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Integrated Product Development Igor Fürstner ifurst@vts. su. ac. yu Polytechnical Engineering College Vojvodina, Serbia Integrated Product Development Igor Fürstner [email protected] su. ac. yu Polytechnical Engineering College Vojvodina, Serbia

Introduction Introduction

Product Development (differences between classical and modern approach) l Planning – – – l Product Development (differences between classical and modern approach) l Planning – – – l Long term 5 y->1 -2 y Mid term 2 -3 y->6 -18 m Short term 6 m->1 m Amoritzation – 8%/y->30%/y

Product Development (differences between classical and modern approach) l Prototyping, manufacturing planning, manufacturing – Product Development (differences between classical and modern approach) l Prototyping, manufacturing planning, manufacturing – 3 -9 m, lot of mistakes, tools for manufacturing are made at the beginning of the manufacturing process. . . -> – Simulations, direct beginning of the manufacturing process, tools for manufacturing are made before the beginning of the manufacturing process. . .

Product Development (differences between classical and modern approach) l Training – – – l Product Development (differences between classical and modern approach) l Training – – – l Nonsystematic and discontinuous (it happens during the work process) -> Professional and continuous Workplace planning – – – The workplace is specialized and static -> The workplace is general and dynamic

Product Development (differences between classical and modern approach) l Quality – – – l Product Development (differences between classical and modern approach) l Quality – – – l The quality monitoring is done after the production -> The quality assurance is implemented to the whole process Workflow – – – Sequential -> Paralell

Product Development Time – Time = Money – Later appearance on the market l Product Development Time – Time = Money – Later appearance on the market l Less demand – – Classical approach l l – Market changes Market is occupied by other manufacturers Better quality products The development process is sequential and divided Investors are concentrated towards faster production Modern approach (time is important) l l l Attention is paid on the system as a whole Development is continuous (faster response to customer demands, new products are on the market more frequently) Investors are concentrated towards time shortening

Product Development Time and costs l l l The basic problem during the development Product Development Time and costs l l l The basic problem during the development and production of a product is finding and using different methods, which will result in higher profit and bigger market share Research has shown that during the first 15% of the product realization process up to 85% of the product costs is determined and only 15% of the cost is spent. This leads to the conclusion that the most important decisions concerning the product have to be made during the development of the product.

Product Development Time and costs Product Development Time and costs

Modern product development l Aim – – – l Faster product development process Faster Modern product development l Aim – – – l Faster product development process Faster production process Avoidance of the mistakes as soon as possible How to achieve the aim – – Establish an appropriate communication between the participants of the whole process Establish an appropriate decision making rule

Communication l Now days, product development and production is commonly organized at several different Communication l Now days, product development and production is commonly organized at several different places (production plants) – Advantages l l Faster processes Use of knowledge and technology Engagement of development, production and other infrastructure Mutual cost and risk management

Communication – Disadvantages l Communication (collaboration) – – – Geographic distances Organizational differences Cultural Communication – Disadvantages l Communication (collaboration) – – – Geographic distances Organizational differences Cultural differences Religious differences Procedural differences

Communication l l Formal Informal Written Verbal Communication l l Formal Informal Written Verbal

Communication type Communication type

Communication Types of development projects Communication Types of development projects

Distributed network l Virtual factory – Attributes l l l l l Geographical dispersion Distributed network l Virtual factory – Attributes l l l l l Geographical dispersion Possible cultural differences Work is done in time and space using appropriate organization boundaries Communication and coordination using appropriate communication technology Lack of hierarchy Extreme decentralization This kind of organization is not constant, after the project is finished the structure is decomposed High level of flexibility Quick response opportunities (possibility to react considering the changes in the surroundings)

Distributed network l Characteristics of the virtual factory – – Space (centralized – Decentralized) Distributed network l Characteristics of the virtual factory – – Space (centralized – Decentralized) Time (synchronous – Non-sinchronous) Type of interaction (personal – Electronic) Social differences (low – High)

Integrated product development l Integrated product development is based an a systematic approach during Integrated product development l Integrated product development is based an a systematic approach during the development process, that fulfills the customers requirements, connecting - using the added value that results from a team work (cooperation, trust…)

The structure of the IPD l Systematic approach – The IPD uses the principles The structure of the IPD l Systematic approach – The IPD uses the principles and tools of Systems Engineering (considering the product’s lifecycle)

The structure of the IPD Lifecycle The structure of the IPD Lifecycle

The structure of the IPD l l The customer is the center of the The structure of the IPD l l The customer is the center of the process Cooperation – – – Human resources Cooperation, collaboration (Computer Support Cooperative Work)

The structure of the IPD l IPD tools (DFx) – l Information and communication The structure of the IPD l IPD tools (DFx) – l Information and communication technologies – l Product data management (PDM) Automation of engineering activities – l Design for excellence CAx technologies Organization and control – Project management (PM)

Integrated product development Customer requirements l 1. 2. 3. 4. 5. 6. 7. 8. Integrated product development Customer requirements l 1. 2. 3. 4. 5. 6. 7. 8. The customer’s behavior considering any product (reasons why a customer buys or doesn't buy a product) can be divided into 8 categories: Costs (Can I afford it? ) Availability (Can I find it? ) Packaging (Is It attractive? ) Performance (Does it fulfills my expectations? ) Ease of the handling (Can I use it? ) Reliability Maintenance (Is it expensive? ) Social parameters (What the others think about the product? )

Customer requirements l 1. CR can be divided into four levels Universal expectations (Expecters) Customer requirements l 1. CR can be divided into four levels Universal expectations (Expecters) • 2. Specific expectations (Spokens) • 3. Should be considered in a product Unspoken, latent expectation • • 4. Easily valuable and can be benchmarked Has to be defined by market research, interviews, brainstorming The customer didn’t know, didn’t want or forgot to tell „Plus” expectations (Exciters)

Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask 1. 3. What do you like about this product? Don’t ask 1. 4. What do you like most about our product? Is low cost an attractive feature? Ask 1. What do you consider when purchasing the product?

Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask 1. 3. What do you like about this product? Don’t ask 1. 4. What do you like most about our product? Would you prefer a blue sports car or a red convertible? Ask 1. 2. Would you prefer a red or blue car? Would you prefer a sports car or a convertible?

Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask Customer requirements l How to ask the customer 1. Don’t ask 1. 2. Ask 1. 3. Do you want a device to travel in space? Don’t ask 1. 4. How often would you travel in space if you had your own rocket? Are you satisfied with this product? Ask 1. What have your experiences been with this product?

Customer requirements l l Analyzing the Voice of the customers Rank the customer requirenments Customer requirements l l Analyzing the Voice of the customers Rank the customer requirenments

Customer requirements - facts l You can never know if a product will be Customer requirements - facts l You can never know if a product will be easily sellable until you try to sell it (Lesch’s rule) l The defined customer requirements considering a product are never 100% sure

IPD Functional requirements l The principles of design l The design problem (system) should IPD Functional requirements l The principles of design l The design problem (system) should be divided into smaller independent functional units, using the so called decomposition Two approaches can be used for this l – – Axiomatic approach Functional analysis

Functional requirements l FR – – The minimum number of different independent requirements, that Functional requirements l FR – – The minimum number of different independent requirements, that totally defines the design aims based on the defined requirements The FR should be independent from each other

Design parameters • They show the future produced parts – units – modules • Design parameters • They show the future produced parts – units – modules • • They should be solution independent They should fulfill the FR

Engineering characteristics l All measurable parameters of the FR are called EC Engineering characteristics l All measurable parameters of the FR are called EC

Functional independence Functional independence

Example 1 l Two valve (classical) faucet – l In this case: – – Example 1 l Two valve (classical) faucet – l In this case: – – l It should provide a proper amount of water of the right temperature (with separate hot and cold water source) FR 1 Provide the proper amount of water FR 2 Provide the right water temperature DP 1 Means for the cold water regulation DP 2 Means for the hot water regulation The DPs define a dependent solution for the FRs and a defined final solution

Example 2 l Faucet – l In this case: – – l It should Example 2 l Faucet – l In this case: – – l It should provide a proper amount of water of the right temperature FR 1 Provide the proper amount of water FR 2 Provide the right water temperature DP 1 Means for the water amount regulation DP 2 Means for the water temperature regulation The DPs define an independent solution for the FRs and an independent final solution

Integrated product development QFD (Quality Function Deployment) l • • QFD is a method Integrated product development QFD (Quality Function Deployment) l • • QFD is a method (approach), that connects the customer requirements with the product’s characteristics and function The house of quality is a multidimensional table that shows the interconnection between the CR and the EC It consists of 12 elements

House of quality House of quality

House of quality CR The importance factor The product’s aim Correlation matrix EC Correlation House of quality CR The importance factor The product’s aim Correlation matrix EC Correlation matrix between CR and EC EC value objectives Technical benchmarking Production difficulty risk Absolute relevance Relative relevance Benchmarki ng against the concurrent products

Integrated product development Concept generation and embodiment l l The product is a sum Integrated product development Concept generation and embodiment l l The product is a sum of the DPs embodiments The phases of the product development are the following (they overlap): Different concept generation and rating 2. Configuration definition (3 D – in space relationships between modules) 3. Final embodiment that includes the concepts 1.

Design for Analysis l Complex problems are divided into smaller, more simple parts, because Design for Analysis l Complex problems are divided into smaller, more simple parts, because then the problem can be analyzed with more simple methods

Example Determine the number of teachers at the university • Number of students: • Example Determine the number of teachers at the university • Number of students: • • • Group size • • Laboratory 20 Practice 40 Lecture 60 Mean 40 Number of groups 650/40=16 Number of classes per week 30 Total number of classes 30*16=480 Teaching ours for teachers per week • • 1. y 300 2. y 200 3. y 150 Sum 650 Lecture 6 Practice Laboratory 12 Mean 9 Number of teachers 480/9 =53

Concept generation l l To each DP, the development team should generate as many Concept generation l l To each DP, the development team should generate as many concepts as it is possible To achieve this, the development team can use: – – – Brainstorming (lot of ideas, that can lead to other ideas, no analysis) Benchmarking Literature. . .

Brainstorming (questions for ideas) Brainstorming (questions for ideas)

Examples Examples

Morphological method l l Instead of random solution generation, the development team should define Morphological method l l Instead of random solution generation, the development team should define the surroundings in which the possible solutions can be found One of the possibilities is to use a morphological method that leads to the filtration of all theoretically possible solutions

Example Energy storage can be different: • Mechanical • • Mass in motion Thermodynamic Example Energy storage can be different: • Mechanical • • Mass in motion Thermodynamic • • Fluid on proper temperature Electric • • Battery Hydraulic • • Fluid in motion

Example l Mechanical solution for converting the rotation movement into linear movement Example l Mechanical solution for converting the rotation movement into linear movement

Configuration definition Example Configuration definition Example

Concept rating and choosing the right solution The rating contains: • • Defined boundaries Concept rating and choosing the right solution The rating contains: • • Defined boundaries (force, movements, dimensions, power supply…) Working surroundings Ease of production, possibility of production

Rating l l The rating can be done in a form of a table Rating l l The rating can be done in a form of a table (columns – the possible solutions, rows – the most important or the whole CRs The result of the rating is an important information towards the final solution

Example Example

The embodiment There can be a lot of different solutions for the final embodiment The embodiment There can be a lot of different solutions for the final embodiment Example • • • Perpendicular joining element