newgom3-productdesignandprocessnbq

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,GOM 3,Product Design and Process Selection,The Product Design Process,Major Business Functions Involved in the Product Development Process,Customer,Market system,Marketing,Sales,Advanced,research,Product,design,Process,planning,production,Customer,Market,system,Needs,Customer,orders,Calls,Promotion,New,Product,ideas,Product,specifications,Technical,concepts,Production orders,Products,Marketing,& Sales,Product,Development,Manufacturing,The Product Design Process,PHASE,Concept Development,Product architecture,Conceptual design,Target market,Product Planning,Market building,Small-scale testing,Investment/financial,Product/process Engineering,Detailed design of product,and tools/equipment,Building/testing prototypes,Pilot Production/Ramp-Up,Volume production prove out,Factory start-up,Volume increase to,commercial targets,Project Months before Market,Begins market introduction introduction,36 27 18 9 0,SCHEDULE,TYPICAL PHASES OF PRODUCT DEVELOPMENT,Concept,Program approval,Design/,planning,First full,prototype,Product,Process,Final,engineering,release,Pilot production,Market,introduction,Ramp-up,The Product Design Process,The Product Design Process,Design-build-test cycle,Engineering “release” or “sign-off”,Concurrent Engineering (CE),Three types of teams: a program management team, a technical team, and numerous design-build teams,4,Concurrent Engineering,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.,5,Designing for the Customer,Industrial Design,Aesthetics,Ergonomics,QFD (quality function deployment),Is a useful tool for helping to ensure that designs for new products and services satisfy market requirements and are ultimately producible by the firm,VA/VE (value analysis/value engineering),6,Quality Function Deployment,Interfunctional teams from marketing, design engineering, and manufacturing,Voice of the customer (customer requirement),House of Quality,House of Quality,Customer,Requirements,Importance to Cust.,Easy to close,Stays open on a hill,Easy to open,Doesnt leak in rain,No road noise,Importance weighting,Engineering Characteristics,Energy needed,to close door,Check force on level ground,Energy needed,to open door,Water resistance,10,6,6,9,2,3,7,5,3,3,2,X,X,X,X,X,Correlation:,Strong positive,Positive,Negative,Strong negative,X,*,Competitive evaluation,X = Us,A = Comp. A,B = Comp. B,(5 is best),1 2 3 4 5,X,AB,X AB,XAB,A X B,X A,B,Relationships:,Strong = 9,Medium = 3,Small = 1,Target values,Reduce energy,level to 7.5 ft/lb,Reduce force,to 9 lb.,Reduce energy,to 7.5 ft/lb.,Maintain,current level,Technical evaluation,(5 is best),5,4,3,2,1,B,A,X,BA,X,B,A,X,B,X,A,BXA,BA,X,Door seal,resistance,Acoustic Trans.,Window,Maintain,current level,Maintain,current level,7,8,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?,10,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 than 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?,Process Selection,Process Selection:,Refers to the strategic decision of selecting which kind of production processes to have in the plant,Types of Processes:,Conversion Processes: changing iron ore into steel sheets,Fabrication Processes: forming gold into a crown for a tooth,Assembly Processes: assembling a fender to a car,Testing Processes:,Process Selection,Process Flow Structures,Job shop: production of small batches of a large number of different products,Batch shop: a somewhat standardized job shop,Assembly line: production of discrete parts moving from workstation to workstation at a controlled rate, following the sequence needed to build the product,Continuous flow: conversion or further processing of undifferentiated materials such as petroleum, chemicals, or beer.,The Virtual Factory,IV.,Continuous,Flow,III.,Assembly,Line,II.,Batch,I.,Job,Shop,Low,Volume,One of a,Kind,Multiple,Products,Low,Volume,Few,Major,Products,Higher,Volume,High,Volume,High,Standard-,ization,Building a dam,Special surgery,French Restaurant,Heavy,Equipment,Coffee Shop,One type of clothing production,Automobile,Assembly,Burger King,Sugar,Refinery,Flexibility (High),Unit Cost (High),Flexibility (Low),Unit Cost (Low),Source: Modified from Robert Hayes and Steven Wheelwright,Restoring Our Competitive Edge: Competing through Manufacturing,(New York: John Wiley & Sons, 1984). p. 209.,13,Product-Process Matrix,Flow Diagrams,* = Points critical to the success of the service,= Points at which failure is most often experienced,Service visible to customer,Service not visible to customer,Customer drops off car,Mechanic makes diagnosis,*,Discuss needed work with customer*,Customer departs with car,Collect payment,Notify customer,Check,parts availability,Perform work,Parts available,Order parts,Inspect/ test and repair,Perform corrected work,Corrective work necessary,Repair not authorized,Repair complete,Parts not available,Repair authorized,Designing Global Products and Services,Customized,Periphery,Large,Standardized,Core,Ideal Global Products,Platform (the chassis and related,parts) for Automotive Industry,High,Low,Low,High,Breadth,Of line,In Each,Country,Global Product Standardization,European,Options in Global Product Line Strategy,Business can standardize the worldwide mix of,Products as well as the content of a product,An American chemical additives company versus Its European competitor:,Did the competitors approach suggest that customer needs were as,different as this businesss executives assumed?,2. Did this businesss product line strategy incur unnecessary costs?,American,Designing Global Products and Services,Benefits,Cost Reduction,The higher the development cost relative,To expected revenues, the more need there,Is to develop a few global or regional products,Rather than many national products,e.g. ethical drugs,Improved Quality,Reducing the worldwide number of products,allows financial and management resources,to be focused on the smaller number of products,Enhanced Customer Preference,Hertz lesson,Competitive Leverage,Japanese experience suggests that smaller,Competitors may have greater need for,Standardized products,Drawbacks,Some aspects of national needs may,Have to be sacrificed,Canon chose to design from scratch a global products,New Global Process of NPD,The process of New Product Development (NPD), a key network of functions and subsidiaries, is receiving increasing attention for several reasons:,Because competitive advantages at the product level do not last long in most industries, the winners are those who create a sequence of short-lived advantages,As product life cycles get shorter, with fewer years to recover the fixed R&D costs, products must be spread across more countries to capture the necessary revenue. The process is one of the principal drivers for the shift in power from countries to business units.,Attractive features: use of new electronic tools and new-product architectures; a product concept in digital form can be worked on from anywhere by anyone.,New Global Process of NPD,The Evolution of NPD,1960s to 1970s:,The process sequential and long,Relatively straight-forward,All aspects have changed:,An increasing number of “design for” initiatives,Design for manufacturability,Design for reliability (quality assurance engineers entered the design process,Design for serviceability,Design for usability: anthropologists entered the process, along with artists and designers,New: design for recyclability,New Global Process of NPD,Each new player wants to enter as early as possible to influence original process,From sequential to simultaneous,External Players:,Early supplier involvement,Customer,Time-to-Volume shortened,Pressures for Global Products,The capture of economies of scale,Rising R&D costs,Reduction of product life cycle,The reduction in fixed costs associated with reducing the number of products, packages, and ads.,New Global Process of NPD,Black & Decker,Procter & Gamble, a leader in simplifying its product lines.,Convergence of preferences and tastes around the world,Global Development Process,Platforms,Computer: hardware nearly the same, software to accommodate local languages,Hondas flexible frame,Postponement,Delay in the differentiation of a product for a particular country or customer to the last possible step in the supply chain,Delay in freezing the product design or concept until the last moment,New Global Process of NPD,Two Models of Effective Product Development with Delay in Freezing,a. Traditional Model,ProjectConcept Market,Start FreezeIntroduction,Concept Product,Development Development,Concept Lead TimeDevelopment Lead Time,b. Flexible Model,ProjectConcept Market,Start FreezeIntroduction,Concept Development,Implementation,Concept Lead TimeDevelopment Lead Time,Works fine when implementation,time is short and when there are,few changes to the technology,the market, and the internal,priorities,Postponing decisions about,the most volatile and costly,product components. It also,Involves frequent, early test,of the concept itself. The,customer is brought in from,the beginning and exposed,to prototype.,New Global Process of NPD,Computer-aided Design (CAD),Frequent testing possible,Three-dimensional representation,Simulation,Rapid prototyping,Modular Product Architecture,The rate of innovation increases because each unit can independently experiment the design concurrently,Once the architecture is decided on, each unit can implement the design concurrently,With the greatly reduced need for communication across groups, a company can locate design efforts in the best places globally,演讲完毕，谢谢观看！,