chap01-01c rapid product development and manufacturing (rpd&m)

7/24/2019 Chap01-01c Rapid Product Development and Manufacturing (RPD&M)

http://slidepdf.com/reader/full/chap01-01c-rapid-product-development-and-manufacturing-rpdm 1/35

Rapid Product Development &

Manufacturing

K.P. Karunakaran

Indian Institute of Technology Bombay



Problems in Product Dev and Manufacturing

Rapid Product Development and Manufacturing

Outline



Product Development is concerned with,influences and influenced by

• Marketing dept

• Design dept (Product)

• Manufacturing (Production)

Product Development is the responsibility ofdesign department; but they need to interact with

the marketing and production department to keep

quality, cost and time (QCD) under control.

Problems in Prod Dev & MfgThree functional groups



[Andreasen pp. 14]

Sequential events: Events tend to occur sequentially even if they canoccur in parallel.

Reason: Poor interplay and planning.

Effects: This not only delays Product Development; it leads to costly/

sub-optimal/ faulty design and the corresponding penalties due to latefeedbacks.

Problems in Prod Dev & MfgSequential events



[Andreasen pp. 14]

Market needs and design possibilities are poorly combined: Designerperhaps has a better design that meets the same needs.

Reason: Poor interplay between marketing and design groups.

Effects: Unoptimal design.

Problems in Prod Dev & MfgMarket needs and design possibilities are poorly combined


http://slidepdf.com/reader/full/chap01-01c-rapid-product-development-and-manufacturing-rpdm 6/35[Andreasen pp. 17]

There are hick ups at the time of manufacture: Less optimalcombination of design specifications and production methods. Design

mistakes are detected very late.

Reason: Poor interplay between design and manufacturing groups.

Effects: Unoptimal design.

Problems in Prod Dev & MfgThere are hick ups at the time of manufacture



Starting trouble: Lack of devotion and seriousness.

Reason: Delay in budget allocation and formation of a dedicated

team for the new projects. The tasks in the beginning are assigned as

additional responsibilities to members with other major

responsibilities.Effects: Early project phases proceed haphazardly and in the wrong

way at times.

[Andreasen pp. 17]

Problems in Prod Dev & MfgStarting trouble



Late detection of mistakes: Later a mistakes is detected, the costlier itis to rectify.

Reason: Decisions for an inverted tree. Once you are deep in a

branch, you have to come up and then go to the other branch.

Effects: High cost of rectification. At times, company can close due tothese liabilities.

[Andreasen pp. 17]

Problems in Prod Dev & MfgLate detection of mistakes



[Andreasen pp. 102]

Rate of expenditure under different heads in various phases

R a t e o f

E x p e n d i t u r e

Time

Problems in Prod Dev & MfgMismatched in the rate of committed and actual costs



Practical Ideal deterministic

C u m u l a t i v e


Cumulative expenditure under different heads in various phases




About 80% of the product cost is committed (or allocated or forecast)at the design stage.

Effect: Later decisions like better cutting tools, reduction in tooling

cost etc. have limited influence. Therefore, early decisions need more

attention than the later ones.

Design

Phase

P r o d u c t i o n i z i n g p h a s e

C u m u l a t i v e


This is true in life too.That is why Dr. Kalam

emphasizes the role of

elementary teacher in

character building.




Interpersonal relations: Pyramidal

hierarchy. Different levels of

motivations. Different levels of patting

and punishing powers and

commensurate responsibilitiesReason: Mismatch between

organizational goals and individual

ambitions.

Effects: Lack of identification with theorganizational goals and hence lack of

integration.

Problems in Prod Dev & MfgInterpersonal relations



• Do punch ek lunch

• Sahib! Aap keliye kar denge

Ego Selfishness Jealousy Enmity Non-cooperation/ shoot the

idea/ sabotage.

In spite of my best training in HAL andexperience for almost a quarter century

with workers, colleagues, bosses and

students, I still find difficulties in this

domain.

Problems in Prod Dev & MfgInterpersonal relations …



Rapid Product Development and

Manufacturing



In the past, product life was long and hence it could take long todesign; today, product life is very short due to :

• fast-changing taste of the customers

• technological obsolescence

Effect: Less time is available for product development.

Today’s Industrial SceneShort product life



Competition can come from all over the globe in a buyer’s market.Companies cannot afford complacency. Retaining market share

requires constant effort.

Companies on a tread mills: They

have to keep running just to remain where

they are. They have to sprint to overtake.

Competitors squeeze like a python:It exploits the fluctuations (cash flow, inventory,

manpower etc.).

Today’s Industrial SceneSevere competition – indigenous and global



Yes t er d ay To d ay

Protected economy Open economy

Local competition Global competition

Sellers’ market Buyers’ market

Price = (Cost + Profit) ∞ Cost Profit = Price – Cost

Conformance to design Customer delight

Longer product life Shorter product life

Less liabilities and socialcommitments

Stringent laws for liability andsocial commitments

Complacence Competition

Today’s Industrial SceneToday’s Industrial Scene vis-à-vis the Past

S



• Being the BEST alone is NOT enough; one also needs to be theFIRST among the BEST to respond. To be the FIRST is more

important than to be the BEST.

• The shortest “Time to market” fetches the highest market share.

So it decides the survival of organizations, leave alone theirsuccess. So, agility is vital along with efficiency and ready

knowledge.

• Sustaining as well as increasing market share by continued

service.

• Rapid conversion of new knowledge to practical results is required.

The company should have a steeper learning curve to be able to

absorb new technologies faster.

Today’s Industrial SceneRemedies

T d ’ I d t i l S



• Innovative designs only can handle competition, qualityrequirements and product responsibility. This calls for recruiting,

investing and retaining appropriate manpower.

• Laws related to liabilities and social damages such as pollution are

more stringent; these have to be taken care at the productdevelopment stage.

• Adopting technologies of Rapid Product Development &

Manufacturing makes more sense than ever before.

Today’s Industrial SceneRemedies …

T d ’ I d t i l S



Ascertain the need of the

customers correctly. This is

vital for successful business.

It is a team work.

Product development is a

creative multi-disciplinaryprocess. People must

interact across the

disciplines. It is enabled by a

Concurrent Engineering or

DFX environment.


T d ’ I d t i l S



Product development is an iterative process. The more the designiterations, better is the quality of design. But more iterations also cost

more! So use virtual tools as far as possible!!


T d ’ I d t i l S



Every mission is time-critical. Just because it is a creative activity, itcannot take infinite time and money! Plan the work and work to plan.

This will minimize initial hick-ups.


Toda ’s Ind strial Scene



Feedback as well as the required knowledge for product developmentcan come from within the company – other groups and other projects

- as well as from outside – customers.

A progressive organization continually responds to these feedbacks

and evolves the design.

Create interactions among projects.


Today’s Industrial Scene



Interactions among the

projects

Interactions among multi-

disciplinary teams within the

project


Today’s Industrial Scene



Plan development of technologies and processes to match with thatof Product Development.





Rapid Product Development & Manufacturing (RPD&M) is thesynergic integration of time compression technologies.

i. Perform the activities in the virtual world as far as possible.

ii. When these can no longer continue in the virtual world, switch to

physical world. While doing so, perform them as rapidly as

possible using modern tools.

iii. A marginal sacrifice in performance is ‘acceptable (!?!)’ if it will

increase speed.

Its three principles are:


Manufacturing (RPD&M)

RPD&M



i. Virtual prototyping and

testing technologies

ii. Physical prototyping and

rapid manufacturing

technologies

iii. Synergic integration

technologies

RPD&MThree pillars

Three Pillars of RPD&M



• Anything is possible

• Minimum risk to human

life

• Upward or downward

scalability of time in

virtual world

• Less fatigue to the

personnel

• Geometric Modeling

• Reverse Engineering

• Virtual and Augmented

Reality

• Finite Element Analysis

• Boundary Element Analysis

• Motion analysis

• Design for X

• Virtual Manufacture

(Manufacturing Simulation)

• …

Three Pillars of RPD&MVirtual Prototyping and Testing Technologies




A - Assembly

B - Beauty (Aesthetics)

C - Cost

D - Details

E - EnvironmentF - Function

G - Gestalt

H - Hi - Lo Situations

(extremes of use)

I - Identification

X in DFXJ - Joy of Use

K - Komfort (Ergonomics)

L - Long Life

M - Manufacturability

N - NewnessO - Operator (“Poka –Yoke” or

Mistake Proofing)

P - Performance (same as F?)

Q - Quality

R - Reliability

S - Safety

T - Transport

U - Uniqueness

V - Variety (same as mass

customization?)W - Weight

X - Xcellence

Y – Yuppies (?)

Z – Zeitgeist (trend of times)

Three Pillars of RPD&MVirtual Prototyping and Testing Technologies




“Purchase of a car depends strongly on subjective impressions. Nextto technical properties like horse power or security equipment,

properties like noise, handling or styling are key factors for a

purchase decision. But these properties can only be evaluated by

physical prototypes. For that reason availability of high quality

functional prototypes will remain an important element of productdevelopment and cannot be substituted by digital models and

analysis.”- Dr. Werner Pollmann, DaimlerChrysler AG in IMS International Conference on Rapid Product Development, Stuttgart, Germany (1994)

From the above observation, it is amply clear that technology is stillfar away to carry out everything in the synthetic environment.

Therefore, we will have to produce a few physical prototypes to prove

and fine-tune design.

Three Pillars of RPD&MNeed for Physical Prototypes




Human being is the bottleneck to speed both due to muscle powerlimitation and fatigue. Therefore, automation is the only way to speed

up physical processes.

i. Automation of processes

- Hard automation:

automats, SPMs, Tr. lines

- Soft automation:

CNC, Robotics, AGVs, FMSs

Two stages of automation are:

ii. Automation of ProcessPlanning

- CAPP, RP&T

Physical technologies: CNC, Robotics, CAPP, RP, RT, RM, rapid

Casting etc.

Three Pillars of RPD&MWays to speed up physical processes




The activities of product development need to be integrated such that

• the parallelism existing among them is exploited

• design mistakes are detected and corrected early

There is need for synergy in the integration so that the benefits

achieved at any stage are carried forward till the end with least

attenuation.

Technologies for synergic integration: Concurrent Engineering and

DFX, PDM, PLM, CIM, ERP etc.

Three Pillars of RPD&MSynergic integration

C l i



• Companies no longer can afford to remain complacentwith their current performance. They have to

continuously improve to stay in business. For this,

adopting new technologies is essential.

• In today’s economy driven by global competition, RPDmakes more sense than ever before. This course aims

to bring in this awareness.

Conclusions

R f



• Eliyahu M. Goldratt, 1993, The Goal , LionheartPublishing.

• Bill Gates, 1999, Business @ the Speed of Thought;

Using a Digital Nervous System, Warner Books.

References

Thank You!



Thank You!

K.P. Karunakaran

Professor

Department of Mechanical EngineeringIndian Institute of Technology Bombay

Powai, Mumbai-400076, INDIA

Tel.: 022-25767530/ [email protected]

www.me.iitb.ac.in/~karuna

chap01-01c rapid product development and manufacturing (rpd&m)

Documents