Chapter 4 What Does Product amp Service Design Do Translate customer wants and needs into product and service requirements Refine existing products and services Develop new products and services ID: 782299
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Slide1
Recap
Chapter 4 and Chapter 7
Slide2Chapter 4
Slide3What Does Product & Service Design Do?
Translate customer wants and needs into product and service requirements
Refine existing products and services
Develop new products and services
Formulate quality goals
Formulate cost targets
Construct and test prototypes
Document specifications
Translate product and service specifications into process specifications
Slide4Idea Generation
Supply chain-based
Competitor-based
Reverse engineering: Dismantling and inspecting a competitor’s product to discover product improvements
Research-based
Basic research
Applied research
Development
Slide5Design Considerations
Legal Factors (Mandatory)
Product liability:
The responsibility a manufacturer has for any injuries or damages caused by as faulty product
Ethics
Human Factors
Cultural Factors
Environmental Factors: sustainability
3R: reduce, reuse, recycle
Life Stage
Standardization
Mass
Customerization
Delayed differentiation and Modular design
Slide6Quality Function Deployment/The House of Quality
An approach that integrates the “voice of the customer” into both product and service development
The purpose is to ensure that
customer requirements are factored into every aspect of the process
Kano Model
Basic quality
Performance quality
Excitement quality
Slide7Designing
(products)
for Production
Concurrent engineering
Computer-Assisted Design (CAD)
Production requirements
Design For Manufacturing (DFM)
Design For Assembly (DFA)
Component commonality
Slide8Reliability
Reliability
is expressed as a probability
:
(Single Component Reliability) The probability that a part, or a
single
component works
.
The probability that the product or system will function
when activated
The probability that the product or system will function
for a given length of
time
Slide9What is this system’s reliability?
.80
.85
.75
.80
.95
.70
.90
.9925
.99
.97
.9531
.95+(1-.95)*.8
1-((1-.75)*(1-.8)*(1-.85))
.9+(1-.9)*.7
.99*.9925*.97
.85+(1-.85)*(.8+(1-.8)*.75)
Slide10Exponential Distribution
Slide11Exponential Distribution
– Formula
Slide12Availability
The fraction of time a piece of equipment is expected to be available for operation
Slide13Chapter 7
Slide14Quality of Work Life
Important aspects of quality of work life:
Working conditions
Physical
Psychological
Compensation
Time-based systems
Output-based systems
Incentive programs
Knowledge-based systems
Job Design
Slide15Behavioral Approaches to Job Design
Job Enlargement
Giving a worker a
larger portion of
the total
task
by
horizontal loading
Job Enrichment
Increasing
responsibility
for planning and coordination tasks, by
vertical loading
Job Rotation
Workers periodically exchange jobs
Slide16Observed Time
Slide17Normal Time
Assumes that performance ratings are made on an element-by-element basis
Slide18Standard Time
Slide19Suppose a worker can do
k
cycles per day.
ST
Slide20Example (from Problem Solving)
Ahe
worker’s time averaged 1.9 minutes per cycle, and the worker was given a rating of 120
percent. Assuming
an allowance factor of 12 percent of
workday,
determine the standard time for this job
.
Solution:
ST = NT*AF=(1.9*120%)*(1/(1-12%))=2.59
Slide21Recall from chapter 1
Slide22Supply and Demand
Supply
Demand
>
Supply
Demand
<
Supply
Demand
=
Wasteful
Costly
Opportunity Loss
Customer
Dissatisfaction
Ideal
Operations &
Supply Chains
Sales &
Marketing
Slide234 Sources of Process Variation
Variety of goods or services being offered
The greater the variety of goods and services offered, the greater the variation in production or service requirements.
Structural variation in demand
These are generally predictable (seasonal variation or seasonality, e.g., swimwear, warm clothes, Christmas, tourist seasons, school supplies).
They are important for capacity planning
Random variation
Natural variation that is present in all processes (e.g., random demand etc.). Generally, it cannot be influenced by managers.
Assignable variation
Variation that has identifiable sources. (e.g., defective inputs, incorrect work methods, equipment etc.)
This type of variation can be reduced, or eliminated, by analysis and corrective action.
Slide24Case Study
Apple Readies a Big Bet on Big-Screen Phones
What design considerations have Apple put into their new product?
Legal/ethical
Human factors
Cultural factors
Environmental factors
Standardization/
Customerization
How big is the bet?
Quantity of the new products.