Product Design & Development Management

Question Two – From published material or from industrial experiance, identify and

describe a new product introduction process.

During the module you were introduced to enablers of lean design (Lean NPI, NPI games 1,2 & 3)

Assess the identified case against the this material and make recommendations

for improvement.

This report describes the new product introduction process for Tooling Industry. Due

to fierce competition in Tooling industry, Tool rooms are looking for new products,

technology & markets which makes them unique. This paper depicts NPI methods,

review processes which makes new tooling product development robust & error free.

______________________________________________________________________________

Declaration

“I have read and understood the rules on cheating, plagiarism and appropriate

referencing as outlined in my handbook and I declare that the work contained in this

assignment is my own, unless otherwise acknowledged.

No substantial part of the work submitted here has also been submitted by me in

other assessment for my degree course, and I acknowledge that if this has been done

an appropriate reduction in the mark I might otherwise have received will be made”

Signature

Index

Index

………………………………………………………………………………………………………

02

Index of

figures…………………………………………………………………………………….. 03

Chapter 1 – NPI Processes

1.1 Introduction – Godrej Tooling Introduction………………………. 04

Chapter 2 – NPI process in Godrej Tooling

2.1 Godrej Tooling NPI process…..………………………………………….. 14

2.1.2 Need Identification........………………………………………………….. 14

2.1.2 Concept Generation……………………………………………………….... 15

2.1.3 Concept Evaluation................……………………………………….. 15

2.1.4 Programme Plan Development.……………………………………….. 16

2.1.5 Final Review.……………………………………………………………………..

16

3.1 Benifits of Lean Principle…...................…………………………. 17

References………………………………………………………………………………………….

. 22

Index of Figures

Figure 1.1 Godrej Tooling NPI process 05

Figure 2.1 Product Finalisation funnel with filters 06

Figure 2.2 Stages of technology 08

Figure 3.1 Present Godrej Tooling shop layout 11

Figure 3.2 Proposed Godrej Tooling shop layout 12

1.1 Godrej Tooling Introduction

Godrej Tooling Division is a part of Godrej & Boyce Mfg. Co. Ltd which was

started in the year 1897. The Tooling division which was founded as a captive

tool room in 1935 to cater to the needs of the other internal divisions. The

Godrej Tooling graduated to a commercial tool room in 1993. The division is

into three distinct business lines that are Press tools, Die casting dies, Special

purpose machines and Jigs and fixtures.

1.2 Product profile History at Godrej Tooling

In Tooling parlance the Product means the type of dies or moulds that tool

room manufactures & the output part from the die is known as Part. Here we

are going to discuss about New product introduction process in Die Casting

business of Godrej Tooling Division. Since inception Godrej Tooling has

undergone many product changes as explained in table below

Product Parts Period Need

Small Die casting

dies

Locks cylinders,

Keys up to 250T

1935 Support to Godrej

locks division

Appliances Plastic

Moulds

Shelves, Table top

for Refrigerator ,

Washing machine

tub, up to 800T

1970 Support to Godrej

Appliances division

Automotive Platic

Moulds

Door trims, Glove

boxes up to 1600T

1993 Cater to domestic

Auto market

2 / 3 wheeler Die

casting dies

Carburetors, Crank

cases, covers up

to 1350T.

1993 Cater to domestic

Auto Market

2.1 NPD Process at Godrej Tooling.

From above table we see Godrej Tooling has changed its product profile

as per requirement of the market need & strategic drive.

For New product introduction the Godrej Tooling has followed the following

process.

Godej Tooling NPI Process

Fig 1.1

Need identification

Concept genaration

Concept Evaluation

Develop Programme plans

Deployment

Final review

2.1.1 Need Identification

1. In last 3 years many MNC automakers like GM, VW, Diamler Chrysler

has setup their production plants in India. They have a strategy to make

these plant as a manufacturing hub for Asian Market. With So many

manufacturing activities happenning in India, There is a need of Tool

Room who can supply & support the toolings to these plants.

2. Due to competition in local markets technology intensive bussiness like

tooling is always under pressure for development of new capabilities &

markets. The general trend of toolroom development is as follows.

1. Captive tool room for production shop like stampings, die casters,

Moulders etc.

2. Cater to open market for capacity utilisation.

3. Being specialised in segment like Press tool, Die casting & Injection

moulds.

4. Entering in to niche market of a particular segment.

This paper focuses on the new product development for the tool room

whos is aspiring to acquire stage 4 from stage 3.

Godrej tooling is a die casting die supplier for Automobiles in two wheelar

segment. They are specialised in manufacturing dies for engine crank cases &

Carburretors. But to be in the niche market they have adopted a strategy to

cater 4 wheeler auto segment. Following are the opportunities they envised

while adopting this strategy.

1. Development of 4 wheeler market in India.

2. Entry of many Auto MNCs in Indian market.

3. Strategy of these MNCs to make India as a global manufacturing

hub.

4. Increasing demand for Automobile in local market in India.

5. Be a local tooling supplier for MNCs which will be cost effective,

proximity from production plants etc.

By considering these aspects Godrej Tooling has entered in to 4 wheeler

market. So for them 4 wheeler Die development becomes new product.

Analysis

1. There is clear indication of the market need in the segment

identified by Godrej Tooling.

2. The drivers for Godrej Tooling to migrate to new product segments

are

1. Domestic & international competition in the current product.

2. Shortage of Tooling supplier in India for a identified segment

becomes more evident with the entry of new OEMs in to Indian

Market.

3. New Technology know how.

3. Data availability of the Market potential before & after the entry of

OEMs would have given the actual growth of the market.

4. Data of the current indian tooling suppliers with their market share

and the segment they operate would have given the idea about the

distribution of the market.

5. There is a possibility of new tooling suppliers entry in to Indian

market. These new suppliers might include the present tooling

manufacturer of the new OEMs. Now the presence of new players &

their action on the new emerging Indian market should have been

the part of need identification. This would have helped to access

the new peer entry in the domestic market & its result in current &

new product segment.

2.1.2 Concept generation

In 4 wheeler there are various segment like

1. Passenger Car

2. Commercial vehical

3. Military vehicals

And in each segment there are die cast parts used for

1. Engine Assembly

2. Reinforcements components

3. Steering columns

4. Fuel Injectors etc.

Following list of die cast component was made after analysis.

1. Engine parts

1. Cylinder heads

2. Cylinder blocks

3. Cylinder head covers (Chain covers)

4. Oil pans

Analysis

1. In the present Godrej Tooling business the share of repeat orders is

about 50%. Repeat order means the exact replica of the earlier die.

The need for repeat order arises because of the volumes of the

casting required for a particular part. From one die casting die

100000 component can be produced. With the huge requirement of

the 2 wheelers in India Godrej Tooling was getting repeated orders

for the same castings.

2. But in 4 wheelers volumes are less compare to 2 wheelers. So the

preference should be given to those components whose

requirement in unit vehical is multiple. For eg. Any car would

require one gear box housing, but the requirement for the alloy

wheel is 4 per vehical. So the repeat requirement of the alloy wheel

die is 4 times that of gear box housing. Thus ensuring future

business of the developed die.

2.1.3 Concept Evaluation

Oil Pans

Cylinder heads

Cylinder Block

Gear Box Housing

Steering Column

Transmission cases

Transmission Housings

Head covers

Front covers

Water outlets

Alloy wheel

Product Finalisation funnel with filters

Fig 2.1

For the concept evaluation screening was done by using the following

filters

1. Niche Technology. - Like cylinder heads. Godrej Tooling was not

intended to go for this as the investment to acquire this capability

would be too huge.

2. Casting Technology – There are different casting technologies like

Oil PanTransmission CaseTransmission housingHead CoversFront covers

Nic

he T

ech

nolo

gie

s

Cast

ing

Tech

nolo

gy

Part

s ab

ove 2

00

0T

Gravity, Low pressure & High pressure. Since Godrej Tooling was

having very good operational know how of High pressure die

casting. They decided to go only with High pressure die casting.

3. Parts above 2000T – With the present capability Godrej Tooling was

was manufacturing dies up to 1350T. For new product the they

have decided to go above 2000T.

Analysis.

1. While the technology was the prime driver for the new product,

Technolofy life cycle was not considered during the Product

conceptualisation.

2. Godrej Tooling was traditionally manufacturing 2W crank case pressure

die casting (PDC) dies. Though with emerging market they had a

opportunity to serve in to Gravity, Low pressure die cating but based on

their their experties in PDC they have selected new products of higher

tonnages in PDCs thus leveraging their operational advantage.

3. Tough the Godrej Tooling aimed for the technology advancement but in

4W automobile that technology is either mainstream or Mature

technology meaning Godrej Tooling will have to work on engineering as

well as marketing efforts also.

Fig 2.2 (Source 13,14)

2.1.4 Programme Plan Development

Capacity builtup

Machining centres

Handling Capabilities

Tryout Facility development

Inspection facility development

Spotting machine

Capability builtup

Design Knowhow

Simulation Capability

Assembly knowhow

Market awarenesss

Participation in exhibition

Offering reconditioning of target dies to OEMs.

Deployment Plan.

After identification of chosen components for which the toolings to be

developed, Godrej Toolings identified the OEMS & foundries where these

components were casted.

Following actions were taken for the deployment plan

Machining centres – For large die casting dies insert sizes are large

as compared to 2 wheeler component. Godrej tooling was having

mainly single column machines for insert machining. But the

investment in double column machines were offsetted since the

Godrej tooling were having double column machines for their

Stmaping dies tooling business.

Handling capabilities – Since the large dies weighs around 15T to

20T it was necessary to install a handling capability of atleast 25T. The

overhead crane of 25T capacity was installed at assembly & tryout

shop.

Setting up a trial facility - For any tooling business it is a must have

facility. Godrej tooling was having tryout facility of 1000T. For trying

out 4 wheeler auto component it was necessary to have inhouse

tryout die casting machine of 2500T. For Godrej Tooling capability

developement for handling this machine was a very new experiance.

They setup a team to gather & understand the prerequisite, periferals

& safety aspects of the die casting machine.

The team visited several foundries & came out following recomendations.

Make & capacity of the diecasting machine

Furnace & its capacity.

Extractor robot

Die spraying equipment

Auto laddlling mechanisms

Overhead crane capacity

Inspection facility development – Other than CMM facility the

inspection of 4 wheelar component also requires

X – ray inspection for indentifying porosity of the casting.

White light scanning – for geometry comparison with 3D

model & actual compoenent.

It was decided to vendored out X ray & white light scanning faciility as these

facilities are easily available in the market. The vendors for X ray & whight light

scanning were identified.

Spotting facility development – Spotting is the finishing operation

in Die assebly where the blue matching of both halves & the sliders

are established. Various makes & configurations of machines were

evaluated & benchmarked & selected machine was procured.

Hired design consultant – Godej Tooling hired design consultant

who is renouned in the automotive industry for his experties in the

tool design of 4 wheeler pressure diecasted castings. From him the

designers got knowledge about

Approach for design

Design calculations.

Insights about how to embedd casting quality requirement in to

tool design

Tool designes of various components.

Simulation capability - Since the development & manufacturing

cost of large die cast tooling is huge, It is always necessary to be on

the first time right. This was done by acquiring the flow simulation

facility. Several evaluations, bechmarking were carried out amongst

several softwares & final selection of the software was done.

Assembly know how - Since handling & assembling large dies is a

very specialised job, the die makers who are skilled in the assemblies

of larger dies were recruited. The training plan of the existing die

makers to acquire the new skills were made & executed.

Analysis

1. Time to market. Time plan of Deployment plan

2. Graph of money allocated Vs Money spend

3. In deployment plan the Lean objectives are not focussed to curtailed the

waste.

2.1.5 Deployment

The deployment of the capacity & capability was done by following ways.

By Offering reconditioning of target dies to OEMs. - Penetration in to

new segment was done by initially offering reconditioning of the larger

dies to the foundries & OEMs. The reconditioning of the dies includes

Dissembly of die

Manufacturing new inserts

Remachining die holders

Assembly of die

Spotting of die

Tryout &

Inspection

In a way die reconditioning activity is 85% of the new die

develoment remaining 15% includes supply chain of Mold base.

Promote new capability in market.

Participation in international exhibitions. - To make aware the market

about the entry of Godrej Tooling in to new segment tools is done by visiting

OEMS & Foundries who are users & producers of these castings. The Godrej

Tooling also participated in International exhibitions like Euro moulds which was

held at Germany.

2.1.5 Final Review

Based on the experiences of the dies reconditioning activities some

corrections in the laid process were done. Like deep hole drilling in inserts were

called for different process than the earlier one.

3.1 Benefits of Lean Principles -

Earlier Godrej Tooling was never had a new product introduction process.

With this initiative they have formalised the process, so that any new product

development can follow the same road map.

1. Standardisation among various die elemets such as Moldbase,

Leader pins, Carriages, Core pins will save on inventory &

manufacturing cost of these items. Godrej Tooling should initiate a

standardisation process.

2. Current shop floor setup of Godrej Tooling is operation cluster

where lots of job movement takes place adding no value to jobs.

Godrej Tooling should adopt one piece flow manufacturing concept

wherever possible, production is organised into cells with one piece

flow. This minimises lead times and combined with quick set ups,

contributes to reducing inventory and WIP. It leads to dramatic

reductions in reject levels, and the inherent velocity can

significantly improve productivity.

Fig. 3.1

Present shop layout of Godrej Tooling

Fig 1 is indicating the current layout of machines. The machines are

installed in cluster as per operations like drilling, roughing, wire cut etc. The

machining sequence number shown after process name. Like Driiling 1 is 1st

operation after that next operation would be roughing 2. Lot of material

movement is taking place as the job progresses. This unnecessasary material

movement is a waste. This can be corrected by chage in machine layout as

proposed in Fig.2

Fig. 2

Proposed shop layout of Godrej Tooling

The fig.2 is indicating the single piece part flow process Where the

material movement time of the insert is saved. Serialise job completion is

ensured & hence productivity will be increased.

3 The inflow of orders from customer can not be predicted or

scheduled. This means at times many orders in hand for execution at the same

time. This leads to outsourcing for want of capacity. And some times less order

receipt which lead to inhouse capacity waste for want of job. The challenge is

to bridge the gap between Out sourcing & Empty capacity pockets.

This can be done by regulating the execution of orders as per WIP

(work in progress) norms. The execution capacity is measured in terms of

number dies handled at a given time. No extra die is allowed above WIP norms.

This will ensure the capacity is fully utilised & the project esecution happens in

time.

References

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