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Widodo W. Purwanto
Departemen Teknik Kimia
SELECTION, MANUFACTURING,AND
SUPPLY CHAIN
The Industrial Design Process(Matt Kressy)
Product Development Process(Ulrich)
Needs We must decide what needs our product will fill.
Ideas We must generate ideas which could satisfy these needs.
Selection Which idea are the most promising ? Manufacture How can we make the product in
commercial quantities ?
The product design procedure(Cussler and Moggride)
Systematic procedure development of consumer product (Wibowo)
Market Trend
Product form and packaging
Ingredients and structural attributes
Quality factor and performance indices
Process alternatives & operating condition
Manufacturing process
Product conceptualization
Identification of quality factors
Selection of ingredient and microstructure
Generation of process alternatives
Process and product evaluation
Product Design Process(Harvard)
Need, Specification Generate, Order, and Screen Ideas Manufacturing
Product Specification
Product Specification
Idea/Concept Generation
Scoring the ideas
Need to supply weighting factors, not all criteria are created equal (obviously subjective!)
Σwi = 1 Score ideas from 1 – 5 in each criteria Score(j) = Σwisij
An example from your text, home oxygen supply:
Three options; gas cylinders (the current solution), hollow fiber membranes, & pressure swing absorption
The conclusion: No single idea stands out!
Improving the Screening Process
Choice of the benchmark is crucial, might try using different benchmarks (current leading product, current “best” product, expected product from competition)
Have different groups score the ideas Sensitivity analysis of the weighting factors
So, what are the important benchmarking criteria?We must compare our new ideas with the standard product?
A basic strategy….grade ideas using: Scientific maturity Engineering ease Minimum risk Low cost Safety Low environmental impact Specific product factors (“quiet”, “soft”, etc.)
The Next Stage-Gate
Again, must convince management to move forward on the “select few” ideas for further development
The Next Stage-Gate
Cost begins to rise quite quickly after this point Engineering begins to play a more dominant role
Concept Selection
Product Manufacturing
•Patent•Final Specifications•Prototyping•Manufacture
Final specifications
Final specifications
Products structure (composition, geometry, reactions, thermodynamics)
Product attributes (structural, equilibrium, rate process)
Manufacturing
Molecules, synthesis, unit operations, scale-up, etc.
Generic equipments Batch process
Specialty Chemical Manufacture
Planning & ControlModern manufacturing industry consists of fabrication and
assemblyA plant has to
purchase raw material or parts convert them into specific components assemble the components into the several products
Different products could contain several common components
Fabrication
Assembly
Sto
rag
ePlant
Raw Material or Parts
FinishedProducts
Sto
rag
e
Sto
rag
eA Typical Manufacturing
Plant
Planning & Control The information-subsystems that play a vital role in the
smooth running of the company are Demand forecasting Operations planning Inventory planning and control Operations scheduling Dispatching
Demand Forecasting history and the current trends sales data reflects its effectiveness
Operations Planning development engineers look for a better manufacturing
sequence the input comes from standard operation times, setup
times machines and other facilities are grouped for a proper
assembly-line operation
Planning & Control
Inventory Planning & Control includes parts, raw materials, assemblies, supplies etc. depicts the order quantities; reorder points, safety stocks of
raw materials, and manufacturing batch sizes Operations Scheduling
a detailed operation sequence for individual activities start and stop times for all operations schedule conflicts on production facilities are resolved here
Dispatching responsible for initializing production releases work orders to production operations at the
appropriate time
Operations Scheduling It is the heart of entire planning and control systems Compromises must be made between economic batch
sizes, due dates, resource constraints, manpower leveling, and facility utilization
Program evaluation review technique PERT charts are used for scheduling activities. It is a powerful tool
PERT chart tell a manager list of operations necessary to finish a project time needed for each operation critical activities – activities that consume the largest part
of project-completion-time Critical path – a sequence of critical activities Using PERT chart is also named as critical path method
(CPM)
Operations Scheduling
Critical Path Method (CPM)
Activities in a Manufacturing System
Activity Description Required
PredecessorDuratio
n
A Product design None 6
B Market research None 2
C Production analysis A 3
D Product model A 5
E Sales brochure A 3
F Cost analysis C 4
G Product testing D 5
H Sales training B, E 3
I Pricing H 2
J Project report F, G, I 1
1
3
25
4
6
7 8
A, 6
B, 2
C, 3
D, 5
H, 3
F, 4
G, 5
I, 2
J, 1E, 3
36
1
2 5
4 7 8
Network Diagram for CPM
A→D→G 6+5+5 = 16 Critical
A→C→F 6+3+4 = 13
A→E→H→I 6+3+3+2 = 14
B*→H→I 3*+3+2 = 8Critical Path Analysis
Supply Chain
Thank You