PRODUCT AND PROCESS DESIGN

The design methodology

Processes that Processes that
Design Products Produce Products
and Services and Services
Supply Network Design
Product Planning &
screening new ideas

Concept Development
& Business analysis Layout
and Flow
Preliminary Design

Evaluation and
Improvement Process Job
Technology Design

Prototyping and final

design

1
 NATURE AND PURPOSE OF THE DESIGN
ACTIVITY

n Products, services and the processes which produce them all have
to be designed
n

n Decisions taken during the design of a product or service will have

an impact on the decisions taken during the design of the
process which produces those products or services and vice
versa.


2
 Finished designs
which are:

TRANSFORMED High quality: Error-free designs

RESOURCES which fulfil their purpose in an
Technical information effective and creative way
Market information
Speedily produced: Designs
Time information
which have moved from
concept to detailed
specification in a short time
THE DESIGN
INPUTS ACTIVITY OUTPUT Dependably delivered: Designs
which are delivered when
promised
Test and design Produced flexibly: Designs
equipment which include the latest ideas
Design and technical to emerge during the process
staff
Low cost: Designs produced
TRANSFORMING without consuming excessive
RESOURCES resources

3
 BROAD CATEGORIES OF EVALUATION CRITERIA FOR
ASSESSING DESIGN OPTIONS

THE CRITERIA FOR ASSESSING

PROPOSED DESIGN OPTIONS

FEASIBILITY ACCEPTABILITY VULNERABILITY

How difficult How worthwhile is What could go
is it? it? wrong?

What INVESTMENT What RETURN What RISKS

both managerial and in terms of financial and do we run if things
financial will be performance improvement go wrong?
needed? will it give?

4
TYPICAL PHASES OF PRODUCT DESIGN DEVELOPMENT
n
n Phase 0 :Planning the product by screening new ideas( begins with corporate strategy and
assessment of technological developments and market objectives. A whole lot of new ideas are
screened. Output of this stage is a mission statement that specifies target market, a set of
business goals, key assumptions, constraints etc.)
n Phase 1 : Concept Development and business analysis (Form, function and features of a product
along with an analysis of competitive products and an economic justification of the project)
n Phase 2 : Product and System Level Design development (Geometrical layout of the product,
functional specification of each of the product’s subsystems and a preliminary process flow
diagram for final assembly process)
n Phase 3 : Development of Design Details (Drawings or files describing geometry of each part and its
production tooling, specification of purchased parts and the process plans for the fabrication
and assembly of the product).
n Phase 4 : Testing and Refinement (Prototyping and testing to ensure that the product will work as
designed and check if the product satisfies customer needs).
n Phase 5 : Commercialization in the form of Pilot Production/Ramp-Up (Train the work force and
work out any remaining flaws before scaling up).

5
 MORTALITY OF NEW PRODUCT IDEAS

n Screening
new ideas
n Concept development
6 (Phase 0)
& Business Analysis
0 (Phase 1)
No. Commercializatio
of 1 n
ideas Development (Phase 5)
5
(Phase 2 and 3)
1 Testing/Refi One
nement Successful
0 (Phase 4) Product

5
10 20 30 40 50 60 70 80 90 100
0
Cumulative percentage time

6
 THE PURPOSE OF DESIGN IS TO SATISFY
CUSTOMERS
n
n Product designers will seek to create things that:
n
q are aesthetically pleasing
q satisfy needs
q meet expectations
q perform well
q are reliable
q are easy to manufacture and deliver


n
n Operations managers tend to focus on the design of the
transformation process


7
 Designing the Designing the
Product or Processes that
Service Produce the Product
or Service

Processes should be
Products and services designed so they can
should be designed in create all products
such a way that they can and services which
be created effectively the operation is likely
to introduce

Decisions taken during the design of the product or service will

have an impact on the process that produces them and vice versa

8
 CONCURRENT ENGINEERING


n 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
n Teams provide the primary integration mechanism in CE programs
n There are three types of teams
q Program Management Team (Phases 0 & 1)

q Technical Team (Phases 2 & 3)

q Design-Build Teams (Phases 3, 4 & 5)

n Time savings of CE programs are created by performing activities in

parallel


9
 DESIGNING FOR THE CUSTOMER

House of Quality

Ideal
Quality Function Customer Value Analysis/
Deployment Value Engineering
Product

10
 DESIGNING FOR THE CUSTOMER:
QUALITY FUNCTION DEPLOYMENT
n
n Inter functional teams from marketing, design engineering, and
manufacturing
n Voice of the customer
n House of Quality

11
 12

Designing X
Correlation:
Strong positive
for the X X
X
Positive
Negative
Customer:
X X
* Strong negative

Water resistance
Accoust. Trans.
Energy needed
Engineering
Im Competitive evaluation

to close door
The House

groundneeded
Check force
cu p o Characteristics

resistance
Door seal

to open door
sto rta X = Us
m n ce

Window
on level
er t A = Comp. A
o

Energy
of Quality Customer B = Comp. B
(5 is best)
Requirements 1 2 3 4 5

Easy to close X AB
7
Stays open on a hill 5 X AB

Easy to open 3 XAB

Customer
Customer
requirements
requirements
Doesn’t leak in rain 3 A XB

information
informationforms
forms No road noise 2 X A B

the
thebasis
basisfor
forthis
this Importance weighting 10 6 6 9 2 3 Relationships:
matrix,
matrix,used
usedtoto Strong = 9

level to 7.5 ft/lb

Reduce energy
Reduce energy

Reduce force
translate
translatethem
theminto
Medium = 3

current level

current level
current level
into

to 7.5 ft/lb.
Target values

Maintain

Maintain

Maintain
Small = 1
operating
operatingor

to 9 lb.
or
engineering
engineeringgoals.
goals. 5 BA BA
B B BXA X
Technical evaluation 4
A
X B
A X
3
(5 is best) 2 X A
X
1

12
©The McGraw-Hill Companies, Inc., 2004
 DESIGNING FOR THE CUSTOMER: VALUE
ANALYSIS/VALUE ENGINEERIN(VA/VE)

n Achieve equivalent or better performance at a lower cost while

maintaining all functional requirements defined by the customer
q

q Does the item have any design features that are not necessary?
q

q Can two or more parts be combined into one?

q

q How can we cut down the weight?

q

q Are there nonstandard parts that can be eliminated?

13
 DESIGNING FOR MANUFACTURABILITY
n Traditional Approach
q “We design it, you build it” or “Over the wall”


n Concurrent Engineering
q “Let’s work together simultaneously”
n
n Greatest improvements related to DFMA arise from simplification of
the product by reducing the number of separate parts:
q

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?


14
 MEASURING PRODUCT DEVELOPMENT
PERFORMANCE
Performance
Dimension
Measures
•Freq.
•Freq.Of
Ofnew
newproducts
productsintroduced
introduced
•Time
•Timeto
tomarket
marketintroduction
introduction
Time-to-market
Time-to-market •Number
•Numberstated
statedand
andnumber
numbercompleted
completed
•Actual
•Actualversus
versusplan
plan
•Percentage
•Percentageof
ofsales
salesfrom
fromnew
newproducts
products

•Engineering
•Engineeringhours
hoursper
perproject
project
Productivity
Productivity •Cost
•Costof
ofmaterials
materialsand
andtooling
toolingper
perproject
project
•Actual
•Actualversus
versusplan
plan

•Conformance-reliability
•Conformance-reliabilityininuse
use
Quality •Design-performance
•Design-performanceand andcustomer
customersatisfaction
satisfaction
Quality •Yield-factory
•Yield-factoryand
andfield
field
15