session changed)

8/2/2019 Session Changed)

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Session 3

Product Design

OBJECTIVES

Product Development

Process

Economic Analysis ofDevelopment Projects

Designing for the Customer

Design for

Manufacturability

Measuring ProductDevelopment Performance


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Regal Marine

Global market

3-dimensional CAD system

Reduced product development timeReduced problems with tooling

Reduced problems in production

Assembly line production JIT


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The good or service the organization

provides society

Top organizations typically focus on

core products

Customers buy satisfaction, not just a

physical good or particular service

Fundamental to an organization's

strategy with implications throughout

the operations function

Product Decision


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Product Strategy Options

DifferentiationDifferentiationShouldice HospitalShouldice Hospital

Low costLow cost

Taco BellTaco Bell Rapid responseRapid response

ToyotaToyota


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Product Life Cycles

Negativecash flow

IntroductionIntroduction GrowthGrowth MaturityMaturity DeclineDecline

Sales,cost,andcas

hflow

Sales,cost,andcas

hflow Cost of development and productionCost of development and production

CashCashflowflow

Net revenue (profit)Net revenue (profit)

Sales revenueSales revenue

LossLoss

Figure 5.1Figure 5.1


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Scope of

productdevelopment

team

Product Development

System

Scope fordesign and

engineeringteams

Evaluation

Introduction

Test Market

Functional Specifications

Design Review

Product Specifications

Customer Requirements

Ability

Ideas


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Perceptual Maps Visual comparison of

customer perceptions

Benchmarking Comparing product/service

against best-in-class

Reverse engineering

Dismantling competitors product to improveyour own product

Idea Generation Sources

(cont.)


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8Typical Phases of ProductDevelopment

Phase 0 Planning --- Input: Corp. Strat,Tech Dev, Mkt. Obj;

Output: Target Mkt, Bus goals,

assumptions & constraints

Phase 1 - Concept Development --- Des.Of Form, functions & features of the pdt.

Phase 2 - System-Level design --- Def ofthe pdt architecture + decomposition ofthe pdt into subsystem & components +Final Assembly


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Phase 3 - Design Detail --- complete Spec.

of geometry, materials, tolerances &identification of all the std. pdts to bepurchased from the suppliers.

Phase 4 - Testing and Refinement ---Prototypes are built + tested for theperformance & satisfaction of cust needs

Phase 5 - Production Ramp-up --- Pdts aresometimes supplied to preferred cust. Foridentification of flaws if any.


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Pdt Dev Processes - Types

1. Generic (Mkt Pull) E.G. Sprots Items,

Furniture

2. Tech Push: Elect. Cables, TV Tube Mfg.

3. Platform Pdts Cameras, Operating Systems

4. Process Intensive Chemicals, paper Ind.

5. Custmised Pdts Watches, Subros making AC

for Maruti;

6. High Risk Pdts- PCs, mobiles.7. Quick Build Products Softwares

8. Complex System Airplanes , Locomotive

Engines units


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Economic Analysis ofProject Development Costs Using measurable factors to help

determine: Operational design and development

decisions Go/no-go milestones

Building a Base-Case FinancialModel

A financial model consisting of majorcash flows

Sensitivity Analysis for what ifquestions


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12Designing for theCustomer

Quality FunctionDeployment

Value Analysis/

Value Engineering

Ideal

Customer

Product

House ofQuality

Quality Function DeploymentInter functional teams from marketing, designengineering, and manufacturingVoice of the customer

House of Quality

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Designing for the Customer:

Customer

Requirements

Importanceto

Cust.

Lightweight

Easy to use

Reliable

Easy to hold steady

Colour Correction

Importance weighting

Engineering

Characteristi

cs

LowElect.Req

AutoFocus

AutoExposure

Ergonomics

Design

22 9 27 27 32 25

3

4

5

2

1

5

5

5

5

Correlation:Strong positive

PositiveNegativeStrong negative

X*

Competitive evaluationX = UsA = Comp. AB = Comp. B(5 is best)

1 2 3 4 5

X AB

X AB

XAB

A X B

X A B

Relationships:

Strong = 5Medium = 3

Small = 1Target values

0.5A

2toInfinity

2circuits

Failure1per10000

Technical evaluation

(5 is best)

54321

B

A

X

BAX B

A

X

B

X

A

BXABAX

Al.Comp.

PaintPallet

Panelranking

75%

13

Customer

requirementsinformation

forms the

basis for this

matrix, used

to translatethem into

operating or

engineering

goals.

Customer

requirementsinformation

forms the

basis for this

matrix, used

to translate

them into

operating or

engineering

goals.

1 1

13

33 3

5

5

3333

5

5

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Tools for efficient product

development:Quality Function

Deployment

7. Technical assessment &target values

1. Customerrequirements

4. Relationshipmatrix

3. Productcharacteristics

2. Importance

6. Benchmarks

5. TradeoffsHouse of Quality

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Designing for the Customer:Value Analysis

Can we do without it? Does it do more than is required? Does it cost more than it is worth? Can something else do a better job? Can it be made by

a less costly method?

with less costly tooling?

with less costly material?

Can it be made cheaper, better, or faster by someone else?

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Tools for Efficient Product

Development:Value Engineering

Value engineering

Refers to a set of activities undertaken to investigate

the design of components in a product development

process Strictly from a cost value perspective

To alert the product development team to alternatives

that

could either bring down the cost or increase the value

By improving on the functionalities and performance

without increasing the cost

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Cost Reduction of aBracket through Value

Engineering

Figure 5.5Figure 5.5

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Value EngineeringAgenda for brainstorming

Can we eliminate certain features from the design?

Are there instances of over-design in certain components

increasing the cost? If so, how can rationalise these aspects?

Are there certain features of design that cost more than what

it is worth? Is it possible to replace the proposed method of manufacture

with a less costly one?

Is it possible for someone else (suppliers) to produce certain

components cheaper, faster and better? Can we eliminate parts and replace them with more universal

parts?

Are there opportunities for cost cutting by development of

import substitution methods?

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19Design forManufacturability

1. Traditional Approach

We design it, you build it or Over the

wall

2. Concurrent Engineering

Lets work together simultaneously

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Organisation for Product

Development Process:

Traditional Approach

Marketing Design Planning Procurement Production Finance

Customers Suppliers

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Organisation for Product

Development Process:

Concurrent Engineering

Mar

ket

ing

Design

Planning Procurement

Production

Financ

e

Custo

mers

Suppliers

Concurrent Engineering

Team Structure

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Design for Manufacturingand Assembly Greatest improvements related to DFMA arise

from simplification of the product byreducing the number of separate parts:

1. During the operation of the product, does thepart move relative to all other parts alreadyassembled?

2. Must the part be of a different material or beisolated from other parts already assembled?

3. Must the part be separate from all other partsto allow the disassembly of the product foradjustment or maintenance?

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DFM GuidelinesAddresses three major areas

Variety Reduction

Minimize the number of

parts

Minimize sub-assemblies

Avoid separate fasteners Use standard parts when

possible

Design parts for multi-use

Develop a modular design

Use repeatable &

understood processes

Operational Convenience

Simplify operations

Eliminate adjustments

Avoid tools

Design for minimumhandling

Design for top-down

assembly

Design for efficient &

adequate testing

Cost Reduction Analyze failures

Rigorously assessvalue

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Simplification reducing number of parts, assemblies, or options in a

product

Standardization

using commonly available and interchangeable parts Modularity

combining standardized building blocks, or modules, tocreate unique finished products

Production Design

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Design SimplificationDesign Simplification

(b) Revised design(b) Revised design

One-piece base &One-piece base &

elimination ofelimination of

fastenersfasteners

(c) Final design(c) Final design

Design forDesign for

push-and-snappush-and-snap

assemblyassembly

(a) Original design(a) Original design

Assembly usingAssembly using

common fastenerscommon fasteners

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Tools for Efficient Product

Development:

Mass Customisation methods Standardisation leads to variety

reduction

uses commonly available parts

reduces costs & inventory

Modular design

combines standardized building

blocks/modules into unique products

Product Platforms

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Measuring Product DevelopmentPerformanceMeasures

Freq. Of new products introducedTime to market introductionNumber stated and number completed

Actual versus planPercentage of sales from new products

Freq. Of new products introducedTime to market introductionNumber stated and number completed

Actual versus planPercentage of sales from new products

Time-to-marketTime-to-market

ProductivityProductivity

QualityQuality

Engineering hours per project

Cost of materials and tooling per projectActual versus plan

Engineering hours per projectCost of materials and tooling per projectActual versus plan

Conformance-reliability in useDesign-performance and customer satisfaction

Yield-factory and field

Conformance-reliability in useDesign-performance and customer satisfaction

Yield-factory and field

PerformanceDimension

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