1

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

Chapter 2
Product Design and Development

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

OBJECTIVES
Product Development Process Economic Analysis of Development Projects Designing for the Customer

Design for Manufacturability Measuring Product Development Performance

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc., All

Typical Phases of Product Development

Planning Concept Development System-Level design Design Detail Testing and Refinement Production Ramp-up
2006 The McGraw-Hill Companies, Inc., All

McGraw-Hill/Irwin

Economic Analysis of Project Development Using measurable factors to help Costs

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

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

Designing for the Customer

House of Quality

Quality Function Deployment

Ideal Customer Product

Value Analysis/ Value Engineering

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

Designing for the Customer: Quality Function Deployment

Interfunctional teams from marketing, design engineering, and manufacturing Voice of the customer House of Quality

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

Designing for the Customer: The House of Quality

Correlation:
X X X X

Water resistance

Energy needed to close door Door seal resistance Check force on level needed Energy ground door to open Accoust. Trans. Window

Engineering Im po Characterist Cu st. rtan ics Customer ce to Requirements Easy to close 7

Strong positive Positive Negative Strong negative

X = Us A = Comp. A B = Comp. B (5 is best) 1 2 3 4

Competitive evaluation

X X AB

AB

Stays open on a hill 5

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

Easy to open

XAB A XB X A B

Doesnt leak in rain 3 No road noise 2 Importance weighting Target values

5

Reduce energy level to 7.5 ft/lb Maintain current level

Reduce force to 9 lb. Reduce energy to 7.5 ft/lb. Maintain current level Maintain current level

10

Relationships:
Strong = 9 Medium = 3 Small = 1

Technical evaluation 4 3 (5 is best) 2

1

B A X

BA X

B A X

B X A

BXA

BA X

The McGraw-Hill Companies, Inc., 2004

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 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?

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

10

Design for Manufacturability

Traditional Approach
We design it, you build it or Over the wall

Concurrent Engineering
Lets work together simultaneously

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

11

Design for Manufacturing and Assembly

1.

2.

3.

Greatest 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?

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

Measuring Product Development Performance Measures Performance Freq.Of new products introduced Freq. Of new products introduced Dimension
Time-to-market Time-to-market
Timeto market introduction Time to market introduction Numberstated and number completed Number stated and number completed Actualversus plan Actual versus plan Percentageof sales from new products Percentage of sales from new products

12

Productivity Productivity

Engineeringhours per project Engineering hours per project Costof materials and tooling per project Cost of materials and tooling per project Actualversus plan Actual versus plan Conformance-reliabilityin use Conformance-reliability in use Design-performanceand customer satisfaction Design-performance and customer satisfaction Yield-factoryand field Yield-factory and field

Quality Quality
McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All

13

End of Chapter 2

McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All