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Product Design andProduct Design and
Process SelectionProcess SelectionManufacturingManufacturing
Henky S. Nugroho
Bambang P. PriantoProduction Management Course
Manufacturing Management & System Research Groups
Mechanical Engineering
Faculty of Engineering Univ. of Indonesia
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Product Design and Process Selection--
Manufacturing
The Design of Products & Services
Concurrent Engineering Designing for the Customer
QFD Process Selection
Process Flow Design Process Analysis
Globalization of Product Design and
Development2
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Design in Operations Management
design:
has a purpose of satisfying customer needs
applies to both products and systems (processes)
influences each performance objective of an operation
of products/services and processes are interrelated
starts with a concept and turns it into a specification of something which can be
created
the design funnel
One
design
timeChoice and
evaluation
screens
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Design in Operations Management
designs need to be evaluated (assessed for their worth) to choose between
alternatives, using criteria:
feasibility (can it be done?)
acceptability (do we want to do it?)
vulnerability (what about risk?)
decisions between designs can be aided by:
simulations
prototypes
computer-based models
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Design in Operations Management
environmentally sensitive design needs to consider:
source of materials used
quantities and sources of energy used in processes
amounts and types of waste material
life of the product (while in use)
end-of-life of the product (disposal) through life-cycle analysis
process design is likely to be influenced by volume-variety nature of products
standardising products and processes reduces cost outputs or inputs can be standardised
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Design in Operations Management
modular design involves standardised sub-components of a product, which
are put together in different ways (ie. computers)
types of manufacturing processes (in order of increasing volume, decreasing
variety)
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The Design of Products and Services
products and services have 3 aspects:
concept: set of expected benefits that customers buy
package:
component products and services that provide the benefits
eg. the package of a washing machine includes the product of the machine itself, andservices such as warranties
some components of the package are core (fundamental to the purchase), while others
are supporting
while the components of the package are ingredients of the design, the connection of thesecomponents make the final design
process:
connection and relationship between component products and services
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The Design of Products and Services
The Product Design Process
Concept Development
Product Planning
Detailed Engineering
Engineering Release (Sign-Off)3
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The Design of Products and Services
there are several stages in the product design:
concept generation:
ideas for new products
sourced from inside or outside the company
market research (external source)
focus groups listening to customers
follow activities of competitors (external source)
ideas from staff, R&D, reverse engineering (internal source)
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The Design of Products and Services
ideas are transformed into a concept
concept is a statement of overall form, function, purpose and benefits of the idea
concept screening:
evaluate all concepts for their feasibility, acceptability, vulnerability (risk)
preliminary design:
specifying the component products of the package
BOM
product structure
define the processes to create the package
flow of materials
activities to take place
flow charts
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The Design of Products and Services
design evaluation and improvement:
evaluate and improve preliminary design prior to test in market
through QFD (quality function deployment), analysing customer needs
through value engineering (VE), to reduce costs (cost-to-function)
via Taguchi methods and testing robustness
prototyping and final design:
virtual prototyping using computers (CAD)
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The Design of Products and Services
interactive design is the merging of design of products and processes
the benefit of interactive design is the reduction of time spent to achieve marketintroduction from concept time to market (TTM)
factors leading to reduced TTM include:
simultaneous development:
simultaneous engineering
early conflict resolution
project based organisation structures
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The Design of Products and Services
Overhead storage bins
make larger bins B737 idea
sourced from outside (A320)
Concept generation
Screening
Preliminary design
Evaluation and
improvement
Prototyping and final
design
The
Package
The
Process
The
Concept
2 options, one expensive and
time consuming, other not:feasibility, acceptability,
vulnerability
BOM, process flow
(outsourced to supplier)
supplier and customer work
together
CAD models and official
design approval
more storagespace
big bin, moreon board
more onboarddue to big bin
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Concurrent Engineering
Concurrent engineering can be defined as the
simultaneous development of project designfunctions, with open and interactive
communication existing among all teammembers for the purposes of
reducing time to market,
decreasing cost, and
improving quality and reliability.
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Designing for the Customer
Industrial Design
Aesthetics
Ergonomics
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Quality Function Deployment
Interfunctional teams from marketing, design
engineering, and manufacturing
Voice of the customer
House of Quality
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Correlation:
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House of Quality
Customer
Requirements
ImportancetoCust.
Easy to close
Stays open on a hill
Easy to open
Doesnt leak in rain
No road noise
Importance weighting
Engineering
Characteristics
Energyneeded
toclosedoor
Checkforceon
levelground
Energyneeded
toopendoor
Waterresistance
10 6 6 9 2 3
7
5
3
3
2
X
X
X
X
X
Strong positive
Positive
Negative
Strong negativeX
*
Competitive evaluation
X = Us
A = Comp. A
B = Comp. B
(5 is best)
1 2 3 4 5
X AB
X AB
XAB
A X B
X A B
Relationships:
Strong = 9
Medium = 3
Small = 1Target values
Reduceenergy
levelto7.5ft/lb
Reduceforce
to9lb.
Reduceenergy
to7.5ft/lb.
Maintain
currentlevel
Technical evaluation
(5 is best)
54
3
2
1
B
A
X
BAX B
A
X
B
X
A
BXABA
X
Doorseal
resistance
Accoust.Trans.
Window
Maintain
currentlevel
Maintain
currentlevel
7
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Value Analysis/Value Engineering (VA/VE)
Achieve equivalent or better performance at a
lower cost while maintaining all functionalrequirements defined by the customer
Does the item have any design features that are notnecessary?
Can two or more parts be combined into one?
How can we cut down the weight?
Are there nonstandard parts that can be eliminated?
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Design for Manufacturability
Traditional Approach
Over the wall
Concurrent Engineering
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Design for Manufacturing and Assembly
Greatest improvements related to DFMA arise
from simplification of the product by reducingthe number of separate parts:
1. During the operation of the product, does the partmove relative to all other parts already assembled?
2. Must the part be of a different material than or be
isolated from other parts already assembled? 3. Must the part be separate from all other parts to
allow the disassembly of the product for adjustment or
maintenance?
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Types of Processes
Conversion
Fabrication
Assembly
Testing
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IV.
Continuous
Flow
III.
Assembly
Line
II.
Batch
I.
JobShop
Low
Volume
One of a
Kind
Multiple
Products,
Low
Volume
Few
Major
Products,Higher
Volume
High
Volume,
HighStandard-
ization
Commercial
PrinterFrench Restaurant
Heavy
EquipmentCoffee Shop
Automobile
Assembly
Burger King
Sugar
Refinery
Flexibility (High)
Unit Cost (High)
Flexibility (Low)
Unit Cost (Low)
Source: Modified from Robert Hayes and Steven Wheelwright,Restoring Our Competitive Edge: Competing through Manufacturing(New
York: John Wiley & Sons, 1984). p. 209. 13
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Process Flow Structures
types of manufacturing processes (in order of increasing volume,
decreasing variety):
project processes:
highly customised
discrete products
time-scale is long
eg. ship building
jobbing processes:
similar to project process, but operation resources are shared by products
eg. specialist tool makers
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Process Flow Structures
batch processes:
reduced variety of jobbing process
eg. automobile component manufacturing
mass processes:
high volume, narrow variety eg. automobile plant
continuous processes:
one step beyond mass process
operate for longer periods of time
inflexible
eg. electricity utilities
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Virtual Factory
Shift from centralized production to ....
... an integrated network of capabilities
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Process Flow Design
Assembly drawing
Assembly chart
Operation and route sheet
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Assembly (Gozinto) Chart
A-2SA-2
4
5
6
7
Lockring
Spacer, detent spring
Rivets (2)
Spring-detent
A-5
Component/Assy Operation
Inspection
16The McGraw-Hill Companies, Inc., 1998Irwin/McGraw-Hill
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Global Product Design and Manufacturing
Joint Ventures
Strategic Suppliers
Global Product Design Strategy
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