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Product Design and Process Selection: Manufacturing Operations

The document discusses various aspects of product design and process selection for manufacturing operations. It describes sources of product innovation, models for developing new products from initial ideas through testing and introduction, and considerations for getting products to market quickly. The document also compares American and Japanese philosophies of product design and development. Additionally, it covers factors to consider in process planning and design, such as process technology alternatives like product-focused, process-focused and group technology approaches.

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144 views31 pages

Product Design and Process Selection: Manufacturing Operations

The document discusses various aspects of product design and process selection for manufacturing operations. It describes sources of product innovation, models for developing new products from initial ideas through testing and introduction, and considerations for getting products to market quickly. The document also compares American and Japanese philosophies of product design and development. Additionally, it covers factors to consider in process planning and design, such as process technology alternatives like product-focused, process-focused and group technology approaches.

Uploaded by

waardhana84
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 31

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 3

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 4

A Model for Developing New Products


Ideas
Market requirements Functional specifications Product specifications Design review

Test market
Introduction
MTSU

Success?

A Model for Developing New Products


Ideas
Market requirements

0: Understand / Observe 1: Visualize / Realize 2: Evaluate / Refine

Functional specifications Product specifications Design review 3: Implement / Detailed Engrg

Test market

4: Implement / Mfg. Liaison


MTSU

Introduction

Success?

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 7

Product Design: American and Japanese Philosophies Compared


American
Research Development
Manufacturing Process Design

Manufacturing

Product

Japanese

Research, Development, and Manufacturing Process Design

Manufacturing

Product

MTSU http://www.ecrc.uofs.edu/ce.html

DYNAMICS OF DIFFERENTIATION

DRIVE TO BE THE SUPPLIER OF CHOICE

UNKNOWN

MARKET FORCES

DIFFERENTIATED

COMMODITY

MTSU

DYNAMICS OF DIFFERENTIATION
Air Bags
DRIVE TO BE THE SUPPLIER OF CHOICE

UNKNOWN

MARKET FORCES

DIFFERENTIATED

COMMODITY

MTSU

10

DYNAMICS OF DIFFERENTIATION
Passenger-Side Air Bags
DRIVE TO BE THE SUPPLIER OF CHOICE

UNKNOWN

MARKET FORCES

Air Bags
DIFFERENTIATED

COMMODITY

MTSU

11

DYNAMICS OF DIFFERENTIATION
Side Impact Air Bags
DRIVE TO BE THE SUPPLIER OF CHOICE

UNKNOWN

MARKET FORCES

Passenger-Side Air Bags


DIFFERENTIATED

Air Bags

COMMODITY

MTSU

12

DYNAMICS OF DIFFERENTIATION

DRIVE TO BE THE SUPPLIER OF CHOICE

UNKNOWN

MARKET FORCES

DIFFERENTIATED

COMMODITY

MTSU

13

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

14

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

15

House of Quality
Interrelationships
Technical requirements Voice of the customer Relationship matrix Technical requirement priorities

Customer requirement priorities

Competitive evaluation
16

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

17

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 18

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 20

Some Basic Types of Process Technology Alternatives


Product-Focused Process-Focused Group Technology/Cellular Manufacturing

MTSU

21

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 22

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 jobs processing requirements Examples

MTSU 23

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

24

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

25

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

26

Product-Process Matrix
Product life cycle stage

Low volume-low standardization


Process life cycle stage

Multiple products, low volume

Few major products, higher volume

High volumehigh standardization

Jumbled flow (job shop) Disconnected flow (batch) Connected line flow (assembly line) Continuous flow

Poor Strategy (High variable costs)

Poor Strategy (Fixed costs and cost changing to other products are high)

MTSU

27

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 firms annual costs and its annual sales Break-even analysis Financial analysis
MTSU 28

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 29

Preparing for Production


Assembly drawing Assembly (Gozinto) chart Route/Process sheet Process flow charts Job instructions Standards manuals Engineering change notice

MTSU
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30

MTSU

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