01

i
INTEGRATION OF DESIGN FOR MANUFACTURING AND

ASSEMBLY(DfMA) AND THEORY OF INVENTIVE PROBLEM SOLVING
(TRIZ) FOR DESIGN IMPROVEMENT
SHARIFAH ZAINAF BINTI WAN ABU SEMAN
A project report submitted in partial fulfilment of the

requirements for the award of the degree of
Master of Engineering (Mechanical Advanced Manufacturing Technology)
Faculty of Mechanical Engineering

Universiti Teknologi Malaysia
MAY 2010
iii
Special dedications to my respected parents Wan Osman Tku Mahjar Al-Edrus

and Sharifah Hamimah Ismail Al-Sagaf. Highly appreciations to my beloved
husband Azmi Bin Md Isa and my daughter Nur Atiqah Maisarah Binti Azmi.
iv
ACKOWLEDGEMETS
I would like to express my sincere gratitude to my supervisor, Dr. Ariffin Bin

Abd Razak of Faculty Mechanical Engineering, for his guidance, encouragement and
constructive criticisms which brought to the completion of this thesis.
Acknowledgments also extended to staff of Kolej Kemahiran Tinggi MARA

Balik Pulau for kindly providing information, facilities and materials that are
required in this thesis.
Special appreciations to my beloved family for their supports, understanding

and encouragement who had assist me in the completion of this study.
ABSTRACT
The quality of the product mostly depends on element such as product design,
material used, function, assembly time and manufacturing cost. So a systematic
method procedure needs to achieve the target need. Methods to be developed are
with the help of TRIZ (the Russian abbreviation of the theory of inventive problem
solving) and DFMA (design for manufacturing assembly approach). These methods
focus on innovation within the whole function and mechanism structure of the base
product. The approach methods been used based on criteria in each method and all
the criteria will be analysed during product design stage. During the stage of design,
a significant amount of information is gathered and analyzed to support the decision
making process that leads to the synthesis of products. This approach first reveals the
contradictions that block the target quality from being reached, based on the
engineering solutions that the current base product employs and the phenomena that
take place while the base product is performing its function. This will make product
more competitive and effective with good quality and at the same time reduce the
conflict faces.
vi
ABSTRAK
Kualiti sesuatu produk amat bergantung kepada beberapa elemen seperti reka
bentuk, jenis bahan yang digunakan. fungsi, masa pemasangan dan juga kos
pembuatan. Maka satu kaedah sistematik amat diperlukan bagi mencapai target yang
dikehendaki. Kaedah yang dibangunkan adalah integrasi dari 2 kaedah iaitu kaedah
Boothroyd-Dewhurst - Design for Manufacturing And Assembly (DFMA) dan juga
kaedah Theory Inventive Of Problem Solving (TRIZ). Integrasi kaedah ini lebih
kepada inovasi sesuatu produk di mana analisis bagi setiap elemen di atas
ditekankan. Teknik yang digunakan dalam menyatukan kaedah ini berdasarkan
kepada kriteria-kriteria yang terdapat dalam setiap kaedah tersebut. Setiap kriteria
tersebut akan diperinci dengan teliti semasa proses mereka bentuk supaya hasilnya
berkualiti dan berdaya saing tanpa mengurangkan fungsi asal produk tersebut.
Struktur kaedah ini mengambil kira aspek yang kritikal di mana segala maklumat
akan diselesaikan berdasarkan penyelesaian kejuruteraan dan ini sekaligus mampu
mengurangkan konflik yang dihadapi.
vii
TABLE OF COTETS
CHAPTER
TITLE
PAGE
DECLARATIO
DEDICATIO
ACKOWLEDGEMETS
iv
ABSTRACT
ABSTRAK
vi
TABLE OF COTETS
vii
LIST OF TABLES
xi
LIST OF FIGURES
xii
LIST OF APPEDICES
xiii
ITRODUCTIO
1.1 General Background
1.2 Problem Statement
1.3 Project Scopes
1.4 General Objectives
1.5 Specific Objectives
1.6 Significant of Finding
1.7 Thesis Statement
1.8 Research Design Process
1.9 Research Planning Schedule
1.10 Summary
viii
THEORY O DESIG FOR MAUFACTURIG

ASSEMBLY (DfMA) AD THEORY IVETIVE OF
PROBLEM SOLVIG (TRIZ)
2.1 Introduction
10
2.2 Design for Manufacturing and Assembly (DFMA)
10
2.2.1 DFMA Foundation
11
2.2.2 Basic Principle of DFMA
12
2.3 DFMA problem solving process
14
2.3.1 Evaluation of DFA
14
2.3.2 Evaluation of DFM
21
2.3.2.1 Process Capabilities
21
2.3.2.2 Selection of Material
22
2.4 Theory Inventive of Problem Solving (TRIZ)

2.4.1TRIZ Foundation
25
2.4.2 Basic Principle of TRIZ
29
2.5 TRIZ problem solving process
31
2.5.1 Evaluation of TRIZ
32
2.5.1.1 Ideality
33
2.5.1.2 Functionality
34
2.5.1.3 Resources
36
2.5.1.4 Contradiction
38
2.5.1.5 Evolution
50
Perspective Approach
53
2.6.1 A DFMA perspective of TRIZ
53
2.6.2 A TRIZ perspective of DFMA
58
Summary
59
2.6
2.7
25
ITEGRATIO OF DFMA AD TRIZ

3.1 Introduction
61
3.2 Methodology
62
3.3 Integrate the Tools Method
63
3.4 Summary
64
ix
SELECTIO OF PRODUCT CASE STUDY

4.1
Introduction
65
4.2
Overview of Product
65
4.3
Analysis of Product in DFMA
67
4.3.1Product Level Structure
68
4.3.2 Product Critiques
69
Summary
75
4.4
VERIFICATIO OF OLD DESIG

5.1 Introduction
76
5.2 Analysis using DFMA
76
5.2.1 Classification of Manual Handling
78
5.2.2 Classification of Insertion/Fastening
79
5.2.3 Estimated Assembly Time
83
5.2.4 Theoritical Minimum Number of Part
84
5.2.5 DFA Worksheet
86
5.3 Summary
89
PRODUCT DESIG IMPROVEMETS

6.1 Introduction
90
6.2 Design Improvement using DFMA
90
6.3 Product Overview
91
6.3.1 Process Capabilities for Handle

6.4 Design Improvement using TRIZ
92
94
6.5 DFA TRIZ Worksheet for New Design
102
6.6 Summary
103
DISCUSSIO
7.1
Introduction
104
7.2
Comparison Old and New Designs
105
7.3
Summary
107
COCLUSIOS
8.1
Conclusion
108
8.2
Future Recommendations
108
REFERECES
APPEDICES
110
111 -123
xi
LIST OF TABLES
TABLE O
PAGE
2.1
Classification system of manual handling
16
2.2
Classification system of insertion and fastening
17
2.3
Theoretical minimum number of part
19
2.4
DFA worksheet
20
2.5
List of Shape attributes
23
2.6
Patent different degress of inventiveness
26
2.7
TRIZ philosophical elements
29
2.8
Inventive Strategies for DFMA-type Contradiction Elimination
55
4.1
List of components for original Product
69
4.2
The function and criticism for each of components of original
70
product
5.1
Description of First Digit in Handling Code
77
5.2
Description of Second Digit in Handling Code
77
5.3
Classification system of manual handling for original design
78
5.4
Classification system of insertion and fastening for original
79
design
5.5
Estimated total assembly time for original product
83
5.6
Theoretical minimum number of part for original design
85
5.7
DFA worksheet for original design
86
6.1
List of Shape Attributes for Handle
92
6.2
Process Elimination Based on 8 Geometric Attributes and
93
Material Requirements of Handle

6.3
Worksheet for New Design
102
xii
LIST OF FIGURES
FIGURE O
PAGE
1.1
The basic TRIZ problem solving process
1.2
Flowchart of research design
2.1
A compatibility matrix between process and material
24
2.2
TRIZ problem definition and solving process
30
2.3
Step of problem definition
31
2.4
Legends for various actions in functional analysis
36
2.5
Technical Contradiction Design Parameter.
40
2.6
Curves of technical system evolution
50
2.7
S curve for two generations of a system
52
2.8
Trimming evolution trend
56
2.9
Three provocation questions in DFMA
57
2.10
Combined TRIZ/DFMA Trimming Rules
57
2.11
The magic button stage
58
2.12
Law of Diminishing Returns in Complexity Reduction
59
3.1
Integration of design problem solving tools
61
4.1
Spring Release Ice Cream Scoop
66
4.2
Variety shape and design of ice cream scoop in market.
66
4.3
Actual part for Spring Release Ice Cream Scoop
67
4.4
Product Structure of Original Product
68
6.1
New Product Design
91
8.1
Impact of TRIZ on an organization
109
xiii
LIST OF APPEDICES
APPEDIX
O
A
PAGE
Classification, coding and database for part features affecting
111
manual handling time

B
Classification, coding and database for part features affecting
112
insertion and fastening

C
Shape Generation Capabilities of Processes
113
General shape attributes and their compatible processes
114
Contradiction Table
116
CHAPTER 1
ITRODUCTIO
1.1 General Background
Many design and development approaches commonly utilized nowadays. The

solution is often limited by the specific experience of them at hand, thus potentially
missing a solution that might be simpler and potentially less expensive. For any
given product or process design there are two sort of problems;
1) Solution is generally known

2) Solution not generally known.
If the solution is generally known, it can be found in journals, books and others
references resources. Whereby the problem where the solution is not generally
known are called inventive problem and often offer contradictory requirement. Most
the time in order to resolve contradictory requirement, people will choose a
compromised solution, which not all the requirement are met and those are met are
not optimized.
An approaches of TRIZ will resolve the conflict and generate new solutions. TRIZ
provides means for problem solvers to access the good solutions. The TRIZ
researchers have encapsulated the principles of good inventive practice and set them
into a generic problem-solving framework. The task of problem definers and
problem solvers using the large majority of the TRIZ tools thus becomes one in
which they have to map their specific problems and solutions to and from this
generic framework as shown in figure 1.1.
TRIZ
GENERIC
PROBLEM
SPECIFIC
PROBLEM
TRIZ
GENERIC
SOLUTION
SPECIFIC
SOLUTION
Figure 1.1: The basic TRIZ problem solving process
By using the global patent database as the foundation for the method, TRIZ
effectively strips away all of the boundaries which exist between different industry
sectors. The generic problem solving framework thus allows engineers and scientists
working in any one field to access the good practices of everyone working in not just
their own but every other field of science and engineering. Meanwhile Design for
Manufacture and Assembly (DFMA) uses a question and answer approach to help
determine the most cost effective and efficient assembly method, manufacturing
process and materials for a particular product or process. The goal of DFMA is to
determine what a product should really cost to manufacture based upon the desired
functions of the customer.
The application of DFMA gives engineers the tools for deciding where cost is
necessary in a design based upon customer functions, and where cost may be
removed by either eliminating components, combining components, or integrating
components together to accomplish the same required customer functions. This
optimization in achieving the lowest cost for any given product or process may also
be accomplished by changing materials or processes to more closely match customer
functions. where the highest value is obtained by providing the maximum function at
the lowest possible cost.
DFMA may be used to help the design team to simplify the product, improve
quality, reduce assembly and manufacturing costs, as well as to quantify the
improvements of the design. A second very important use of DFMA, is to study
competitors products and processes from a design, quality, material selection,
number of components, manufacturing method, point of view and then evaluate
assembly and/or manufacturing difficulties in an effort to design a superior product
based upon the results of this detailed analysis.
Finally, the third area where DFMA can be used effectively today is to hold
suppliers accountable by using DFMA as a should cost tool to provide cost
predictions where supplier quotations may be analyzed in detail based upon industry
standards for any given product or process. This in turn holds suppliers to a higher
standard and will require them to justify their quotations if they dont closely match
the results of the DFMA industry generated cost models. The DFMA methodology
can be developed and used by various manufacturing organizations to help them
generate their own internal cost models which will be able to predict the cost of
future products before they are tooled and fully developed.
This is the basic definition of Value which is 1:
FUCTIO
VALUE = -----------------------COST
James D Bolton Utilization of TRIZ with DFMA to Maximize Value 2005
1.2 Problem Statement
Most manufacturing organizations are not utilizing the optimum product

development process for the introduction of new or future products. Unfortunately,
many of these organizations are still using the traditional design. Solving difficult
problems is a complex activity that is governed by the search for knowledge.
Problem solving is affected by a combination of the searching process and by the
availability of the knowledge required to solve the problem.
1.3 Project Scope
Scope of this project limited to:

Literature review on product improvement using DFMA and TRIZ
approaches.
Application of DFMA and TRIZ for product improvement.
Apply DFMA methodology to identify design problems and generate
remedial design solutions
Apply TRIZ method to improve the value added for product
development.
1.4 General Objectives
The general objectives of project are:
a) To study and critique the original design product for assembly

efficiency
b) To analyze the design assembly efficiency and assembly time of the
design
c) To redesign the product in order to improve assembly operations
d) To quantify the benefits of the redesigned part
e) To select a suitable material for each selected part.
f) To select a suitable process for each selected part.
g) To satisfied the reasons for the materials and processes selections.
h) To optimized the manufacturing process and cost.
1.5 Specific Objectives
To apply Design for Manufacture and Assembly (DFMA) and Theory Inventive
of Problem Solving (TRIZ) methodology in order to improve and optimize the
current product design.
1.6 Significant of Finding
Result of study will give us an overview the advantages of using integration

problem solving tool in product development and will attract more organization
to use this method for their product development purpose.
1.7 Thesis Statement
The solving approaches of DFMA distinct to two methodologies, ie Design for

Assembly (DFA) and Design for Manufacturing (DFM) to develop a total
product cost by optimizing the design using the best materials and processes and
most of the designer are focusing on these element. So by integrating the TRIZ
approach with different methodology the design improvement can be done in
maximize value.
1.8 Research Design Process
The integration of DFMA and TRIZ for

product improvement
Product Selection
NO
YES
Case study
Problem definition
Improvement
Experiment
Result
Report
Figure 1.2 : Flowchart of research design
Survey
Presentation
Prepare the presentation
Submit the report
Prepare the report
Analysis the result
Improvement using TRIZ
Improvement using DFMA
Evaluate using TRIZ
Evaluate using DFMA
PROJECT ACTIVITIES
W1
1.9 Research Schedule Planning
W2
actual
plan
W18
W17
W16
W15
W14
W13
W12
W11
W10
W9
W8
W7
W6
W5
W4
W3
1.10 Summary
The integration DFMA and TRIZ will give a better result of product design in
simplification product life cycle, efficiency, quality, function and product value.
The combination of DFMA with TRIZ can be a very powerful tool for any
manufacturing organization in developing new products or optimizing existing
products. As stated earlier, it is best to utilize the DFMA tool as early as possible
in the design development process for any given product such that the best
designs may be developed with optimized materials and processes when
considering manufacturability. The TRIZ tool may be used on a variety of
problems or when a new inventive solution is necessary and it has evolved into a
system that can be the cornerstone of a companys innovation practice. It can be
used effectively as an iterative tool with DFMA when the initial analysis does
not meet the cost target for a given product as set either internally, by the
customer or by market conditions.
Manufacturing organizations today need to be able to apply new technology to

their products and processes to be successful in the highly competitive global
marketplace, and the usage of TRIZ in combination with DFMA can help them
meet the objective. Since TRIZ is effective in product development, the
integrations of TRIZ and problem-solving tools to gain competitive advantage
and innovation capability are more and more used in industries. Through
searching various sources, a general survey of the integration tools, together with
their application in the new product development process is presented. Their
applications in different industries are summarised. An additional benefit of
utilizing these tools has been the improvement of communication between the
product design department, advanced manufacturing engineering department,
quality department and the suppliers in the early stage of development of a new
product.
10
CHAPTER 2
THEORY O DESIG FOR MAUFACTURIG AD ASSEMBLY (DfMA)

AD THEORY IVETIVE OF PROBLEM SOLVIG (TRIZ)
2.1
Introduction
This chapter discusses the following sub-chapters; design for manufacturing

and assembly, theory of inventive problem solving, review on previous case studies
and perspective approach.
2.2
Design for Manufacturing and Assembly (DFMA)

Design for Assembly (DFA) means the design of the product for ease of
assembly. DFA is one of activity is performed at designing stage. The purpose of

DFA is to minimize assembly time and assembly cost.
In the 1960s and 70's various rules and recommendations were proposed in order to
help designers consider assembly problems during the design process. Many of these
rules and recommendations were presented together with practical examples showing
how assembly difficulty could be improved. The first evaluation method was
developed at Hitachi and was called the Assembly Evaluation Method (AEM).
11
This method is based on the principle of "one motion for one part". For more
complicated motions, a point-loss standard is used and the ease of assembly of the
whole product is evaluated by subtracting points lost. The method was originally
developed in order to rate assemblies for ease of automatic assembly.
Much of the early and significant work on DFM and DFA was done in the early
1970s by Boothroyd and Dewhurst. Boothroyd's team analyzed existing designs of
hundreds of products, and suggested design improvements based on manufacturing
and assembly ease. Experience from those projects, the team development a
guidelines on how to estimate whether a design well (from a manufacturing point of
view) and potential methods to improve the designs.
Starting in 1977, Geoff Boothroyd, supported by an NSF grant at the University of

Massachusetts, developed the Design for Assembly method (DFA), which could be
used to estimate the time for manual assembly of a product and the cost of
assembling the product on an automatic assembly machine. Recognizing that the
most important factor in reducing of automatic feeding and orienting and automatic
insertion of the parts on an assembly machine.
In the 1980s and 90's variations of the AEM and DFA methods have been proposed,
namely: the GE Hitachi method which is based on the AEM and DFA; the Lucas
method, the Westinghouse method and several others which were based on the
original DFA method. All methods are now referred to as Design for Assembly
methods.
2.2.1
DFMA Foundation
Boothroyd Dewhurst DFA method is based on timing of the handling and

insertion motions. To ensure Boothroyd Dewhurst DFA is succeed, concurrent
engineering (CE) method is introduced. CE method is applied by combining team of
engineers and management would be assigned to each new product. This team may
consist of mechanical designers, electrical engineers, software engineer, production
12
engineer, marketing and sales and management. Thus, as the design was being
generated by the designers, the production people would give feedback about
feasibility to manufacture, more economical alternatives etc. At the same time, sales
people would negotiate of product outlook and features, and so on.
Design for Assembly (DFA) means the design of the product for ease of assembly.
DFA is one of activity is performed at designing stage. The purpose of DFA is to
minimize assembly time and assembly cost. Meanwhile Design for manufacture or
'Manufacturability' (DFM) is concerns to the cost and difficulty of making the
product. The purpose of DFM is to reduce the manufacturing and material cost.
At a simple level manufacturability, design for manufacture (DFM) at a part level,

involves detail such as ensuring that where a pin is to be assembled into a hole that is
only slightly larger in diameter, then it is much easier if the end of the pin or the
entry to the hole (or both) are chamfered or finished with a radius. This applies
whether the assembly is carried out manually or automatically. This is a fine tuning
process carried out once the product form has been decided. Indeed automatic
assembly would be very difficult or expensive if neither component of a close fitting
pair was chamfered. At a more complex level, product DFM tackles the more
fundamental problem of deciding on the product structure and form. Design for
assembly
2.2.2
(DFA)
is
an
important
part
of
this.
Basic Principle of DFMA
DFMA provides a systematic procedure for analyzing a proposed design from

the point of view of assembly and manufacture. It become in simpler and more
reliable products which are less expensive to assemble and manufacture. It a system
comprised of various principles that, when used properly, will improve the ability for
a design to be easily manufactured and assembled. It is most beneficial to consider
these principles during the design phase of new product development. This system
can be divided into three major sections.
13
1) Raw material. Choosing the right material is the foundation of a good design.
Choosing the best raw material for the design is the first step in using DFMA to
design a efficient product. There are many factors that need to be considered
when choosing the best material for a design. First the material must have the
correct mechanical and chemical properties to meet the design criteria. Second
when possible one should choose a standard material that is readily available.
Using special materials may increase purchase price and lengthen deliveries.
Third use near net parts whenever possible. The raw material's profile should be
as close to finished parts as possible to reduce processing.
2) Machines and processes used to work the raw material. The right process is
essential for creating finished parts that will meet your design requirements.
Choosing the appropriate machine and processes can drastically reduce the time
and further increase the quality of the parts. When determining the best machine
for the job, there are many things to consider. First and foremost is the material
being processed. Some materials may require coolant and others may require
special fixturing or tooling. Second is to apply as liberal tolerances as the design
will allow. It typically takes longer and is more costly to hold tighter tolerances.
Third is the machines capabilities. Pick a machine and process that can provide
desired finish, hold tolerances required, and be repeatable. Next is the tooling by
picking tooling with the best combination of finish, performance, life and cost.
Another consideration is fixturing. Proper fixturing is necessary for quality while
fixturing that is user friendly can reduce the amount of labour time in the
manufacturing process.
3) Assembly of the product. It is during the assembly of the finished product that
provides the greatest opportunity to apply DFMA principles. The proper use of
DFMA principles will allow one to design a high quality product.
14
Assemblies is the area with the most potential in applying DFMA principles.
First it can reduce the parts count in an assembly. By eliminating or combining
multiple parts. Second by making parts symmetrical when the design allows.
Having asymmetrical parts require more attention in the positioning of the parts
at assembly. Third is simplicity of design. Typically the simpler the design the
less opportunity for mistakes. Next is self fixturing and the usage of the part
itself to help position or align itself with a mating part. Whenever possible try to
avoid using parts in design that are easily tangled. Tangled parts take time to
untangle that may be spent doing productive work. Also accessibility need to be
considered. If a part is hard to get to it may take more time to position and
assemble it.
2.3
DFMA Problem Solving Process
The problem solving process for DFMA consists of DFA and DFM
evaluation.
2.3.1
Evaluation of Design for Assembly (DFA).

For the first part the product which is auto drain will be disassemble and
Boothroyd Dewhurst (BD) Methodology was selected for DFA analysis.
This method is based on two principles;
estimation of the handling assembly costs

estimation of insertion/fastening assembly costs
Where by using the appropriate coding system and application of criteria to
each part to determine if it should be separated from all other parts. This
methodology can be implemented by using four steps below:
15
1.
Obtain design details - Detail drawing of the product is obtained. The

detail drawing includes engineering design, exploded view, existing
product or prototype.
2.
Take assembly apart - The product dismantles and each part of the
product is identified accordingly.
3.
Begin re-assembly of the product - The part is reassembled by start

with the part with the highest identification number, going all the way
up to the part first. Set up a worksheet with cells for appropriate
entries part name, number of parts, theoretical part count, handling
time, insertion time, assembly time and assembly cost. The estimated
handling times and insertion times are obtained from the Boothroyd
and Dewhurst tables.
4.
Compute the design efficiency, given as:

DE = 3 x NM / TM
16
All the data taken will be record in table 2.1 by referring to Classification, coding
and database for part features affecting manual handling time table (Refer appendix
A).
ame of Part
Part ID #
# of times the operation is

carried out consecutively
Thickness (mm)
Size (mm)
Symmetry (Degree)
Symmetry (Degree)
Two-digit manual handling

code
Table 2.1: Classification system of manual handling
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Then, the data taken will be record in table by referring to Classification, coding
and database for part features affecting insertion and fastening time table.(Refer
appendix B)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Two-digit manual
insertion code
Description of Insertion
and fastening Process
# of times the
operation is carried out
consecutively
Part ID #
Name of Part
Table 2.2: Classification system of insertion and fastening
18
The DFA methodology provide three criteria against which each part must be
examined as it added to the product during assembly:
1.
During operation of the product, does the part move relative to all
other parts already assembled?
2.
Must the part be of a different material from all other parts already
assembled? Or isolated from them?
3.
Must the part be separated from all those already assembled?
If the answer to any of these three questions is YES or 1, then that part
cannot be eliminated. By applying of these three criteria to the original design of
product, theoretical minimum number of part count is determined and shown in
Table 2.3.
10
11
12
13
14
15
16
TM
Total Theoretical Minimum

Part, Nm

Theoretical Minimum Part
Question 3: Separate for

assembly
Question 2: Different
material
Question 1: Relative
motion
Part ID #
Name of Part
19
Table 2.3: Theoretical minimum number of part
0
1
2
3
4
5
6
7
8
9
Name of Part
Part ID #
code
Manual handling time per part
Two-digit manual insertion
code
Manual insertion time per part
Operation time, sec, (2) x [(4) +
(6)]
Operation cost, 0.00094697
(RM) x (7)
Estimation of theoretical
minimum # of parts, 0 or 1
20
Table 2.4: DFA worksheet
TM
CM
NM
10
11
12
13
14
15
16
21
2.3.2
Evaluation of Design for Manufacturing (DFM).
For the second part BoothroydDewhurst Methodology was selected for

Design for Manufacturing, DFM analysis. This method is based on three key
elements;
process selection,
reducing the number of process stages,
designing for the process.
Systematic procedures can be developed for the selection of primary process

and material combination. Such procedures operate by eliminating processes and
material as more detailed specification of the required parts attributes occurs.
2.3.2.1 Process Capabilities
Each manufacturing process can be analyzed to determine the range of its

capabilities in term of attributes of the parts which can be produced. Included in
these capabilities are shape features which can be produced, natural tolerance ranges,
surface roughness capabilities and so on. These capabilities determine whether a
process can be used to produce the corresponding part attributes. Appendix 4 shows
the general capabilities of a range of commonly used processes which can be used as
a guide to selection, while Appendix C shows the shape generating capabilities of
range of the manufacturing processes. Choosing materials and processes is not
something that is done independently, since not all materials can be crafted with any
process. Instead, processes and their corresponding materials should be considered
simultaneously. Following the listing of general shape attributes, it is possible to
match this list against different manufacturing processes to see which materials that
can be used. This is an iterative process, which also can go the other way round; first
the material is chosen, then the manufacturing processes needed to create the part
with that material is found by matching the tables.
22
2.3.2.2 Selection of Material
The systematic of specific material to meet required properties has been given
considerable attention. There are several factors which bear consideration while
designing a product. Among these are weight, strength, cost, durability, environment,
aesthetics, etc. Each one of these can affect the design both from the manufacture
and assembly aspects. A part that is designed for optimum manufacturability with a
specific material may give rise to assembly issues. The converse is also true. While
still in the design phase, giving thought to these factors will help reduce problems in
the subsequent stages. With respect to the mass of the material, and therefore the
weight, some thoughts might go to whether the product needs to be portable, if it will
be manufactured on-site, what loads will be placed on it, what are the costs involved,
and so forth. Strength of the material selected is also important primarily to prevent
failure of the design.
In order to achieve optimal overall costs, which is vital in a competitive

market, the costs of manufacture and assembly of the product must be considered
early. DFM analysis provides several methods which can be carried out by hand or
computer that will analyze designs based on projected costs. Other factors also
should contribute in the initial design phases. The product should be durable and
aesthetic, given todays consumer-driven market. Also, environmental issues in
manufacture, governed by political climates, must also be dealt with, as well as
problems that may be caused by the environment in which the product will be used.
Weather, temperature, soil acidity, and a host of other factors may affect the lifetime
of the product, which in turn can also affect the design.
As was mentioned, the optimal design for one aspect might be the least
desirable for another. One of the key material selection paradigms in DFM is the
derived parameter ranking. This enables the designers to rank each material
depending on the desired property or ratios of related properties. According to the
resulting data, proper selection of material can be better made.
Referring to the table Shape Generation Capabilities of Processes (Appendix

C), the shape attributes with a YES will eliminate those processes which are not
23
capable of producing these features. Those features with NO, no process are
eliminated
as shown in table 2.5. The selected combinations of processes and
materials can be ranked by other criteria, such as estimates of manufacturing costs

and so on.
Table 2.5 : List of Shape attributes

o.
Shape Attributes
Yes / o
1.
Depressions
Yes
2.
Uniform Wall Thickness
Yes
3.
Uniform cross section
Yes
4.
Axis of rotation
No
5.
Regular cross section
No
6.
Capture cavity
No
7.
Enclosed cavity
No
8.
Draft free
Yes
Thermosets
Thermoplastics
Refraction Metals
Nickel and Alloys
Titanium and Alloys
Magnesium and Alloys
Zinc and Alloys
Copper and Alloys
Aluminium and Alloys
Stainless Steel
Alloy Steel
Carbon Steel
Cast Iron
24
Sand Casting
Investment Casting
Die Casting
Injection Moulding
Solidification
Processes
Structural Form Moulding

Blow Molding (Ext.)
Blow Molding (Inj.)
Rotational Molding
Impact Extrusion
Cold Heading
Bulk
Deformation
Processes
Closed Die Forging

Powder Metal Parts
Hot Extrusion
Rotary Swaging
Machining (From Stock)
Material
Removal
Processes
ECM
EDM
Wire EDM
Profilling
Sheet Metal (Stamp/bend)
Sheet
Forming
Processing
Themoforming
Metal Spinning
Compatibility between processes and materials;
not applicable;
normal practice
less common
Figure 2.1 : A compatibility matrix between processes and materials
25
2.4
Theory of Inventive Problem Solving (TRIZ)

It described the foundation of theory ,basic principle and also the
problem solving process.
2.4.1
TRIZ Foundation
TRIZ (Teoriya Resheniya Izobreatatelskikh Zadatch) is the theory of inventive

problem solving (TIPS) that developed in the Soviet Union which is starting in
the late 1940s.TRIZ has developed based on above than 1500 person-years of
research and study over many of the worlds most successful solutions of
problems from science and engineering, also systematic analysis of successful
patents from around the world. TRIZ can be used in concept generation and
solving problem.
Creator of this theory is Genrich S. Altshuller, who had initiated the

investigation of invention and creativity in 1946 for Soviet Union former.After
initially reviewing 200,000 former, Altshuller selected 40,000 as representatives
of inventive solutions. Then, he separated the patents different degree of
inventiveness into five levels, ranging from level 1(lowest) up to level
5(highest). Where he found that almost the invention problems have at least one
contradiction[1].The level of invention is depends on how well the contradiction
is resolved as shown in table 2.6.
Ideality, functionality, contradictions and uses of resource and evolution are the
pillars of TRIZ. These elements make TRIZ distinctively different from other
innovation and problem solving strategies.
26
Table 2.6 : Patent different degrees of inventiveness

Level
Description
Percent
contribution
Apparent or solution by methods well know within

specialty.
32
Small invention inside improvement of an existing

system which is usually with some compromise.
45
Substantial invention and essential improvement of

an existing system.
18
new generation of design using science

not technology.
major discovery and new science.
Level 1: Apparent or conventional solution 32 percent: solution by methods well

know within specialty.
This level represent 32 percent of the patent inventions and employ obvious
solutions drawn from only a few clear options.It is narrow extension or
improvements of the existing system, which are not substantially changed
according to the application of invention. Examples of this level include
increasing the thickness of walls to allow for greater insulation in homes .These
solutions may represent good engineering but contradictions are not identified
and resolved.
27
Level 2: Small invention inside paradigm 45 percent: improvement of an existing

system which is usually with some compromise.
It offer small improvement to an existing system by reducing a contradiction

inherent in the system while still requiring obvious compromises. Solution is
usually found through a few hundred trial and error attempts and requires
knowledge of only a single field of technology. The existing system is slightly
changed and includes new features that lead to definite improvements. Example
of this level is the uses of an adjustable steering column to increase the ranges of
body types that can comfortably drive an automobile.
Level 3: Substantial invention inside technology 18 percent: essential

improvement of an existing system.
Significantly improve the existing system. At this level an invention

contradiction is resolved with the existing system, often through the introduction
of some entirely new element. Example include replacing the standard
transmission of a car with an automatic transmission or placing a clutch drive on
an electric drill.
28
Level 4: Invention outside technology 4 percent: new generation of design using

science not technology.
Invention at this level are found in science and not technology. The contradiction
is eliminated because its existence is impossible within the new system. It use
physical effects and phenomena that had previously been virtually unknown
within the area. A simple example involves using materials with thermal
memory (shape-memory metals) for a key ring. Instead of taking a key on or off
a steel ring by forcing the ring open, the ring is placed in hot water. The metal
memory causes it open for easy replacement of the key. At room temperature,
the ring closes.
Level 5: Discovery 1 percent: major discovery and new science.
Inventions at level 5 exist outside the confines of contemporary scientific

knowledge. These discoveries require lifetimes of dedication for they involve the
investigation of thousands ideas. The type of solution occur when phenomenon
is discovered and applied to the invention problem. Example such as laser and
transistor create new system and industries which laser now used routinely as a
lecturers pointer and a land surveyors measuring instrument.
29
2.4.2
TRIZ
Basic Principles of TRIZ

is a combination of methods, tools and a way of thinking 2.The
ultimate goal of TRIZ is to achieve absolute excellence in design and innovation.

So in order to achieve absolute excellence TRIZ has five key philosophical
elements. They are:
Table 2.7 : TRIZ philosophical elements.
Ideality is the ultimate criterion for system excellence. This

Ideality
criterion is the maximization of the benefits provided by

system and minimization of the harmful effects and costs
associated with the system.
The fundamental building block of system analysis. It is used

Functionality
to build models showing how a system works as well as how a

system creates benefits, harmful effects and costs.
Resource
Maximum utilization of resource is one of the keys used to

achieve maximum ideality.
Common inhibitor for increasing functionality, removing

Contradictions contradiction is usually greatly increases the functionality and
raises the system to a totally new performance level.
The evolution trend of the development of technological

Evolution
systems is highly predictable and can be used to guide further

development.
Mann D 2002 TRIZ Thinking,Triz Journal, March 2001
30
Based on 5 philosophical elements above, TRIZ developed one systematic method.

These system method is a complete problem definition and solving processes. It is a
four step process consisting of problem definition, problem classification and tool
selection, solution generation and evaluation.
Problem Definition
Problem Classification
and tool selection
Solution Generation
Evaluation
Figure 2.2 : TRIZ problem definition and solving process
31
2.5
TRIZ Problem Solving Process
Problem Definition
This is a very important step in TRIZ. In order to define the right problem and do it
accurately because that is a 90 percent of the solution.
Project Definition
Functional Analysis
Technological evolution
analysis
Ideal Final Result
Identify the problem
Includes the function modelling of the system and analysis.
Looks into the relative maturity in technology development of

all subsystem and parts. Because it may reach its limit in
performance and become a bottleneck for the whole system.
Virtual limit of the system in TRIZ. It help to think out of the

box.
Figure 2.3 : Step of problem definition
32
Problem Classification and tool selection

TRIZ has a wide array of tools for inventive problem solving, however we must
select the right tool for the right problem. We must first classify the problem type
and then select the tools accordingly.
Solution Generation
Apply TRIZ tools to generate solutions for the problem because TRIZ has a rich
array of tools, it is possible to generate many solutions.
Evaluation
In any engineering project, we need to evaluate the soundness of the new solution
and TRIZ has its own evaluation approach. First discuss the philosophical aspects of
TRIZ in order to lay a foundation for understanding. Then, discuss the four step
TRIZ problem definition and solving process, together with the tools used in TRIZ.
2.5.1 Evaluation of TRIZ

Ideality, functionality, contradictions, use of resources and evolution are the
pillars of TRIZ. These elements make TRIZ distinctively different from other
innovation and problem-solving strategies. In this section, we describe all five
elements.
33
2.5.1.1 Ideality
Ideality is a measure of excellence. In TRIZ, ideality is defined by the following

ratio:
Ideality = benefits / ( costs + harm)
where ;
benefits = sum of the values of system's useful functions.
(Here the supporting functions are not considered to be
useful functions, because they will not bring benefits to
customers directly. We consider supporting functions are
part of the costs to make the system work.)
costs = sum of the expenses for system's performance
harm = sum of "harms" created by harmful functions
A higher ratio indicates a higher ideality. When a new system is able to achieve
a higher ratio than the old system, we consider it a real improvement. In TRIZ,
there is a "law of increasing ideality," which states that the evolution of all
technical system proceeds in the direction of increasing degree of ideality. The
ideality of the system will increase in the following cases;
1. Increasing benefits
2. Reducing costs
3. Reducing harms
4. Benefits increasing faster than costs and harms
Any technical system or product is not a goal in itself. The real value of the
product/system is in its useful function. Therefore, the better system is the one
that consumes fewer resources in both initial construction and maintenance.
When the ratio becomes infinite, we call that the "Ideal Final Result" (IFR,).
Thus, the IFR system requires no material, consumes no energy and space,
needs no maintenance, and will not break.
34
2.5.1.2 Functionality
A function is defined as the natural or characteristic action performed
by a product or service. Usually, a product or service provides many
functions. For example, an automobile provides customers with the ability to
get from point A to point B, with comfortable riding environment, air
conditioning, music, and so on.
Among all the functions, the most important function is the main basic
function, defined as the primary purpose or the most important action
performed by a product or service. The main basic function must always exist,
although methods or designs to achieve it may vary. For example, for an
automobile, "the ability to get from point A to point B" is a main basic
function.
Besides the main basic function, there are other useful functions as well; we
can call them secondary useful functions. There are several kinds of secondary
useful functions:
1. Secondary basic function: These are not main basic function, but customers
definitely need them. For example, "providing a comfortable riding environment"
is a "must have" for automobiles.
2. .onbasic but beneficial functions. These functions provide customers with esteem
value, comfort, and so on. For example, the paint finish in automobiles provides
both basic and nonbasic functions; it protects the automobile from corrosion and
rust, and creates a "sleek look" for the car.
Besides secondary useful functions, there are two other types of functions:
1. Supporting function. This function supports the main basic function or other
useful function. It results from the specific design approach to achieve the main
basic function or other useful functions. As the design approach to achieve the
main basic function and other useful functions are changed, supporting functions
may also change. There are at least two kinds of supporting functions: assisting
functions and correcting functions .
35
Assisting functions. These functions assist other useful functions. For example,
the engine suspension system provides the function of "locking the position of
the engine in the automobile" to enable the engine to remain securely in place on
the car while providing power.
Correcting functions. These functions correct the negative effects of another

useful function. For example, the main basic function of the water pump in the
automobile internal-combustion engine is to "circulate water in the engine
system in order to cool the engine off"; it is a correcting function for the
automobile engine. The main basic function of the engine is to provide power
for the automobile, but the internal-combustion engine also creates negative
effects, such as heat. A water pump's function is to correct this negative effect. If
we change the design and use electricity as the power source of the automobile,
the function of a water pump will be no longer needed.
2. Harmful function. This is an unwanted, negative function caused by the method

used to achieve useful function. For example, all internal-combustion engine not
only provides power hut also generates noise, heat, and pollution, and these arc
harmful functions.
In summary, the main basic function and secondary useful functions provide
benefits for the customer. Supporting functions are useful, or at least they are
not harmful, but they do not provide benefits directly to the customer and they
incur costs. Harmful functions are not useful and provide no benefits at all.
Functional statement. A function can be fully described by three elements: a

subject, a verb and an object. For example, an ice cream scoop, its main basic
function can be described as:
Ice Cream Scoop

(Subject)
Scoop
Ice Cream
(Verb)
(Object)
36
Functional analysis diagram. A functional analysis diagram is a graphical tool to

describe and analyze functions. The figure 2.4 is a typical template for functional
analysis diagram legends.The subject is the source of action, the object is the
action receiver. Action is the "verb" in a functional statement, and it is
represented by an arrow. In a technical system, the action is often being
accomplished by applying some kind of field, such as a mechanical, electrical
or chemical field.
Figure 2.4: Legends for various actions in functional analysis
2.5.1.3 Resources
Maximum effective use of resources is very important in TRIZ. Also in TRIZ,

we need to think of resources and make use of resources in creative ways. For
any product or process, its primary mission is to deliver functions. Because
substances and fields are the basic building blocks of functions, they are
important resources from TRIZ point of view. However, substances and fields
alone are not sufficient to build and deliver functions, the important resources,
space and time, are also needed. In the TRIZ point of view, information and
knowledge base are also important resources.
37
We can segment resources into the following categories:
1. Substance resources:
Raw materials and products
Waste
By-product
System elements
Substance from surrounding environments
Inexpensive substance
Harmful substance from the system
Altered substance from system
2. Field resources:
Energy in the system
Energy from the environment
Energy field that can be built upon existing energy platforms
Energy field that can be derived from system waste
3.
Space resources
Empty space
Space at interfaces of different systems
Space created by vertical arrangement
Space created by nesting arrangement
Space created by rearrangement of existing system elements
4. Time resources:
Prework period
Time slot created by efficient scheduling
Time slot created by parallel operation
Postwork period
38
5. Information/knowledge resources:
Knowledge
on
all
available
substances
(material
properties,
transformations, etc.)
Knowledge on all available fields (field properties, utilizations, etc.)
Past knowledge
Other people's knowledge
Knowledge on operation
6. Functional resources:
Unutilized or underutilized existing system main functions
Un utilized or underutilized existing system secondary functions
Unutilized or underutilized existing system harmful functions
In TRIZ, it is more important to look into cheap, ready-to-use, abundant

resources rather than expensive, hard-to-use and scarce resources.
2.5.1.4 Contradiction
In the TRIZ standpoint, a challenging problem can be expressed as either a

technical contradiction or physical contradiction.
A technical contradiction is a situation in which efforts to improve some

technical attributes of a system will lead to deterioration of other technical
attributes. For example, as a container becomes stronger, it becomes heavier,
and faster automobile acceleration reduces fuel efficiency.
A technical contradiction is present when

The useful action simultaneously causes a harmful action
Introducing (intensification) of the useful action, or elimination or reduction
of the harmful action causes deterioration or unacceptable complication of the
system or one of its parts
39
A problem associated with a technical contradiction can be resolved by either

finding a trade-off between the contradictory demands or overcoming the
contradiction. Trade-off or compromise solutions do not eliminate the technical
contradictions, but rather soften them, thus retaining the harmful or undesired
action or shortcoming in the system. Analysis of thousands of inventions by
Altshuller resulted in formulation of typical technical contradictions, such as
productivity versus accuracy, reliability versus complexity, and shape versus
speed. It was discovered that despite the immense diversity of technological
systems and even greater diversity of inventive problems, there are only about
1250 typical system contradictions. These contradictions can be expressed as a
table of contradiction of 39 design parameters. From the TRIZ standpoint,
overcoming a technical contradiction is very important because both attributes
in the contradiction can be improved drastically and system performance will
be raised to a whole new level. TRIZ developed many tools for elimination of
technical contradiction as shown in figure 2.5.
40
1 Weight of moving object
2.Weight of non-moving object
3 Length of moving object
4 Length of non-moving object
5 Area of moving object
6 Area of non-moving object
7 Volume of moving object
8 Volume of non-moving object
9 Speed
10 Force
11 Tension, pressure
12 Shape
13 Stability of object
14 Strength
15 Durability of moving object
16 Durability of non-moving object
17 Temperature
18 Brightness
19 Energy spent by moving object
20 Energy spent by non-moving object
21 Power
22 Waster of energy
23 Waster of substance
24 Loss of information
25 Waster of time
26 Amount of substance
27 Reliability
28 Accuracy of measurement
29 Accuracy of manufacturing
30 Harmful factors acting on object
31 Harmful side effects
32 Manufacturablity
33 Convenience of use
34 Repairability
35 Adaptability
36 Complex of device
37 Complexity of control
38 Level of automation
39 Productivity
Figure 2.5: Technical Contradiction Design Parameter
41
Genrich Altshuller analyzed more than 40,000 patents and identified about
1250 typical technical contradictions. These contradiction are further
expressed into a matrix of 39 X 39 "engineering parameters." To resolve these
contradictions, Altshuller compiled 40 principles. Each of the 40 principles
contain a few subprinciples totaling up to 86 subprinciples.
It should be noted that the 40 principles are formulated in a general way. If, for
example, the contradiction table recommends principle 30, "flexible shell and
thin films," the solution of the problem relates somehow to change the degree
of flexibility or adaptability of a technical system being modified.
The contradiction table and the 40 principles do not offer a direct solution to
the problem; they only suggest the most promising directions for searching for
a solution. To solve the problem, one has to interpret these suggestions and
find a way to apply them to a particular situation.
Usually people solve problems by analogical thinking. We try to relate the

problem confronting us to some familiar standard class of problems (analogs)
for which a solution exists. If we draw on the right analog, we arrive at a
useful solution. Our knowledge of analogous problems is the result of
educational, professional, and life experiences.
What if we encounter a problem analogous to the one we have never faced?

This obvious question reveals the shortcomings of our standard approach to
invention problems. So, the contradiction table and 40 principles offer us clues
to the solution of the problems with which we are not familiar.
42
When using the contradiction table and 40 principles, following this simple
procedure will be helpful:
1. Decide which attribute has to be improved, and use one of the 39

parameters in the contradiction table to standardize or model this attribute.
2. Answer the following questions:
a. How can this attribute be improved using the conventional means?
b. Which attribute would be deteriorated if conventional means were used?
3. Select an attribute in the contradiction table corresponding to step 2b.
4. Using the contradiction table, identify the principles in the intersection of
the row (attributes improved) and column (attribute deteriorated) for
overcoming the technical contradiction.
Principle 1: Segmentation
Divide an object into independent parts.
Make an object easy to disassemble.
Increase the degree of fragmentation or segmentation of an object.
Principle 2: Taking out.
Separate an "interfering" part (or property) from an object, or single out the only
necessary part (or property) of an object.
Principle 3: Local quality
Change an object's structure from uniform to nonuniform, or change an
external environment (or external influence) from uniform to nonuniform.
Make each part of an object function in condition most suitable for its
operation.
Make each part of an object fulfill different and useful functions.
Principle 4: Asymmetry
Change the shape of an object from symmetric to asymmetric.
If an object is asymmetric, increase its degree of asymmetry.
43
Principle 5: Merging
Bring closer together (or merge) identical or similar objects; assemble
identical or similar parts to perform parallel operations.
Make operations contiguous or parallel, and bring them together in time.
Principle 6: Universality
Make a part or object perform multiple functions, to eliminate the need for other
parts.
Principle 7: "Nested doll"
Place each object, in turn, inside another, larger object.
Make one part pass through a cavity in the other part.
Principle 8: Antiweight
To compensate for the weight of an object, merge it with other
objects that provide lift.
To compensate for the weight of an object, make it interact with the

environment (e.g., use aerodynamic, hydrodynamic, buoyancy, and
other forces).
Principle 9: Preliminary antiaction
If it will be necessary to perform an action with both harmful and useful

effects, this action should be replaced later with antiactions to control
harmful effects
Create stresses in an object that will oppose known undesirable working
stresses later on.
Principle 10: Preliminary action

Perform, before it is needed, the required modification of an object
(either fully or partially).
Prearrange objects in such a way that they can perform their
44
Principle 11: Beforehand cushioning.

Prepare emergency means beforehand to compensate for the relatively low
reliability of an object.
Principle 12: Equipotentiality.
In a potential field, limit position changes (e.g., change operating conditions to
eliminate the need to raise or lower objects in a gravity field).
Principle 13: The other way around
Invert the action(s) used to solve the problem (e.g., instead of cooling an
object, heat it).
Make movable parts (or the external environment) fixed, and fixed parts
movable.
Turn the object (or process) upside-down.
Principle 14: Spheroidality
Instead of using rectilinear parts, surfaces, or forms, use curvilinear
ones, moving from flat surfaces to spherical ones, or from parts shaped
as a cube (parallelepiped) to ball-shaped structures.
Use rollers, balls, spirals, and/or domes.
Go from linear to rotary motion, using centrifugal force.
Principle 15: Dynamics
Allow (or design) the characteristics of an object, external environment,
or process to change to be optimal or to find an optimal operating
condition.
Divide an object. into parts capable of movement relative to one another.
If an object (or process) is rigid or inflexible, make it movable or adaptive.
Principle 16: Partial or excessive actions.
If 100 percent of an effect is hard to achieve using a given solution met.hod, then,
by using "slightly less" or "slightly more" of the same method, the problem may be
considerably easier to solve.
Principle 17: Another dimension
Move an object in two or three dimensional space.
Use a multistory arrangement of objects inst.8nd of a single-story
arrangement.
Tilt or re orient the object, laying it on its side.
Use "another side" of a given area.
45
Principle 18: Mechanical vibration
Cause an object to oscillate or vibrate.

Increase the object's frequency (even up to the ultrasonic level).
Use an object's resonance frequency.
Use piezoelectric vibrators instead of mechanical ones.
Use combined ultrasonic and electromagnetic field oscillations.
Principle 19: Periodic action
Instead of continuous action, use periodic or pulsating actions.

If an action is already periodic change the periodic magnitude frequency
Use pauses between impulses to perform a different action.
Principle 20: Continuity of useful action

Carry on work continuously; make all parts of an object work at full load,
all the time.
Eliminate all idle or intermittent actions or work.
Principle 21: Skipping.
Conduct a process, or certain stages (e.g., destructive, harmful, or hazardous
operations), at high speed.
Principle 22: Blessing in disguise
Use harmful factors (particularly, harmful effects of the environment or
surroundings) to achieve a positive effect.
Eliminate the primary harmful action by adding it to another harmful
action to resolve the problem.
Amplify a harmful factors to such a degree that it is no longer harmful.
Principle 23: Feedback

Introduce feedback (referring back, cross-checking) to improve a process
or action.
If feedback is already used, change its magnitude or influence.
Principle 24: "Intermediary"
Use an intermediate carrier article or intermediary process.
Merge one object temporarily with another (which can be easily
removed).
46
Principle 25: Self-service

Make an object. serve itself by performing auxiliary helpful functions.
Use waste resources, energy, or substances.
Principle 26: Copying
Instead of an unavailable, expensive, or fragile object, use simpler and
inexpensive copies of it.
Replace an object or process with its optical copies.
If visible optical copies are already used, move to infrared or ultra violet copies.
Principle 27: Cheap short-living.

Replace an expensive object with a multitude of inexpensive objects,
compromising certain qualities' (e.g., service life).
Principle 28: Mechanical substitution
Replace a mechanical means with a sensory (optical, acoustic, taste or smell)
means.
Use electric, magnetic, and electromagnetic fields to interact with the object.
Change from static to movable fields, from unstructured fields to those having
structure. particles.
Principle 29: Pneumatics and hydraulics.
Use gas and liquid parts of an object instead of solid parts (e.g., inflatable, liquidfilled, aircushioned, hydrostatic, hydroreactive parts). '
Principle 30: Flexible shells and thin films
Use flexible shells and thin films instead of three-dimensional structures.
Isolate the object from the external environment using flexible shells and thin
films.
Principle 31: Porous materials
Make an object porous or add porous elements (inserts, coatings, etc.).
If an object is already porous, use the pores to introduce a useful substance or
function.
Principle 32: Colour changes
Change the colour of an object or its external environment.
Change the transparency of an object or its external environment. .
47
Principle 33: Homogeneity

Make objects interacting with a given object of the same material (or a material
with identical properties).
Principle 34: Discarding and recovering

Dispose of portions of an object that have fulfilled their function (discard by
dissolving, evaporating, etc.) or modify them directly during operation.
Conversely, restore consumable parts of an object directly during operation.
Principle 35: Parameter changes
Change an object's physical state (e.g., to a gas, liquid, or solid).

Change the concentration or consistency.
Change the degree of flexibility.
Change the temperature.
Principle 36: Phase transitions.
Use phenomena occurring during phase transitions (e.g. volume changes, loss or
absorption of heat).
Principle 37: Thermal expansion
Use thermal expansion (or contraction) of materials.
If thermal expansion is being used, use multiple materials with different
coefficients of thermal expansion.
Principle 38: Strong oxidants
Replace common air with oxygen-enriched air.

Replace enriched air with pure oxygen.
Expose air or oxygen to ionizing radiation.
Use ozonized oxygen.
Replace ozonized (or ionized) oxygen with ozone.
Principle 39: Inert atmosphere
Replace a normal environment with an inert one.

Add neutral parts, or inert additives to an object.
Principle 40: Composite materials.
Change from uniform to composite (multiple) materials.
48
A physical contradiction is a situation in which a subject or an object has to be in two

mutually exclusive physical states. It has the typical pattern: "To perform function
F" the element must have property P, but to perform function F2, it must have
property P, or the opposite of E" For example, an automobile has to be light in
weight (Pl to have high fuel economy ( F1), but it also has to be heavy in weight (P) in order to be stable in driving (F2).
For example: When an electro technical wire is manufactured, it passes through a
liquid enamel and then through a die which removes excess enamel and sizes the
wire. The die must be hot to ensure reliable calibration. If the wire feed is interrupted
for several minutes or more, the enamel in the hot die bakes and firm grips the wire.
The process must then be halted to cut the wire and clean the die. Physical
contradiction. The die should be both hot, for operation, and cold, to avoid baking
the enamel.
In many cases a technical contradiction can also be formulated as a physical

contradiction. Conventional design philosophy is based on compromise (trade-off). If
a tool or object must be both hot and cold, it was usually made neither too hot nor too
cold. Contrary to this approach, TRIZ offers several methods to overcome physical
contradictions completely.
Usually, when we first encounter a contradiction, it often appears as a

technical contradiction. After digging deeper into the problem, the fundamental cause of the technical contradiction is often a physical contradiction.
A physical contradiction is a situation in which a subject or an object has to be
in mutually exclusive physical state. A physical contradiction has the typical
pattern: "To perform function FI> the element must have property P, but to
perform function F2, it must have property -P, or the opposite of P"
49
In order to identify the physical contradiction that causes the technical

contradiction, the following three steps are recommended to preanalyze the
conflict:
Step 1: Capture the functions involved in the conflict and establish the functional
model for the contradiction.
Step 2: Identify the physical contradiction. Physical contradiction often happens
when a useful action and a harmful action coexist on the same object.
Step 3: Identify the zones of conflict There are two "zones" of conflict
in a problem, spatial and temporal. In other words, the two "zones" are the
location properties of conflict and the time properties of conflict. The
identification of the zones can help to determine what separation principles
can be used to resolve the physical contradiction.
After the identification of the physical contradiction, TRIZ has the following
four approaches for resolving the contradiction. They are: separation in space,
separation in time, separation between components, and separation between
components and a set of components.
Approach 1: Separation in space. Separation in space means: one part of an

object has property P, while another part has an opposite property -P. By this
separation the physical contradiction can be resolved. In order to accomplish the
separation, we need to study the zones of conflict requirements
Approach 2: Separation in time. Separation in time means that at one time
period an object has property P, and at another time period it has an opposite
property - P. In order to accomplish this, we need to study the time property of
the conflict. If it is again a conflict of useful action versus harmful action, we
need to identify the periods of both the useful action and the harmful action.
We must then identify the time periods when the useful function has to be
performed and harmful function eliminated.
50
2.5.1.5 Evolution (S-curve and the evolution of a technical system)
Based on the study of the evolution of many technical systems, TRIZ researchers
have found that the "trends of evolution" of many technical systems are very similar
and predictable. They found that many technical system will go through five stages
in their evolution processes. These five stages are: pregnancy, infancy, growth,
maturity and decline.
1. Performance
2. Level of inventiveness
3. Number of inventions (relating to the system)
4. Profitability
If we plot a time line in the horizontal axis (X-axis), and plot on the vertical axis (Yaxis), then we will get the four curves shown in Figure 2.6. Because the shape of the
first curve (performance versus evolution stages) (far left) has an S shape, it is also
called the S-curve.
Figure 2.6 : Curves of technical system evolution
51
Pregnancy. For a technical system, its pregnancy stage is the time between an idea's
inception and its birth. A new technological system emerges only after the following
two conditions are satisfied:
There is a need for the function of this system.

There are means (technology) to deliver this function.
The development of the technical system, an airplane, can be used as an
example. The need for the function of an airplane, that is, "to fly" was there a
long time ago in many people's dreams and desires. However, the technical
knowledge of aerodynamics and mechanics were not sufficient for the
development of human flight until the 1800. The technologies for the airplane
were available since the development of glider' flight in 1848 and the gasoline
engine in 1859. It was the Wright brothers who successfully integrated both
technologies in their aircraft in 1903, and a new technology got off the ground.
Infancy. The birth of a new technical system is the starting point of the infancy
stage, and it is the first stage of an S-curve. The new system appears as a result of a
high-level invention. Typically, the system is primitive, inefficient, unreliable, and
has many unsolved problems. It does, however, provide some new functions, or the
means to provide the function. System development at this stage is very slow, due to
lack of human and financial resources. Many design questions and issues must be
answered. For example, most people may not be convinced of the usefulness of the
system, but a small number of enthusiast who believe in the system's future continue
to work toward its success.
In the infancy stage, the performance level is low and its improvement is slow.
The level of inventions is usually high, because the initial concept is often very
inventive and patentable. But the number of inventions in this system is
usually low (bottom left), because the system is fairly new. The profit is
usually negative (bottom right), because at this stage of the technical
development the customers are usually few, but the expense is high.
52
Growth (rapid development). This stage begins when society realizes the value of
the new system. By this time, many problems have been overcome, efficiency and
performance have improved in the system, and people and organizations invest
money in development of the new product or process. This accelerates the system's
development, improving the results and, in turn, attracting greater investment. Thus,
a positive "feedback" loop is established, which serves to further accelerate the
system's evolution. In the growth stage, the improvement of performance level
is fast because of the rapid increase in the investment and the removal of many
technical bottlenecks. The level of inventions is getting lower because most
inventions in this stage are dealing with incremental improvements.
Maturity. In this stage, system development slows as the initial system concept
nears exhaustion of its potentials. Large amount::> of money and labor may have
Leen expended, however, the results are usually very marginal. At this stage,
standards are established. Improvements occur through system optimization and
trade-off. The performance of the system still grows but at a slower pace. The level
of invention is usually low but the number of inventions in the forms of industrial
standards is quite high . The profitability is usually dropping because of the
saturation of the market and increased competition .
Decline. At this stage, the limits of technology have been reached and no
fundamental improvement is available. The system may no longer be needed,
because the function provided may be no longer needed. It is really important to start
the next generation of technical systems long before the decline stage, in order to
avoid the failure of the company.
Figure 2.7: S curve for two generations of a system
53
2.6 Perspective Approach
Newcomers most often view TRIZ as a somewhat complex looking entity.

Certainly it contains a level of richness that is unique among creativity and
innovation tools. The first misconception surrounding TRIZ is that it is necessary to
master the whole before any benefits can be derived. Beyond their similar
distillation-of-best-practice conceptual roots, looked at from a TRIZ perspective,
DFMA (and indeed all of the Design for X variants thereof) appears very strong in
terms of knowledge structure and communication of benefits to potential users.
2.6.1 A DFMA perspective of TRIZ

The reality is that many of the tools within TRIZ can be used independently of the
others. There are, however, a number of philosophical elements to TRIZ that it is
helpful to be aware of. These pillars have been detailed else where but for the
benefit of the discussion here, it is worth re-emphasising some of those pillars from
the perspective of how they might benefit a DFMA practitioner.
Ideality ideality is defined in similar terms to value. It is typically defined as

benefits dividedby cost and harm. In studying the patent database, TRIZ researchers
uncovered the perhaps not unsurprising fact that as systems evolve, they move in the
direction of increasing ideality for example greater levels of benefit, less cost and
less harm. The evolutionary end-point for a system defined as Ideal Final Result
(IFR) is thus the point where the benefit (function) is delivered without cost or
harm. While this might appear to be somewhat abstract, examples of systems that
have evolved to this point, especially at the sub-system level, are increasingly
commonplace.3
Mann D LHands On Systematic Innovation, CREAX Press, Belgium 2002
54
Use of Resources TRIZ defines a resource as anything in or around a system

which is not being used to its maximum potential, and encourages users to embark
on a relentless search for things that can work harder in a system. In many senses,
this philosophy is very similar to the underlying directions encouraged within
DFMA. The major difference comes when the concept of resource maximization is
combined with the trends of evolution uncovered by TRIZ researchers and the
concept of evolutionary potential is introduced.
Functionality function and functionality are very important in the TRIZ context.
Functions (benefits) are the things that customers want. TRIZ encourages users to
focus on the functional relationships between the different components within and
around a system. Typically this is done through an evolved version of the function
analysis/value engineering methods originally developed by Miles. 4
The innovation introduced by TRIZ has been the modelling of the negative as well as
positive functional relationships in a system. This enables users to define both the
problems present in a system and the most appropriate tools to help solve them.
By forcing users to examine a system on a component by component basis, the tool

enables systematic management of complexity. Latterly, the method has further
advanced to better take into account manufacture and assembly process systems.
Another important aspect of TRIZ is that it uses function as the principle means of
classifying knowledge (example in Knowledge classification by function enables
users to access, for example, all known ways of moving liquids or joining
surfaces, etc very rapidly.
Miles, LD Techniques of Value Analysis and Engineering Mc Graw Hill Book Company New
York 1961
55
Contradiction TRIZ researchers also uncovered the fact that the principle driver
through which ideality is increased is the resolution or elimination of contradictions.
In terms of evolutionary s-curves, the mechanism causing the levelling off of the top
of the s-curve is some form of limiting contradiction. Improving a system beyond the
fundamental limits imposed by a given s-curve demands the realisation of a new scurve. By codifying the successful contradiction-eliminating strategies of others,
TRIZ offers users systematic means of improving systems beyond the limits inherent
to trade-off based approaches.
TRIZ researchers have configured a tool called a Contradiction Matrix which takes
the list of parameters inside the fluid-filled bag and for each pair, identifies the
strategies adopted by inventors who have refused to accept the conventional trade-off
approach , and have instead achieved a design in which the trade-off has been
successfully challenged. Included in the list of parameters considered by the TRIZ
researchers have been manufacturability, device complexity and level of
automation all of which have strong connections to the DFMA purpose. Analysing
the strategies that inventors have used to improve these parameters without adverse
affects on other design parameters (i.e. the contradiction-breaking strategies) results
in the top-five list of Inventive Principles detailed in Table 2.8.
Table 2.8 : Inventive Strategies for DFMA-type Contradiction Elimination
TRIZ researchers have configured a tool called a Contradiction Matrix which takes
the list of parameters inside the fluid-filled bag and for each pair, identifies the
strategies adopted by inventors who have refused to accept the conventional trade-off
56
approach , and have instead achieved a design in which the trade-off has been
successfully challenged. Included in the list of parameters considered by the TRIZ
researchers have been manufacturability, device complexity and level of
automation all of which have strong connections to the DFMA purpose. Analysing
the strategies that inventors have used to improve these parameters without adverse
affects on other design parameters .
Trimming - TRIZ contains a tool most commonly described as trimming. The

trimming tool is very close to the part count reduction rules contained in DFMA at
the detail level. It differs at a higher level, however, due to the existence of a higher
level trend of evolution collated from the patent research showing that there are times
during the evolution of a system where the complexity (or part count) will inevitably
have to rise, and then a time (point of maximum viable complexity) after which
trimming becomes both possible and necessary. The trend is illustrated in Figure
2.8.
Figure 2.8: Trimming evolution trend
57
The trend has implications from a DFMA perspective because it suggests that it is
not always possible to successfully reduce the complexity within a system. For
simple systems, the shift from rising to falling complexity usually occurs at the
mature end of the system s-curve..
Bearing in mind the other similarities between Trimming and DFMA, it is useful to
briefly compare the basic questions used to provoke designers into reducing the
complexity of the systems they are responsible for. From a DFMA perspective, the
three main provocation questions are :
- Must the part move relative to other parts.

- Must the part be of a different material or isolated from its mating parts.
- Must the part be separate from mating parts to facilitate.
Figure 2.9: Three provocation questions in DFMA
TRIZ offers a similar array of questions, with a greater emphasis on the functionality
provided by a given component or part of a process. Figure 2.10 illustrates a
combined list of DFMA/Trimming questions as have been used in the following case
study investigations.
- Do I need the function offered by the part?

- Can something else in or around the system perform the function?
- Can an existing resource perform the function?
- Can a low cost alternative perform the function?
- Must the part move relative to other parts
- Must the part be of a different material or isolated from its mating parts?
- Must the part be separate from mating parts to facilitate assembly or disassembly
Figure 2.10: Combined TRIZ/DFMA Trimming Rules
58
2.6.2 A TRIZ perspective of DFMA

In these areas, DFMA has much to contribute to the evolution of TRIZ.
Elsewhere, however, the method is viewed in much the same way as many other
creativity and innovation aids that it is useful in terms of helping to define
problems and opportunities, and even better at helping to analyse and rank solutions
thanks to the creation and validation of a comprehensive database of action metrics
but between the two falls into the usual now generate some good ideas magicbutton found in almost every other tool (Figure 2.11).
Figure 2.11: The magic button stage
The magic button is usually a signal to hand over responsibility to brainstorming

techniques. The two main problems with this from the TRIZ perspective are, first,
that no amount of favourable environment will elicit solutions that rely on
knowledge that none of the participants are aware of, and second, that awareness of
some of the TRIZ generate solutions tools very often encourages definition of a
very different problem than would otherwise have been the case. A particularly good
example of this problem definition shift comes through awareness of the
contradiction-breaking tools in TRIZ the usual response of most problem solvers is
to avoid contradictions, whereas within TRIZ, problem solvers tend to run towards a
good contradiction.
59
2.7 Summary
The two case studies suggest that TRIZ and DFMA are philosophical quite
different in outlook when considering the high-level design of a system, but then
very similar when it comes to the job of getting the fine detail right. The two
techniques have been shown to integrate and operate well together. Awareness of
DFMA and TRIZ Trimming techniques is already beginning to affect the system
complexity trend in a way that encourages designers to think harder before they add
components to a system
The emerging consequence of this awareness is that the benefits of applying either
technique are reducing. If a system has not been through a DFMA/Trimming process
before, the likely benefits interms of complexity reduction are high. The scurve/limiting contradiction effect, however dictates that subsequent initiatives will
produce markedly reduced benefits. As shown in figure 2.12. The only means of
obtaining additional benefits in these circumstances is to shift to a new s-curve
(design paradigm). This type of jump requires other TRIZ tools.
Figure 2.12: Law of Diminishing Returns in Complexity Reduction Initiatives
60
In TRIZ terms, as systems evolve towards their Ideal Final Result, the ratio of
parts contained within the system per useful function delivered tends to unity and
beyond. Any DFMA or Trimming activity that begins to run out of steam at ratios
significantly higher than this value are suggesting the need for a shift to a new
paradigm. Various TRIZ tools can be deployed to help identify what such a shift will
be.Integration of TRIZ and DFMA offers two main opportunities. The first relates to
the use of information that enables engineers (and probably more importantly, their
managers) to quantify the benefits of applying DFMA techniques. The second,
technically more important, reason relates to the potential benefits of incorporating
the DFMA best practice knowledge base into the TRIZ framework.
61
CHAPTER 3
ITEGRATIO OF DFMA AD TRIZ
3.1 Introduction
This chapter discusses on methodology and integrated of tools method.Many

researches that integrate or compare TRIZ with different creativity tools, methods
and philosophies as shown in figure 3.1.
Mind
Map
Robust
FMEA
DFMA
Others
Global
8D
TRIZ
SIX
VA
AD
TOC
QFD
MBI
/FA
Figure 3.1 : Integration of design problem solving tools
62
Then it prove that TRIZ provides the most useful help to designers for developing
high-level products. Figure 3.1 shows the main design tools, methods and
philosophies that have been integrated with TRIZ. It can be summarise the current
literature on the integrations and classify them according to the phase in which each
integration occurs in new product development
3.2 Methodology
The methodology of this research was divided into three parts:
Evaluation of Design for Assembly (DFA)
Part 1
Evaluation of Design for Manufacturing (DFM)
Evaluation of TRIZ
Improvement by using DFMA
Part 2
Improvement by using Theory Inventive Problem
Solving (TRIZ)
Part 3
Implementation of improvement
63
3.3
Integrated of tools method

The concept of DFMA was developed in 1980 by Geoffrey Boothroyd and Peter
Dewhurst. Its main tasks are to identify and prioritise features of design so that
manufacture and assembly may gain low cost, high yield, and short cycle time 5.
Then TRIZ is used to resolve the technical problems encountered by implementing
these features.
Although a DFMA analysis can greatly improve the design and manufacturing
concept for a new product, if the overall target cost cant be achieved after multiple
DFMA iterations, then an inventive solution may be needed to met the plan for the
new product. This is where TRIZ may be applied to help find an inventive solution
that the current design and manufacturing team may not be able to generate without
this outside support.
TRIZ approach can identify the problem and develop an idea vision for the new
concept, evaluate all of the available resources and then develop a function model
will identify the specific useful and harmful functions involved with the problem
including the contradictions.
Once the function model has identify, then the various
TRIZ inventive
principles may be applied to help resolve the contradictions and generate new ideas.
It is important to note that for each new idea generated, there may be subsequent
problems, however, these problems may be at a lower level of invention and
therefore may be able to be solved with other standard known engineering
techniques.
Bariani P.F Berti G.A and Lucchetta G A combined DFMA and TRIZ approach to design satellite antennas.
2004
64
3.4 Summary
Each new idea may not work by itself, however when combined with other
new ideas, they may be able to generate a new concept that is very plausible. After a
new concept is generated with the best combined ideas generated from reviewing the
TRIZ principles, then re-evaluate the new concept with the DFMA analysis tool for
total product cost. This iterative process between DFMA and TRIZ may continue
until an ultimate solution is achieved that will meet the plan for any given product.
65
CHAPTER 4
SELECTIO OF PRODUCT CASE STUDY
4.1 Introduction
This chapter discusses as the following sub-chapters; overview of product,

analysis of product and product level structure.
4.2 Overview of Product
For this project spring release ice cream scoop is selected as shown in figure
4.1. This is because the ice cream scoops are simple kitchen instruments that can
serve ice cream neatly and easily. It also can be put to use creatively in other ways
too. Instead of keeping ice cream scoop in utensil drawer for serving cool and
delicious desserts, use its convenient shape and size creatively for other purpose.
The scoop is constructed of stainless steel with a cog regulated, spring released
blade for dependable and lasting durability. Variety shape and design of ice cream
scoop in market nowadays such as shown in figure 4.2.
66
Figure 4.1 : Spring release ice cream scoop
Figure 4.2: Variety shape and design of ice cream scoop in market.
67
4.3 Analysis of Product in DFMA
Spring release ice cream scoop consist of 15 parts with 14 different no of parts as
shown in figure 4.3.
EJECTOR
PIN
HOLDER BOWL
BOWL
SCREW
HANDLE 2
HANDLE 1
SPRING HOLDER
SHAFT
SPRING
SHAFT HOLDER
GEAR
DRIVER
DRIVER HOLDER
Figure 4.3: Actual part for Spring Release Ice Cream Scoop
Level 3
Level 2
Level 1
Level 0
Driver
Handle 2
Holder
Bowl
Spring
Holder
(2)
Spring
Figure 4.4: Product Structure of Original Product
Driver
Holder
Bowl
SPRING RELEASE ICE CREAM SCOOP
Level structure for the product consists of 4 level as shown in figure 4.4.
4.3.1 Product Level Structure
Shaft
Holder
Shaft
Screw
Gear
Mesh Ring
Handle 1
Pin
Ejector
68
69
4.3.2
Product Critiques
Meanwhile, Table 4.1 shows the list of components for Spring Release Ice
Cream Scoop.
Table 4.1: List of components for original product

Name of Part
Part ID Number
Quantity
EJECTOR
PIN
BOWL
SCREW
HANDLE 1
SHAFT
SHAFT HOLDER
DRIVER HOLDER
DRIVER
GEAR
10
SPRING
11
SPRING HOLDER
12
HANDLE 2
13
HOLDER BOWL
14
Total no. of components = 15

Total no. of different components = 14
70
The function and critique for each part by referring to General Guideline for
manual assembly as shown in table 4.2.
Table 4.2: Function and criticism for each of components of original product
NO
COMPONENT
EJECTOR
Description/ Critique
Dimension : 62 mm x 5mm x 0.9mm
Material
: Stainless Steel
Function
: To remove the ice cream from the
bowl/scoop
Feature
:
This part is necessary
Light Weight
Size is small and semi circle
Part Critique:
PIN
Dimension : 2 mm x 4mm
Material
: Stainless Steel
Function
: To hold the ejector at top of bowl
Feature
:
Small Size
Fillet at all edge
Part Critique:

Size is small and easy to grasp and
manipulate
71
Table 4.2: Function and criticism for each of components of original product
(continued)
BOWL
Dimension : 0.8 mm x 31mm
Material
: Stainless Steel
Function
: To scoop the cream.
Feature
:
Small Size
Semi circle shape
Part Critique:

Ergonomic design
Easy to grasp and manipulate
SCREW
Dimension
Material
Function
Feature
: 4 mm x 14mm
: Stainless Steel
: To tight both of the handle.
:
Small Size
Added to secure
Part Critique:

Easy to handle
HANDLE 1
Dimension
Material
Function
Feature
: 16 mm x 170mm
: Stainless Steel
: Holder for the right side
:
Medium Size
Difficult to handle
Part Critique:

Ergonomic design
No screwing operation is required
76
CHAPTER 5
VERIFICATIO OF OLD DESIG
5.1
Introduction
This chapter discusses the analysis using DFMA in classification of manual

handling, insertion for original product, assembly time and also theoretical minimum
number of part.
5.2 Analysis using DFMA
The classification system for manual handling processes is a systematic

arrangement of part features in order of increasing handling difficulty levels. The
classification system for manual handling processes, its associated definitions and
corresponding time standards are presented in Appendix A. It can be seen that the
classification numbers consist of two digits; each digit is assigned a value from 0 to
9. Table 5.1 shows the description of first digit in coding system and table 5.2 shows
the description of second digit coding system.
77
Table 5.1: Description of First Digit in Handling Code

First digit of 0-3
Parts of nominal size and weight that is easy to grasp and

manipulate with one hand (without the aid of tools).
First digit of 4-7
Parts that require grasping tools to handle due to their size.
First digit of 8
Parts which severely nest or tangle in bulk.
First digit of 9
Parts which require two hands, two persons, or mechanical

assistance in handling.
The second digit of the handling code is based on flexibility, slipperiness,

stickiness, fragility and nesting characteristics of a part. The second digit also
depends on the group divisions of the first digit in the following manner.
Table 5.2: Description of Second Digit in Handling Code

First digit of 0-3
The second digit classifies the size and thickness of a part.
First digit of 4-7
The second digit classifies the part thickness type of tool

required for handling the part and the necessity for optical
magnification during the handling process.
First digit of 8
The second digit classifies the size and symmetry of a part.
First digit of 9
The second digit classifies the symmetry, weight, and

interlocking characteristics of parts in bulk.
78
5.2.1
Classification of Manual Handling for Original Product
The classification system for manual handling processes is a systematic

arrangement of part features in order of increasing handling difficulty levels. Table
5.3 shows the classification of each part for manual handling.
7
Two-digit manual
handling code
Symmetry
(Degree)
Symmetry
(Degree)
Size (mm)
3
Thickness (mm)
2
# of times the
operation is carried
out consecutively
Part ID #
Name of Part
Table 5.3: Classification system of manual handling for original design
EJECTOR
0.9
62
360
360
35
PIN
360
02
BOWL
0.8
31
360
360
35
SCREW
14
360
11
HANDLE 1
16
170
360
360
35
SHAFT
1
1
174
360
05
SHAFT HOLDER
17
32
360
360
35
DRIVER HOLDER
32
360
360
70
DRIVER
22
360
360
72
GEAR
10
10
180
40
SPRING
11
40
180
80
SPRING HOLDER
12
180
42
HANDLE 2
13
16
130
180
360
25
HOLDER BOWL
14
25
360
360
52
79
5.2.2
Classification of Insertion/Fastening for Original Product
The classification system for manual insertion/fastening processes is

concerned with the interaction between mating parts ther. Tables 5.4 shows the
classification of each part for insertion and fastening.
Description of Insertion
and fastening Process
Two-digit manual
insertion code
Part and associated tool cannot

easily reach the desired location
Holding down required during
subsequent processes to maintain
orientation or location.
Not easy to align or position
during assembly.
Resistance to insertion
Due to obstructed access of
restricted vision
29
2
PIN
# of times the operation

is carried out
consecutively
EJECTOR
Part ID #
Name of Part
Table 5.4: Classification system of insertion and fastening for original design
Part secured immediately

Part and associated tool can easily
reach the desired location and the 41
tool can operated easily
during assembly.
restricted vision
80
(continued)
BOWL
SCREW
HANDLE 1
SHAFT
Assembly processes where all

solid parts are in place
Separate operation
Additional material required
Involve welding process
Non
mechanical
fastening
processes.
96

reach the desired location and the
Part added but not secured
operation.
07

Separate operation
Non
mechanical
fastening
processes.
96

Part and associated tool easily
reach the desired location
restricted vision
After assembly no holding down
required to maintain orientation
and location
during assembly
13
81
(continued)
SHAFT HOLDER
DRIVER HOLDER
DRIVER
GEAR
10

during assembly
31
Part added secured immediately

during assembly
31

Separate operation
Non
mechanical
fastening
processes.
96

during assembly
31
82
(continued)
SPRING
SPRING HOLDER
HANDLE 2
HOLDER BOWL
11
12
13
14

operation.
07

during assembly
31

Separate operation
Screw tightening
Mechanical fastening processes
already in place but not secured
immediately.
92

Separate operation
Non
mechanical
fastening
processes.
96
83
From the Table 5.4 the two digits for manual insertion code are determined
based on criteria by referring to Manual Insertion Table. For example for part ID 01,
ejector , the two digits for manual insertion code is 29. This code is selected because
part added but not secured due to obstructed access and restricted vision and
resistance to insertion.
5.2.3
The Estimated Assembly Time for Original Product
Table 5.5 shows the estimated assembly time or operation time is the total of
handling and insertion time for the entire component.
# of times the operation

is carried out
consecutively
Manual handling time

per part
Manual insertion time

per part
Operation time, sec
EJECTOR
2.73
11.5
14.23
PIN
1.88
7.5
9.38
BOWL
2.73
12
14.73
SCREW
1.8
6.5
8.3
HANDLE 1
2.73
12
14.73
SHAFT
1
1
1.84
7.84
SHAFT HOLDER
2.73
7.73
DRIVER HOLDER
5.1
10.1
DRIVER
5.85
12
17.85
GEAR
10
3.6
8.6
SPRING
11
4.1
6.5
10.6
SPRING HOLDER
12
4.35
18.7
HANDLE 2
13
2.57
7.57
HOLDER BOWL
14
4.75
12
TM
16.75
167.11
Name of Part
Part ID #
Table 5.5: Estimated total assembly time for original product
84
5.2.4
Theoretical Minimum umber of Part for Original Design
The establishment of a theoretical minimum number of part counts is the

most powerful way to identify possible simplification in the product structure. In
order to give guidance to the designer in reducing the number of part count, the DFA
methodology provide three criteria against which each part must be examined as it
added to the product during assembly:
1.
During operation of the product, does the part move relative to all
other parts already assembled?
2.
Must the part be of a different material from all other parts already
assembled? Or isolated from them?
3.
Must the part be separated from all those already assembled?
If the answer to any of these three questions is yes or 1, then that part
cannot be eliminated. By apply of these three criteria to the original design of ice
cream scoop , theoretical minimum number of part count is determined and shown
by Table 5.6.
85
SHAFT HOLDER
DRIVER HOLDER
DRIVER
GEAR
SPRING
SPRING HOLDER
HANDLE 2
HOLDER BOWL
Total Theoretical Minimum

Part, Nm
SHAFT

HANDLE 1
Theoretical Minimum Part
SCREW
Question 3: Separate for

assembly
BOWL
Question 2: Different
material
PIN
Question 1: Relative motion
EJECTOR
Part ID #
Name of Part
Table 5.6: Theoretical minimum number of part for original design
10
11
12
13
14
TM
86
5.2.5
DFA Worksheet for Original Design
SHAFT HOLDER
DRIVER HOLDER
DRIVER
GEAR
SPRING
SPRING HOLDER
HANDLE 2
HOLDER BOWL
9
Estimation of theoretical minimum no of
parts, 0 or 1
SHAFT
8
Operation cost, 0.00094697 (RM) x (7)
HANDLE 1
Operation time, sec, (2) x [(4) + (7)]
SCREW
BOWL
Two-digit manual insertion code
PIN
EJECTOR
Two-digit manual handling code
2
# of times the operation is carried out
consecutively
Part ID #
Name of Part
Table 5.7: DFA worksheet for original design
35
2.73
29
11.5
14.23
0.01348
02
1.88
41
7.5
9.38
0.00888
35
2.73
96
12
14.73
0.01395
11
1.8
07
6.5
8.3
0.00786
35
2.73
96
12
14.73
0.01395
05
1.84
13
7.84
0.00742
35
2.73
31
7.73
0.00732
70
5.1
31
10.1
0.00956
72
5.85
96
12
17.85
0.01690
10
40
3.6
31
8.6
0.00814
11
80
4.1
07
6.5
10.6
0.01003
12
42
4.35
31
18.7
0.01771
13
25
2.57
92
7.57
0.00717
14
52
4.75
96
12
16.75
0.01586
TM
CM
NM
167.11
0.15823
87
Example calculation by referring to DFA worksheet in Table 5.7 is shown below.
i.
Assembly/Operation time for each part (example Ejector)

Assembly time (sec) = umber of times the operation is carried out
consecutively x (handling time per part + insertion
time per part)
Assembly time (sec) = 1 x (2.73 +11.5)

= 14.23 s
Assembly/Operation cost for each part (example for Ejector)
Operation cost
= Cost/sec x Assembly time
Where Cost/sec is calculated by using assumption below:

Average salary for operator = RM600
Total working day/month =22 days
Total working hour/day = 8 hours
Total cost/sec = RM 600 / (22 x 8 x 3600)
= RM 0.00094697
So, Operation cost
= RM 0.00094697 x 14.23s
= RM 0.0135
88
ii.
Total manual assembly time, TM

TM = Total of handling time + Total of insertion
time
= 167.11 sec
iii.
Total cost of manual assembly, CM
CM = Total of operation cost

= RM 0.15823
iv.
Theoretical minimum number of part, NM

M = Total of figure for theoretical
minimum number of part
=7
v.
Design Efficiency
Design efficiency = (3 x M) / TM
= (3 x 7) / 167.11 sec
= 0.1256
= 12.57%
89
5.3
Summary
From the analysis, it can be seen that these seven items represent the
theoretical minimum number needed to satisfy the constraints of the product design
without considering practical limitation. For example, the design of handle could be
eliminated or improved by combining them or with using other method.
90
CHAPTER 6
PRODUCT DESIG IMPROVEMET
6.1
Introduction
This chapter discusses as the following sub-chapters; design improvement by

using DFMA and also design improvement by using TRIZ.
6.2
Design Improvement Using DFMA
Systematic procedures can be developed for the selection of primary process and
material combination. Such procedures operate by eliminating processes and material as
more detailed specification of the required parts attributes occurs.
Referring to the table Shape Generation Capabilities of Processes (Appendix C),

the shape attributes with a YES will eliminate those processes which are not capable
of producing these features. Those features with NO, no process are eliminated. The
91
selected combinations of processes and materials can be ranked by other criteria, such as
estimates of manufacturing costs and so on.
In terms of shape producing capabilities that had be listed in Appendix B, the
shape attributes of a handle is specified accordingly into a Table 6.1. From 8 related
attributes, depressions and uniform wall attributes were satisfied by handle, meanwhile
others shape attributes were not satisfied. In order to ensure this part is function as well,
three specific material requirements are needed, namely lightweight, high impact
resistance, low thermal conductivity and high corrosion resistance.
6.3
Product Overview
The new product consist of 5 number of parts as shown in figure 6.1
EJECTOR
BOWL
PIN
HANDLE
Figure 6.1 : New Product Design
SPRING
92
6.3.1
Process Capabilities for Handle
Table 6.1 shows the shape attributes for handle parts. So the analysis of the
material can be selected.
Table 6.1: List of Shape Attributes for Handle

Shape Attributes
Yes / No
1) Depressions
Yes
2) Uniform Wall
Yes
3) Uniform Cross Section
No
4) Axis of Rotation
No
5) Regular Cross Section
No
6) Captured Cavity
No
7) Enclosed Cavity
No
8) No Draft
No
Material Requirements:
A.
Lightweight
B.
High impact resistance
C.
Low thermal conductivity
D.
High corrosion resistance
93
Table 6.2: Process Elimination Based on 8 Geometric Attributes and Material

Requirements of Handle
Cast Iron
Carbon Steel
Alloy Steel
Stainless Steel
Alum inium and Alloys
Copper and Alloys
Zinc and Alloys
M agnesium and Alloys
Titanium and Alloys
Nickel and Alloys
Refractory M etals
Therm oplastics
Therm osets
A AD A A C A C C A A AD
Sand Casting
Investment Casting
Die Casting
Injection Moulding
Structural Foam Moulding
6 Blow Molding (Ext.)
6 Blow Molding (Inj.)
Rotational Molding
1 Impact Extrusion
1 Cold Heading
Closed Die Forging
1 Powder Metal Parts
1,3 Hot Extrusion
1,2,4 Rotary Swaging
Machining (From Stock)
ECM
EDM
1 Wire EDM
Sheet Metal (Stamp/bend)
Thermoforming
1,4 Metal Spinning
Compatibility between processes and materials;
not applicable;
less common
normal practice
Based on Table 6.1, analysis of material and manufacturing process of this part is
conducted. Table 6.2 shows the process elimination based on related geometric attributes
of main base. Those manufacturing processes and materials which not comply with
Table 6.1 will be eliminated and blanked. For example, cast iron is eliminated due to not
comply with material requirement of lightweight.
94
6.4
Design Improvement Using TRIZ
By using 40 Principles and 39 Parameters in Contradiction Table, the design can

be optimization systematically. Most the problem can be solved in early stage and this
can reduce the time to redo the design. This systematic procedure is for analyzing a
proposed design from the point of view of assembly and manufacture.
Here the improvement can be done in this design based on the contradiction table
(see Appendix E) :
1. Bowl
Function: To scoop the ice cream into bowl
Parameter
Things to Improve:
Getting Worse:
27. Reliability
33. Ease of operation
Solution Principles
27 = Cheap short Living
17 = Another Dimension
40 = Composite Material
95
Principle 27: Cheap short-living.
Replace an expensive object with a multitude of inexpensive objects, compromising

certain qualities' (e.g., service life).
Principle 17: Another dimension
Move an object in two or three dimensional space.

Use a multi story arrangement of objects instead of a single-story arrangement.
Tilt or reorient the object, laying it on its side.
Use "another side" of a given area.
Problem identified
The bowl quite shallow and quite

difficult to scoop the object.
It can be take out because only
attach by spot weld.
Proposed solution
Make the part from thermoplastic material

Redesign the bowl that can fix the ejector,
so the ice cream can be take out easily.
Combine the part such as bowl holder
The bowl may be resolved by redesign the bowl that can fix the ejector, so the ice cream
can be taken out easily. Meanwhile the principle 27 and 40 can be combined together.
The design is to attach the snap fit at the end of the bowl.It is easy to produce by using
the injection mould so the part can be produced as one component.
96
2.Ejector
Function: To eject the ice cream from the bowl.
Parameter
Things to Improve:
Getting Worse:
30. Harmful action at object
33. Ease of operation
Principle
2 = Taking out.
25 = Self-service
28 = Mechanical substitution
39 = Inert atmosphere
97
Principle 2: Taking out.

Separate an "interfering" part (or property) from an object, or single out the only
necessary part (or property) of an object.
Principle 25: Self-service

Make an object. serve itself by performing auxiliary helpful functions.
Use waste resources, energy, or substances.
Principle 28: Mechanical substitution
Replace a mechanical means with a sensory (optical, acoustic, taste or smell) means.
Use electric, magnetic, and electromagnetic fields to interact with the object.
Change from static to movable fields, from unstructured fields to those having
structure particles.
Problem identified
Proposed solution
The ejector operation hard to

control because it easy to stuck
at bowl surface.
The part is sharp and can harm the
user .
Redesign the ejector so that it become

independent and can take out easily.
Only fixed with pin and spring to operate it.
The part become easy to handle and
can operate smoothly.
The ejector redesign to take out the object in a proper way. Also to prevent the object
inside the bowl straggling during eject. Whereby the ejector can be easily disassembled
in order to change it if the ejector is defect. The attachment process also not involve the
spot welding as before. It just uses the pin to tight. The material is also light and cheap.
98
3.Spring
Function: To hold the handle during push motion.
Parameter
Things to Improve:
Getting Worse:
36. Device complexity
12. Loss of substance
Principle
3 = Local Quality
5 = Merging
35 = Parameter changes
99
Principle 3: Local quality

Change an object's structure from uniform to nonuniform, or change an external
environment (or external influence) from uniform to nonuniform.
Make each part of an object function in condition most suitable for its operation.
Make each part of an object fulfill different and useful functions.
Principle 5: Merging
Bring closer together (or merge) identical or similar objects; assemble identical
or similar parts to perform parallel operations.
Make operations contiguous or parallel, and bring them together in time.
Principle 35: Parameter changes
Change the concentration or consistency.
Change the degree of flexibility.
Change the temperature.
Problem identified
Proposed solution
To reduce the number of parts.

Where the part such as gear,
driver gear, shaft, shaft holder
and spring holder can be
eliminate.
Part easy to maintain because the

spring only fixed to pin.
Redesign the spring so that it can hold
the handle during push motion.
Most the part can be merge because
this spring allow the operation
separately.
Redesign spring in order to suit the operation of handle during push and pull process.
The shape of spring is asymmetry and end of the spring is to sustain the ejector part. So
it becomes more flexibility compare to design before.
100
4.Pin
Function: To hold the spring
Parameter
Things to Improve:
Getting Worse:
22. Weight of fixed object
13. Object composition stability
Principle
1 = Segmentation
26 = Copying
39 = Inert Atmosphere
40 =Composite Material
101
Principle 1: Segmentation
Divide an object into independent parts.
Make an object easy to disassemble.
Increase the degree of fragmentation or segmentation of an object.
Principle 26: Copying
Instead of an unavailable, expensive, or fragile object, use simpler and inexpensive
copies of it.
Replace an object or process with its optical copies.
If visible optical copies are already used, move to infrared or ultra violet copies.
Problem identified
Proposed solution
Diameter of spring is small and can

make the operation not stable.
Also the pin quite long and it cause
difficult to handle.
The part become independently and

easy to disassemble.
The part more cheaper and lighter.
By increase the diameter it can fix the
spring diameter .
The part become independent and easy to disassemble. By using thermoset or

thermoplastic as a material so it becomes more cheaper and simple to produce compare
using the stainless steel. Besides that it is not involved any attached process because it
only fixes with the spring.
Operation cost, 0.00094697

(RM) x (7)
Estimation of theoretical
minimum # of parts, 0 or 1
SPRING
Operation time, sec, (2) x [(4) +
(6)]
HANDLE
BOWL
Two-digit manual insertion
code
PIN
EJECTOR
code

6.5
Part ID #
Name of Part
102
DFA TRIZ Worksheet for ew Design
Table 6.3: Worksheet for New Design

2
3
4
5
6
7
Design efficiency = (3 x M) / TM
= (3 x 5)/28.38
= 0.52 @ 52.85%
8
9
1
1
30
1.95
00
1.5
3.45
0.00327
1
2
1
01
1.43
30
2
3.43
0.00325
1
3
1
30
1.95
30
2
3.95
0.00374
1
4
1
30
1.95
06
5.5
7.45
0.00705
1
5
1
80
4.1
08
6
10.1
0.00947
1
TM
CM
NM
28.38
0.02678
5
103
6.6
Summary
By integrating these two methods, it showed that the capabilities and
successfully approach to optimize the design. The integration of TRIZ and DFMA can
gain competitive advantage and innovation.
104
CHAPTER 7
DISCUSSIO
7.1
Introduction
This chapter discusses the comparison of old design, new design using
DFMA and new design using TRIZ. Here, the integration between DFMA and TRIZ
method obviously give the optimum design with the systematic procedure.
105
7.2
Comparison with old and new design
Here the comparison between old and new design. The new design shows the
optimum design with better design efficiency with low operation costs.
OLD DESIG WITHOUT TRIZ AD

DFMA
EW DESIG WITH TRIZ AD

DFMA
Total no of components = 15
Total no of components = 5
Total no of different components = 14
Total no of different components = 5
12.57%
DESIG EFFICIECY
52.85%
DESIG EFFICIECY
OPERATION COST
OPERATION COST
RM 0.15823
RM 0.02678
106
167.11 sec
Total Manual Assembly Time
28.38 sec
Total Manual Assembly Time
MATERIAL USE
MATERIAL USE
ALL STAILESS STEEL
SIZE IS MEDIUM
AD A BIT HEAVY
HADLE CAOT BE
CHAGED BECAUSE THE
DESIG IS FIXED
ALL PART CA USE

THERMOPLASTIC AD
THERMOSET EXCEPT SPRIG
USES STAILESS STEEL
SIZE IS SMALL AD

MORE LIGHTER
HADLE CA BE CHAGED

WITH VARIOUS DESIG AD
COLOUR. IT CA BE TAKEOUT EASILY BECAUSE USE A
SAP FIT
107
7.3
Summary
The integrated approach in very useful and efficient to identify the

weaknesses from the current design. It utilized all the functions and at the same time
reduce the cost, time, number of component and also can fix the desired size.
108
CHAPTER 8
COCLUSIOS
8.1 Conclusion
By integrated DFMA and TRIZ it can accomplish the create potential design
solution, resolve the design contradictions, increase the design options, reduce the
costing, reduce the assembly time, reduce the component used, remain the function
as the original design and also identify the material and process used.
8.2 Future Recommendations
The combination of DFMA with TRIZ can be a very powerful tool for any
manufacturing organization in developing new products or optimizing existing
products. As stated earlier, it is best to utilize the DFMA tool as early as possible in
the design development process for any given product such that the best designs may
be developed with optimized materials and processes when considering
manufacturability
109
Figure 8.1: Impact of TRIZ on an organization
Here, we can see how quickly we can reach a decision point when we have many
solutions in a short period of time by using TRIZ (see figure 8.1). The problem at
hand can be translated to a TRIZ generic problem and at the end translated into
specific solution. With the aid of DFMA tool it will give much advantages to the
organization. Some future recommendations as below:
Integrate TRIZ with other design analysis methodology or design problem

solving tool such as Design for Robustness (DfR).
Integration of the TRIZ and DFMA by utilize other additional TRIZ tool
which is ARIZ (Algorithm for Inventive Problem Solving).
Integrate more than two design problem solving tools to make an

improvement of a product. One of the suggestions is to integrate between
QFD, TRIZ and FMEA in conceptual design for product development
process.
110
REFERENCES
1. James D Bolton Utilization of TRIZ with DFMA to Maximize Value 2005

2. Mann D 2002 TRIZ Thinking, Triz Journal, March 2001
3. Mann D L Hands On Systematic Innovation, CREAX Press, Belgium 2002
4. Miles, LD Techniques of Value Analysis and Engineering Mc Graw Hill Book
Company New York 1961
5. Bariani P.F Berti G.A and Lucchetta G A combined DFMA and TRIZ approach to
design satellite antennas. 2004
6. Altshuller, G.S. (1988) Creativity as an Exact Science, New York: Gordon and
Breach.
7. Boothroyd, G., Design for Assembly A Designers Handbook, Department of
Mechanical Engineering, University of Massachusetts, Amherst, Nov. 1980.
8. Boothroyd, G., Dewhurst, P. and Knight, W., Product Design for Manufacture and
Assembly, 2nd Edition, Marcel Dekker, New York, 2002.
9. Mann, D.L., The Four Pillars of TRIZ, invited paper at International Design
Conference, Brunel, June 2000.
10. Mann, D.L., Trimming Evolution Patterns in Complex Systems, TRIZ Journal,
February 2000.
11. Rantanen, K. and Domb, E. (2002) Simplified TRIZ: New Problem-Solving
Applications for Engineers and Manufacturing, St. Lucie Press.
111
APPENDICES
Appendix A
Classification, coding and database for part features affecting manual handling time
112
Appendix B
Classification, coding and database for part features affecting insertion and fastening.
113
Appendix C
Shape Generation Capabilities of Processes
114
Appendix D
General shape attributes and their compatible processes
1. Depressions
The ability of the manufacturing process to form recesses or grooves in the
surfaces of the part. This attribute has two columns. The first one refers to the
possibility to form depressions in a single direction (in direction of the tooling
motion) and the second one refers to the possibility of form depressions in more
than one direction.
2. Uniform wall thickness

Shows if a certain manufacturing process can produce a part with uniform wall
thickness.
3. Uniform cross section

The ability of the process to produce a part where any cross sections normal to a
part axis are identical.
4. Axis of rotation
The process can produce parts which are solids of revolution.
5. Regular cross section

The process can produce parts whose cross sections normal to the parts axis
contain a regular pattern (for example a hexagonal or splined shaft). Changes in
shape that maintain a regular pattern are permissible.
6. Captured cavities
The process can form cavities with reentrant surfaces in the part, for instance a
bottle.
115
7. Enclosed
The process can produce parts that are hollow and completely enclosed.
8. Draft-free surfaces:
The process can produce parts which have constant cross sections in the direction
of tooling motion. This attribute can be fulfilled by many processes, but this
designation is reserved for processes where this capability is a basic characteristic
and no draft can be obtained without cost penalty. Examples of processes that
fulfil this are extrusion and machining.
116
Appendix E
2 17
29 4
10.Force
11.Stress, Pressure
12.Shape
13.Objects composition stability
14.Strength
15.Duration of moving objects operation
35 10
19 14
16.Duration of fixed objects operation

17.Temperature
18.Illumination
19.Energy expense of movable
20.Energy expense of fixed object
36 22
6 38
19 1
32
12 18
28 31
18 13
1 28
13 29
10 18
15 10
26 3
26 39
1 40
40 26
27 1
6 27
19 16
22 35
32
22 35
32
19 9
6 27
10.Force
8.Volume of fixed object
7.Volume of movable object
6.Area of fixed object
14 15
18 4
2 26
29 40
2 28
13 38
8 1
37 18
10 36
37 40
8 10
29 40
21 35
2 39
1 8
40 15
19 5
34 31
7 17
4 35
17 7
10 40
30 2
14 18

9.Speed
15 17
4
2 8
15 38
8 10
18 37
8 10
19 35
17 10
4
28 10
5 35
14 2
35 30
13 2
35 28
40 29
29 2
40 28
9.Speed
8 15
29 34
4.Length of fixed object
5.Area of movable object
10 1
29 35
2.Weight of fixed object
29 17
38 34
15 8
29 34
1.Weight of movable object
3.Length of movable object
What should be improved?
What is deteriorated?
Contradiction Table
13 4
8
35 8
2 14
7 14
17 4
29 30
4 34
26 7
9 39
1 7
35 4
19 14
13 14
8
17 19
9 36
35 10
36
29 34
5 4
13 15
1 28
1 15
8 35
2 19
9
15 19
9
19 32
16
12 28
1 7
4 17
29 4
38 34
35 8
2 14
28 10
35 1
14 16
13 14
10 7
37
15 14
28 26
1 40
35
15 19
9
29 30
34
19 10
15
10 15
36 28
5 34
4 10
2 11
13
3 34
40 29
3 17
19
3 35
39 18
19 32
26
15 19
25
1 18
36 37
10 15
36 37
39
9 40
28
35 38
7 29
34
15 9
12 37
6 35
10
14 4
15 22
28 10
19 39
10 15
14 7
10 2
19 30
34 39
40 18
2 13
10
35 13
18
2 36
18 37
35 24
7 2
35
34 28
35 40
9 14
17 15
35 34
38
35 6
4
13 28
15 12
6 35
36
35 15
34 18
33 15
28 18
8 13
26 14
3 35
5
2 28
36 30
10 13
19
8 15
35
19 30
35 2
1 18
35 36
15 35
36 37
2 18
37
13 28
15 19
36 35
21
35 10
37 40
10 35
21 16
10 18
3 14
19 2
16
35 10
3 21
26 19
6
16 26
21 2
36 37
117
Appendix E

9.Speed
10.Force
6 18
38 40
18 21
11
11.Stress, Pressure
12.Shape
14.Strength
34 15
10 14
2 35
40
10 3
18 40
19 3
27
1 15
29 4
7 2
35
35 15
18 34
10 35
40 34
35 4
15 10
22 1
18 4
10 30
35 40
14 26
28 25

17.Temperature
35 39
19 2
18.Illumination
23 14
25
14 22
19 32
32 30
12 2
29
6 35
4
13 17
35
13 3
35
39 3
35 23
1 35
32
32 3
27
19 13
17 24
27 4
29 18
19
1 40
35
6 3
2 10
19 30
35 34
38
3 19
35 5
19 2
19 3
27
14 26
9 25
13 27
10 35
27 3
26
39 3
35 23
27 3
10
10 30
22 40
35 19
5 19
9 35
35
19 3
39
2 19
6
28 35
6 18
19 1
32
35 19
35
32
19 18
36 40
25 12
34 31
18 19
28 1
8 35
24
3 25
15 32
19 13
19 32
10 13
2
35
10 13
19
8 15
35 38
19 17
10
14 24
10 37
2 6
34 14
13 19
13 15
32
32 3
27 15
35 19
2 19
4 35
32 30
21 16
32
35 19
19 24
3 14
9 14
15 7
9 14
17 15
8 3
26 14
35 10
14 27
9 18
3 40
30 14
10 40
17 9
15
2 27
19 6
6 29
4 38
28 19
32 22
10 15
19
3 35
38 18
2 15
16
35 39
38
34 39
10 18
35 6
4
28 30
36 2
35 10
21
35 39
19 2
22 14
19 32
35 1
32
30 10
40
19 35
39
19 18
36 40

object
28 10
1 39
34 28
35 40
28 33
1 18
35 10
21
35 33
2 40
33 1
18 4
16.Duration of fixed objects

operation
5 34
31 35
15.Duration of moving objects

operation
28 27
18 40
28 2
10 27
8 35
29 34
15 14
28 26
3 15
40 14
40
18.Illumination
1 35
19 39
26 39
1 40
1 8
15 34
39 37
35
11 2
13 39
2 38
17.Temperature
10 14
35 40
13 10
29 14
1 8
10 29
13 14
15 7
5 34
29 4
14.Strength
10 36
37 40
13 29
10 18
1 8
35
1 14
35
10 15
36 28
10 15
36 37
6 35
36 37
24 35
12.Shape
11.Stress, Pressure
Contradiction Table (continued)
2 15
19
19 2
35 32
19 35
10
28 6
35 18
19 15
3 17
32 1
19
1 16
36 37
27 4
29 18
35
32 35
1 15
118
Appendix E

9.Speed
10.Force
11.Stress, Pressure
12.Shape
14.Strength
17.Temperature
18.Illumination
12 8
19 10
32 18
17 32
35 6
13 18
30 6
15 17
30 26
17 7
30
7 15
13 16
19 35
38 2
19 35
18 37
10 35
14
4 6
2
32 35
27 31
10 26
35 28
19 10
35 38
16
14 20
19 35
14 15
2 14
17 25
32
21 17
35 38
19 16
1 6
12 22
15 24
6 19
37 18
2 36
25
14
14 2
39 6
35
35 24
18 5
28 27
18 31
10 24
35
10 15
35
1 24
24 26
30 26
30 16
2 22
10 35
20 28
10 20
35 26
15 2
29
30 29
14
26 4
10 35
4 18
2 6
34 10
35 16
32 18
13 26
10 37
36
37 36
4
14 10
34 17
35 27
10
10
16
29 3
28 10
20 10
28 18
28 20
10 16
35 28
21 18
19 1
26 17
35 38
19 18
3 26
18 31
19 6
18 26
29 35
29 30
6 13
2 18
40 4
29 30
7
35 3
10 19
29 38
14 29
18 36
10 14
36
36 22
15 32
35
29 10
27
3 35
10 40
3 35
31
3 17
30 39
1 19
34 23
16 18
3 35
31
27.Reliability
26.Quantity of substance
25.Waste of time
24.Loss of information
23.Loss of substance
5 35
3 31
5 8
13 30
4 29
23 10
10 28
24 35
10 35
2 39
10 14
18 39
36 39
34 10
10 39
35 34
10 13
28 38
8 35
40 5
10 36
3 37
35 29
3 5
2 14
30 40
35 28
31 40
28 27
3 18
27 16
18 38
21 36
29 31
13 1
3 11
1 27
10 28
8 3
10 14
29 40
15 29
28
29 9
32 35
40 4
14 1
40 11
2 35
16
11 35
27 28
3 35
13 21
10 13
19 35
10 40
16
11 3
11 2
13
34 27
6 40
19 35
3 10
19 21
11 27
10 36
23
30.Harmful action at object
6 2
34 19
18 19
28 15
7 2
35 39
6 28
29.Manufacturing precision
13 36
18 31
15 19
18 22
1 35
28.Measurement accuracy
22.Waste of energy
21.Power
28 27
35 26
18 26
28
28 32
4
32 28
3
26 28
32 3
26 28
32 3
25 26
28
28 35
26 18
10 1
35 17
10 28
29 37
2 32
10
2 32
22 21
18 27
2 19
22 37
1 15
17 24
1 18
28 32
1 24
35 10
23 24
6 28
25
28 32
1
13
3 27
16
3
10 26
24
32 19
24
11 15
32
3 1
32
2 29
18 36
25 28
2 16
35 10
25
10 28
32 25
28 29
37 36
3 35
32 30
40
18
3 27
3 27
16 40
24
3 32
22 33
28 1
27 2
39 35
22 21
27 35
34 39
19 27
1 28
35 23
1 35
40 18
22 2
37
22 1
2 35
35 24
18 30
18 35
37 1
22 15
33 28
17 1
40 33
22 33
35 2
15 19
1 35
6 27
10 2
22 37
119
Appendix E

9.Speed
10.Force
11.Stress, Pressure
12.Shape
14.Strength
17.Temperature
18.Illumination
17 2
18 39
22 1
40
17 2
40 1
30 18
35 4
2 24
35 21
13 3
36 24
2 33
27 18
35 1
35 40
27 39
15 35
22 2
21 39
16 22
22
22 35
2 24
35 19
32 39
2 35
6
19 22
18
27 28
1 36
28 1
9
1 29
17
15 17
27
13 1
26 24
40 16
35 3
2 24
6 13
1 32
15 29
35 4
2 25
2 27
28 11
2 27
28 11
1 28
10
3
29 5
15 8
19 15
29
14 15
1 16
1 35
26 30
36 34
1 10
26 39
1 19
26 24
1 26
28 29
26 32
25 28
17 15
35 1
26 24
26
26 35
18 19
2 26
35
17 24
26 16
15 17
13 16
16 4
15 13
10 1
16
15 30
15 13
30 12
10
15 29
35 13
8 1
15 37
18 1
1 35
16
1 32
17 28
35 19
32 28
13 12
1 28
3 25
11
34 2
28 27
15 1
11
2
15 10
26
15 17
18 20
35
32 15
26
32 35
30
32 40
28 2
12 27
2 13
2 15
10 16
27 11
3
29 10
27
1
1 15
29
35 30
34 2
15 3
2 3
1 35
13
2
4 10
16
15 17
13 16
1 15
17 28
2 18
27
15 1
19
15 17
13 16
2 36
26 18
2 35
30 18
29 26
4
2 17
26
3 34
27 16
36 37
10 19
2 36
37
15 13
39
35 22
39 23
27 3
15 40
19 29
39 35
25 14
6 35
3 27
35 31
32 15
14 30
28 23
23
29 1
40
35
14 1
13
1 18
36
26 1
11 3
10 32
27 1
4
35 10
15 16
26 27
26 27
19 35
28 26
28 26
30
1 4
28 26
19
19 35
1 31
10 28
4 34
26 35
10 18
19 1
35
16 29
1 28
2 35
22 26
2 13
28
10 4
29 35
2 17
16
6 32
13
2 29
27 28
35 38
19 35
16 25
35 34
16 24
39.Productivity
38.Degree of automation
32.Ease of manufacture
37.Measurement or test
complexity
36.Device complexity
35.Adaptation
34.Ease of repair
22 35
31 39
35 22
1 39
17 15
33.Ease of operation
31.Harmful effect caused by

the object
35 3
24 37
1 28
15 35
14 4
28 29
30 14
7 26
10 26
34 2
10 15
17 7
10 6
2 34
35 37
10 2
10 18
2 35
35 24
15 1
32
1 8
35
15
6 10
1
26 2
19 16
2 26
10
32 2
3 28
35 37
10 14
35 37
17 26
34 10
23 35
40 3
29 35
10 14
35 17
14 19
20 10
16 38
15 28
35
2 25
16
12 28
35
1 6
120
Appendix E
25.Waste of time
27.Reliability
31.Harnful effect caused by the object
34.Ease of repair
35.Adaptation
37.Measurement or test complexity
39. Productivity
1 10
35 37
7 2
6 13
14 29
10 39
1 26
15 2
29
29 14
35 18
15 9
14 4
28 26
5 16
10 28
29 37
17 1
39 4
17 15
16 22
1 29
13 17
1 17
13 12
1 28
10 25
35 1
29 2
1 19
26 24
16 17
26 24
14 13
28 17
18 4
28 38
19 38
6 38
7
10 28
24
26
15 26
17 30
35 2
10 31
30 26
30 24
14 5
26 4
5 16
15 14
29
17 10
14 16
26 28
32 3
28 33
29 32
22 1
33 28
17 2
18 39
13 1
26 12
1 17
13 16
15 13
32
35 30
29 7
14 1
13 16
2 13
18 17
17 14
13
10 26
34 31
15 29
28 11
32 28
3 16
2 32
10
1 18
15 17
27
3 18
31
1 35
16
26
26
23
30 14
26 7
19 26
17 27
19 6
18 9
35 6
22 32
10 35
5
10 20
26 5
27 26
18 35
3 10
8 28
28 35
25 26
28 35
27 9
2 22
13 24
35 22
1 39
1 27
36 13
6 13
1 25
2 27
35 11
19 15
29 16
2 26
35 39
6 13
28 1
28 26
35 10
28 27
15 3
17 32
13 38
17 7
30 18
10 18
39 31
30 16
35 6
38
7 18
23
1 29
30 36
30 6
25
7
10 35
17 4
2 18
40 4
32 35
40 4
26 28
32 3
2 29
18 36
27 2
39 35
22 1
40
16 40
2 5
34 10
15 20
29
3 10
14 24
32 13
6
32 28
2
22 23
37 35
17 2
40
13 29
1 40
1 16
35 15
25 2
35 11
15 35
29
34 26
6
29 1
4 16
35 13
16
2 6
34 10
35 16
32 18
18 16
15 39
16 25
15 16
6 36
2 39
30 16
10 35
17 7
3 39
18 31
2 22
2 35
24
25 10
35
34 39
19 27
30 18
35 4
35
4 18
39 31
1
1 16
2 18
26 31
35 37
10 2
10.Force
22.Waste of energy
8 36
38 31
15 6
19 28
35 6
23 40
10 24
35
10 20
37 35
35 6
18 31
3 8
10 40
32 35
26 28
28 32
13 18
22 21
27 39
19 22
15 39
28 29
15 16
25 2
13 15
2 27
35 11
1 6
15 8
26 30
34 36
27 26
28 13
28 26
18 35
35 26
24 37
9.Speed
21.Power
15 35
2
16 35
38
10 13
28 38
26 32
26 2
36 35
36 38
35 29
34 28
21 35
11 28
28 13
32 24
10 28
32
21 22
35 28
35 28
3 23
35 13
8 1
18 13
34
34 9
35 10
14
34 10
28
3 4
16 35
28 10
14 15
18 40
10 37
36 5
35 14
3
8 28
10 3
32 2
28 19
34 36
13 35
39 18
35 28
1 40
35 12
28 13
35
1 11
10
15 17
20
26 16
36 28
40 19
2 35
28 15
10 36
121
Appendix E
27.Reliability
35 1
16 11
6 28
32
32 30
40
22 1
3 35
35 1
15 2
17 40
32 35
13
30 18
30 18
35 24
34.Ease of repair
35.Adaptation
39. Productivity
22 2
37
2 33
27 18
35 19
1 37
2 32
12
13
35 16
19 1
35
35 36
37 32
13 35
10 37
14
1 28
13 27
15 34
29 28
1 13
2 4
15 37
1 8
29 13
28 15
27 13
1 39
15 32
1 13
10 10
34 40
16 6
19
1 13
32 15
1 6
13
19
16 6
19 37
35 18
24 5
28 27
12 31
28 20
10 16
3 35
31
34 27
6 40
10 26
24
35 29
21 18
3 17
39
3 35
10
6 19
28 24
19 26
1 19
26 17
35 38
19 18
34 29
16 18
21 17
27 19
3 6
32
32 2
17 1
40 33
21 39
16 22
35 16
22 33
35 2
22 35
2 24
27 26
18
26 27
13
4 10
1 19
32 13
19 24
39 32
28 24
27 1
13 17
1 24
15 1
13
6 22
26 1
24 17
13
2 24
26
8 32
19
26 17
19 1
1 24
6 27
2 35
6
28 26
27 1
1 13
24
15 1
28 16
19 35
29 13
27 2
29 28
35 38
10 2
22 37
19 22
18
1 4
19 35
10 38
16
35 28
31 40
28 27
3 18
10
27 16
18 38
10
29 3
28 18
14 35
34 10
11 28
35 30
14
2 22
17 19
11 22
39 30
18 1
18 35
37 1
15 35
22 2
1 3
10 32
32 40
3 28
1 11
2 9
35 3
32 6
2 13
28
27 3
15 28
25 13
20 10
28 18
3 35
10 40
2 35
3 25
28 6
32
3 27
40
22 15
33 28
15 22
33 31
27 1
4
29 3
8 25
11 29
28 27
13 1
35
10 4
28 15
19 29
25 39
6 9
35 3
22 39
29 28
10 18
35 10
2 18
20 10
16 38
35 40
27 39
11 13
1
32 35
30
2 35
28 6
32
3 27
35 3
22 5
19.Energy expense of movable object
4 10
34 17
35 14
18.Illumination
36 37
4
10 36
14 3
10 24
35 19
6 28
32
3 35
2 14
17 25
19 38
7
21 36
39 31
26 10
28
26
35 32
15 31
14 2
39 6
2 14
30 40
25.Waste of time
29 35
3 5
3 36
37 10
14.Strength
29 14
2 40
22.Waste of energy
22 10
35
17.Temperature
21.Power
12.Shape
11.Stress, Pressure
1 16
25
1
2 16
25 34
6 35
27 2
3 35
2 17
13
3 27
35 16
26 2
19
35 21
28 10
11 32
13
6 1
32
3 32
2 32
13
35 10
38 19
3 35
31
36 23
19 35
16
122
Appendix E
25.Waste of time
27.Reliability
34.Ease of repair
35.Adaptation
39. Productivity
35 27
2 31
19 10
35 20
10 6
35
10 5
18 32
7 18
25
10 11
35
26 32
27
13 32
2
21 22
35 2
21 35
22 2
19 35
21 11
26 31
3 6
32
32 2
19 22
31 2
2 35
18
27 1
12 24
35 34
2 10
15 10
32 2
19 1
29
20 19
30 34
19 1
16 10
28 2
27
35 20
10
2 19
13
15 1
32 19
18 15
1
10 35
13 2
35 3
15 19
23 28
28 10
29 35
24 26
28 32
24 28
35
10 28
22 10
2
10 21
29
32 24
18 16
4 10
27 22
35 38
18 16
10 30
4
24 34
28 32
32 26
28 18
35 18
34
1 22
35 28
34 4
4 28
10 34
32 1
10 25
35 28
6 29
35 33
27 22
35 33
13 1
5 23
18 28
32 9
24 28
35 30
4 34
19
7 18
25
6 3
10 24
24 28
35
35 38
18 16
21 28
40 3
2 6
32
32 30
35 33
29 31
3 24
39 1
35 23
1 24
12 35
2 28
10 25
3 35
15
13 3
27 10
3 27
29 18
35 13
35 38
27.Reliability
25.Waste of time
35 18
10 39
6 3
10 24
10 35
29 39
10 16
31 28
35 31
10 24
33 22
19 40
10 1
34
15 34
33
28 32
2 4
2 35
34 27
15 10
2 13
35 10
28 29
1 18
10 24
35 10
18 5
28 10
35 23
19 10
35 20
10 6
10 18
32 7
15 18
35 10
24 26
28 32
19 24
26 31
11 10
35
10 29
39 35
10 28
23
10 30
4
18 3
28 40
5 11
1 23
11 32
1
27 24
2 40
24 2
40 39
17 27
8 40
11 10
1 16
35 13
8 24
13 35
1
27 40
28 8
11 27
32
1 35
10 38
28 27
18 38
10 19
10 19
3 38
28 27
18 38
35 27
2 37
10 35
38
21.Power
22.Waste of energy
22.Waste of energy
21.Power
32 15
2
32
32 2
16 34
31 28
35 10
24 31
24 34
28 32
3 2
28
32 3
11 23
24 26
28 18
33 30
19 22
31 2
21 22
35 2
33 22
30 40
22 10
1
35 18
34
35 33
29 31
27 35
2 40
28 24
22 26
26 28
28 33
23 26
3 33
26
1 35
12 18
25 13
2 34
10 2
13
35 5
1 10
2 26
10 34
26 24
32 28
28 26
10 34
1 10
34 28
26 28
10 18
4 17
34 26
11 32
1
24 2
1 32
35 23
25 10
26 24
32
28 26
18 23
32 1
18 10
2 25
28 39
35 10
2 16
35 11
32 31
22 19
29 40
22 19
29 28
2 33
22 35
13 24
123
Appendix E
21.Power
22.Waste of energy
25.Waste of time
27.Reliability
2 35
18
21 35
2 22
10 1
34 29
10 21
22
35 22
18 39
3 35
40 39
35 2
40 26
3 33
39 10
4 17
34 26
26 10
34
15 34
33
32
35 28
34 4
29 1
35 27
6 35
25 18
24 35
2
35 2
10 34
2 19
19 17
34
20 19
30 34
7 23
2 35
34 27
15 10
2
35 10
28 24
4 28
10 34
35 29
10 25
27 17
40
1 13
17 34
1 32
35 23
2 25
28 39
32 1
10
2 32
10 25
1 11
35 28
6 29
15 3
29
13 35
8 24
13 35
2
35 10
2
35 11
22 31
2 5
13 16
35 1
11 9
12 26
1 32
2 13
15
15 34
1 16
7 14
16
3 13
27 10
13 35
1
27 35
10 34
26 2
18
22 19
29 40
19 1
31
27 26
1
32 25
12 17
35 1
13 11
15 29
37 28
26 35
10
35 32
1
32 28
2 24
27 22
1 32
13 11
25 10

34.Ease of repair
35.Adaptation
39. Productivity
19 1
2 21
2
35 22
18 39
2 5
12
1 35
11 10
1 13
31
27 26
1 13
5 28
11 29
1 26
13
35 28
2 24
1 12
26 15
15 34
1 16
27 9
26 24
2 5
1 16
7 4
1 13
12 26
29 15
28 37
1 15
1 12
34 3
1 28
7 19
1 35
13
1 32
10 25
27 4
1 35
1 35
28 37
19 35
16
35 3
15 23
35 18
10 13
35 33
28 2
17
2
18 28
32 10
3 27
29 18
27 40
28
26 24
32 28
24 28
35 30
8 35
23 19
29 40
2 21
27 1
6 28
11 1
1
15 10
37 28
15 10
37 28
15 24
10
12 17
28 24
34 27
25
35 18
27 2
35 10
18
35
11 13
27
28 2
10 34
26 28
18 23
33 3
34
2
8 28
1
1 34
12 3
34 35
7 13
27 34
35
15 1
24
34 21
39.Productivity
35.Adaptation
34.Ease of repair
31.Harmful effect caused by the object
28 35
34
28 10
29 35
28 35
10 23
13 23
15
13 29
3 27
1 35
29 38
10 34
28 32
10 18
32 39
22 31
13 24
22 35
18 39
35 1
10 28
15 1
28
1 32
10
35 28
6 37
12 17
28
35 18
5 12
35 26
5 12
35 26

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i

INTEGRATION OF DESIGN FOR MANUFACTURING AND

SHARIFAH ZAINAF BINTI WAN ABU SEMAN

A project report submitted in partial fulfilment of the

Faculty of Mechanical Engineering

Special dedications to my respected parents Wan Osman Tku Mahjar Al-Edrus

I would like to express my sincere gratitude to my supervisor, Dr. Ariffin Bin

Acknowledgments also extended to staff of Kolej Kemahiran Tinggi MARA

Special appreciations to my beloved family for their supports, understanding

1.2 Problem Statement

1.3 Project Scopes

1.4 General Objectives

1.5 Specific Objectives

1.6 Significant of Finding

1.7 Thesis Statement

1.8 Research Design Process

1.9 Research Planning Schedule

THEORY O DESIG FOR MAUFACTURIG

2.2 Design for Manufacturing and Assembly (DFMA)

2.2.1 DFMA Foundation

2.2.2 Basic Principle of DFMA

2.3 DFMA problem solving process

2.3.1 Evaluation of DFA

2.3.2 Evaluation of DFM

2.3.2.1 Process Capabilities

2.3.2.2 Selection of Material

2.4 Theory Inventive of Problem Solving (TRIZ)

2.4.2 Basic Principle of TRIZ

2.5 TRIZ problem solving process

2.5.1 Evaluation of TRIZ

2.6.1 A DFMA perspective of TRIZ

2.6.2 A TRIZ perspective of DFMA

ITEGRATIO OF DFMA AD TRIZ

3.3 Integrate the Tools Method

SELECTIO OF PRODUCT CASE STUDY

Analysis of Product in DFMA

4.3.1Product Level Structure

4.3.2 Product Critiques

VERIFICATIO OF OLD DESIG

5.2 Analysis using DFMA

5.2.1 Classification of Manual Handling

5.2.2 Classification of Insertion/Fastening

5.2.3 Estimated Assembly Time

5.2.4 Theoritical Minimum Number of Part

5.2.5 DFA Worksheet

PRODUCT DESIG IMPROVEMETS

6.2 Design Improvement using DFMA

6.3 Product Overview

6.3.1 Process Capabilities for Handle

6.5 DFA TRIZ Worksheet for New Design

Comparison Old and New Designs

Classification system of manual handling

Classification system of insertion and fastening

Theoretical minimum number of part

List of Shape attributes

Patent different degress of inventiveness

TRIZ philosophical elements

Inventive Strategies for DFMA-type Contradiction Elimination

List of components for original Product

The function and criticism for each of components of original

Description of First Digit in Handling Code

Description of Second Digit in Handling Code

Classification system of manual handling for original design

Classification system of insertion and fastening for original

THEORY O DESIG FOR MAUFACTURIG

ITEGRATIO OF DFMA AD TRIZ

SELECTIO OF PRODUCT CASE STUDY

VERIFICATIO OF OLD DESIG

PRODUCT DESIG IMPROVEMETS

THEORY O DESIG FOR MAUFACTURIG AD ASSEMBLY (DfMA)