Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Management MGT-303
Week : 8 & 9
1
The outline of the session
Goods and Services Selection
Generating New Products
Product Development
Issues for Product Design
Product Development Continuum
Defining a Product
Documents for Production
Service Design
Application of Decision Trees to Product Design
Transition to Production
2
Goods and Services Selection
The good or service the organization
provides society
Top organizations typically focus on core
products
Customers buy satisfaction, not just a
physical good or particular service
Fundamental to an organization's strategy
with implications throughout the
operations function
3
Product Strategy Options
Differentiation
• Shouldice Hospital
Low cost
• Taco Bell
Rapid response
• Toyota
4
Product Life Cycles
Cash
flow
Negative
cash flow Loss
Exercise
Generating New Products
1. Understanding the
customer
2. Economic change
3. Sociological and
demographic change
4. Technological change
5. Political/legal change
6. Market practice, professional
standards, suppliers, distributors
Product Development System
Ideas
Ability
Customer Requirements
Functional Specifications
Introduction
Evaluation
Quality Function Deployment (QFD)
Competitive
assessment
What the Relationship
customer matrix
wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Customer
importance
rating
(5 = highest)
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color correction 1
Interrelationships
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Low electricity requirements
Aluminum components
Ergonomic design
How to Satisfy
Auto exposure
Customer Wants
Paint pallet
Auto focus
Interrelationships
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color corrections 1
Relationship matrix
Interrelationships
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Lightweight 3
Easy to use 4
Reliable 5
Easy to hold steady 2
Color corrections 1
Our importance ratings 22 9 27 27 32 25
Weighted rating
Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Evaluation
Company A
Company B
How well do competing
products meet customer
wants
Lightweight 3 G P
Easy to use 4 G P
Reliable 5 F G
Easy to hold steady 2 G P
Color corrections 1 P P
Our importance ratings 22 5
Interrelationships
How to Satisfy
Customer Wants
Competitors
Analysis of
What the
Relationship
Customer
Matrix
Wants
Technical
Attributes and
Panel ranking
Target
2 circuits
values
(Technical
2’ to ∞
0.5 A
attributes)
75%
Company A 0.7 60% yes 1 ok G
Technical
evaluation Company B 0.6 50% yes 2 ok F
Us 0.5 75% yes 2 ok G
House of Quality Example
Aluminum components
Ergonomic design
Auto exposure
Company A
Company B
Paint pallet
Auto focus
Completed
Lightweight 3 G P
House of Easy to use 4 G P
Quality Reliable
Easy to hold steady 2
5 F G
G P
Color correction 1 P P
Our importance ratings 22 9 27 27 32 25
High relationship (5)
Panel ranking
Target values
(Technical
Low relationship (1)
2 circuits
attributes)
2’ to ∞
0.5 A
75%
Company A 0.7 60% yes 1 ok G
Technical
Company B 0.6 50% yes 2 ok F
evaluation
Us 0.5 75% yes 2 ok G
House of Quality Sequence
House of Quality Sequence indicates how to deploy
resources to achieve customer requirements
Quality
plan
Production
process
Production
Specific
House 4
process
components
components
House 3
Specific
Design
characteristics
characteristics
House 2
Design
requirements
Customer
House 1
Organizing for Product Development
A Champion
• Product manager drives the product through
the product development system and
related organizations
Organizing for Product Development
Team approach
• Cross functional – representatives from all
disciplines or functions
• Product development teams, design for
manufacturability teams, value engineering
teams
Japanese “whole organization” approach
• No organizational divisions
Manufacturability and
Value Engineering
Benefits:
1. Reduced complexity of products
2. Reduction of environmental impact
3. Additional standardization of products
4. Improved functional aspects of product
5. Improved job design and job safety
6. Improved maintainability (serviceability) of
the product
7. Robust design
Cost Reduction of a Bracket via
Value Engineering
Issues for Product Design
Robust design
Modular design
Computer-aided design (CAD)
Computer-aided manufacturing (CAM)
Virtual reality technology
Value analysis
Environmentally friendly design
Robust Design
Shorter development
cycles, improved accuracy
Assembly drawing
Assembly chart
Route sheet
Work order
Engineering change notices (ECNs)
Assembly Drawing
Shows exploded
view of product
Details relative
locations to show
how to assemble
the product
Work Order
Item Quantity Start Date Due Date
157C 125 5/2/08 5/4/08
Production Delivery
Dept Location
F32 Dept K11
Engineering Change Notice (ECN)
A correction or modification to a
product’s definition or documentation
• Engineering drawings
• Bill of material
• Direct interaction
• Surrogate (substitute) interaction
• Independent processing
Documents for Services
(.4)
High sales
(.6)
Low sales
Do nothing
Decision Tree Example
$2,500,000 Revenue
(.4) - 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD - 500,000 CAD cost
High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales - 320,000 Mfg cost ($40 x 8,000)
- 500,000 CAD cost
Hire and train engineers - $20,000 Net loss
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(- $20,000)
(.6)
Low sales
Do nothing
Decision Tree Example
$2,500,000 Revenue
(.4) - 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD - 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales - 320,000 Mfg cost ($40 x 8,000)
- 500,000 CAD cost
Hire and train engineers - $20,000 Net loss
(.4)
High sales
EMV (purchase CAD system) = (.4)($1,000,000) + (.6)(- $20,000)
= $388,000
(.6)
Low sales
Do nothing
Figure 5.14
Decision Tree Example
$2,500,000 Revenue
(.4) - 1,000,000 Mfg cost ($40 x 25,000)
Purchase CAD - 500,000 CAD cost
$388,000 High sales
$1,000,000 Net
$800,000 Revenue
(.6) Low sales - 320,000 Mfg cost ($40 x 8,000)
- 500,000 CAD cost
Hire and train engineers - $20,000 Net loss
$365,000
$2,500,000 Revenue
(.4) - 1,250,000 Mfg cost ($50 x 25,000)
High sales - 375,000 Hire and train cost
$875,000 Net
$800,000 Revenue
(.6) - 400,000 Mfg cost ($50 x 8,000)
Low sales - 375,000 Hire and train cost
Do nothing $0 $25,000 Net