Operations Management For Competitive Advantage 1

Product Design & Process Product Design & Process Selection - ManufacturingSelection - Manufacturing

Operations ManagementFor Competitive Advantage

Chapter 5

Operations Management For Competitive Advantage 2

Chapter 5

Product Design & Process Selection-Manufacturing

Typical Phases of Product Design Development– Concurrent Engineering

Designing for the Customer– QFD

Design for Manufacturability Types of Processes Process Flow Structures Process Flow Design Global Product Design and Manufacturing

Operations Management For Competitive Advantage 3

Typical Phases of Product Design Development Concept Development

Product Planning

Product/Process Engineering

Pilot Production/Ramp-Up

Operations Management For Competitive Advantage 4

Concurrent EngineeringDefined 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.

Operations Management For Competitive Advantage 5

Designing for the Customer

Quality FunctionDeployment

House of Quality

Value Analysis/Value Engineering

Ideal Customer Product

Operations Management For Competitive Advantage 6

Designing for the Customer: Quality Function Deployment

Interfunctional teams from marketing, design engineering, and manufacturing

Voice of the customer

House of Quality

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

Ene

rgy

need

ed

to c

lose

doo

r

Che

ck f

orce

on

leve

l gro

und

Ene

rgy

need

ed

to o

pen

door

Wat

er r

esis

tanc

e

10 6 6 9 2 3

7

5

3

3

2

X

X

X

X

X

Correlation:

Strong positive

Positive

NegativeStrong negative

X*

Competitive evaluation

X = UsA = Comp. AB = Comp. B(5 is best)

1 2 3 4 5

X AB

X AB

XAB

A X B

X A B

Relationships:

Strong = 9

Medium = 3

Small = 1Target values

Red

uce

ener

gy

leve

l to

7.5

ft/l

b

Red

uce

forc

eto

9 lb

.

Red

uce

ener

gy to

7.5

ft/

lb.

Mai

ntai

ncu

rren

t lev

elTechnical evaluation(5 is best)

5

4321

B

A

X

BA

X B

A

X

B

X

A

BXABAX

Doo

r se

al

resi

stan

ce

Acc

oust

. Tra

ns.

Win

dow

Mai

ntai

ncu

rren

t lev

el

Mai

ntai

ncu

rren

t lev

el

7

Operations Management For Competitive Advantage 8

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?

Operations Management For Competitive Advantage 9

Design for Manufacturability

Traditional Approach– “We design it, you build it” or “Over the wall”

Concurrent Engineering– “Let’s work together simultaneously”

Operations Management For Competitive Advantage 10

Design for Manufacturing and Assembly

Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts:

» 1. During the operation of the product, does the part move relative to all other parts already assembled?

» 2. Must the part be of a different material or be isolated from other parts already assembled?

» 3. Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?

Operations Management For Competitive Advantage 11

Types of Processes

Conversion

Fabrication

Assembly

Testing

Operations Management For Competitive Advantage 12

Process Flow Structures

Job shop

Batch shop

Assembly Line

Continuous Flow

Operations Management For Competitive Advantage 13

IV.Continuous

Flow

III.Assembly

Line

II.Batch

I.Job

Shop

LowVolume,One of a

Kind

MultipleProducts,

LowVolume

FewMajor

Products,HigherVolume

HighVolume,

HighStandard-

ization

CommercialPrinter

French Restaurant

HeavyEquipment

Coffee Shop

AutomobileAssembly

Burger King

SugarRefinery

Flexibility (High)Unit Cost (High)

Flexibility (Low)Unit Cost (Low)

Exhibit 5.10Exhibit 5.10

Operations Management For Competitive Advantage 14

Virtual FactoryDefined

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.

Operations Management For Competitive Advantage 15

Process Flow DesignDefined 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.

Operations Management For Competitive Advantage 16

Example: Assembly Chart (Gozinto)

A-2SA-2

4

5

6

7

Lockring

Spacer, detent spring

Rivets (2)

Spring-detent

A-5Component/Assy Operation

Inspection

From Exhibit 5.14From Exhibit 5.14

Operations Management For Competitive Advantage 17

Example: Process Flow Chart

Material Received from Supplier

Inspect Material for Defects Defects

found?

Return to Supplier for Credit

Yes

No, Continue…

Operations Management For Competitive Advantage 18

Global Product Design and Manufacturing Strategies

Joint Ventures

Global Product Design Strategy

Operations Management For Competitive Advantage 19

Measuring Product Development Performance Time-to-market

Productivity

Quality