2. Chapter 4
Product Design

3. OBJECTIVES Product Development Process
Economic Analysis of Development Projects
Designing for the Customer
Design for Manufacturability
Measuring Product Development Performance 2

4. Typical Phases of Product Development
Planning
Concept Development
System-Level design
Design Detail
Testing and Refinement
Production Ramp-up 3

5. Economic Analysis of Project Development Costs
Using measurable factors to help determine:
Operational design and development decisions
Go/no-go milestones
Building a Base-Case Financial Model
A financial model consisting of major cash flows
Sensitivity Analysis for “what if” questions

6. Designing for the Customer
House of Quality
Ideal Customer Product
Quality Function
Deployment
Value Analysis/
Value Engineering

7. Designing for the Customer: Quality Function Deployment
Interfunctional teams from marketing, design engineering, and manufacturing
Voice of the customer
House of Quality 6

8. Designing for the Customer: The House of Quality8
Designing for the Customer: The House of Quality
Customer
Requirements
Importance to Cust.
Easy to close
Stays open on a hill
Easy to open
Doesn’t leak in rain
No road noise
Importance weighting
Engineering Characteristics
Energy needed
to close door
Check force on level ground
to open door
Water resistance 10 6 9 2 3 7 5 X
Correlation:
Strong positive
Positive
Negative
Strong negative *
Competitive evaluation
X = Us
A = Comp. A
B = Comp. B
(5 is best) AB
X AB
XAB
A X B
X A B
Relationships:
Strong = 9
Medium = 3
Small = 1
Target values
Reduce energy
level to 7.5 ft/lb
Reduce force
to 9 lb.
to 7.5 ft/lb.
current level
Maintain
Technical evaluation 4 1 A BA
BXA
Door seal
resistance
Accoust. Trans.
Window
Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals.
The McGraw-Hill Companies, Inc., 2004 7

9. Designing for the Customer: Value Analysis/Value Engineering
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? 8

10. Design for Manufacturability
Traditional Approach
“We design it, you build it” or “Over the wall”
Concurrent Engineering
“Let’s work together simultaneously” 9

11. Design for Manufacturing and Assembly
Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts:
During the operation of the product, does the part move relative to all other parts already assembled?
Must the part be of a different material or be isolated from other parts already assembled?
Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance? 10

12. Measuring Product Development Performance
Measures
Performance
Dimension
Freq. Of new products introduced
Time to market introduction
Number stated and number completed
Actual versus plan
Percentage of sales from new products
Time-to-market
Engineering hours per project
Cost of materials and tooling per project
Actual versus plan
Productivity
Conformance-reliability in use
Design-performance and customer satisfaction
Yield-factory and field
Quality 17

13. End of Chapter 4