Product Design and Process Selection Manufacturing Operations.
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Transcript of Product Design and Process Selection Manufacturing Operations.
![Page 1: Product Design and Process Selection Manufacturing Operations.](https://reader035.fdocuments.net/reader035/viewer/2022062304/56649d6f5503460f94a5083c/html5/thumbnails/1.jpg)
Product Design and Process Selection
Manufacturing Operations
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MTSU 2
Product Design and Development
Sources Developing New Products Getting Them to Market Improving Current Products Design Considerations
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MTSU 3
Possible Sources ofProduct Innovation
Customers Managers Marketing Operations Engineering Research and Development (R&D)
• Basic research• Applied research
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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
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MTSU 58
A Model for Developing New ProductsIdeas
Market requirements
Functional specifications
Product specifications
Design review
Test market
Introduction
Success?
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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
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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
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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
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MTSU 9
DYNAMICS OF DIFFERENTIATION
UNKNOWN
DIFFERENTIATED
COMMODITY
DR
IVE
TO
BE
TH
E SU
PP
LIE
R O
F CH
OIC
E
MA
RK
ET
FO
RC
ES
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MTSU 10
DYNAMICS OF DIFFERENTIATION
UNKNOWN
DIFFERENTIATED
COMMODITY
DR
IVE
TO
BE
TH
E SU
PP
LIE
R O
F CH
OIC
E
MA
RK
ET
FO
RC
ES
Air Bags
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MTSU 11
DYNAMICS OF DIFFERENTIATION
UNKNOWN
DIFFERENTIATED
COMMODITY
DR
IVE
TO
BE
TH
E SU
PP
LIE
R O
F CH
OIC
EM
AR
KE
T F
OR
CE
S
Passenger-Side Air Bags
Air Bags
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MTSU 12
DYNAMICS OF DIFFERENTIATION
UNKNOWN
DIFFERENTIATED
COMMODITY
DR
IVE
TO
BE
TH
E SU
PP
LIE
R O
F CH
OIC
EM
AR
KE
T F
OR
CE
S
Side Impact Air Bags
Passenger-Side Air Bags
AirBags
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MTSU 13
DYNAMICS OF DIFFERENTIATION
UNKNOWN
DIFFERENTIATED
COMMODITY
DR
IVE
TO
BE
TH
E SU
PP
LIE
R O
F CH
OIC
E
MA
RK
ET
FO
RC
ES
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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
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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
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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
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MTSU 17
Some Methods of Improving the Design of Existing Products
Value Analysis/Value Engineering Continuous Improvement Failure Analysis
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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
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Process Planningand Design
What Process Technology Is the Correct Technology?
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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
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MTSU 21
Some Basic Types of Process Technology Alternatives
Product-Focused Process-Focused Group Technology/Cellular
Manufacturing
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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
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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
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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
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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
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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
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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
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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
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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
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MTSU 30
Preparing for Production
Assembly drawing Assembly (Gozinto) chart Route/Process sheet Process flow charts Job instructions Standards manuals Engineering change notice
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MTSU 31