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Chapter 4

Product Design

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Product Development Process Economic Analysis of

Development Projects Designing for the Customer Design for Manufacturability Measuring Product Development

Performance

OBJECTIVES

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Typical Phases of Product Development

Planning

Concept Development

System-Level design

Design Detail

Testing and Refinement

Production Ramp-up

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Economic Analysis of Project Development Costs Using measurable factors to help

determine:– Operational design and development

decisions– Go/no-go milestones

Building a Base-Case Financial Model– A financial model consisting of major

cash flows– Sensitivity Analysis for “what if” questions

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Designing for the Customer

Quality FunctionDeployment

Value Analysis/Value Engineering

Ideal Customer Product

House of Quality

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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: The House of Quality

Customer Requirements

Importance to

Cust.

Easy to close

Stays open on a hill

Easy to open

Doesn’t leak in rain

No road noiseImportance weighting

Engineering Characteristics E

nerg

y ne

eded

to

clo

se d

oor

Che

ck

forc

e on

le

vel

grou

ndE

nerg

y ne

eded

to

ope

n do

or

Wat

er r

esis

tanc

e

10 6 6 9 2 3

7

5

3

3

2

XX

X

XX

Correlation:Strong positivePositiveNegativeStrong negative

X*Competitive evaluation

X = UsA = Comp. AB = Comp. B(5 is best)1 2 3 4 5

X AB

X AB

XAB

A X B

X A B

Relationships:Strong = 9Medium = 3Small = 1Target values

Red

uce

ener

gy

leve

l to

7.5

ft/l

b

Red

uce

forc

eto

9 lb

.R

educ

e en

ergy

to 7

.5 f

t/lb

.M

aint

ain

curr

ent l

evel

Technical evaluation(5 is best)

54321

BA

X

BAX B

AX

BXA

BXABAX

Doo

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Acc

oust

. Tra

ns.

Win

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Mai

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Mai

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el

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Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals.

Customer requirements information forms the basis for this matrix, used to translate them into operating or engineering goals.

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9Designing for the Customer: Value Analysis/Value

Engineering

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?

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Design for Manufacturability

Traditional Approach– “We design it, you build it” or “Over the

wall”

Concurrent Engineering– “Let’s work together simultaneously”

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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?

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Measuring Product Development Performance

Measures

•Freq. Of new products introduced•Time to market introduction•Number stated and number completed•Actual versus plan•Percentage of sales from new products

•Freq. Of new products introduced•Time to market introduction•Number stated and number completed•Actual versus plan•Percentage of sales from new products

Time-to-marketTime-to-market

ProductivityProductivity

QualityQuality

•Engineering hours per project•Cost of materials and tooling per project•Actual versus plan

•Engineering hours per project•Cost of materials and tooling per project•Actual versus plan

•Conformance-reliability in use•Design-performance and customer satisfaction•Yield-factory and field

•Conformance-reliability in use•Design-performance and customer satisfaction•Yield-factory and field

Performance Dimension

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End of Chapter 4