Bài giảng Operations Management for Competitive Advantage - Chapter 4 Product Design

Chapter 4Product DesignProduct Development ProcessEconomic Analysis of Development ProjectsDesigning for the CustomerDesign for Manufacturability Measuring Product Development PerformanceOBJECTIVES Typical Phases of Product DevelopmentPlanningConcept DevelopmentSystem-Level designDesign DetailTesting and RefinementProduction Ramp-upEconomic Analysis of Project Development CostsUsing measurable factors to help determine:Operational design and development decisionsGo/no-go milestonesBuilding a Base-Case Financial ModelA financial model consisting of major cash flows Sensitivity Analysis for “what if” questionsDesigning for the Customer Quality FunctionDeploymentValue Analysis/Value EngineeringIdeal Customer Product House of QualityDesigning for the Customer: Quality Function DeploymentInterfunctional teams from marketing, design engineering, and manufacturingVoice of the customerHouse of Quality Designing for the Customer: The House of QualityCustomer RequirementsImportance to Cust.Easy to closeStays open on a hillEasy to openDoesn’t leak in rainNo road noiseImportance weightingEngineering CharacteristicsEnergy needed to close doorCheck force on level groundEnergy needed to open doorWater resistance106692375332XXXXXCorrelation:Strong positivePositiveNegativeStrong negativeX*Competitive evaluationX = UsA = Comp. AB = Comp. B(5 is best)1 2 3 4 5XABX ABXABA X BX ABRelationships:Strong = 9Medium = 3Small = 1Target valuesReduce energy level to 7.5 ft/lbReduce forceto 9 lb.Reduce energy to 7.5 ft/lb.Maintaincurrent levelTechnical evaluation(5 is best)54321BAXBAXBAXBXABXABAXDoor seal resistanceAccoust. Trans.WindowMaintaincurrent levelMaintaincurrent levelThe McGraw-Hill Companies, Inc., 20048Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals.Designing for the Customer: Value Analysis/Value Engineering Achieve equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customerDoes 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?Design for ManufacturabilityTraditional Approach“We design it, you build it” or “Over the wall”Concurrent Engineering“Let’s work together simultaneously”Design for Manufacturing and AssemblyGreatest 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?Measuring Product Development PerformanceMeasuresFreq. Of new products introducedTime to market introductionNumber stated and number completedActual versus planPercentage of sales from new productsTime-to-marketProductivityQualityEngineering hours per projectCost of materials and tooling per projectActual versus planConformance-reliability in useDesign-performance and customer satisfactionYield-factory and fieldPerformance DimensionEnd of Chapter 4