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Chapter 5
Product Design & Process Selection-Manufacturing
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OBJECTIVES
Typical Phases of Product Design Development Designing for the Customer Design for Manufacturability Types of Processes Process Flow Structures Process Flow Design Global Product Design and Manufacturing
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Typical Phases of Product Design Development

Concept Development Product Planning Product/Process Engineering Pilot Production/Ramp-Up
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Concurrent Engineering Defined

Concurrent engineering can be defined as the simultaneous development of project design functions, with open and interactive communication existing among all team members for the purposes of reducing time to market, decreasing cost, and improving quality and reliability
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Concurrent Engineering(Continued)
Teams provide the primary integration mechanism in CE programs There are three types of teams Program Management Team Technical Team Design-Build Teams Time savings of CE programs are created by performing activities in parallel

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Designing for the Customer

House of Quality

Quality Function Deployment

Ideal Customer Product

Value Analysis/ Value Engineering

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Designing for the Customer: Quality Function Deployment

Interfunctional teams from marketing, design engineering, and manufacturing Voice of the customer House of Quality

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Designing for the Customer: The House of Quality

Customer Customer requirements requirements information forms information forms the basis for this the basis for this matrix, used to matrix, used to translate them into translate them into operating or operating or engineering goals. engineering goals.
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Correlation:
X X X X X

ce Customer to Requirements

Engineering Im Cu por Characteristi st. tan cs

Water resistance

Energy needed to close door Door seal resistance Check force on level ground needed Energy to open door Accoust. Trans. Window

Strong positive Positive Negative Strong negative

X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4

Competitive evaluation

Easy to close

X X AB

AB

Stays open on a hill 5 Easy to open 3

XAB A XB X A B

Doesnt leak in rain 3 No road noise 2 10

Reduce energy level to 7.5 ft/lb

Importance weighting Target values

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Maintain current level

Relationships:
Strong = 9 Medium = 3 Small = 1

Technical evaluation (5 is best)

5 4 3 2 1

B A X

BA X

Reduce force to 9 lb. Reduce energy to 7.5 ft/lb. Maintain current level Maintain current level
B A X B X A BXA BA X

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Designing for the Customer: Value Analysis/Value Engineering (VA/VE)

Achieve equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customer Does the item have any design features that are not necessary? Can two or more parts be combined into one? How can we cut down the weight? Are there nonstandard parts that can be eliminated?
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Design for Manufacturability

Traditional Approach
We design it, you build it or Over the wall

Concurrent Engineering
Lets work together simultaneously
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Design for Manufacturing and Assembly

Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts: 1. During the operation of the product, does the part move relative to all other parts already assembled? 2. Must the part be of a different material or be isolated from other parts already assembled? 3. Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?

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Types of Processes
Conversion (ex. Iron to steel) Fabrication (ex. Cloth to clothes) Assembly (ex. Parts to components) Testing (ex. For quality of products)
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Process Flow Structures

Job shop (ex. Copy center making a single copy of a student term paper) Batch shop (ex. Copy center making 10,000 copies of an ad piece for a business) Assembly Line (ex. Automobile manufacturer) Continuous Flow (ex. Petroleum manufacturer)
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Exhibit 5.10 Exhibit 5.10

Low Volume, One of a Kind

Few High Multiple Major Volume, Products, Products, High Low Higher StandardVolume Volume ization
Flexibility (High) Unit Cost (High)

I. Job Shop II. Batch III. Assembly Line IV. Continuous Flow

Commercial Printer French Restaurant Heavy Equipment Automobile Assembly Burger King Sugar Refinery

These are These are the major the major stages of stages of product and product and process life process life cycles cycles

Flexibility (Low) Unit Cost (Low)

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Virtual Factory Defined

A virtual factory can be defined as a manufacturing operation where activities are carried out not in one central plant, but in multiple locations by suppliers and partner firms as part of a strategic alliance

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Break-Even Analysis
A standard approach to choosing among alternative processes or equipment Model seeks to determine the point in units produced (and sold) where we will start making profit on the process or equipment Model seeks to determine the point in units produced (and sold) where total revenue and total cost are equal

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Break-Even Analysis (Continued)

Break-even Demand= Break-even Demand= Purchase cost of process or equipment Purchase cost of process or equipment Price per unit --Cost per unit Price per unit Cost per unit or or Total fixed costs of process or equipment Total fixed costs of process or equipment Unit price to customer --Variable costs per unit Unit price to customer Variable costs per unit

This formula can be used to find any of its components algebraically if the other parameters are known

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Break-Even Analysis (Continued)

Example: Suppose you want to purchase a new computer Example: Suppose you want to purchase a new computer that will cost $5,000. It will be used to process written orders that will cost $5,000. It will be used to process written orders from customers who will pay $25 each for the service. The from customers who will pay $25 each for the service. The cost of labor, electricity and the form used to place the order cost of labor, electricity and the form used to place the order is $5 per customer. How many customers will we need to is $5 per customer. How many customers will we need to serve to permit the total revenue to break-even with our serve to permit the total revenue to break-even with our costs? costs?

Break-even Demand: Break-even Demand: = Total fixed costs of process or equip. = Total fixed costs of process or equip. Unit price to customer Variable costs Unit price to customer Variable costs =5,000/(25-5) =5,000/(25-5) =250 customers =250 customers

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Process Flow Design Defined

A process flow design can be defined as a mapping of the specific processes that raw materials, parts, and subassemblies follow as they move through a plant The most common tools to conduct a process flow design include assembly drawings, assembly charts, and operation and route sheets

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Example: Assembly Chart (Gozinto)

4 5 6 7 Lockring Spacer, detent spring Rivets (2) Spring-detent A-5
Component/Assy Operation Inspection
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From Exhibit 5.14 From Exhibit 5.14

SA-2

A-2

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Example: Process Flow Chart

Material Received from Supplier

Inspect Material for Defects

No, Continue Defects found?

Yes

Return to Supplier for Credit

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Global Product Design and Manufacturing Strategies

Joint Ventures Global Product Design Strategy

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Measuring Product Development Performance

Performance Dimension
Time-to-market Time-to-market

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Measures
Freq.Of new products introduced Freq. Of new products introduced Timeto market introduction Time to market introduction Numberstated and number completed Number stated and number completed Actualversus plan Actual versus plan Percentageof sales from new products Percentage of sales from new products Engineeringhours per project Engineering hours per project Costof materials and tooling per project Cost of materials and tooling per project Actualversus plan Actual versus plan Conformance-reliabilityin use Conformance-reliability in use Design-performanceand customer satisfaction Design-performance and customer satisfaction Yield-factoryand field Yield-factory and field The McGraw-Hill Companies,

Productivity Productivity

Quality Quality

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End of Chapter 5

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