Sophia Miles - Operation management
abnj619
OPMT310Chapter3Design.pptxThe Product Design Process
Companies continuously bring new products to market
Product design is integral to success
Product design differs significantly depending on the industry
Companies often outsource major functions
Contract manufacturer: an organization capable of manufacturing and/or purchasing all the components needed to produce a finished product
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Core Competency
Core competency: the one thing a company can do better than its competitors
A core competency has three characteristics:
It provides potential access to a wide variety of markets
It increases perceived customer benefits
It is hard for competitors to imitate
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Brainstorming: A General Method for Problem Solving
Defer judgment
Build on the ideas of others
Stay focused on the topic
One person at a time
Go for quantity
Encourage wild ideas
Be visual
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Six Phases of the Generic Development Process (Formal Process)
Phase 0: Planning
Phase 1: Concept development
Phase 2: System-level design
Phase 3: Design detail
Phase 4: Testing and refinement
Phase 5: Production ramp-up
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Generic Product Development Process
Technology-push products: firm begins with new technology and looks for a market
Platform products: built around a preexisting technological subsystem
Process-intensive products: production process has an impact on the properties of the product
Product design cannot be separated from process design
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Generic Product Development Process Continued
Customized products: new products are slight variations of existing configurations
High-risk products: technical or market uncertainties create high risks of failure
Quick-build products: rapid modeling and prototyping enables many design-build-test cycles
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Generic Product Development Process Continued
Complex systems: systems must be decomposed into several subsystems and many components
Generic: begins with a market opportunity and team selects appropriate technologies to meet customer needs
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Summary of Variants of Generic Product Development Process
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Quality Function
Deployment
Value Analysis/
Value Engineering
Ideal Customer Product
House of Quality
Designing for the Customer
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Quality Function Deployment
Interfunctional teams from marketing, design engineering, and manufacturing
Begins with listening to the customer
Uses market research
Customer preferences are defined and broken down into customer requirements
House of quality
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Completed House of Quality Matrix for a Car Door
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Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals
Value Analysis/Value Engineering (VA/VE)
Purpose is to simplify products and processes
Objective is to achieve 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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Designing Products for Manufacture and Assembly
Traditional approach
“We design it, you build it” or “over the wall”
Concurrent engineering
“Let’s work together simultaneously”
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Design for Manufacturing and Assembly
Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts:
During the operation of the product, does the part move relative to all other parts already assembled?
Must the part be of a different material or be isolated from other parts already assembled?
Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?
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Ecodesign
Ecodesign: the incorporation of environmental considerations in the design and development of products or services
The whole life cycle is considered
The product is considered as a system
A multi-criteria approach is used
Application of ecodesign can benefit business
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Designing Service Products
Service products are very different
Direct customer involvement introduces significant variability in the process
Questions to address:
How will this variability be addressed?
What are the implications for operational cost and the customer service experience?
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Three General Factors for Determining Fit
Service experience fit
The new service should fit into the current service experience for the customer
Operational fit
Existing processes should be able to support the operation of the new service
Financial impact
Introducing a new service should be financially justified
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Structural Alternatives for a Family Restaurant
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Economic Analysis of Project Development Costs
Using measurable factors to help determine:
Go/no-go milestones
Operational design and development decisions
Building a base-case financial model
A financial model consisting of major cash flows
Sensitivity analysis for “what if” questions
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