Post on 23-Dec-2015
ISAT 211 Mod 3-1 1997 M. Zarrugh
ISAT 211: Module 3 Product Design and Product Development ProcessThe learning objectives of Module 3 are to
– Define and contrast “product design” and “product development”
– List and briefly describe the three types of product design– Cite types of product development processes and state
examples for each type– Describe the stages of product development and tasks and
responsibilities of various functional groups– Distinguish functional from project from matrix organization
of product development groups and state the pros and cons of each organization type
– Identify methods for facilitating integration of design with manufacturing.
ISAT 211 Mod 3-2 1997 M. Zarrugh
Product Design & Development:DefinitionsProduct Design: An iterative decision-making
process which generates detailed plans of how raw materials and purchased items are to be transformed into useful products.
Product DesignDecisions
IdeasMethods
Detailed plansof useful products
Product Development: A sequence of activities by which products are selected, designed and prepared for full production. Product design is a stage of product development.
ISAT 211 Mod 3-3 1997 M. Zarrugh
Types of Product Design Functional Design:
The process of developing a working prototype of a product from the specifications and functional requirements without regard to appearance. (Reliability and Maintainability)
Industrial (Form) Design: Focuses on aesthetics (looks) and ease of use. Few companies have consistently offered aesthetically pleasing and user-friendly products: HP, Sony, Honda, and Play School.
Design for Manufacturing: The key design stage for preparing a complete and detailed definition for a product: how it will be manufactured and how it will be used.
ISAT 211 Mod 3-4 1997 M. Zarrugh
Successful Product Selection andProduct DevelopmentProducts are selected and development is managed
as a tradeoff between:– Product performance and quality
How well does a product fit its intended use (customer’s requirements or expectations)?
– Development speed How quickly does a new product reach the market?
– Product cost How much is the manufacturing cost and is the total cost?
– Development program expense How much will be spent on development?
ISAT 211 Mod 3-5 1997 M. Zarrugh
Key Players in Product DevelopmentMarketing/SalesProduct DesignManufacturing
Customermarket system
MarketingNeeds Product
design (R&D)
Product specification
ProcessPlanning
Manufacturing(Production)
Finaldesign “file”
SalesOrders Production
PlanningTotal demand
for product
Processplans
Productionplans
ISAT 211 Mod 3-6 1997 M. Zarrugh
The Challenges ofProduct Development
Recognizing and managing trade-offs to assure success.
Constant change in markets, customer preferences and competitive climate.
Complexity of product and process details and their impact on cost.
Constant sense of urgency which requires quick decisions usually without complete information.
ISAT 211 Mod 3-7 1997 M. Zarrugh
Product Development Process:From a Product Project Prospective
CustomerNeed Recognition
Concept Development
(Requirements and Development Plan
specification)
System-Level Design(Prepare layout of the entiresystem without detailing of
parts or subsystems)
Detail Design(Produce product definition
documents needed toproduce and use product)
Prototyping and Com-mercialization
(Proof of concept andmanufacturing process)
ISAT 211 Mod 3-8 1997 M. Zarrugh
Product Development Process:From a Designer Tasks Prospective
DefineProblem
DevelopAlternatives
AnalyzeAlternatives
Prepare“File”
ISAT 211 Mod 3-10 1997 M. Zarrugh
Decode these!
NaCl NaCl
c c c c c c c
Wear
Thermal
Knee
light
T
O
U
C
H
0
B.S
M.S.
Ph.D.
ISAT 211 Mod 3-11 1997 M. Zarrugh
Those 9 dots. Connect the 9 dots with
four straight lines. Do not lift your stylus. You may cross a line but not retrace it.
Now connect the dots with two straight lines.
Now connect them with one.
ISAT 211 Mod 3-12 1997 M. Zarrugh
Concept Development(Product and Development Plan Specification) Identify customer's needs Establish target specifications Analyze competitive products (benchmarking) Generate product concept alternatives Analyze alternatives and select the concept that best
meets requirements Analyze economic feasibility Refine and finalize product specification Plan the development project
ISAT 211 Mod 3-13 1997 M. Zarrugh
Product Development:Organization Models Product development groups
are organized– by function or – by project.
In a functional organization, people are grouped by similarity in education, training or expertise (groups like engineering, marketing, manufacturing).
Engin’gManager
MarketingManager
MFGManager
GeneralManager
ISAT 211 Mod 3-14 1997 M. Zarrugh
Product Development:Organization Models In a project organization,
individuals apply their expertise to specific projects or product lines regardless of their functional background.
ProjectManager
ProjectManager
ProjectManager
GeneralManager
Matrix organization is a hybrid of functional and project organizations.
FunctionalCoordinator
FunctionalCoordinator
ISAT 211 Mod 3-15 1997 M. Zarrugh
Improving the Product Development Process: Linking Design and Manufacturing
Establishing multifunctional product teams
Design for Manufacturing (DFM) and Design for Assembly (DFA)
Design for the environment (DFE): green products
Consider cost implications early in the design cycle
Concurrent Engineering (CE)
ISAT 211 Mod 3-16 1997 M. Zarrugh
Design For Manufacturing (DFM) andDesign For Assembly (DFA)The object of DFM/DFA process is to generate a
product definition (form, fit and structure) consistent with minimum cost.
DFM/DFA is iterative and requires cross-functional teams so that form, function, cost and process are considered and optimized simultaneously.
Reduced manufacturing cost is the primary consideration in DFM/DFA.
Many rules have evolved to guide DFM/DFA.
ISAT 211 Mod 3-17 1997 M. Zarrugh
Guidelines for DFM/DFA Reduce and simplify manufacturing process and assembly
steps Avoid unnecessarily tight tolerances or smooth surface
finish Reduce part count Use modular or standardized components Minimize use of fasteners, such as screws Use snap-fit fastening action Assemble parts in the open and in a downward direction
(work with gravity)
ISAT 211 Mod 3-18 1997 M. Zarrugh
Design for the Environment (DFE)Reuse materials to remake the same product:
– paper, glass, aluminum cans, cartons, etc.Design new products from recycled materials:
– lawn furniture, paving material, cellulose insulation, etc.Use recyclable components and materials:
– avoid disposable (lighters or paper plates)Design product for ease of repair and disassembly
for salvage of key components.Design products that minimize energy use.
ISAT 211 Mod 3-19 1997 M. Zarrugh
Consider Cost Implications Early in The Design Cycle70 percent of the manufacturing cost is committed
in the early design stages while expending only about 5 percent of that cost
ConceptDevelopment
System-levelDesign
DetailDesign Prototyping Production
Ramp-Up
Time
100%
0
2040
6080
Cos
t Costexpended
Cost Committed
ISAT 211 Mod 3-20 1997 M. Zarrugh
Concurrent Engineering Concurrent Engineering (CE) is
the simultaneous consideration of all aspects of development of a product throughout its development cycle.
Engineering
Trust me. We need more
thickness here.
MFG
We can’t make this part cheap
Market-ing
The customer won’t like the surface finish
With CE, product and process developments become simultaneous processes instead of their traditional sequential nature.
CE facilitates design for ease of manufacturing, ease of use and ease of service.
ISAT 211 Mod 3-21 1997 M. Zarrugh
Sequential vs. Concurrent Engineering (CE)
Customers
Require-ments
Marketing
Productspecs.
DesignEngin’g
Engngfile
ProductionMFGEngin’g
Processinstructions
Sequential engineering erects walls !!
With CE thewalls come tumbling down
SequentialEngineering
ConcurrentEngineering
ISAT 211 Mod 3-23 1997 M. Zarrugh
Product Development Process Types Market Pull
Process begins with recognition of a market opportunity Technology-Push
New technology pushes new product development Technology Platform
Extension of existing expensive technology to new products Process-Intensive
Strong process requirements severely constrain the product and its development
CustomizedGeneric product and processes are customized to meet specific requirements