Product and Process Design

A product is anything that is capable of satisfying a felt need.

A new product means innovation and significantly different from other existing products.

Product Design & Process Selection

Product design the process of defining all characteristics of the product

appearance, materials,

dimensions,
tolerances, and performance standards

Product design must support product manufacturability (the ease with which a product can be made)

Remember the Tucker!

The Tucker automobile of the late 1940s stands out as one of the most celebrated failures in the annals of American business. With its aerodynamic sheet metal, rear-mounted engine, and a Cyclops headlight that turned in tandem with the steering wheel, the prototype Tucker 48 shown to the public in 1947 generated quite a bit of excitement. But the Tucker 48 never made it into mass production. Only 51 models were produced, all largely fabricated by hand at tremendous expense.

Remember the Tucker!

Existing equipment and processes were not capable of executing the relatively sophisticated design of the Tucker 48 on a large scale. Thus the Tucker 48 provides an object lesson in the need to design for manufacturing (DFM). DFM is part of the concurrent engineering movement that blossomed in the 1980s. DFM stresses the need to incorporate the perspective of manufacturing engineering into the earliest stages of product design.

Concurrent Engineering

Old over-the wall sequential design process should not be used

Each function did its work and passed it to the next function

Replace with a Concurrent Engineering process

All functions form a design team

working together to develop

specifications, involve customers early, solve potential problems, reduce costs, & shorten time to market

Product Design

Product design and process selection affects

Product quality

Product cost
Customer satisfaction Overall manufacturability the ease with which the product can be made

The Product Design Process

Step 1 - Idea Development

- Someone thinks of a need and a product/service design to satisfy it e.g. customers, marketing, engineering, competitors,
benchmarking, reverse engineering

Step 2 - Product Screening - Every business needs a formal/structured evaluation process

e.g. fit with facility and labor skills, size of market, contribution margin, break-even analysis, return on sales

Step 3 Preliminary Design and Testing

- Technical specifications are developed, prototypes built, testing starts

Step 4 Final Design

- Final design based on test results, facility, equipment, material, & labor skills defined, suppliers identified

New Product Development

Needs Identifications Advance Product Planning Advance Design

Detailed Engineering Design Production Process Design and Development Product Evaluation and Improvement

Product Use and Support

1. Needs Identification

Idea generation, product concept, need fulfilled Feasibility Planning Market research, product acceptance and creating alternate designs, economic analysis, clarifying operational requirements, estimating logistics requirements for producing, distributing and maintaining the product in demand.

2. Advance Product Planning

3. Advance Design

Detailed investigations, technical feasibility, and prototype testing Functional checks, Reliability Check, Maintainability, Safety concern, Design for mass production

4. Detailed Engineering Design

at intended cost & Volume

5. Production Process design and Improvement

Material acquisition, production, warehousing, transportation and distribution Human Resources, information systems & control systems. Real estate planning

6. Product evaluation and Development

After launch product, Evaluate, improve, field performance & breakdown (failure), monitor, Analyse and redesign if necessary 7. Product use & support Support in educating user, warranty & repair, replace parts & upgrade product with design improvement

Product Life Cycle

Product life cycle series of changing product demand Consider product life cycle stages

Introduction Growth Maturity Decline

Facility & process investment depends on life cycle

Characteristics of Stages in Product Life cycle

Introduction

Growth Mass Markets

Maturity Mass Markets

Decline Loyal Customers

Decreasing

Characteristics Innovators of Customers

Competition Little , if any

Increasing

Intense

Sales
Profits

Low levels then rising

None

Rapid Growth

Slow, No Declining annual growth

Low

Strong (peak) Decline Annually

Current Trends in Product Development

Shortened product life cycles

Electronics, Computer, Consumer goods Product development has become costly Continuous changing product models Swift operations strategies to launch faster CAD, CAM & CIM used IT is being used extensively in all the phases

Process Design

Process design is necessary to manufacture new products. Process design means the complete delineation and description of specific steps in the production process and the linkages among the steps that will enable the production system to produce products at desired quality, in the required quantity at the time customers want them and at the budgeted cost.

Interrelationship of product and process design

Product Ideas
Feasibility Studies Product Design Process Design

Advance Product Planning Advance Design Production process design & Development Product Evaluation & Improvement Product use & Support

Organising the process flows

Relation of process design to process flow Evaluating the process Design

Continuous Interaction

Produce and Market New Products

Organising Process Flows

Project, Job Shop, Batch, Assembly line & Continuous.

Underlying Process Relationship Between Volume and Standardization Continuum

Relation of Process Design to Types of Process Flow For continuous flow, the methods & processes before the line is set-up.

Changes difficult

For intermittent process flow, the process engineer is usually required to adapt the methods and processes to the type of equipment available.

Changes can be made easily.

Process Selection

Product design considerations must include the process Two broad process classifications include

Intermittent operations produce a variety of products in lower volumes Repetitive operations produce one or a few standardized products in high volume

Process Selection

Process types can be:

Process types exist on a continuum

Project process make a one-at-a-time product exactly to customer specifications Batch process small quantities of product in groups or batches based on customer orders or specifications Line process large quantities of a standard product Continuous process very high volumes of a fully standard product

Process Selection

Process selection is based on five considerations

Type of process; range from intermittent to repetitive Degree of vertical integration Flexibility of resources Mix between capital & human resources Degree of customer contact

Linking Design & Process Selection

Organizational Decisions appropriate for different types of operations

Linking Design & Process Selection

Product design and process selection directly linked Type of product selected defines type of operation required Type of operation available defines broader organizational aspects such as

Equipment required Facility arrangement Organizational structure

Intermittent VS. Repetitive Layouts

Process Decisions-Vertical Integration & Make or Buy

Vertical integration refers to the degree a firm chooses to do

processes itself- raw material to sales

Backward Integration means moving closer to primary operations Forward Integration means moving closer to customers

A firms Make-or-Buy choices should be based on the following considerations:

Strategic impact Available capacity Expertise Quality considerations Speed Cost (fixed cost + variable cost)make = Cost (fixed cost + Variable cost)buy Business are trending toward less backward integration, more

outsourcing

Evaluation of the Process Design

How to determine that one of the objectives in designing the process flow to ensure that goods/services are produced at minimum cost has been attained.

Volume, product quality, machine utilisation, Manpower utilisation, etc.

Evaluation of the Process Design

Process design is a dynamic activity. Better tools and equipment are constantly being developed, new materials being introduced, new uses of old materials are discovered So, Process engineer must be active & alert to these changes and strive for reducing costs, value engineering, Customer goodwill ensuring quality and scheduled delivery

Process Performance Metrics

Determining if a process is functioning properly is required Determination requires measuring performance

Process performance metrics measurement of different process characteristics that tell us how a process is performing

Process Performance Metrics

Metrics Example: At Zelles Dry Cleaning, it takes an average of 3 hours to dry clean & press a shirt, with value-added time estimated at 110 min. Workers are paid for a 7-hour workday but work 5 hr/day, accounting for breaks and lunch. Zelles completes 25 shirts per day, while the industry standard is 28 for a comparable facility. Process Velocity = (Throughput Time)/(Value-added time)

= (210 minutes/shirt)/(110 minutes/shirt) = 1.90

Labor Utilization = (Time in Use)/(Time Available) = (5 hr)/(7 hr) = .786 or 78.6%

Efficiency = (Actual Output)/(Standard Output)

= (25 shirts/day)/(28 shirts/day) = .89 or 89%

Design for Manufacturing DFM

Series of guidelines for producing a product easily and profitably

Simplification Minimize parts Standardization

Design parts for multiple applications

Use modular design

Simplify operations

Process Design Tools

Process flow analysis is a tool used to analyze and document the sequence of steps within a total process. Usually first step in Process Reengineering. Process Re-engineering is a structured approach used when major business changes are required as a result of:

Major new products Quality improvement needed Better competitors Inadequate performance

Flowchart Symbols Purpose and Examples

Tasks or operations Examples: Giving an admission ticket to a customer, installing a engine in a car, etc.

Decision Points

Examples: How much change should be given to a customer, which wrench should be used, etc.

Source: Chase, Jacobs & Aquilano, Operations Management for Competitive Advantage, 11/e

Flowchart Symbols Purpose and Examples

Storage areas or queues
Examples: Sheds, lines of people waiting for a service, etc.

Flows of materials or customers

Examples: Customers moving to a seat, mechanic getting a tool, etc.

Source: Chase, Jacobs & Aquilano, Operations Management for Competitive Advantage, 11/e

Facility Layout and Process Choice

2007 Wiley

Product and Service Strategy

Type of operation is directly related to product and service strategy Three basic strategies include

Make-to-stock; in anticipation of demand Assemble-to-order; built from standard components on order Make-to-order; produce to customer specification at time of order

Product and Service Strategy Options

Manufacturing Technology Decisions

Simplify first then apply appropriate technology

Information Technology: ERP, GPS, RFID

Automation Automated Material Handling:

Automated guided vehicles (AGV)

Automated storage & retrieval systems (AS/RS)

Flexible Manufacturing Systems (FMS) Robotics & Numerically-Controlled (NC) equipment

E-manufacturing

Web-based environment creates numerous business opportunities to include;

Computer-aided design uses computer graphics to design new products Computer-integrated manufacturing integration of product design, process planning, and manufacturing using an integrated computer system

Product design collaboration Process design collaboration

How Are Services Different from Manufacturing

Services are different from manufacturing as they;

Produce intangible products Involve a high degree of customer contact

Type of service is classified according to degree of customer contact

Designing Services

Service Characteristics Pure services Quasi-Manufacturing Mixed services Service Package The physical goods The sensual benefits The psychological benefits Differing designs Substitute technology for people Get customer involved High customer attention

Product Design and Process Selection Across the Organization

Strategic and financial of product design and process selection mandates operations work closely across the organization

Marketing is impacted by product that is produced Finance is integral to the product design and process selection issues due to frequent large financial outlays

Product Design and Process Selection Across the Organization - continued

Strategic and financial of product design and process selection mandates operations work closely across the organization

Information services has to be developed to match the needs of the production process Human resources provides important input to the process selection decisions for staffing needs

Highlights

Product design is the process of deciding on the unique characteristics and features of a companys product Process selection is the development of the process necessary to produce the product being designed. Steps in product include idea generation, product screening, preliminary design and testing, and final design Break-even analysis is a tool used to compute the amount of goods that have to be sold just to cover costs. Production processes can be divided into two broad categories: intermittent and repetitive operation project to batch to line to continuous

Highlights

Product design and process selection decisions are linked Process flow charts is used for viewing the flow of the processes involved in producing the Different types of technologies can significantly enhance product and process design. These include automation, automated material handling devices, CAD, NC, FMS, and CIM Designing services have more complexities than manufacturing, because service produce an intangible product and typically have a high degree of customer contact.