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DESIGN OF PRODUCTION SYSTEMS

PART THREE. DESIGN OF PRODUCTION SYSTEMS. Chapter Four Product and Service Design Chapter Five Process Selection and Capacity Planning Chapter Six Facilities Layout Chapter Seven Design of Work Systems Chapter Eight Location Analysis. Chapter 4. Product and Service Design.

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DESIGN OF PRODUCTION SYSTEMS

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  1. PART THREE DESIGN OF PRODUCTION SYSTEMS • Chapter Four • Product and Service Design • Chapter Five • Process Selection and Capacity Planning • Chapter Six • Facilities Layout • Chapter Seven • Design of Work Systems • Chapter Eight • Location Analysis MTSU Management 362

  2. Chapter 4 Product and Service Design

  3. Reasons for Product or Service Design • Be competitive through the introduction of new products • Business growth & profits • Alternative to downsizing through the development of new products MTSU Management 362

  4. Motivation for Product or Service Redesign • Customer complaints/feedback • Accidents and injuries • Excessive warranty claims • Low demand • Improve quality • Reduce labor or materials costs MTSU Management 362

  5. Trends in Product & Service Design • Increased emphasis on or attention to • customer satisfaction • reducing time to introduce new product or service • reducing time to produce product • the organization’s capabilities to produce or deliver the item • environmental concerns • designing products & services that are “user friendly” • designing products that use less material MTSU Management 362

  6. Objectives of Product & Service Design Satisfy the customer while making a reasonable profit Other considerationsinclude development time and cost product or service cost product or service quality design for operations MTSU Management 362

  7. The Design Process • Motivation • Customer • Ideas • marketing • research &development • competitors • Operations capabilities • Forecasts MTSU Management 362

  8. Identifying New Product Opportunities • Factors influencing market opportunities • economic change • sociological and demographic change • technological change • political change • Other sources of changes and opportunities • market practices • professional standards • suppliers • distributors MTSU Management 362

  9. Product Development Stages Ideas Market requirements Functional specifications Product specifications Design review Test market Introduction MTSU Management 362 Success? 8

  10. Example of How to Use the Competition Reverse engineering is the dismantling and inspecting of a competitor’s product to discover product improvements MTSU Management 362

  11. Impact of Design on Operations • Manufacturability is the ease of fabrication and/or assembly which is important for • cost • productivity • quality MTSU Management 362

  12. Regulations & Legal Considerations • Government and/or Industry Regulations • Product Liability - A manufacturer is liable for any injuries or damages caused by a faulty product • Uniform Commercial Code - Implied warranty of merchantability and fitness MTSU Management 362

  13. Research & Development (R&D) • Organized efforts to increase scientific knowledge or product innovation & may involve • Basic Researchadvances knowledge about a subject without near-term expectations of commercial applications. • Applied Researchachieves commercial applications. • Development converts results of applied research into commercial applications. MTSU Management 362

  14. Approaches to Product Design • Product Life Cycles • Manufacturing Design • Remanufacturing • Robust Design • Concurrent (Simultaneous)Engineering • Computer-Aided Design • Standardization/Modular Design MTSU Management 362

  15. Time Figure 4-2 Life Cycles of Products or Services Saturation Maturity Decline Demand Growth Incubation MTSU Management 362

  16. Manufacturing Design Considerations (1 of 2) • Design for manufacturing (DMF) • design compatible with operations capabilities • manufacturability - ease of fabrication and/or assembly which impacts cost, productivity and quality • Design for assembly (DFA) • reduce the number of parts in an assembly • assembly method and sequence • Design for recycling (DFR) • allows for dis-assembly of used products to recover components and material for reuse MTSU Management 362

  17. Manufacturing Design Considerations (2 of 2) • Design for remanufacturing • Removing some components from an old product and reusing them in new products • Reasons for remanufacturing • can be sold at a much reduced price • requires mostly unskilled and semi-skilled workers • becoming a requirement • Design for dis-assembly (DFD) • product can be easily taken apart • use fewer parts and less material MTSU Management 362

  18. Robust Design • Product performs as designed over a broad range of conditions • Less likely to fail due to a change in the environment • A similar approach can be used for manufacturing processes • Taguchi’s approach involves determining the specifications that will result in a robust design MTSU Management 362

  19. Traditional “Over the Wall” Approach New Product Design Manufacturing MTSU Management 362

  20. Traditional “Over the Wall” Approach New Product Issues/ Questions Design Manufacturing MTSU Management 362

  21. Concurrent engineering is the bringing together of design, marketing, accounting, manufacturing and other relevant personnel early in the design phase Concurrent Engineering Approach (1 of 3) Allows certain design and development activities to go on simultaneously MTSU Management 362

  22. Concurrent Engineering Approach (2 of 3) • Advantages • manufacturing able to identify operations capabilities and capacities • early opportunities to procure critical resources with long lead times • early consideration of technical feasibility of the design • emphasis on problem resolution, not conflict resolution MTSU Management 362

  23. Concurrent Engineering Approach (3 of 3) • Difficulties • long-standing existing boundaries can be difficult to overcome • there must be extra communication and flexibility MTSU Management 362

  24. Computer-Aided Design • Computer-Aided Design (CAD) is product design using computer graphics. • increases productivity of designers, 3 to 10 times • creates a database for manufacturing information on product specifications • provides possibility of engineering and cost analysis on proposed designs MTSU Management 362

  25. Standardization/Modular Design Standardization is the extent to which there is absence of variety in a product, service, or process Modular design is a form of standardization in which component parts are subdivided into modules that are easily replaced or interchanged MTSU Management 362

  26. Advantages of Standardization (1 of 2) • Fewer parts to deal with in inventory & manufacturing • Reduced training costs and time • More routine purchasing, handling, and inspection procedures MTSU Management 362

  27. Advantages of Standardization (2 of 2) • Orders fillable from inventory • Opportunities for long production runs and automation • Need for fewer parts justifies increased expenditures on perfecting designs and improving quality control procedures. MTSU Management 362

  28. Disadvantages of Standardization • Designs may be frozen with too many imperfections remaining. • High cost of design changes increases resistance to improvements. • Decreased variety results in less consumer appeal. MTSU Management 362

  29. Advantages of Modular Design Allows • easier diagnosis and remedy of failures • easier repair and replacement • simplification of manufacturing and assembly MTSU Management 362

  30. Quality Function Deployment • A structured approach for integrating the “voice of the customer” into the product or service development process • Ensure that customer requirements are translated into technical terms related to the product or service • Based on a set of matrices • main QFD matrix • house of quality MTSU Management 362

  31. Technical requirements The Main QFD Matrix Importance to customer Customer requirements Relationship matrix MTSU Management 362

  32. Figure 4-7 The House of Quality Correlation matrix Design requirements Customer require- ments Relationship matrix Competitive assessment Specifications or target values MTSU Management 362

  33. Correlation: Strong positive X Positive X X Negative X X X Strong negative * Engineering Characteristics Competitive evaluation Energy needed to close door Energy needed to open door Check force on level ground Accoust. Trans. Window Door seal resistance Water resistance X = Us A = Comp. A Importance to Cust. B = Comp. B Customer Requirements (5 is best) 1 2 3 4 5 AB X Easy to close 7 X AB Stays open on a hill 5 Easy to open 3 XAB A X B Doesn’t leak in rain 3 No road noise 2 X A B Importance weighting 10 6 6 9 2 3 Relationships: Strong = 9 Medium = 3 Reduce energy level to 7.5 ft/lb Reduce energy to 7.5 ft/lb. Target values Reduce force to 9 lb. Maintain current level Maintain current level Maintain current level Small = 1 5 BA BA B B BXA X Technical evaluation (5 is best) B 4 X A X A 3 A X 2 X 1 House of Quality Example MTSU Management 362

  34. Reliability • A measure of the ability of a product to perform its intended function under a prescribed set of conditions (normal operating conditions) • May be a criterion for the buyer • May be a determinant of price MTSU Management 362

  35. Improving Product Reliability • Component design • Testing • Redundancy • Preventive maintenance procedures • User education • System design MTSU Management 362

  36. Service Design • Differences between service design and product design • Overview of service design • Design guidelines • Service blueprinting MTSU Management 362

  37. Differences Between Service Designand Product Design • Products tangible; services intangible • Services created and delivered at the same time • Services cannot be inventoried • Services highly visible to customer • Some services have low barriers to entry and exit • Location often important to service design MTSU Management 362

  38. Goods-service spectrum Steel productionAutomobile fabrication House buildingRoad construction Low service content High goods content Dressmaking Farming Auto Repair Appliance repair Maid Service Manual car wash Increasing goods content Increasing service content Teaching Lawn mowing High service content Low goods content Figure 4-3 MTSU Management 362

  39. High CustomizedClothing Moderate Dept. StorePurchase Low TelephonePurchase None InternetPurchase Low None Moderate High Figure 4-4 Service Variability & Customer Influence Service Design Variability in Service Requirements Degree of Contact with Customer MTSU Management 362

  40. Design Guidelines • Have a single, unifying theme • Make sure the system has capability to handle variability in demand • Include design features to ensure quality • Design system to be user friendly MTSU Management 362

  41. Service Blueprinting • Establish boundaries for the and decide level of detail • Identify the steps involved and describe them • Prepare a flowchart of major steps • Identify potential failure points • Establish timeframe for execution, and an estimate of variability in processing time requirements • Analyze profitability MTSU Management 362

  42. Robodog Great Idea? MTSU Management 362

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