NEW GOM3-PRODUCT DESIGN AND PROCESS (UPDATE).ppt
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1、GOM 3,Product Design and Process Selection,The Product Design Process,Major Business Functions Involved in the Product Development Process,Customer Market system,Marketing,Sales,Advanced research,Product design,Process planning,production,Customer Market system,Needs,Customer orders,Calls,Promotion,
2、New Product ideas,Product specifications,Technical concepts,Production orders,Products,Marketing & Sales,Product Development,Manufacturing,The Product Design Process,PHASE Concept Development Product architecture Conceptual design Target market Product Planning Market building Small-scale testing In
3、vestment/financial Product/process Engineering Detailed design of product and tools/equipment Building/testing prototypes Pilot Production/Ramp-Up Volume production prove out Factory start-up Volume increase to commercial targets,Project Months before Market Begins market introduction introduction 3
4、6 27 18 9 0,SCHEDULE,TYPICAL PHASES OF PRODUCT DEVELOPMENT,Concept,Program approval,Design/ planning,First full prototype,Product,Process,Final engineering release,Pilot production,Market introduction,Ramp-up,The Product Design Process,The Product Design Process Design-build-test cycle Engineering “
5、release” or “sign-off” Concurrent Engineering (CE) Three types of teams: a program management team, a technical team, and numerous design-build teams,4,Concurrent Engineering,Concurrent engineering can be defined as the simultaneous development of project design functions, with open and interactive
6、communication existing among all team members for the purposes of reducing time to market, decreasing cost, and improving quality and reliability.,5,Designing for the Customer,Industrial Design Aesthetics Ergonomics QFD (quality function deployment) Is a useful tool for helping to ensure that design
7、s for new products and services satisfy market requirements and are ultimately producible by the firm VA/VE (value analysis/value engineering),6,Quality Function Deployment,Interfunctional teams from marketing, design engineering, and manufacturing Voice of the customer (customer requirement) House
8、of Quality,House of Quality,7,8,VA/VE,Achieve equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customer Does the item have any design features that are not necessary? Can two or more parts be combined into one? How can we cut down the weig
9、ht? Are there nonstandard parts that can be eliminated?,10,Design for Manufacturing and Assembly,Greatest improvements related to DFMA arise from simplification of the product by reducing the number of separate parts: 1. During the operation of the product, does the part move relative to all other p
10、arts already assembled? 2. Must the part be of a different material than or be isolated from other parts already assembled? 3. Must the part be separate from all other parts to allow the disassembly of the product for adjustment or maintenance?,Process Selection,Process Selection: Refers to the stra
11、tegic decision of selecting which kind of production processes to have in the plant Types of Processes: Conversion Processes: changing iron ore into steel sheets Fabrication Processes: forming gold into a crown for a tooth Assembly Processes: assembling a fender to a car Testing Processes:,Process S
12、election,Process Flow Structures Job shop: production of small batches of a large number of different products Batch shop: a somewhat standardized job shop Assembly line: production of discrete parts moving from workstation to workstation at a controlled rate, following the sequence needed to build
13、the product Continuous flow: conversion or further processing of undifferentiated materials such as petroleum, chemicals, or beer. The Virtual Factory,Source: Modified from Robert Hayes and Steven Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing (New York: John Wiley & So
14、ns, 1984). p. 209.,13,Product-Process Matrix,Flow Diagrams,* = Points critical to the success of the service, = Points at which failure is most often experienced,Service visible to customer,Service not visible to customer,Parts available,Corrective work necessary,Repair not authorized,Repair complet
15、e,Parts not available,Repair authorized,Designing Global Products and Services,Customized,Periphery,Large Standardized Core,Ideal Global Products,Platform (the chassis and related parts) for Automotive Industry,High,Low,Low,High,Breadth Of line In Each Country,Global Product Standardization,European
16、,Options in Global Product Line Strategy,Business can standardize the worldwide mix of Products as well as the content of a product,An American chemical additives company versus Its European competitor: Did the competitors approach suggest that customer needs were as different as this businesss exec
17、utives assumed? 2. Did this businesss product line strategy incur unnecessary costs?,American,Designing Global Products and Services,Benefits Cost Reduction The higher the development cost relative To expected revenues, the more need there Is to develop a few global or regional products Rather than
18、many national products e.g. ethical drugs Improved Quality Reducing the worldwide number of products allows financial and management resources to be focused on the smaller number of products Enhanced Customer Preference Hertz lesson Competitive Leverage Japanese experience suggests that smaller Comp
19、etitors may have greater need for Standardized products,Drawbacks Some aspects of national needs may Have to be sacrificed Canon chose to design from scratch a global products,New Global Process of NPD,The process of New Product Development (NPD), a key network of functions and subsidiaries, is rece
20、iving increasing attention for several reasons: Because competitive advantages at the product level do not last long in most industries, the winners are those who create a sequence of short-lived advantages As product life cycles get shorter, with fewer years to recover the fixed R a product concept
21、 in digital form can be worked on from anywhere by anyone.,New Global Process of NPD,The Evolution of NPD 1960s to 1970s: The process sequential and long Relatively straight-forward All aspects have changed: An increasing number of “design for” initiatives Design for manufacturability Design for rel
22、iability (quality assurance engineers entered the design process Design for serviceability Design for usability: anthropologists entered the process, along with artists and designers New: design for recyclability,New Global Process of NPD,Each new player wants to enter as early as possible to influe
23、nce original process From sequential to simultaneous External Players: Early supplier involvement Customer Time-to-Volume shortened Pressures for Global Products The capture of economies of scale Rising R&D costs Reduction of product life cycle The reduction in fixed costs associated with reducing t
24、he number of products, packages, and ads.,New Global Process of NPD,Black & Decker Procter & Gamble, a leader in simplifying its product lines. Convergence of preferences and tastes around the world Global Development Process Platforms Computer: hardware nearly the same, software to accommodate loca
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