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8/3/2019 Product Design Process Selection Manufacturing 1212049492424889 8
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The McGraw-Hill Companies, Inc., 2004
Product Design & ProcessSelection-Manufacturing
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The McGraw-Hill Companies, Inc., 2004
Typ ical Phases of Product DesignDevelo pm ent
Designing for the Custo m er
Design for Manufacturabilit y
Typ es of ProcessesProcess Flow Structures
Process Flow DesignGlobal Product Design and Manufacturing
OBJEC TIV ES
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The McGraw-Hill Companies, Inc., 2004
Typ ical Phases of Product Design
Develo pm ent
Conce p t Develo pm ent
Product Planning
Product/Process Engineering
Pilot Production/Ra mp -Up
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Concurrent Engineering
Defined
Concurrent engineering can be defined asthe si m ultaneous develo pm ent of p rojectdesign functions, with o pen andinteractive co mm unication existingam ong all tea m m em bers for the
p ur p oses of reducing ti m e to m arket,decreasing cost, and i mp roving qualit y and reliabilit y
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Concurrent Engineering(Continued)
T ea m s p rovide the p ri m ar y integrationm echanis m in CE p rogra m sT here are three t yp es of tea m s Program Management Team Technical Team
Design-Build TeamsT im e savings of CE p rogra m s are createdby perfor m ing activities in parallel
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Designing for the Custo m er
Quality FunctionDeployment
Value Analysis/Value Engineering
IdealCustomer Product
House of Quality
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Designing for the Custo m er:
Qualit y Function De p loym ent
Interfunctional tea m s fro m m arketing, designengineering, and m anufacturing
Voice of the custo m er
House of Qualit y
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The McGraw-Hill Companies, Inc., 2004
QF DTECHNICAL ATTRIBUTES
CUSTOMER REQUIREMENT I M P O R T A N C E
C A S E
M A T E R I A L
B A T T E R Y S I Z E
S C R E E N T Y P E
R A M C A P
H A R D
D R I V E S I Z E
K E Y B O A R D S I Z E
LIGHT WEIGHT 4.5 3 9 3 3 3 3SMALL SIZE 3.0 9 3 3 9LONG OPERATION BETW EEN RECHARGING 3.5 9LARGE KEYS ON KEYBOARD 2.0 9SHORT TIME TO RECHARGE 1.5 9
READABLE SCREEN 3.0 9DURABLE ( UNBREAKABLE) 2.0 9 3 3 3FAST PROCESSING /LARGE MEMORY CAP 4.0 9 9
ATTRIBUTE IMPORTANCE 31.5 118.5 49.5 52.5 64.5 64.5 381.0% IMPORTANCE 8.27 31.10 12.99 13.78 16.93 16.93 100.0LEGEND 9= STRONG , 3= MEDIUM ,1= WEAK
QFD FOR A LAP TOP COMPUTER
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Designing for the Custo m er:
Value Anal ysis/ Value Engineering ( VA/VE)Achieve equivalent or better perfor m ance at a lowercost while m aintaining all functional require m ents
defined b y the custo m er Does the ite m have an y design features that are
not necessar y? Can two or m ore parts be co m bined into one ? How can we cut down the weight ? Are there nonstandard parts that can be
elim inated ?
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The McGraw-Hill Companies, Inc., 2004
Design for Manufacturabilit y
T raditional A pp roach We design it, you build it or Over the
wall
Concurrent Engineering Lets work together si m ultaneousl y
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The McGraw-Hill Companies, Inc., 2004
V irtual Factor y
Defined
A virtual factor y can be defined as am anufacturing o p eration where activities arecarried out not in one central p lant, but inm ulti p le locations b y su pp liers and partnerfir m s as p art of a strategic alliance
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The McGraw-Hill Companies, Inc., 2004
Break-Even Anal ysis
A standard a pp roach to choosing a m ongalternative p rocesses or equi pm ent
Model seeks to deter m ine the p oint in units
p roduced (and sold) where we will startm aking p rofit on the p rocess or equi pm ent
Model seeks to deter m ine the p oint in unitsp roduced (and sold) where total revenue andtotal cost are equal
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Break-Even Anal ysis (Continued)
This formula can be used to find any of its
components algebraically if the other parametersare known
Break-even Demand=
Purchase cost of process or equipmentPrice per unit - Cost per unit
or
Total fixed costs of process or equipmentUnit price to customer - Variable costs per unit
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Break-Even Anal ysis (Continued) Exa mp le: Su pp ose you want to purchase a new co mp uter
that will cost $5,000. I t will be used to process written ordersfro m custo m ers who will pay $25 each for the service. T hecost of labor, electricit y and the for m used to p lace the orderis $5 per custo m er. How m an y custo m ers will we need to
serve to per m it the total revenue to break-even with ourcosts ?
Break-even Demand:= Total fixed costs of process or equip.
Unit price to customer Variable costs=5,000/(25-5)=250 customers
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The McGraw-Hill Companies, Inc., 2004
Process Flow Design
Defined A process flow design can be defined as am app ing of the s pecific p rocesses that raw
m aterials, parts, and subasse m blies follow asthe y m ove through a p lant
T he m ost co mm on tools to conduct a p rocessflow design include asse m bl y drawings,asse m bl y charts, and o peration and routesheets
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The McGraw-Hill Companies, Inc., 2004
Exa mp le: Asse m bl y Chart (Gozinto)
A -2SA -2
4
5
6
7
Lockring
Spacer, detent spring
Rivets (2)
Spring-detent
A -5Component/ A ssy Operation
Inspection
From Exhibit 5.14
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Exa mp le: Process Flow Chart
MaterialReceivedfromSupplier
InspectMaterial for Defects Defects
found?
Return toSupplier for Credit
Yes
No ,Continue
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Global Product Design and ManufacturingStrategies
Joint Ventures
Global Product Design Strateg y
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Measuring Product Develo pm entPerfor m ance
Measures Freq. Of new products introduced
Time to market introductionNumber stated and number completed
A ctual versus planPercentage of sales from new products
Time-to-market
Productivity
Quality
Engineering hours per projectCost of materials and tooling per project
A ctual versus plan
Conformance-reliability in useDesign-performance and customer satisfaction
Yield-factory and field
PerformanceDimension