Chapter 2: Development
process and organizations
EIN 6392, Summer 2012
Product Design for Manufacturability and
Automation
Outline
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Product development process
Variants of the generic process
Organizational linkages for product
development
Organizational types
Factors for choosing an organizational
structure.
Traditional design methods
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Product development process
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Input
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Constraint
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Corporate mission
Regulation & rules
Know-how
Output
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Needs
Product launch
Mechanism
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Resources & tools
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Mission statement
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A set of long-term goals unique to each
organization and including statements about the
kind of business the company wants to be in, who
its customers are, its basic beliefs about business,
and its goals of survival, growth, and profitability.
Identify the target market for the product, provides
a basic functional description of the product, and
specifies the business goal of the effort.
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Mission statement - example
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Security Plastics
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Our mission is to constantly increase customer
satisfaction by meeting and exceeding their needs,
providing the highest quality engineered custom
injection molded thermoplastic components,
working in partnership with our valued customers
and suppliers.
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Core development stages
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Solution approach
Concept design
Architectural design
Detailed design
Process design
Fabrication and assembly
Test and deployment
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Solution Approach
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Concept for solutions
DFX
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Concept development
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A description of the form, function, and
features of a product
A set of specifications
An economic justification of the project.
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System (architectural) design
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Definition of product architecture, with an
assembly layout.
Division of the product into subsystems and
components, each with a functional
specification.
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Detailed design
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Complete specification of the geometry,
materials, and tolerances of each of the
unique parts
Identification of all standard parts to be
purchased.
Establishment of a process plan and tooling
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Test and refinement
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Construction and evaluation of multiple pre-production
versions of the product.
Early (alpha) prototypes are usually built with productionintent parts (but may not be with the intended production
processes) for testing in the designer's environment, if the
design intent and key customer needs are met.
Later (beta) prototypes are built with parts supplied by the
intended production processes (but may not be with the
intended-assembly process), tested by customers in their
environment, and to evaluate product performance and
reliability.
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Production ramp-up
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The product is made using the intended
production system.
To train the work force and to work out any
remaining problems in the production
processes.
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A generic concept
development process
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2.
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5.
6.
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Identifying customer needs
Establishing target specifications
Concept generation
Concept selection
Concept testing
Setting final specifications
Project planning
Economic analysis
Benchmarking of competitive products
Modeling and prototyping
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Variants of the development
process
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Market pull products
Technology push products
Platform products
Process-intensive products
Customized products
high-risk product
Quick build products
Complex systems
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Variants
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Market-pull products
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Technology-push products
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The firm begins with a new technology and then finds a
market for it. Glue for “post-it.”
Platform products
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The firm finds a market opportunity and a technology
to meet customer's needs. Thermo care.
Use of a proven technology platform to build a new
product. Instant film used in Polaroid cameras.
Process-intensive products
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Develop product and process simultaneously.
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Variants
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Customized products
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High-risk products
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Intensive and early test and analysis
Quick-build products
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Build a new product by varying existing configurations.
Rapid modeling & prototyping at testing phase
Complex systems
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Subsystems and integration worked by teams
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Organizational linkages
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Reporting relationship
Financial arrangement
Physical layout.
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Organizational types
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Strict functional organization
Strict project organization
Matrix organization
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Matrix organization
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A hybrid of functional and project organizations
Each individual is linked to others according to
both the project they work on and their functions
Each has two supervisors: project manager and
functional manager.
Two variants of the matrix organizations
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Heavyweight project organization (i.e., strong project
links).
Lightweight project organization (strong functional
links).
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Factors for affecting an org.
structure
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Importance of cross-functional integration
Criticalness of cutting-edge functional
expertise to business success
Utilization of resources from each function
Importance of product development speed
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Traditional design methods
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Aggregation
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Adaptation
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(apply a proven technology to a new area)
analysis of properties
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(adapt to new conditions)
Application
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(include new functions)
(thorough analysis of an existing design to improve)
Brainstorming
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(find many solutions to a problem)
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Traditional design methods
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systematic search of field
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Questioning
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(apply a system of questions to produce mental
simulation)
mental experiment
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(obtain complete possible information)
(observe an idealized mental model at work)
value analysis
Evaluation
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(find best variant among a few by point-counting)
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Traditional design methods
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invention
Iteration
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(to solve a system with complicated interactions)
experimentation
division of totality
math & computer modeling
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Chapter 2: Home work
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Exercise (Analysis of Properties)
Focus on materials selection for an existing product
Steps:
1. Examine each component of a product (an incandescent bulb, stapler, can opener).
2.
Break the product or decompose it, avoiding injury to eyes or hands and damage to
the other components.
3. Construct and complete a table consisting the following items on its columns.
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a. list each component of the product
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b. define the function of each component
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c. identify the material used
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d. reason why it was selected
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e. select possible alternative.
4. List five failure mechanisms
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