Widodo W. Purwanto Departemen Teknik Kimia SELECTION, MANUFACTURING,AND SUPPLY CHAIN

The Industrial Design Process (Matt Kressy)

Product Development Process (Ulrich)

Needs  We must decide what needs our product will fill. Ideas  We must generate ideas which could satisfy these needs. Selection  Which idea are the most promising ? Manufacture  How can we make the product in commercial quantities ? The product design procedure (Cussler and Moggride)

Systematic procedure development of consumer product (Wibowo) Market Trend Product form and packaging Ingredients and structural attributes Quality factor and performance indices Process alternatives & operating condition Manufacturing process Product conceptualization Identification of quality factors Selection of ingredient and microstructure Generation of process alternatives Process and product evaluation

Product Design Process (Harvard)

Need, Specification Generate, Order, and Screen Ideas Manufacturing

Product Specification

Idea/Concept Generation

Scoring the ideas Need to supply weighting factors, not all criteria are created equal (obviously subjective!) Σw i = 1 Score ideas from 1 – 5 in each criteria Score(j) = Σw i s ij

An example from your text, home oxygen supply: Three options; gas cylinders (the current solution), hollow fiber membranes, & pressure swing absorption The conclusion: No single idea stands out!

Improving the Screening Process Choice of the benchmark is crucial, might try using different benchmarks (current leading product, current “best” product, expected product from competition) Have different groups score the ideas Sensitivity analysis of the weighting factors

So, what are the important benchmarking criteria? We must compare our new ideas with the standard product? A basic strategy….grade ideas using: Scientific maturity Engineering ease Minimum risk Low cost Safety Low environmental impact Specific product factors (“quiet”, “soft”, etc.)

The Next Stage-Gate Again, must convince management to move forward on the “select few” ideas for further development

The Next Stage-Gate Cost begins to rise quite quickly after this point Engineering begins to play a more dominant role

Concept Selection

Product Manufacturing Patent Final Specifications Prototyping Manufacture

Final specifications

Products structure (composition, geometry, reactions, thermodynamics) Product attributes (structural, equilibrium, rate process)

Manufacturing

Molecules, synthesis, unit operations, scale- up, etc. Generic equipments Batch process Specialty Chemical Manufacture

Planning & Control Modern manufacturing industry consists of fabrication and assembly A plant has to purchase raw material or parts convert them into specific components assemble the components into the several products Different products could contain several common components Fabrication Assembly Storage Plant Raw Material or Parts Finished Products Storage A Typical Manufacturing Plant

Planning & Control The information-subsystems that play a vital role in the smooth running of the company are Demand forecasting Operations planning Inventory planning and control Operations scheduling Dispatching Demand Forecasting history and the current trends sales data reflects its effectiveness Operations Planning development engineers look for a better manufacturing sequence the input comes from standard operation times, setup times machines and other facilities are grouped for a proper assembly-line operation

Planning & Control Inventory Planning & Control includes parts, raw materials, assemblies, supplies etc. depicts the order quantities; reorder points, safety stocks of raw materials, and manufacturing batch sizes Operations Scheduling a detailed operation sequence for individual activities start and stop times for all operations schedule conflicts on production facilities are resolved here Dispatching responsible for initializing production releases work orders to production operations at the appropriate time

Operations Scheduling It is the heart of entire planning and control systems Compromises must be made between economic batch sizes, due dates, resource constraints, manpower leveling, and facility utilization Program evaluation review technique PERT charts are used for scheduling activities. It is a powerful tool PERT chart tell a manager list of operations necessary to finish a project time needed for each operation critical activities – activities that consume the largest part of project-completion-time Critical path – a sequence of critical activities Using PERT chart is also named as critical path method (CPM)

Operations Scheduling Critical Path Method (CPM) Activities in a Manufacturing System ActivityDescriptionRequired PredecessorDuration AProduct designNone6 BMarket researchNone2 CProduction analysisA3 DProduct modelA5 ESales brochureA3 FCost analysisC4 GProduct testingD5 HSales trainingB, E3 IPricingH2 JProject reportF, G, I A, 6 B, 2 C, 3 D, 5 H, 3 F, 4 G, 5 I, 2 J, 1 E, Network Diagram for CPM A→D→G = 16 Critical A→C→F = 13 A→E→H→I = 14 B*→H→I 3*+3+2 = 8 Critical Path Analysis

Supply Chain

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