Product Design Process Selection Manufacturing 1212049492424889 8

8/3/2019 Product Design Process Selection Manufacturing 1212049492424889 8

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The McGraw-Hill Companies, Inc., 2004

Product Design & ProcessSelection-Manufacturing


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Typ ical Phases of Product DesignDevelo pm ent

Designing for the Custo m er

Design for Manufacturabilit y

Typ es of ProcessesProcess Flow Structures

Process Flow DesignGlobal Product Design and Manufacturing

OBJEC TIV ES


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Typ ical Phases of Product Design

Develo pm ent

Conce p t Develo pm ent

Product Planning

Product/Process Engineering

Pilot Production/Ra mp -Up


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Concurrent Engineering

Defined

Concurrent engineering can be defined asthe si m ultaneous develo pm ent of p rojectdesign functions, with o pen andinteractive co mm unication existingam ong all tea m m em bers for the

p ur p oses of reducing ti m e to m arket,decreasing cost, and i mp roving qualit y and reliabilit y


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Concurrent Engineering(Continued)

T ea m s p rovide the p ri m ar y integrationm echanis m in CE p rogra m sT here are three t yp es of tea m s Program Management Team Technical Team

Design-Build TeamsT im e savings of CE p rogra m s are createdby perfor m ing activities in parallel


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Designing for the Custo m er

Quality FunctionDeployment

Value Analysis/Value Engineering

IdealCustomer Product

House of Quality


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Designing for the Custo m er:

Qualit y Function De p loym ent

Interfunctional tea m s fro m m arketing, designengineering, and m anufacturing

Voice of the custo m er

House of Qualit y


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QF DTECHNICAL ATTRIBUTES

CUSTOMER REQUIREMENT I M P O R T A N C E

C A S E

M A T E R I A L

B A T T E R Y S I Z E

S C R E E N T Y P E

R A M C A P

H A R D

D R I V E S I Z E

K E Y B O A R D S I Z E

LIGHT WEIGHT 4.5 3 9 3 3 3 3SMALL SIZE 3.0 9 3 3 9LONG OPERATION BETW EEN RECHARGING 3.5 9LARGE KEYS ON KEYBOARD 2.0 9SHORT TIME TO RECHARGE 1.5 9

READABLE SCREEN 3.0 9DURABLE ( UNBREAKABLE) 2.0 9 3 3 3FAST PROCESSING /LARGE MEMORY CAP 4.0 9 9

ATTRIBUTE IMPORTANCE 31.5 118.5 49.5 52.5 64.5 64.5 381.0% IMPORTANCE 8.27 31.10 12.99 13.78 16.93 16.93 100.0LEGEND 9= STRONG , 3= MEDIUM ,1= WEAK

QFD FOR A LAP TOP COMPUTER


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Designing for the Custo m er:

Value Anal ysis/ Value Engineering ( VA/VE)Achieve equivalent or better perfor m ance at a lowercost while m aintaining all functional require m ents

defined b y the custo m er Does the ite m have an y design features that are

not necessar y? Can two or m ore parts be co m bined into one ? How can we cut down the weight ? Are there nonstandard parts that can be

elim inated ?


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Design for Manufacturabilit y

T raditional A pp roach We design it, you build it or Over the

wall

Concurrent Engineering Lets work together si m ultaneousl y


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V irtual Factor y

Defined

A virtual factor y can be defined as am anufacturing o p eration where activities arecarried out not in one central p lant, but inm ulti p le locations b y su pp liers and partnerfir m s as p art of a strategic alliance


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Break-Even Anal ysis

A standard a pp roach to choosing a m ongalternative p rocesses or equi pm ent

Model seeks to deter m ine the p oint in units

p roduced (and sold) where we will startm aking p rofit on the p rocess or equi pm ent

Model seeks to deter m ine the p oint in unitsp roduced (and sold) where total revenue andtotal cost are equal


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Break-Even Anal ysis (Continued)

This formula can be used to find any of its

components algebraically if the other parametersare known

Break-even Demand=

Purchase cost of process or equipmentPrice per unit - Cost per unit

or

Total fixed costs of process or equipmentUnit price to customer - Variable costs per unit


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Break-Even Anal ysis (Continued) Exa mp le: Su pp ose you want to purchase a new co mp uter

that will cost $5,000. I t will be used to process written ordersfro m custo m ers who will pay $25 each for the service. T hecost of labor, electricit y and the for m used to p lace the orderis $5 per custo m er. How m an y custo m ers will we need to

serve to per m it the total revenue to break-even with ourcosts ?

Break-even Demand:= Total fixed costs of process or equip.

Unit price to customer Variable costs=5,000/(25-5)=250 customers


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Process Flow Design

Defined A process flow design can be defined as am app ing of the s pecific p rocesses that raw

m aterials, parts, and subasse m blies follow asthe y m ove through a p lant

T he m ost co mm on tools to conduct a p rocessflow design include asse m bl y drawings,asse m bl y charts, and o peration and routesheets


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Exa mp le: Asse m bl y Chart (Gozinto)

A -2SA -2

4

5

6

7

Lockring

Spacer, detent spring

Rivets (2)

Spring-detent

A -5Component/ A ssy Operation

Inspection

From Exhibit 5.14


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Exa mp le: Process Flow Chart

MaterialReceivedfromSupplier

InspectMaterial for Defects Defects

found?

Return toSupplier for Credit

Yes

No ,Continue


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Global Product Design and ManufacturingStrategies

Joint Ventures

Global Product Design Strateg y


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Measuring Product Develo pm entPerfor m ance

Measures Freq. Of new products introduced

Time to market introductionNumber stated and number completed

A ctual versus planPercentage of sales from new products

Time-to-market

Productivity

Quality

Engineering hours per projectCost of materials and tooling per project

A ctual versus plan

Conformance-reliability in useDesign-performance and customer satisfaction

Yield-factory and field

PerformanceDimension

Product Design Process Selection Manufacturing 1212049492424889 8

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