Product Design & Process Selection-Manufacturing Chapter 5 Product Design & Process Selection-Manufacturing

OBJECTIVES Typical Phases of Product Design Development Designing for the Customer Design for Manufacturability Types of Processes Process Flow Structures Process Flow Design Global Product Design and Manufacturing 2

Typical Phases of Product Design Development Concept Development Product Planning Product/Process Engineering Pilot Production/Ramp-Up 3

Concurrent Engineering Defined 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 4

Concurrent Engineering(Continued) Teams provide the primary integration mechanism in CE programs There are three types of teams Program Management Team Technical Team Design-Build Teams Time savings of CE programs are created by performing activities in parallel 4

Designing for the Customer House of Quality Ideal Customer Product Quality Function Deployment Value Analysis/ Value Engineering

Designing for the Customer: Quality Function Deployment Interfunctional teams from marketing, design engineering, and manufacturing Voice of the customer House of Quality 6

Designing for the Customer: The House of Quality 9 Designing for the Customer: The House of Quality Customer Requirements Importance to Cust. Easy to close Stays open on a hill Easy to open Doesn’t leak in rain No road noise Importance weighting Engineering Characteristics Energy needed to close door Check force on level ground to open door Water resistance 10 6 9 2 3 7 5 X Correlation: Strong positive Positive Negative Strong negative * Competitive evaluation X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4 5 AB X AB XAB A X B X A B Relationships: Strong = 9 Medium = 3 Small = 1 Target values Reduce energy level to 7.5 ft/lb Reduce force to 9 lb. to 7.5 ft/lb. current level Maintain Technical evaluation 4 1 A BA BXA Door seal resistance Accoust. Trans. Window Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals. The McGraw-Hill Companies, Inc., 2004 7

Designing for the Customer: Value Analysis/Value Engineering (VA/VE) Achieve equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customer 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? 8

Design for Manufacturability Traditional Approach “We design it, you build it” or “Over the wall” Concurrent Engineering “Let’s work together simultaneously” 9

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? 10

Types of Processes Conversion (ex. Iron to steel) Fabrication (ex. Cloth to clothes) Assembly (ex. Parts to components) Testing (ex. For quality of products) 11

Process Flow Structures Job shop (ex. Copy center making a single copy of a student term paper) Batch shop (ex. Copy center making 10,000 copies of an ad piece for a business) Assembly Line (ex. Automobile manufacturer) Continuous Flow (ex. Petroleum manufacturer) 12

These are the major stages of product and process life cycles IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume, One of a Kind Multiple Products, Volume Few Major Higher High Standard- ization Commercial Printer French Restaurant Heavy Equipment Automobile Burger King Sugar Refinery Flexibility (High) Unit Cost (High) Flexibility (Low) Unit Cost (Low) Exhibit 5.10 These are the major stages of product and process life cycles 13

Virtual Factory Defined A virtual factory can be defined as a manufacturing operation where activities are carried out not in one central plant, but in multiple locations by suppliers and partner firms as part of a strategic alliance 14

Break-Even Analysis A standard approach to choosing among alternative processes or equipment Model seeks to determine the point in units produced (and sold) where we will start making profit on the process or equipment Model seeks to determine the point in units produced (and sold) where total revenue and total cost are equal 14

Break-Even Analysis (Continued) Break-even Demand= Purchase cost of process or equipment Price per unit - Cost per unit or Total fixed costs of process or equipment Unit price to customer - Variable costs per unit This formula can be used to find any of its components algebraically if the other parameters are known 14

Break-Even Analysis (Continued) Example: Suppose you want to purchase a new computer that will cost $5,000. It will be used to process written orders from customers who will pay $25 each for the service. The cost of labor, electricity and the form used to place the order is $5 per customer. How many customers will we need to serve to permit the total revenue to break-even with our costs? Break-even Demand: = Total fixed costs of process or equip. Unit price to customer – Variable costs =5,000/(25-5) =250 customers 14

Process Flow Design Defined A process flow design can be defined as a mapping of the specific processes that raw materials, parts, and subassemblies follow as they move through a plant The most common tools to conduct a process flow design include assembly drawings, assembly charts, and operation and route sheets 15

Example: Assembly Chart (Gozinto) From Exhibit 5.14 A-2 SA-2 4 5 6 7 Lockring Spacer, detent spring Rivets (2) Spring-detent A-5 Component/Assy Operation Inspection 16

Example: Process Flow Chart Material Received from Supplier No, Continue… Inspect Material for Defects Defects found? Yes Return to Supplier for Credit 4

Global Product Design and Manufacturing Strategies Joint Ventures Global Product Design Strategy 17

Measuring Product Development Performance Dimension Measures Freq. Of new products introduced Time to market introduction Number stated and number completed Actual versus plan Percentage of sales from new products Time-to-market Engineering hours per project Cost of materials and tooling per project Actual versus plan Productivity Conformance-reliability in use Design-performance and customer satisfaction Yield-factory and field Quality 17

Question Bowl Which of the following is the first phase of the typical phases of product development? Product/process engineering Product planning Concept development Pilot production Ramp-up Answer: c. Concept development 7

Question Bowl Which of the following has been primarily used to speed the completion of product development programs? Concurrent engineering Job shop Value analysis Break-even analysis Value engineering Answer: a. Concurrent engineering (The primary purpose of CE is to reduce time it takes to complete a product.) 7

Question Bowl Which of the following is primarily focused on getting the voice of the customer into design specifications in product development? Concurrent engineering Value engineering DFMA Quality function deployment None of the above Answer: d. Quality function deployment 7

Question Bowl Which of the following is the first step in building a House of Quality in product development? Develop a list of customer requirements for the product Concept development Pilot production/Ramp-up Concurrent engineering None of the above Answer: a. Develop a list of customer requirements for the product 7

Question Bowl Of the following abbreviated concepts which derive the greatest product improvements as a result of simplification of the product by reducing the number of separate parts? CE DFMA QFD VA/VE CAD Answer: b. DFMA (Design for Manufacturing and Assembly) 7

Question Bowl Which of the following is an example of a Continuous Flow type of process flow structure? Fast food Grocery Hospitals Chemical company None of the above Answer: d. Chemical company 7

Question Bowl What is the break-even in demand for a new process that costs $25,000 to install, will generate a service product that customers are willing to pay $500 per unit for, and whose labor and material costs for each unit is $100? 400 units 250 units 100 units 62.5 units None of the above Answer: d. 62.5 units (25,000/(500-100)=62.5) 7

End of Chapter 5