McGraw-Hill/Irwin © 2011 The McGraw-Hill Companies, All Rights Reserved Chapter 3 Product and Service Design.

Slides:



Advertisements
Similar presentations
Product Design & Process Selection-Manufacturing
Advertisements

1 © The McGraw-Hill Companies, Inc., 2004 Chapter 5 Product Design & Process Selection- Manufacturing.
Operations Management For Competitive Advantage 1 Product Design & Process Selection - Manufacturing Operations Management For Competitive Advantage Chapter.
Chapter 3 - Product Design & Process Selection
Operations Management Design of Goods and Services Chapter 5
Class 6: Chapter 4 : Product/Process Innovation
Operations Management Design of Goods and Services Chapter 5
Product Design and Process Selection
3–13–1. 3–23–2 Chapter Three Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Development Processes and Product Planning
Introduction to the Product Development Process
Systems Engineering Management
ES305: Virtual Tools in Engineering Design: The Eng. Design Process James Carroll, Associate Professor Electrical and Computer Engineering.
System Engineering Instructor: Dr. Jerry Gao. System Engineering Jerry Gao, Ph.D. Jan System Engineering Hierarchy - System Modeling - Information.
Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 4 Product/Process Innovation McGraw-Hill/Irwin.
Development Processes and Organizations
P RODUCT D ESIGN AND D EVELOPMENT Chapter 1 & 2 Development Process and Organization.
Chapter 3, Product Design INTRODUCTION to Operations Management 5e, Schroeder Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Designing Products and Processes with a Future. What does it take? Involve the customer Meet with the customer Listen to customer Educate the customer.
Product Development. Major Topics The product portfolio of a company concretizes its mission A description of the product selection and development process.
Chapter 4 Product and Service Design.
Developing Products and Services
Development Processes and Organizations
5-1 McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Operations Management
Quality Function Deployment
Mantova 18/10/2002 "A Roadmap to New Product Development" Supporting Innovation Through The NPD Process and the Creation of Spin-off Companies.
Chapter 2 Supply Chain Strategy. Objectives After reading the chapter and reviewing the materials presented the students will be able to: Explain how.
COPYRIGHT © 2008 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star logo, and South-Western are trademarks used herein under license.
Quality Function Deployment
© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin DEVELOPING NEW PRODUCTS AND SERVICES 10 C HAPTER.
Chapter 6 Product Design and Process Selection--Manufacturing
Introduction to RUP Spring Sharif Univ. of Tech.2 Outlines What is RUP? RUP Phases –Inception –Elaboration –Construction –Transition.
Product Specifications
Chapter 3, Part 1 Product Design
Product and Service Design Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 12 Developing and Managing Products 12 | 3Copyright © Houghton Mifflin Company. All rights reserved. Objectives Understand how companies manage.
Product and Service Design McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 7: A Summary of Tools Focus: This chapter outlines all the customer-driven project management tools and techniques and provides recommendations.
Bus 2411 Production Operations Management Product and Service Design U. Akinc Product and Service Design U. Akinc.
1 Exhibit 1: Integrated Product Development (IPD) – Level 1 Innovation is the engine driving revenue growth Innovation Engine Manufacturing Products New.
Creativity is the generation of new ideas Innovation is the process of transformation of creative ideas into desired outputs Innovation Management is.
© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 10-1.
1 Lecture #1: PD - Ch 1. Introduction Ref: Product Design and Development by Karl T. Ulrich and Steven D. Eppinger, McGRAW-Hill
McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.
Chapter 6: THE EIGHT STEP PROCESS FOCUS: This chapter provides a description of the application of customer-driven project management.
Product/Process Innovation CHAPTER FOUR McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Product Design & Process Selection-Manufacturing
PRODUCT DESIGN & PROCESS SELECTION. Product & Service Design The process of deciding on the unique characteristics of a company’s product & service offerings.
Chapter 2: Development process and organizations
© The McGraw-Hill Companies, Inc., 2008 McGraw-Hill/Irwin Financial & Managerial Accounting The Basis for Business Decisions FOURTEENTH EDITION Williams.
1 Slides used in class may be different from slides in student pack Chapter 4 Product Design/Development  Product Definition  Typical Phases of Product.
Tata McGraw CHAPTER 4 Product and Service Design.
UTA/ARRI. Enterprise Engineering for The Agile Enterprise Don Liles The University of Texas at Arlington.
Product Design and Development Chapter 3
Design of Goods and Services Chapter 5. Designing Goods Form design: Appearance and other sensory aspects of a product Contributes to customer expectations.
DESIGN OF PRODUCTS AND SERVICES Chapter Three Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
1 © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter 4 Product Design.
Manufacturing Management Prayash Neupane. Manufacturing Management MM refers to all aspects of the product manufacturing process. From assembly design.
Chapter 3: Design of Products and Services
Chapter 3: Cost Estimation Techniques
Product and Service Design
PRODUCT AND SERVICE DESIGN
Policies and Planning Premises: Strategic Management
Chapter 4 Product Design. Chapter 4 Product Design.
OVERVIEW Debate in engineering design community: Should design be taught as: Establishing a foundation of theory? or Engaging students in loosely supervised.
Chapter 2: Development process and organizations
Presentation transcript:

McGraw-Hill/Irwin © 2011 The McGraw-Hill Companies, All Rights Reserved Chapter 3 Product and Service Design

3-2 OBJECTIVES  Understand the product development process for both manufactured and service products.  Demonstrate how the development of products can have significant economic impact on the firm.  Align design with the desires of the customer by using quality function deployment (QFD) concepts.  Explain how design can significantly impact manufacturing cost.  Be introduced to product development performance measures.

3-3  Defer judgment  Build on the ideas of others  Stay focused on the topic  One person at a time  Go for quantity  Encourage wild ideas  Be visual Brainstorming LO 1

3-4 Rapid Prototyping  Easier to discuss a model  Three R’s:  Rough: it does not have to be perfect  Rapid: build models as fast as you can  Right: build lots of models that focus on specific problems  The earlier in the design process, the rougher a model can be LO 1

3-5 The Product Design Process  Companies continuously bring new products to market  Product design is integral to success  Product design differs significantly depending on the industry  Companies often outsource major functions—often none core competencies  Contract manufacturer: an organization capable of manufacturing and/or purchasing all the components needed to produce a finished product LO 1

3-6 Core Competency  Core competency: the one thing a company can do better than its competitors—non-imitable  A core competency has three characteristics:  It provides potential access to a wide variety of markets  It increases perceived customer benefits  It is hard for competitors to imitate LO 1

3-7 Six Phases of the Generic Development Process  Phase 0: Planning  Phase 1: Concept development  Phase 2: System-level design  Phase 3: Design detail  Phase 4: Testing and refinement  Phase 5: Production ramp-up LO 1

3-8 Phase 0: Planning  Precedes project approval  Begins with corporate strategy  Includes assessment of technology developments and market objectives  Output is the project mission statement LO 1

3-9 Phase 1: Concept Development  Needs of the target market are identified  Alternative product concepts are generated and evaluated  One or more concepts are selected for further development and testing  Concept: A description of the form, function, and features of a product LO 1

3-10 Phase 2: System-Level Design  Definition of the product architecture  Decomposition of the product into subsystems and components  Final assembly scheme for the production system is usually defined  Output:  Geometric layout of the product  Functional specifications for each subsystem  Preliminary process flow diagram LO 1

3-11 Phase 3: Design Detail  Complete specification of the geometry, materials, and tolerances for all parts  Identification of all the standard parts to be purchased from suppliers  Process plan is established  Tooling is designed  Output:  Drawings describing the geometry of each part and its tooling  Specifications of purchased parts  Process plan LO 1

3-12 Phase 4: Testing and Refinement  Construction and evaluation of multiple preproduction versions of product  Same geometry and material as production version  Not necessarily fabricated with the actual production processes  Prototypes tested to determine if the product will work as designed LO 1

3-13 Phase 5: Production Ramp-Up  Product is made using the intended production system  Want to train workers and resolve any remaining problems  Products may be supplied to preferred customers for evaluation  Transition to ongoing production is gradual LO 1

3-14 The Generic Product Development Process LO 1

3-15 Generic Product Development Process  Technology-push products: firm begins with new technology and looks for a market  Platform products: built around a preexisting technological subsystem  Process-intensive products: production process has an impact on the properties of the product  Product design cannot be separated from process design LO 1

3-16 Generic Product Development Process Continued  Customized products: new products are slight variations of existing configurations  High-risk products: technical or market uncertainties create high risks of failure  Quick-build products: rapid modeling and prototyping enables many design- build-test cycles LO 1

3-17 Generic Product Development Process Continued  Complex systems: systems must be decomposed into several subsystems and many components  Generic: begins with a market opportunity and team selects appropriate technologies to meet customer needs LO 1

3-18 Summary of Variants of Generic Product Development Process LO 1

3-19 Economic Analysis of Project Development Costs  Captures measureable factors  Using the measurable factors to help determine:  Go/no-go milestones  Operational design and development decisions  Building a base-case financial model  A financial model consisting of major cash flows  Sensitivity analysis for “what if” questions LO 2

3-20 Merging the Project Financials and Schedule into a Cash Flow Report LO 2

3-21 Possible Sensitivity Analysis Scenarios  Longer product development time  Higher/lower sales volume  Higher/lower sales price  Higher/lower development costs LO 2

3-22 Quality Function Deployment Value Analysis/ Value Engineering Ideal Customer Product House of Quality Designing for the Customer LO 3

3-23 Quality Function Deployment  Interfunctional teams from marketing, design engineering, and manufacturing  Begins with listening to the customer  Customer requirements  Uses market research  Customer preferences are defined and broken down into customer requirements  Does customer always know what he wants?  House of quality  Team uses customer feedback to make decisions  Translate customer requirements into goals LO 3

3-24 Completed House of Quality Matrix for a Car Door Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals LO 3

3-25 Value Analysis/Value Engineering (VA/VE)  Purpose is to simplify products and processes  Objective is to achieve better performance at a lower cost while maintaining all functional requirements defined by the customer  Determine value content of a product  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? LO 4

3-26 Designing Products for Manufacture and Assembly  Traditional approach  “We design it, you build it” or “over the wall”  Very long lead times  Often cost prohibitive  Concurrent engineering  “Let’s work together simultaneously”  Reducing time to market  Time saved by performing activities in parallel  Decrease costs while improving quality  Team engineering/design concept  Avoids pitfalls of traditional approach LO 4

3-27 Design for Manufacturing and Assembly  Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts:  During the operation of the product, does the part move relative to all other parts already assembled?  Must the part be of a different material or be isolated from other parts already assembled?  Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance? LO 4

3-28 Proposed Motor Drive Design LO 4

3-29 Redesign of Motor Drive Assembly Following Design for Assembly Analysis LO 4

3-30 Designing Service Products  Service products are very different  Direct customer involvement introduces significant variability in the process  Questions to address:  How will this variability be addressed?  What are the implications for operational cost and the customer service experience? LO 4

3-31 Three General Factors for Determining Fit  Service experience fit  The new service should fit into the current service experience for the customer  Operational fit  Existing processes should be able to support the operation of the new service  Financial impact  Introducing a new service should be financially justified LO 4

3-32 Structural Alternatives for a Family Restaurant LO 4

3-33 Ecodesign  Ecodesign: the incorporation of environmental considerations in the design and development of products or services  The whole life cycle is considered  The product is considered as a system  A multi-criteria approach is used  Application of ecodesign can benefit business LO 4

3-34 Measuring Product Development Performance  A steady stream of new products is important to competitiveness  Firms must respond to changing customer needs and competitor moves  Ability to identify opportunities and bring new products to market is critical  Must also be efficient LO 5

3-35 Performance Measures for Development Projects LO 5