Product Design Lecture Notes

Product Design (MM ZG541) BITS Pilani Pilani Campus

Introduction Lecture 1 Product Planning Srinivas Kota

Outline • Course Structure • Introduction • Product Planning

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Product Design MMZG541

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Introduction Introduction to design Modern product development process Innovative thinking

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Product Development Process Product development teams Product development planning process and basic tools

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Scoping Product Development What to develop? Mission statement Technical questioning Business case analysis Design drivers

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Product Specification Development Identifying the customer needs Establishing product function Benchmarking Establishing product specifications

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Portfolios and Product Architecture Architecture types Modularity design Implications

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Conceptual Design Concept generation Concept selection Concept testing and embodiment

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Physical Prototypes and Models Prototype and model basics Principles of prototyping Rapid prototyping

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Product Development Economics Economic analysis process Qualitative and quantitative analyses

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Design for Manufacturing and Assembly Methods of designing for manufacturing and assembly

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Design for Environment Life Cycle Assessment Methods for designing environmentally conscious products

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Industrial Design Need for industrial design Industrial design process Management Assessing the quality of industrial design

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Evaluation Scheme • EC-1 • EC-2 • EC-3

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15% (3 Quizs) 35% (Mid-Semester Exam) (CB) 50% (Comprehensive Exam) (OB)


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Product design – An introduction

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Why study Product Design • Economic success of most firms depends on their ability to identify needs of customers • Translate those needs into physical products at optimal cost • Craftsmanship style of working is on rapid decline – – –

Intuition based Poor repeatability Lack of customer focus

• Bad Perception that people will buy “whatever is designed good”

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Why study Product Design • Modern Product attributes desired by customers – Quality / Performance of product is order qualifier (Not order winner) – Value worth the price – Robust performance is desired (Taking into account adverse environmental conditions and usage patterns) – Easily serviceable – Maintenance free – Higher second value ( implies less wear and tear)

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Case for Product design • Firestone ( US Tyre manufacturer ) had 70 years of tyre manufacturing experience till 1970s • It had good relations with 3 auto makers of Detroit • Had good presence in Europe too • In late 1970s, Michelin, French company introduced Radial tyres in US Market • Firestone could not respond as they were improving the existing tyres and not adapting the new technology • They went almost into bankruptcy during that decade In 1988, they were sold to Bridgestone, Japanese tyre maker 7/23/2016


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The course is applicable to… •

Engineered, discrete, physical products

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Terminologies • Product Development • Design and Development • Research and Development

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Terminologies • Research and development – Responsible for development of new technology – Generally R&D transfers the technology to product development team – Product development team applies the technology to new product development

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Terminologies • Design and development – Set of technical activities (Sizing shaft diameter or calculating energy loss, efficiency etc.) and is within product development process – Design process is the set of technical activities within a product development process – Responsible for technical specification, new concept development, Detailed Engineering

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Terminologies • Product development – Product development is entire set of activities required to bring a new concept to saleable product – Includes Business case analysis, Marketing efforts, technical engineering design, manufacturing plans, validation of product design

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Shape memory alloys R&D activity identifies the material which retains the shape upon Heating and on cooling they can be deformed easily

Product development intelligently uses them in simple applications such as below.

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Types of design • Original design • Adaptive design • Variant design

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Original design • Few successful original designs occur over time • Disrupt the market • Replaces old equipment, manufacturing methods etc • Refrigeration ,air conditioning industry used to work on harmful Ozone depleting Chloro flouro carbon gases (CFCs) such as R12, R-11 etc and HCFCs such as R-22 , R-502 • Development of Zero ozone depleting HFCs(Hydro flouro carbons) such as R-410A, R-134a impacted the industry to change majority of components, processes etc

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Adaptive design • Adapting a known system to a changed task • Reciprocating / Rotary mechanisms were known to industrial world since 1900s • Domestic air conditioning market used to be dominated by reciprocating compressors (for compressing refrigerant) • With new Rotary compressors (Size /weight being only half) able to work in harsh climates got developed, replaced most of reciprocating compressors

Rotary 7/23/2016

Reciprocating Product Design MMZG541

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Variant design • Extension of product platforms • Variation of Size , geometry, material properties, control parameters etc. • Company has products such as motors till 15kW • Extension of the product range to say 100 kW is variant design • Development of Engine exhaust tail pipe in plastic instead of metal is yet another example • Here Engineering studies and principles help directly most and majority of the times.

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Redesign • All the design concepts discussed are basically redesign only • People used landlines for communication through long distances, however had a serious limitation that they were not portable • Mobile phones addressed the issue and made communication portable. • A design solution (Mobile phone) which overcomes shortcoming of existing product (Landline) can be termed as redesign.

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Challenges of product development • Trade –offs • Dynamics of market • Details • Time pressure • Economics

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What interests the people • Creation • Satisfaction of societal and individual needs • Team diversity • Team spirit

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Product development process

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Introduction • Product development is a process • Process is sequence of steps to convert certain inputs into useful outputs • Product development process involves steps which a organization employs to conceive, design and commercialize a product.

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At Macro level…. Understand the opportunities (Weakness of landlines- Not portable)

All activities needed to make the decision to launch a new product development effort

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Develop a concept

Implement the concept

(Look for new solutions or verify any other form of same usage)

(Translate the concept to physical product)

All activities needed to make the decision what the product will be


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All activities needed to make the product and every product work well all the time. 34

Understand the opportunity Some relevant questions are What do we use as a product? What is the difficulty? Why does not it do what we want it to be?

Anyone can have wild visions! Can those visions be transformed to realities? Can it be developed and implemented? Can it generate worthwhile profit?

On concluding above, organization is clear on State of competitive market Customer population, preferences Available technologies

Above information will decide whether to go ahead or drop the idea into new product development

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Develop a concept - Target specifications are set - Product positioning in market place is thought of - Divide the product concept into input , output, transformation models - In this phase, what the product has to do is more important than how it needs to be done - Develop alternative functional models (on drawing board) and sub functions to achieve them - Select best possible functional models

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Implement a concept Till last two stages, product existed only in paper, in this phase it turns into physical product - Detailed Engineering - Modelling - Prototyping - Design for X - Robust design - Production planning, manufacturing Engineering - Quality control gate implementation Caution: Changes are difficult at this stage. 7/23/2016


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Six phase product development Steps outlined in reference book - Planning - Concept development - System level design - Detail design - Testing and Refinement - Production ramp-up 7/23/2016


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Staged gateway development process 46% of the resources that companies devote to the conception, development and launch of new products go to projects that do not succeed - they fail in the marketplace or never make it to market.

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Staged gateway development process Stage 0 -Discovery: Activities designed to discover opportunities and to generate new product ideas. Stage 1 -Scoping: A quick and inexpensive assessment of the technical merits of the project and its market prospects. Stage 2 -Build Business Case: This is the critical homework stage - the one that makes or breaks the project. Technical, marketing and business feasibility are accessed resulting in a business case which has three main components: product and project definition; project justification; and project plan. Stage 3 -Development: Plans are translated into concrete deliverables. The actual design and development of the new product occurs, the manufacturing or operations plan is mapped out, the marketing launch and operating plans are developed, and the test plans for the next stage are defined. Stage 4 -Testing and Validation: The purpose of this stage is to provide validation of the entire project: the product itself, the production/manufacturing process, customer acceptance, and the economics of the project. Stage 5 -Launch: Full commercialization of the product - the beginning of full production and commercial launch. 7/23/2016


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Thank you

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Product Design (MM ZG541) BITS Pilani

Lecture 2

Teams PD Process Tools

Pilani Campus

Srinivas Kota

Outline • Teams – – – – –

Composition Roles Myers-Briggs Type Indicator Team building Team Evaluation

• PD Process Tools – Gantt Charts – PERT/CPM 30 July 2016


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Introduction • New products do not result from routine exercises • Novel solutions require Imagination – common and extraordinary problems

• Individuals need to work in teams • Composition of design team • Ability to plan and schedule a complex product development project • Creation of vibrant environment for the team and structuring team’s activities are key to success of any organization 30 July 2016


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Need for a team • Products are getting complex • Washing Machine: – Mechanical components such as housing, drum, Pump etc – Electrical components like motor, capacitor, power cord etc, – Electronics parts such as Printed Circuit Boards, user interface – Safety , Fire related 30 July 2016


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Need for a team • Automobile: – – – – – – – –

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Aerodynamics Styling Air conditioning Industrial design Instrumentation Environmental Legal and many more!!


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Team • Team – two or more persons engaged in a common goal – dependent on one another for results – joint accountability for the outcomes

• Does not help us work as teammates

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Organisational Realities • Many organizations exhibit characteristics that leads to dysfunctional product development team – Lack of empowerment of the team – Functional “Kidnapping” – Inadequate resources – Lack of cross functional representation on the project team

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PRIDE Principles • PRIDE principles – – – – –

Purpose Respect Individuality Harnessing Discussions Excellence

• Team composition – – – –

Synergy Unity Competence Consensus

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Team Roles • Administrator / Reviewer – Monitors project and judges outcomes

• Trouble shooter / Inspector – Repairs problems and solves impediments to progress

• Producer / Test pilot – Brings tasks to fruition and reality

• Manager / Coordinator – Supervises and leads tasks

• Conserver / Critic – Preserves teams goals, addresses moral issues

• Expediter / Investigator – Experiences the team goals, gets facts and know-how 30 July 2016


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Team Roles • Conciliator / Performer – Detects and fixes interpersonal issues

• Mockup Maker / Prototype Maker – Builds and tests rough prototypes

• Visionary – Imagines various product forms and uses

• Strategist – Speculates on and plans project and product future

• Need finder – Evaluates human factors and consumer issues 30 July 2016


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Team Roles • Entrepreneur / Facilitator – Explores new products and methods, inspires, and motivates

• Diplomat / Orator – Harmonizes team, client and customer

• Simulator / Theoretician – Attempts to understand phenomena, analyses performance and efficiency

• Innovator – Synthesizes new products, improves solutions

• Director / Programmer – Sets deadlines and breaks bottlenecks 30 July 2016


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Behavioral Roles….. • Organiser – Reliable person concerned about the practical aspects of the design process

• Motivator – Confident person in charge of the schedule and goals of a design team

• Pusher – Dynamic person forcing a design team to work faster

• Soldier – Creative person predominately generating solutions

• Gatherer – Extroverted person searching for information and communicating with others outside the team 30 July 2016


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Behavioral Roles….. • Listener – Perceptive person perceiving and combining the ideas and statements of others

• Completer – Conscientious person eliminating the last flaws of a design

• Specialist – Dedicated person with extensive knowledge in a special field

• Evaluator – Strategically thinking person concerned about alternatie solutions 30 July 2016


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Myers – Briggs Type indicator • MBTI is a simple measurement indicator of how people behave and contribute in work environment • Developed by Carl Jung (1875-1961) • Psychology as basis for personality • Isabel Myers and Katherine Briggs applied the theory and developed MBTI Indicators • Final MBTI type category indicates how a person makes decisions or comes to conclusions

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Myers – Briggs Type indicator

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Personality types • How a person is energized – Introversion • Seldom interacts with others, they gain energy by processing information internally

– Extroversion • They initiate and tend to get energy from surrounding

•

What a person pays attention to – Intuition • Based on future thinking. Visionary , can take decisions without any data

– Sensing • Depends on 5 senses and believe in hard data 30 July 2016


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Personality types • How a person decides – Thinking •

Relies on cause and effect / Logic

– Feeling •

Works on how ideas are communicated - Feelers

• What kind of outlook a person adopts – Perception •

Considers all data to arrive at conclusion, Slow decision making

– Judgment • 30 July 2016

Quickly comes to conclusion with the data (facts) on hand Product Design MMZG541

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Role mapping

E- Extroversion S- Sensing

I – Introversion N – Intuition

T – Thinking J – Judgement

F – Feeling P - Perception

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Who is an effective team member A Good Team Member There is a set of attitudes and work habits that you need to adopt to be a good team member: – – – –

Take responsibility for the success or failure of the team Be a person who delivers on commitments Be a contributor to discussions Give your full attention to whomever is speaking and demonstrate this by asking helpful questions – Develop techniques for getting your message across the team – Learn to give and receive useful feedback 30 July 2016


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Characteristics of effective team • Team goals are more important to individual goals • Understand the goals and committed to achieve • Trust replaces fear, and people feel comfortable taking risks • Respect, collaboration, and open-mindedness • Team members communicate readily; diversity of opinions is encouraged • Decisions are made by consensus and have the acceptance and support of the members of the team 30 July 2016


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Organisational structures • Structure of product development teams is very important • Two such structures exists • Function based – Specialized education, training or experience – Marketing, Design and Manufacturing)

• Project based • Handpicked individuals from each functions are put together and asked to execute a project 30 July 2016


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Functional organization • Individuals, working on one or a limited number of tasks each, are grouped according to their technical expertise. • Individuals with similar technical background form the basic building blocks of the formal reporting lines. • Integration with other functions a tedious task. • Because people are motivated by the need to deepen their knowledge base in certain area, these groups face tremendous difficulties when attempt to integrate their findings into a specific product to address a specific market need. 30 July 2016


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Project organization • Individuals of different technical/functional expertise are grouped into an organizational subunit responsible for one product or service (or potentially a limited set of closely related products/services). • Although from different technical/functional backgrounds the group builds a group identity ,their focus is to create a product. • The team leader takes the customer’s perspective and focuses the team on defining and creating a cohesive product or service. 30 July 2016


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Some thoughts on organization • Project organization focusses on result, the product itself while neglecting building technological excellence in the long run. • Functional organizations, in contrast, focus on building technological excellence, while neglecting the product / customer.

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Stages of Team Development • Orientation (Forming) – The members are new to the team – They are probably both anxious and excited, yet unclear about what is expected of them

• Dissatisfaction (Storming) – Now the challenges of forming a cohesive team become real – Differences in personalities, working and learning styles, cultural backgrounds, and available resources begin to make themselves known

• Resolution (Norming) – The dissatisfaction abates when team members establish group norms, either spoken or unspoken, to guide the process, resolve conflicts, and focus on common goals

• Production (Performing) – This is the stage of team development we have worked for

• Termination (Adjourning) – When the task is completed, the team prepares to disband. Good teams make suggestions on how to improve the team experience 30 July 2016


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Team Evaluation • • • • • • • • • •

Unity Self direction Group climate Communication Distribution of leadership Distribution of responsibility Problem solving Conflict management Decision making Group self evaluation

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Unity (Degree of unity, cohesion) • Is group just a collection of individuals? (little or no group feeling) • Is unity of team by external factors or by real friendship? (some group) • Is group very close but needs little exercise? • Strong common purpose and spirit based on real friendship.

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Self-Direction ( group’s own motive / power) • Little drive from anywhere among members? • Group has some self propulsion but needs some push? • Is there domination from strong single member or leader? • Does initiation, planning , execution and evaluation come from group as a whole?

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Group Climate (extent to which members feel free to share) • Does climate inhibits good fun, behavior and opinions? • Members freely express needs? • Member express themselves but without observing interest of total group? • Member express freely taking in to account welfare of team?

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Communication (manner of expressing idea/ opinion) • Very little discussion occurs. • Members listen carefully but do not express views. • Domination of “own” opinion? • Communications are open, two way, deep and lengthy

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Distribution of Leadership • Non of the members take leader roles. • Some take leader role but maximum remain passive follower. • Many member taker leadership role quite few are always followers. • All members of group share responsibilities.

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Distribution of Responsibility • Everyone tries to get out of jobs. • Responsibilities are carried out by few members? • Some accept responsibility but do not carry them out. • Responsibilities are distributed and carried out by every member.

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Problem Solving (Group’s ability to think straight , make use of everyone's idea and deicide creatively about its problems)

• Not much thinking as a group, Decision made hastily or group lets leaders do most of the thinking ? • Some cooperative thinking but group gets tangled up in pet ideas, confused movement towards good solution. • Not an orderly process ? • Good pooling of ideas and orderly thoughts. Everyone's ideas are used to reach the final plan. 30 July 2016


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Conflict Management (how group deals with conflicts) • Group ignores or avoids disagreement to detriment of task ? • Friendly group discussion but little analysis of problem ? • Members argue their own points and try to dominate others ? • Differences are presented, thrashed through to sound understanding , acknowledged in decision making.

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Decision Making (how group arrives at final decision) • One or two members lead group and dominate decision ? • Decisions are always hard to reach and group allows deadlines to dictate course to take ? • Are decision hastily made without working through options ? • Decisions are reached after through consideration of options and consequences of each possible option.

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Product development Planning

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Planning • Basic Constituents of of planning are – What • Tasks

– When • Schedule

– Where • Equipment and facilities

– How • People, material, facility and equipment costs 30 July 2016


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Steps 1. Identify the tasks and milestones of the project 2. Supplement product tasks with team tasks 3. Estimate project resources and time (updated…) 4. Assign tasks to a timeline, including parallel and sequential structure 5. Monitor Progress and assign additional tasks

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Tasks

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Basic planning Tools - Gantt Charts - PERT/ CPM

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Gantt Charts • Basic planning and scheduling tool • Named after Henry Gantt • Activities (Tasks are written as rows) with time as columns. • As an enhancement, task lists are used along with Gantt charts • Task lists states the deadline, responsible person, check box to fill whether the task is completed or not. 30 July 2016


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Gantt Charts

Job 1

Facility

3 Job 2 2 Job 3

Job 4

1

1 Key:

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2

3

4

5

6

7

8

9

10

11

12

Days

Planned activity


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Gantt Charts - Updated

Job 1 Behind schedule

Facility

3 Job 2

Ahead of schedule

2 Job 3

Job 4 On schedule

1

1 Key:

2

3

4

5

6 8 Today’s Date

9

10

11

12

Days

Planned activity Completed activity

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Gantt Charts • They do not typically show the dependencies of tasks • Gantt charts should contain • • •

Time scales as fine (Weeks) as possible Task categories – Broken down to details Responsibilities assigned

• Monitoring /updating is mandatory on time scale basis (If weekly , then monitoring should be done weekly) • An open bar can be used to plan tasks and shaded part can be used to monitor progress 30 July 2016


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CPM • CPM (Critical Path Method) represent both dependencies and timing. • They do not allow loops or feedback and we cannot explicitly show iterative coupling tasks

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CPM Product : Hair dryer ( Heater + Blower + Motor + Controls) Task A B C D E F G H

Description Start Model the mechanical sub assembly (Housing, grip shape, nozzle etc Model the electrical interface (Heater + Motor + controls) Prototype - Mechanical sub assembly Prototype - Electrical Components Safety test on electrical sub assembly (As per standard) Final proto type- Mechanical and electrical assembly Performance testing

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Immediate predcessors Time (Weeks 0 A 6 A 8 B 3 C 4 E 2 D, F 3 G 4

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Critical path •

It is longest chain of dependent events

•

Dependencies among the tasks in CPM chart, some serially and some of which are arranged in parallel, leads to Critical path

•

The project leader must pay attention electrical sub tasks based on this case.

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and monitor

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Thank you

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Product Design (MM ZG541) Lecture 3 BITS Pilani Pilani Campus

Scoping Product Development Srinivas Kota

BITS Pilani Pilani Campus

Scoping Product Development

Contents • • • • • •

Introduction Technology ‘S’ curves ‘S’ curves and Product Development Technical Questioning Mission Statement Design Drivers

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Introduction • What to develop ? • Should a new technology be introduced? • Should the current product be refined and tweaked to better please the customer? • Should the product be expanded into variant forms to more comprehensively cover the market? • Outsourcing vs in-house development 15-Oct-16


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Product development projects • Four Types – New product platforms – Derivatives of Existing product platforms – Incremental improvements to existing products – Fundamentally new products

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Product development projects • New product platforms – – – –

Hybrid cars Touchpad incorporated laptops Solar powered calculators Digital watches

–

LED bulbs

– LED television – Many more…… 15-Oct-16


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Product development projects • Derivative of existing products – – – – –

15-Oct-16

Diesel Engine in a new platform Higher capacity (Kgs) washing machine Low TR room air conditioners Small or big display of LCD mobile phones Bigger size television


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Product development projects • Incremental improvements – – – –

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Higher mileage vehicle ( More km / Liter) More Megapixel camera Less polluting engine Aesthetic variants – Redesign of tail lamps, bumpers etc.


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Product development projects • Fundamentally new products – Automobile (Driverless) – Bluetooth – Electricity transmitters through air – New composite material

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Some thoughts • In business (and in life?) winning once is not enough. • Even if you score big, you can’t rest on your laurels. You have to rack up repeated victories in the market, one after the other. • Otherwise, you become a has-been, just another business that sparkled brightly before flaming out. • This has been the fate of many once-successful companies that got to the top but couldn’t stay there. • Yet, some organizations do thrive at the top for decades and even longer. They launch one successful business after another, and routinely outperform their rivals.

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What’s their secret?

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Technology Development Simplified Technology Development Cycle

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Transferring Technology Development Cycle


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Technology ‘s’ curves • Technological innovation time cycle and market behavior is well characterized by ‘S’ curve • Technological innovation typically manifest themselves into a market along ‘S’ curve • In case of product , the Product Metric (In case of bulb, lumens of light output per unit watt; efficiency) can be plotted as function of time when each product was introduced • Metric value will naturally fall as an ‘S- curve’ in time 15-Oct-16


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Product evolution - technology ‘s’ curve

[Text Book] 15-Oct-16


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Product evolution - technology ‘s’ curve

[http://terrapacificusa.com/?page_id=128] 15-Oct-16


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Telecom Industry

5G

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Etisalat (UAE) said it has already tested speeds of up to 115GBps as part of its 5G strategy

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Perspective

[http://noordinary.co.nz/how-to-tell-if-your-industry-is-going-to-be-disrupted-befor.html] 15-Oct-16


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Stages of Technology ‘S’ Curve • Lower portion – Changes are less and widely spaced – Not much innovation (slope)

• Middle portion – rapid profusion of innovation (slope) – many products are launched – many competitors joins the market

• Top portion – stagnation & maturity of existing product technology – Physical laws of the process dominates and performance can not improve further – Few mature competitors 15-Oct-16


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Violation (?) of S curve

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Creative problem solving The mere formulation of a problem is far more often essential than [is] its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities to regards old problems from a new angle requires creative imagination and marks real advances in science – Albert Einstein

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Product Development • Product development Questions –Technical risk (Can we do?) –Market risk (Will customers buy?)

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Product Development

1st step in design process • Technical Questioning • Mission Statements

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Objectives of mission statement and technical questioning • Define goals (goals must be stated before they can met) • Focus design efforts • Translate the business case analysis to the development team • Provide a schedule for tasks (timeline and milestones) • Provide guidelines for the design process that will prevent conflict within the design team 15-Oct-16


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Technical Questioning • What is the problem really about? • What implicit expectations and desires are involved? • Are the stated customer needs, functional requirements, and constraints truly appropriate? • What avenues are open for creative design? • What characteristics the product must have or not have? • Has the design task been posed at the appropriate level of abstraction? 15-Oct-16


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Mission Statement Tangible result of technical questioning procedure is design team’s mission statement or market attack plan – Who should write it? • Typically project manager or the Design Lead

– When it should be available and whom it should reach? • During the project kick-off and should reach all team members 15-Oct-16


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Mission statement : x product • Product Description: • Key Business or Humanitarian goals:

One concise and focused sentence Schedule Gross profit /margin Market share Advancement of human needs

• Primary Market:

Brief phrase of market sector or group

• Secondary Market:

List of secondary markets, currently or perceived

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Mission statement : x product… • Assumption:

Key assumptions or uncontrolled factors to be confirmed by customer

• Stake Holders:

1-5 word statement of customer set

• Avenues of compact design:

Identify key areas of innovation

• Scope Limitation: 15-Oct-16

List of limitation that will reign back the design team from ‘solving the world’


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Finger Nail Clipper

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Mission statement : Fingernail Clipper • Product Description: • Key Business or Humanitarian goals:

Remove & file excess fingernail length 6 month development of beta prototype 30% profit/margin Initial 5% market share Supplement fingernail polish business

• Primary Market:

Adults of all ages focusing on fingernail users


Knife collectors Business executives

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Mission statement : Fingernail Clipper • Assumption:

Small , compact stowage volume Long Life(10-2 years)

• Stake Holders:

XYZ corporation; users; salons; retailers

• Avenues of compact design:

Ergonomic shape; store/capture of nails; compact stowage; ease of cutting

• Scope Limitation:

Material ; steel processing and moldable plastics

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Ceiling Fans

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Mission statement : Ceiling fans • Product Description:

Generates draft of air

• Key Business or Humanitarian goals:

2 month development of beta prototype 7% profit/margin Initial 2% market share Supplement Injection molding business

• Primary Market:

Household usage


Used in manufacturing industries for ventilation

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Mission statement : Ceiling fans • Assumption:

Size, Color , Noise, Ease of installation

• Stake Holders:

Common households, Regulatory authorities

• Avenues of creative design:

Efficiency of fans, Variable speeds (Not in steps), Aesthetics

• Scope Limitation:

Dependence on electricity, Metal processing limitations etc

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Design Drivers • It is an early decision that must be made, but once made, determines in large part many of subsequent design decision • What makes a product desirable to consumers as well as profitable for organization to build and develop? • The key; fundamental specification which drives subsequent design aspects, balancing both business feasibility and technical feasibility for an organization 15-Oct-16


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Design Drivers for Fingernail Clipper • Business front – Clipper should be ‘more comfortable’ & easy in operation so as to attract more customers, increase sales hence profit to organization

• Technical front – Should be strong enough to withstand ‘bending’, should not be heavy

• Length, thickness, strength & width are design drivers • These parameters must compromise on both fronts to reach an equilibrium decision 15-Oct-16


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Design drivers for Fingernail clipper

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Design Drivers for Ceiling Fan • Business front – Fan should be ‘aesthetically superior’ & should draft more air at low noise during operation so as to attract more customers, increase sales hence profit to organization

• Technical front – Motor should be strong enough to rotate the fan and should not be heavy, The fan blade should be aero dynamical in shape.

• Diameter of the fan, thickness, shape, strength & width of fan blade are design drivers – These parameters must compromise on both fronts to reach at equilibrium decision 15-Oct-16


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Design drivers for Ceiling Fan

Diameter

“Permits” means “ aids or supports or enables

Motor

Blade shape

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Design drivers for commercial Aircraft • Potentially profitable commercial Aircraft must satisfy both business and technical mutually constraining conditions • Must carry sufficient passengers to provide revenue to cover operating cost • It must have enough thrust & lift to fly number of passengers demanded by business case • Wing(s), Engine(s) and Fuselage are design drivers • The other design aspects such as landing gear, controls & so forth can be made in accordance with design drivers 15-Oct-16


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Design Drivers for commercial Aircraft

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Summary • Technology ‘S’ Curves • Relation between technology ‘s’ curve and product development • Technical Questioning • Mission statement • Design drivers identification

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Thank you

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Understanding Customer Needs Srinivas Kota


Understanding Customer needs

Contents • • • • •

Customer Needs of customer Types of Customer Needs Kano diagram Methods to capture customer requirements

15-Oct-16

MM ZG541 Product Design

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Customer – Who are “they” • Persons who we want to be purchasers of the product • Different customers use the product differently • Operate them in different environments • Generally have different expectations • ... • ... • ... 15-Oct-16


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Why Identifying customer needs is important • Organizations needs to – Ensure the product is focused on customer needs – Identify latent or hidden needs as well as explicit needs – Provide a fact base for justifying the product specifications – Create an archival record of the needs activity of the development process – Ensure that no critical customer need is missed or forgotten – Develop common understanding of customer needs among members of the development team 15-Oct-16


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Voice of customer • Words used by the customers to describe their expectations are often referred to as the voice of the customer • Capturing voice of customer increases the initial planning stage of the project definition phase in the development cycle • But the result is a total reduction of the overall cycle time in bringing to the market a product that satisfies the customer • Sources for determining customer expectations are focus groups, surveys, complaints, consultants, standards, and federal regulations 15-Oct-16


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Voice of customer • Customer expectations are vague and general in nature -

User friendly Vehicle should go fast after Green signal I want it to be easy to carry Engineer would think to design light weight

What does the customer really want? What are the customer’s expectations? 15-Oct-16


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Types of Customer Needs • Direct Needs – Watch should show right time, Water bottle must be easy to hold etc.

• Latent Needs – Hidden needs (High end mobile phones should never be broken no matter how abusive the drop or fall is!)

• Constant Needs – Intrinsic to product – Data storage space in servers / computers.

• Variable Needs – As battery technology of laptop matures just like any solar powered calculator, then it does not bother customer how long the power lasts

• General Needs – Compliance to National standards, safety etc

• Niche Needs – The car should have bullet proof feature 15-Oct-16


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Classifying Customer Requirements Kano recognized that there are four levels of customer requirements:

• Expecters These are the basic attributes that one would expect to see in the product, i.e., standard features

• Spokens These are the specific features that customers say they want in the product – Color, aesthetics etc

• Unspokens These are product attributes the customer does not generally talk about, but they remain important. Customer may not even realize that he or she wants these

• Exciters Often called delighters, these are product features that make the product unique and distinguish it from the competition 15-Oct-16


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Kano diagram of Customer Satisfaction

Function

Customer Satisfaction 15-Oct-16


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Customer Satisfaction

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Satisfaction of

Allows a company to …..

- Basic needs

- Get into the market

- Performance needs

- Remain in the market

- Excitement needs

- Be world class MM ZG541 Product Design

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Examples

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Understanding Customer Needs: Procedure • Gather raw data from customers • Interpret the raw data in terms of customer needs • Organize the needs into a hierarchy • Establish the relative importance of the needs • Reflect on the results and the process

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Need Gathering Methods • • • • • •

Interviews Questionnaires Focus group Be the customer Product clinics Observations

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Need gathering Methods • Interviews – One customer at a time – Usually held at customer’s environment where the customer uses the product

• Questionnaires – Develops a list of criteria relevant to customer’s concerns based on their answers to questions in written format

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Need gathering Methods • Focus group – A moderator facilitates a session with a group of customers – Usually held at product developer’s environment – Exploratory questions will be asked to uncover the needs of customer

• Be the customer – Critical of their own product or competitor’s product – Role play as if the product is used by product developer and he looks at it’s strength and weakness 15-Oct-16


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Gathering Information from Customers Interviews with Customers

Focus Groups Customer Surveys

Customer Complaints

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Warranty Data


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Choosing customers • 10 - 50 • Lead users and or extreme users are “more useful”

• Lead users Can articulate their emerging needs, they might have conceptually invented solutions to meet their needs

• Extreme users Professional users, might be people having special needs • Sometimes, one person makes the buying decision and another person (end user) actually uses the product • It is better to gather information from end user 15-Oct-16


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Conducting Interviews: Like / Dislike • Interview customers as they use the product • See that customers describe what they “like” and “dislike” • ‘Why’ questions uncover the latent needs • Factors that determine the purchase(what customer looks at), should be asked at a dealer shop or a retail shop rather than to user himself • Ask how the customer would change the product to make it better

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Example: Frying Pan (TAWA) Product : Frying Pan (Tawa) Customer : Mrs. Sita Address: Type of user : Home maker Question Typical Uses

Likes

Interviewer: Raj Date: 10/8/2016 Currently uses : Common utensils, Frying pan Willing to do follow up? Yes

Customer Statement

Interpreted need

imp

Frying vegetables, Eggs, Cooking pasta, Cooking gravy Non-stick surface Compact Has a better flat bottom to suit stove accessory Deep side walls permitting food not to spill over

Must Good Should

After a while in the burner, handles becomes too hot to hold- approx 25 minutes

The handle conducts heat from the pan, there is a thermal bridge

Must

Not good looking

Rivets seen in the inner surface of the pan

Nice

Contents do not stick to surface Size Can stand on its own Depth of the Frying pan

Good

Dislikes

Suggested improvements 15-Oct-16

1. 2. 3.

Heat resistant handles Different painting colors at the base Elimination of rivets MM ZG541 Product Design

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How to have Effective Interaction with the Customer • Go with the Flow (“why” and “How”) • Use visual stimuli and props • Suppress preconceived notion about the product technology • Have the customer Demonstrate • Be alert for surprises and latent needs • Watch for non verbal information

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Constructing a Survey Instrument • Determine the survey purpose • Identify what specific information is needed • Design the questions. Each question should be: – – – –

Unbiased Unambiguous Clear Brief

• Three categories of questions: – Attitude questions – Knowledge questions – Behavior questions 15-Oct-16


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Ethnographic studies • Customers are inventive and much can be discovered from them • Study is about way people behave in their regular environments • Observing actual end users interacting with the product under typical use conditions • Close observation is needed • Effectiveness lies in discovering certain latent needs of the customer (unspokens) 15-Oct-16


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Some reflections

Deep or Chest freezer

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Documenting interaction with customers • Audio recording • Notes • Video recording • Photography • Any other suitable method

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Conducting Interviews: Articulated-Use • Helps in uncovering latent needs • Express the customer statements in terms of what the product must do, not how the product might do it • Use positive, not negative phrasing • Express the need as an attribute of the product – Makes it easier to translate to product specifications

• Do not use “must” or “should” in the statement (need to be in importance ratings) 15-Oct-16


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Conducting Interviews: Articulated-Use Fingernail clipper Question / Prompt

Customer Statement

When usually use?

In the morning at home Keep in my shaving kit

Interpreted Need

Weight

Activity

Reasonably Compact

Must

Store

How big is that?

About 3”x2”x6”, and I have lot of things in it, it is always full

Size of things is important?

Very important. I look for the smallest size of everything

Compsct size

Must

Storing

So I dig it out of my bag, and carry it to the sofa, where I usually clip my nails

Striking appearance

Nice

Prepare for filing

Lightweight

Must

Yes, I file at an angle, with a vertical and tilted motion

File at an angle

Must

Do you file?

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Example – Frying pan Cont……. • In the same interview, customer removed frying pan and put traditional iron tawa on the stove • The reason is that she wanted to make traditional Dosa – Frying pan with deep sides will prevent Dosas ejection from the pan seamlessly

• Latent need of customer not expressed in the original interview • Could be an opportunity to make flat Non-stick pans targeted at Dosa Making 15-Oct-16


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Organizing and Prioritizing Customer Needs • Grouping the Needs – Affinity Diagram Method – Customer Sort Method

• Need Importance – Interview Data Method – Questionnaire Method

• Customer Use Pattern

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Affinity Diagram Method ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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write on Cards

Group


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Organizing the needs into a hierarchy • Preceding steps should generate 50-300 need statements • Should be summarized – Write each need statement – Eliminate redundant statements – Group the statements according to the similarity of the needs they express – For each group , choose a label – Create super groups combining two to five groups – Review and edit the organized needs statements 15-Oct-16


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Establish the relative importance • Some priority to be attached to those needs collected • Ranking needs to be done – Can be done internally – Or a group of customers can be invited to rank them , this being the most preferred

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A typical needs ranking survey For each of following characteristics, please indicate on a scale of 1 to 5 on how important the feature is to you 1. Feature is undesirable, I will not have in the product 2. Feature is not important, I would not mind 3. Feature would be nice to have, but is not necessary 4. Feature is highly desirable, still I will buy the product without it 5. Feature is critical , absence of which I will not consider buying it Product: Television

Fill the box

Remote control will not break even if it is dropped Low consumption of power when on standby mode Has games in the module that can be used By inserting a duplicate sim can be used as emergency phone Outer frame color options available (Instead of usual black)

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Customer Use Patterns • Nontrivial – different activities • Different customer use patterns - capture and represent – different forms • Sequence

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Activity Network Purchase

Transport in package

Unpack

Throw Away

Chain Keys

Prepare to Clip

Prepare to File/Pick

Store

Clip Nails

Pick Nails

File Nails

Return from Clipping

Return from File/Pick

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Completed Activity Diagram Purchase


Unpack

Throw Away

Chain Keys

Prepare to Clip


Store

Clip Nails

Pick Nails

File Nails



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Reflect on the results and the process • Understand this is not exact science • Should apply knowledge and intuition • Questions to ask are – Are all important type of customers interacted with – Who is good participant , co-operative etc – What do we know now that we didn’t know before? Any surprise for us? – How might we improve the process in future efforts?

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Do if you like: Assignment 2 Not an evaluation component (Voluntary) • Choose a product that constantly annoys you • Identify the needs, the developers of this product missed from your perspective • Why do you think these needs were not met • Do you think the developers deliberately ignored these needs Share in our Discussion forum 15-Oct-16


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Thank you

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Establishing Product Function Srinivas Kota


Establishing Product Function

Contents • Functional Decomposition • Function Modeling Basics • Functions and Constraints • Modeling Process • Function Trees – FAST Method – Subtract and Operate Procedure

• Function Structures 15 October 2016

MMZG541 Product Design

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Why Functional Decomposition • Form - previous experience – design • Links - Customer needs – concepts – implicit • Minds – Designers • Needs – evaluation – Generation • Customer needs – Functional Descriptions – technologies – satisfy FR

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Advantages •

Concentrates on “What” has to be achieved by a new concept & not “How” it is to be achieved –

Form independent expression of design task

•

Basis for organizing design team, tasks & process

•

Interfaces, modules

•

Creativity enhancement - Complexity

•

Abstraction - Biases

•

More acceptable solutions can be generated with mapping Needs to Function & then to Form

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Functional modeling basics •

Function –

–

•

Product Function – –

•

Intended overall function of product just an active verb & noun Wash Clothes, Cut Beans, Cool Air, Heat Water

Sub function –

•

Statement of clear, reproducible relationship between available input & desired output of product, independent of any particular form Input Electricity and hand force, Output – Ironing of clothes

Component of product function corresponding to subtasks

Abstraction –

Process of ignoring what is particular or incidental & emphasizing what is essential and general

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Very old Myth! While the story is not really true, at least it brings out a lesson. - Function is important i.e., Writing in outer space or wherever. - Not excessive concentration needs to be placed on form ( This case being a Pen) - What is needed though is to look carefully the functionality and find solutions to problem.

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Spot cooling Case : 100 Workers working in 5,000 Sq.m (Steel Forging mill) Environment: Hot and humid Problem: The temperature is unbearable that it reduced the productivity. Required to provide cooling. Conventionally, air conditioners would have been chosen- Which not only cools people and also surrounding areas( Waste of energy). Solution: By concentrating on the function (Cooling of people) and not on form (existing air conditioners) a new product “ Spot cooler” was developed to achieve the function. Advantages : Equipment size is of 1/5 th of conventional AC. Power consumption is reduced by 1/10 th! 15 October 2016


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Black Box

Input

Product Function

Output

Intended form is unknown

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Functions and Constraints • Constraints – Is a statement of clear criterion that must be satisfied by a product & requires consideration of entire product to determine the criterion value • Cost • Lightness

• Functions are satisfied through operation of product • Constraints are satisfied by properties of entire product – cost, compactness, mass

• Subsystems or System properties 15 October 2016


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Functional Modeling • Systematic process of transforming needs to a clear specification of design task • Initiates conceptual design phase • Function Hierarchies (trees) or Function Structures (task listing) used to model product’s function

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Functional Trees • Decompose the Prime function hierarchically into sub functions • Fast & Simple to construct • Understanding the interactions between expanded sub functions is vital - FAST Method (top-down approach) - Subtract & Operate Method (bottom-up approach)

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Function Analysis System Technique (FAST) • Displays function in a logical sequence, Prioritize them and tests their dependency • HOW-WHY analysis • Higher order function? – “Iron the clothes” • Basic function? – “Heats the base of the iron box” • Secondary function? - 3 types (Required, Aesthetic and unwanted) – Required (‘Heater assembly which converts electricity to heat’) – Aesthetic (‘Styling of outer grip or handle etc.’) – Unwanted (‘handles need to be insulated’)

• Critical path?- Higher order Basic function Required secondary function • Each right node in critical path must answer how the left node is achieved, every left node should answer why right node is being achieved 15 October 2016


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FAST METHOD

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Iron box example

How Why 15 October 2016


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Projector example

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Coffee bean chopper example Support Loads

Grind Coffee

Reduce noise

Compact System

Create Aesthetic Appeal

Chop Beans

Convert EE to Rotation

Actual Power

Seal for Chopping

Transmit Torque

Connect Electricity

Contain Beans

Dampen Vibration

Provide Electricity

Hold Beans Generate Noise Accept Beans Reduce Noise Generate Noise

15 October 2016

Reduce Noise


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Subtract and operate Method • Bottom-up approach to develop a function tree • Assumption: a form concept or actual product exists, this concept/product is then reverse engineered • Better way to figure out function of component; removing it, operating system without it conceptually • Starts by considering smallest isolatable function of feature (which are not further decomposable) 15 October 2016


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Procedure • • • •

Disassemble one component of assembly Operate the system through it’s full range Analyze the effect Deduce the sub function of the missing component • Replace the component and repeat the procedure “n” times, n- being the number of components in the assembly • Translate the collection of sub functions into a function tree 15 October 2016


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Coffee Mill Chamber

Slicing blade

Seal

Energy System Operator

Grinder

Ground Coffee

Coffee Beans 15 October 2016


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Coffee Mill Chamber

Seal

Slicing blade

Shaft

Armature

No defined way of holding content

No protection against contents splattering

Contents will not be chopped

Slicing blade will not be attachable

Shaft does not spin

No measurable volume

No protection against spinning blade

No resistance to torque

Contents will not be chopped

Electricity is not transformed into mechanical energy

No body to measure contents

Safety issues will fail

No body to contain contents

Chamber cannot be closed

No body to hold the apparatus

Power can’t be actuated because electric circuit is not closed

Aesthetic appearance reduced

Impact noise will not be enclosed

No resistance to torque

Difficult to clean undefined body Pour out contents 15 October 2016


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Coffee mill function tree Make Coffee Grind

Input Beans

Input On/Off Signal

Accept Beans

Indicate Amount

Accept On/Off Signal

Transmit On/Off Signal

Accept Power

Switch Power

15 October 2016

Input Power

Support Motor

Transmit Power

Hold

Contain Noise

Convert Electricity Rotation

Rotate Shaft

Provide Coffee

Separate Blade from hands

Spin Shaft


Cut Beans

Spin Blade BITS Pilani

Chop Beans

Permit Cleaning

Contain Chopping

Contain chop noise

Dispense Coffee

Provide indication of chopped 22

Function Structure • Meaningful & Compatible combination of sub functions in to an overall function produces a “Function Structure” • Sub functions should be expressed in terms of measurable effects or mathematical relationships • Sub functions are schematically networked together to form an overall function structure

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Function Structure modeling process • Phase 1 Develop Process descriptions as activity Diagrams

• Phase 2 Formulate Sub functions through Task Listing

• Phase 3 Aggregate sub functions into a refined Function Structure

• Phase 4 Validate the functional Decomposition

• Phase 5 Establish & identify product architecture & assembly 15 October 2016


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Phase 1 : Develop Process descriptions as activity Diagrams • Process description in Activity Diagrams eventually forming a Function Structure • Process description includes three phases; – Preparation – Execution – Conclusion comprising network of high level user activity

• Parallel activities will lead to device functions or subsystems 15 October 2016


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Activity Diagram for fingernail clipper Purchase


Throw Away

Unpack

Chain Keys

Prepare to Clip


Store

Clip Nails

Pick Nails

File Nails



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Phase 2: Formulate Sub functions through Task Listing • Task Listing – Method of aggregating sub functions & comparison of functional decomposition with needs

• Flow – Qualitative phenomenon passing through & being changed by sub functions – Eg: energy, material, information

• Translating Needs to Flow • For every flow; sequence the sub functions & operations 15 October 2016


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A System... • Is an entity that is connected to its environment by means of inputs and outputs defined on its boundary, • It can be defined in terms of mechanical construction (form) or by function, and • It can be decomposed into Sub-systems connected to each other by means of inputs and outputs defined on their respective boundaries Inputs

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System

Outputs

Input 1

Output 1

Input 2

Output 2

Input 3

Output 3


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A System... Inputs

System

Outputs

Energy

Energy

Material

Material

Information

Inputs

Information

System

Electricity Clothes, detergent, water

Energy Losses - Heat

Washing clothes

How many wash, spin, dry

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Outputs

Clean clothes, drain water Time taken, status etc.


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Definitions • Systems / subsystems – Connected to environment by inputs and outputs – Any system can be decomposed into subsystems

• Boundary interactions (Flows) – Inputs and outputs are categorized into Energy, material and information – Both quality and quantity of these should be defined

• Information (Signals etc) • Matter / Material – Anything as matter which enters the system

• Energy – Without energy no matter or information processing could be done, at the end energy should be conserved 15 October 2016


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An example

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Common flows / Functions Flows Material solid, liquid, gas, human Energy human force, human motion, chemical, electrical, electromagnetic, hydraulic, magnetic, force, torque, linear motion, rotational motion Information tactile, olfactory (Smell sensing), auditory, taste, visual, control Functions • guide, translate, rotate, transmit, import, export , support, stop, • connect, couple, mix, branch, refine, distribute, dissipate, separate, • remove, provide, store, supply, extract, • control, actuate, regulate, change, convert, • signal, sense, indicate, display, measure 15 October 2016


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Basic Function Structure: Black Box Finger Nail Cutter Finger force Hand motion

Sound, kinetic energy in nail

Finger nail, Hands Long nail Hang nail Rough nail

Remove Excess Length on Finger Nails

Cut nail, Hands, Debris Good appearing

Energy Material Information 15 October 2016


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Basic Function Structure: Coffee roaster Coffee roaster Electricity

Heat , Noise

Green coffee beans

Roast coffee beans

Roasted coffee, Chaff

Roast level Start signal

Status Completed Energy Material

Chaff is a thin skin which comes out of coffee beans while roasting and needs to be discarded.

Information 15 October 2016


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Generic Function Structure

Sub function

Sub function

Sub function Overall Function Sub function Energy Material Information 15 October 2016


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Phase 3: Aggregate subfunctions into a refined Function Structure • Sequence of sub functions is aggregated to represent functions of entire product • Function Structure must satisfy two criteria: – Are sub functions “Atomic” (Lowest possible level); can they be fulfilled by a single basic function? – Is the level of detail sufficient to address customer needs?

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Tracing inputs: Materials

•

Heating Beans and Agitating beans are shown parallel

•

Both actions have to be done simultaneously

•

Without agitation, the beans will burn

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Tracing inputs: Energy

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Tracing inputs: Information

Signal completed 15 October 2016


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Phase 4: Validate the functional Decomposition • It is, Analysis of functional modeling • Verification steps : – All measure Flows between subfunctions are labeled & checked according to their state of transformation – Customer Needs list is reviewed & sequence of subfunctions identified

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Validating: Coffee roaster

Completed

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Phase 5: Establish & identify product architecture & assembly • Define collections of functions (chunks) that will form assembly in product • Clarify the interactions & interfaces between the chunks • It provides Basis to Product team for: – Choosing between modular & integral architecture – Choosing parallel design task for product development

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Common Basis for Functional Modelling • Common vocabulary of functions & flows to improve repeatability of function structure development • A level of detail that, when reached, stops the decomposition process • Common representation to compare products across domain • Common representation to create consistence metrics & benchmarks for product • For empowering expressiveness of designers 15 October 2016


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Thank you

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Product Teardown and Experimentation Srinivas Kota


Product Tear Down & Experimentation

Contents • Introduction • Teardown Process • Teardown Methods – Subtract and Operate Procedure – Force Flow (Energy Flow Field) Diagrams

• Measurement & Experimentation • Post Teardown Reporting

15 October 2016


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Introduction • Taking apart a product to understand it • How a company making the product succeeds • Purposes – dissection and analysis during reverse engineering – experience and knowledge for an individual’s personal database – competitive benchmarking

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Teardown process • Benchmark against competition (or own product) • Observe the technology, architecture and uncover the principles behind how it works • To analyze how – Product Functions are achieved – Components are assembled – Corporate and manufacturing strategies work

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What do you do? • • • • • •

Purchase / Access competitor’s product Tear it down Costs Functions Plot trends against earlier teardown analysis Check – – – –

Manufacturability Environmental Issues Recyclability Maintenance /service aspects

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Formal steps 1. List the Design Issues 2. Prepare for Product Teardowns 3. Examine the Distribution and Installation 4. Disassemble, Measure and Analyze Data by Assemblies 5. Form a Bill of Materials

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1. List the Design Issues • New project – Unknown – Needs • Redesign – What was difficult for them – What design problem did they solve that they are proud of? – What related technologies were they interested in? • Quantity of parts per product unit • Dimensional measurements • Maximum, minimum, and average material thickness • Weight

15 October 2016

• • • •

Material Colour / finish Primary functions Geometric, spatial and parameter tolerances


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2. Prepare for Product Teardowns • Tools required – Sensors and testing equipment for measurement process – Camera, Videotaping – Multimeter, Hardness Tester – Optical Sensor, Flow meter, Dynamometer – Callipers, Strobe

• Document (Written / Electronic)

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3. Examine the Distribution & Installation • Do not overlook the means used to acquire parts, contain them, distribute and market the product. • Distribution and Packaging need to be examined and reported to design team – quite expensive

• Consumer installation instructions and procedures should be examined – Costs – Effectiveness – Liability 15 October 2016


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4. Disassemble, Measure, & Analyze Data by Assemblies • Disassembly – Reverse Engineering • Coordinated with measurements and experimentation – Take pictures and measurements on the whole assembly

• Take apart the assembly • Take pictures in an exploded view (and / or produce a solid model assembly diagram – electronic exploded view) • Take measurements on the parts and assemblies to complete the data sheets 15 October 2016


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4. Disassemble, Measure, & Analyze Data by Assemblies: Precautions • Avoid destructive testing during the first iteration • Parts that are manufactured with insert moulds, rivets, welds, plastic sonic welds, solder, integral components (windings on motor, coil springs in mechanical clocks) should be carefully disassembled – Function

• Destructive testing

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5. Form a Bill of Materials • Fill a written form that details the product • Sequence of assembly photos and exploded view CAD drawing • Additional data: assembly issues

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Form a Bill of Materials

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Teardown Methods • Subtract and Operate Procedure • Force Flow (Energy Flow Field) Diagrams • Measurement and Experimentation

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Subtract and operate procedure • Subtract and operate procedure (SOP) – – – – –

Disassemble (Subtract) one component of assembly Operate the system through its full range Analyze the effect Deduct the function of the missing component Replace the component and repeat the procedure n times ( n being number of components)

• Result – What is basic functional component – Which ones do sub functions – Which ones are redundant 15 October 2016


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Subtract and operate procedure • Components that when removed cause no change in degree of freedom or other factors of the design are Type 1 (candidate for elimination) • Those components cause no change in degree of freedom but do have other effects due to their removal are type 2 (can be redesigned and eliminated)

15 October 2016


BITS Pilani

17

Force Flow Diagrams • Force Flow Diagrams – – – –

SOP finds component functionality Force flow focusses on component combinations Traces the force flow(transfer) through the components Identifies the relative motion between components with a symbol R – Group those components who do not have relative motion – Try and combine them subject to manufacturability issues

15 October 2016


BITS Pilani

18

Force Flow Diagrams • Identify the primary force (or energy) flows transmitted through a product • Map the force (energy) flow from the external source through each component of the product until the flow exists to ground. Split • Document the result in a force flow diagram, where the nodes are compnents and the connections are forces (energy terms) • Analyse the diagram, labelling relative motion between components with an ‘R’ • Decompose the diagram into groups separated by ‘R’s and box these components. • Deduce the subfunctions and affected customer needs for each group. • Develop creative, conceptual designs to combine the components in each group • Repeat for each force (energy) flow. 15 October 2016


BITS Pilani

19

An example

Here the motor has internal stator and rotor rotates outside with fan blades attached to the rotor thus eliminating shaft etc., making it more compact. 15 October 2016

Motors have internal rotors and external stators. The rotors have extended shaft which connects to the fan blade. The force flow shows there is no relative motion between motor shaft and blade (therefore can be combined)


BITS Pilani

20

Paper Clip

15 October 2016


BITS Pilani

21

Stapler

15 October 2016

•

24 parts

•

How to redesign to reduce number of parts?


BITS Pilani

22

Force Flow Diagram: Stapler

15 October 2016


BITS Pilani

23

Grouping the like components outside ‘R’

15 October 2016


BITS Pilani

24

Single insert mould stapler

Ananta Suresh and Kota (1995)

15 October 2016


BITS Pilani

25

Measurement & Experimentation • Specifications and Benchmarking • Precise and measurable description of what the product must accomplish

15 October 2016


BITS Pilani

26

Experimental methods • Planning – Criteria of measurements – Current methods of selecting measurements

• What is that we are looking for? • Why is that measured? • Does the measurement really answer any of the questions (Design issues)? • What does the measurement tell us?

15 October 2016


BITS Pilani

27

Methods • Select a Product Domain – Select relevant one when benchmarking – Similar capacity , size, industry standards

• Determine the Most Important Subfunctions • Determine Necessary Measurements • Selection of the Measurement Devices 15 October 2016


BITS Pilani

28

Select a Product Domain Electricity Energy Transform

Material Solid Stun Gun

Rotational Energy

Linear Force

Heat Material

Energy Transform

Material Solid

Air Vacuum Fan Hair Dryer

Material Solid

Signal

Bumble Ball Massage Device

15 October 2016

Liquid

Solid

Solid

Pneumatic Vibration Material

Material

Coffee Maker Stapler Humidifier Iron Electric Sandwich Maker Screwdriver Electric Wok Mixers Popcorn Maker


BITS Pilani

29

Determine the most Important Subfunctions • Purpose is to set priorities for the measurement effort • Assign customer needs to important functions of the selected products • Weigh each function based on the importance level of the customer needs • Higher weighing function becomes the focus Customer Needs

Weight

Easy to open

5

Easy to close

4

Easy to access cooked food

5

15 October 2016

Importance 5+4+5


Categorized Sub-Function Import Human Force

BITS Pilani

30

Determine necessary Measurements • Database – Functions • Study each subfunction – Metrics – Units, range, required accuracy Metric

Range

Units Min. Accuracy

Human Force Required

3.0 – 6.0

Magnitude of force amplification

2:1 - 2.5:1

Mass of upper housing

0.45 – 0.75

Kg

±0.025

Human force required

70 – 118

N

±13.5


20 – 25

N

±2.5


20 - 36

N

±3

15 October 2016

N

Remove Solid

Units

Depth of cut

Cm

Size of cut

Cm

Removing device energy

rpm, N, N-m

Surface roughness

µm

±0.5 ±0.1:1


BITS Pilani

31

Selection of the Measurement Devices • Many issues – Non availability, nonexistent, costly – New instrument design – Indirect technique

• Issues wrt. Catalogues – Use of different catalogs – Uncertainty of data – Range and accuracy options

15 October 2016


BITS Pilani

32

Worksheet for choosing measurement tools Related Functions Measurement:

Flow:

Units:

Range:

Determine from actual products, by recording min. and max. measurements Min. Accuracy:

Range:

Determine accuracy from actual products by looking at resolution between products during benchmarking and target values

Measurands: Current Devices

Sketches: Range

Accuracy

Measurands

Functions

Cost

Safety

Size

Reliability

Other

Device A Design Issues: Calibration

Dynamic

Recorder

Mass

Ease of Use

ND

A B 15 October 2016


BITS Pilani

33

Post-Teardown Reporting • Disassembly plan and BOM • Exploded views with Highlighted Features • Actual Product Function Structure

15 October 2016


BITS Pilani

34

Post-Teardown Reporting List of components for Black & Decker 2.4V Cordless Screwdriver

15 October 2016


BITS Pilani

35

Post-Teardown Reporting

15 October 2016


BITS Pilani

36

Post-Teardown Reporting List of components for 3.6V Power Base cordless Screwdriver

15 October 2016


BITS Pilani

37

Post-Teardown Reporting

15 October 2016


BITS Pilani

38

Electric Wok

15 October 2016


BITS Pilani

39

Product Function Structure: Electric Wok

15 October 2016


BITS Pilani

40

Thank you

15 October 2016


BITS Pilani

41

Product Design (MM ZG541) Lecture 7 Benchmarking and BITS Pilani Establishing Engineering Specifications Pilani Campus

Srinivas Kota


Benchmarking & Engineering Specifications

Contents • Benchmarking • Steps in Benchmarking • Engineering Specifications • House of Quality • Value Analysis

15 October 2016


BITS Pilani

3

Benchmarking • Continuous and systematic process of identifying, analysing, and adapting industries’ best practices that will lead an organization to superior performance • “The continuous process of measuring products, services & practices against toughest competitor or those recognized as industry leaders” - Xerox • Provides standard or point of reference & range that can be used to judge quality, value or performance • Important step in establishing engineering specifications 15 October 2016


BITS Pilani

4

Case in benchmarking • Early benchmarking pioneer was Ford. Ford was losing sales to Japanese and European car makers. • Don Peterson, then chairman of Ford, instructed his engineers and designers to build a new car that combined the 400 features that Ford customers said were the most important. • If Saab made the best seats, then Ford should copy Saab's seats. • If Toyota had the best fuel gauge and BMW had the best tyre and jack storage system, then Ford should copy these features also. • Peterson went further: • he asked the engineers to 'better the best' where possible. When finished, Peterson claimed that the highly successful new car (the Taurus) had improved upon, not just copied, the best features found in competing cars. 15 October 2016


BITS Pilani

5

Difference Benchmarking Focuses on best practices Strives for continuous improvement

Competitor Research Focuses on performance measures Bandage or quick fix

Partnering to share information

Considered corporate spying by some

Needed to maintain a competitive edge

Simply a “nice to have”

Adapting based on customer needs after examination of the best

Attempting to mirror another company/process

15 October 2016


BITS Pilani

6

Benchmarking Steps

1. Form a list of design issues 2. Generate list of competitive products 3. Information search 4. Tear down multiple products in class 5. Benchmark by function 6. Establish Best-in-class competitors by function 7. Plot industry trends

15 October 2016


BITS Pilani

7

Form a list of Design Issues & Form a list of Competitive / Related Products • Cost, Performance etc. • Continually revise and update • Efficient exploration – Reduce wastage of time and resources

• List all competitors & their product models • Portfolio, common platform – Segments, compromises, niche etc.

• List – Company names – Product names 15 October 2016


BITS Pilani

8

Information Search • Any printed article • Features, materials • Company, mfg. loc. • Problems, customers • Market reception or share • Corporate library • Products and related products • Functions they perform • Targeted market segments

WWW

Industry Associations

Vendors

Information Gathering Market Research Databases

Consumer Reports magazines Patents

Design issues, products to teardown historical and market perspective 15 October 2016


BITS Pilani

9

Teardown Multiple Products in Class • Intended bill of material for each product • a functional model for each product • exploded view of each product • function-to-form mapping of functions to assembly

15 October 2016


BITS Pilani

10

Benchmark by Function • Summarize the comparison by form • Benchmarking products by their functional equivalence not by equivalent components – as any component in a product may not be functionally similar to same component in another product

• Indented assembly cost analysis • Function – Form Diagrams

15 October 2016


BITS Pilani

11

Establish best-in-class competitors by Function • After listing comparative analysis of various solution for a function; Highest performing solution (best-in-class) & least expensive solution can be called out • It sets up benchmarking limits of function • Function – Form Diagrams

15 October 2016


BITS Pilani

12

Plot Industry Trends • Arrange & transform the information for design or redesign task

• Categorization of market – approach where one categorizes product solution by socioeconomic status of typical customer & also by percentage of market

• Benchmarking of technical solution – approach to compare how product performs using scurves

• Benchmarking of competitors – similar to above & considers performance over time of a entire portfolio of a company 15 October 2016


BITS Pilani

13

Benchmarking –Some pitfalls • Will provide lagging information • Generally will not uncover what the competition will begin to devote its resources to. • Using the same plan as competition will not work

15 October 2016


BITS Pilani

14

Specification Process • Specification for new product are quantitative, measurable criteria that the product should be designed to satisfy • Specification or quantity should have Units as well as target value to establish required performance • Targets at pre concept phase are different from refined targets at embodiment phase • Each specification should be measurabletestable-verifiable at each stage of development process not just at end of the process 15 October 2016


BITS Pilani

15

Functional requirements and Constraints • Functional requirements are statements of specific performance of design; implies what the device should do • Constraints are external factors that in some way limit the selection of system or sub system • They are generally imposed by factors that are outside designers control

15 October 2016


BITS Pilani

16

Specification Sheet • Customer needs only cannot provide a complete picture for design task • Some criteria (manufacturing, standards, ethics) cant be perceived by customer but are important in consideration • Specification sheet approach focuses on specifications that are latent (safety, regulations, environmental factors) • Each specification is designated as required demand or a desirable wish • Franke’s list can be used for identifying specification 15 October 2016


BITS Pilani

17

FRANKE’s List Specification Category

Description

Geometry

Dimensions, space requirements

Kinematics

Type and direction of motion, velocity

Forces

Direction and magnitude, frequency, energy type, efficiency, capacity, conversion

Material

Properties of final product, flow of materials, design for manufacturing

Signals

Input and output, display

Safety

Protection issues

Ergonomics

Comfort issues, human interface issues

Production

Factory limitations, tolerances, wastage

Quality Control

Possibilities for testing

Assembly

Set by DFMA or special regulations or needs

Transport

Packaging needs

Operation

Environmental issues such as noise

Maintenance

Servicing intervals, repair

Costs

Manufacturing costs, materials costs

Schedules

Time constraints

15 October 2016


BITS Pilani

18

Procedure • Compile specification, arrange functional requirement (FR)& constraints (C) in order • Determine each ‘FR’ & ‘C’ is wish or demand • Check for logical consistency of ‘FR’ & ‘C’ ; they must be technically & economically feasible • Quantify whenever possible • Testing & verification of specification such as Engineering Analysis; test of prototypes, check for Engineering Drawings, failure mode analysis • Circulate specifications for amendments • Evaluate comments/ amendments 15 October 2016


BITS Pilani

19

Specification Sheet: A Toy rocket

15 October 2016


BITS Pilani

20

Quality Function Deployment • The basic goals of QFD are – increase customer satisfaction – reduce the cycle time of product development – increase competitiveness

15 October 2016


BITS Pilani

21

QFD Methodology • QFD was originally designed to take voice of customers and translate it into a set of product and process parameters that can be deployed through a four-phase process – – – –

Product planning Parts/subsystem Deployment Process planning Production planning

15 October 2016


BITS Pilani

22

QFD House of Quality Interrelationships

What the customer wants

How to satisfy customer wants

Relationship matrix

Target values

Competitive assessment

Customer importance ratings

Weighted rating

Technical evaluation 15 October 2016


BITS Pilani

23

House of Quality (HOQ)

• It translates the customer needs into measurable technical attributes • HOQ has two principal parts; horizontal portion and vertical portion • The horizontal portion of HOQ contains information relative to the customer and • The vertical portion of the HOQ contains technical information that responds to the customer inputs

15 October 2016


BITS Pilani

24

Construction of HOQ • • • • • • •

Identify customer wants Identify how the good/service will satisfy customer wants Relate customer wants to product hows Identify relationships between the product hows Develop importance ratings Evaluate competing products Compare performance to desirable technical attributes

15 October 2016


BITS Pilani

25

House of Quality Example Your team has been charged with designing a new camera The first action is to construct a House of Quality

15 October 2016


BITS Pilani

26

Customer Requirements

Lightweight Easy to use Reliable Easy to hold steady Color correction

15 October 2016

3 4 5 2 1


BITS Pilani

27

15 October 2016

Ergonomic design

Paint pallet

Auto exposure

Auto focus

Aluminum components

Low electricity requirements

House of Quality Example

MM ZG541 Product Design BITS Pilani 28

Lightweight Easy to use Reliable Easy to hold steady Color corrections

Ergonomic Design

Paint Pallet

Auto exposure

Auto focus

High relationship -5 Medium relationship – 3 Low relationship - 1

Aluminium components

Low electricity requirement

House of Quality Example

3 4 5 2 1

Relationship matrix 15 October 2016


BITS Pilani

29

15 October 2016

High correlation


Ergonomic design

Paint pallet

Auto exposure

Low correlation

Auto focus

Aluminum components


Relationships between the things we can do

BITS Pilani

30

Weighted Rating High relationship -5 Medium relationship – 3 Low relationship - 1 Lightweight Easy to use Reliable Easy to hold steady Color corrections

3 4 5 2 1

Our importance ratings

22

9

27 27

32

25

22 = (3 x 1) +( 4 x 1) + (5 x 3) 15 October 2016


BITS Pilani

31

3 4 5 2 1

Our importance ratings 15 October 2016


22

Company B

Lightweight Easy to use Reliable Easy to hold steady Color corrections

Company A

How well do competing products meet customer wants

G G F G P

P P G P P

5 BITS Pilani

32

Technical evaluation 15 October 2016

Panel ranking

Failure 1 per 10,000

2 circuits

2’ to ∞

0.5 A

Target values (Technical attributes)

75%

Specifications and Evaluation

Company A

0.7 60% yes 1

ok G

Company B

0.6 50% yes 2

ok F

Us

0.5 75% yes 2

ok G


BITS Pilani

33

Company A

Company B

Ergonomic design

G

P

Easy to use

4

G

P

Reliable

5

F

G

Easy to hold steady

2

G

P

Color correction

1

P

P

Technical evaluation


Panel ranking

2’ to ∞

75%

0.5 A

Target values (Technical attributes)

Failure 1 per 10,000

9 27 27 32 25

2 circuits

22

Paint pallet

3

Auto focus

Lightweight

Our importance ratings

15 October 2016

Auto exposure

Aluminum components


Completed House of Quality

Company A

0.7 60% yes

1

ok

G

Company B

0.6 50% yes

2

ok

F

Us

0.5 75% yes

2

ok

G

BITS Pilani

34

Another example: Washing Machine • A Design team is coming out with a new washing machine • It deploys QFD into it’s design process • Customer interview is conducted – Addressing “What” is needed

• Technical attributes collected – Addressing “ How” to satisfy “ what” is needed

15 October 2016


BITS Pilani

35

Completed HoQ: Washing Machine

15 October 2016


BITS Pilani

36

Example2: CD storage

15 October 2016


BITS Pilani

37

Text book example

15 October 2016


BITS Pilani

38

Some signals • An empty row signals that no Engineering Characteristics exist to meet the Customer Requirements. ( Need 2) • An empty EC column signals that the characteristic is not pertinent to customers. ( How 3) • A row without a “strong relationship” to any of the ECs highlights a CR that will be difficult to achieve. ( Need 3) • An EC column with too many relationships signals that it is really a cost, reliability, or safety item that must be always considered, regardless of its ranking in the HOQ. ( How 1) Need 1 Need 2 Need 3 Need 4 Need 5

15 October 2016

How 1 How 2 How 3 How 4 How 5 How 6 9 3 1 9


3

3

3

BITS Pilani

1 9 3

39

Some signals An HOQ displaying a diagonal matrix (1:1 correspondence of CRs to ECs) signals that the ECs may not yet be expressed in the proper terms (rarely is a quality requirement the result of a single technical characteristic).

Need 1 Need 2 Need 3 Need 4

How 1 How 2 How 3 How 4 9 9 9 9

The highest-ranking Engineering Characteristics from the HOQ are either constraints or design variables whose values can be used as decision-making criteria for evaluating candidate designs

15 October 2016


BITS Pilani

40

House of Quality Sequence Deploying resources through the organization in response to customer requirements Quality plan

Customer requirements

House 1

15 October 2016

House 2


House 3

BITS Pilani

Production process

Design characteristics

Design characteristics

Specific components

Specific components

Production process

House 4

41

Value Engineering • Value Engineering is an organized effort to attain optimum value in a product by providing the necessary functions at the minimum cost • VE can be perceived as the systematic application of recognized techniques to identify the function of a product or service and provide those functions at the lowest total cost • Ratio of performance to cost 15 October 2016


BITS Pilani

42

Type of values • • • •

Use Value Esteem Value Exchange/Cost Value Scrap Value – Place – Time – Person

15 October 2016


BITS Pilani

43

How to add value? • • • •

Upgrading product performance Improving product worth and product esteem Improving quality at reduced cost Cost prevention or cost avoidance, in addition to cost reduction • Innovation and creativity • Preventing unnecessary use of resources

15 October 2016


BITS Pilani

44

Simple tests to identify poor values • Can the design be changed to eliminate the part? • Can you purchase it at lower cost? • Does it need all its features? • Is there anything better for the intended use? • Can a usable part be made by a lower-cost method? • Can a standard part be used? • Is it made on proper tooling considering the quantities involved? • Are there any newly developed materials that can be used? • Can two or more parts be combined into one? • Can any specification be changed to effect cost reduction?

15 October 2016


BITS Pilani

45

Thank you

15 October 2016


BITS Pilani

46


(Product (Portfolio) Architecture) & Product Architecture Srinivas Kota


(Product (Portfolio) Portfolio) Architecture) Architecture) &

Product architecture

Contents • Product Portfolio • Portfolio Architecture – – – –

Fixed Unshared Platform Massively Customizable Methodology

• Product Architecture – Integral – Modular – Methodology 15-Oct-16

MM ZG541

Product Design

BITS Pilani

3

Introduction • Product portfolio Set of different product offerings • Unique • Common system • Something in between • System strategy for laying out components and systems on multiple products • Example? 15-Oct-16

MM ZG541

Product Design

BITS Pilani

4

Portfolio Architecture Types

15-Oct-16

MM ZG541

Product Design

BITS Pilani

5

Fixed Unshared • Each product in a portfolio is unique and shares no components with any other product member in portfolio • Very high volume products (Sockets, spanners, Screw drivers) • Economies of scales exist to remain competitive • Application of DFA to reduce number of parts Single Offer

Robust Offer

15-Oct-16

• Single level of performance • Only one option to customer • 230/50 Hz or 110 Volts / 60Hz

• Can accept both electrical frequencies or voltages. • But still a fixed portfolio MM ZG541

Product Design

BITS Pilani

6

Platform

• Products that share components, modules or systems to meet market variety • Platform supported products are called the variants

15-Oct-16

MM ZG541

Product Design

BITS Pilani

7

Platform – Modular Family Modular Family Shares internal components such as bearings, shaft size, terminals, end plates etc. though the final product rating could be different

• Cost reduced derivatives • Product line extensions • Enhanced products (With GPS modules)

15-Oct-16

MM ZG541

Product Design

BITS Pilani

8

Platform – Modular Generations Modular Product generations

• support multiple products over period of time • outer shells vary -- Inner parts are same • market tastes change - outer cover is changed to suit the requirement • CPU speed in desktop computer • mechanical or electronic controls 15-Oct-16

MM ZG541

Product Design

BITS Pilani

9

Platform – Scalable Platform Scalable platform

• • • •

No common components All look same Except size is different Common - production or development activities • Functions are identical

15-Oct-16

MM ZG541

Product Design

BITS Pilani

10

Platform – Consumable Consumable platform

• Isolation of consumable items • Oil filters, Printer cartridges, Air purifier modules

15-Oct-16

MM ZG541

Product Design

BITS Pilani

11

Modular Platform – Standard Standard Platform

• Subset of a product system in a portfolio of products is a platform that conforms to industry standards • Fasteners, screws, bolts, nuts • Operating systems

15-Oct-16

MM ZG541

Product Design

BITS Pilani

12

Platform – Adjustable for Purchase Adjustable for Purchase • Setting remains fixed for the rest of the life • Dynamic change of settings not possible • Power supply settings • Configuration of memory • Size of bed in a machine tool • Number of turret stations • Mechanical controls or Electronic controls in refrigerator • Rotary or Reciprocating compressor in air conditioner

15-Oct-16

MM ZG541

Product Design

BITS Pilani

13

Mass customization • Features in basic platform that can be varied on desires of individual customer • Customer special orders the platform with the exact specifications he desires Fabricate to fit

• Wheels, Colour, Seats • Make your own sandwich or Pizza or Coffee • Coffee Vending machines – With Milk, Coffee, water - Espresso / Cappuccino / milk / coffee / Hot water

• Customer can change the specifications after purchased Adjustable to Use

15-Oct-16

• • • •

Steering / Seat adjustments Light intensity Speed of the motor Programmable logic controllers

MM ZG541

Product Design

BITS Pilani

14

Choosing an architecture type

• Complex and critical • Entire product design activity will depend on the decision • Customer need variety model • Why different architectures exist ?

Requested market variety from different customers

How individual customers have variety in their uses

Seat Adjustment • Don’t / Do • Keep adjusting throughout the use

Right architecture 15-Oct-16

MM ZG541

Product Design

BITS Pilani

15

Customer based architecture selection

15-Oct-16

MM ZG541

Product Design

BITS Pilani

16

Decision flow chart

15-Oct-16

MM ZG541

Product Design

BITS Pilani

17

Platform architecture

• Of the different product portfolio architectures available (Fixed vs Platform vs Mass customization models), the platform architecture is the most cost effective approach • Can be shared and reused, gains economies of scale

15-Oct-16

MM ZG541

Product Design

BITS Pilani

18

Choosing the platform architecture

• List desired offerings • List design options for each offering • Determine platform options • Chart platform and design options against evaluation criteria • Choose preferred combinations • Re evaluate candidates and Look for new options

15-Oct-16

MM ZG541

Product Design

BITS Pilani

19

List Design offerings

• Exploration for market for Household and commercial toaster appliances is done • 2 – slice, 4 – slice household and 4 - slice commercial models are required ( Based on the decision flow chart method described earlier)

15-Oct-16

MM ZG541

Product Design

BITS Pilani

20

List Design options

• Different layouts for each of members in product family.

• Which one is best ?

15-Oct-16

MM ZG541

Product Design

BITS Pilani

21

Determine Platform options

• What could be shared among the three products • Electronic control board • Heating elements and reflectors • Sheet metal chassis and toast loading mechanism

15-Oct-16

MM ZG541

Product Design

BITS Pilani

22

Platform and design Evaluation • Evaluation criteria • • • •

Material cost Inventory cost Visual appeal Ergonomics

15-Oct-16

Family 4; Option “C” is reference (Could be a competitor or own product) All others are evaluated against this option

MM ZG541

Product Design

BITS Pilani

23

Choose preferred combinations

In above case Family 1, option C seems a preferred one.

15-Oct-16

MM ZG541

Product Design

BITS Pilani

24

Re evaluate candidates, Find out new options • • •

Highest scoring column may not always be the one that is best Team consensus should be the goal Even though some options marked have less scores, still we can consider re evaluating them

15-Oct-16

MM ZG541

Product Design

BITS Pilani

25

Summary

• Each customer need indicates a different type • Customer need variation across population and across time determines how to architect a desired portfolio • Platform architecture is most effective for offering variety at reduced cost

15-Oct-16

MM ZG541

Product Design

BITS Pilani

26


Product Architecture

Contents • Introduction • Types of architecture – Integral – Modular

• Types of modularity – Function based – Manufacturing based

• Basic Clustering Method

15-Oct-16

MM ZG541

Product Design

BITS Pilani

28

Introduction • Product Architecture is the assignment of functional element of the product to physical building block of the product • Define the basic physical building blocks by translating of customer needs and business case into a realizable product concept(s) • Developing product architecture is a key milestone for any class of products • Key decisions on how the product will physically operate are made at this stage • “Develop a concept” phase is what gets shaped up in this stage 15-Oct-16

MM ZG541

Product Design

BITS Pilani

BITS Pilani, Pilani29Campus

Introduction • At basic level of product architecting, effective layouts of components and subsystems are created • The following questions are to be answered during this stage: • • • •

How will the subsystems be divided and interfaced? How will subsystems interact? What alternative architectures exist? Focus is on transforming product function to form – mapping customer needs to a functional model of a product

15-Oct-16

MM ZG541

Product Design

BITS Pilani


Types of architecture

• Integral architecture • Physical structures where all of the subfunctions map to a single or very small number of physical elements

• Modular architecture • Integral physical product substructures that have a one-to-one correspondence with a subset of a product’s functional model 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Integral Architecture • Single or very small no of physical elements • No individual isolated components • Physical elements blend together at their interfaces, which will have complex interactions • Changes made to any component in an integral architecture tends to propagate to many, if not all other elements • This architecture is applied on highvolume products 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Advantages and Disadvantages: Integral Architecture Advantages

Disadvantages

Harder for competitors to copy design

Hinders change of design in production

Tighter coupling of team with Reduces the variety of less interface problems devices that can be produced Increases system performance

Tooling cost may be higher, intricate parts are involved

Possible reduction in system cost 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Modular Architecture • They accomplish an overall function through the combination of distinct building blocks or modules • Difficulties may be faced in initial stages because compatibility of the modules in first product needs to be established with those in the subsequent products • Modular products make economic sense, offer easier assembly and disassembly, modification and reassembly • Modularity leads to standardization of components and re-configurability of devices 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Advantages and Disadvantages: Modular Architecture Advantages Improves device reconfigurability

Disadvantages May make devices look too similar

Increases the device variety Makes imitation of device and speed of introduction for easier by competitors new devices Improves maintainability and Reduces device performance serviceability of device Decouples development Modular design may be more tasks (and manufacturing) to expensive than integral some extent design 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Types of Modularity • Function based modularity Applied to the functionalities of a product and how these functions are distributed • • • •

Slot modularity Bus modularity Sectional modularity Mix modularity

• Manufacturing based modularity Relates more to the manufacturing techniques and assembly operations associate with a product • • • •

Original Equipment Manufacturing (OEM) modules Assembly modules Sizable modules Conceptual modules

15-Oct-16

MM ZG541

Product Design

BITS Pilani


Function based modularity

15-Oct-16

MM ZG541

Product Design

BITS Pilani


Slot Modularity • Examples of slot modularity – Same battery module • Each product has same interface (Battery in this case)

15-Oct-16

MM ZG541

Product Design

BITS Pilani


Bus Modularity • Describes a device mostly the main component of the system, that is equipped with a standard interface that accepts any combination of different functioning modules • Examples are expansion slots on the mother board, Lighting fixtures (where you can add more no of light modules)

15-Oct-16

MM ZG541

Product Design

BITS Pilani


Sectional Modularity • Exhibited by a chained interconnection of modules (called as sections), each equipped with a an identical interface • The modules can each individually accomplish different product subfunctions • Their recombination on the chain interface permits different system (product) functions • No one main module that can be called a device; rather collection of modules is the product 15-Oct-16

MM ZG541

Product Design

BITS Pilani


Mix Modularity • Combines several standard components together through web of modules, not through chain • Must be equipped with at least two complimentary interfaces to create a new device • Building blocks set is an example 15-Oct-16

MM ZG541

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Manufacturing based modularity

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OEM modules

• Modules that an OEM (original equipment manufacturer) can supply at less expense than could be developed in-house • Examples are power supplies for computers • Tires for automobiles

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Assembly Modules Group of components that solve related functions but are bundled to increase assembly ease Typically called as “Sub assemblies” in manufacturing environment 15-Oct-16

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Sizable Modules • Components that are exactly the same except for their physical scale • Examples are cutters of different sizes

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Conceptual Modules Solve the same function (Plugging a hole for example) but have different physical embodiment (shapes)

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Modular Design: Basic Clustering Method • Translate customer needs into rough layouts of a product • Steps – – – –

Create a Function Structure of the Product Cluster the Elements into Module Chunks Create a Rough Geometric Layout Define Interactions and Detail Performance Characteristics

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Basic Clustering Method: Create a Function Structure of the Product • Create a Function Structure of the Product – Input-Output diagram of what a product does – Materials, energies and signals enter from the environment processed by the function structure and leave the product as new flows – Blocks: sub functions; lines: different flows

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Function structures Signal Energy

Signal

Dry the wet hair

Material (Air)

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Energy

Material

Product Design

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Basic Clustering Method: Cluster the Elements into Module Chunks • Cluster the Elements into Module Chunks – Group the subfunctions into “chunks” (modules or assemblies) – Simple interactions between modules should be preferred (each chunk should be as independent as possible)

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Sub function structures

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Clustering elements into chunks Heater system

cvc

Motor system

Fan system

Housing (Structure) 15-Oct-16

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Create a Rough Geometric Layout • Create a Rough Geometric Layout • Block diagram of the product modules • Configuration design of product assemblies • Create a hierarchy of the product architecture from the function structure chunks and map the hierarchy to a 2D or 3D sketch(es) of the product layout

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Component hierarchy / 2D or 3D model

Product: Hair drier Heater system

Fan system

Housing

Heater

Fan

Motor

Main switch

Support brackets

Bracket

Support

Handle

Overload protector

Fan speed

Inlet nozzle

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Fan motor

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Component hierarchy / 2D or 3D model • Multiple configurations should be developed • Ergonomic and aesthetic information should be Included • 3D modelling on Pro-E or Solid works etc could be done for quick review of the design.

• Foam mockups, preliminary analysis, rapid prototyping are applicable at this stage

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Define Interactions and Detail Performance Characteristics • Interactions and interfaces between modules must be defined • Material interactions: solids, liquids, or gases that flow from one module to the next • Energy interactions: energies that must be transmitted or shielded between modules • Information interactions: signal (tactile, acoustic, electrical, visual etc.) • Spatial interactions: geometrical dimensions, degrees-offreedom, tolerances, and constraints that may be maintained between modules

• Develop a specification for each of these interactions; the specification is used to develop component concepts for the module 15-Oct-16

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Example: Printer

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Chunks Electronics

INK System

Chassis

Paper Handling System

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Product Design

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Layout

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2 D map

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Summary

Basic method for modular design 1. Create a function structure of the product. 2. Cluster the sub functions into module chunks 3. Create a rough geometric layout(s) 4. Define interactions and detail performance characteristics

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Thank you

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Generating Concepts Srinivas Kota


Generating Concepts

Contents • Introduction • Hindrances to Creative Thinking • Different Concept Generation Methods

• • • • •

Brainstorming Memory (Mind) Map C-sketch / 6-3-5 Trigger word Technique Morphological Chart 15-Oct-16


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Introduction • Product concept is an approximate description of • technology • working principles • basic form (shape) of the product usually expressed as a sketch or rough 3D model • Good concept • does not guarantee success!

• Poor concept • guarantees commercial failure! 15-Oct-16


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Introduction • One danger of concept generation process is the bias of preconceived solutions • Another danger of concept generation is the creation of ideas within in the “vacuum” of the design teams experience • Decomposition or breaking down a problem in to smaller parts is one of the principle to overcome these dangers

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Hindrances to Creative Thinking • It is important to recognize how mental blocks interfere with creative thinking • A mental block is a mental wall that prevents the problem solver from correctly perceiving a problem or conceiving its solution • A mental block is an event that inhibits the successful use of normal cognitive processes to come to a solution

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6

Types of Mental Blocks • Perceptual Blocks – Have to do with not properly defining the problem and not recognizing the information needed to solve it

• Emotional Blocks – Obstacles that are concerned with the psychological safety of the individual

• Cultural Blocks – These are due to thought process from living in a culture

• Intellectual Blocks – They arise from a poor choice of the problem-solving strategy or having inadequate background and knowledge

• Environmental Blocks – These are blocks that are imposed by the immediate physical or social environment 15-Oct-16


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Perceptual Blocks • Stereotyping – Thinking conventionally or in a formulaic way about an event, person, or way of doing something

• Information overload – You become so overloaded with minute details that you are unable to sort out the critical aspects of the problem • “Not being able to see the forest for the trees”

• Limiting the problem unnecessarily – Broad statements of the problem help keep the mind open to a wider range of ideas

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Perceptual Blocks • Fixation – People’s thinking can be influenced so greatly by their previous experience or some other bias that they are not able to sufficiently recognize alternative ideas

• Priming or provision of cues – If the thinking process is started by giving examples or solution cues, it is possible for thinking to stay within the realm of solutions suggested by those initial starting points

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Emotional Blocks • Fear of risk taking – This is the fear of proposing an idea that is ultimately found to be faulty

• Unease with chaos – People in general, and many engineers in particular, are uncomfortable with highly unstructured situations

• Inability or unwillingness to incubate new ideas – In our busy lives, we often don’t take the time to let ideas lie dormant so they can incubate properly

• Motivation – People differ considerably in their motivation to seek creative solutions to challenging problems 15-Oct-16


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Cultural Blocks • People acquire a set of thought patterns from living in a culture – experienced an educational system that has valued knowledge and suppressed our childhood proclivity to ask “why” & “how”

• Certain industries are tradition bound and are reluctant to change, even though profitability is decreasing – New management with a different thought is needed to get them back on the road to profitability

• Countries even differ in their attitudes toward creative problem solutions (political, educational & business culture) – In many countries it is a shameful disgrace for a business leader to take his company into bankruptcy, while in others it is a mark of creative entrepreneurship and normal risk-taking 15-Oct-16


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Intellectual Blocks • Poor choice of problem-solving language or problem representation – It is important to make a conscious decision concerning the “language” for your creative problem solving

• Memory block – Memory holds strategies and tactics problems as well as solutions themselves

for finding

• Insufficient knowledge base – Generally, ideas are generated from a person’s education and experience

• Incorrect information – It is obvious that using incorrect information can lead to poor results 15-Oct-16


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Environmental Blocks • Physical environment – This is a very personal factor in its effect on creativity

• Criticism – Nonsupportive remarks about your ideas can be personally hurtful and harmful to your creativity – Important for the team to maintain an atmosphere of support and trust

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Methods of concept generation • Intuitive methods • These methods focus on the combination of obtaining knowledge of possible technologies with the generation of ideas from the minds of the designers. This is undirected and free-wheeling

• Directed methods • These methods add direction to the search of the solutions by using physical insights and documented design principles

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Progressive Methods

Story Boarding Affinity Method Morphological Analysis Trigger Word Technique

C-sketch

Gallery Method

6-3-5

Synectecs

Brainstorming

Group Only Group or Individual


Design Catalogs

BITS Pilani

Factorization & Combinations

Forward Steps

Inversion

Intuitive

Physical Effects Solution Principles

Axiomatic Principles

TIPS (TRIZ)

Sequential

Checklists

Concept Generation Methods

Formal Concept Generation Methods Directed

15

Improving Creativity The creativity methods are aimed at improving the following characteristics of the problem solver: – Sensitivity: The ability to recognize that a problem exists – Fluency: The ability to produce a large number of alternative solutions – Flexibility: The ability to develop a wide range of approaches to a problem – Originality: The ability to produce original solutions to a problem 15-Oct-16


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Concept generation process

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Example implementation

Traditional condenser and evaporators used in air conditioners (Copper tube and aluminum fins)

Microchannel all aluminum coil adapted recently by automobile industry Heat transfer – High (20% higher) Internal Volume - 40-50 % low Refrigerant reduction – 35-40%

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Techniques for Idea Generation • To help make search for ideas more efficient • Brainstorming • Memory map • C-sketch / 6-3-5 • Synectics • Morphological Analysis

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Brainstorming • A group ideation technique • Group: • Leader plus 5-15 members from diverse fields. • Made up of equals • Leader: first outlines the problem, invites ideas from members. (S)he never leads in the expression of ideas. (S)he sees that the rules are observed and a free and easy atmosphere prevails • Procedure: The ideas are displayed, listed and passed on to members for further suggestions, if any. Then they are submitted for evaluation to another group of experts. The whole session up to 45 minutes 15-Oct-16


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Brainstorming • Rules to be observed during the session: • Members must shed their inhibitions: avoid rejecting ideas as absurd, stupid, embarrassing or false • Members must not criticize ideas generated (killer phrases forbidden) • Members encouraged to freely change, develop further or combine other ideas • All ideas to be recorded and displayed, and practicality of ideas is ignored • The wilder the idea, the better it is (easier to tone down wilder ideas than to improve mediocre ideas)

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Brainstorming • Team members will piggyback and leapfrog each other • Piggybacking creates building block ideas to the words, body language, statements and concepts stated by team members • Leapfrogging results in divergent or discontinuous jumps in responses

• Disadvantages – right idea may not come at right time – group conventions may sidetrack / inhibits original ideas – certain member may dominate the discussion 15-Oct-16


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Brainstorming: Case Study To separate unripe (green) tomatoes from ripe tomatoes quickly & automatically • • • • • • • • • • • • • • • • •

We separate them by colour. A colour meter ought to be practical Emissivity or reflectivity – green one ought to have a higher reflectivity Hardness. We squeeze them – easy – or poke them • X-Ray – size of seeds, or something like that Electrical conductivity • Odour, smell Electrical resistance Magnetism! Size. Won’t the green ones be smaller? Weight. The ripe ones will be heavier Size and weight together ought to correlate Size and weight is density Specific volume They must be mostly water – and have the specific volume of water Do they float or sink? May be that’s it – separate them by density – by whether they float or sink in water Would not have to be water – could be anything Non toxic Saltwater Specific heat

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•

Sound – can you hear a tomato?

•

Can a tomato hear?

•

Heat – infrared radiation

•

Thermal conductivity

•

Ability of a juggler to juggle them

•

Just let a woman look at them – push a button

•

Statistically – check only every other one

•

Just shake the hopper – ripe ones will rise or fall

•

Blow air through as you shake

•

Use random numbers – let 3’s and 7’s be ripe


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Memory (Mind) maps • One of the effective way to record the results of brainstorming session as it is happens is by memory mind mapping • The facilitator starts with a clean sheet of paper, writes the problem statement in the middle of the paper as two words and draws a box around it • Then the ideas generated to solve the problem is then recorded quickly, with circle around it • Each new idea to solve problem is connected to the original problem statement • The memory map servers as an effective visual documentation of the brainstorming session 15-Oct-16


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Memory map procedure • Conduct either a free-for-all or an orderly (around the room) process for the idea suggestions, directed by the facilitator • Record all this ideas as they stated, but none are judged at this point (even as to practicality) • Detail suggestions far enough for emergence of the specific solution idea • Wrap session in about 35-45 min • After the session is completed, judge the results with experts on the same group 15-Oct-16


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Memory map of “detecting a golf ball”

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C-Sketch /6-3-5 method • The drawbacks of the traditional brainstorming: • idea generation may dominated by a small no of team members or by zealous facilitator, • brainstorming always relies on an oral means of communication

• Alternative methods to address these deficiencies are known as c-sketch (Collaborative sketching) and “6-3-5” methods also known as brain – writing • C-sketch focus on the sketches as the media for creating the concept. The “6-3-5” method recommends sketch with the limited use of the key words and short descriptions 15-Oct-16


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6-3-5 method : Rules • The team members are arranged around the table usually the round to provide the continuity • Ideally the group of 6 generally may range from 3 - 8 members is formed and each one writes for the 3 ideas for the product function, architecture or overall configuration under consideration • After developing solution principles for each product function, the procedure is repeated to aggregate the principle into the integrated concept variants • Passing of the papers through one cycle is known as a “round”. The method encourage the 5 rounds to refine and combine ideas • There should be no verbal communication until the round is completed. By that no one member will dominate the discussion • The focus should be on the advancement of the ideas not the criticism 15-Oct-16


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6-3-5 method: Procedure • Arrange the team members around a table • Each member writes three(3) ideas for the primary product functions. The ideas are expressed in clearly distinguished areas of the paper, usually on oversized white media • After ‘t’ minutes of work on concepts, members pass their ideas to the person on their right • For the next ‘t’ minutes, team member modifies the ideas on the paper, with the option of adding an entirely new concept, not contained on their original idea sheet • Passing of the ideas sheets continues until a member’s original sheet returns and the round ends. With sufficient time intervals between round the five round are repeated • Post process, ideas are accumulated and summarized 15-Oct-16


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6-3-5 method: Power Screwdriver

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6-3-5 method: Power Screwdriver

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Synectics • Problems are solved by Analogy • Recognition of design under study and a previously solved problem • Direct analogy: • Searches closest physical analogy • Vibrations faced in a new design vs How this was solved in older models?

• Fantasy analogy: • Far fetched ideas not limited by today’s limitations and laws of nature.

• Personal analogy: • if we are the product, what we will do? 15-Oct-16


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Morphological Analysis • A systematic method for assembly of the overall alternatives and continued idea creation is known as morphological analysis or charting • Morphology means study of shape and form

Steps • Consider each product function in the functional model and each module of the architecture • List the function or module as rows of the matrix • In the first column of the matrix, enter the current solution to the function or module, if the product exists 15-Oct-16


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Morphological Analysis •

•

•

Apply concept generation methods and record the concepts in the columns of the matrix for each function Map the range the solutions per each function to a classification scheme, such as energy domains. Judge if the solutions are too focused or cover a good breadth. If the solutions are too focused, carry out further sessions of the intuitive and directed concept generation When good breadth of ideas and technologies are realized in the morphological matrix, combine the ideas into diverse concept variants that seek to satisfy the entire product specification 15-Oct-16


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Morphological Analysis: Chart Problem: Design a manual propulsion system for a small boat Design parameters

Alternative ideas

Input motion

rotating

oscillating

reciprocating

Input source

one hand

Both hands

One foot

Both feet Hand &foot

Input device

Hand crank

pedals

lever

treadmill

Output device

fin

screw

propeller

Paddle wheel

jet

Mechanism gears

Belt pulley

Chain & sprocket

linkage

pump

Operator position

standing

reclining

kneeling

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sitting


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Morphological Analysis: Chart Problem: Design a manual propulsion system for a small boat Design parameters

Alternative ideas

Input motion

rotating

oscillating

reciprocating

Input source

one hand

Both hands

One foot

Both feet Hand &foot

Input device

Hand crank

pedals

lever

treadmill

Output device

fin

screw

propeller

Paddle wheel

jet

Mechanism gears

Belt pulley

Chain & sprocket

linkage

pump

Operator position

standing

reclining

kneeling

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sitting


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Morphological Chart Problem: Mechanical ventilation unit

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Summary •

• •

One should be aware of mental blocks and take necessary precautions to remove them while solving problems. Intuitive and directed methods available for coming up with creative solutions Practice will be needed to use the creative methods for solutions

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Thank you

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Concept Selection Srinivas Kota


Concept Selection

Contents • Estimation • Measurement Scales • Concept selection process • Pugh Concept Selection Charts • Example

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Estimating Technical Feasibility • Any person can cultivate a good estimating ability • Depends on familiarity with dimensional units and familiarity with the different values along the dimensions • Many do have the problems in estimating and the estimates can vary by orders of magnitude • Some estimations use perceived units such as meter(m), Kilograms (Kg), Temperature (K) and they are easy to estimate. • Others such as Energy (watts or joules) and pressure (Kpa) etc are derived and little intuitive in nature. • In such situations, it is better to compare it to familiar examples to us and see if the same makes sense? 15-Oct-16


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Estimation • There are basic steps to estimating: imagine, model, compare and judge • Imagine the concept to estimate. Imagine the points along the energy, material and information flows through the concept where one might measure the change in input, output or capacity of concept • Construct a very simple model that relates the capacity or flow through a concept to known quantities • Use the concept and the model to provide a comparison with known quantity • Judge whether the estimated quantity compares with a known quantity • When estimating on preliminary concept, it is noted that estimate is generally accurate only to certain order of magnitude 15-Oct-16


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Estimation • Preliminary conceptual estimates are generally accurate only to certain order of magnitude • Eliminate concepts that are not technically feasible • Out of bounds of feasibility are eliminated • Retain concepts that require the well structured design to resolve into a winning preliminary concept to expend further resources on

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Decision Methods Steps are: •

Evaluate each alternative with respect to each criterion

•

Aggregate determined values into overall score

•

Compare overall scores to determine ‘best’ alternative

• Ordinal (qualitative) methods: • require ranking alternatives worst best • Cardinal (quantitative) methods: • quantify measure on an interval scale • New product profiles and datum (Pugh) methods • Which assume decision makers can aggregate partial evaluations intuitively 15-Oct-16


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Measurement Scales • Rating a design parameter among several alternative designs is a measurement • Nominal scale is a named category or identifier like “thick or thin,” “red or black,” or “yes or no.” – The only comparison that can be made is whether the categories are the same or not – Variables that are measured on a nominal scale are called categorical variables

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Measurement Scales • Ordinal scale is a measurement scale in which the items are placed in rank order – The ordinal scale says nothing about how far apart the elements are from each other – Pairwise comparison – Number of possible comparisons = n (n-1) / 2, n-number of criteria

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Measurement Scales •

•

On an interval scale of measurement, differences between arbitrary pairs of values can be meaningfully compared, but the zero point on the scale is arbitrary •

To determine how much worse A is compared with D

•

Addition and subtraction are possible, but not division and multiplication. Central tendency can be determined with the mean, median, or mode

For example, we could distribute the results from the previous example along a 1 to 10 scale to create an interval scale

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Measurement Scales • Ratio scale is an interval scale in which a zero value is used to anchor the scale – Each data point is expressed in cardinal numbers (2, 2.5, etc.) and is ordered with respect to an absolute point – All arithmetic operations are allowed – A ratio scale is needed to establish meaningful weighting factors – Most technical parameters in engineering design, like weight, force, and velocity, are measured on a ratio scale 15-Oct-16


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Comparing scales

Ref: http://rchsbowman.wordpress.com/2009/08/12/statistics-notes-data-classification/ 15-Oct-16


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Remember…

The goal of concept selection is not to Select the best concept. The goal of concept selection is to Develop the best concept. So remember to combine and refine the concepts to develop better ones! 15-Oct-16


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Caveats • Beware of the best "average" product. • Perform concept selection for each different customer group and compare results. • Check sensitivity of selection to the importance weightings and ratings. • May want to use all of detailed requirements in final stages of selection. • Note features which can be applied to other concepts.

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Concept Selection Process The selection process is a five step process and iterations: – Forming consensus on the criteria – Forming consensus on the alternative – Ranking alternatives – Evaluating alternative – Attacking the negatives

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1. Forming consensus on the criteria • The first step is to establish evaluation criteria on which the concept selection will be based • To establish criteria definitions design team should start with one member articulating the proposed list of evaluation criteria developed from customer needs and engineering specification • As this list is formed, other team members should chime in with more criteria, until a set of criteria on board that everyone agrees could be legitimate criteria •

Cost, Easy to manufacture, Easy to clean, Maintainability, safety etc.

• Refine each criterion into a common definition •

consistent with previous metrics

•

scope of the criteria

• This process can help with the problem of failure to consider all ramifications of decisions • Quick reference to the team members 15-Oct-16


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2. Forming consensus on the alternative • Different alternatives need to be understood on a common basis • Team members voice the alternatives that are given labels, and these alternatives should be those that proceed from concept generation • Alternatives needs to be refined to a level where every team member will understand it • Each alternative is given a commonly understood definition, and articulation of what will be needed to engineer the concept into a final product

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2. Forming consensus on the alternative

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3. Ranking Alternatives • The next step is to rank each clearly defined alternative on each clearly defined criterion • There are different ranking schemes that can be used, depending upon the quality of the information available • The ranking is completed using the decision matrix • To rank the alternatives a scale is used such as (-,s,+) where a(-) is worse than (s) is worse that (+)

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4. Evaluating Alternatives • Once the ranking is completed for each criterion, the evaluations should be collected into a over all summary rankings on each alternative • Humans cannot process all rankings simultaneously when comparing two alternatives • The criteria ranking needs to be aggregated into one or more ranks for simpler ordering of alternatives into a best to worst ranking that can be understood • An ordering of all the alternatives form overall worst to the overall best should be completed

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5. Attacking the negatives • The alternatives that rate poorly should be taken off chart and that rate favorably must be closely examined • In particular, the alternatives that rate high overall but have a few low scores should be closely scrutinized. (attacking the negatives) • For the alternatives such as negative ranked criteria, design team should – Clearly state the what is causing the negative effect – Apply the theory of innovative problem solving – Require out of box thinking • Attacking negatives is very effective at the earlier period of product concept selection phase

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Pugh concept selection charts • The above discussed process can be applied with decision making tools as developed by Pugh • These tools known as Pugh charts, use minimal evaluation scale and three overall ranking matrices (-,s,+) • Pugh charts are the most effective known tools for preliminary concept selection when there is minimal information quality available

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Pugh concept … Alternatives

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Evaluation criteria


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Pugh concept … Select Datum • Next step is to establish the evaluation scale • The team should select one alternative (a existing product with the same company or a competitive product) that will be ranked as (s) (or 0) on every criterion and be called datum • The datum is the alternative to which every other concept will be compared

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Pugh Chart

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Pugh concept … Ranking and Assessment • Having selected a datum all the alternatives are evaluated on each criterion, one criterion at a time relative to the datum • If team agrees that this alternative performs less than datum then it is assigned (-) rank, if equal (S) rank and if better than datum it is assigned (+) rank • Sometimes (--) denoting much worse and (++) much better are also used. • When a convergence among team is not readily apparent, then the design team should simple rate the alternative with (s’) or a (?) and in overall rating analysis treat as (s) 15-Oct-16


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Pugh concept … Alternative rank Ordering • with the alternative rated on every criterion, the rating should be combined into overall scores that can be used to order the alternatives from best to worst • To do this simple average summation of the ranks is not adequate • Three scores must be presented –

Average (of all negatives and positives)

–

Sum of negatives

–

Sum of positives

• These three overall score should be considered when progressing to the next round of attacking negatives and reevaluation 15-Oct-16


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++ (Much better) - - (Much worse)

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Pugh concept … Attacking the Negatives • Having assessed the alternatives on the criteria, the lower average-rated alternatives should be discarded from further consideration and relegated to side • Then the highly average rated alternative should be scrutinized • The specific concept-generation activity will lead to new alternatives and thus the need for another round of ranking and evaluation

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Pugh concept … Iteration and solution

This process of evaluation, refinement and

attacking the negative should be repeated until the team converges on wining combination

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Sample Pugh Chart

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Example: Coffee Chopper

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Criteria and Evaluation

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The better/worse method • One evaluation procedure commonly used is the better/worse method • First we select an arbitrary alternative from x to from the beginning of list{x0} indexed by j • For other alternative we start at the bottom of the list and move up through the list asking – Is design xi as good as or better than design xj in Φ – Once xi is no longer better than xj ,then insert xj into the list at that point. The set of possible ranks for any evaluation is • S={better, same, worse} • The alternative at the head of the list is better than the rest for the criteria Φ and is therefore recommended 15-Oct-16


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The better/worse method

C1 C2 C3 C4 C5

C1 C2 C3 C5 C4

C1 C2 C3 C5 C4

C1 C2 C3 C5 C4

C1 C2 C3 C5 C4

C1 C3 C2 C5 C4

C1 C3 C2 C5 C4

C1 C3 C2 C5 C4

C1, C2 , C3 , C4, C5 are alternative concepts

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A Critique Of Design Evaluation Schemes • There are many possible concept selection approaches. A good criterion to judge these method is by the level of information quality available at the time of decision • At the conceptual design phase information quality may be low but as the process progresses the quality of information will become better • There are many decision making process such as AHP, goal programming, utility theory, probability methods and fuzzy sets all have various advocates for various design decision making problems

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Thank you

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Concept Embodiment & Product Metrics Srinivas Kota


Concept embodiment & Product Metrics

Concept Embodiment

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Contents • •

Overview and Context Refining geometry and layout • Product Embodiment process • Embodiment checklist • System modeling • Mechanical embodiment principles • FMEA • Summary

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Overview and context Embodiment a tangible or visible form of an idea, quality, or feeling • Concept embodiment is perhaps the task most identified with an engineer in the product development process • During this stage the engineer carry out many activities • Choice of components, interfaces, fasteners, connectors etc…

materials,

geometry,

• To make these choices, an engineer must understand a product as a system, one that interacts with its environment 15-Oct-16


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Overview and context Continued… • These methods range from mathematical and empirical modeling of a product’s performance to the life cycle issues of service and environmental impact • The framework provides a context for implementing the concept embodiment and has proven more effective than others in educational resources • When studying this framework, it is important to understand the intrinsic complexity and nonlinearity of the process 15-Oct-16


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PD Stages and Information • The first stage includes customer needs analysis, functional modeling, and the productarchitectural layout • The next stage of the process, concepts are developed as the line drawing and high level geometric descriptions. The focus is on the operational principles of the product • The concept embodiment stage seeks to resolve the focus of the product to a singular crisp description. This process involves number of decisions 15-Oct-16


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Original Concept

Original realization

Evolved Concept

Evolved product realization

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Refining Geometry And Layout • In the context of creating a robust product or family of products, two issues drive concept embodiment • Refining a product’s geometry and architecture • System modeling toward detail design

• These two issues pertain to four design scenarios: original design, adaptive design where a significant new technology is introduced, adaptive design where a simple subsystem is modified, or parametric design • The intent of this methods is to guide the transformation of a concept sketch to refined geometry and material choices 15-Oct-16


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General Process Of Product Embodiment • Ideally the result of the concept development is a single concept, or product family, with one chosen alternative for each subsystem In reality, one usually ends up with one of three situations • a single concept with functional choices that are not set because they are not primary • a family or platform of the products with single choices for each member of family and, • two or three alternative concepts that might need further refinement before a choice is made

• For the first two cases, embodiment design may progress unhindered, provided the product concept is truly feasible. In the third case, however, the alternative concepts must be developed in parallel until a reasonable decision is made 15-Oct-16


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General Process Of Product Embodiment continued… • Embodiment design, moves the process iteratively toward a definitive form including • • • •

Geometric layout Material composition Quality and manufacturability issues Economics

• Challenge in embodiment design is that the parameters in the subsystems can become highly coupled, that is changes in one parameter affect the others • This process is generally iterative, a change is made in a variable or subsystem and the effects are determined. If they are in right direction, another change in the same direction is attempted 15-Oct-16


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General Process Of Product Embodiment continued… • The general idea is to iteratively refine the geometry and layout of a product from an abstract form to a concrete one. Figure in the next slide illustrates a process of this idea • The process begins by considering the product specifications. Using customer needs and these specifications, the critical needs are identified that will drive the embodiment of the product • After choosing the driving specifications, an overall layout of the product is drawn to the scale based on the concept drawing 15-Oct-16


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General Process Of Product Embodiment continued… • Through these drawings, the following items are illustrated • • • •

Maximum dimensions of the product Clearance between relative subsystems Installation paths General arrangement of components relative to one another

• Once rough scale sketches are completed, the main function carriers of the functional model and product concept are identified • Based on these results preliminary alternative layouts of the remaining main function carriers are developed 15-Oct-16


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General Process Of Product Embodiment continued… • Using functional model and product architecture layout, rough layouts should be developed for the remaining function carriers. In addition, auxiliary functions should be identified that are needed for the current layout • With the rough layouts developed for the main, supporting, and auxiliary, functions, these layouts must now be detailed, ensuring the capabilities of all subassembly interfaces • The embodiment process concludes with the testing of the physical prototypes and the design of appropriate tooling. The product layout is updated on the basis of these testing results and the final documentations is prepared for manufacturing 15-Oct-16


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Embodiment Checklist • To support the general embodiment process a second basic method is the application of an embodiment checklist • Such a checklist provides a systematic approach to apply proven design principles during product development • This checklist is created from the generic design principles of the ensuring robustness, clarity, simplicity, and the safety in a product • Robustness is the design principle that seeks to minimize the variability in the performance of the product under all expected environmental and user conditions. This principle provides a basis for understanding the impact of noise on a product’s performance 15-Oct-16


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Embodiment Checklist Continued… • Clarity is the basic principle that all functions should be unambiguously specified, in form, parameters, manufacturing, and assembly. Unintended functions should not be present in a product • The design principle of simplicity on the other hand is the minimization of the information content within a product design • The remaining generic design principle is safety. Its purpose is to minimize the risks created by the use of a product. As such this principle seeks to ensure that a product has the desired strength, reliability, environmental impact, ergonomics and accident prevention measures • Based on these principles an embodiment checklist is formulated by considering the range of the possible engineering specifications applied to commercial products 15-Oct-16


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Advanced Methods Systems Modeling • Embodiment Principles • • • • •

Alignment of forces 3-2-1 alignment Deflection Reduction and the Abbe Principle Forces in Members Vibration Reduction

• FMEA Method

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Advanced Methods: System Modeling Systems models are the representations of a product that predict the product’s performance under varying input conditions Systems Modeling • Functional models represent high level systems models of a product which takes the material, energy and signal as input and convert into the desired output • These models need to be extended to facilitate designparameters and manufacturing decisions during concept embodiment • Mathematical methods and physical prototypes are the means to perform this extension 15-Oct-16


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Advanced Methods: System Modeling Continued… • Virtual and physical modeling of a product provide indepth insights into its operation and possible improvements • Three tasks are needed to develop virtual or mathematical model • Beginning with customer need engineering specification the critical product components are identified High level model • After identifying the physical principles and assumptions for each customer need, a balance relationship is created to document a high level physical model 15-Oct-16


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Advanced Methods: System Modeling Continued… • Balance relationships • The last task in formulating mathematical models for a product is to convert the balance relationships into a set of mathematical equations

• Physical prototype models • In some cases, cycle time, economic, or productcomplexity considerations may prevent the development of mathematical model • The creation of a physical prototype can be used as an alternative modeling approach • The intent here is to create a bench-top or other experiment for a customer need, focusing on the effected product components and variables 15-Oct-16


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Mechanical Embodiment Principles: Alignment of forces Five design principles are presented as follows Alignment of forces • To properly design forces in a mechanical assembly, one should distinguish three forces that act on any moving part • Weight • Frictional force • Applied force (load)

• To design an exceptional system of movement in machine, one should consider subassemblies that move relative to one another as a distinct moving parts 15-Oct-16


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Mechanical Embodiment Principles Continued… To do this one should do the following • On an isometric sketch of each moving part, determine and draw on the sketch the centre of the mass. This location is where the weight acts as a single force down, and the internal force act in the opposite direction to the motion • On each moving part, draw each applied force. Then determine the centroid of the applied forces and the vector sum of the applied forces. The vector sum of the forces act as a single force at the applied force centroid • On each moving part, draw each frictional force. then determine the centroid of the frictional forces and the vector sum of the frictional forces the vector sum of the forces acts as single force at the frictional force centroid 15-Oct-16


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Mechanical Embodiment Principles Continued… • Redesign the force locations so that all the centers of forceweight / inertia, applied, and frictional are on the top of each other. If they are not, the part will bind as it moves. Be sure to consider the variation of the force values as the devices operated.

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3-2-1 Alignment • To reduce and eliminate these problem of proper interfacing, all part and subsystem interfaces should be mechanically designed with sound principles. Any mechanical interface can be broken into two aspects how it is positioned and how it is restrained and positioning is independent of restraining. • The best approach to positioning is to design all parts with 3-2-1alignment scheme • Every part that must be rigidly attached into an assembly has “3” perpendicular positioning surfaces defined on the part. On one plane, three points are defined as a alignment points - they contact the greater assembly the part fits within 15-Oct-16


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3-2-1 Alignment Continued… •

On a perpendicular plane,”2” more points are selected as alignment points. Finally on the third perpendicular plane,”1”point is selected as alignment point • This configuration of three planes defines the position and orientation of the part in the garter assembly and it is ready to be fastened into place • A 3-2-1 alignment scheme is beneficial in that it leaves no uncertainty in how parts or modules interface the greater assembly • When 3-2-1 alignment process is not used it is for one of two reasons. Either design process is sloppy or the part is over constrained 15-Oct-16 Product Design

MMZG541

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Vibration Reduction • Another common mechanical embodiment design problem is vibration either mechanical or acoustic • There are three basic approaches to reducing vibrations • • •

Reduce the source Change the transmission Reduce the transmission

• To execute these approaches, one should map the vibration loads though the device, from the source point, through the parts to the point of the vibration problem • The first approach is to reduce the source •

One should observe the actual sources of vibration and its plane of motion and examine where that is being restrained

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Vibration Reduction Continued… • The second approach to vibration reduction is to change the natural frequency of the source or transmitting parts Changes made in shape to non-planner and noncylindrical shapes can greatly stiffen a part, thereby increasing its natural frequency, perhaps to a regime where the vibrations cause no problems • The last approach is one often applied; it calls for the insertion of dampeners within the travel path of the noise from its source to its area of concern • One approach is to insert such vibration isolators at the part attachment points • Another approach is to dampen the transmitting parts rather than the transmitting joints 15-Oct-16


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FMEA Method: Linking Fault States To System Modeling • The foundation of robust product design is built on the combined concept of customer quality and engineers quality • Customers quality is to minimize the performance variation of the product for all environmental and user conditions • Engineering quality is to ensure that the product functions as it is intended, without falling short of a customer’s implicit expectation. It may be termed as expected quality of a product 15-Oct-16


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FMEA Method: Linking Fault States To System Modeling Continued… • The embodiment checklist focus on expected quality. A more advanced and complementary technique is known as FMEA • It is the analytical tool used by the product development team to identify, define, and eliminate, to the extent possible, known or potential failure modes of the product • FMEA begins at the initiation of the product’s business case and continues throughout the life of the product 15-Oct-16


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FMEA Method: Linking Fault States To System Modeling Continued… • FMEA supports the product development process in reducing the risk of failure by • Aiding in the objective evaluation of the design requirements and design alternatives • Aiding in the initial design for manufacturing and assembly requirements • Increasing the probability that the potential failure modes and their effects on system operation have been considered in the design/development process • Providing additional information to aid in planning of through and efficient design improvements and development testing • Providing an open issue format for recommending and tracking risk reducing action • Providing further references to aid in analyzing field concerns, evaluating design changes, and developing advanced designs 15-Oct-16


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FMEA Method: Linking Fault States To System Modeling Continued… • Three basic elements of FMEA • Failure modes: entails identification • Failure effects: entails ramifications • Failure criticality: measures relative importance of a given failure state.

• The FMEA process is as follows • List each subassembly and component number, along with the basic function or functional chain of the components • Identify and list the potential failures for each product components • List possible causes or mechanisms of the failure modes • List the potential effects of the failure, including impact on the environment, property, or hazards to human users 15-Oct-16


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FMEA Method: Linking Fault States To System Modeling Continued… • Rate the likelihood of occurrence (O) of the failure, the rating should be on the scale of 1-10 as given by • • • • •

1 2/3 4/5/6 7/8 9/10

- no effect - low (few failure) - moderate (occasional failures) - high (repeated failure) - very high

• Estimate the potential severity (S) of the failure and its effect. Scale of 1-10 is used • • • • • •

1 2 3 4/5/6 7/8 9/10

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- no effect - very minor (noticed by discriminating customer) - minors (noticed by average customer) - moderate (customers are annoyed) - high (customers are dissatisfied) - very high and hazardous


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8 b. for Severity of Failure

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8 c. Rating of Occurrence of Failure

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FMEA Method: Linking Fault States To System Modeling Continued… • List current or expected design controls/tests for detecting (D) the failure before the product is released. scale of 1-10 is used • • • • • •

1 2 3 4/5/6 7/8 9/10

- almost certain - high - moderate - moderate –most customers are annoyed - low - very remote to absolute uncertainty

• Calculate the risk priority number (RPN) = (S) x (O) x (D) • Develop recommended actions for the failure modes, assign, responsibilities to appropriate parties and team members, an set a schedule for implementing the actions 15-Oct-16


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8 d. Rating of Detection of Failure

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FMEA Method: Linking Fault States To System Modeling Continued… • Implement the corrective actions, update the S-O-D ratings, and calculate the PRN for the updated design • The results of this FMEA process may be documented with the template provided

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FMEA Method: Linking Fault States To System Modeling Continued… • FMEA entails a deliberative, thoughtful and sincere process of satisfying the engineering quality of a product • It produces the living document • It systematically provides a means to satisfy our ethical responsibilities that a product will be safe and effective in all reasonable operational models • This is the design FMEA is discussed other types also exists such as a process FMEA • This type of FMEA redirects the focus to failure modes caused by or within manufacturing and assembly operations 15-Oct-16


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Summary • Concept embodiment, the stage of the product development where concepts are transformed into physical realizations • Concept embodiment is a highly nonlinear, iterative, and complex process • It requires sound engineering skills ranging from modeling and experimentation to the manufacturing, assembly and tooling design 15-Oct-16


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Modelling of Product Metrics

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Model preparation Map or relate the customer need weights to the product functions Customer requirement

Need weight

- Should dry the wet hair 9

Sub function Supply air Convey the flow Transfer heat to air

- Easy to hold and use-

7

Should be safe

5

Easy to store

2

Less power consumption 1

Provide handle Insulate the heater Minimize the heat loss Fold the handle Increase efficiency Accept command ON/ OFF

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Model preparation Identify the functions that relate most strongly to the customer needs Customer requirement

Need weight

- Should dry the wet hair 9

Sub function Supply air Convey the flow Transfer heat to air

- Easy to hold and use-

7

Provide handle

Should be safe

5

Insulate the heat

Easy to store

2

Minimize the heat loss

Less power consumption 1

Fold the handle Increase efficiency Accept command ON/ OFF

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Model preparation • Choose the metrics (As an example 3 sub - functions) Supply air

unit

Volume of air

M3/min

Transfer heat to air

unit

Initial temperature of air

°C

Outlet temperature of air

°C

Time required to heat up the air

min

Insulate the heat

unit

Thermal conductivity of enclosure (k)

W/m°K

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Model preparation • Identify target values (As an example 3 sub - functions) Supply air

unit

Volume of air

M3/min

Target value 4

Transfer heat to air

unit

Initial temperature of air

°C

27

Outlet temperature of air

°C

60

Time required to heat up the air

Seconds

2-3

Target value

Insulate the heat

unit

Thermal conductivity of enclosure (k)

W/m°K

0.020

Surface temperature of the enclosure

°C

< 30

Target value

Target values are based on benchmarking results / calculations 15-Oct-16


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Testing the concepts (Surface temperature of the enclosure – from the previous slide) Solution of this model will tell you the temperature at the surface of the equipment

Mathematical modelling

Equipment side Heater + Fan + Controls

25◦C

Human side Fingers + Hand etc 100◦C

Physical prototyping 15-Oct-1615-Oct-16


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Construct the boundary and balance relationship

Equipment side Heater + Fan + Controls

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Human side Fingers + Hand etc

Product Design ProductMMZG541 Design MMZG541 BITS Pilani BITS Pilani

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Computational model By applying heat balance i.e , Heat in = Heat out 1∞1 0, =

= 2∞2 ,

, - is the solution needed for finding out temperature Surface. We can use numerical models etc to Arrive at the solution. ( The surface temperature of the surface should be sufficiently low for safe operation) 15-Oct-1615-Oct-16


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Final Steps • Interrogate (Validate ) the model • Extreme limits etc are to be checked • Finally physical tests are to be conducted • Display and use the model • We must found out different design configurations which gives the optimized design • These configurations have to be validated again using DFM, DFA , DFE

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Product Design ProductMMZG541 Design MMZG541 BITS Pilani BITS Pilani

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Thank you

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Physical Prototypes Srinivas Kota


Physical Prototypes

Contents • • • •

Introduction Prototypes and Design process Rapid Prototyping Different Techniques

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Introduction • Product should really function the way it is expected to work • Prototypes are physical models of the product that are tested in some way to validate the design decisions that have been made up to that point in the design process • Various forms are used in different ways throughout the design process

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Prototype • Physical instantiation of a product, meant to be used to help resolve one or more issues during the product development – Communicates the visual layout and a product’s look and feel – Exploration, optimization and validation – Fabrication, assembly issues

• Visually inspected, tactilely experienced, tested, modelled, varied and simply observed as a 3D entity. 15-Oct-16


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Choices of modelling and simulation • Analytical methods (Simulations) • Physical methods (Prototypes)

Objective: Minimize the product development cycle while delivering a quality product that satisfies the customer needs over varying conditions of use.

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Questions to be asked when considering Prototypes • Should the product development team build a prototype(s) at a certain time? • What is the purpose(s) of the prototyping efforts? • What are the possible forms of the prototype? • What simplifications can be made that are independent of the prototype’s purpose? • What types of tests will be applied to the prototypes? • What is the risk of constructing prototypes or continuing without them? 15-Oct-16


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Types of Prototypes Physical prototype

alpha beta prototype prototype

mechanism linked to circuit simulation

Focused

simulation of circuits

final product

Comprehensive

not generally feasible

equations modeling supports

Analytical 15-Oct-16


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Physical vs. Analytical Physical Prototypes • Tangible approximation of the product • Exhibit unmodeled behavior

Analytical Prototypes • Mathematical model of the product • Exhibit behavior arising from explicitly modeled phenomena. (not always anticipated)

• Behavior may be an artifact of the approximation • Best for communication

• An artifact of the analytical method • Allow more experimental freedom than physical models

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Focused vs. Comprehensive Focused Prototypes • Implement one or a few attributes of the product

Comprehensive Prototypes • Implement many or all attributes of the product

• Answer specific questions about the product design

• Offer opportunities for rigorous testing

• Generally several are required

• Best for milestones and integration

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Analytical models • Simulation of system models (CFD, FEA etc.) – Faster to do, sometimes inexpensive • Limitations – Accuracy of models due to theoretical limitations , may poorly estimate the actual product behavior – Empirical relationships in many fields such as heat transfer, fluid mechanics are used

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Physical models • Unexpected phenomena and effects are always discovered in the physical usage of the product • Paper and virtual models hide many mysteries of how a product will actually perform • Limitations • It is not practical to build a large number of physical prototypes • May be very expensive • Large delays in development cycle 15-Oct-16


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Trade - offs Technical risk High Software, consumer products Low

Aeroplanes, Automobiles

Cost of prototype

Pen, Pencil, stapler

High

Buildings, Ships

Low

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Trade - offs Technical risk High Mix of Prototype / Analytical models

More of prototype validation Low

Cost of prototype

High

More of analytical simulation

Prototype

Low

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Prototype & Model Testing throughout the Design Process • Phase Zero – Product Concept Model / Industrial Design

• Conceptual Design – Proof-of Concept Prototype

• Embodiment Design – Alpha-Prototype Testing / Experimental Prototype

• Detail Design – Beta-Prototype Testing

• Manufacturing – Preproduction Prototype Testing 15-Oct-16


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Prototype & Model Testing throughout the Design Process • Phase Zero: Product Concept Model – A full-scale or reduced-scale model – Technical designers & industrial designers – Appearance to gauge customer reaction – Glitzy models and pass around • • • • •

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Look and feel of the product Simple materials: foam or foam core Many options quickly Renderings / Drawings Mock-up: look a like with no working internal components


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Prototype & Model Testing throughout the Design Process • Conceptual Design: Proof-of Concept Prototype – Performing the functions satisfying needs and specifications – Succession of proof-of-concept models – Showing that the concept will deliver the needed function – Some physical and others through rough sketches • Readily available materials • Whether the imagined physics of the concept on paper indeed actually happen, and what any unforeseen physics might be. 15-Oct-16


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Prototype & Model Testing throughout the Design Process • Experimental Prototypes – Model a subsystem of a product while converging to a target performance of the subsystem – Real product’s physics

• Embodiment Design: Alpha-Prototypes – Testing product prototypes – Parts are made to the final design drawing with same material as the product but not using the same manufacturing processes as the production-run parts – Parts that should be made of castings or forgings will be made by machining as the tooling is still under design 15-Oct-16


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Prototype & Model Testing throughout the Design Process • Detail Design: Beta-Prototypes – Full-size functional product with the same materials – may not use actual production processes – Proof-of-process prototype – Customers are enlisted to help run these tests – Failure modes and effects are analyzed undertaking the extreme operational range

by

– Results are used to make any remaining changes in the product, complete the production planning and try out the production tooling 15-Oct-16


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Prototype & Model Testing throughout the Design Process • Manufacturing: Preproduction Prototypes – First several thousand of units of production from the actual tooling, production line and using the assigned production workers – Represents the product that will be shipped and sold to the customer – Tests are made to verify and document the quality of the design, production and assembly processes

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Uses of Prototypes • Communication (Flexible product choices) – demonstration of product for feedback – e.g., 3D physical models of style or function

• Learning (costly iterations) – answering questions about performance or feasibility – e.g., proof-of-concept model

• Integration (parallel activities) – combination of sub-systems into system model – e.g., alpha or beta test models

• Milestones (freedom and care in allocating resources) – goal for development team’s schedule – e.g., first testable hardware 15-Oct-16


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Pitfalls of Prototypes • Delaying time-to-market • Unnecessarily detailed or complex prototypes • Schedules that do not allow for prototype test results to be integrated into the final product • They help verify the product but they have a high cost in money and time • Trade-off between the number of prototypes built and tested and the cost and length of the product development cycle • Strong trend toward replacing physical prototypes with virtual prototypes (economical and faster) 15-Oct-16


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Materials for Prototypes • Wood and Wood Products – availability, workability, simple tools, sizes

• Plastics – Variety, Properties

• Metals – Industry specific, full-scale functional components (tooling), consumer durables (off the shelf components)

• Adhesives – Helps in fastening items within a prototype

• Other Materials – Clay, machining wax, foam, rubber, paper, cloth 15-Oct-16


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Issues with selecting materials • Cost – Minimise, without sacrificing prototype goals

• Availability – Readily available materials

• Ability to accept changes – Materials should accommodate modifications in dimensions, surface requirements etc.

• Ease of use and forming capability – Special tools, safety equipment, fixtures etc. should be avoided

• Scalable Properties – Valid material properties must be chosen to satisfy the prototype use and level of approximation 15-Oct-16


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Processes for Prototypes • • • • • • • • • •

Epoxy molding CNC machining Cast metal molding Machined aluminium molding Injection molding Vacuum forming Silicon rubber (RTV) molding Electronic breadboarding Mechanical breadboarding Rapid prototyping

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Rapid Prototyping • Is a technology that produces prototypes directly from computer-aided design (CAD) models in a fraction of the time required to make them by machining or molding methods • Solid freeform fabrication • Used to check form, fit and function • Check function of kinematic motion but not strong enough to be used for testing strength

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Rapid Prototyping

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Rapid Prototyping 1. Create a CAD model of the design 2. Convert the CAD model to STL format (Standard Tessellation Language)

3. Slice the STL file into thin cross-sectional layers 4. Construct the model one layer atop another 5. Clean and finish the model

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Rapid Prototyping

R. Noorani, Rapid Prototyping, John Wiley & Sons, New York, 2006, p. 37. 15-Oct-16


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Stereolithography • This process uses a UV laser beam to build up layers of solid polymer by scanning on the surface of a bath of photosensitive polymer • Where the laser strikes the liquid polymer it rapidly polymerizes and forms a solid networked polymer 15-Oct-16


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Stereolithography • The Stereolithography process begins with the conversion of customer 3D CAD Data into an STL file. Proprietary software is used to slice the model into a series of fine layers, with support structures added as necessary. The STL file is then sent to print on the Stereolithography machine. • Using a UV laser bream the first cross section of the STL file is traced out onto a platform, placed within the vat of photo-curable resin – the resin cures/hardens as it comes into contact with the laser.

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Stereolithography • Once the first layer has been completed the platform is lowered by 0.05 – 0.15 mm with a fresh layer of resin covering the build surface. • The next layer is then traced out, curing and bonding the resin to the layer below. • The stereolithography process repeats layer by layer until the model and any support structures are “fully grown” in the resin. Once complete the platform is raised, allowing excess resin to drain away before the model is removed from the platform. 15-Oct-16


Source: https://www.protocam.com/

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Selective Laser Sintering • This process was developed to use stronger, higher-meltingtemperature materials than polymers in the RP process • Any powder that can be fused together by sintering can be used • Thermoset polymer particles, or metal particles coated with plastic to facilitate bonding 15-Oct-16


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Fused Deposition Modeling • This process is an example of several liquid-state deposition processes used to make prototypes • A continuous filament of thermoplastic polymer is heated and extruded through nozzle and it rapidly solidifies and again new material is deposited over earlier material and bonding takes place. • Strong and tough engineered polymers like ABS and polycarbonate are used • Produces better mechanical properties parts than stereolithography 15-Oct-16


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3D Printing The process is based on the principle of the inkjet printer

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3D Printing

Source: https://www.createitreal.com/ 15-Oct-16


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Example Prototypes Injection Molded Part

Paper Prototype Made by LOM

Plastic Prototype Made by FDM

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Summary • Necessity of constricting physical prototypes vs desire to minimise the cycle time and cost. • Choosing type of prototype and uses will enhance the likelihood of product success. • Variety of materials and processes available for prototyping. We nee to understand the range to be effective and efficient in use of those. • Rapid prototyping offers novel opportunities for prototype fabrication and testing • Virtual prototyping is gaining importance 15-Oct-16


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Thank you

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Product Development Economics Srinivas Kota


Product Development Economics

Contents • • • • •

Introduction Categories of costs Cost Estimation Break-Even Analysis Net present Value

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Product Design

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Introduction What price customer is willing to pay What does the competitor offer

What do customers want

New Product Pricing

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Product Design

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Introduction • An engineering design is not complete until we have a good idea of the cost required to build the design or manufacture the product • Understanding the elements that make up cost is vital because competition between companies and between nations is fiercer than ever • Decisions made in the design process commit 70 to 80 percent of the cost of a product • It is in the conceptual and embodiment design stages that a majority of the costs are locked into the product 15-Oct-16

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Product Design

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Why should Economic Analysis be performed? • Go/no-go milestones – Should we try to develop a product to address this market opportunity? – Should we proceed with the implementation of a selected concept? – Should we launch the product we have developed?

• Operational design and development decisions – Should we spend 1000000 rupees amount to hire an outside firm to develop this component in order to save 2 months of development time? – Should we launch the product in 4 months at a unit cost of 250 rupees or wait until 6 months when we can reduce the cost to 200 rupees 15-Oct-16

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Ways of using Cost Estimates • • • • •

Provide information to establish the selling price of a product or a quotation for a good or service Determine the most economical method, process, or material for manufacturing a product Become a basis for a cost-reduction program Determine standards of production performance that may be used to control costs Provide input concerning the profitability of a new product

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Make-Buy Decision • One of the uses of a detailed cost evaluation methods is to decide whether it is less costly to manufacture a part in-house than to purchase it from an outside supplier • The parts that go into a product fall into three categories related to whether they should be made in-house or purchased from suppliers – Parts for which there is no in-house process capability obviously need to be purchased from suppliers – Parts that are critical to the quality of the product, involve proprietary manufacturing methods or materials should be made in-house – The majority of parts do not fall into either of the previous categories and the decision will usually be based on cost

Advantages of Outsourcing • Lower cost of manufacture provides lower prime costs (materials and labor), especially with overseas suppliers • Suppliers can provide special expertise in design and manufacturing that the product developer may not have • Outsourcing provides increased manufacturing flexibility due to reduction in fixed costs. This lowers the breakeven point for a product • Manufacturing in a foreign country may result in access to a foreign market for the product

9

Disadvantages of Outsourcing • Outsourcing results in a loss of in-house design and manufacturing knowledge that is transferred to the supplier, and maybe to your competitors • It is more difficult to improve design for manufacture when inhouse manufacturing capability is gone • Possible unsatisfactory quality • In offshoring the supply chain is much longer. There is always a danger of delays in supply due to delay in gaining entry into port, strikes on the docks, and severe weather in transit • Also, offshoring may present such issues as currency exchange, communication in a different language and business culture, and the added expense in coordinating with an external supplier • Offshoring reduces job opportunities for local people 10

Categories of Costs: Variable and Fixed • We can divide all costs into two broad categories – Product costs (variable cost) vary with each unit of product made. Material cost and labor cost are good examples

– Period costs (fixed cost) derive their name from the fact that they occur over a period of time regardless of the amount (volume) of product that is made or sold

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Examples of Variable Costs • • • • • • • •

Materials Direct labor Direct production supervision Maintenance costs Quality-control staff Intellectual property licenses Packaging and storage costs Scrap losses and spoilage

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Examples of Fixed Costs 1. Indirect plant cost – Investment costs Depreciation on capital investment Interest on capital investment and inventory

– Overhead costs (burden) Supervisors not directly associated with a specific product or process Utilities and telecommunications

2. Management and administrative expenses – Share of cost of corporate executive staff – Legal and auditing services

3. Selling expenses – Sales force – Delivery and warehouse costs 15-Oct-16

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Characterization of Costs: Direct and Indirect • Another way of categorizing costs is by – Direct Cost directly associated with a particular unit of product that is manufactured

– Indirect Cost cannot be easily identified with any particular product

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General & Administrative Expenses • Fixed costs such as – marketing and sales costs – legal expense – security costs – Financial staff expense – administrative

These costs are often lumped into an overall category known as G&A expenses

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Steps to determine Cost to Manufacture • Determine the material costs – Since the cost of material makes up 50 to 60 percent of the cost of many products, this is a good place to start

• Prepare the operations route sheet – The route sheet is a sequenced list of all operations required to produce the part

• Determine the time required to carry out each operation – Whenever a new part is first made on a machine, there must be a setup period during which old tooling is taken out and new tooling is installed and adjusted

• Convert time to cost – The times for each element in each operation are added to find the total time to complete each operation of the process. This time is multiplied by labor cost (Rs. /hr) 15-Oct-16

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Terminology • The chief cost elements of direct material, direct labor, and any other direct expenses determine the prime cost • Prime cost + indirect Manufacturing costs such as light, power, maintenance, supplies, and factory indirect labor comprise the factory cost • The manufacturing cost is made up of the factory cost + general fixed expenses such as depreciation, engineering, taxes, office staff, and purchasing • The total cost is the manufacturing cost + the sales expense such as Advts, Tours, Seminars, Gifts etc • The selling price is established by adding a profit to the total cost 15-Oct-16

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Elements of Cost establishing Selling Price

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Product profit model • Sales Turnover = Number of units sold x sales price • Cost of sales = Number of units sold x unit cost • Gross margin = Sales – Cost of sales • Operating expenses = Tooling + Marketing + Overheads + Engineering cost + General administration costs + Misc • Operating profit = Gross margin – Operating expenses

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Profit Improvement • Four strategies commonly used to achieve increased profits are – Increase prices – Increase sales – Reduce cost – Improve Productivity

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Questions • Can we do without the part? • Does the part do more than required? • Does the part cost more than it is worth? • Is there something that does the job better? • Is there a less costly way to make the part? • Can a standard item be used in place of the part? • Can an outside supplier provide the part at less cost without affecting quality or deliver schedule?

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Break-Even Analysis •

Technique for evaluating process and equipment alternatives

•

Objective is to find the point in monetary terms (Rs.) and units at which cost equals revenue

•

Requires estimation of fixed costs, variable costs, and revenue

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Break-Even Analysis • Fixed costs are costs that continue even if no units are produced • Depreciation, taxes, debt, mortgage payments

• Variable costs are costs that vary with the volume of units produced • Labor, materials, portion of utilities • Contribution is the difference between selling price and variable cost

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Break-Even Analysis Assumptions • Costs and revenue are linear functions with respect to quantity • Generally not the case in the real world

• We actually know these costs • Very difficult to accomplish

• There is no time value of money 15-Oct-16

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Break-Even Analysis – Total revenue line 900 – 800 – 700 –

Total cost line

Break-even point Total cost = Total revenue

Cost

600 – 500 – Variable cost

400 – 300 – 200 – 100 –

Fixed cost

| | | | | | | | | | | – 0 100 200 300 400 500 600 700 800 900 1000 1100 |

Volume (units per period) 15-Oct-16

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Break-Even Analysis BEPx = break-even point in units BEP = break-even point in monetary units P = price per unit (after all discounts)

x = number of units produced TR = total revenue = Px F = fixed costs V = variable cost per unit TC = total costs = F + Vx

Break-even point occurs when Total Revenue = Total Cost or Px = F + Vx 15-Oct-16

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F BEPx = P-V

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Break-Even Analysis BEPx = break-even point in units BEP = break-even point in monetary units P = price per unit (after all discounts)

BEP

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= BEPx P F = P P-V F = (P - V)/P F = 1 - V/P MM ZG541

x = number of units produced TR = total revenue = Px F = fixed costs V = variable cost per unit TC = total costs = F + Vx

Profit = TR - TC = Px - (F + Vx) = Px - F - Vx = (P - V)x - F Product Design

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Example 1 • McDonalds wants to determine the minimum monetary volume and unit volume needed at its new facility to break even. Fixed costs are ₹10000, direct labour is ₹ 1.5 per unit and material is ₹.75 per unit. The selling price is ₹ 4 per unit.

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Example 1 Fixed costs = ₹ 10,000 Direct labor = ₹ 1.50/unit BEP =

Material = ₹ .75/unit Selling price = ₹ 4.00 per unit

10,000 F = 1 - [(1.50 + .75)/(4.00)] 1 - (V/P)

BEP is in monetary terms

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Example 1 Fixed costs = ₹ 10,000 Direct labor = ₹ 1.50/unit BEP =

Material = ₹ .75/unit Selling price = ₹ 4.00 per unit

10,000 F = 1 - [(1.50 + .75)/(4.00)] 1 - (V/P)

10,000 = .4375

= ₹ 22,857.14

10,000 F BEPx = = = 5,714 4.00 - (1.50 + .75) P-V 15-Oct-16

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Break-Even Example

50,000 –

Revenue

Rupee units

40,000 –

Break-even point

30,000 –

Total costs

20,000 –

Fixed costs

10,000 –

| – 0

|

|

|

|

|

2,000

4,000

6,000

8,000

10,000

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Example 2 Ford is considering producing a gear assembly that it now purchases from Shanti gears. Shanti charges ₹400 per unit and annual quantity is 3000 units. Ford estimates that it will cost ₹1500000 to set up the process and then ₹182 per unit for labor and materials. • Draw a graph illustrating the crossover (or indifference) point • What should be the minimum quantity that Ford needs to produce to justify the investment.

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Example 2 By manufacturing instead of purchasing the gear assembly Ford saves Rs. 218 / assembly (400 - 182). However it needs to invest 15,00,000 to set up the facility. To recover 15,00,000 it needs to produce 15,00,000/ (218) = 6,881 units. Break even point 4000000 3500000 3000000 2500000 2000000 1500000 1000000 500000 0 0

1000 2000 3000 4000 5000 6000 7000 8000 9000 Purchasing cost

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Example 3 A firm is upgrading their CAD software. The high-performance (HP) software rents for ₹3000 per month per workstation. The standard-performance (SP) software rents for ₹2000 per month per workstation. The productivity figures that the firm has suggest that the HP software is faster for their kind of design. Therefore, with the HP software they will need five engineers and with the SP software they will need six. This translates into a variable cost of ₹200 per drawing for the HP system and ₹240 per drawing for the SP system. At their projected volume of 80 drawings per month, which system should they rent? 15-Oct-16

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Example 3 HP software total cost = (5)(₹3,000) + ₹200x SP software total cost = (6)(₹2,000) + ₹240x ₹15,000 + ₹200x = ₹12,000 + ₹240x 3,000 = 40x x = 75 (Breakeven Volume)

Since the projected volume of 80 is above the breakeven volume, they should rent the HP software 15-Oct-16

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Strategy-Driven Investment

• Businesses are responsible for return-oninvestment (ROI) • Analyzing different alternatives should include capital investment, variable cost, cash flows, and net present value

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Net present value (NPV) • In inflationary (prices going up in future) environments: • •

Today’s money worth is much higher than it’s worth in the future Rs.10,000 today is “not of same value” after 5 years

• It is important for business managers to analyze if the investments are done today, what will be it’s future worth • Once you know what an investment will bring as cash in future, you can estimate the “ Present worth” of the cash 15-Oct-16

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Net Present Value (NPV) A means of determining the discounted value of a series of future cash receipts F P= (1 + i)N where

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F P i N

= future value = present value = interest rate = number of years

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Net Present Value (NPV)

F P= (1 + i)N where

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F P i N

= future value = present value = interest rate = number of years

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NPV Using Factors F P= (1 + i)N

= FX

Where X = a factor from Table defined as = 1/(1 + i)N and F = future value Year 1 2 3 4 5 15-Oct-16

5% .952 .907 .864 .823 .784

6% .943 .890 .840 .792 .747 MM ZG541

7% .935 .873 .816 .763 .713 Product Design

8%… .926 .857 .794 .735 .681

10% .909 .826 .751 .683 .621

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Example A personal investment of Rs.10,000 is made in a bond, which promises to pay Rs.12,000 at the end of 5 years. It is estimated that the erosion of money value (inflation) is 8 % per annum. Will this investment be good? In the future(after 5 years) we will get Rs.12,000. We need to calculate NPV of 12,000. Looking at charts, the multiplier is 0.681 NPV = 12,000 x 0.681 = 8,172 Rs. 12,000 after 5 years will be worth only Rs. 8,172 which is less than Rs.10,000. Therefore investing in the bond is not a good idea.

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Present Value of an Annuity An annuity is an investment which generates uniform equal payments typically every year

S = RX

where

X = S = R =

Year 1 2 3 4 5 15-Oct-16

factor from Table present value of a series of uniform annual receipts receipts that are received every year of the life of the investment

5% .952 1.859 2.723 4.329 5.076

6% .943 1.833 2.676 3.465 4.212

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7% .935 1.808 2.624 3.387 4.100

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10% .909 1.736 2.487 3.170 3.791 43

Present Value of an Annuity A clinic is thinking of investing in a sophisticated new piece of medical equipment worth ₹ 5,00,000. It will generate ₹ 1,25,000 per year in receipts for 5 years. 5 years is it’s useful life. Determine the present value of this cash flow; assume an interest rate of 6%

₹ 125,000 in receipts per for 5 years Interest rate = 6% From Table X = 4.212 S = RX S = 125,000(4.212) = ₹ 5,26,375 The present value of future receipt from the equipment is 5,26,375 , where as investment is 5,00,000. Should be OK to invest though the gain is only 26,375 15-Oct-16

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Present Value with different Future Receipts Quality plastics is considering two different investment alternatives. Investment A has an initial cost of ₹ 25000 and Investment B has an initial cost of ₹ 26000. Both investments have a useful life of 4 years. The rate of interest is 8%. The cash flows for these investments and the interest rates are given in the following table Investment A’s Cash Flow

Investment B’s Cash Flow

Year

Present Value Factor at 8%

₹10,000

₹9,000

1

.926

9,000

9,000

2

.857

8,000

9,000

3

.794

7,000

9,000

4

.735

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Present Value With Different Future Receipts Year 1

Investment A’s Present Values

Investment B’s Present Values

9,260 =

8,334 =

(.926)(10,000)

(.926)(9,000)

2

7,713 = (.857)(9,000)

7,713 = (.857)(9,000)

3

6,352 = (.794)(8,000)

7,146 = (.794)(9,000)

4

5,145 = (.735)(7,000)

6,615 = (.735)(9,000)

Totals Minus initial investment Net present value

28,470

29,808

-25,000

-26,000

₹3,470

₹3,808

Investment “B” is better as it’s net present values are higher 15-Oct-16

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Thank you

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Design for Manufacturing and Assembly Srinivas Kota


Design for manufacturing (DFM)


Manufacturing - Design Classification of Manufacturing Processes Manufacturing Process Selection DFM guidelines

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Role of Manufacturing in Design • Producing the design is a critical link in the chain of events that starts with a creative idea and ends with a successful product in the marketplace • There is confusion of terminology concerning the engineering function called manufacturing • A serious problem facing manufacturing companies has been the tendency to separate the design and manufacturing functions into different organizational units • The need to break down barriers between design and manufacturing is widely recognized today 15-Oct-16

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Design for Manufacture (DFM) DFM studies are concerned about the impact of design decisions on the manufacturing of a product Objectives of DFM • Identification of product concepts that are inherently easy to manufacture • Focus on component design for ease of manufacturing • Integrate product design, process design and manufacturability 15-Oct-16

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Benefits of DFM • Transition of design quickly into production • Minimum cost • Minimum efforts • Desired quality

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Types of Manufacturing processes • Primary Processes – Take raw materials and create a shape

• Secondary Processes – Modify shape by adding features such as keyways, screw threads, and grooves

• Finishing Processes – Produce the final appearance and feel of a product by processes such as coating, painting, or polishing

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Manufacturing system types

Engineering Design, Dieter G. E. and Schmidt L. C., Mc. GrawHill, New Delhi 2013, page: 568 15-Oct-16

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Manufacturing Process selection The factors that influence the selection of a process to make a part are • Material • Quantity of parts required • Complexity- shape, size, features • Quality of part • Cost to manufacture • Availability, lead time, and delivery schedule

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Influence of materials • Material selection restricts the applicable processes • Steel , aluminium alloys can be purchased at variety of metallurgical + pre-coated conditions • •

Galvanized Iron + Powder painting – Good corrosion resistance CRCA (Cold rolled close annealed) + zinc Phosphatising + Painting – also can be considered for corrosion resistance

• Complex shape parts needs to be evaluated, to select the raw material form

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Typical batch size


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Shape


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Process vs Shapes


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Required quality of the part • Defects • Surface finish • Dimensional accuracy and tolerance

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Different manufacturing Processes


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Quantity of parts

Sand casting Pressure die casting Engineering Design, Dieter G. E. and Schmidt L. C., Mc. GrawHill, New Delhi 2013, page: 571 15-Oct-16

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Availability, lead time and delivery • It is possible that some manufacturing equipment will be custom made to the process and not readily available as shelf life item • Some tools manufacturing might take more than 6 months after finalizing the specification • Careful scheduling in design cycle is mandatory to mesh with manufacturing cycle

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DFM guidelines • •

•

•

Minimize total number of parts o Eliminating parts results in great savings Standardize components o Costs are minimized and quality is enhanced when standard commercially available components are used in design Use common parts across product lines o It is good business sense to use parts in more than one product Standardize design features o Standardizing on design features like drilled hole sizes, screw thread types, and bend radii minimizes the number of tools that must be maintained in the tool room 15-Oct-16

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DFM guidelines • Aim to keep designs functional and simple o Achieving functionality is paramount, but don’t specify more performance than is needed • Design parts to be multifunctional o A good way to minimize part count is to design such that parts can fulfil more than one function, leading to integral architecture • Design parts for ease of fabrication o The least costly material that satisfies the functional requirements should be chosen. Make the part in such a way that it is easier to locate, orient during fabrication • Avoid excessively tight tolerances o Tolerances must be set with great care 15-Oct-16

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Effects of tight tolerances


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DFM guidelines • Minimize secondary and finishing operations o Minimize secondary operation such as heat treatment, machining, and joining and avoid finishing operations • Utilize the special characteristics of processes o Be alert to the special design features that many processes provide (Coloured plastic components can be done during moulding whereas metallic components require post painting)

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Design for Assembly (DFA)


Introduction Objectives DFA Guidelines DFA Methods / Techniques – Boothroyd-Dewhurst DFA Method

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DFA : Introduction • Cost reduction, improved quality with higher production rate have always been major concerns for industries • Initially researchers concentrated more on manufacturing processes for achieving above until they recognized the major potential lies in assembly of product • Earlier days scale of production was limited by availability of trained craftsman which was primary need for assembly • DFA emerged as solution to both assembly of parts at higher rate(automation) & reduction in cost (good product design) 15-Oct-16

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Objective of DFA • Main objective of DFA is to identify product concepts that are easy to assemble & to favor product components that are inherently easy to grasp, feed, join & assemble by manual or by automated means • As design team conceptualize alternative solutions it should give serious consideration to ease of assembly during production, use & disposal

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Benefits of DFA • • • • • • • • •

Fewer parts Fewer fasteners Reduced weight Fewer opportunities for defect Improved reliability Less maintenance Fewer manufacturing operations Less tooling Fewer CAD models 15-Oct-16

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DFA Guidelines • • • • • • • • • • •

Minimize number and type of parts Minimize assembly surfaces Design for top-down assembly or use gravity Maximize part symmetry or exaggerate asymmetry Design parts for ease of handling/feeding Improve assembly access and unrestricted vision Modularize the design Maximize part compliance Avoid separate fasteners Design parts to be self aligning Eliminate adjustments

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DFA Guidelines • Minimize number and type of parts • Criteria for essential part (Or theoretical part) • Part must exhibit motion relative to another part • It’s material should be different from all other parts fundamentally • Maintenance of the product requires disassembly of this part • Fasteners or parts just used to connect another part is candidate for elimination

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DFA Guidelines • Minimize assembly surfaces • Use sub assemblies Sub assembly

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DFA Guidelines • Mistake proof the design and assembly • Design for top-down assembly or use gravity

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DFA Guidelines • Design all components for end to end symmetry

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DFA Guidelines • Design all components for symmetry about their axes of insertion

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DFA Guidelines • Design parts for ease of handling/feeding

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DFA Guidelines • Improve assembly access and unrestricted vision

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DFA Guidelines • Modularize the design

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DFA Guidelines • Design parts to be self aligning

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DFA Guidelines • Maximize part compliance by providing chamfers etc.

• Avoid separate fasteners

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DFA Guidelines • Eliminate adjustments

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Boothroyd-Dewhurst DFA Method • Simplify of products by reducing number of parts • Three fundamental reasons for existence of separate parts • The part moves relative to all other parts already assembled • The part is of different material from those already assembled • The part allows assembly or disassembly of parts already assembled

• Number of critical parts Theoretical minimum number of parts for the designs as all others can be merged or removed with these critical parts 15-Oct-16

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Procedure • Determine the assembly sequence • The assembly time for each component / part is then obtained by adding the handling time of that part to its insertion time • Once the components and the assembly time for each are known, total assembly time and assembly cost for the existing design is evaluated • The next step is aimed at reducing the parts count by eliminating or combining some parts, thus finding theoretically needed parts 15-Oct-16

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Procedure • Proposed design efficiency metric • Design Efficiency = (3* Nm) / Actual total assembly time Where Nm is the theoretical minimum number of parts Assumption : total ideal assembly time 3 seconds

• Design is improved by reviewing the worksheet and eliminating components that have relatively high handling and insertion times 15-Oct-16

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Formulae Theoretical minimum assembly time(MAT) = 3 * Theoretical Minimum Number of Parts (NM) Theoretical Minimum Number of Parts (NM) = critical parts Assembly Time (TM) = Total handling insertion time for all the parts Design Efficiency/Index = Design efficiency = 3 * (

)

(Number three comes from the assumption that an ideal part takes three seconds for an operation viz. 1.5 seconds for handling & 1.5 seconds for insertion) 15-Oct-16

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Example


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Example: Analysis


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Example: Analysis

- Base is an essential part - Standoff rods - ????? - End plate is vital function - Motor is important - Set screws, fasteners can be minimized

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Example: Improvement


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Example: Analysis


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Original complicated assembly

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Some thoughts

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Some thoughts • All of the Boothryod-Dewhurst evaluation mechanisms are centered on establishing the time of handling & inserting component parts • Decreasing the parts count could result in the manufacture and use of complex components. Since assembly cost is normally 5% of total cost, the final product could be easy to assemble but expensive to manufacture • Boothroyd-Dewhurst have commercially available software - www.dfma.com 15-Oct-16

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Thank you

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Design for Environment Srinivas Kota


Design for Environment

Contents • • • • • • •

Introduction Design for Environment Product Life Cycle Eco-Design Strategies MET Matrix Life Cycle Assessment DFE Rules and Guidelines

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Concerned?????

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Environmental concerns Environmental concerns

Linkage to manufacturing processes

1. Global climate change

Greenhouse gas emissions from direct and indirect energy use, landfill gases etc Emission of toxins, carcinogens, etc including use of heavy metals, acids, solvents, coal burning Water usage and discharges - Cooling and cleaning use in particular Electricity and direct fossil fuel usage e.g Power and heating requirements, reducing agents Land use, water usage, acid deposition,, thermal pollution

2. Human organism damage 3. Water availability and quality 4. Depletion of fossil fuel resources 5. Loss of biodiversity 6. Stratospheric ozone depletion 7. Land use patterns 8. Depletion of non-fossil fuel resources 9. Acid disposition

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Emission of CFCs, HCFCs, Refrigerants, use in foaming operation Land approporiated for mining, growing of bio-materials, manufacturing, waste disposal Materials usage and waste Sulfur and NO2 emissions from smelting and fossil fuels

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Design for Environment DFE is an approach to design where all the environmental impacts of a product are considered over entire products life (Dewberry and Goggin, 1996) DFE considers the environmental aspects in each stage of the product development process, striving to achieve products that have the lowest possible environmental impact throughout their entire life cycle

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Design for Environment • It is a combination of several design-related topics, including disassembly, recovery, recyclability, regulatory compliance, disposition, health and safety impact, and hazardous material minimization • Design for Environment is the systematic consideration of design performance with respect to environmental, health and safety objectives over the full product and process life cycle • DFE covers all life cycle phases including material extraction, manufacturing, transportation, usage and end-of-life phases 15-Oct-16

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Material Flows Natural Systems

Waste = Food Industrial Systems Raw Materials

Manufacturing Process

6% Product 94% Waste

80% of products discarded after single use

(Paul Hawken, Factor 4, 1997)

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Design for Environment: Why • Products make substantial impact on the environment – Ratio of product to waste mass 1:20

• Products for global market need to be eco-friendly – Strict environmental laws in most of countries

• Product design can play a crucial role – 80-90% product’s impact on environment is committed during design stages

• Need methods for estimating and reducing environmental impact during design 15-Oct-16

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What is total materials cycle?

Reproduced from “Materials and Man’s Needs,” National Academy of Sciences, Washington, D.C., 1974

What is Eco-design ? An eco-designed product is a product that has been designed to limit its environmental impact throughout its lifecycle using a multi-criteria approach: taking into account its impact on the atmosphere, water, energy consumption, use of non-renewable resources… Disassembly

Extract

Reuse / Recycle/ Dispose

Produce M

Distribute Manufacture Assembly

P

D

U

Package Transport

AU

Install Use Maintain

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Life Cycle Design You can design products that are functional, cost-effective and environmentally friendly! by

Design for the whole life cycle!

Eco design considerations 1. Reduce the number of different materials and choosing the most appropriate materials 2. Reduce the environmental impact of the production phase 3. Optimize the distribution phase (Transportation etc.) 4. Reduce the environmental impact of the use phase (say Less energy consumption) 5. Extend the useful lifespan of the product 6. Simplify the disassembly of the product 7. Product design for reuse and reuse 8. Product design for recycling 15-Oct-16

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Eco design strategies

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Eco design Tools

• Material, Energy , Toxicity (MET) Matrix • AT&T’s Environmentally Responsible Product Matrix • Life Cycle Assessment / Analysis

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MET MATRIX A MET matrix can be used in the idea generation stage or in the concept development stage as a tool to analyse the product’s impact on the environment. The tool helps to uncover areas where the product might be improved to become more sustainable or environmentally friendly. The MET matrix can also be used as an analysis tool in the first stage of a design process, analysing existing products (from competitors) to obtain a competitive advantage.

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MET MATRIX

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MET MATRIX Where does it start • A product idea, product concept, or existing product

Expected outcome • A good understanding of the product’s impact on the environment in terms of materials used, energy consumption and toxic emissions. • new insights into how the product might be improved

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MET MATRIX Possible procedure Define what exactly belongs to the product system being studied and what does not. For eco-design, it is essential not to focus on the physical product only, but to consider also the consumables which are necessary for manufacturing the product.

Functional analysis A functional analysis starts with a discussion of the product’s functionality, its weak and strong aspects the product’s actual lifetime and its energy consumption. The product is then taken to bits, the weights of the various subassemblies and components are measured, the type and amount of materials and components used are listed, and the connections between them identified. 15-Oct-16

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Typical electricity – Raw material

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Typical Toxicity – Worldwide supply

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MET MATRIX

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MET matrix Example1 Chemical detector product

The above figures are for 1000 pcs of product CO2e – Carbon di oxide equivalent 15-Oct-16

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MET matrix Example2 Veromatic professional coffee machine

Items requiring attention

Life Cycle Assessment / Analysis • Life-cycle Assessment (LCA) is a method in which the energy and raw material consumption, different types of emissions and other important factors related to a specific product are being measured, analyzed and summoned over the products entire life cycle from an environmental point of view

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Framework for performing LCA

Source: ISO 14040 15-Oct-16

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Stages in LCA 1. Goal definition The basis and scope of the evaluation are defined 2. Inventory Analysis Create a process tree in which all processes from raw material extraction through waste treatment are mapped out and connected and mass and energy balances are closed (all emissions and consumptions are accounted for) 3. Impact Assessment Emissions and consumptions are translated into environmental effects. These environmental effects are grouped and weighted

4. Improvement Assessment/Interpretation Areas for improvement are identified 15-Oct-16

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Goal and Scope Definition • Decide upon the purpose of study • To meet regulations imposed by countries? • Working to meet standards certification?

• Identify the system boundaries • What is the purpose of the product? • Comparison to similar functional systems • Television and Mobile phones are different functional systems, however the Outer cover material (Say plastic in both cases) can be studied to compare the environmental impact.

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Inventory Analysis • Determine the inputs and outputs of all the processes in terms of energy & material • Sketch the process tree showing all the events in the product life cycle and also show the interrelations • Collect information regarding raw materials used for each Step

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Inventory Analysis

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Impact Assessment

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Interpretation •

To identify areas for improvement

•

Life-cycle processes/events with large impacts (i.e., high numerical values) are clearly the most obvious things

•

Process for which large improvements are made with minimum expenditure and risk (ABC analysis)

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Typical automobile energy

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Vacuum Cleaner 1

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Vacuum Cleaner 2

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Summary of Data Collection List of Products

Sl. No.

VC1

VC2

Part count

76

66

Type of material count

7

9

Process type count

14

14

Description

Weight

Material Details

Process Details

(gm) 1 2 3 4 5 15-Oct-16

Lower Shell

1585.000

Discharge Tube Suction Tube Terminal Suspension pin spring Bush

Hot rolled extra deep draw

Shearing, Blanking, Deep Drawing, Piercing

10.170

T 0.5 copper tube

14.320

T 0.5 copper tube

18.950

SS Plus glass fill fused

Blanking, forming, fusing

28.890

Plastic

Injection Moulding

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Progress

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Impact assessment

VC2

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Material

VC2

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Assembly

VC2

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Improvement Assessment • On resources impact of copper is most, next worst materials being nickel and plastic • On eco-system quality impact of lead is most, next worst materials being nickel and copper • On human health impact of nickel is most, next worst materials being copper and aluminium • The overall impact is most from Nickel, next worst materials being copper, Lead and aluminium 15-Oct-16

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Challenges in LCA • Complexity and effort required is more • Lack of unanimous data about most of the processes in product life cycle • Lack of standardization resulting in various interpretations • Different views on what is environmentally correct

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10 rules of DFE • • •

• • •

Do not use toxic substances, and use closed loops when possible Minimize energy and material consumption in production and transportation by striving for efficiencies Minimize energy and resource consumption in the use stage, especially for products with their most significant environmental aspects in the use stage Promote maintenance, especially for system dependent products Promote long life, especially for products with their most significant environmental impacts outside the use stage Use structural features and high quality materials, to minimize weight; these should not interfere with flexibility, impact strength or functional properties

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10 rules of DFE … •

•

•

•

Use better materials, surface treatments or structural arrangements to protect products from dirt, corrosion and wear. Arrange in advance for upgrading, repair and recycling, through good access, labeling, modules and breakpoints, and provide good manuals. Promote upgrading, repair and recycle by using few, simple, recycled, unblended materials, and do not use alloys. Use the minimum joining elements possible, using screws, adhesives, welding, snap fits, geometric locking, etc. according to Life Cycle guidelines. 15-Oct-16

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Material Selection Guidelines • Avoid regulated and restricted materials • Minimize the number of different types of material • For attached parts, standardize on the same or a compatible material, eliminate incompatible materials • Mark the material on all parts • Use recycled material • Use material that can be recycled, typically ones as pure as possible(no additives) • Avoid composite materials • Use high strength to weight materials on moving parts • Use low-alloy metals that are more recyclable than high –alloy ones • If the same base metal can be used, different metals can be fastened • Hazardous parts should be clearly marked and easily removed 15-Oct-16

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Labeling and Finishing Guidelines • Ensure compatibility of ink where printing is required on parts • Eliminates incompatible paints on parts- use label imprints or even inserts • Use unplanted metals that are recyclable than plated • Use electronic part documentation

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Fastening Guidelines • • • • • • • • • •

Minimize the number of fasteners Minimize the numbers of fastener removal tools needed Fastener should be easy to remove Fastening point should be easy to access Snap fit should be obviously located and fable to be torn apart using standards tools Try to use fastener of material compatible with parts connected If two parts cannot be compatible, make them easy to separate Eliminate adhesives unless compatible with both parts joined Minimize the number and length of interconnecting wires or cable used Connections can be designed to break as an alternative to removing fasteners

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Thank you

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Industrial Design Srinivas Kota


Industrial Design

Contents • • • • • •

History Industrial design (ID) Goals of industrial design Importance of industrial design Industrial design process Assessing the quality of industrial design

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History • Early European designers believed that a product should be designed “from the inside out” form should follow function • In US, it is different in 1930s products were designed with nonfunctional aerodynamic shapes in an attempt to create product appeal • By the 1970s heightened competition in the market place forced companies to search for ways to improve and differentiate their products. • Companies accepted the notion that the role of ID needed to go beyond mere shape and appearance

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Industrial Design Industrial Design systematic Labour to create, fashion, execute, or construct according to plan: devise, contrive especially for some useful purpose to conceive and plan out in the mind or the creation of something of value to have as a purpose: intend to devise for a specific function or end

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Three Design Challenges

People

Business

“desirable” ”

“viable” ”

Technical “feasible” ” Source: IDEO 15-Oct-16


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Science / Engineering

Art

Design

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Industrial Design “the professional service of creating and developing concepts and specifications that optimise the function, value and appearance of products and systems for the mutual benefit of both user and manufacturer” [Industrial Designers Society of America (IDSA)]

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Goals of industrial design Dreyfuss (1967) introduced five critical goals • Utility: safe, easy to use and intuitive • Appearance: form, line, proportion and colour • Ease of maintenance: how they are to be maintained and repaired • Low costs: form & feature have large impact on tool and prod costs • Communication: should communicate the corporate design philosophy and mission 15-Oct-16


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Percentage of product development budget spent on industrial design (%)

30

20

10

0

10

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Importance of Industrial Design to a Product Ergonomic Needs • How important is ease of use? • How important is ease of maintenance? • How many user interactions are required for the product’s functions? • How novel are the user interaction needs? • What are the safety issues?

Aesthetic Needs • Is visual product differentiation required? • How important are pride of ownership, image, and fashion? • Will an aesthetic product motivate the team?

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Aesthetics

Disturbing or soothing?

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Interesting or not interesting?

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Associate

Moleama

Takate

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Associate

Moleama

Takate

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Aesthetic vase

Mouse

Water bottle

Submersible pump

Bus handle

Ergonomic

Functional

How much important aesthetics is for the particular product o not making things beautiful o force beautification 15-Oct-16


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Due to several reasons our perception may be different from actual Trust your senses( eyes)

The pink squares are the same color in the upper part and in the lower part of the "X“ Conclusion: If you want to make both the colors same , make it visually rather than going by pantone no 15-Oct-16


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Trust your senses( eyes)

The diagonal lines are parallel 15-Oct-16


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Trust your senses( eyes)

The rows are all parallel 15-Oct-16


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In design VISUAL LANGUAGE is the tool for communication

Source

Destination

Designer

User

Medium

Product instruction

idea

Message

image

Content thought 15-Oct-16


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Designer

Users

Encode and send a message What message? Why to send? How to send?

Receive the entire message Decode its meaning React

Signs are very powerful. Designers can play with signs to make people buy products Designers must know the psychology, knowledge and attitude of the intended users 15-Oct-16


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Impact of Industrial Design Is Industrial Design worth the investment? • The costs of ID include direct cost, manufacturing cost, and time cost – Direct Cost: Cost of ID services. Number of designers used, duration of the project and number of models required plus material costs and others – Manufacturing Cost: it is the expense incurred to implement the product details created through ID. Surface finishes, stylized shapes, rich colors etc – Time Cost: it is the penalty associated with extended lead time. Multiple design iterations and prototypes necessary which need more time and have economic cost

• The benefits of using ID include increased product appeal and greater customer satisfaction through additional or better features, strong brand identity, and product differentiation • Price premium • Increased market share

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How does ID establish a Corporate Identity? • A company’s identity emerges primarily through what people see. Advertising, logos, signage, uniforms, buildings, packaging and product designs all contribute to creating corporate identity

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Industrial Design Process Phases 1. Investigation of customer needs 2. Conceptualization 3. Preliminary refinement 4. Further refinement and final concept selection 5. Control drawings 6. Coordination with engineering, manufacturing and vendors

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Industrial Design Process 1. Investigation of customer needs • Industrial designers are skilled at recognizing issues involving user interactions, ID involvement is crucial in the needs phase • Allows industrial designer to gain an intimate understanding of the interactions between the user and the product

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Industrial Design Process 2. Conceptualization • Industrial designers concentrate upon creating the product’s form and user interfaces • Industrial designer makes simple sketches, known as thumbnail sketches • It is beneficial to tightly coordinate the efforts of industrial designers and engineers throughout the concept development phase so that these iterations can be accomplished more quickly 15-Oct-16


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Industrial Design Process 3. Preliminary refinement • Build models of the most promising concepts using foam or foam-core board in full scale (soft models) • These models allow the team to express and visualize product concepts in three dimensions • Evaluation is done by designers, engineers, marketing personnel and potential customers by touching, feeling and modifying the models • Complex designs require more number of models 15-Oct-16


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Industrial Design Process 4.

Further refinement and final concept selection •

Designers switch from soft models to hard models and information-intensive drawings known as renderings

•

Often used for colour studies and for testing customers’ reception to the proposed product’s features and functionality

•

Final models are called hard models still technically nonfunctional yet but close replicas of the final design with a very realistic look and feel

•

These models are made of wood, dense foam, plastic or metal, painted and textured and have some working features like buttons that push or sliders that move

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Industrial Design Process 5. Control drawings • These document functionality, features, sizes, colours, surface finishes and key dimensions • These are not detailed part drawings but can be used to manufacture final design models and other prototypes • These will be given to detailed part designers for completion

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Industrial Design Process 6. Coordination with engineering, manufacturing and vendors • Designers must continue working with engineering and manufacturing personnel in the subsequent PD process • Some provide services to select and manage outside vendors of materials, tooling, components and assembly functions

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Computer aided industrial design tools (CAID) are useful for designers to generate, display, and rapidly modify three dimensional designs on a high-resolution monitor

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Management of the industrial design process • Timing of ID effort depends upon the nature of the product being designed • It may be explained better by classing the products as technology driven products and user driven products

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Management of the industrial design process : Technology • Technology driven products • Core benefit is based on technology or its ability to accomplish a specific technical task • It might still have important aesthetic or ergonomic requirements but customers buy this product primarily for its technical performance (eg., hard disk) • The role of ID is often limited to packaging the core technology • Determining the product’s external appearance and ensuring that the product communicates its technological capabilities and modes of interaction to the user 15-Oct-16


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Management of the industrial design process : User • User driven products • Core benefit is derived from the functionality of its interface and/or its aesthetic appeal • High degree of user interaction for these products • User interfaces must be safe, easy to use and easy to maintain • External appearance is important to differentiate the product and to create pride of ownership (eg., office chair) • The role of engineering may still be important to determine any technical features of the product, how every since the technology is already established, the development team focuses on the user aspects of the product 15-Oct-16


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Super Computer

Technology Driven Products

User Driven Products

Most products fall somewhere along the continuum Classification can be dynamic changes with time initially the focus can be technology later on when the technology is standardized focus will shift to industrial design to maintain the differentiation 15-Oct-16


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Timing of industrial design involvement Product Development Process

Concept Development

Planning

Identification of customer needs

Concept Generation and selection

Concept Testing

System Level Design

Detail Design, Testing and Refinement

Production Ramp-up

Technology driven Products Industrial Design Process User driven Products

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Product Development Activity

Type of Product Technology Driven

User Driven

Identification of Customer Needs

ID typically has no involvement

ID works closely with marketing to identify customer needs. IDs participate in focus groups or one-on-one customer interviews

Concept generation and selection

ID works with marketing and engineering to ensure that human factors and user interface issues are addressed. Safety and maintenance issues are often of primary importance

ID generates multiple concepts according to the ID process flow described earlier

Concept Testing

ID helps engineering to create prototypes, which are shown to customers for feedback

ID leads in the creation of models to be tested with customers by marketing

System-Level Design

ID typically has little involvement

ID narrows down the concepts and refines the most promising approaches

Detail Design, Testing, and Refinement

ID is responsible for packaging the product once most of the engineering details have been addressed. ID receives product specifications and constraints from engineering and marketing

ID selects a final concept, then coordinates with engineering, manufacturing, and marketing to finalize the design

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Assessing the Quality of Industrial Design • Assessing the quality of ID is an inherently subjective task • It can be qualitatively determined whether ID has accomplished its goals by considering each aspect of the product that is influenced by ID

• Five Categories for evaluation products • • • • •

Quality of the User Interface Emotional Appeal Ability to Maintain and Repair the Product Appropriate Use of Resources Product Differentiation

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Quality of the User Interface • How easy the product is to use • Interface quality is related to the product’s appearance, feel, and modes of interaction • Do the features of the product effectively communicate their operation to the user? • Is the product’s use intuitive? • Are all features safe? • Have all potential users and uses of the product been identified?

• Examples of product-specific questions include: • • • •

Is the grip comfortable? Does the tuning knob turn easily and smoothly? Is the power switch easy to locate? Is the display easy to read and understand?

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Emotional Appeal • Overall consumer appeal of the product • Appeal is achieved in part through appearance, feel, sound, and smell • • • • •

Is the product attractive? Is it exciting? Does the product express quality? What images come to mind when viewing it? Does the product inspire pride of ownership? Does the product evoke feelings of pride among development team and sales staff?

• Examples of product-specific questions include: • How does the car door sound when slammed? • Does the hand tool feel solid and sturdy? • Does the coffee maker look good on the kitchen counter?

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Ability to maintain and repair the product • Ease of product maintenance and repair • Maintenance and repair should be considered along with the other user interactions • Is the maintenance of the product obvious? Is it easy? • Do product features effectively communicate disassembly and assembly procedures?

• Examples of product-specific questions include: • How easy and obvious is it to clear a paper jam in the copier? • How difficult is it to disassemble and clean the food processor? • How difficult is it to change the batteries in the Walkman, a remote controller, a wristwatch?

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Appropriate Use of Resources • How well resources were used in customer needs (expenditure on functions) • A poorly designed product will manufacturing processes, assembly the like

satisfying the ID and other affect tooling, processes and

• How well were resources used to satisfy the customer requirements? • Is the material selection appropriate (in terms of cost and quality)? • Is the product over or under designed (does it have features that are unnecessary or neglected)? • Were environmental / ecological factors considered?

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Product Differentiation • Product’s uniqueness and consistency with the corporate identity (arises predominantly from appearance) • Will a customer who sees the product in a store be able to single it out because of its appearance? • Will it be remembered by a consumer who has seen it in an advertisement? • Will it be recognized when seen on the street? • Does the product fit with or enhance the corporate identity?

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Summary • The primary mission of ID is to design the aspects of a product that relate to the user: aesthetics and ergonomics • Most products can benefit in some way or another from ID. The more a product is looked at or used by people, the more it will depend on good ID for its success • For products that are characterized by high degree of user interaction and the need for aesthetic appeal, ID should be involved throughout the product development process • Early involvement of industrial designers will ensure that critical aesthetic and user requirements will not be overlooked or ignored by the technical staff • When a product’s success relies more on technology, ID can be integrated into the development process later • Active involvement of ID on the PD team can help to promote good communication between functional groups. Such communication facilitates coordination and ultimately translates into higher-quality products 15-Oct-16


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Product Design Lecture Notes

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