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Operations Management,For Competitive Advantage,Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,The McGraw-Hill Companies, Inc., 2001,C,HASE,A,QUILANO,J,ACOBS,ninth edition,19,Product Design & Process Selection - Manufacturing,Operations Management,For Competitive Advantage,C,HASE,A,QUILANO,J,ACOBS,ninth edition,Chapter 5,Product Design & Process Selec,Chapter 5,Product Design & Process Selection-Manufacturing,Typical Phases of Product Design Development,Concurrent Engineering,Designing for the Customer,QFD,Design for Manufacturability,Types of Processes,Process Flow Structures,Process Flow Design,Global Product Design and Manufacturing,Chapter 5Product Design & Pro,Typical Phases of Product Design Development,Concept Development,Product Planning,Product/Process Engineering,Pilot Production/Ramp-Up,Typical Phases of Product Desi,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.,Concurrent EngineeringDefined,Designing for the Customer,Quality Function,Deployment,House of Quality,Value Analysis/,Value Engineering,Ideal Customer Product,Designing for the Customer Qua,Designing for the Customer: Quality Function Deployment,Interfunctional teams from marketing, design engineering, and manufacturing,Voice of the customer,House of Quality,Designing for the Customer: Q,Designing for the Customer: The 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,Accoust. Trans.,Window,Maintain,current level,Maintain,current level,The McGraw-Hill Companies, Inc., 2001,7,Designing for the Customer: T,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?,Designing for the Customer: V,Design for Manufacturability,Traditional Approach,“We design it, you build it” or “Over the wall”,Concurrent Engineering,“Lets work together simultaneously”,Design for ManufacturabilityTr,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?,Design for Manufacturing and A,Types of Processes,Conversion,Fabrication,Assembly,Testing,Types of ProcessesConversion,Process Flow Structures,Job shop,Batch shop,Assembly Line,Continuous Flow,Process Flow StructuresJob sho,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,Commercial,Printer,French Restaurant,Heavy,Equipment,Coffee Shop,Automobile,Assembly,Burger King,Sugar,Refinery,Flexibility (High),Unit Cost (High),Flexibility (Low),Unit Cost (Low),Exhibit 5.10,IV.III.II.I.LowMultipleFewHigh,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.,Virtual FactoryDefinedA virtu,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.,Process Flow DesignDefinedA p,Example: Assembly Chart (Gozinto),A-2,SA-2,4,5,6,7,Lockring,Spacer, detent spring,Rivets (2),Spring-detent,A-5,Component/Assy Operation,Inspection,From Exhibit 5.14,Example: Assembly Chart (Gozin,Example: Process Flow Chart,Material Received from Supplier,Inspect Material for Defects,Defects found?,Return to Supplier for Credit,Yes,No, Continue,Example: Process Flow Chart Ma,Global Product Design and Manufacturing Strategies,Joint Ventures,Global Product Design Strategy,Global Product Design and Manu,Measuring Product Development Performance,Time-to-market,Productivity,Quality,Measuring Product Development,
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