Product Design and Process Selection Manufacturing Operations

Product Design and Development Sources Developing New Products Getting Them to Market Improving Current Products Design Considerations MTSU

Possible Sources of Product Innovation Customers Managers Marketing Operations Engineering Research and Development (R&D) Basic research Applied research MTSU

A Model for Developing New Products Technical and Economic Feasibility Studies Prototype Design Market Sensing and Evaluation Economic Evaluation of the Product Design Production Design MTSU

A Model for Developing New Products Ideas Market requirements Functional specifications Product specifications Design review Test market Introduction MTSU Success? 8 8 8 8

A Model for Developing New Products Ideas  0: Understand / Observe  1: Visualize / Realize  2: Evaluate / Refine Market requirements Functional specifications Product specifications Design review  3: Implement / Detailed Engrg  4: Implement / Mfg. Liaison Test market Introduction MTSU Success? 8 8 8 8

Getting Them to Market Quickly Speed Creates Competitive Advantages Speed Saves Money Tools To Improve Speed Autonomous design and development teams Computer-aided design/computer-aided manufacturing (CAD/CAM) Design Procedures To Improve Speed Simultaneous (Concurrent) Engineering MTSU

Product Design: American and Japanese Philosophies Compared Research Product Manufacturing Process Design Development Japanese Research, Development, and Manufacturing Process Design Manufacturing Product http://www.ecrc.uofs.edu/ce.html MTSU 10 10 10 10

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Air Bags MTSU

Passenger-Side Air Bags Air Bags MTSU

Side Impact Air Bags Passenger-Side Air Bags Air Bags MTSU

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Building the House of Quality (1 of 2) 1. Identify customer requirements 2. Identify technical requirements 3. Relate the customer requirements to the technical requirements 4. Conduct an evaluation of competing products MTSU

Building the House of Quality (2 of 2) 5. Evaluate technical requirements and develop targets 6 Determine which technical requirements to deploy to the remainder of the production process MTSU

House of Quality Interrelationships Customer requirement Technical requirements Voice of the customer Relationship matrix Technical requirement priorities Customer requirement Competitive evaluation Interrelationships http://dfca.larc.nasa.gov/dfc/qfd.html

Some Methods of Improving the Design of Existing Products Value Analysis/Value Engineering Continuous Improvement Failure Analysis MTSU

Considerations During the Product Design Phase Ease of Production (Manufacturability) Specifications - A communication link between the designer and the operations personnel Tolerances - Minimum and maximum limits on a dimension that allows the item to function as designed Standardization - Reduce variety among a group of products or parts Simplification - Reduce or eliminate the complexity of a part or product Quality MTSU

Process Planning and Design What Process Technology Is the Correct Technology?

Major Factors to be Considered Nature of demand volume variability Type and degree of flexibility required by the market Degree of vertical integration Degree of automation Quality MTSU

Some Basic Types of Process Technology Alternatives Product-Focused Process-Focused Group Technology/Cellular Manufacturing MTSU

Product-Focused Process Technology (Production Line) Processes (Transformations) are arranged based on the sequence of operations required to produce a product Two general forms Discrete unit Process (Continuous) Examples MTSU

Process-Focused Process Technology (Job Shop) Processes (Transformations) are arranged based on the type of process, i.e., like processes are grouped together Products (Jobs) move from department (process group) to department based on that particular job’s processing requirements Examples MTSU

Group Technology/Cells Process Technology Group technology forms parts with similar processing requirements into families or groups A cell is an arrangement of the processes required to make the parts that make up the group MTSU

Group Technology/Cells (continued) Advantages (relative to a job shop) Process changeovers simplified Variability of tasks reduced More direct routes through the system Quality control is improved Production planning and control simpler Automation simpler MTSU

Group Technology/Cells (continued) Disadvantages Duplication of equipment Under-utilization of facilities Processing of items that do not fit into a family may be inefficient MTSU

Product-Process Matrix Poor Strategy (High variable costs) Good Match Poor Strategy (Fixed costs and cost changing to other products are high) MTSU 3 3 3 3 3 3

Factors to Consider When Selecting Among Processing Alternatives Batch Size and Product Variety Capital Requirements Economic Analysis Cost functions of alternatives Operating leverage - relationship between a firm’s annual costs and its annual sales Break-even analysis Financial analysis MTSU

Defining and Documenting the Product Engineering drawings Bills of material (BOM) Computer-aided design (CAD) Product quality Shorter design time Production cost reductions Database availability New range of capabilities MTSU 13 13 13

Preparing for Production Assembly drawing Assembly (Gozinto) chart Route/Process sheet Process flow charts Job instructions Standards manuals Engineering change notice MTSU Page 227 15 15 15

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