentProduct Development Product Development SystemProduct Development System
Quality Function Deployment (QFD)Quality Function Deployment (QFD)
Organizing for Product DevelopmentOrganizing for Product Development
Manufacturability and Value Manufacturability and Value EngineeringEngineering
© 2008 Prentice Hall, Inc. 5 – 4
Outline - ContinuedOutline - Continued Issues for Product DesignIssues for Product Design
Robust DesignRobust Design
Modular DesignModular Design
Computer-Aided Design (CAD)Computer-Aided Design (CAD)
Computer-Aided Manufacturing (CAM)Computer-Aided Manufacturing (CAM)
Virtual Reality TechnologyVirtual Reality Technology
Value AnalysisValue Analysis
Ethics and Environmentally Friendly Ethics and Environmentally Friendly DesignDesign
© 2008 Prentice Hall, Inc. 5 – 5
Outline - ContinuedOutline - Continued
Time-Based CompetitionTime-Based Competition Purchasing Technology by Acquiring Purchasing Technology by Acquiring
a Firma Firm
Joint VenturesJoint Ventures
Alliances Alliances
Defining a ProductDefining a Product Make-or-Buy DecisionsMake-or-Buy Decisions
Group TechnologyGroup Technology
© 2008 Prentice Hall, Inc. 5 – 6
Outline - ContinuedOutline - Continued
Documents For ProductionDocuments For Production Product Life-Cycle Management (PLM)Product Life-Cycle Management (PLM)
Service DesignService Design Documents for ServicesDocuments for Services
Application of Decision Trees to Application of Decision Trees to Product DesignProduct Design
Transition to ProductionTransition to Production
© 2008 Prentice Hall, Inc. 5 – 7© 2011 Pearson
Regal MarineRegal Marine
Global marketGlobal market
3-dimensional CAD system3-dimensional CAD system Reduced product development timeReduced product development time
Reduced problems with toolingReduced problems with tooling
Reduced problems in productionReduced problems in production
Assembly line productionAssembly line production
JITJIT
© 2008 Prentice Hall, Inc. 5 – 8©
The objective of the product decision The objective of the product decision is to develop and implement a is to develop and implement a
product strategy that meets the product strategy that meets the demands of the marketplace with a demands of the marketplace with a
competitive advantagecompetitive advantage
Product DecisionProduct Decision
© 2008 Prentice Hall, Inc. 5 – 9©
The good or service the organization The good or service the organization provides societyprovides society
Top organizations typically focus on Top organizations typically focus on core productscore products
Customers buy satisfaction, not just Customers buy satisfaction, not just a physical good or particular servicea physical good or particular service
Fundamental to an organization's Fundamental to an organization's strategy with implications throughout strategy with implications throughout the operations functionthe operations function
Product DecisionProduct Decision
© 2008 Prentice Hall, Inc. 5 – 10
Product strategyProduct strategy
Product strategy is vital for a Product strategy is vital for a company’s successcompany’s success
Top companies focus on only a few Top companies focus on only a few products and then concentrate on products and then concentrate on those productsthose products
– Honda – engine technologyHonda – engine technology
– Intel – microprocessorsIntel – microprocessors
– Logitech – mice, keyboardsLogitech – mice, keyboards
– Microsoft – PC softwareMicrosoft – PC software
– HP – laptops, printersHP – laptops, printers
© 2008 Prentice Hall, Inc. 5 – 11
Objective of Product Objective of Product StrategyStrategy
to link product decision withto link product decision with– investmentinvestment
– market sharemarket share
– product life cycleproduct life cycle
– breadth (genişlik, çeşitlilik) of the product linebreadth (genişlik, çeşitlilik) of the product line
Objective of product decision is to Objective of product decision is to develop and implement a product strategy develop and implement a product strategy that meets the demands of the that meets the demands of the marketplace with a competitive advantagemarketplace with a competitive advantage
© 2008 Prentice Hall, Inc. 5 – 12
Product selection-definition-design Product selection-definition-design stagesstages
The good or service the The good or service the organization provides societyorganization provides society
Top organizations typically focus on Top organizations typically focus on core productscore products
Customers buy satisfaction, not just Customers buy satisfaction, not just a physical good or particular servicea physical good or particular service
Fundamental to an organization's Fundamental to an organization's strategy with implications strategy with implications throughout the operations functionthroughout the operations function
Product DecisionProduct Decision
© 2008 Prentice Hall, Inc. 5 – 13
Product Strategy OptionsProduct Strategy Options
DifferentiationDifferentiation Shouldice HospitalShouldice Hospital – hernia (fıtık) – hernia (fıtık)
treatment; Dünyagöz eye centerstreatment; Dünyagöz eye centers
Low costLow cost Taco BellTaco Bell - minimum labor required - minimum labor required
Rapid responseRapid response ToyotaToyota – changing consumer tastes; – changing consumer tastes;
speed of product developmentspeed of product development
© 2008 Prentice Hall, Inc. 5 – 14©
Product Life CyclesProduct Life Cycles
May be any length from a few hours to decades
The operations function must be able to introduce new products successfully
© 2008 Prentice Hall, Inc. 5 – 15©
Product Life CyclesProduct Life Cycles
Negative cash flow
Introduction Growth Maturity Decline
Sal
es,
cost
, an
d c
ash
flo
w Cost of development and production
Cash flow
Net revenue (profit)
Sales revenue
Loss
Figure 5.1
© 2008 Prentice Hall, Inc. 5 – 16©
Product Life CycleProduct Life Cycle
Introductory PhaseIntroductory Phase
Fine tuning may warrant unusual expenses for
1. Research
2. Product development
3. Process modification and enhancement
4. Supplier development
© 2008 Prentice Hall, Inc. 5 – 17©
Product Life CycleProduct Life Cycle
Growth PhaseGrowth Phase
Product design begins to stabilize
Effective forecasting of capacity becomes necessary
Adding or enhancing capacity may be necessary
© 2008 Prentice Hall, Inc. 5 – 18©
Product Life CycleProduct Life Cycle
Maturity PhaseMaturity Phase
Competitors now established
High volume, innovative production may be needed
Improved cost control, reduction in options, paring down of product line
© 2008 Prentice Hall, Inc. 5 – 19©
Product Life CycleProduct Life Cycle
Decline PhaseDecline Phase
Unless product makes a special contribution to the organization, must plan to terminate offering
© 2008 Prentice Hall, Inc. 5 – 20
Product-by-Value AnalysisProduct-by-Value Analysis
Lists products in descending Lists products in descending order of their individual dollar order of their individual dollar contribution to the firmcontribution to the firm
Lists the total annual dollar Lists the total annual dollar contribution of the productcontribution of the product
Helps management evaluate Helps management evaluate alternative strategiesalternative strategies
This is in line with the Pareto This is in line with the Pareto priciple (vital few; not the trivial priciple (vital few; not the trivial many)many)
© 2008 Prentice Hall, Inc. 5 – 21
Product-by-Value AnalysisProduct-by-Value Analysis
Individual Contribution ($)
Total Annual Contribution ($)
Love Seat $102 $36,720
Arm Chair $87 $51,765
Foot Stool $12 $6,240
Recliner $136 $51,000
Sam’s Furniture FactorySam’s Furniture Factory
© 2008 Prentice Hall, Inc. 5 – 22
New Product OpportunitiesNew Product Opportunities
1.1. Understanding the Understanding the customercustomer is basic is basic
2.2. Economic changeEconomic change
3.3. Sociological and Sociological and demographic changedemographic change
4.4. Technological changeTechnological change
5.5. Political/legal changePolitical/legal change
6.6. Market practice, professional Market practice, professional standards, suppliers, distributorsstandards, suppliers, distributors
Brainstorming
is a useful tool
© 2008 Prentice Hall, Inc. 5 – 23
Product Development Product Development SystemSystem
Fig. 5-3
© 2008 Prentice Hall, Inc. 5 – 24
Quality Function Quality Function DeploymentDeployment
Identify customer wantsIdentify customer wants
Identify how the good/service will satisfy Identify how the good/service will satisfy customer wantscustomer wants
Relate customer wants to product howsRelate customer wants to product hows
Identify relationships between the firm’s howsIdentify relationships between the firm’s hows
Develop importance ratingsDevelop importance ratings
Evaluate competing productsEvaluate competing products
Compare performance to desirable technical Compare performance to desirable technical attributesattributes
© 2008 Prentice Hall, Inc. 5 – 25
QFD House of QualityQFD House of Quality
Relationshipmatrix
How to satisfycustomer wants
Interrelationships
Co
mp
etit
ive
asse
ssm
ent
Technicalevaluation
Target values
What the customer
wants
Customer Customer importance importance
ratingsratings
Weighted Weighted ratingrating
© 2008 Prentice Hall, Inc. 5 – 26
House of Quality ExampleHouse of Quality Example
Your team has been charged with Your team has been charged with designing a new camera for Great designing a new camera for Great Cameras, Inc.Cameras, Inc.
The first action is The first action is to construct a to construct a House of QualityHouse of Quality
© 2008 Prentice Hall, Inc. 5 – 27
House of Quality ExampleHouse of Quality Example
CustomerCustomerimportanceimportance
ratingrating(5 = highest)(5 = highest)
Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color correction 1
What the What the customer customer
wantswants
What the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
© 2008 Prentice Hall, Inc. 5 – 28
House of Quality ExampleHouse of Quality ExampleWhat the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
Lo
w e
lect
rici
ty r
equ
irem
ents
Alu
min
um
co
mp
on
ents
Au
to f
ocu
s
Au
to e
xpo
sure
Pai
nt
pal
let
Erg
on
om
ic d
esig
n
How to SatisfyCustomer Wants
© 2008 Prentice Hall, Inc. 5 – 29
Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color corrections 1
House of Quality ExampleHouse of Quality ExampleWhat the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
High relationshipHigh relationship
Medium relationshipMedium relationship
Low relationshipLow relationship
Relationship matrixRelationship matrix
© 2008 Prentice Hall, Inc. 5 – 30
House of Quality ExampleHouse of Quality ExampleWhat the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
Lo
w e
lect
rici
ty r
equ
irem
ents
Alu
min
um
co
mp
on
ents
Au
to f
ocu
s
Au
to e
xpo
sure
Pai
nt
pal
let
Erg
on
om
ic d
esig
n
Relationships Relationships between the between the things we can dothings we can do
© 2008 Prentice Hall, Inc. 5 – 31
House of Quality ExampleHouse of Quality Example
Weighted Weighted ratingrating
What the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color corrections 1
Our importance ratings 22 9 27 27 32 25
© 2008 Prentice Hall, Inc. 5 – 32
House of Quality ExampleHouse of Quality Example
Co
mp
any
A
Co
mp
any
B
G PG PF GG PP P
Lightweight 3Easy to use 4Reliable 5Easy to hold steady 2Color corrections 1
Our importance ratings 22 5
How well do How well do competing products competing products meet customer wantsmeet customer wants
What the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rs
© 2008 Prentice Hall, Inc. 5 – 33
House of Quality ExampleHouse of Quality ExampleWhat the Customer
Wants
RelationshipMatrix
TechnicalAttributes and
Evaluation
How to SatisfyCustomer Wants
Interrelationships
An
alys
is o
fC
om
pet
ito
rsTarget values(Technical attributes)
Technical evaluation
Company A 0.7 60% yes 1 ok G
Company B 0.6 50% yes 2 ok F
Us 0.5 75% yes 2 ok G
0.5
A
75%
2’ t
o ∞
2 ci
rcu
its
Fai
lure
1 p
er 1
0,00
0
Pan
el r
anki
ng
© 2008 Prentice Hall, Inc. 5 – 34
House of Quality ExampleHouse of Quality Example
Completed Completed House of House of QualityQuality
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color correction 1
Our importance ratings
Lo
w e
lect
rici
ty r
equ
irem
ents
Alu
min
um
co
mp
on
ents
Au
to f
ocu
s
Au
to e
xpo
sure
Pai
nt
pal
let
Erg
on
om
ic d
esig
n
Co
mp
any
A
Co
mp
any
B
G P
G P
F G
G P
P P
Target values(Technical attributes)
Technical evaluation
Company A 0.7 60% yes 1 ok G
Company B 0.6 50% yes 2 ok F
Us 0.5 75% yes 2 ok G
0.5
A
75
%
2’
to ∞
2 c
irc
uit
s
Fa
ilu
re 1
pe
r 1
0,0
00
Pa
ne
l ra
nk
ing
22 9 27 27 32 25
© 2008 Prentice Hall, Inc. 5 – 35
House of Quality SequenceHouse of Quality Sequence
Des
ign
ch
arac
teri
stic
s
Specific components
House 2
Cu
sto
mer
re
qu
irem
ents
Design characteristics
House 1
Sp
ecif
ic
com
po
nen
ts
Production process
House 3 P
rod
uct
ion
p
roce
ss
Quality plan
House 4
Figure 5.4Figure 5.4
Deploying resources through the Deploying resources through the organization in response to organization in response to customer requirementscustomer requirements
© 2008 Prentice Hall, Inc. 5 – 36
QFD SourcesQFD SourcesQFD Institute (http://www.qfdi.org) Institute (http://www.qfdi.org)
Glenn Glenn Mazur
(http://www(http://www.m.mazurazur.net.net))
International International Council for QFD for QFD (ICQFD) (ICQFD) (http://(http://www.www.icqfd.org)icqfd.org)
Akao Prize ( Prize (http://qfdi.org/akaoprize.htm))
Isixsigma (Isixsigma (http://www.isixsigma.com))
© 2008 Prentice Hall, Inc. 5 – 37
QFD SourcesQFD Sources
DRM Associates DRM Associates
((http://www.npd-solutions.com))
QFD at Univ. of SheffieldQFD at Univ. of Sheffield
http://www.hit.ac.il/staff/frumy/QFD_Sheffield.htmQFD2000
© 2008 Prentice Hall, Inc. 5 – 38
QFD SoftwareQFD Software
QFD/CAPTURE by QFD/CAPTURE by QFD Capture
QFD2000 (QFD2000 (http://www.qfd2000.co.uk))
© 2008 Prentice Hall, Inc. 5 – 39
Quality Function Quality Function DeploymentDeployment
The 19th International & 25th N. American
Symposium on QFD
2013 September 6–72013 September 6–7
Santa Fe, New Mexico USASanta Fe, New Mexico USA
© 2008 Prentice Hall, Inc. 5 – 40
Quality Function Quality Function DeploymentDeployment
PLEASE REFER TO SLIDE SET PLEASE REFER TO SLIDE SET
TITLED TITLED
‘‘QUALITY FUNCTION DEPLOYMENT (QFD)’QUALITY FUNCTION DEPLOYMENT (QFD)’
AVAILABLE AT THE COURSE PAGEAVAILABLE AT THE COURSE PAGE
(We will come back to this slide set after we take (We will come back to this slide set after we take an in-depth look at QFD)an in-depth look at QFD)
© 2008 Prentice Hall, Inc. 5 – 41©
Organizing for Product Organizing for Product DevelopmentDevelopment
Historically – distinct departmentsHistorically – distinct departments Duties and responsibilities are Duties and responsibilities are
defineddefined Difficult to foster forward thinkingDifficult to foster forward thinking
A ChampionA Champion Product manager drives the product Product manager drives the product
through the product development through the product development system and related organizations system and related organizations
© 2008 Prentice Hall, Inc. 5 – 42©
Organizing for Product Organizing for Product DevelopmentDevelopment
Team approachTeam approach Cross functional – representatives Cross functional – representatives
from all disciplines or functionsfrom all disciplines or functions
Product development teams, design Product development teams, design for manufacturability teams, value for manufacturability teams, value engineering teamsengineering teams
Japanese “whole organization” Japanese “whole organization” approachapproach No organizational divisionsNo organizational divisions
© 2008 Prentice Hall, Inc. 5 – 43
Manufacturability andManufacturability and Value Engineering Value Engineering
Benefits:Benefits:
1.1. Reduced complexity of productsReduced complexity of products
2.2. Additional standardization of productsAdditional standardization of products
3.3. Improved functional aspects of productImproved functional aspects of product
4.4. Improved job design and job safetyImproved job design and job safety
5.5. Improved maintainability (serviceability) Improved maintainability (serviceability) of the productof the product
6.6. Robust designRobust design
© 2008 Prentice Hall, Inc. 5 – 44
Cost Reduction of a Bracket Cost Reduction of a Bracket via Value Engineeringvia Value Engineering
Figure 5.5Figure 5.5
© 2008 Prentice Hall, Inc. 5 – 45
Issues for Product Issues for Product DevelopmentDevelopment
Robust designRobust design
Modular designModular design
Computer-aided design (CAD)Computer-aided design (CAD)
Computer-aided manufacturing (CAM)Computer-aided manufacturing (CAM)
Virtual reality technologyVirtual reality technology
Value analysisValue analysis
Environmentally friendly designEnvironmentally friendly design
© 2008 Prentice Hall, Inc. 5 – 46
Robust DesignRobust Design
Product is designed so that small Product is designed so that small variations in production or variations in production or assembly do not adversely affect assembly do not adversely affect the productthe product
Typically results in lower cost and Typically results in lower cost and higher qualityhigher quality
© 2008 Prentice Hall, Inc. 5 – 47
Modular DesignModular Design
Products designed in easily Products designed in easily segmented componentssegmented components
Adds flexibility to both production Adds flexibility to both production and marketingand marketing
Improved ability to satisfy customer Improved ability to satisfy customer requirementsrequirements
© 2008 Prentice Hall, Inc. 5 – 48
Using computers to Using computers to design products and design products and prepare engineering prepare engineering documentationdocumentation
Shorter development Shorter development cycles, improved cycles, improved accuracy, lower costaccuracy, lower cost
Information and Information and designs can be designs can be deployed worldwidedeployed worldwide
Computer Aided Design Computer Aided Design (CAD)(CAD)
© 2008 Prentice Hall, Inc. 5 – 49
Design for Manufacturing and Assembly Design for Manufacturing and Assembly (DFMA)(DFMA) Solve manufacturing problems during the Solve manufacturing problems during the
design stagedesign stage
3-D Object Modeling3-D Object Modeling Small prototype Small prototype
developmentdevelopment
CAD through the CAD through the internetinternet
International data International data exchange through STEPexchange through STEP
Extensions of CADExtensions of CAD
© 2008 Prentice Hall, Inc. 5 – 50
Computer-Aided Computer-Aided Manufacturing (CAM)Manufacturing (CAM)
Utilizing specialized computers Utilizing specialized computers and program to control and program to control manufacturing equipmentmanufacturing equipment
Often driven by the CAD system Often driven by the CAD system (CAD/CAM)(CAD/CAM)
© 2008 Prentice Hall, Inc. 5 – 51
1.1. Product qualityProduct quality
2.2. Shorter design timeShorter design time
3.3. Production cost reductionsProduction cost reductions
4.4. Database availabilityDatabase availability
5.5. New range of capabilitiesNew range of capabilities
Benefits of CAD/CAMBenefits of CAD/CAM
© 2008 Prentice Hall, Inc. 5 – 52
Goals for Ethical and Goals for Ethical and Environmentally Friendly Environmentally Friendly
DesignsDesigns
1.1. Develop safe and more environmentally Develop safe and more environmentally sound productssound products
2.2. Minimize waste of raw materials and energyMinimize waste of raw materials and energy
3.3. Reduce environmental liabilitiesReduce environmental liabilities
4.4. Increase cost-effectiveness of complying Increase cost-effectiveness of complying with environmental regulationswith environmental regulations
5.5. Be recognized as a good corporate citizenBe recognized as a good corporate citizen
© 2008 Prentice Hall, Inc. 5 – 53
Service DesignService Design Service typically includes direct Service typically includes direct
interaction with the customerinteraction with the customer Increased opportunity for customizationIncreased opportunity for customization
Reduced productivityReduced productivity
Cost and quality are still determined at Cost and quality are still determined at the design stagethe design stage Delay customizationDelay customization as late in the as late in the
process as possibleprocess as possible
ModularizationModularization (health insurance (health insurance packages, ISP services)packages, ISP services)
Reduce customer interaction, often Reduce customer interaction, often through automationthrough automation (ATM’s, e-ticket) (ATM’s, e-ticket)
© 2008 Prentice Hall, Inc. 5 – 54
Service typically includes direct Service typically includes direct interaction with the customerinteraction with the customer Increased opportunity for customizationIncreased opportunity for customization
Reduced productivityReduced productivity
Cost and quality are still determined at Cost and quality are still determined at the design stagethe design stage Delay customizationDelay customization
ModularizationModularization
Reduce customer interaction, often Reduce customer interaction, often through automationthrough automation
(c) Customer participation in design and delivery such as counseling, college education, financial management of personal affairs, or interior decorating
Service DesignService Design
Figure 5.12
(a) Customer participation in design such as pre-arranged funeral services or cosmetic surgery
(b) Customer participation in (b) Customer participation in delivery such as stress test for delivery such as stress test for cardiac exam or delivery of a cardiac exam or delivery of a babybaby
© 2008 Prentice Hall, Inc. 5 – 55
Moments of TruthMoments of Truth
““Kritik an” or “zurnanın zırt dediği an”Kritik an” or “zurnanın zırt dediği an”
Concept created by Jan Carlzon of Concept created by Jan Carlzon of Scandinavian AirwaysScandinavian Airways
Critical moments between the Critical moments between the customer and the organization that customer and the organization that determine customer satisfactiondetermine customer satisfaction
There may be many of these momentsThere may be many of these moments
These are opportunities to gain or These are opportunities to gain or lose businesslose business
© 2008 Prentice Hall, Inc. 5 – 56
The technician was sincerely concerned and apologetic about my problem
He asked intelligent questions that allowed me to feel confident in his abilities
The technician offered various times to have work done to suit my schedule
Ways to avoid future problems were suggested
Experience Enhancers
Only one local number needs to be dialed
I never get a busy signal
I get a human being to answer my call quickly and he or she is pleasant and responsive to my problem
A timely resolution to my problem is offered
The technician is able to explain to me what I can expect to happen next
Standard Expectations
Moments-of-Truth Moments-of-Truth Computer Company HotlineComputer Company Hotline
I had to call more than once to get through
A recording spoke to me rather than a person
While on hold, I get silence,and wonder if I am disconnected
The technician sounded like he was reading a form of routine questions
The technician sounded uninterested
I felt the technician rushed me
Experience Detractors
Figure 5.13Figure 5.13
© 2008 Prentice Hall, Inc. 5 – 57
Documents for ServicesDocuments for Services
High levels of customer High levels of customer interaction necessitates different interaction necessitates different documentationdocumentation
Often explicit job instructions for Often explicit job instructions for moments-of-truthmoments-of-truth
Scripts and storyboards are Scripts and storyboards are other techniquesother techniques
© 2008 Prentice Hall, Inc. 5 – 58
SERVICE BLUEPRINTING & FAILSAFING
© 2008 Prentice Hall, Inc. 5 – 59
SERVICE BLUEPRINTING & FAILSAFING
© 2008 Prentice Hall, Inc. 5 – 60
YOU ARE NOT RESPONSIBLE YOU ARE NOT RESPONSIBLE FOR THE SUBSEQUENT FOR THE SUBSEQUENT
MATERIAL MATERIAL
© 2008 Prentice Hall, Inc. 5 – 61
Virtual Reality TechnologyVirtual Reality Technology
Computer technology used to Computer technology used to develop an interactive, 3-D model of develop an interactive, 3-D model of a product from the basic CAD dataa product from the basic CAD data
Allows people to ‘see’ the finished Allows people to ‘see’ the finished design before a physical model is design before a physical model is builtbuilt
Very effective in large-scale designs Very effective in large-scale designs such as plant layoutsuch as plant layout
© 2008 Prentice Hall, Inc. 5 – 62
Value AnalysisValue Analysis
Focuses on design improvement Focuses on design improvement during productionduring production
Seeks improvements leading either Seeks improvements leading either to a better product or a product to a better product or a product which can be produced more which can be produced more economicallyeconomically
© 2008 Prentice Hall, Inc. 5 – 63
Ethics and Environmentally Ethics and Environmentally Friendly DesignsFriendly Designs
It is possible to enhance productivity, It is possible to enhance productivity, drive down costs, and preserve drive down costs, and preserve resourcesresources
Effective at any stage of the product life cycleEffective at any stage of the product life cycle
DesignDesign
ProductionProduction
DestructionDestruction
© 2008 Prentice Hall, Inc. 5 – 64
The Ethical ApproachThe Ethical Approach
View product design from a View product design from a systems perspectivesystems perspective Inputs, processes, outputsInputs, processes, outputs
Costs to the firm/costs to Costs to the firm/costs to societysociety
Consider the entire life cycle of Consider the entire life cycle of the productthe product
© 2008 Prentice Hall, Inc. 5 – 65
Guidelines for Environmentally Guidelines for Environmentally Friendly DesignsFriendly Designs
1.1. Make products recyclableMake products recyclable
2.2. Use recycled materialsUse recycled materials
3.3. Use less harmful ingredientsUse less harmful ingredients
4.4. Use lighter componentsUse lighter components
5.5. Use less energyUse less energy
6.6. Use less materialUse less material
© 2008 Prentice Hall, Inc. 5 – 66
Defining The ProductDefining The Product
First definition is in terms of First definition is in terms of functionsfunctions
Rigorous specifications are Rigorous specifications are developed during the design phasedeveloped during the design phase
Manufactured products will have an Manufactured products will have an engineering drawingengineering drawing
Bill of material (BOM) lists the Bill of material (BOM) lists the components of a productcomponents of a product
© 2008 Prentice Hall, Inc. 5 – 67
Engineering drawingEngineering drawing
Shows dimensions, tolerances, and Shows dimensions, tolerances, and materialsmaterials
Shows codes for Group TechnologyShows codes for Group Technology
Bill of Material Bill of Material
Lists components, quantities and Lists components, quantities and where usedwhere used
Shows product structureShows product structure
Product DocumentsProduct Documents
© 2008 Prentice Hall, Inc. 5 – 68
Engineering DrawingsEngineering Drawings
Figure 5.8Figure 5.8
© 2008 Prentice Hall, Inc. 5 – 69
Bills of MaterialBills of MaterialBOM for Panel WeldmentBOM for Panel Weldment
NUMBERNUMBER DESCRIPTIONDESCRIPTION QTYQTY
A 60-71A 60-71 PANEL WELDM’TPANEL WELDM’T 11
A 60-7A 60-7 LOWER ROLLER ASSM.LOWER ROLLER ASSM. 11R 60-17R 60-17 ROLLER ROLLER 11R 60-428R 60-428 PIN PIN 11P 60-2P 60-2 LOCKNUT LOCKNUT 11
A 60-72A 60-72 GUIDE ASSM. REARGUIDE ASSM. REAR 11R 60-57-1R 60-57-1 SUPPORT ANGLE SUPPORT ANGLE 11A 60-4A 60-4 ROLLER ASSM. ROLLER ASSM. 1102-50-115002-50-1150 BOLT BOLT 11
A 60-73A 60-73 GUIDE ASSM. FRONTGUIDE ASSM. FRONT 11A 60-74A 60-74 SUPPORT WELDM’T SUPPORT WELDM’T 11R 60-99R 60-99 WEAR PLATE WEAR PLATE 1102-50-115002-50-1150 BOLT BOLT 11 Figure 5.9 (a)Figure 5.9 (a)
© 2008 Prentice Hall, Inc. 5 – 70
Bills of MaterialBills of Material
Hard Rock Hard Rock Cafe’s Hickory Cafe’s Hickory BBQ Bacon BBQ Bacon CheeseburgerCheeseburger
DESCRIPTIONDESCRIPTION QTYQTY
BunBun 11Hamburger pattyHamburger patty 8 oz.8 oz.Cheddar cheeseCheddar cheese 2 slices2 slicesBaconBacon 2 strips2 stripsBBQ onionsBBQ onions 1/2 cup1/2 cupHickory BBQ sauceHickory BBQ sauce 1 oz.1 oz.Burger setBurger set LettuceLettuce 1 leaf1 leaf TomatoTomato 1 slice1 slice Red onionRed onion 4 rings4 rings PicklePickle 1 slice1 sliceFrench friesFrench fries 5 oz.5 oz.Seasoned saltSeasoned salt 1 tsp.1 tsp.11-inch plate11-inch plate 11HRC flagHRC flag 11
Figure 5.9 (b)Figure 5.9 (b)
© 2008 Prentice Hall, Inc. 5 – 71
Parts grouped into families with Parts grouped into families with similar characteristicssimilar characteristics
Coding system describes Coding system describes processing and physical processing and physical characteristicscharacteristics
Part families can be produced Part families can be produced in dedicated manufacturing cellsin dedicated manufacturing cells
Group TechnologyGroup Technology
© 2008 Prentice Hall, Inc. 5 – 72
Group Technology SchemeGroup Technology Scheme
Figure 5.10Figure 5.10
(a) Ungrouped Parts(b) Grouped Cylindrical Parts (families of parts)
Grooved Slotted Threaded Drilled Machined
© 2008 Prentice Hall, Inc. 5 – 73
1.1. Improved designImproved design
2.2. Reduced raw material and purchasesReduced raw material and purchases
3.3. Simplified production planning and Simplified production planning and controlcontrol
4.4. Improved layout, routing, and Improved layout, routing, and machine loadingmachine loading
5.5. Reduced tooling setup time, work-in-Reduced tooling setup time, work-in-process, and production timeprocess, and production time
Group Technology BenefitsGroup Technology Benefits
© 2008 Prentice Hall, Inc. 5 – 74
Documents for ProductionDocuments for Production
Assembly drawingAssembly drawing
Assembly chartAssembly chart
Route sheetRoute sheet
Work orderWork order
Engineering change notices (ECNs)Engineering change notices (ECNs)
© 2008 Prentice Hall, Inc. 5 – 75
Assembly DrawingAssembly Drawing
Shows exploded Shows exploded view of productview of product
Details relative Details relative locations to locations to show how to show how to assemble the assemble the productproduct
Figure 5.11 (a)Figure 5.11 (a)
© 2008 Prentice Hall, Inc. 5 – 76
Assembly ChartAssembly Chart
1
2
3
4
5
6
7
8
9
10
11
R 209 AngleR 209 Angle
R 207 AngleR 207 Angle
Bolts w/nuts (2)Bolts w/nuts (2)
R 209 AngleR 209 Angle
R 207 AngleR 207 Angle
Bolt w/nutBolt w/nut
R 404 RollerR 404 Roller
Lock washerLock washer
Part number tagPart number tag
Box w/packing materialBox w/packing material
Bolts w/nuts (2)Bolts w/nuts (2)
SA1
SA2
A1
A2
A3
A4
A5
LeftLeftbracketbracket
assemblyassembly
RightRightbracketbracket
assemblyassembly
Poka-yoke Poka-yoke inspectioninspection
Figure 5.11 (b)Figure 5.11 (b)
Identifies the point Identifies the point of production of production where components where components flow into flow into subassemblies and subassemblies and ultimately into the ultimately into the final productfinal product
© 2008 Prentice Hall, Inc. 5 – 77
Route SheetRoute Sheet
Lists the operations and times required Lists the operations and times required to produce a componentto produce a component
Setup OperationProcess Machine Operations Time Time/Unit
1 Auto Insert 2 Insert Component 1.5 .4 Set 562 Manual Insert Component .5 2.3
Insert 1 Set 12C3 Wave Solder Solder all 1.5 4.1
components to board
4 Test 4 Circuit integrity .25 .5test 4GY
© 2008 Prentice Hall, Inc. 5 – 78
Work OrderWork Order
Instructions to produce a given quantity Instructions to produce a given quantity of a particular item, usually to a scheduleof a particular item, usually to a schedule
Work Order
Item Quantity Start Date Due Date
Production DeliveryDept Location
157C 125 5/2/08 5/4/08
F32 Dept K11
© 2008 Prentice Hall, Inc. 5 – 79
Engineering Change Notice Engineering Change Notice (ECN)(ECN)
A correction or modification to a A correction or modification to a product’s definition or product’s definition or documentationdocumentation Engineering drawingsEngineering drawings
Bill of materialBill of material
Quite common with long product life cycles, long manufacturing lead times, or
rapidly changing technologies
© 2008 Prentice Hall, Inc. 5 – 80
Configuration ManagementConfiguration Management
The need to manage ECNs has led The need to manage ECNs has led to the development of configuration to the development of configuration management systemsmanagement systems
A product’s planned and changing A product’s planned and changing components are accurately components are accurately identified and control and identified and control and accountability for change are accountability for change are identified and maintainedidentified and maintained
© 2008 Prentice Hall, Inc. 5 – 81
Product Life-Cycle Product Life-Cycle Management (PLM)Management (PLM)
Integrated software that brings Integrated software that brings together most, if not all, elements of together most, if not all, elements of product design and manufactureproduct design and manufacture Product designProduct design
CAD/CAM, DFMACAD/CAM, DFMA
Product routingProduct routing
MaterialsMaterials
AssemblyAssembly
EnvironmentalEnvironmental
© 2008 Prentice Hall, Inc. 5 – 82
Transition to ProductionTransition to Production
Know when to move to productionKnow when to move to production Product development can be viewed as Product development can be viewed as
evolutionary and never completeevolutionary and never complete
Product must move from design to Product must move from design to production in a timely mannerproduction in a timely manner
Most products have a trial production Most products have a trial production period to insure producibilityperiod to insure producibility Develop tooling, quality control, trainingDevelop tooling, quality control, training
Ensures successful productionEnsures successful production
© 2008 Prentice Hall, Inc. 5 – 83
Transition to ProductionTransition to Production
Responsibility must also transition as the Responsibility must also transition as the product moves through its life cycleproduct moves through its life cycle Line management takes over from designLine management takes over from design
Three common approaches to managing Three common approaches to managing transitiontransition Project managersProject managers
Product development teamsProduct development teams
Integrate product development and Integrate product development and manufacturing organizationsmanufacturing organizations