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Session 3

Product Design
OBJECTIVES
Design for Product Development Process Manufacturability Economic Analysis of Measuring Product Development Performance Development Projects Designing for the Customer

Regal Marine

Global market 3-dimensional CAD system

Reduced product development time Reduced problems with tooling Reduced problems in production

Assembly line production JIT

Product Decision

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 Strategy Options

Differentiation
Shouldice Hospital

Low cost
Taco Bell

Rapid response
Toyota

Product Life Cycles

Sales, cost, and cash flow Cost of development and production Sales revenue Net revenue (profit) Cash flow Negative cash flow Loss

Introduction

Growth

Maturity

Decline

Figure 5.1

Product Development System

Ideas Ability Customer Requirements Functional Specifications Scope of product development team Product Specifications Scope for design and Design Review engineering teams Test Market Introduction Evaluation

Idea Generation Sources (cont.)

Perceptual Maps
Visual comparison of customer perceptions

Benchmarking
Comparing product/service against best-in-class

Reverse engineering
Dismantling competitors product to improve your own product

Typical Phases of Product Development

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 of the pdt architecture + decomposition of the pdt into subsystem & components + Final Assembly

Phase 3 - Design Detail --- complete Spec. of geometry, materials, tolerances & identification of all the std. pdts to be purchased from the suppliers. Phase 4 - Testing and Refinement --Prototypes are built + tested for the performance & satisfaction of cust needs Phase 5 - Production Ramp-up --- Pdts are sometimes supplied to preferred cust. For identification of flaws if any.

Pdt Dev Processes - Types

1.

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2. 3. 4. 5.

6. 7. 8.

Generic (Mkt Pull) E.G. Sprots Items, Furniture Tech Push: Elect. Cables, TV Tube Mfg. Platform Pdts Cameras, Operating Systems Process Intensive Chemicals, paper Ind. Custmised Pdts Watches, Subros making AC for Maruti; High Risk Pdts- PCs, mobiles. Quick Build Products Softwares Complex System Airplanes , Locomotive Engines units

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Economic Analysis of Project Development Costs

Using measurable factors to help determine:

Operational design and development decisions Go/no-go milestones

Building a Base-Case Financial Model

A financial model consisting of major cash flows Sensitivity Analysis for what if questions

Designing for the Customer

House of Quality

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Quality Function Deployment

Ideal Customer Product

Value Analysis/ Value Engineering

Quality Function Deployment

Inter functional teams from marketing, design engineering, and manufacturing Voice of the customer House of Quality

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Designing for the Customer:

Correlation:
5 5

5 5

5 5

Low Elect. Req

X Ergonomics Design Paint Pallet

Customer Customer requirements requirements information information forms the forms the basis for this basis for this matrix, used matrix, used to translate to translate them into them into operating or operating or engineering engineering goals. goals.

Engineering Im Cu por Characteristi st. tan cs ce Customer to Requirements Lightweight 3

Auto Exposure

Al. Comp.

Strong positive Positive Negative Strong negative

X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4

Auto Focus

Competitive evaluation

1 1 3 3 3 3 3 3 3 3

X X AB

AB

Easy to use Reliable

4 5

XAB

Easy to hold steady 2 Colour Correction 1 Importance weighting Target values

5 4 3 2 1

5 5
Failure 1 per 10000

A XB X A B

22

9
75%

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2 to Infinity

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2 circuits

32

25
Panel ranking

Relationships:
Strong = 5 Medium = 3 Small = 1

0.5A

Technical evaluation (5 is best)

B A X

BA X

B A X

B X A

BXA

BA X

Tools for efficient product development: Quality Function

Deployment
House of Quality
2. Importance 5. Tradeoffs 3. Product characteristics

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1. Customer requirements

4. Relationship matrix

6. Benchmarks

7. Technical assessment & target values

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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?

Tools for Efficient Product Development: Value Engineering

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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

Cost Reduction of a Bracket through Value Engineering

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Figure 5.5

Agenda for brainstorming

Value Engineering

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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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Design for Manufacturability

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
Suppliers Customers

Marketing

Design

Planning

Procurement

Production

Finance

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Organisation for Product Development Process:

Concurrent Engineering
Planning
Pro cur em ent

ers m sto Cu
Marketing

Concurrent Engineering Team Structure

Des ign

Production

Suppliers

ce nan Fi

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Design for Manufacturing and Assembly

1.

2.

3.

Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts: During the operation of the product, does the part move relative to all other parts already assembled? Must the part be of a different material or be isolated from other parts already assembled? Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?

Addresses 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

DFM Guidelines

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Operational Convenience Simplify operations Eliminate adjustments Avoid tools Design for minimum handling Design for top-down assembly Design for efficient & adequate testing

Cost Reduction Analyze failures Rigorously assess value

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Production Design

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, to create unique finished products

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Design Simplification
(a) Original design (b) Revised design (c) Final design

Assembly using common fasteners

One-piece base & elimination of fasteners

Design for push-and-snap assembly

Tools for Efficient Product Development: Mass Customisation methods

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Standardisation leads to variety reduction

uses commonly available parts reduces costs & inventory

Modular design
combines standardized building blocks/modules into unique products

Product Platforms

Measuring Product Development Performance Measures Performance Freq.Of new products introduced Freq. Of new products introduced Dimension
Time-to-market Time-to-market
Timeto market introduction Time to market introduction Numberstated and number completed Number stated and number completed Actualversus plan Actual versus plan Percentageof sales from new products Percentage of sales from new products

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Productivity Productivity

Engineeringhours per project Engineering hours per project Costof materials and tooling per project Cost of materials and tooling per project Actualversus plan Actual versus plan Conformance-reliabilityin use Conformance-reliability in use Design-performanceand customer satisfaction Design-performance and customer satisfaction Yield-factoryand field Yield-factory and field

Quality Quality

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