1. Operations Management For Competitive Advantage 1 Product Design & Process Selection - Manufacturing Operations Management For Competitive Advantage Chapter 5

2. Operations Management For Competitive Advantage 2 Chapter 5 Product Design & Process Selection- Manufacturing  Typical Phases of Product Design Development –Concurrent Engineering  Designing for the Customer –QFD  Design for Manufacturability  Types of Processes  Process Flow Structures  Process Flow Design  Global Product Design and Manufacturing

3. Operations Management For Competitive Advantage 3 Typical Phases of Product Design Development  Concept Development  Product Planning  Product/Process Engineering  Pilot Production/Ramp-Up

4. Operations Management For Competitive Advantage 4 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.

5. Operations Management For Competitive Advantage 5 Designing for the Customer Quality Function Deployment House of Quality Value Analysis/ Value Engineering Ideal Customer Product

6. Operations Management For Competitive Advantage 6 Designing for the Customer: Quality Function Deployment  Interfunctional teams from marketing, design engineering, and manufacturing  Voice of the customer  House of Quality

7. Designing for the Customer: The House of Quality 7

8. Operations Management For Competitive Advantage 8 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?

9. Operations Management For Competitive Advantage 9 Design for Manufacturability  Traditional Approach –“We design it, you build it” or “Over the wall”  Concurrent Engineering –“Let’s work together simultaneously”

10. Operations Management For Competitive Advantage 10 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?

11. Operations Management For Competitive Advantage 11 Types of Processes  Conversion  Fabrication  Assembly  Testing

12. Operations Management For Competitive Advantage 12 Process Flow Structures  Job shop  Batch shop  Assembly Line  Continuous Flow

13. Operations Management For Competitive Advantage 13 IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume, One of a Kind Multiple Products, Low Volume Few Major Products, Higher Volume High Volume, High Standard- ization Commercial Printer French Restaurant Heavy Equipment Coffee Shop Automobile Assembly Burger King Sugar Refinery Flexibility (High) Unit Cost (High) Flexibility (Low) Unit Cost (Low) Exhibit 5.10

14. Operations Management For Competitive Advantage 14 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.

15. Operations Management For Competitive Advantage 15 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.

16. Operations Management For Competitive Advantage 16 Example: Assembly Chart (Gozinto) A-2SA-2 4 5 6 7 Lockring Spacer, detent spring Rivets (2) Spring-detent A-5 Component/Assy Operation Inspection From Exhibit 5.14

17. Operations Management For Competitive Advantage 17 Example: Process Flow Chart Material Received from Supplier Inspect Material for Defects Defects found? Return to Supplier for Credit Yes No, Continue…

18. Operations Management For Competitive Advantage 18 Global Product Design and Manufacturing Strategies  Joint Ventures  Global Product Design Strategy

19. Operations Management For Competitive Advantage 19 Measuring Product Development Performance  Time-to-market  Productivity  Quality