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1
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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