Beruflich Dokumente
Kultur Dokumente
Assoc Prof Dr Badrul Omar Faculty of Mechanical & Manufacturing Engineering, UTHM
Initial stage to briefly define the product purpose and task involved in the product design Stage in the evolution of product when alternative design concepts are generated, evaluated, and selected for further development
Stage to finalize all detail design including product specification, drawings, tests, BOM and manufacturing details
Brainstorming Objective tree Functional decomposition Function structure Morphological chart Evaluation matrix
Robust design
Tolerances Final dimension
Concept Design
Preliminary Design
Detail Design
Five phases of design, emphasizing the crucial nature of design problem formulation
Sketch own ideas as the group discusses ways to solve the problem. Labels and arrows should be included to identify parts and how they might move.
Identify the design that appears to solve the problem the best. Write a statement that describes why they chose the solution
ideas
The developed ideas should be shared and discussed. Record pros and cons of each design idea directly on the paper next to the drawings
How to start?
Product purpose Define the purpose directly and briefly Problem definition
Seek information Customer needs? Requirement? Product background? Problems? Competitions? Markets? Potential? Task? Literature, books, surveys, market study, patent search, benchmarking
NO
Information processing
Customer survey Construct questionnaire, identify target market YES Extra data needed? NO
Clarifying objectives
Specification list
Benchmarking of specifications
Problem definition
What characteristics distinguish one design problem from another? For example:
1.Longer-life lightbulbs -newly developed materials will extend product life by 20%. Should we modify the existing product? 2.Safer toaster - Many complains about the toaster oven, model #453, blowing circuit breaker in customers home wiring. Is a manufacturing defect the cause or is a new design required to fix the problem? 3.Special duty robot welder The Navy has contacted us to design and manufacture a new remotely controlled underwater welding robot. If only SIX units are ordered, what manufacturing processes would be economical? 4.Fewer broken potato chips We have been asked to redesign our companys packaging equipment to reduce number of broken potato chips per bag. Can a modification to the existing equipment fix the problem? 5.Lower-emissions lawn mower Due to the Environmental Protection Agency regulations, we must select a new engine for our current product line of power lawn mowers. What factors will we consider?
Some design problems involve improvements to existing products, and some require the development of a new product, something that never existed before.
A design problem, therefore, can be defined as a product deficiency that needs resolution , or a product opportunity that needs consideration.
Information Sources
1. Surveys customer feedback system; service supports, customer support reports, warranty claim; provide a major source of information on existing and potential customers. Method can be by phone, mail, e-mail, interview. Market studies Trade associations, and/or government agencies, publish market studies that provide information about general customer trends. Literature Include reference handbooks, monographs, technical journals, trade journals, and general periodicals, in addition to electronic sources such as compendiums and Internet searches. Focus groups Observation studies Benchmark studies
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3.
4. 5. 6.
3.Identify what specific information is needed. Each question should have clear goal. Write this down so you are clear about what you are trying to earn. 4.Design the questions. Each question should be unbiased, unambiguous, clear and brief. There are three categories of questions.
attitude questions how the customers feel or think about something. knowledge question questions asked to determine whether the customer knows the
specifics about a product or service.
behavior questions usually contain phrases like how often, how much or when.
5.Arrange the order
of questions so that they provide context to what you are trying to learn from the customer. Group the questions by topic and start with easy ones. 6.Pretest the survey. 7.Administer the survey.
Clarifying Objectives
When a client, sponsor or company manager approaches a designer, it is doubtful that the need will be expressed very clearly. The client perhaps knows only the type of product that is wanted, and has little idea of the details, or of the variants that might be possible. It is quite rare for a designer to be given a complete and clear statement of design objectives.
Thus, the starting point for a design is very often an ill-defined problem, or a rather vague environment.
Procedure
1. Prepare a list of design objectives. These are taken from the design brief, from questions to the client, and from discussion in the design team. Order the list into sets of higher-level and lower-level objectives. The expanded list of objectives and subobjectives is grouped roughly into hierarchical levels. Draw a diagrammatic tree of objectives, showing hierarchical relationships and interconnections. The branches (or roots) in the tree represent relationships which suggest means of achieving objectives.
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3.
Safety
The Solution QFD (Quality Function Deployment) an outstanding method that systematically structures and develops the design problem information. Customer driven planning process
Continual focus on the customer guides:
Design process Design of production systems Research and development Manufacturing Marketing
What is Quality?
Survey by Time Magazine (1989) revealed that the Quality Product are: Works as it should Lasts a long time Is easy to maintain
Earlier work by Garvin (1987) had identified characteristics of quality: 1. Performance, 2. Features, 3. Reliability, 4. Durability, 5. Serviceability, 6. Conformance to conventions/standards, 7. Aesthetics, 8. Perceived quality/reputation of manufacturer.
Who is responsible for Quality? Every department contributes to the quality of product. Question: How can we assign or deploy quality throughout our company? The use of QFD is the answer. QFD is a team-based method that draws upon the expertise of the group members to carefully integrate the voice of the customer in all activities of the company; product, part, process, production information.
History of QFD
Xerox and Ford initiated use of QFD in 1986 Today used successfully by:
GM, Motorola, Kodak, IBM, Procter&Gamble
Toyotas Success
By 1982
Start-up cost reduced by 38%
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4.
Goals of QFD
Prioritize spoken and unspoken customer wows, wants, and needs. Translate these needs into technical characteristics
and specifications. Build and deliver a quality product or service by focusing on everybody toward customer satisfaction. Main goal: to set targets to be achieved for the engineering characteristics of a product, such that they satisfy customer requirement.
Electronic industries:
IBM, Xerox, AT&T, HP, Apple Computers
Aerospace:
NASA, Boeing, Lockheed Martin, Airbus
8.
House of Quality
2. Importance weight
6. Benchmark performance
7. New product performance target
Whats?
Using values between 0.0 to 1.0 The weights establish how important the customer considers each requirement with respect to the other requirements.
Whats?
2. Importance weight
2. Importance weight
Identifies customer satisfaction ratings and evaluates competitors existing products or services for each of them.
2. Importance weight 1. Customer requiremen t / Voice of customer
An arrangement of statistics gathered on the competitive products as to how well each product performs.
2. Importance weight 1. Customer requiremen t / Voice of customer
6. Benchmark performance
2. Importance weight
8. Coupling matrix
3. Technical requirements/ Engineering characteristics
2. Importance weight
Inversely correlated characteristics indicate that compromises will need to be made, or trade off. In other words, if we improve one characteristics, we will worsen the other.
Case Study
Pacific Gas and Electric Company Largest investor own utilities company in the US Covers majority of Northern & Central California 94,000 square miles in territory 12 million customers (2001) 18.8 million callers to its call center (2001)
QFD Implementation
Began strategy to implement QFD into organization in 1990 1992 San Jose, California Voice of the Customer Series of 50 1-1 interviews 8000 questionnaires
Results
Improved quality
Aftermath
Began company wide implementation in 1993 Project named: Voice of the Customer Improvement Strategy (VOCIS) Finish in 1994
Outcome
Beneficial outcome from VOCIS
VOCIS is a comprehensive continuous improvement strategy for PG&E's entire market. Every organization in the business unit will be using this strategy to create excellent service for all of PG&E's customers. There is a Corporate commitment to continuously improve service quality and reduce costs. VOCIS will help to achieve that commitment with customer needs-based internal measures and focused business process improvements. It is a tool to improve quality and reduce costs. VOCIS will support culture change. It places process improvements in the hands of front-line employees to meet customer needs. The entire business unit will become focused on meeting customer needs. VOCIS is not a program. It is a way of managing the business.
Engineering Characteristic
Production Characteristic
5. 6. 7. 8.
information gathering phase has been approached in a variety of ways: product examination/reverse engineering to understand technology and manufacturing processes, indepth assessment of a single benchmark partner, less indepth data gathering/surveys of a larger number of partners.
Identify performance gaps and reasons Communicate and gain concurrence Develop an action plan Implement improvements and monitor
Types of Benchmarking
1. Strategic Benchmarking 2. Performance or Competitive Benchmarking 3. Process Benchmarking 4. Functional Benchmarking 5. Internal Benchmarking 6. External Benchmarking 7. International Benchmarking 8. Product Benchmarking
Strategic Benchmarking
Description:Where businesses need to improve overall performance by examining the long-term strategies and general approaches that have enabled highperformers to succeed. It involves considering high level aspects such as core competencies, developing new products and services and improving capabilities for dealing with changes in the external environment. Changes resulting from this type of benchmarking may be difficult to implement and take a long time to materialise. Most appropriate for Re-aligning business strategies that have become inappropriate.
Functional Benchmarking
Description: Businesses look to benchmark with partners drawn from different business sectors or areas of activity to find ways of improving similar functions or work processes. This sort of benchmarking can lead to innovation and dramatic improvements. Most appropriate for Improving activities or services for which counterparts do not exist.
EDS Importance
Appearance Customer Documentation Ergonomics Environment Installation Product disposal Lead times Legal and safety implications Legislation, patents and copyright Maintenance
Materials Packaging and transport Performance Product cost Product dimensions Product life Quality Quantity Standards Testing
EDS - example
Portable Winch
Design Brief From internal market research, it has been decided that IWC need to design a general purpose winch to sell to the cable and pipe laying market sector. The winch should be portable but have mounting points for the end user. It is important that the winch sits within out current range of 'Excel General Purpose winches'. 1.0 Performance 1.1 Lift / lower a load of 2.5 tonnes (+/- 10%). 1.2 Draw in cable in at a rate of 0.2 m/s. 1.3 The winch drive should cut out when the load exceeds 10% of the specified load. 1.4 Drive to stop lowering load when only 1.5 metres of cable remains on winch drum. 1.5 Winch should operate with forward, reverse, stop and inch facility. 1.6 Any braking system employed, should produce a braking torque of 150% the full load torque. 1.7 Winch should have a manual device to control the brake release and load descent in the event of a power failure. 1.8 In the event of the winch 'overrunning', a manual safety relay/braking device should operate within 1 second or before the load exceeds a speed of 3m/s. 1.9 The product should be portable but with the option for permanent mounting. 1.10 The product must use a portable power source, preferably a diesel engine. 1.11 The weight of the product must be sufficient to aid the stability of the product. 1.12 Efficiency of the unit should be high, preferably in the area of 20 - 30%. 1.13 The drum should hold 50m of cable.
2.0 Environment 2.1 The winch drive and power unit should be power unit. 2.2 The unit will be mainly used in European weather conditions. But we could expect sales of about 2% unit volume to the Far East. 2.3 Temperature ranges: -28 degree C - European 12 - 44 degree C - Far East 2.4 The product may experience humid conditions. 2.5 Corrosion resistance may be considered by the use of special materials or surface protection methods. 2.6 Any noise from the equipment should not exceed 95 dB at a distance of 1.0m. 2.7 The winch will be stored in suppliers warehouses before sales. 3.0 Product Life Span 3.1 Product will be on the market for 10 years. 3.2 Spare parts will be available for a further 5 years after that. 4.0 Life in Service 4.1 Should withstand an operating period of 1 hr uninterrupted use per day for 5 years. 4.2 Life in service should be assessed against the criteria outlined in the Performance and Environment categories. 5.0 Shelf Life 5.1 The product will be stored on-site for up to 1 month before dispatched. 5.2 Our Far East distributor may store the product for several months.
6.0 Target Costs 6.1 The product should have an end-user cost of 5500 within Britain. 6.2 The cost of manufacture should be less than 2750. 6.3 The cost of packaging and shipping should be no more than 15% of the manufacturing cost. 7.0 Quantity 7.1 150 units in the first year, increasing to 800 within four years. 8.0 Maintenance 8.1 To be maintenance free except for light lubrication once a month and a recommended service every two years. 8.2 Parts requiring lubrication should be accessible within 15 minutes without the use of special tools or equipment. 8.3 All fasteners used should comply with BS6105. 8.4 Spares should be available for 5 years after the product is replaced with a new model. 8.5 No special tools should be required for maintenance. 9.0 Packaging 9.1 Packaging / transport cost should be kept to a minimum and preferably below 5% of the unit cost. 10.0 Size and Weight Restrictions 10.1 Weight should not exceed 500 kg. 10.2 Length not to exceed 2500 mm. 10.3 Width not to exceed 2000mm. 10.4 Height not to exceed 2000mm.
11.0 Shipping 11.1 Product will be shipped by road within Europe. 11.2 Product will be shipped by sea to Far Eastern markets. 12.0 Manufacturing Processes 12.1 Capacity is available for current market demand within scope to increase production to 200 per year without investment / expansion. 12.2 Motors, transmissions, bearing and ropes are bought in from the following suppliers: Drives: Electric Motors - Brook Compton Diesel Engines - Gardener Hydraulic Motors - Hydrostatic Transmission Ltd Bearings: RHP Bearings Transmissions: Couplings - Wellman Bibby Worm Gears - Reynold Planetary Gears - David Brown (PPG Divisions) In-Line Gears - David Brown Radicon Ltd V-belts - Fenner Ropes: Bridon 12.3 Castings and injection moulds produced by external suppliers. 13.0 Aesthetics 13.1 The form can follow function. 13.2 If cost dictates, the winch should look attractive to improve our perception within the market.
15.0 Ergonomics 15.1 Controls to be mounted in an accessible position, relative to the operator i.e. waist height - around 1m, to accommodate 95% of the working population. 15.2 All controls should be hand operated, requiring one-hand operation with a maximum force of 1.5 N/m2 15.3 One man should be able to operate the product. 16.0 Customer Requirements See Marketing 17.0 Competition 17.1 The winch will be operating against equivalent models which include the following companies: Swansom - England Oholom - Sweden Winderhock - Germany 18.0 Quality and Reliability 18.1 Quality should be such that winches should not generally fail within a period of three years and only 1 in 50 should fail within the first year. 18.2 No winch should fail in the area of the safety overload device. 19.0 Standards and Specifications 19.1 Standards to be adhered to: BS 5000 part 99 Motor Performance BS 6105 and BSEN 20898(1) Bolts BS 6322(2) & BS 4320 Nuts and washers BS 7676 and BS 4517 Gears BS 3019 Welding BS 5989 Bearings BS 2754 Electrical Insulation BS 5646 pt4 Bearing Housing BS 4235 Keys and Keyways
20.0 Company Constraints 20.1 None - except those outlines in Manufacturing and Processes. 21.0 Processes 21.1 All components to be of metric form and comply with ISO 4900 for limits and fits. 22.0 Safety 22.1 No winch should fail in the area of the safety overload device. 22.2 Winch should not operate when maintenance is being carried out. 23.0 Testing 23.1 Testing is to be carried out on 5% of units. 23.2 All cables should be tested to BS3621. 24.0 Legal 24.0 Possible litigation lies in the user injuring themselves by having access to moving parts during winch operation. 25.0 Installation N/A 26.0 Documentation 26.1 Product should be supplied with a user manual covering winch operation and maintenance. 26.2 Suppliers require maintenance and repair manual. 27.0 Disposal 27.1 Plastic parts should be separable and marked to aid disposal.
End Chapter 2