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PRODUCT DESIGN AND DEVELOPMENT
A
REPORT
Submitted in partial fulfillment of the requirement
For the award of the degree
Of
BACHELOR OF ENGINEERING
InPRODUCTION & INDUSTRIAL ENGINEERING
By
ROHINI SINGHAVI
SHAILENDER SINGH
RAJESH KUMAR JATAV
DEPARTMENT OF PRODUCTION & INDUSTRIAL ENGINEERING
M.B.M. ENGINEERING COLLEGE
JAI NARAIN VYAS UNIVERSITY
JODHPUR (RAJASTHAN) - 342011
2010-11
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CANDIDATES DECLARATION
We hereby declare that the work which is being presented in the Product Design and
Development project on DESIGNING OF ROTARY TABLE OF RADIAL DRILLINGMACHINE WITH INDEXING SYSTEM in the partial fulfillment of the requirement for
the award of degree of BACHELOR OF ENGINEERING in PRODUCTION &
INDUSTRIAL ENGINEERING, submitted in the department of production & industrial
engineering, M.B.M. Engineering College, Jodhpur (Rajasthan), is an authentic record of
our own work carried out, under the supervision of Dr. Milind Kumar Sharma, Associate
Professor, Department of Production & Industrial Engineering, M.B.M. Engineering college,
Jodhpur (Rajasthan).
Date: 21May,2011 ROHINI SINGHAVI
SHAILENDER SINGH
RAJESH KUMAR JATAV
Place: Jodhpur
CERTIFICATE
This is certified that the above statement made by the candidates is correct to the best of my
knowledge.
Dr. Milind Kumar Sharma
Associate Professor,
Department of Production & Industrial Engineering
M.B.M. Engineering College, Jodhpur
Jodhpur (Rajasthan)342001
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ACKNOWLEDGEMENT
We take this opportunity to express our deep regards and sincere gratitude for the valuable,
expert guidance rendered to us by Dr. Milind Kumar Sharma, AssociateProfessor ,
Production & Industrial Engineering Department, M.B.M. Engineering College, J. N. V.
University, Jodhpur. His guidance by going through project critically and holding informal
discussion is grateful acknowledge. We consider ourselves fortunate to have had opportunity
to work under Milind Kumar Sharma and enrich myself from his vast knowledge, and
analysis power. He shall always be a constant source of inspiration for us.
ROHINI SINGHAVI
SHAILENDER SINGH
RAJESH KUMAR JATAV
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Index
Contents Page-no.
1. Chapter-1 . 1-141.1Introduction1.2 Course objectives1.3 Procedure for new product1.4Design morphology
2. Chapter-2 15-182.1 The product characteristics2.2 The threes
3. Chapter-3 19-213.1 Product life cycle
4. Chapter-4. 22-254.1Introduction of drilling4.2Radial drilling machine
5. Chapter-5 26-315.1Design of product5.2Advantages5.3Applications5.4
Types of rotary turn table
6. Chapter-6 32-356.1Design of Rotary Turn Table construction6.2Main components6.3Design of worm wheel
7. Chapter-7 36-377.1 Questionnaire Design:7.2 Steps to Developing a Questionnaire7.3 Feedback analysis
8. Chapter-8 38-428.1 Swot analysis8.2Balanced Scorecard
9. Chapter-9 43-459.1Introduction9.2 Value analysis9.3 Cost analysis
Conclusion.. 46
References 47
Appendix 48-51
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LIST OF FIGURES
S.NO. CONTENTS PAGE-NO.
1 DEMING CYCLE 7
2 DESIGN MORFOLOGY 10
3 3-S 16
4 PRODUCT LIFE CYCLE 19
5 HOLES 22
6 RADIAL DRILLING MACHINE 23
7 HORIZONTAL ROTARY TURN TABLE 28
8 VERTICAL TURN TABLE 28
9 TILTING TURN TABLE 29
10 AUTOMATIC TURN TABLE 29
11 WORM AND WORM WHEEL 30
12 ROTARY TABLE WITH INDEXING PLATE 31
13 STEPS OF SWOTS ANALYSIS 41
14 SWOT ANALYSIS OF EXISTING MACHINE 43
15 NEW PROPOSED MACHINE 44
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CHAPTER I
PRODUCT DESIGN AND DEVELOPMENT
In this chapter we discuss about introduction,course objectives,procedurr fornew product,design morphology.
1.1 Introduction
Product Design & Development comprises the set of complementary activities and
disciplines which start with the identification of a market opportunity followed by the
development of initial concepts and culminate in the manufacture, sale and delivery of an end
product to the customer. The activity of Product Design and Development (PDD) is defined
as the design of the all the goods and services that compose the process through which a good
or a service is created. It incorporates not only the design of the product itself, but also the
design of new technologies used in the manufacturing processes. The aim of this program ofstudy is to provide students with a select group of modules, which address the product design,
development and supply life-cycle by bringing together the core disciplines of marketing,
design (industrial and engineering) and manufacture. In addition, strong emphasis is placed
on product quality and cost, as well as on the key aspects of the design and development
phase, namely project management, cost and time to- market. Since the product design and
development activity within a company is inter-disciplinary by nature, group and team-
working skills are also emphasized.(SHARMA, A Text book of Production Engineering,Dhanpat Rai & Co.,) 2004, page no. 230.
1.2 Course Objectives:
The focus of Product Design and Development is integration of the marketing, design,
and manufacturing functions of the firm in creating a new product. The course is intended to
provide you with the following benefits:
Competence with a set of tools and methods for product design and development. Confidence in your own abilities to create a new product. Awareness of the role of multiple functions in creating a new product (e.g. marketing,
finance, industrial design, engineering, production).
Ability to coordinate multiple, interdisciplinary tasks in order to achieve a commonobjective.
Reinforcement of specific knowledge from other courses through practice andreflection in an action-oriented setting.
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1.3 Procedure for New Product Development
In industry for develop new product and improve its design its essential requirement
is proper planning and execution it in proper time. Failure for an organization to change could
result in a decline in sales and with competitors racing ahead. The process of NPD is crucial
within an organization. Products go through the stages of their lifecycle and will eventually
have to be replaced through Deming cycle we can divided all stages in four steps. These
stages will be discussed briefly below:
Fig.1: Deming Cycle
STAGE 1: PLAN
I. Idea generation
New product ideas have to come from somewhere. But where do organizations get theirideas for NPD? Some sources include:
Within the company i.e. employees Competitors Customers Distributors, Supplies and others.
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II. Idea ScreeningThis process involves shifting through the ideas generated above and selecting ones
which are feasible and workable to develop. Pursing non feasible ideas can clearly be costly
for the company.
STAGE 2: DO
III. Concept Development and TestingThe organization may have come across what they believe to be a feasible idea, however,
the idea needs to be taken to the target audience. What do they think about the idea? Will it
be practical and feasible? Will it offer the benefit that the organization hopes it will? or have
they overlooked certain issues? Note the idea and concept is taken to the target audience not a
working prototype at this stage.
IV. Marketing Strategy and DevelopmentHow will the product/service idea be launched within the market? A proposed marketing
strategy will be written laying out the marketing mix strategy of the product, the
segmentation, targeting and positioning strategy sales and profits that are expected.
STAGE 3: CHECK
V. Business AnalysisThe company has a great idea, the marketing strategy seems feasible, but will the product
be financially worthwhile in the long run? The business analysis stage looks more deeply into
the cash flow the product could generate, what the cost will be, how much market shares the
product may achieve and the expected life of the product.
VI. Product DevelopmentFinally it is at this stage that a prototype is finally produced. The prototype will clearly
run through all the desired tests, and be presented to the target audience to see if changes
need to be made.
VII. Test MarketingTest marketing means testing the product within a specific area. The product will be launched
within a particular region so the marketing mix strategy can be monitored and if needed, be
modified before national launch.
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Step 2: Identification and Formulation of Design Problem Informationavailable comes from the preceding step, particularly the specifications of the
desired outputs, and from relevant technical knowledge about environments,
resources and general engineering principle. With this information, activity analysis
is performed whereby the design problem is given a technical formulation.
Step 3: Synthesis of Possible SolutionsSynthesis implies combining or bringingdifferent ideas to produce an integrated whole.
Step 4: Physical ReliabilityProblem is whether it is possible to accomplish sucha practical physical embodiment, as is suggested by the concept.
Step 5: Economic WorthwhilenessThis means that the object of the design mustbe of sufficient value to repay off the effort.
Step 6: Financial FeasibilityA project, meritorious from every point of view andof great economic worth, cannot be realized because it is difficult to mobilize
resources for its implementation.
2. Phase IIThe Preliminary Study Step 1: Selection of Design Concept The most promising selection to the
problem is identified and design concept is selected on the basis of utility.
Step 2: Formulation of Mathematical Model Design proceeds from theabstract to the concrete, by describing ideas in words, in graphical illustrations
and in mathematical equations.
Step 3: Sensitivity Analysisas geometrical tolerance or chemical tolerance. Step 4: Compatibility Analysis Compatibility may involve straightforward
considerations such It is to know how sensitive the performance of the system
is to the adjustment of several design parameters. Those, which critically
affect the performance, must be carefully adjusted.
Step 5: Stability AnalysisA designer would like the systems he designs tohave an inherent stability so that uncommon perturbations in the environment
or accidental large inputs or loads will not cause catastrophic failure or
malfunctions.
Step 6: Formal Optimization For the design to advance, parameters mustreceive specific design values, among all feasible values only one is superior
to all, the optimum combination. The process for finding this destination is
called Optimization.
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Step 7: Projections into Future Development period for a product shouldnot be so large that by the time it comes in the market, competitors would have
launched a superior product. The other aspect of future projections is the
expected useful shell life of the product.
Step 8: Prediction of System Behavior A system must function in anacceptable manner throughout a reasonable service life.
Step 9: Testing the Design ConceptEvolutionary design waits for evidenceand allows time to pass for its utility to be revealed, but novel design can wait
as it relies more on innovation. New design concept can be tested with a scale
model or through computer simulation.
Step 10: Simplification of Design As design moves through various steps,original concept becomes more complicated and designer must always go for
the simplest projected solution.
3. Phase IIIDetail Design Step 1: Preparation for Design In order to go ahead we need budgetary
approvals and a strong design team. The commitment to proceed is not final
until close estimates of time and money are made, prior to design.
Step 2: Overall Design of SubsystemsEach sub-system must be looked atas an individual entity and compatibility of each with others is verified. Then a
provisional master layout is prepared for each subsystem translating the results
of the subsystem designs into drawings and become the basis for developing
design of the components.
Step 3: Overall Design of Components The work required for the overalldesign of components is a repetition of what has been done for the design of
subsystems.
Step 4: Detailed Design of PartsWhen a part is being designed no questionpertaining to its design may remain unanswered; no ambiguities about its
shape, its material or its surface treatment should interfere with instructions for
its manufacture.
Step 5: Preparation of Assembly Drawings After the constituent partshave been designed, the form of a component can be fixed. Provisional layout
of the component can now be replaced by tentative final assembly drawings.
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Step 6: Experimental Construction With the complete drawings at hand,the prototype shop can undertake to build the first full-scale prototype.
Step 7: Product Test ProgramThe programs provide scant information onwhich suitable revisions can be based but can be enormously expensive, and if
improperly planned, yield insufficient evidence for or against the design.
Step 8: Analysis and Prediction With notes and records of experimentalconstruction and the data and other general observations of the test program,
preparation for revision of redesign can start, if required.
Step 9: Redesign Analysis and prediction of performance are prelude toredesign.
1.5 Basic Design Consideration
There are major factors which the designer must consider before design a new product:
1) Convenience of use: No matter what the product is, convenience is of primaryimportance. It is the designers primary objective to make the product desirable
through its utility. In determining the proper approach, he has several sources from
which he may seek assistance. These sources are:
It is always possible for marketing research people to find out what the customerdislikes about the companys previous model.
Customer surveys may be conducted by making working models and pre-testingpotential users
The least costly and the most commonly used approach is common sense.2) Maintenance: Ease of maintenance and life of parts are important factors. It is the
customer who ultimately benefits from proper consideration in this area, and the
designer must be careful to resist the temptation of designing primarily to phase the
service personal. It cant be repeated too often the customer must always come first in
the designers thinking.
3) Cost: Although the cost certainly cant be ignored, it should not be the overridingconsideration in all cases. The lowest- priced items doest necessarily outsell the
highest prices, as the automobile industry offers ample evidence. It is the customer
who must ultimately decide how much the product is worth.
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4) Sales: We must know the volume of sales anticipated, the competition that will beencountered, what the competitor are offering, and what we plan to offer. With regard
to sale, it will be better to remember that maximum efficiency and good performance
dont necessarily help in selling the product.
5) Appearance: Appearance should not be underestimated, for it determines the wholecharacter of the product (TATA McGraw, 2008). It should reflect pride of
ownership, the function serve, high product quality and value, and the reputation of
the maker.
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CHAPTER 2
ABOUT THE PRODUCT
In this we discuss about product characteritcs,three ss.
2.1 The Product Characteristics
The various relationships in design which consider incorporation of production into the
design are another important aspect of design and development. Aesthetic or consideration of
product appearance usually enters product design at a later stage. After the product design is
complete, the subsequent step is prototype production and later on, batch or mass production.
The next step involves the actual selling of the product to the appropriate market. From themarket, the feedback loop too needs analysis is complete.
1) Functional AspectWhen the marketing possibilities have been explored, the functional scope of the product has
to be carefully analyzed and properly defined. Sometimes functional aspects are multiple, and
usage of the product can be left to the customers choice. The customer can decide whether
and when to exploit this characteristic of the apparatus.
2) Operational Aspect (Ergonomic Considerations)After determining the functional aspect, the operational aspect has to be considered.
Not only must the product function properly, it must be easy to handle and easy to operate.
Some time it has to be adaptable to various operational conditions, and very often it is
subjected to varying degrees of skill of potential operators. The designers problems all the
more critical with the rising trend for increased versatility because this characteristic implies
using basic attachments as elements for building suitable combinations for specific purposes.
This requires certain amount of operator intelligence and skill, which increases with the
complexity of the machine (www.scibe.com). The scarcity of skill is the constraint in this
respect on the product designer.
3) Ease of Maintenance and DurabilityThese are two factors closely related to the selection of materials and class of
workmanship and hence to the design of product and the economical analysis of its cost.
Quality is not always a simple characteristic to define, but durability and dependability are
two factors that often determine quality and have to be carefully considered by the designer.
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Durability is defined mainly by the length of the service life or endurance of the product
under given working conditions, but a measure of the product capability to idle or withstand
storage is also often considered in assessing durability.
4) Aesthetic AspectThe aesthetic aspect mainly concerned with molding the final shape around the basic
skeleton. This molding of shape may very often be severely limited in scope, and what finally
emerges is sometimes termed a functional shape. if the market is turbulent and eager to
discard outdated designs in favor of new ones, styling becomes a race against time, a race that
determines the salability of the product.
2.2 The Three Ss
The three Ss refers to standardization, simplification, and specialization. The three Ss can
be defined as follows:
Fig.3: 3-S
1) Standardization:It is the process of defining and applying the conditions necessary to ensure
that a given range of requirements can normally be met with a minimum of variety
and in a reproducible and economic manner on the best of the best current techniques.
Standardization covers a wide field of activity. These activities include:
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Physical dimension and tolerances of components within a defined range. Rating of machines or equipment (in unit of energy, temperature, current,
speed etc).
Specification of physical and chemical properties of materials. Methods of testing characteristics of performances. Methods of installation to comply with minimum precautionary measures and
convenience of use.
Standardization has, however, many advantages, some of which may be briefly listed now:
Reduction of material waste and obsolescence. Concentration of effort in manufacturing: hence, simplification and
specialization.
Reduction in inventories, both of materials, and semi finished and finishedproducts.
Reduction in price: hence expansion of the market. Reduction in book-keeping and other paper work. Lowering the grade of skill required in manufacture and assembly. Reduction in repair and maintenance costs.
2) Simplification:It is the process of reducing the number of types of products within a definite range. It
is also an attempt to reduce variety. Simplification is the constant source of disagreement
between the marketing department and the production personnel. A production engineer
prefers little variety, minimum sit-up, and long runs. Simplification enables theproduction department to improve planning, achieve higher rates of production and
machine utilization, and simplify control procedures. The salesman, on the other hand
strives to satisfy the customer by giving him a choice of offering him a choice or by
offering him the nearest to what he wants.
Some advantages of simplification:
Reduce inventories of material and finished products. Reduce the investment on plant and equipment.
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Save storage space. Simplify planning and production control. Reduce required technical personnel. Reduce the sales price. Eliminate the order queues.
3) Specialization:It is the process whereby particular firms concentrate on the manufacture of a limited
number of products or types of products. Specialization often is a result of ones aim to
monopolize the market. A method of production where a business or area focuses on the
production of a limited scope of products or services in order to gain greater degrees of
productive efficiency within the entire system of businesses or areas. Many countries
specialize in producing the goods and services that are native to their part of the world.
This specialization is the basis of global trade as few countries produce enough goods to
be completely self-sufficient. Specialization can also refer to production, for example
when in a factory an assembly line is organized in a specialized manner rather than
producing the entire product at one production station. The three processes are usually
linked together and develop as a logical sequence. From a wide range of requirements it isfirst necessary to sort out the essential features, define them, and then work out in a
scientific manner the minimum variety required to meet these essentials. This is a process
of standardization, and it is mainly an engineering process. Within a given rang, whether
covered by standards of not, a process of simplification can be carried out with a view to
reducing the variety of products or materials that are produced or purchased, this is both
an economic and an engineering process, and specialization is one of its natural
outcomes.
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CHAPTER 3
3.1 Product Life Cycle
The Product Life Cycle (PLC) is based upon the biological life cycle. A new product
progresses through a sequence of stages from introduction to growth, maturity, and decline.
This sequence is known as the product life cycle and is associated with changes in the
marketing situation, thus impacting the marketing strategy and the marketing mix.
The product revenue and profits can be plotted as a function of the life-cycle stages as
shown in the graph below:
Fig.4: Product life cycle (SHARMA, A Text book of Production Engineering, Dhanpat Rai &Co., 2004, page no. 2340.)
a) Product development phaseProduct development phase begins when a company finds and develops a new product
idea. This involves translating various pieces of information and incorporating them into a
new product. A product is usually undergoing several changes involving a lot of money and
time during development, before it is exposed to target customers via test markets. Those
products that survive the test market are then introduced into a real marketplace and the
introduction phase of the product begins. During the product development phase, sales are
zero and revenues are negative. It is the time of spending with absolute no return.
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a) Introduction phaseThe introduction phase of a product includes the product launch with its requirements to
getting it launch in such a way so that it will have maximum impact at the moment of sale. A
company must be prepared to spend a lot of money and get only a small proportion of that
back. In this phase distribution arrangements are introduced. Having the product in every
counter is very important and is regarded as an impossible challenge. Some companies avoid
this stress by hiring external contractors or outsourcing the entire distribution arrangement.
This has the benefit of testing an important marketing tool such as outsourcing. Pricing is
something else for a company to consider during this phase. Product pricing usually follows
one or two well structured strategies. Early customers will pay a lot for something new and
this will help a bit to minimize that sinkhole that was mentioned earlier. Later the pricingpolicy should be more aggressive so that the product can become competitive. Another
strategy is that of a pre-set price believed to be the right one to maximize sales. This however
demands a very good knowledge of the market and of what a customer is willing to pay for a
newly introduced product. A successful product introduction phase may also result from
actions taken by the company prior to the introduction of the product to the market. These
actions are included in the formulation of the marketing strategy. This is accomplished during
product development by the use of market research (HILL, 2004). Customer requirements on
design, pricing, servicing and packaging are invaluable to the formation of a product design.
b) Growth phaseThe growth phase offers the satisfaction of seeing the product take-off in the market
place. This is the appropriate timing to focus on increasing the market share. If the product
has been introduced first into the market, then it is in a position to gain market share
relatively easily. A new growing market alerts the competitions attention. The company
must show all the products offerings and try to differentiate them from the competitors ones.A frequent modification process of the product is an effective policy to discourage
competitors from gaining market share by copying or offering similar products. Other
barriers are licenses and copyrights, product complexity and low availability of product
components. Promotion and advertising continues, but not in the extent that was in the
introductory phase and it is oriented to the task of market leadership and not in raising
product awareness. A good practice is the use of external promotional contractors. This
period is the time to develop efficiencies and improve product availability and service. Cost
efficiency and time-to-market and pricing and discount policy are major factors in gaining
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customer confidence. Good coverage in all marketplaces is worthwhile goal throughout the
growth phase. Managing the growth stage is essential. Companies sometimes are consuming
much more effort into the production process, overestimating their market position. Accurate
estimations in forecasting customer needs will provide essential input into production
planning process. It is pointless to increase customer expectations and product demand
without having arranged for relative production capacity. A company must not make the
mistake of over committing. This will result into losing customers not finding the product on
the self
c) Maturity phaseWhen the market becomes saturated with variations of the basic product, and all
competitors are represented in terms of an alternative product, the maturity phase arrives.
In this phase market share growth is at the expense of someone elses business, rather
than the growth of the market itself. This period is the period of the highest returns from
the product. A company that has achieved its market share goal enjoys the most profitable
period, while a company that falls behind its market share goal, must reconsider its
marketing positioning into the marketplace. During this period new brands are introduced
even when they compete with the companys existing product and model changes are
more frequent. This is the time to extend the products life. Pricing and discount policiesare often changed in relation to the competition policies i.e. pricing moves up and down
accordingly with the competitors one and sales and coupons are introduced in the case of
consumer products. Promotion and advertising relocates from the scope of getting new
customers, to the scope of product differentiation in terms of quality and reliability. The
battle of distribution continues using multi distribution channels.
d)Decline phaseAs sales decline, the firm has several options:
Maintain the product, possibly rejuvenating it by adding new features and findingnew uses.
Harvest the product - reduce costs and continue to offer it, possibly to a loyalniche segment.
Discontinue the product, liquidating remaining inventory or selling it to anotherfirm that is willing to continue the product.
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CHAPTER 4
DESIGNING OF ROTARY TABLE OF DRILLING
MACHINE WITH INDEXINGSYSTEM
4.1 Introduction of drilling machine:
The majority of the work pieces have holes, either through or blind holes. Drill holes
serve all purposes, e.g. to take up rivets, screws, bolts, shafts, pistons and furthermore to pass
through gases, fluids, etc. Drilling and boring are cutting operations and produce round holes
in metallic and non-metallic materials. The holes are cut out of the material with a cutting
tool. In most of the cases drilling and boring machines are used for this purpose. However
lathe capstan lathe and automates are also used. Besides by drilling and boring other methods
can be used for making holes in work piece, e.g., by punching, perforating, enlarging with a
drift, gas cutting, casting etc. However by none of this method the diameter of holes, centre to
centre distances and the surface can be obtain as accurately as by drilling and boring. The
drilling and boring, therefore, is very important operations in all kinds of metal working
industries (SHARMA,P.C., 2010). Very often, drill holes are finish by refining procedures,
such as reaming, grinding, and honing.
Fig 5. Various Holes ( SHARMA, A Text book of Production
Engineering, Dhanpat Rai & Co., 2004, page no. 252.)
(A)Cylindrical through hole, (b) Blind Hole, (c) Tapered Hole4.2 Radial drilling machine:
The radial drilling machine is intended for drilling medium to large and heavy work
pieces. The machine consists of a heavy, round, vertical column mounted on a large base.
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The column supports a radial arm which can be raised and lowered to accommodate work
pieces of different heights. The arm may be swung around to any position over the work bed.
The drill head containing mechanism for rotating and feeding the drill is mounted on a radial
arm and can be moved horizontally on the guide-ways and clamped at any desired position.
These three movements in a radial drilling machine when combined together permit the drill
to be located at any desired point on a large work piece for drilling the hole. When several
holes are drilled on a large work piece, the position of the arm and the drill head is altered so
that the drill spindle may be moved from one position to the other after drilling the hole
without altering the setting of the work. This versatility of the machine allows it to work on
large work pieces. The work may be mounted on the table or when the work is very large it
may be placed on the floor or in a pit. Fig. illustrates a radial drilling machine.
Fig 6. Radial drilling machine (CHAUDHARI,Elements of Workshop
Technology,Media Promoters,2007,page no.335.)
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4.3Radial drilling machine parts:
4.3.1. Base
4.3.2. Column
4.3.3. Radial arm
4.3.4. Drill head
4.3.5. Spindle speed and feed mechanism
4.3.1. Base:
The base of a radial drilling machine is a large rectangular casting that is finished on
its top to support a column on its one end and to hold the work table at the other end. In some
machines T- slots are provided on the base for clamping work when it serves as a table. In
some machines two or more number of bases are provided. When drilling is done on a job
supported on any one of the bases, another job may be set up on the other for a continuous
production.
4.3.2. Column:
The column is a cylindrical casting that is mounted vertically at one end of the base. It
supports the radial arm which may slide up or down on its face. An electric motor is mounted
on the top of the column which imparts vertical adjustment of the arm by rotating a screw
passing through a nut attached to the arm.
4.3.3. Radial arm:
The radial arm that is mounted on the column extends horizontally over the base. It is
a massive casting with its front vertical face accurately machined to provide guide ways on
which the drill he may be made to slide. The arm may be swung round the column. In son
machines this movement is controlled by a separate motor.
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4.3.4. Drill head:
The drill head is mounted on the radial arm and drives tile drill spindle. It encloses all
the mechanism for driving the drill at multiple^ speed and at different feed. All the
mechanisms and controls are house within a small drill head which may be made to slide on
the guide ways of the arm for adjusting the position of drill spindle with respect to the work.
After the spindle has been properly adjusted in position the drill head is clamped on the radial
arm
4.3.5. Spindle drive and feed mechanism:
There are two common methods of driving the spindle. A constant speed motor is
mounted at the extreme end! of the radial arm which balances partially the weight of theoverhanging arm. The motor drives a horizontal spindle which runs along the length of the
arm and the motion is transmitted to the drill head through bevel gears. By train of gearing
within the drill head, the speed of the spindle may be varied. Through another train of gearing
within the drill head, different; Feeds of the spindle are obtained. In some machines, a
vertical motor is, fitted directly on the drill head and through gear box multiple speed and the
feed of the spindle can be obtained.
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CHAPTER 5
DESIGN OF A PRODUCT
5.1 Concept:
A Rotary tableis a precision work positioning device used in metalworking. It enables
the operator to drill or cut work at exact intervals around a fixed (usually horizontal or
vertical) axis. Some rotary tables allow the use of index plates for indexing operations, and
some can also be fitted with dividing plates that enable regular work positioning at divisions
for which indexing plates are not available. A rotary fixture used in this fashion is more
appropriately called a dividing head (indexing head). A rotary fixture used in this fashion is
more appropriately called a dividing head (indexing head). Rotary indexing tables are used to
index parts and components in defined, angular increments so that they can be machined,
worked, or assembled in multiple operations. The Tables affect substantial savings in time
and money in a wide variety of applications. For example. The Tables permit fast, automatic
feeding of parts to tools in machine and assembly operations (MAHADEVAN, 2004). Parts
can be loaded and unloaded while machining operations continue.
5.2 It has following advantages
Rotary indexing machine provide flexibility for handling or machining multiple
components.
Suitable for mass production, it is easy and time saving method for machining multiple
components.
It provides precise angular increment. Due to that we get higher precision.
By using of rotary indexing turn table we can get higher accuracy and tolerance.
It perform function like jig and suitable for NC and CNC machines also.
It reduces manual labour work as its partially automated machining process.
It increases versatility and utilization of machine tools.
5.3 Applications:
To machine spanner flats on a bolt.
To create large-diameter holes, via milling in a circular tool path, on small milling
Machines that don't have the power to drive large twist drills (>0.500"/>13 mm).
To mill helixes.
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To drill equidistant holes on a circular flange.
To cut a round piece with a protruding tang.
To cut complex curves (with proper setup).To cut arcs with the addition of a compound
Table on top of the rotary table, the user can move the centre of rotation to anywhere on
The part being cut. This enables an arc to be cut at any place on the part.
To cut complex curves (with proper setup)
To cut straight lines at any angle
To cut arcs.
With the addition of a compound table on top of the rotary table, the user can move the
Centre of rotation to anywhere on the part being cut. This enables an arc to be cut at any
Place on the part.
5.4 Types of Rotary Turn Table:
5.4.1 Based On Orientation:
5.4.1.1 Horizontal:
Figure 7. Horizontal Rotary turn table (SCRIBD)
Rotary tables are most commonly mounted "flat", with the table, the tool rotating around a
vertical axis, in the same plane of a vertical Milling Machine or Drilling Machine.
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5.4.1.2 Vertical:
An alternate setup is to mount the rotary table on its "flat" on a 90, so that it
Figure 8. Vertical Rotary turn table (www.scrib.com)
Rotates about a horizontal axis. In this configuration a tailstock can also be used, thus holding
Work piece "between centres.
5.4.1.3 Tilting:
Figure 9 Tilting Rotary Axes turn table (www.scrib.com)
A tilting rotary table provides all of the benefits of the 4th axis integration described above,
plus an extra axis of titling.
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5.4.2 Based On Operating:
5.4.2.1 Manual: Horizontal axes, vertical axes and tilting axes rotary table in which angular
Increment is given by Manual feed. Rotation of shaft causes the angular increment of table.
5.4.2.2 Automatic: An angular incremental feed is given by using Stepper motor.
Figure 10. Automatic Rotary turn table (www.scrib.com)
5.4.3 Based On Indexing Mechanism:
5.4.3.1 Worm and Worm Wheel:
Figure 11 : Worm and Worm Wheel drive( www.scrib.com)
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5.5 CAD modelling:
Fig 12: Rotary table with indexing plate (CAD CENTRE)
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CHAPTER 6
DESIGN OF ROTARY TABLE
6.1 Construction:
Rotary tables are made with a solid base, which has provision for clamping onto
another table or fixture. The actual table is a precision-machined disc to which the work piece
is clamped (T slots are generally provided for this purpose). Main body is housed on this
solid base, consisting worm and worm wheel drive, and supports indexing plate, worm &
worm wheel shafts and rotary table. This disc can rotate freely, for indexing, or under the
control of a worm (hand wheel), with the worm wheel portion being made part of the actual
table. High precision tables are driven by backlash compensating duplex worms.
6.2 Main Components:
1. Main Body.
2. Table.
3. Worm and Worm wheel with indexing assembly.
4. Hand Wheel.
5. Assembly.
6.3 Design of Worm and Worm Wheel:
Design Consideration:
Machine specification, Power = 1.5 HP
=1.104 kW
Available Speed, N = 1850 rpm
6.3.1 Design of Worm:
Following Dimensions Are Taken from Design data book,
Module (m) =4.2 mm
Worm taken Single-Start, z1= 1(Single Start)
Reduction Ratio, i = 30
i = z2/z1 = 30, z2= 30
Diametral Quotient, q = 9.5
Now, q = D/m
D = m q = 4.2 9.5 = 40mm
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Axial Pitch of Worm, P = m = 4.2 =13.195 = 13.2mm
Lead of Worm, l = P z1 =13.2 1=13.2 mm
Lead Angle, ()
tan = = 0.105
= tan1
0.105 = 5.996
Helix Angle, () + = 90
= 90 6 = 84
Length of Worm, L
L = 59.64 60 mm
Normal Module, m=4.17 mm
Addendum of Worm, h1= m = 4.2mm
Dedendum of Worm, h2 = (2.2 cos - 1) m
h2 = 6.24 mm
Clearance = 0.2 m cos
C = 0.835 mm
Outside Diameter of Worm, d=D + 2 h1
d=40 + 2 4.2
d=48.4 mm
Root Diameter OF Worm, d= D2 h2
d= 30 mm
6.3.2 Design of Worm Wheel:
Reduction Ratio, i=30
i = z2
/z1
=
30, z2
=
30
Now M = D2/z2
D2=126mm
Addendum of Worm Wheel, h = m (2cos1) = 4.15mm
Dedendum Of Worm Wheel, h = (m+0.2cos ) = 5mm
Addendum Diameter of Worm Wheel, D = D2+ 2h = 126+ 2(4.150) = 135mm
Dedendum Diameter of Worm Wheel,D =D2 2h= 126 2(5) = 116mm
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Gear Drive
6.3.3 Force Analysis of Worm
To find the face-width b ofworm-wheel, we have to do force analysis, considering
Bending, we have to find face-width and checking for wear.
Power = 2NT/601000
Torque, = T = 5.659N-m
T= 5659N-mm
Tangential Force on Worm, P = 2T/D = 282.95N
Resultant Force, P = 1413.38N
Radial Force on Worm, P = 489.56N
Axial Force on Worm Wheel, P = P =282.95N
Tangential Force on Worm Wheel, P = P = 1322.73N
Peripheral Speed of Worm Wheel, (V)
V = D2N2/60 = 12.2m/s
Velocity Factor,
Cv = 6/6+V = 0.33
Lewis Form Factor,
Y = 0.484 - 2.85/30 (for 20 involutes)
Y = 0.389
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6.3.4 Calculation for Indexing:
Indexing Mechanism in Rotary Table is used for Rotating the worm Shaft in Such a wayso that table is rotated at desired angle
In our Rotary table our desired gear ratio is 1:30. In indexing plate, we drill 12 holes at angular increment of 30. So when the worm shaft rotates at 12, the worm wheel shaft rotates at 1.
If, = angle at which table to be rotated,
N= number of complete revolution of Worm shaft have to be rotate.
n= no. of holes to which plunger have to move,
= (12 N) + n
It should be noted that N is greatest multiple of 12, whose product is equal to or nearer to
desired Angel.
For Example, we need to create the hole at 68 from the current position,
So our,
N =5 (rotate the shaft 5 revolutions)
And n = 8 holes (and fix the plunger into 8th hole)
If we divide the indexing plate into 120 holes at 3, we can get accuracy of 0.1.
Here, it is clear that we can obtain angle between 1 to 360, with accuracy of 1.
If we use indexing plate having 120 holes at an angular intervals of 3 then we can get
accuracy of 0.1 and with the introduction of vernier scale, we can achieve even higher
accuracy of 0.01, which confirms with present requirements of accuracy of machining
industries.
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CHAPTER 7
7.1 Questionnaire Design:
The questionnaire is a structured technique for collecting primary data in a marketingsurvey. It is a series of written or verbal questions for which the respondent provides answers.
A well-designed questionnaire motivates the respondent to provide complete and accurate
information.
7.2 Steps to Developing a Questionnaire
The following are steps to developing a questionnaire - the exact order may vary
somewhat:
Determine which information is being sought. Choose a question type (structure and amount of disguise) and method of
administration (for example, written form, email or web form, telephone
interview, verbal interview).
Determine the general question content needed to obtain the desired information. Determine the form of response. Choose the exact question wording. Arrange the questions into an effective sequence. Specify the physical characteristics of the questionnaire (paper type, number of
questions per page, etc.)
Test the questionnaire and revise it as needed.
7.3 Physical Characteristics of the Questionnaire
Physical aspects such as the page layout, font type and size, question spacing, and
type of paper should be considered. In order to eliminate the need to flip back and forth
between pages, the layout should be designed so that a question at the bottom of the page
does not need to be continued onto the next page. The font should be readable by respondents
who have less-than-perfect visual acuity. Each questionnaire should have a unique number in
order to better account for it and to know if any have been lost.
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FEEDBACK ANALYSIS:
Feedback of the questionnaire from 15 different people has been taken. In all there are
21 questions with feedbacks of 15 people. It is shown in a table format below. Questionnaire
is referred from appendix.
No. of feedbacks
1 2 3 4 5
Bad
Fair
Good
verygood
Excellent
Likert Scale is shown by above which is on scale 5.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
1 A B B B B B B A B B A C B B B
2 A A A D B A A C B B B B B A A
3 F F F F F F F C F D F F F C C
4 A B A D D B D D D B D D A B A
5 B A B B C A B B B B B A C B B
6 C C C C C C A C A C C C C B A7 A C A C C A B A A B A B A B B
8 B B B B B B A B A B A A A B B
9 B C B B B B B B B C C B B B B
10 B B B A A B B A B A A A B B B
11 B C B B B B B B B B B B B B B
12 A A A A A A A A A A A A A A A
13 A A A A A A A A A A A A A A A
14 A A A A A A A A A A A A A A A
15 A A A A A A A A A A A A A A A
16 A A A A A A A A A A A A A A A17 A A A A A A A A A A A A A A A
18 A A A A A A A A A A A A A A A
19 A A A A A B A A A B B A B A A
20 B B B A A B B A B B A B A B B
21 C C C C C C A C C C A C C C A
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CHAPTER 8
8.1 SWOT Analysis
Planning is an important component in every implementation process. The success or
failures of any project or major steps in development process are
Fig.13: Steps of product development through SWOT ANALYSIS (www.scrib.com)
1) StrengthsA firm's strengths are its resources and capabilities that can be used as a basis for
developing a competitive advantage. Examples of such strengths include:
Patents Strong brand names Good reputation among customers Cost advantages from proprietary know-how Exclusive access to high grade natural resources Favorable access to distribution network
2) WeaknessesThe absence of certain strengths may be viewed as a weakness. For example, each of
the following may be considered weaknesses:
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Lack of patent protection A weak brand name Poor reputation among customers High cost structure Lack of access to the best natural resources Lack of access to key distribution channels.
3) OpportunitiesThe external environmental analysis may reveal certain new opportunities for profit and
growth. Some examples of such opportunities include:
An unfulfilled customer need Arrival of new technologies Loosening of regulations Removal of international trade barriers
4) ThreatsChanges in the external environmental also may present threats to the firm. Some
examples of such threats include:
Shifts in consumer tastes away from the firm's products Emergence of substitute products New regulations Increased trade barriers
Swot analysis is a tool, which helps in proper planning. In which we make a relationship
between strategic thinking or strategic planning to get a for better design of product
development here strategic thinking attempts to determine the what of corporate visioning
or strategic planning looks at how to achieve that vision .
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SWOT Analysis:-
Existing M/C:-
Fig. 14: Swot Analysis of Exiting Machine
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New Proposed Design-
Fig.15: New Proposed Machine (www.scrib.com)
Suggested Development
The present development is related to change in Drilling machine through
by increase the capacity of machine make the product flexible according to customer Proper safety Reduce Cycle time
Proposed Change in Design of M/C
Improve capacity by increase product capacity of working table ( in existing m/coperation only 1 raw material at a time or mounted only four piece on working table
on working table. In improved design 12 work pieces can mount on work table.
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Use worm & worm wheel, stepper motor, indexing mechanism to rotate the table.8.2 Balanced Scorecard
The balanced scorecard (BSC) is the most widely applied performance management systemtoday. The BSC was originally developed as a performance measurement system in 1992 by
Dr. Robert Kaplan and Dr. David Norton at the Harvard Business School. Unlike earlier
performance measurement systems, the BSC measures performance across a number of
different perspectivesa financial perspective, a customer perspective, an internal business
process perspective, and an innovation and learning perspective. Through the use of the
various perspectives, the BSC captures both leading and lagging performance measures,
thereby providing a more balanced view of company performance. Leading indicators
include measures, such as customer satisfaction, new product development, on-time delivery,
employee competency development, etc. Traditional lagging indicators include financial
measures, such as revenue growth and profitability. (Johnson. 2004)
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CHAPTER 9
9.1 Introduction to Value Analysis
Lawrence Miles conceived of Value Analysis (VA) in the 1945 based on the
application of function analysis to the component parts of a product. Component cost
reduction was an effective and popular way to improve "value" when direct labor and
material cost determined the success of a product. The value analysis technique supported
cost reduction activities by relating the cost of components to their function contributions.
Value analysis defines a "basic function" as anything that makes the product work or
sell. A function that is defined as "basic" cannot change. Secondary functions, also called
"supporting functions", described the manner in which the basic function(s) were
implemented. Secondary functions could be modified or eliminated to reduce product cost.
As VA progressed to larger and more complex products and systems, emphasis shifted to
"upstream" product development activities where VA can be more effectively applied to a
product before it reaches the production phase. However, as products have become more
complex and sophisticated, the technique needed to be adapted to the "systems" approach that
is involved in many products today(PC SHARMA).
9.2 Value Analysis:-
The Concept of Value: - The value of a product will be interpreted in different ways by
different customers. Its common characteristic is a high level of performance, capability,
emotional appeal, style, etc. relative to its cost. This can also be expressed as maximizing the
function of a product relative to its cost:
Value = (Performance + Capability)/Cost = Function/Cost
Value is not a matter of minimizing cost. In some cases the value of a product can be
increased by increasing its function (performance or capability) and cost as long as the added
function increases more than its added cost. The concept of functional worth can be
important. Functional worth is the lowest cost to provide a given function. However, there are
less tangible "selling" functions involved in a product to make it of value to a customer.
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9.2 Analysis for cost:
The main components of a redesigned Drilling machine are:
Cost of existing Rotary Table of Drilling Machine = Rs. 1, 00,000 (average)
Cost of purposed Rotary Table of Drilling Machine with indexing system = Rs.1, 30,000
(average)
Manufacturing perspective (Existing machine)V1
(Average)
(Purposed machine)V2
(Average)
Design complexity 3 4
Design standardization 3 4
Design specialization 2 3
Process complexity 3 3
Process standardization 3 3
Process specialization 2 3
Availability of spare parts 3 3
Cost of quality 3 4
Machining range 2 3
Customer perspective
Cost of machine 3 4
Availability of spare parts in
market
3 4
Service life 3 3
Quality 2 3
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Reliability 3 3
Value of product 3 5
Eco friendly 3 3
Efficiency 3 5
Accuracy (in location) 2 4
Financial perspective
Manufacturing cost 3 4
Maintenance cost 3 3
Replacement cost 3 4
Production rates 2 5
Utility 3 4
VALUE=functions/cost 63/1,00,000 = 0.00063 84/1,30,000 = 0.000646
From above result found that proposed cost is more than to exist method cost.
Value analysis ratio V2/V1 = .000646/.00063 = 1.025
Value analysis ratio is more than one then design is improved
So, we can buy this rotary table.
9.3 Costs-Benefit Analysis:
Cost-Benefit Analysis (CBA) estimates and totals up the equivalent money value of
the benefits and costs to the community of projects to establish whether they are worthwhile.
These projects may be dams and highways or can be training programs and health care
systems. The idea of this economic accounting originated with Jules Dupuit, a French
engineer whose 1848 article is still worth reading. The British economist, Alfred Marshall,
formulated some of the formal concepts that are at the foundation of CBA. But the practical
development of CBA came as a result of the impetus provided by the Federal Navigation Act
of 1936. This act required that the U.S. Corps of Engineers carry out projects for the
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improvement of the waterway system when the total benefits of a project to whomsoever they
accrue exceed the costs of that project. Thus, the Corps of Engineers had created systematic
methods for measuring such benefits and costs. The engineers of the Corps did this without
much, if any, assistance from the economics profession. It wasn't until about twenty years
later in the 1950's that economists tried to provide a rigorous, consistent set of methods for
measuring benefits and costs and deciding whether a project is worthwhile. Some technical
issues of CBA have not been wholly resolved even now but the fundamental presented in the
following are well established.
Cost of new machine = 125000 for life of 5 years per month= 125000/60
Cost of new machine for one month = 2083.33 Installation cost = Rs. 1500 Increase revenue = 200 per day 54 = 4000 pieces
= 400020 =Rs. 80,000
Quality increase revenue = 2% of sale = .02*4000 = 80*20= Rs. 1600 Reduce revenue cost = Rs. 3200 New operator training = Rs. 2,000 Increase power consumption = Rs. 4,000 Depreciation of machine = 10% of new machine cost
= 12,500
Reduction Labor cost = Rs. 5,000 Saving = increase revenue + quality increase revenue + reduce rework cost
+ Reduction Labor cost - Cost of new machine for one month - depreciation -
Installation cost - New operator training - Increase power consumption
= 80,000 + 16, 00 + 32, 00 + 5,000 2083.32,0004,00012,500
= Rs. 69,216.67
Hence, it is satisfied to buy new improved rotary table.
Assumption-
Installation cost Increase revenue
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Quality increase revenue New operator training Increase power consumption
Formulation of LPP:
The mathematical model which tells to optimize (maximize or minimize) the
objective function Z subject to certain conditions on the variables is called a linear
programming problem. During World War II, the military managements in the U.K and the
USA engaged a team of scientists to study the limited military resources and form a plan of
action or programmed to utilize them in the most effective manner. This was done under the
name 'Operation Research' (OR) because the team was dealing with research on militaryoperation.
The standard form of the linear programming problem (LPP) is used to develop
the procedure for solving a general programming problem. A general LPP is of the form
Max (or min) Z = c1x1+c2x2++cnxn
x1,x2xn are decision variables.
Following lpp is formulated:
Maximize Performance Z = 5 x1 + 4 x2+ 5 x3
Subject to: 5000 x1 + 4000 x2 + 5000 x3300000
x13 ,
x22,
x3 2
1 x1, x2, x3 5
Here, x1, x2, x3 are decision variables and they represent set up time, floor space and
production capacity respectively. The objective function Z represents the market acceptability
of the product and the two constraints i.e. the first one represents cost and second one
complicacy of the system. Coefficients of variables are taken from the value analysis done.
LPP is solved by means of TORA software.
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CONCLUSION:
Any new product which is to be launched or a product in which innovations are made
has only one basic aim and that is market acceptability. If the product is accepted by the
market then all the factors related to it, transforms into its plus points. The product designed
by us was Rotary Table Of Radial Drilling Machine. Its SWOT analysis, Value analysis
and LPP formulation along with sensitivity analysis is done and compared with existing
radial drilling m/c. The product has certain advantages with respect to its competitive
friends. In SWOT analysis strength, weakness, opportunity and threat for the product is
shown. This gives an overall idea of the product and its features. Value factor found for the
product is nearly equivalent to the existing one. This is clearly shown in Value analysis. LPP
is also formulated taking certain factors regarding the product. In nutshell, the product is
found suitable and can be designed for further use.These are values of SWOT Analysis,Value
Analysis,Cost Benefit Ratio.
Cost of existing Rotary Table of Drilling Machine = Rs. 1, 00,000 (average)
Cost of purposed Rotary Table of Drilling Machine with indexing system = Rs.1, 30,000
(average).
VALUE=functions/cost V1 = 63/1,00,000 = 0.00063
VALUE=functions/cost V2 = 84/1,30,000 = 0.000646
From above result found that proposed cost is more than to exist method cost.
Value analysis ratio V2/V1 = .000646/.00063 = 1.025
Value analysis ratio is more than one then design is improved
So, we can buy this rotary table.
Saving = increase revenue + quality increase revenue + reduce rework cost
+ Reduction Labor cost - Cost of new machine for one month - depreciation -
Installation cost - New operator training - Increase power consumption
= 80,000 + 16, 00 + 32, 00 + 5,0002083.32,0004,00012,500
= Rs. 69,216.67
Hence, it is satisfied to buy new improved rotary table
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REFERENCES
(1) SHARMA, A Text book of Production Engineering, Dhanpat Rai & Co.,2004, page no. 230.
(2) REDDY , Design Data Book, IISC Bangalore, 2003, page no. 159.
(3)GIRISH PUNJ, School of Business Administration University of Connecticut, 2006, vol. 80
(4)KHURMI, Textbook of Machine Design, Euro Publication House, 2004,
Page no. 563.
(5)CHAUDHARI,Elements of Workshop Technology,Media Promoters,2007,page no.335.
Web Link References-1. www.scrib.com2. Springer link3. Vikipedia
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APPENDIX I
QUESTIONIARE:(For drilling machine)
NAME:. OCCUPATION:..
COMPANY: DATE:..
CONTACT NO:. EMAIL:
1. What is your experience with this machine?
..
2. What is your Designation?
a) Engg. Student b) Technician c) Engineer d) Professor
3. From which industry you belong?
a) Foundry b) Fabrication c) Bearingd) Needle e) Pipe f) others
4. What factor do you consider the most important while purchasing radial drilling?a) Power b) Cost c) Mechanisms d) Production Rate or Material
5. Are you frequent user of this?
a) Yes b) No
6. Which factor do you think to improve in new Designed Product?
a) Efficiency b) Cost c) production rate d ) Accuracy
7. What is the Production rate per day (in pieces) of existing?
a) 0-500 b) 0-200
c) >2001000-
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c) 0.2 - 0.5 d) 25
10. How much space is available for machine foundation?
a) As per customer requirementb) As per manufacturer requirement
11. How much money you can pay for this machine (in laces)?
a) 1 b) 1.5c) 2-5 l d) > 7
12. Would you prefer to give extra money for making your product eco-friendly?
a) Yes b) No13. Is efficiency increases in improved design?
a) Yes b) No
14. Is production rate increases in this?
a) Yes b) No
15. Is manual work decreases?
a) Yes b) No
16. Is it more accurate than existing drilling machine?
a) Yes b) No
17. Would you like automated working in this machine?
a) Yes b) No
18. Would you like that we organize a training program for your untrained worker for
executing this machine?
a) Yes b) No19. Would you like to purchase this machine when it will come in the market?
a)Yes b) No
20. How likely are you to recommend [Product] to others?
a) Definitely will recommend
b) Probably will recommend
c) Not sured) Probably will not recommend
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e) Definitely will not recommend
21. Overall, how satisfied are you with this product?
a) Very dissatisfied b) Dissatisfied
c) Satisfied d) Very satisfied
1
(bad)
2
(fair)
3
(good)
4
(very good)
5
(excellent)
Manufacturing perspective
Design complexity
Design standardization
Design specialization
Process complexity
Process standardization
Process specialization
Availability of spare parts
Cost of quality
Machining range
Customer perspectiveCost of machine
Availability of spare parts in
market
Service life
Quality
Reliability
Value of productEco friendly
Efficiency
Accuracy
Financial perspective
Manufacturing cost
Maintenance cost
Replacement cost
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