Effective productdevefopment

Bfective product development can bc the single lnost importan! ddving force behindcreating successfirl producto, The objective is to develop a produc! that has bcensystematically optimized to me€t thc customers'ne€ds as €arly as possiblc (Derlouzoset al.,^ 1989\. Fierc€ competition and higher customer expecBlions are forcingmanufacturing busincsses to improve quality, reduce costs. and shonen time timarket and this places new pressures on the producl devetopment procas6, In today\globally competitive world, succcssful product devetopment meani achieving a levelofexcellencc that goes f6r beyond the traditional notions ofa quality produciand tleadded dimcnsion of speed to market is 6e€n as the key to succisi (Barctay andPoolton, 1994; Walsh, 1992).

The imponance of time to markat has recently b€en shown to be responsible for over30% ofthe tot4l profit to be made from a product during its lifc-cycle. Howewr, it hasbeen found rhatftarly 3070 ofproduc! development programmes o\,€nan lhci planneddm$ (Maylor. 1996; Nichols ?r al, t993). The rcducrion it profit due to tare deivery oftha product to rErket is show! in Figure 5. 1 for a samdc ;f busincss€s surveyed. -

. Protracted lead timcs were particularly the case in West€m automotive companiesin the 1980s. Compared to their Japanes€ counterpans, the numb€r of €ndneerincchanges expericnced were much higher which resuhed in protracrcd lead iimes, aishown in Figura 5,2 (Clark and Fujimoto, l99l), The differenc€s were due to thedifrerent design phitosophies of tle companies. Japanese cohpanies t€Dd to aosigna large engineering.stafto the project early in product devclopment alld encoum;ethe engd€€rs to utilize the lalest techniques and to explore all tle options early iop.eclude the need for changes later on. The use of quality tools and t€chniquc; bythe Japanese, sucb as QFD, in the development of the product design was s€en a;key to rcducing lead times.

Typically, firing errors and redesign accoudt lor around 30yo of product develop_.trrent time, as shownin Figlre 5.3, and improving this position provides an opportu_

nity for lead time reductiotr. This means doing more work early in the proceis when(Parker. 1997):

Flgure 5,1 Redl

. It is easy t(

. Design che

. The cost ol

. Managcme

.ngnprod|Et

III

Figur€ 5.2 EnginrWesten pGctic€s (

Introduction 251

30

% r€ducion 20in gro€t3proflt 15

10

5

0

t-ets to merkot by numb€r ot monthBFigure 5.1 Reduction of profit due to late delivery ol lhe prcduct io ma (et (Ostowski, 1 992)

. It b eary to influenc€ the customcr

. Deoign changes are €asy

. The cost of change is low

. Management involvement is more cost efrectivc,

Numbd ol6ngbaartno

Ptoduct chang€8

TIme (monir)

D€3tgn and ptanntn! clcla

fll:ff.t ?.,ilgir'JlilT:ilg9j in the desien and prannins cvcre or a .noro, vehicre under rapanese and

254 t{fective product develoDment

25%

The dr

of thc pr994). M

the winnl

long-tenr

desrgn p:

havc ficfully explthe prodron improsive. f)escreditcd I

r993).Sinri lar

9000 (t99

design. dr1994). Thquanry prmelhod. ' l

of driving

hisrh

approprial

defined furperipheral

'lo%

walllng)2576

adcllng, bul

10% Beworl (ilxlng

red.rlgn)30%

tigure 5,3 Lead I me reduct on opportufities in product development (parker. 1997)

Thir pur' the cmphasis on dcsign ro improve lnc slstemr u5ed rn de\clooin! rheFrro\rucls. rnd to delect and correcr Fotenlial prohlems rery eurly 6n 1n ths d61!1ep-

On€ of the most important factors thal influcnces the reduction of crrors anddefcch is the number of qunlity tools and techniques ur.a tnoa*ifrlv

"r ,ili996). Tools and lechniques contribulc ro thc engln""iing tnn*liag" ofii"'p-a""i

designrnlh^eeart) ,rage(otproducrdcvetonmentrndcon-sequcni ly-" , ,ya"fr i " i . . , f , inumr'cr\ ot crrors und d$ign chuges rNorel l rnd Andcr.son. 1996r. The gener lrccommendation is ro use rhcmelhods as cffly as possilte in rteproOuci a"uet,ifmlniprocess because the greatest opportunity in rcducing design changes and rework

The.eliminalion ofrework not only includ€s the requirement to use robust technol,ogies, but to havedesign informalion vailable ar rhe right tirne (Ctausing. tgctq iiisrccognizcd rhnr increased communication is one ofthe most im;orlanr;fl€ch ;i rh;usage ol lools and techniques. civen lwo thirds ol.ali technical modilicarions could beavoided by beuer communication, rhe n€€d is clear (Clark and Fujinoto, l;trt i;;use of tools and lechniques citn make rhe difference when i, ;"

"".iy ,;;".;fproduct development. They provide this nccessary inlbrmation nr each ciiticat

stage from which informed decisions can be made iogerher as "

t.u.. h ;;;;;;.tools.and techniqucs help anricipare probtems uprtr"u- t y .on"ia"ring ao*nri."u_activilies visualizing orhcr peopte\ problems.

It.has also become increasirgly important for companies to develop thcir ownproduct developmenr proccss as a basis for comperitive advantage (Jc;kins {,t at,199?b). tur effcctive producl developmenr proccss wirh the use Jf."rpf"."r,i.gnioces\$,hould be u\ed rKt i r . . / , / . I , rotr . Ho$ever. I r r (enr , r^.y.h"" , i ; ; ;ovcr ru"0 ot companrcs survc)ed In lhe I K do nol employ r tormrl srrures\ fornroJucr de\elotmenr rAraui. , / r / . . tsq6r. I r h,rs been rouncl rhrr

-rnr, , r" i . i ' r f r r i

l':,:$:",1 fll i:..,1,Hi:T,lffil,,H;:.,ffi ,;"",,,,."u, "."*,,."."1;l"j:'""Hii:ll#;'#;:lrT:..*"nl*:i'rt[p;ffi

,*t*;g$i,,:llj.ll*ll*d--Tffi ii.m.,*ru,$x,:Ti$"",:,r,r;r"ri:ffi itfl {.*.,H.'Ti{ft trfri;l:l;ff #$ffifi1,$*t.;6ii*ls*#lr'*,*,F:**n:tu":?:iil1**5$i*:f*ttili''";;tffi it#tti;*":fnr#iru*frsr;t$*:***nt$;;ffiFtrit{'#*#tr$*tr*i+t*tlld:i{ffi*.nlgr*tl"$1'***re',*g'**l'--*,E*r**lt#$*m*,:u$*$*gl.q;*;,'

256 fffective product development

5.2.1 Overview of product development models

Product development models ar€ the driving force for delivering the product tomarket on time and at the right cost. In general, the fiodels in the literature can bedivided intojust two types: sequential and concurrent. Each has its own characteis-tics, but therc are several requirements that a n€w product development model shouldfulfil (Sum, 1992):

. lt must be scaleable as organizations change size constantly

. The model will probably be introduced incrementally, perhaps inlo one team, sndthen over tim€ it will spread to larger sections ofthe company

. It must be extensible, because not all features ofproduct development will be fore-seen at the tirne that the model is developed, for example new tools and techniquesmigbt emerge

. It must be adaptable as the situations within every organization are diferent and auniform product development process will not capitaiize on the strengths ofindividual enterDrises or address the weaknesses.

Traditionally, product development has been viewed as an organizational activity,which is the result of various functional activilies performed in stages, such asdcsign followed by manufacture. The sequential operation of these functionalstages resulted in long development times and many quality problems due to ihelack of communication and understanding of the diflerent design, manufacturing,and abov€ all, customer requirements (Haque and Pawar, 1998). This is showndiagrammatically in Figure 5.4. A popular product development process reference(Dale and Oakland, 1994; Evbuomwan et al,, 1996) is taken from the BritishStandar& (BS 7000, 1997) as shown in Figure 5.5. It is termed an 'id€alized' productevolutiol cycle, and is clearly sequential in nature.

This series ofwalls between the functional areas are eventually being broken downand replaced with new alliances and modes of interaction. This has been accom-plished by (Russell and Taylor, 1995):

. Establishing multifunctional design teams

. Making product and process design decisions concurcntly instead of sequentially

r) 4).) a

Fl9ur.5.5 ld€

. Changinf

. Utilizing

. Measurin

and far mosimultaneou

tion and intrThe arrangerparties involallowing actafter the otimmediate bin time durirhas rcsultedPawar, 1998

.TVEVBV-EV

H E H urn0rraurns HM$k rlns ld.ndry H o6hi.d hi..pnrH Ensln..E 6.v.d H conv.nr thlr H rhrk.flnocqbm.r n..d dd EE rh. m.rr€on. bd.fEE OD obduct El Inrom.don H hroDr.r rh.

.rpEsthb In E.idconv.nnhio E d'rv,lngt Inro E Inrod,.rr E nr..d prcducith.rt m.-rh. H lh.Lr.h!- H m.nul.ctnns H Int€Dr.udon El Lor..trne.in.tr.dnE bn.t 6 producrdnwtne. H rniom.fl.i H dtr-h H rooi.c@rord

B H H*,"Htigure 5.4 Traditionalapproach 1o product dev€lopment (Mayoi 1996)

Bl

,

bets-ld

Produd developnent modGls 257

ld

:-ls

la!f

t.FitrIP

I1

CREAT]ON

OPERATION

orsPosAL

R!CYC!!D ELEMINI!

tigur. 5.5 tdealized poduct €volution (BS 7000, 1997J

. Changing rhe role ofdesjgn engineers

: il::Tfrl;},i}i ;il# toors and techniques

m**r#*-esiT]i*r.qr*ffinfl[##$r+dH*r:#fiitrilEgi;* :; ""-':y;,'-lll',:'-".""'iln* #lli:u::*

258 Effective producl development

hfi*Tfi

IfrIHl*s

Figure 5.5 Sequentialversus concurrent modelfor pfodlcr d€velopment (Mayloi 1996)

..Additionally, a structured concurrent product d€velopment process eventuallyallows a project to be split up into logical phases rather than fu;cdonal sreps, an;allows decision points or gates to be inserted at the appropriate points. This givessenior management the opportunity to rcview a project's progress againsi anagrc€d set ofdeliverables. and to be involved in thc project at appropriatJpoints inthe progjamme, rather thon to attempt to ,rnicro-manage the projecl (Jenkins ?t 41.1997b). This is demonstrated in the ildustrial models described liter.

The automotive sector's quality assurance standard eS 9OO0 (199g) suggests aconcurrent high level model, as opposed to the sequential moaet nrorn SS :OOO(1997). This is shown in Figure 5.?, The automolive indusrry in particular hasembraced the_use of concuuent engineering models for produci devilopment. andthis is reflected in the standards which facilitate their quality assurance p;ogrammes.A concur€nt industrial model ftom the automotive sector will be discussed later.

An important ben€fit with regard to designing for quality in particular is thatconcurrent engineering process€s are more conducive to the free flow ofinformationbetween the desigr/manufactur€ interface. Companies tharcommit to thisnew wav ofworkrng are more l ikely lo gain the earl) commilment of producrion for t t r is ro beachieved, In contrast, those who do no1 embrace concurr€nt processes, lypicallyexpress greater probl€ms in gaining the commitment of production (Barclay andPoolton, 1994). The bercfits of concurrent engineering can be summarized as thepotential for the reducrion in long{erm costs, in t€rms of (Albin and Crefield.I 994; Maylor, 1996):

. Reduc€d time to market

. Reduced engineering costs due to the reduction in reworking ofdesigns

. B€tter responsiv€ness to market needs

. Reduced manufacturins costs,

tigure 5.7 P

However,which inclr

. Increase

. costs of

. Cultural

. Inapprolconcept!

the final demake it rnomanagemeIdevelopmen

5.2.2 lndr

. Lucas In((Lucas, 1!

Product dav€lopmant modeli 259

tlgure 5.7 Prodoct quatiry ptanning tining chan (QS 9000, 1998)

Hiw€ver., there -are

also-disadvantages when apptying lhe concuffent approach,whrch mclude (Maylor, 1996):

a lncrcased overheads - the leams rcquire their own adminislration suppo. LOSrS Ot CO-lOCattOn _ people being relocarcd away from their functions to be with

tlle team. Cultural resistsnc€. Inappropriale applicalion - il is not a panacea for development probtems as Door

conc€ptual designo will not be improved by using concuffenr marhods.Ao menrioned. concurrenr engineering principles should resull in a belter oualitv ofthe,hnal d$igni how€ver. it may increase lhe complexity of the design pr;cess;ndmaKe rt more drmcutt lo manage (Kusiak and Wang. l99l), The need for effeclivemanagementand conmirment issgain emphasized as havinga key role in the producroevetopment process.

5.2.2 Industrial models

A few companies are currenrly makjng dramatic cbanges to the wry in whichprooucrs are.Drought lo market. developing rbeir own new producl developmentprocesses \^hich are employed and rupported on sne. Currinr industrial modelswnrcn are reterred to In the l i leralure include:

. Lucas Industry's (now TRW) product Introduction Management (pIM) process(Lucas. 1993)

Prodct pbdEr6be bun rr

tigure 5.8 Tle Lucas PtM process

ggi;gF issi 'gFag;ag{g liEiggisFE;Fig;FE$5F sss

impre@ liih {roolng dd

I

:,':l:l :ffi[";;?J.1ft.:;ff::t"[i--*",., "":'::;::;T"":''""". urneral Elecrr ic s .Tolgarc proce\. ( Wheeh^ r ieh I rnd Ctark, toa2,.

g$J$d#f [#r*i#**ffi ,+il;f ilf-'g',il*$con_ctr,rrenr in narure and inctudc\ rcn rc!rc$ nornrJ.u"rr was devetopcd $i th the intent i

ryl**y'if*,*t"*df .ff $";;li,ili;l"-f ff i%:i"r"..:,#

;i5:iltll,","mlr**ffi#*l'**',q:l.;1 'ii:-","#$*t"ffi l,'ill!''i:*ffi '"'''-:{:il'i'tli':Iffi :'$l,?,:H':;l'[1i liffii:^"oo'n*'"ii'll,lxl"lilftt'""i'ff;#if#{{iLucas plM

:lT:*iiiri*1 ;il ;.,""..'i:1.,,t "',:":i,,J"..:lH:,*::,'iy lilT.:ii,:;fr1i;ilbj"*'#ii#illilltiiff "lfi;*f ,''l{i#tpiiisriltrrrfr rJrgiifli#:l'*,t:{,};".,:,#;i*#lt*. Concurrent cnSineering. rroje(t rnanagernent. Tools and techniques.

ffi!"* n"**n tn" above eiements and pIM is represented diagramrnaticatiy in

;+it**',,i'illl*, jiril!i*'pili,''it:ffi ffi [.-."'*

261

262 Eftedive product developmant

Flgure 5.9 Key elements of succ€ssiul ptf,{ (t\,4 les and Swiit, 1992)

and stnctured continuous feedback, and improve a team,o comrnunication andundersunding.

A summary ofeach of rhe key rools and techniques considered !o be important in theproducr developmen! process is given in Appe;di* IIr. rfri, "o"."

iuif, re.iniqui,as FMEA. QFD. DFA DFM and DOE. tnituded for each i.

" a.r"rio,too oiiiitool or technique. placement.issues in product deuetopmcnt. tcey issues'*itn regarJro rmptementatron. and rhe benefits that can accruc from theii use. and finaiiv aCase study,_ It would be advantageous next. however. to aetermlne exacttV wha't arool.or reclnrqu€ does. ln general, the main engineering activiries lhat silould bcracurared by thelr use are (Huang, 1996).

. Cltler and pres€nt facts about products and processes

. Clarify and analyse relationships berween products and processesa Measule Derlormanc€o Highlig.histrengths and weaknesses ano compare alt€mstivesa Diagnose why an area is strong or weak. Provide rcdesign advice on how a design can be improved. Predict whar-if effects. Carry out improvemeDts. Allow iteration to take place.

Tle decision ro d€vetop in-house or buy a rool or technique may arise as awareness\ or $e opporturutres in a business rncreases. Off-rbe_shclf products are more ooDular\as

the deretopftenl_ of rools and techniques rs very r ime consuming and'labour)llrtensrve. A generally expressed desire is ro us€ computerized techniq;es for easierdocumentation and design reuse. However, it shouG be noted tfr"t i p"p"._iu."i

5.3.1 Overview of tools and techniques

analysis is esFor examplesystem percethat implemea significantof rhis is thoeep€ns thetendency forhave a morthe same meprovide mot1996), but aftcapabilitics.

The benefitcategories (H

. Relatcd toreduced lifrcustom€rs

. Benefits in(

. Far-reachir

many companof quality tooQuelity Manaofmethods. Hrelaled to anrtechniques is c

Practitionerof the availabsolving all sorthat their appltechniquesare1994). Sophistpragmatic. Sullose interest artool or techni(inhibit the desi

There may afunctio[ and lrproduct develoimplementatiormay be a signil

doing the worl

Tools and techniqueJ in produrt development

i:1:H;il5.'il'i."ilil':F::lij::,:TT:lTldins (Norer and Ande."son.,ee6)tv""- p"i""iu.u l Jtg'#;;";#11"t

tn"t rmplemenred DFA on a DaDer'based

ffii*"'trs:1ff t#ffi flr*i+ liii!;:: : ;:lu;$H: ;"#ifi :.j:tllr.t;ifr::*ffi i#i:Tr#,#il:I:ffi iiilf.".,ruFi;11'T'"f:. "r'#l*":il,".1'J'':: thsr.methods..impremen"a

"' " ""'"p,,",the sarne methods "" o"d;;;;:r,1fr::ir*yli ;t#,JTf::l:JT,[:: ii", ili:i"il,'; ;i nil"#*:,i::.,1:f ffiffi I :1..i;li*ilr*:*ligjThe tr€n€Sts of using tools and techniques in genenl can be grouped into threecategorics (Huang, 1996):

. Related to competitiveness measu."a,."a rir"..y"[ "".iE i;:;;;ffi:fir1il:ffiii*:"1] j:d:ll',ffi :.::l,,lfficustomets

: F;rj::iHiIH"ilT"T1_:;*1':Hj1;:i ffi,::";li3;:,,,":*:J,1"0*.A recent survey ofcompanies in the automotive and aerospace industry found thatmany companies are unaware of rhe benefirs rha,

"un u. g"in"a t orn ii. ujiir-"iionor qualrty rooh and techniques. The,

au;rty ri.ra;;;;;;iia'iil;ilif"Jll:l:rBs Er\ Iso e00o (ree4) and rotaroi',.ti,oa,. ni*.u".. riililffii;:,f:fl ,lilLT:,,i"r.,;:lrT:t *iliH;lrelated to annual ttrrnover than eml,*r,''iq"* i. a'".i""iiJil,i'ril

"l,ir","1|T. iiljJ;",:::1t"liJl: use or roors a-nd

"'ff":ff'ffi i":::,'."*'."f"il1i'#l"Yl"":li"n'""u' "ii th' ai""' notu"

** zul+liryUr,l #l;lil* Trilffi ft ,'*;:hf l:l"r:Hf fitectlnrques are ulilized, the constraints

I;;I"irH,,ffi j:fl T*,'il:tl;:;i [#11","?",:ffi 9,9.1;5;11*: :i::r";*nuril*l[:Tt F:ili:ffi:,#I :ilf:,],:ti :fixiiij:inbibit rhe design devetoor*, ,,;n,"Xt,iollilor

ahstraction so thar ir does nor

,"#:fi T;J,:i3 5 ::ffIil#:;?;"il:: :lffi 3:H.iill::i ;:,.Ty;i::;product devetopmenr. Designers and manager\-"ril. "*A.

U..i"*,i."i"ri.,ril-

rmptemenlat ion issues. funct ion and br\r?-*J jir:*ljl*i:1:'"*r;*|-:iiifi"{titrl,;i.'::'ff :i":T'f :';1"i"e,r'. *:,I r i,ei.,]'i;:i:+f; , j:;:'[.';$::'ilri#;,ff :il;'J;*?ilIilrH;H[:i..1T,"$H..,T::1.filil,";k;;iJ;';;:;ft"":;il;

263

lnd

;

F}}€Fdlalate

t3taEId

264 Effedive product develoDment

. Poorly designed rrajning and supporr

. Not applying what has be€n learnt

. rnnppropnate use

. Resistanc€ to usc

. Failure to lead by example

. roor measurement and dara handiinu

. Not sharing or communicating the b;nefits achieved.Reflecr ing on lhe de\elopmcnl of a new technrque \uch a\ CA. for exrmple. i l waslound rhal ih full acceplance b] the product lc m relied on several facror.s:. Understandlng - It sbould no1 be assumed that all team members understand theconceprs of vadabiliry in manulacruring processer. the mensurcmenr and ideas ofn"Ji,:ilTi:lil,'11,:::,i:,",1i,,i niL1,i'.1;'"n;;:n n*1"t.*{liii:controls. there are bounddries which can

process developmenL programmes. hc moved onl) by expensive and lenglh,

. Mindset. Designers readi\ rccept lhat their design musr deliver Lhe requiredIevel of funct ional i ly and within pioduetsame emphas,s on ensuri",,n,, in.r,o.iii j'Tj:i;JlJ,."ili:.,llXl.rl]iilij,c:I;bly

The re\ponsibitiry for en.uring qualiry must be accepred Uy il. *i"f.. Focus.- Engineers usuaily like to realize their designs in hardware as soon as

lijl!!!{!i,:",1'1ii::il'i,"Ut' j::J',"$:.f#.;"-,:["n"*:**:::'f:nTI":l",liH:jj:$:Bn,as earry as posi'bre, b*** ,r,.v

"r" rn""i'r'""e",

. Acceptr&e -. Deadlines put pressure on the team, and CA may be secn as vel

i:.:j!-il,]::'fi .li"Hiii* l? itiTi;ii,ii,i li,ttffi *x". tr;';:trjj"lil:::JilnT.f,'ff i::ii J"",iJ:*:':ilffi i;i,:"

-p*it"" ri;ir"ii"" i' p'""iJ"The final poini r€quires that the implementation ofnew techniques must be mantse_

il::"ii;liiijll i,l,ll; [:",1Tff._TiT,.']:,;'h;;' ;;;,;;;; ;';:.;;,ij;.mn:', ;;i:t' ll*+ttin:ffi *Tr., fr :6 ilrih "r;: ffi l:. Full management support and commitmenr. Effective and tirnely training. A need ro use rhe loot or technjque. Defined airns and obiectives for use. Back,up and support from facilitators.

:;.:H:,?ffi1fi*::j ,'lT,:Ily-jlrjff " " ,ons.term process and shoud be

n:n*l*r*m:,ui*l;:.rtii#::#.l.:**1flll:$:fr,1,'r#;

5.3.2 Ut

DFA/DFT

(Norell, l!Taguchi's Iand the Ulexpected (l

. Compan

. Compan

. There ar

. Elfective

The populaFigure 5. l0of FMEA.not ask forPoka Yoke

usinga

Figure 5.10 PeBooker, 1994)

Ioolr and t€chniqu€s in product dev.lopnent 265

5.3.2 Utilization of tools and technioues

As part ofa concurrent engineering framework, four formal methods, FMEA, eFD,DFA/DFM and DOE, have been identmed ss complementing concurrent engineeringworking and their application in general shortens the total product development time(Nor€ll, 1992; Poolton and Borclay, 1996). Alrhough merhods like eFD andTaguchi's Robust Design have been stated to yield good results by us€rs in Japanand the USA, surveys have shown that their utilization is not as high as might beexp€cted (Araujo et al., 1996). Possible reasons for this are:

a Companies unaware of their existence. Cornpanies unaware of the quality rclated bencfits that may accrue from their use. Thefe are difrerences in compani€s and/or their products that reduce their useful-

ness undet certain circumstanccs. Eflectiva utilization requires cxperienced or trained stafrwho may not be availabla

in some corbpanies,

The popularity of some of tbe key tools and techniques mcntioned is shown inFigure 5,10, taken from two difrerent surveys of UK companies. The importanceof FMEA, DFM and DFA is .pparent, although the survey conducted in 1994 didnot ask for the usage of DFM or DFA. Equally, the 1996 survey did nor includePoka Yok€. The minor popularity of techniques such as QFD, DOE and Robust

using aPanbuhr

R X f H q6 H- t " 6.4 "

g P3P

Flgun 5.10 )Perceniase

of UK companies sutueFd using a panicular tool or technique (AGUjo etai, 1996;

266 Effedive product development

De\ign; a redecl ion on rhe conmenls made eartrer. Ihe ponulanl) otSpC is \hownror companson ro sause rhe ph,tosoph,er of.of fr ,* , i l ; ; : t i ; , ; ; "1; , ; ' " -" , ,

5.3.3 The-integration of tools and techniques in the producoevetopment process

rhi*#.[tr*ffii*.*il+*Tidt?*ii.il,'*;$i:,**T$ffi*ftr**t*iltuilnffi*.,':,l,ffi :H,'i""*iiili.iii1,i"x,101,,,"".,,,u,

*3:idil'f idifr :f,f,"'*.1d,fr *llj$f-ttlt!il-"'.i',',1#:*r#;;i,',ffi rr":i,:Tiff h#[i::ri{"l!*}fu 'jr.#f; srli'ii1;{i:;f rl";iri#l,ffi ltl:nii"*{ilit}i'Fi:"r'i":$:*+;ifi*il:=:,:$i'F"'f ifi fr r:lllf il*}jTiiqil#j$"j*"r#r$:l$g1t*il*1;ti,.;*#r'i- mius;i*:l}r:iitl!11{i{ii{:i;il{i*rr*.*rr*:':",:*,i$:{'#.".t1,T'#i*:il:'l'::ili[.:'L :::i":Jo::Tff** manuracturins

-a "*'t'rv'"""'"'""i

;trigft ,',1.ii:"g*f*,}if*}:f,q,Ht$ffiff rtj*$i#ipp.,*r*p;ql;*:::;":r',' l#*i$5i*:**i*5-i*,I:li,pi:.::lt'l'l,[tlii*:xltr

K.ylOFDl

ooEo7

Figure 5.lt I

of FMEA,

Th€ pro€(CA are usedesigns of 'l

potential pr

Tools and techniqu€s in produd developm.nt 767hown

ime-

irngtch-lDeyD4).ornt

! rsrr€sbrlss.tctlve

rd

ol

f;lEE

!ll

hdt!yrdrdirdbd

aa

I

I

I

I

Koy:OUALIW FUNCTION OEPLOYMENT - PHASE 1FAILURE MOOEA AND EFFECft' AMIYSISDESIGN FOR MANUFACTURSDESIGN FOR AISEMBLYCCPABILITY ANAI.YSIS AND PROB,qBIETIC OEArcNOESIGI{ OF EXPERIMENIS

;F,*ffis$!ffi ;$:iifl BilH#i'sff ""..,"Q7

Figure 5,ll Effectiv€ placement ol tools and techniqu€s In the product development process

ot FMEA, DFA/DFM and CA hss many h

iifl :I;Trtti*iffi *u,*:i..,".. i1#il:."#T,1i"ff ,,'i.;::areas where DOE is needed.

^ The process capability requrrements for cortr,iTi+f ""f;l'ffi *:,,':t'"':l;i.,1'$Tl#;,[il:'ffi j::l

fi.f;:ffi ::,rf #iT: ::i:.:*J ;:'::.ffi::"itf 1lJ.#**;Il:"",:

268 Effective product dev€loDment

will bc discussed and examined with the supplicr. Thc supplier will be cncourased roprovideevidence that they can mect the capabjlily requir;cnts orotherwis€ b;1e, -cnce 1o perfonnance on similar parl chnra(teri\rrL" rr,".pn,u,.f, i,"uppon.jOlif,"application of SpC in the factory .tnd thc encouragement and faciliration of wort_lorce involvemcnt in a process ofcontinuolrs imDrovement.

The so-call€d e7 tods and techniques. Cru,e nnd Efflet Diirsrams. parsroAn:r lysi , . ( l ( . rBr iheno. l9q4: D le rnd M(eualer. tqe8. Srr iker, t r"5J.

" ; . : ; ; t i ._abl!'to any stage of thc product dcvclonrnunr riro(e$. lndecd ,f,"1 ,uppoit'if,"workins ot some ofthc techniqu€s mentioncd, tor exampte using a rir",.'":r,".i ir.prioritizing the polential risks in ternrs ofthe RpN ;oa"i t, o,ti"ign u" a"t"._;*oin FMEA (see Appendix III).

A.p'-articular difllculty in-product devclopmcnt is 1() properly and elhcienrly tie iureliability prcdicrion methods wirh the design pro".* .o

"i to e";n

-"*i..;."tr.,,on invcstment (Klit ?/ da, 1993). Businesses hecd to dcvelop eLnomical and timel,melhods for obt.rining lhe rnformauon needed lo mcel orerdll reliahilll\ so.rL aLcach slcp of rhe product dcsign nd developmcnl frolesr (Meeker *,f'Hi,"la",1995). Also under the CA?RA heading i5 rhe design for reliabitity ln",il;i;;;,CAPRA\l ' . [ . Jescr i t \d in Chaprcr 4 of Lhrr book. bntt rc lcvanr ," Cl , ,

""" f [ohcre aho. therctbre CApRAlkss should ideaily be pcrformed "t

tlr" ""1

;i;li,phase of rhe producl developmenl proc€ss, as cfipability knowledge and knowledreofrhe service conditions accumulates, togethcr witf, quoflutiu" aotiul.*av ,uo;-f-,rlj"from an FMEA.

,A,propo)ed nrorlucr developmenr process lhar facilit{res designrng capable anorelrrole products hus hccn ourlined above. lt mu,t hc strelsed thrl lh( producrdevclopmcnt process itself will not produce quality produch. and considcration ofmany tssues are cructal 1o success, such lrs company slrategy, m nagemeDt slructure.commirmenr. suficient resources, communication, and m-ost imp"it*iiy pr"dit.rengrneerjng practiccs, such rs thc followrnr.

5.4.1 Team i

Ev€n with thc I

for some kindproviding the n(

Rescarch (Urjng solutions. I

1995). Tbc useall th€ team me

aPProach oftcn

. Assembling I

. Lack of forn

only arc dcsil

In nddir ion. theactivities of the

single product d

1993). An impo

. Undcrst.rndir

. Dcsign prodl

. Mrling sure

Furthermor€, in

(Kolar ik. 1995).

5.4.2 Quality

Il is quite possiband still be prod

Tools and techniques can enhance the succcss of a producl, bur alone thcy will notsolve alllrroducl devebpmenl issues (Jenkins.l a/.. 1997a)_ Any impl€me;etjon oftools and techniques wirhin theproduct developmen 1 process must tale rhe lbllowin!into accounr if lhc ourcome is ro be efcctive al all:

--'

. Teant appro.tch to cnginecring dcsign

. The company's qualiry phitosophy

. Aclequare Product Design Sp€cificarion (pDS)

. Assessnent ofexrernal suppli€r quality

. Adequate number ofd€sign solurions

. Adequate design reviews

. Adequale conliguratjon control ofproducl design and processes issues

. Adequale Res€arch and Devetopmenl (RandD) shoutd be cornpleted before conmenc€menl ol thc project.

Several of these issues wil be discussed in detarl next.

Suppo(ing issoes in effedive product development 269

5.4.1 Team approach to engineering design

E\en wi lh.rhe r ;d of root, , rnd rechniqu<\. enginecring I , sr i l t d rd,k rhal rcouire\(re l |ve\olurron:{UrhinandHrus(,r . Iqoj) . ( umpdnies r , i (opnrzine rhe rnoorianccor producr dc\etonmenr ha\e ,eurched ro resotre rhs pr"Ui.r . , i r , . . i "p, ,"efnr \om\'k ind of reanr approach. rn\ot\rng J mutrrrude of n.rrnn, ,unn. ' r . ,ar iprn\ idins rhe ncce-ar) brc.rdrh or exprriencL.in n.,t* ,,, .r,,,,t" rn,.a,i i ., i i . i" i i i

ReseJrchi l rb nandHduser. Iasl)has,ho$nlhJlrc.rmsproduuehct(ercnsin. :Lr_Ing \oruron\. ream \ j1e\ shouU be kepl ro rhrce or four for besr pertor iant",nowever. up to nrne or rcn can work etreclr \el) togerher tBS -000. t99l ; Srrrker.1995). Thc use of multi-functionnl teams al!',hc ream menrbers nr" "";,. ;'i;; :;r;;l'1,;T:f l,T.T::::l;;li'liT:rilfi:on orher arcds. a\ discusred cart ier Thc ream rre able Lo plan., : ; ; , ; i " ; i i l ; : ;bc carried out in par&llel. Whilc somctimes obtaininS reasonable rcsults. thisrpproach often fflces a numbcr of obstacles (Towner. l99i):. Assembling Lhe Frsons wnh Lhe relcvanl cxperiencc. LacL of formul strucrurc. T)plcal l ] luch meettngs lend ro bc un,trucrured rndoIlen 4.r r,i. rtl3cks on vrrious .pef lhem.s. Ti€ lo(ation of rbc persuns rcqurred ln thu rerm c:ln also present problcms Notonry ire desrgners and Froduction engineer, found rn tllfferenl funirinnal rieorn_mcnrs. oul they can lrequenrl) be on dlffcrenr .iles Ind .rre in rhe cuse of sub_contractors in different companies,

In rddir i rn. lhc thincec irc thir rhe crpert i$ in rhe term ui l l only covcr thc Ddmurvacuvlfle( or lnc busrners nnd hcnce oppofluntty ro exploit nn) hcnefir. trom attern,r'-t|ve process€s mry bc lost. The ideal concurrcni engineering sienar;o woulA involve asinglc product dcvelopmenl team whosc co-locrlio-n **rci*"tf" .nrl."r,ir"i"*Ljon rnd mutual undcr\ landing heru(cn lei im mrmhers rMcCorJ :rnd EnDinsrr.. , 'D, ^D

rmporrrnt uJ] ol encourrging muhr_funcl ionr l reLrm w,,rkrng houeier,

lil:.li:l:I,]:f::,;:li:qrj'(\riit provrre 'rrucrurc'r wrv' or ach ev n! mprr'rnr

. Underslanding whai thc customer w.mls

. Design producrs for easc of manutacture and assemblv

. MrkinS sure produ(ls and p,,)(e*e. rre ,r te

. lmproving process capabilities.

Furthermoft. in ordcr more erectively to creare qualiry, the people involved musl beemto\ ered t . mak\. .hrnge, In rhe nrodul\ lnd pro(€_e, rh;) l re in! . t \ed \ai th{Kohri l . l995 |

5.4.2 Quality philosophy of the company

I r i ' qui le po,nble lbr a \ 'omnnny In be regFrered und(r BS LN tSO {r00u of OS a0u0rno sr l 0e nrodut Ing pruJuct\ $ hrt h rre detec| | !e and not ro cu,romcr requirerncnr\ .

274 Eff ectiv€ product d€velopm€nt

rH:tr ijTHid':,ii1i.t#lilHl?,il.yit i,ili.jt*i,:T j,::Tj,iti

r!l';',-l#ltl5}*['**t-ltr fiiilf,:rf:hhi!y,,1'"',il.:"*"'",*:l;.*n'f,:_x*ji#.$:T#i;r#"""iff ':;$ jif ;iiji:'.:,::j;;,:,;k:.'ii#il ;:;;;i;,1;,iilhlil:;:. It is too expensive. It does not addresg the needs ofsmall busrnessesI l l l l

u louD biased towdrds manufacrur ing. ls lt relevantl. You can still make and sell rubbish.

Itfl n r n:rf *irln:j:1t1{ilf #'..*.":;.til: :,:1'tr"3Tli:1ru1in::li;i:*{n:"'j}'i{::iiy;"TIii'1":i,'1T: $.51 Tili lu*:'l;"ti:'ll;:l':lmtilffi *#ji'"'::,: ::liil; j::f I ;tj" jl;trl:1i;T.,}:l#1;ii!ll-+, jr"".i,.l',.;r'trlxTn:;##,ff i:+I9TQM

aflects three areas ofthe product development process (Rosenauand Moran,

: iiilf.:;- ffi1x'.*lintemar ma*lement orprocesses

' ;':iil:i.i.l|fi'li,T:li,t"'o* technique\ used ro facirita,e reM and ,he

liFil';#[Itffi l#*i*:lrl*pr"ir'',,.ii:']t#'lri:r'i:1." j:iH{i;;tr,r.,,iTd;i:;ii#illl#JJ;#ijlift ,jT::,. The culture TOM. Regisrration (BS EN tSO 9000). Quality Managemenl Systems ieVS).

l::.:i{i+,yjili1::.'ff fi f i.*:.i#ti}r*.*T:l}iff *,:i:*

in all cas(

1992).

5.4.3 Pr(

The PDS (requrred.I tand reguh

throuSh a r

since it encto the PD!

PDS is onedesign obj€

5.4.4 Extl

for example

(Wyatt .t a,portion of

An ellecriassuring supmust get mr

hostile appr

Most buyc(supplier\ go

a supplier tlsupplier thr,nanage supl

. Choose s!

. Reduc€ th

. Build up (

Supporting issues in €rf€ctiv€ produd d€velopmentin all cases. Several researchers report tha;:*n*"*hi,li.**:?.rl;#iillfi :i*ru;:t"1"",'*5.4,3 Product design specifications

;Fiil,,l,'r*T'i3:,ifi;1il.,.hi.*::il;:ril:li:i i::'ff}j.:iJH:i:am regulattons that the dcaigner has to o

:1$;r.+-lq+t*j6iru,.;,1",1*Tt,'"J,:f; ""J#l[fr i,trmarket analysis is the basic reference for th

;m:,fi::_,;l jtFj:mi:l,i,x*iTi;"Isil?:f .,l,,:J.T::rus::::*u:-*,-,1"x'liTj*.$jirliT::i:i!li,_:lil::,Tj: i,1!11fi:::,::'":,,,'* ru;li,H:T":i:'"XlXlfy.ilfl ^il'ii;',il1i' ii,',,1l".ilij

5.4.4 External supplier quality

ffj".j:'$fi :itii:i,!j:xi,'iit""tlil:':; :fi .;;i,H1l,illHf ,ff il'::iHi::yji",': _:,, jl,5;l tTt ;:iils:.' T':il,::ff ix"#Tl;it;Til:gtilf ,#i"Ti'"':rT :[l]'"Ti fi lffili.'J,1iijiL,H'hft ;-;;'ffi- ; i:;;H:11'i';;

:#fi ii'^!X, ff [,l1i,i1,',#i,fi A:iJ:y T,!1; liti'il?"lli,llli,1 tilti ilmust get much closer to the supplier,s operideveiop a supprier srrar.rr,"oi*al,l*liii,i""t y.T#Xffilfilil:"1if: j:hosttte approach to their suppliers, for exatpnces regard ress of q ua I;,y. o, ,o ,.r,n ino,. ,Tl.le-

lo - drive them

.to impossibly low

xn llh":lir1iru'.'x{ t j::n ll*:f ":i', "* T.'tl#,r:i"'il.pffi p:*'*ru"Jd..,,.'ilHf ;tr:'j,,.#l;l"Tj,::l*,"J ,"fillff,l!'J.:ifi t?l:T,t'fl n,:I:;'.."4:.J,'"T.tJj;;';';iil""i";':;*ii.:l;: fiJ::: il:?ffi:.r:r",."",fice

the required quarity, not who ofer rhe rowesr price. Build up close working relationships

211pany.Facy.lDanyI lso

Fl,nglYoufact.lore

FrvParforbobehubrhEDA

F,

IbI

FIIF

I

tI

I

I

3

5i j f iE: tg:3:d .EEi*8"

€ - ;"E

3

P e k:6! i E P bE seaEiEEiEiF 3 E i 'E ! 'g EE C ie* o: E 'o 'EF- ' r - i i

E E g=

ieli=;71??J,E+Zt7=.;a: i=_ t '= =71!it11YtZ7:?Z+ii'2i:zz+t,i't

figure 5.12 P€rcentage of th€ compan es applyfg d pd.trcular elemenl I the PDS {adapted irom Ande6son, 1994)

Fi '

EFgEFFE

Supporting issu€s in €ffective product development 273

. Collaboration ard mutual trusr

. Operational integration at all stages ofdesign and production process.This.approach has demonstrated a marked reduction in supplier p.ices. improvedqual i ry and del ivery, and exkrnal cusromer sal isfact ion. ihe."no[. ; ; ; . ; i ;regarded as parr of rhe ream and rheir fu commirmenr . ,rr" p.jc:"i *iii'i"*r"minimum inspecrion on recelpl and lhe implemenlation of joint lmDrovemenr bro-grammes. For example. lhe car manufacturer Nis."" f,". *!" i"""fi.j i.

" p..i."to improve supptier qualiry and productivity. Du;og

" ,*o y"", p"rioj-,li"i'jui.

rhat 47% of their suppliers were producing loppm or less. f"lil;;p."6;;;(Greenfield. 1996,. More on the benefirs of rhe approach are discuss.a dv C"fr "nJDale (1990) and Ltoyd (1994).

,'*, ;:H:#j:l tto'"allv catesorize its suppliers accordins to their tvpe of op€ra-

. Fully design, develop and manufacture their own products

. Manufacture major components from supplier designs

. Manufacture simple components from thi;d party cl-esigrs,In cvery case the company may demand the supplier be registered !o BS EN ISO 9000or-confom ro rh€ir company requirements foi ih"

"t.q ""-"v "irr,.i, q""riiv,vi .r"..However. as previously stated these registrations do not control the quaiiry of theproduct irsetf. Any new suppliers musrihow evrd"n". ot,r,"i.

""pul iillriir, o,ii,contracls before being awarded any orders. Any current suppliei who iails to m..ithe slandards may be removed ffom the bidding ti.t. fl" i,i"fity u..urr*" ,oiiircpresents quality system requirements for the purpose of a;uppiier dem;;; i;its capabitity (BS EN tso 900t, 1994). Evaluating ;ppf". *pifi,f,iv "iii"

o."a'."ition level involves two parts (Gryna. l98g):

I :Ylili"e 11l. *ppl:r's design rhroush evdluarion orproduct samples. lDallyrng the supplier's capabilily ro meet qualiry requirements on production

The results from CA, described h Chapter 2, serve as a good basis for supDlierdialogue.very early in the development process. probtem ireas i; il;";t#;;sFtemalically idenlified and discussed openly with ,rppfi.^. ff," ".""rr"iy-p?*..,or o€srgn cnanges are then etieclively conununicated in order ro meet the cusiomer\rcquirements leading to a process capable desrgn.

,,,Jii#rX?ali,,lTT$"i.suPplier development proc€ss should contain the rollow-

. Dc0ne a producr and programme quality requirements

. EVaruale atternaltve suoDliers

. Select suppliers

. Conduct joinl quat i ty ptanning

. (o-operate wirh the suppl ier dur ing conlacr

. Obraln proof ofconformance

. Certify qualified supplier

. Conducr qr, ,Lj ty impro!emenl programmes as reqrtred

. Lreale anO utr lze suppl ier qual i ty rar ings.

274 Efiective product development

5.4.5 Design scheme generation

I ) (s ier fc! icws rrc l Iornrr l f rocc(turc lo cslrht ish thc lo l : r t !n( lcNtrnt t ing rr( li rcrcplrncc ol r ( lcs iNn r lsk. lhc pur l losc ot re\ ic{s i \ 1o ( t , r r tcr . I r leT)

. Moni lor proAfcss

. l tc ! ic$ qur l i l r

. l i rsurr lcrel o l sUIt)or l

. ( ; fxnl pcrDrisron to f focce( l cuf l ) i l r rhc f ( )ccss

A ( l .s ign rc! ic$ nrUst l { ) l con\rdcl e()s l n( l l lDc se:r tcs: i t J i ) rnrs:r t r cc.blc rcco( lo l rcehnicr i l deersion\ r in( l curfcnt pcf t i ) r : rnce !g insl re!uircr t lcDls. t )e jgn fc! icwsrr( r cr uci l l n l r I o l pf t r ( lucl c lc!c loprn.Dr ln( i r rc nn r | r )por l nt t retof i .nhl l c i l lgpr(x lucl pcr lofnrxncr( l ) ic tef . 1986). theyshoUldrtn) l lkcp| icc! l lhccf i l re. ts l lgc\( t lhc pro{ l l |e l dcvr l { ) t | l rc l r r proecss ( s hishl ightcd rn the in( tustr i r t n,nt" t ,

" t t , i t t

rnd l )MI,) Thc prfr ic ip lnts r l rhe del ign rcvicr sencf l ) InelLrdc rcprcsrnrr t i \cs

DcsiErrg lbr qual i rJ nrcthods hr lc ihe obicct ive ot sctect ins the tcchrr ic l l l l r pcrfeclone trorr r numbcr oJ l l l temari !c soht i lnrs th l t ha\c been arr ived {r s) .s lerrrr ic Ulrnd not t l rc l i rn lat is l rcrorv sdur ion (U|runspcrgef. t996). Dcleloping nrore rhrnonc ( icsrgn schc'ne is rhcfc l i r fe.r kcr issuc. thr h ighcsr perccnl lges ol comprnrcsgclc l ing on r lcf lge t \ \1) dcsign schcnres r t s)s lcm lc lct Ind lhrce or src l tef subsr-s lcnr schenrcs. ns shown in I r igurc 5 t l

ln gcrerr l . thc nn)rc schcnres gcncl t led. rhc mor.e l ikct l . rhr l rn e icr ive dcsigns(tur ion c ln bc isoLrted rhrourh rhc dcrcfnr iDcd l )c lJ innxnle rrcr \ | r fes. Thc pr ' (Jccssol c\r lur l ing al ld conrpur i Ig lhc d$isn r t tcrnLl l r !c\ is l r ) inr for t rn l | l rodc ol r fpt icrl l ( ) I 01 lools rr)d lcchnrqucs rnd rcthccs the rspccl ot c\rc l i ru( tc rvhich ( lcsigrrc^sorrc l i rnc\ scck t f i roush thcir usc

5.4.6 Design reviews

40

35

30

25

20

15

5

Figure 5.14 le.

() lkhn(1. l9()

hy r l l i r ) r s i r ) rbclow ( t l l lnr . l

rchic l ing rhc.

5.5 SumThis chrpt . f

I 1 lo2 2 2la3 >3

Numberot desiqn schemes

riqures. l3Nrmberoldesgn(h-"mesqenerat-"dd15y51emandlLrbsyl temevet{Ander j lon, 1994)

Simpl i fy

Slmprify

substilut6

Can any otlhe componenls be

ran one component be intesratedwth anolher component?

(an rhe Even @mponenlE be9o!!!!e!ta1blqr !!I?

Can cofrponents be simotitiedtcan co;pon;n€ btataIdardi,;J

an any component be r6v36d?

Can afy ofthe actvities be

uan oJre aclv ry be ntegratedwlrr another actNitv?

Laf a benersequence ofactvlies be foltowed?

Can activites be stmptiied?can acrv{ies b€ standa;ize,

Can afy activity be rcptaced?Lan any acivty be r€vrsed?

Summary 275

l-!

ll

tigur€ 5.14 Techniqu€s for rcdesigning products and processes (Huang, 1996)

3'^ffi','n";;'u""tt qualitv as appropriate to the phase beins reviewed (Dnle and

Following the complerion of a desitn rcr*t.iu"a.i-o ir,",ffi ,;;; ;il"l;;*:X/;: ,;:':]Jil"l ff 1"'JIT:J",I;

l::"'l:"1Tjj:"1 :lh'.qucnrry incornorarcd ,n " a*iu" ,o,r. ""a o,'rl"i.-ros+"reeoDack rrom vaf ious trrols ind technrqu

::"1::lT_:..,-1,"' lh".nd or thc da).,n..:;i;1,#il''.fii,Ilnx'"}[, *:]:l

lr#t1,#t,":"xT;[::::1,:]:il:ill.l'ti:il:lil'f : i.,tf lll i: J:,::TiJ::. Make ( understnndabl€. Cafelully consider the order ofprcsentalions. Bc prep.rred with quality matcrirl.

Rc( ie, ign rcrr ! i l ie, blsed on teldback from lnc revrew drc lhe nexl roArci l st . rce forrh{progre\qionofrhedesisn.Rede,isnoncrs,hc.nr".r";, i,, ir,".., i .",r,"i1,,i"1I ron wncre.rnc ubjeLlrve r \ nor . imnly lo rcpldce. bur lo f ind a ncw JnJ belrer \^r \ ol

l ; :f l , i ; ' i{: j iT ;"., i,,n {Dic,er. rsd6r rhe (remcnrir) pn,(e*f\ of rcde\isn drc

276 Efiective produd development

is its reliance on information from an FMEA, speci6cally the Sev€rity Ratirg and thepotential failure modes associat€d with the dcsign.

Additionally. information from the PDS or QFD is critical in the developmcnl ofthe design principles, as the final design solution should satisfy the customer/func-tional requirements stipulated. Tools and techniques can supply the requir€d designinformation and design pedormance measureslhrough theearly stages oftheproductdevelopment process and itis thiscombined se which has been shown to provide themost benefit in reducing costs and shorteniflg lead times.

A concurrcnt engineering framework allows a more emcient 8ow of informalionfrom the various tools and techniques used and ellectively communicates thedesign through requirements based performance measures. Th€ primary advantageof employing codcurrent principles in terms of the use of tools snd techniques isthst the overlap of the cngineering activities. whicb is natural in any case. enhancesa tcam-based approach. The application ol lhe tools and techniques in practicc hasalso been discussed together with a r€vi€w ofeach. including their effective position-ing in the product development process, implemenlation and management issues irndlikely benefis from lheir usage.

Important issues to support the development ofcapable and reliable products havealso be€ndiscussed. These includealeam approach to engineering design, the genera-tion of an adequat€ number of design schemes from which to determine the mostefective design golution, assessment of external supplier capability and the impor'tance ofthe design review process in forming a traceable record of technical perfor'mance versus customer requirements, The vital rol€ that qualily philosophies, such asTQM. have on improving and driving the product developm€nt ptocess has be€nemphasized.

It is hoped that the reader using the approaches described in lhis book will findgreat benclil when designing ncw products for high qualily and reliability. Withinthe framcwork for application d€tailed above. lhc tcchniques discussed combine loprovide an effective proccss for the developmcnt of new products thot can beimplemented in a manufacturing company. Finally, design has a key role in thecompetiliveness of a manufacturing company. Designers trained in the usc ofappropriate tools and rechniques, and with lhc correct mindset, calt creat€ capahleand reliable designs of high value to the company and customer. Manufacturingbusincsses must strive 10 reduce the costs of failure using such approaches.

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