1

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Chapter 5
Product Design & Process
Selection-Manufacturing
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OBJECTIVES
Typical Phases of Product Design
Development
Designing for the Customer
Design for Manufacturability
Types of Processes
Process Flow Structures
Process Flow Design
Global Product Design and Manufacturing
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Typical Phases of Product Design

Development
Concept Development
Product Planning
Product/Process Engineering
Pilot Production/Ramp-Up
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Concurrent Engineering
Defined
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
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Concurrent Engineering(Continued)
Teams provide the primary integration
mechanism in CE programs
There are three types of teams
Program Management Team
Technical Team
Design-Build Teams
Time savings of CE programs are created
by performing activities in parallel
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Designing for the Customer

House of Quality

Quality Function
Deployment

Ideal
Customer
Product

Value Analysis/
Value Engineering

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Designing for the Customer:

Quality Function Deployment
Interfunctional teams from marketing, design
engineering, and manufacturing
Voice of the customer
House of Quality

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9
Correlation:
X
X

Easy to close

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Water resistance

.
ce
Customer
to
Requirements

Energy needed
to close door
Door seal
resistance
Check force
on level
ground needed
Energy
to open door
Accoust. Trans.
Window

Engineering
Im
Cu por Characteristi
st tan cs

X = Us
A = Comp. A
B = Comp. B
(5 is best)
1 2 3 4

AB

XAB

A XB

X A

Target values

5
4
3
2
1

B
A
X

BA
X

Reduce force
to 9 lb.
Reduce energy
to 7.5 ft/lb.
Maintain
current level
Maintain
current level

10

Maintain
current level

Importance weighting

Technical evaluation
(5 is best)

Competitive evaluation

X AB

Doesnt leak in rain 3

No road noise

Strong positive
Positive
Negative
Strong negative

Stays open on a hill 5

Easy to open

Customer
Customer
requirements
requirements
information
informationforms
forms
the
thebasis
basisfor
forthis
this
matrix,
matrix,used
usedto
to
translate
translatethem
theminto
into
operating
operatingor
or
engineering
engineeringgoals.
goals.

Reduce energy
level to 7.5 ft/lb

Designing
for the
Customer:
The House
of Quality

B
A
X

B
X
A

BXA

BA
X

Relationships:
Strong = 9
Medium = 3
Small = 1

10

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?
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Design for Manufacturability

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

Concurrent Engineering
Lets work together simultaneously
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12

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?

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13

Types of Processes
Conversion (ex. Iron to steel)
Fabrication (ex. Cloth to clothes)
Assembly (ex. Parts to components)
Testing (ex. For quality of products)
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14

Process Flow Structures

Job shop (ex. Copy center making a single copy
of a student term paper)
Batch shop (ex. Copy center making 10,000
copies of an ad piece for a business)
Assembly Line (ex. Automobile manufacturer)
Continuous Flow (ex. Petroleum manufacturer)
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15

Exhibit
Exhibit5.10
5.10

I.
Job
Shop
II.
Batch
III.
Assembly
Line
IV.
Continuous
Flow

Low
Volume,
One of a
Kind

Few
High
Multiple
Major
Volume,
Products, Products,
High
Low
Higher StandardVolume Volume
ization
Flexibility (High)
Unit Cost (High)

Commercial
Printer
French Restaurant

These
Theseare
are
the
themajor
major
stages
stagesof
of
product
productand
and
process
processlife
life
cycles
cycles

Heavy
Equipment
Automobile
Assembly
Burger King
Sugar
Refinery

Flexibility (Low)
Unit Cost (Low)

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16

Virtual Factory
Defined
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

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17

Break-Even Analysis
A standard approach to choosing among
alternative processes or equipment
Model seeks to determine the point in units
produced (and sold) where we will start
making profit on the process or equipment
Model seeks to determine the point in units
produced (and sold) where total revenue and
total cost are equal

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Break-Even Analysis (Continued)

Break-even
Break-evenDemand=
Demand=
Purchase
Purchasecost
costof
ofprocess
processor
orequipment
equipment
Price
Priceper
perunit
unit --Cost
Costper
perunit
unit
or
or
Total
Totalfixed
fixedcosts
costsof
ofprocess
processor
orequipment
equipment
Unit
Unitprice
priceto
tocustomer
customer --Variable
Variablecosts
costsper
perunit
unit

This formula can be used to find any of its

components algebraically if the other parameters
are known

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19

Break-Even Analysis (Continued)

Example:
Example: Suppose
Supposeyou
youwant
wantto
topurchase
purchaseaanew
newcomputer
computer
that
thatwill
willcost
cost$5,000.
$5,000. ItItwill
willbe
beused
usedto
toprocess
processwritten
writtenorders
orders
from
fromcustomers
customerswho
whowill
willpay
pay$25
$25each
eachfor
forthe
theservice.
service. The
The
cost
costof
oflabor,
labor,electricity
electricityand
andthe
theform
formused
usedto
toplace
placethe
theorder
order
isis$5
$5per
percustomer.
customer. How
Howmany
manycustomers
customerswill
willwe
weneed
needto
to
serve
serveto
topermit
permitthe
thetotal
totalrevenue
revenueto
tobreak-even
break-evenwith
withour
our
costs?
costs?

Break-even
Break-even Demand:
Demand:
== Total
Total fixed
fixed costs
costs of
of process
process or
or equip.
equip.
Unit
Unit price
price to
to customer
customer Variable
Variable costs
costs
=5,000/(25-5)
=5,000/(25-5)
=250
=250 customers
customers

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20

Process Flow Design

Defined
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

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21

Example: Assembly Chart (Gozinto)

4
5
6
7

From
FromExhibit
Exhibit5.14
5.14

Lockring
Spacer, detent spring

SA-2

Rivets (2)

A-2

Spring-detent
A-5
Component/Assy Operation
Inspection
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22

Example: Process Flow Chart

Material
Received
from
Supplier

No,
Continue

Inspect
Material for
Defects

Defects
found?

Yes

Return to
Supplier for
Credit

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23

Global Product Design and Manufacturing

Strategies
Joint Ventures
Global Product Design Strategy

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Measuring Product Development

Performance
Performance
Dimension

Measures

Time-to-market
Time-to-market

Productivity
Productivity

Quality
Quality

Freq.
Freq.Of
Ofnew
newproducts
productsintroduced
introduced
Time
Timeto
tomarket
marketintroduction
introduction
Number
Numberstated
statedand
andnumber
numbercompleted
completed
Actual
Actualversus
versusplan
plan
Percentage
Percentageof
ofsales
salesfrom
fromnew
newproducts
products
Engineering
Engineeringhours
hoursper
perproject
project
Cost
Costof
ofmaterials
materialsand
andtooling
toolingper
perproject
project
Actual
Actualversus
versusplan
plan

Conformance-reliability
Conformance-reliabilityin
inuse
use
Design-performance
Design-performanceand
andcustomer
customersatisfaction
satisfaction
Yield-factory
Yield-factoryand
andfield
field
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End of Chapter 5

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