Chapter 4: Product and Service Designsite.iugaza.edu.ps/aschokry/files/2013/08/Dr.-Abed... · 2 Islamic University of Gaza -Palestine – Describe some of the main sources of design

1

Islamic University of Gaza - Palestine

Chapter 4: Product and Service Design


Chapter 4: Learning Objectives

• You should be able to:– Explain the strategic importance of product and service

design– List some key reasons for design or redesign– Identify the key questions of product and service design– Discuss the importance of standardization– Discuss the importance of legal, ethical, and sustainability

considerations in product and service design– Explain the purpose and goal of life cycle assessment– Explain the phrase “the 3 Rs”– Briefly describe the phases in product design and

development

2


– Describe some of the main sources of design ideas– Discuss several key issues in manufacturing design– Name several key issues in service design– Explain the phases in service design– List the characteristics of well-designed service systems– Name some of the challenges of service design

Chapter 4: Learning Objectives (cont.)


• Major factors in strategy– Cost– Quality– Time-to-market– Customer satisfaction– Competitive advantage

Product and Service Design

3


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


Trends in Product & Service Design (Cont’d)

• Increased emphasis on or attention to:

– 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

4


• Translate customer wants and needs into product and service requirements

• Refine existing products and services• Develop new products and services• Formulate quality goals• Formulate cost targets• Construct and test prototypes• Document specifications

Product or Service Design Activities


Reasons for Product or Service Design

• Be competitive• Increase business growth & profits• Avoid downsizing with development of new products• Improve product quality• Achieve cost reductions in labor or materials

5


• Development time and cost• Product or service cost• Resulting product or service quality• Capability to produce or deliver a given product or

service

Objectives of Product and Service Design


Design For Operations

• Taking into account the capabilities of the organization in designing goods and services

6


Idea Generation Sources

• Company’s own R&D department• Customer complaints or suggestions • Marketing research / Perceptual Maps

– Visual comparison of customer perceptions• Suppliers• Salespersons in the field• Factory workers• New technological developments• Competitors / Reverse engineering

– Dismantling competitor’s product to improve your own product

• Benchmarking– Comparing product/service against best-in-class


• Internal– Employees– Marketing department– R&D department– Creativity techniques (structured and unstructured)

• External– Customers (QFD)– Competitors– Suppliers

Sources of Ideas for Products and Services

7


The Design Process

• Begins with motivation for design• To achieve goals of the organization• Ultimately, customer is the driving force • Must have ideas for new or improved designs


• Quality Function Deployment– Voice of the customer– House of quality

Quality Function Deployment

QFD: An approach that integrates the “voice of the customer” into the product and service development process.

8


Reverse Engineering

Reverse engineering is the dismantling and inspecting of a competitor’s product to discover product improvements.


Designing for Manufacturing

Beyond the overall objective to achieve customer satisfaction while making a reasonable profit is:Design for Manufacturing(DFM) The designers’ consideration of the organization’s manufacturing capabilities when designing a product.The more general term design for operations encompasses services as well as manufacturing

9


Manufacturability

• Manufacturability is the ease of fabrication and/or assembly which is important for:

– Cost

– Productivity

– Quality


• Legal– Food and Drug Administration (FDA), Occupational

Health and Safety Administration (OSHA), Internal Revenue Service (IRS)

– Product liability– Uniform commercial code

• Ethical– Releasing products with defects

• Environmental– Environmental Protection Agency (EPA)

Legal, Ethical, and Environmental Issues

10


Regulations & Legal Considerations

• Product Liability - A manufacturer is liable for any injuries or damages caused by a faulty product.

• Uniform Commercial Code - Products carry an implication of merchantability and fitness.


Research & Development (R&D)

• Organized efforts to increase scientific knowledge or product innovation & may involve:– Basic Research advances knowledge about a subject

without near-term expectations of commercial applications.

– Applied Research achieves commercial applications. – Development converts results of applied research into

commercial applications.

11


Standardization

• Extent to which there is absence of variety in a product service or process.


Advantages of Standardization

• Fewer parts to deal with in inventory & manufacturing

• Reduced training costs and time

• More routine purchasing, handling, and inspection procedures

• 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.

12


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.


Product Design

• Product Life Cycles• Robust Design• Concurrent Engineering• Computer-Aided Design• Modular Design

13


• Design for manufacturing (DFM)• Design for assembly (DFA)• Design for recycling (DFR)• Remanufacturing• Design for disassembly (DFD)• Robust design• Design for manufacturability and assembly (DFMA)

Product design


(b) Revised design

One-piece base & elimination of fasteners

(c) Final design

Design for push-and-snap assembly

(a) Original design

Assembly using common fasteners

Design Simplification

24 parts84 seconds to assemble



14


Example (Sony)

Sony could reshape industry with plan to cut parts by 90%. (7 Oct 2003)

Sony is planning to reduce the number of parts it uses for consumer electronics products by nearly 90 per cent in a move that could force widespread restructuring across the industry. The Japanese giant hopes to reduce the number of components used in its complex manufacturing processes from 840,000 to 100,000 by 2005.

For more than half a century, carmakers have been trying to share parts between different models to increase volumes and reduce tooling costs. But in the past two decades the push to make different cars more similar under the skin has gone faster and further than ever before as the same underlying "platform" is used for many different models. PSA Peugeot Citroen and Volkswagen are more advanced in platform-sharing than most rivals, reaping billions of euros of cost savings by producing different-looking models to sell under different names with almost identical underlying engineering.

“


"To produce parts in millions rather than hundreds of thousands generates huge savings for the supplier which can be passed back to the vehicle manufacturer," said Philip Wylie, head of the automotive group at PwC, the accountants. Prof Rhys points to other gains, too. The reduction of complexity makes it far easier to manage inventories, while having fewer suppliers simplifies management of relationships.

In the case of the electronics industry, much depends on whether product designers can be encouraged to simplify new products without sacrificing product cycles and innovation rates far higher than in the automotive industry.

Example (Sony cont.)

15


Can Mercedes Help Revive Chrysler? --- Daimler Is to Tie Units More Closely Together (Wall Street Journal, Feb. 6, 2007)

"We can't compete in this area [small cars] without cooperating. It's a brutally competitive market," said a person familiar with the company's internal deliberations. He added that senior executives from the company's German and American sides are mindful of the need to protect Mercedes's exclusive image and agree in principle that increased component sharing between the brands should be in areas that aren't visible to customers -- for example, sharing steering columns rather than seating materials.

Example


Can Mercedes Help Revive Chrysler? --- Daimler Is to Tie Units More Closely Together (Wall Street Journal, Feb. 6, 2007)

Other people familiar with the matter said that Mr. Zetsche has also privately raised the idea of allowing Chrysler and Mercedes to share the platforms of some of their SUVs, such as the Mercedes M-Class and the Jeep Grand Cherokee.

Example (Mercedes cont.)

16


Life Cycles of Products or Services

Time

Incubation

Growth

Maturity

Saturation

Decline

Dem

and

Figure 4-2


Product Life Cycle

• Introduction– research / product development– process modification and enhancement– supplier development

• Growth– Product design begins to stabilize– Effective forecasting of capacity becomes necessary– Adding or enhancing capacity may be necessary

17


• Maturity– Competitors now established– High volume, innovative production may be needed– Improved cost control, reduction in options, paring down of

product line

• Decline– Unless product makes a special contribution, must plan to

terminate offering

Product Life Cycle (cont.)


Infant mortality

Few (random) failures

Failures due to wear-out

Time

Failure

rate

18


The 3 R’s• REDUCE

– You can help by PRECYCLING. 1/3 of all garbage is packaging. – Buy things that are in packages that can be recycled or are made

of recycled materials. – When you buy something small, say no thanks to a bag.

• REUSE – Many things can be reused before you throw them out. – Use coffee cans and cottage cheese containers for storage – Use backs of paper or backs of used envelopes for jotting notes – Put leftovers in resealable containers instead of using wraps and

foil – Use old clothes as rags for cleaning instead of paper towels – Have a garage sale or donate clothes, books or toys that you don't

use anymore • RECYCLE

– Each year we use: • 25 billion plastic containers • 30 billion bottles & jars • 65 billion aluminum cans • 100 billion pounds of paper


Raw MaterialAcquisit ion

Ma terialProcessing

Ma nufacture& Assembly

Use &Service

Re tirement& Recovery

TreatmentDisposal

open-loopre cycle

reuse

rema nufacture

clo sed-loop recycle

M, E

W W W W W

M, E M, E M, E M, EM, E

W

M, E = Material and Energy inputs to process and distributionW = Waste (gas, liquid, or solid) output from product, process, or distribution

Material flow of product component

Product Life Cycle

19


Robust Design: Design that results in products or services that can function over a broad range of conditions

Robust Design


Taguchi Approach Robust Design

• Design a robust product– Insensitive to environmental factors either in

manufacturing or in use.• Central feature is Parameter Design.• Determines:

– factors that are controllable and those not controllable– their optimal levels relative to major product advances

20


Concurrent Engineering

Concurrent engineering is the bringing together of engineering design and manufacturing personnel early in the design phase.


• Design and Operations personnel are reunited, very early in the design phase, to simultaneously design products and processes.

• We include people from Operations, Purchasing, Marketing. Customers and suppliers are also invited to participate in certain stages of development.

Traditional

Approach

Concurrent

Engineering

Idea Design Manufacturing

Idea / Design / Manufacturing

Concurrent Engineering (cont.)

21


• Smoother transition between Engineering and Operations

• Shorten the new product introduction cycle

• Obtain a product that reflects the needs of the customers and our processing capabilities

Concurrent Engineering objectives


• Operations personnel contribute early on to avoid trial and errors and adapt the product to our capabilities.

• New equipment can be ordered more quickly and reduce the time to market.

• Approach is based on problem resolution as opposed to conflict resolutions.

Concurrent Engineering: Advantages

22


“Over the Wall” Approach

DesignMfg

NewProduct


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

23


Modular Design

Modular design is a form of standardization in which component parts are subdivided into modules that are easily replaced or interchanged. It allows:

– easier diagnosis and remedy of failures– easier repair and replacement – simplification of manufacturing and assembly


Modular vs. Integral Design

§One-to-one mapping between functional elements and components§Interfaces

§Complex mapping from functional elements to components

Modular design

Integral design

integral modular

24


• Tangible – intangible• Services created and delivered at the same time• Services cannot be inventoried• Services highly visible to customers• Services have low barrier to entry• Location important to service

Differences Between Product and Service Design


Service Variability & Customer Influence Service Design

Variabilityin

ServiceRequire-ments

Figure 4-3 Degree of Contact with Customer

High

Moderate

Low

None

None Low Moderate High

TelephonePurchase

Dept. StorePurchase

CustomizedClothing

InternetPurchase

25


• Quality Function Deployment– Voice of the customer– House of quality

Quality Function Deployment

QFD: An approach that integrates the “voice of the customer” into the product and service development process.


The House of Quality

Correlation matrix

Designrequirements

CustomerRequire-ments

Competitiveassessment

Relationshipmatrix

Specificationsor

target valuesFigure 1

26


House of Quality Example

Customer RequirementsPaper will not tearConsistent finishNo Ink BleedPrints Clearly

Importance weighting

Technical requirements

Pape

r Wid

th

Roll

Roun

dnes

s Coa

ting

thic

knes

s

Pape

r Col

or

3 27 36 36 27 9

3123

Correlation:Strong positivePositiveNegativeStrong negative

X*Competitive evaluation

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

X A B

X

B

X AB

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

W m

m

1 m

m to

tal

runo

ut

C m

icro

ns

5 lb

s.

Technical evaluation(5 is best)

6 --4 --3 --2 --1 --

B

AX

BX

BA

X BXA A

BX

Pape

r Th

ickn

ess

Tens

ile

Stre

ngth

with

in a

ppro

ved

pane

l

t mic

ron

*

A BX A

A B

A X

Commercial printer (customer)

Paper company (supplier)


• Shorten time-to-market• Package products and services• Increase emphasis on component commonality• Use multiple-use platforms• Consider tactics for mass customization• Look for continual improvement

Operations Strategy

27


End of Chapter 4


Reliability

• Reliability: The ability of a product, part, or system to perform its intended function under a prescribed set of conditions

• Failure: Situation in which a product, part, or system does not perform as intended

• Normal operating conditions: The set of conditions under which an item’s reliability is specified

28


Improving Reliability

• Component design• Production/assembly techniques• Testing• Redundancy/backup• Preventive maintenance procedures• User education• System design


Quantifying Reliability

Lamp 1 Lamp 2

0.90 X 0.80=0.72*prob. that both will work.

0.90 0.80

29


Availability

It measures the fraction of time a piece of equipment is expected to be operational.

Availability= MTBF/(MTBF + MTR)Where, MTBF = mean time bet. Failures

MTR = mean time to repair


• A copier is expected to be able to operate for 200 hours between repairs, and the mean repair time is expected to be two hours. Determine the availability of the copier.

MTBF=200 hrs, MTR= 2 hrsA= 200/(200+2) = 0.99

Availability & Example

30


Determine the reliability of the system.

System reliability =.98x.99x.996 = .966

0.98

0.90

0.90

0.92

0.95

0.98

.90+.90(1-.9).95+.92(1-.95)

Chapter 4: Product and Service Designsite.iugaza.edu.ps/aschokry/files/2013/08/Dr.-Abed... · 2 Islamic University of Gaza -Palestine – Describe some of the main sources of design

Documents