Product Design and Process Selection

Manufacturing Operations

MTSU 2

Product Design and Development

Sources Developing New Products Getting Them to Market Improving Current Products Design Considerations

MTSU 3

Possible Sources ofProduct Innovation

Customers Managers Marketing Operations Engineering Research and Development (R&D)

• Basic research• Applied research

MTSU 4

A Model for DevelopingNew Products

Technical and Economic Feasibility Studies

Prototype Design Market Sensing and Evaluation Economic Evaluation of the

Product Design Production Design

MTSU 58

A Model for Developing New ProductsIdeas

Market requirements

Functional specifications

Product specifications

Design review

Test market

Introduction

Success?

MTSU 68

A Model for Developing New ProductsIdeas

Market requirements

Functional specifications

Product specifications

Design review

Test market

Introduction

Success?

0: Understand / Observe0: Understand / Observe 1: Visualize / Realize1: Visualize / Realize 2: Evaluate / Refine2: Evaluate / Refine

3: Implement / Detailed Engrg3: Implement / Detailed Engrg

4: Implement / Mfg. Liaison4: Implement / Mfg. Liaison

MTSU 7

Getting Them to Market Quickly

Speed Creates Competitive Advantages Speed Saves Money Tools To Improve Speed

• Autonomous design and development teams

• Computer-aided design/computer-aided manufacturing (CAD/CAM)

Design Procedures To Improve Speed• Simultaneous (Concurrent) Engineering

MTSU 8

Product Design:American and Japanese Philosophies Compared

Research, Development, and Manufacturing Process Design

Research, Development, and Manufacturing Process Design

ManufacturingManufacturing ProductProduct

American

Japanese

ResearchResearch

ProductProductManufacturingManufacturing

ManufacturingProcessDesign

ManufacturingProcessDesign

DevelopmentDevelopment

http://www.ecrc.uofs.edu/ce.html

MTSU 9

DYNAMICS OF DIFFERENTIATION

UNKNOWN

DIFFERENTIATED

COMMODITY

DR

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TO

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TH

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PP

LIE

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MTSU 10

DYNAMICS OF DIFFERENTIATION

UNKNOWN

DIFFERENTIATED

COMMODITY

DR

IVE

TO

BE

TH

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PP

LIE

R O

F CH

OIC

E

MA

RK

ET

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Air Bags

MTSU 11

DYNAMICS OF DIFFERENTIATION

UNKNOWN

DIFFERENTIATED

COMMODITY

DR

IVE

TO

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TH

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PP

LIE

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F CH

OIC

EM

AR

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OR

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Passenger-Side Air Bags

Air Bags

MTSU 12

DYNAMICS OF DIFFERENTIATION

UNKNOWN

DIFFERENTIATED

COMMODITY

DR

IVE

TO

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TH

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PP

LIE

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EM

AR

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Side Impact Air Bags

Passenger-Side Air Bags

AirBags

MTSU 13

DYNAMICS OF DIFFERENTIATION

UNKNOWN

DIFFERENTIATED

COMMODITY

DR

IVE

TO

BE

TH

E SU

PP

LIE

R O

F CH

OIC

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MA

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MTSU 14

Building theHouse of Quality (1 of 2)

1. Identify customer requirements

2. Identify technical requirements

3. Relate the customer requirements to the technical requirements

4. Conduct an evaluation of competing products

MTSU 15

Building theHouse of Quality (2 of 2)

5. Evaluate technical requirements and develop targets

6 Determine which technical requirements to deploy to the remainder of the production process

16

House of Quality

Technical requirements

Voice of the customer

Relationship matrix

Technical requirement priorities

Customerrequirement priorities

Competitive evaluation

Interrelationships

http://dfca.larc.nasa.gov/dfc/qfd.html

MTSU 17

Some Methods of Improving the Design of Existing Products

Value Analysis/Value Engineering Continuous Improvement Failure Analysis

MTSU 18

Considerations During the Product Design Phase

Ease of Production (Manufacturability)• Specifications - A communication link between the

designer and the operations personnel• Tolerances - Minimum and maximum limits on a

dimension that allows the item to function as designed

• Standardization - Reduce variety among a group of products or parts

• Simplification - Reduce or eliminate the complexity of a part or product

Quality

Process Planningand Design

What Process Technology Is the Correct Technology?

MTSU 20

Major Factors to be Considered

Nature of demand• volume• variability

Type and degree of flexibility required by the market

Degree of vertical integration Degree of automation Quality

MTSU 21

Some Basic Types of Process Technology Alternatives

Product-Focused Process-Focused Group Technology/Cellular

Manufacturing

MTSU 22

Product-Focused Process Technology (Production Line)

Processes (Transformations) are arranged based on the sequence of operations required to produce a product

Two general forms• Discrete unit• Process (Continuous)

Examples

MTSU 23

Process-Focused Process Technology (Job Shop)

Processes (Transformations) are arranged based on the type of process, i.e., like processes are grouped together

Products (Jobs) move from department (process group) to department based on that particular job’s processing requirements

Examples

MTSU 24

Group Technology/CellsProcess Technology

Group technology forms parts with similar processing requirements into families or groups

A cell is an arrangement of the processes required to make the parts that make up the group

MTSU 25

Group Technology/Cells (continued)

Advantages (relative to a job shop)• Process changeovers simplified• Variability of tasks reduced• More direct routes through the system• Quality control is improved• Production planning and control simpler• Automation simpler

MTSU 26

Group Technology/Cells (continued)

Disadvantages• Duplication of equipment• Under-utilization of facilities• Processing of items that do not fit into a

family may be inefficient

MTSU 27

Product life cyclestage

Low volume-lowstandardization

Multipleproducts,

low volume

Few majorproducts,

higher volume

High volume-high

standardizationProcess life cycle

stage

Jumbled flow(job shop)

Disconnected flow(batch)

Connected line flow(assembly line)

Continuous flow

Poor Strategy(High variable

costs)

Product-Process Matrix

Poor Strategy(Fixed costs and cost

changing to other products are high)

Good Match

MTSU 28

Factors to Consider When Selecting Among Processing Alternatives

Batch Size and Product Variety Capital Requirements Economic Analysis

• Cost functions of alternatives• Operating leverage - relationship between

a firm’s annual costs and its annual sales• Break-even analysis• Financial analysis

MTSU 29

Defining and Documentingthe Product

Engineering drawings Bills of material (BOM) Computer-aided design (CAD)

• Product quality• Shorter design time• Production cost reductions• Database availability• New range of capabilities

MTSU 30

Preparing for Production

Assembly drawing Assembly (Gozinto) chart Route/Process sheet Process flow charts Job instructions Standards manuals Engineering change notice

Page 227

MTSU 31