PUTRI AMANDHARI- 64 INT A
PRODUCT DESIGN
s to develop and implement a product strategy that meets the demands of the marketplace with a competitive advante
he objective:
PRODUCT LIFE CYCLES
The selection, definition, and design of product. The four
phase of product life cycle are Introduction, Growth, Maturity,
PRODUCT-BY-VALUE Analysis
A list of products, in descending order of their
individual dollar contribution to the firm, as well as the
total annual dollar contribution of the product.
External development strategies include
(a) purchase the technology or expertise by
PRODUCT
Decline.
Internal development strategies inclu
(a) new internally developed products
acquiring the developer DEVELOPMENT (2) enhancements to existing product:
(2) establish joint ventures
(3) develop alliances.
To form a decision tree need to
L Include all possible alternative and states of nature
2 Enter payoffs at the end of the appropriate branch
CONTINUM_ ® migrations of existing products.
APPLICATION OF
DECISION
3, Determine the expected value of each course of action by starting TREES
at the end of the tress and working toward the beginning, calculat-
ing values at each step and “pruning” inferior alternatives,
GENERATING
NEW PRODUCTS
Understanding the customer
Economic change
Sociological and demographic change
. Technological change
Political and legal change
Other change: market practice,
professional standard, suppliers and distributors.
TO PRODUCT DESIGN
SERVICE DESIGN
Process-chain-network (PCN) analysis - a
way to design processes to optimize interac-
tion between firms and their customers. Pro-
cess chain- a sequence of steps that provide
value to process participants. To enhance ser-
vice efficiency, companies needs to : Limit
option, Delay customization, Modularize,
Automate, Design for the “Moment of
Truth”,
HOUSE OF QUALITY PRODUCT DEVELOPMEN™
a part of quality function deployment
process that utilize a planning matrix to
relate customer wants to how the firm is
going to meet those wants
PRODUCT DEVELOPMENT TEAMS
Team charged with moving from market
requirements for a product to achieving
product success.
CONCURRENT ENGINEERING
Use of participating teams in design and
engineering activities
MANUFACTURABILITY
AND VALUE ENGINEERING
Activities that help improve a product's
design, production, maintainability andPUTRI AMANDHARI _ 64 INT A
QUALITY AND
STRATEGY
Managing quality helps build successful
strategies of differentiation, low cist and
response. Two ways that quality improves
profitability are:sales gains via improved
response, price flexibility, increased
market share, and/or improved reputation.
- Reduced costs via increased productivity,
lower rework and scrap costs, and/or lower
warranty costs.
QUALITY : An operations manager's
objective is to build a total quality manage-
ment system that identifies and satisfies
customer needs, Quality the ability of a
product or services to meet customer needs.
ISO 9000 : aset of quality standards de-
veloped by the International Organization
for Standardization (ISO) . is the only qual-
ity standard with international recognition.
todo the business globally, being listed in
the ISO directory is critical
COST OF QUALITY: the cost of
doing things wrong; that is, the price of non-
conformance.
TQM IN SERVICES
Determinants of service quality reliability,
responsiveness, competence, access, cour-
tesy, communication, credibility, credibility,
security, understanding/knowing the cus-
tomer, and tangibles,
Service Recovery
training and empowering frontline workers to
solve a problem immediately.
QUALITY CIRCLE
a group of employees meeting regularly with a fa-
cilitator to solve work related problems in their
work area. BENCHMARKING selecting a dem-
onstrated standard of performance that represents
the very best performance for a process or an activ-
ity. QUALITY ROBUST products that are consis-
tently built to meet customer needs, in spite of ad-
verse conditions in the production process. QUAL-
ITY LOSS FUNTION (QLF) a mathematical func-
tion that identifies all costs connected with poor
quality and shows how these costs increase as prod-
uct quality moves from what the consumer wants,
L=D2C.
G8 TOTAL QUALITY
MANAGEMENT
Management of entire organization so that it excels in
all aspects of products and services that are important to
the customer. Seven concepts for an effective TQM pro-
gram are:
1.Continuous Improvement
2.Six Sigma
a program to save time, improve quality, and lower costs
3.Employee Empowerment
enlarging employee jobs so that the added responsibility
and authority are moved to the lowest level possible in
the organization.
4.Benchmarking
5,Just-In-Time (JIT)
6:Taguchi Concept
7.Knowledge Of TQM Tools
THE ROLE INSPECTION INSPECTION
a means of ensuring that an operation is producing at the
quality level expected.
SOURCE INSPECTION: controlling or monitoring at the point of
production or purchase; at the source.
POKA-YOKE: a technique that ensure the production of a good unit
every time.
CHECKLIST; a type of pokeyoke that lists the steps needed to
‘ensure consistency and completeness in a task
ATTRIBUTES INSPECTION: an inspection that classifies items as
being either good or defective.
VARIABLE INSPECTIO: classification of inspected items as falling
ona continuum scale, such as dimension, size or strength,
TARGET-ORIENTED QUALITY
A philosophy of continuous improvements to bring
the product exactly on target.
TOOLS OF TQM: tools that generate ideas include
the check sheet (organized method of recording data),
scatter diagram (graph of the value of one variable vs.
another variable), and ~cause-effect- diagram. tools for
organizing the data are the Pareto chart and flowchart.
Tools for identifying problems are the histogram
(distribution showing frequency of occurrences of a
variable) and statistical process control chart. Cause-
and-effect diagram : a schematic technique used to dis-
cover possible locations of quality problems. (Also
called an Ishikawa diagram or a fish-bone chart).
Pareto chart :a graphic that identifies the few critical
items as opposed to many less important ones. Flow-
chart : a block diagram that graphically describes a
processor system. Statistical process control (SPC) : a
process used to monitor standards, make measure-
ments, and take corrective action as a products or ser-
vice is being produced. Control chart
a graphic presentation of process data over time, with
needetermined cantral limite