Product Design & Development: Definitions Product Design: An iterative decision-making process which generates detailed plans of how raw materials and purchased items are to be transformed into useful products. Can I set the time on this clock radio? How does it feel? What does it look like? Many products have too many technological features—far more than necessary. The fact is that most purchasers of electronic products cannot fully operate them and only use a small number of the available features. This has occurred because computer chip are inexpensive and adding more controls has negligible cost. Including an alarm clock or a calculator on a microwave oven involves little added cost. But do you need it? What happens when you lose the operator's manual to any of these complex devices? Product Design Decisions Ideas Methods Detailed plans of useful products Product Development: A sequence of activities by which products are selected, designed and prepared for full production. Product design is a stage of product development.

Types of Product Design Functional Design: The process of developing a working prototype of a product from the specifications and functional requirements without regard to appearance. (Reliability and Maintainability) Industrial (Form) Design: Focuses on aesthetics (looks) and ease of use. Few companies have consistently offered aesthetically pleasing and user-friendly products: HP, Sony, Honda, and Play School. Design for Manufacturing: The key design stage for preparing a complete and detailed definition for a product: how it will be manufactured and how it will be used.

Successful Product Selection and Product Development Products are selected and development is managed as a tradeoff between: Product performance and quality How well does a product fit its intended use (customer’s requirements or expectations)? Development speed How quickly does a new product reach the market? Product cost How much is the manufacturing cost and is the total cost? Development program expense How much will be spent on development? Product performance—how well the product meets customer needs. Development speed—how long it takes to get the product to market. Product cost—the total cost to the customer (including manufacturing costs). Development program expense—the one-time development costs for the development project.'

Key Players in Product Development Marketing/Sales Product Design Manufacturing Product design (R&D) specification Process Planning Manufacturing (Production) Final design “file” Marketing Needs Customer market system Process plans Sales Orders Production Planning Total demand for product Production plans

The Challenges of Product Development Recognizing and managing trade-offs to assure success. Constant change in markets, customer preferences and competitive climate. Complexity of product and process details and their impact on cost. Constant sense of urgency which requires quick decisions usually without complete information.

Product Development Process: From a Product Project Prospective Customer Need Recognition Concept Development (Requirements and Development Plan specification) System-Level Design (Prepare layout of the entire system without detailing of parts or subsystems) Prototyping and Com- mercialization (Proof of concept and manufacturing process) Detail Design (Produce product definition documents needed to produce and use product)

Product Development Process: From a Designer Tasks Prospective Define Problem Prepare “File” Develop Alternatives Analyze Alternatives

Concept Development (Product and Development Plan Specification) Identify customer's needs Establish target specifications Analyze competitive products (benchmarking) Generate product concept alternatives Analyze alternatives and select the concept that best meets requirements Analyze economic feasibility Refine and finalize product specification Plan the development project

Product Development: Organization Models Product development groups are organized by function or by project. In a functional organization, people are grouped by similarity in education, training or expertise (groups like engineering, marketing, manufacturing). General Manager Engin’g Manager Marketing Manager MFG Manager

Product Development: Organization Models General Manager In a project organization, individuals apply their expertise to specific projects or product lines regardless of their functional background. Project Manager Project Manager Project Manager Functional Coordinator Matrix organization is a hybrid of functional and project organizations.

Improving the Product Development Process: Linking Design and Manufacturing Establishing multifunctional product teams Design for Manufacturing (DFM) and Design for Assembly (DFA) Design for the environment (DFE): green products Consider cost implications early in the design cycle Concurrent Engineering (CE) Detail provided on following slides....

Design For Manufacturing (DFM) and Design For Assembly (DFA) The object of DFM/DFA process is to generate a product definition (form, fit and structure) consistent with minimum cost. DFM/DFA is iterative and requires cross-functional teams so that form, function, cost and process are considered and optimized simultaneously. Reduced manufacturing cost is the primary consideration in DFM/DFA. Many rules have evolved to guide DFM/DFA.

Guidelines for DFM/DFA Reduce and simplify manufacturing process and assembly steps Avoid unnecessarily tight tolerances or smooth surface finish Reduce part count Use modular or standardized components Minimize use of fasteners, such as screws Use snap-fit fastening action Assemble parts in the open and in a downward direction (work with gravity)

Design for the Environment (DFE) Reuse materials to remake the same product: paper, glass, aluminum cans, cartons, etc. Design new products from recycled materials: lawn furniture, paving material, cellulose insulation, etc. Use recyclable components and materials: avoid disposable (lighters or paper plates) Design product for ease of repair and disassembly for salvage of key components. Design products that minimize energy use.

Consider Cost Implications Early in The Design Cycle 70 percent of the manufacturing cost is committed in the early design stages while expending only about 5 percent of that cost Concept Development System-level Design Detail Prototyping Production Ramp-Up Time 100% 20 40 60 80 Cost Cost Committed Often manufacturers spend far too little time finding all the flaws during the design stage of a new product. Therefore, prudent operation might suggest expending a bit more to ensure a good, sound user-friendly design and expecting to profit through reduced committed cost. Committed cost means the production costs directly resulting from the design. These include materials, processes, and so forth. Cost expended

Concurrent Engineering Market-ing The customer won’t like the surface finish Concurrent Engineering (CE) is the simultaneous consideration of all aspects of development of a product throughout its development cycle. Engineering Trust me. We need more thickness here. MFG We can’t make this part cheap Concurrent engineering can be used interchangeably with the terms simultaneous engineering or concurrent design. It also refers to the design team often used by firms. Obviously, as these terms imply, continual interaction and parallel actions are necessary throughout the entire product design to the production process. Other areas such as marketing and purchasing need to be involved and interact with all phases of design and development. Their input is critical concerning production planning, productive capacity, and the availability of parts and materials. The sequence from product design to delivery to the marketplace is not a consecutive series of steps. Continual interaction throughout the process ensures that a well-designed product is released to the market at a good price and on time. With CE, product and process developments become simultaneous processes instead of their traditional sequential nature. CE facilitates design for ease of manufacturing, ease of use and ease of service.

Sequential vs. Concurrent Engineering (CE) Sequential engineering erects walls !! Sequential Engineering Production MFG Engin’g Process instructions Customers Require- ments Marketing Product specs. Design Engin’g Engng file Concurrent Engineering With CE the walls come tumbling down

Product Development Process Types Market Pull Process begins with recognition of a market opportunity Technology-Push New technology pushes new product development Technology Platform Extension of existing expensive technology to new products Process-Intensive Strong process requirements severely constrain the product and its development Customized Generic product and processes are customized to meet specific requirements