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Operations Management For Competitive Advantage 1
Product Design & Process Product Design & Process Selection - ManufacturingSelection - Manufacturing
Operations ManagementFor Competitive Advantage
Chapter 5
Operations Management For Competitive Advantage 2
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
Operations Management For Competitive Advantage 3
Typical Phases of Product Design Development Concept Development
Product Planning
Product/Process Engineering
Pilot Production/Ramp-Up
Operations Management For Competitive Advantage 4
Concurrent EngineeringDefined 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.
Operations Management For Competitive Advantage 5
Designing for the Customer
Quality FunctionDeployment
House of Quality
Value Analysis/Value Engineering
Ideal Customer Product
Operations Management For Competitive Advantage 6
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 noise
Importance weighting
Engineering Characteristics
Ene
rgy
need
ed
to c
lose
doo
r
Che
ck f
orce
on
leve
l gro
und
Ene
rgy
need
ed
to o
pen
door
Wat
er r
esis
tanc
e
10 6 6 9 2 3
7
5
3
3
2
X
X
X
X
X
Correlation:
Strong positive
Positive
NegativeStrong 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 = 9
Medium = 3
Small = 1Target values
Red
uce
ener
gy
leve
l to
7.5
ft/l
b
Red
uce
forc
eto
9 lb
.
Red
uce
ener
gy to
7.5
ft/
lb.
Mai
ntai
ncu
rren
t lev
elTechnical evaluation(5 is best)
5
4321
B
A
X
BA
X B
A
X
B
X
A
BXABAX
Doo
r se
al
resi
stan
ce
Acc
oust
. Tra
ns.
Win
dow
Mai
ntai
ncu
rren
t lev
el
Mai
ntai
ncu
rren
t lev
el
7
Operations Management For Competitive Advantage 8
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?
Operations Management For Competitive Advantage 9
Design for Manufacturability
Traditional Approach– “We design it, you build it” or “Over the wall”
Concurrent Engineering– “Let’s work together simultaneously”
Operations Management For Competitive Advantage 10
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?
Operations Management For Competitive Advantage 11
Types of Processes
Conversion
Fabrication
Assembly
Testing
Operations Management For Competitive Advantage 12
Process Flow Structures
Job shop
Batch shop
Assembly Line
Continuous Flow
Operations Management For Competitive Advantage 13
IV.Continuous
Flow
III.Assembly
Line
II.Batch
I.Job
Shop
LowVolume,One of a
Kind
MultipleProducts,
LowVolume
FewMajor
Products,HigherVolume
HighVolume,
HighStandard-
ization
CommercialPrinter
French Restaurant
HeavyEquipment
Coffee Shop
AutomobileAssembly
Burger King
SugarRefinery
Flexibility (High)Unit Cost (High)
Flexibility (Low)Unit Cost (Low)
Exhibit 5.10Exhibit 5.10
Operations Management For Competitive Advantage 14
Virtual FactoryDefined
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.
Operations Management For Competitive Advantage 15
Process Flow DesignDefined 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.
Operations Management For Competitive Advantage 16
Example: Assembly Chart (Gozinto)
A-2SA-2
4
5
6
7
Lockring
Spacer, detent spring
Rivets (2)
Spring-detent
A-5Component/Assy Operation
Inspection
From Exhibit 5.14From Exhibit 5.14
Operations Management For Competitive Advantage 17
Example: Process Flow Chart
Material Received from Supplier
Inspect Material for Defects Defects
found?
Return to Supplier for Credit
Yes
No, Continue…
Operations Management For Competitive Advantage 18
Global Product Design and Manufacturing Strategies
Joint Ventures
Global Product Design Strategy
Operations Management For Competitive Advantage 19
Measuring Product Development Performance Time-to-market
Productivity
Quality