INDUSTRIAL MANAGEMENT

Mechanical IV-I Semester JNTUH

UNIT III
PRODUCT DESIGN PROCESS:
There are various product design processes and many focus on different aspects. The process shown below, for
example, is "The Seven Universal Stages of Creative Problem-Solving," outlined by Don Koberg and Jim
Bagnell. It helps designers formulate their product from ideas. This process is usually completed by a group of
people, i.e. industrial designers, field experts (e.g. prospective users), engineers, etc. depending upon the
products involved. The process focuses on figuring out what is required, brainstorming possible ideas, creating
mock prototypes, and then generating the product. However, that is not the end of the process. At this point,
product designers would still need to execute the idea, making it into an actual product and then evaluate its
success by seeing if any improvements are necessary.
The product design process has experienced huge leaps in evolution over the last few years with the rise and
adoption of 3D printing. New consumer-friendly 3D printers can produce dimensional objects and print
upwards with a plastic like substance opposed to traditional printers that spread ink across a page.
The design process follows a guideline involving three main sections:
1. Analysis
2. Concept
3. Synthesis
The latter two sections are often revisited, depending on how often the design needs touch-ups, to improve or to
better fit the criteria. This is a continuous loop, where feedback is the main component. [6] To break it down even
more, the seven stages specify how the process works. Analysis consists of two stages, concept is only one
stage, and synthesis encompasses the other four.

1. Analysis:

Accept Situation: Here, the designers decide on committing to the project and finding a solution to the
problem. They pool their resources into figuring out how to solve the task most efficiently

Analyze: In this stage, everyone in the team begins research. They gather general and specific materials
which will help to figure out how their problem might be solved. This can range from statistics,
questionnaires, and articles, among many other sources.

2. Concept:

Define: This is where the key issue of the matter is defined. The conditions of the problem become
objectives, and restraints on the situation become the parameters within which the new design must be
constructed.

3. Synthesis:

Ideate: The designers here brainstorm different ideas, solutions for their design problem. The ideal
brainstorming session does not involve any bias or judgment, but instead builds on original ideas.

Select: By now, the designers have narrowed down their ideas to a select few, which can be guaranteed
successes and from there they can outline their plan to make the product.

Implement: This is where the prototypes are built, the plan outlined in the previous step is realized and
the product starts to become an actual object.
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Evaluate: In the last stage, the product is tested, and from there, improvements are made. Although this
is the last stage, it does not mean that the process is over. The finished prototype may not work as well as
hoped so new ideas need to be brainstormed.

STEPS INVOLVED IN PRODUCT DESIGN PROCESS:

1. Idea Development: Someone thinks of a need and a product/service design to satisfy it: customers,
marketing, engineering, competitors, benchmarking, reverse engineering
2. Product Screening: Every business needs a formal/structured evaluation process: fit with facility and labor
skills, size of market, contribution margin, break-even analysis, return on sales
3. Preliminary Design and Testing: Technical specifications are developed, prototypes built, testing starts
4. Final Design: Final design based on test results, facility, equipment, material, & labor skills defined,
suppliers identified

PROCESS SELECTION:
Process Selection: Process selection refers to deciding on the way production of goods or services will be
organized.
Process selection occurs as a matter of course when new production or services are being planned. However, it
also occurs periodically due to technological changes in products or services in products or equipment, as well
as competitive pressures.
Three primary questions bear on process selection:
1. How much variety in products or services will the system need to handle?
2. What degree of equipment flexibility will be needed?
3. What is the expected volume of output?
Process Selection decisions determine the type of productive process to be used and the appropriate span of that
process. For example, the managers of a fast-food restaurant may be required to decide whether to produce food
strictly to customer order or to inventory. The managers must also decide whether to organize the process flow
as a high-volume line flow or a low-volume batch production process.

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Process selection is sometimes viewed as a layout problem or as a series of relatively low-level decisions. But,
on the contrary, process selection is strategic in nature and is of utmost importance. Process decisions affect
costs, quality, delivery, and flexibility of operations.

Process Selection Decisions:

Process can be classified and selected according to product flow and the type of customer order. The customer
order is generally of two types make-to-stock and make to order.
Make-to-stock aims to produce products in advance and helps to have ready stock when demands occur. This is
applicable for a product which has no specific customer at the time of manufacturing. For example, tooth paste,
soap etc.,
Make-to-order aims to manufacture products only on orders. For example, crane manufacturing, ship, boiler,
building constructions etc.
Factors influencing Process Selection:
The following six factors influence process selection:
1. Market Conditions
2. Capital requirements

3. Labor
4. Management Skills

5. Raw Materials
6. Technology

7. A good process selection requires a careful analysis of each of the above factors through several
types of studies. A market research study should be done to assess potential demand and other
market conditions. Future sales should be projected in terms of a range of possible estimates like,
pessimistic, most likely and optimistic.
8.
9. PROCESS TYPES: There are five basic process types:
1. Job Shop

4. Continuous

2. Batch

5. Project

3. Repetitive

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1.

Job Shop:

Operates on relatively small scale

Used when a low volume is needed

High variety of goods/services

High flexibility using general purpose equipment

Skilled workers
2.

Examples: Dress designing, Medical services by doctors etc.

2. Batch:

Used when moderate volume of goods or services is desired

Processing at regular intervals

Equipment need not to be flexible

The skill level of workers need not be too high

3.

Examples: Bakeries, movie theaters, paints, ice creams magazines etc.

4.
5.

3. Repetitive:

Higher volumes of more standardized goods or services

The standardized processing means only slight flexibility of equipment needed

Skill of workers is generally low

6.

Examples: Automatic car wash, assembly lines etc.

4. Continuous:

When a very high volume of non-discrete goods are required

Highly standardized output is desired

No need for equipment flexibility

Workers skill requirements can range from low to high

7.

Examples: Petroleum products, steel, sugar flour etc.

8.