Copyright 2009 John Wiley & Sons, Inc. Product Design Operations Management - 6 th Edition Chapter 4 Roberta Russell & Bernard W. Taylor, III

Copyright 2009 John Wiley & Sons, Inc.Copyright 2009 John Wiley & Sons, Inc.

Product DesignProduct Design

Operations Management - 6th EditionOperations Management - 6th Edition

Chapter 4Chapter 4

Roberta Russell & Bernard W. Taylor, IIIRoberta Russell & Bernard W. Taylor, III

Copyright 2009 John Wiley & Sons, Inc.Copyright 2009 John Wiley & Sons, Inc. 4-4-22

Lecture OutlineLecture Outline

Design Process Technology in Design Quality Function DeploymentQuality Function Deployment Design for Robustness


Design ProcessDesign Process

Effective design can provide a competitive Effective design can provide a competitive edgeedge matches product or service characteristics with matches product or service characteristics with

customer requirementscustomer requirements ensures that customer requirements are met in the ensures that customer requirements are met in the

simplest and least costly mannersimplest and least costly manner reduces time required to design a new product or reduces time required to design a new product or

serviceservice minimizes revisions necessary to make a design minimizes revisions necessary to make a design

workableworkable


Design Process (cont.)Design Process (cont.)

Product design defines appearance of product sets standards for performance specifies which materials are to be used determines dimensions and tolerances


Design Process (cont.)Design Process (cont.)


Idea GenerationIdea Generation

Company’s own R&D department

Customer complaints or suggestions

Marketing research Suppliers

Salespersons in the field

Factory workers New technological

developments Competitors


Perceptual MapsPerceptual Maps Visual comparison of Visual comparison of

customer perceptionscustomer perceptions BenchmarkingBenchmarking

Comparing product/process Comparing product/process against best-in-classagainst best-in-class

Reverse engineeringReverse engineering Dismantling competitor’s product to Dismantling competitor’s product to

improve your own productimprove your own product

Idea Generation (cont.)Idea Generation (cont.)


Feasibility StudyFeasibility Study

Market analysis Economic analysis Technical/strategic analyses Performance specifications


Rapid PrototypingRapid Prototyping

testing and revising a testing and revising a preliminary design modelpreliminary design model

Build a prototypeBuild a prototype form designform design functional designfunctional design production designproduction design

Test prototypeTest prototype Revise designRevise design RetestRetest


Form and Functional DesignForm and Functional Design

Form DesignForm Design how product will how product will

look?look?

Functional DesignFunctional Design how product will how product will

perform?perform? reliability maintainability usability


UsabilityUsability

Ease of use of a product or serviceEase of use of a product or service ease of learningease of learning ease of useease of use ease of remembering how to useease of remembering how to use frequency and severity of errorsfrequency and severity of errors user satisfaction with experienceuser satisfaction with experience


How the product will be madeHow the product will be made SimplificationSimplification

reducing number of parts, assemblies, or options in a reducing number of parts, assemblies, or options in a productproduct

StandardizationStandardization using commonly available and interchangeable partsusing commonly available and interchangeable parts

Modular DesignModular Design combining standardized building blocks, or modules, to combining standardized building blocks, or modules, to

create unique finished productscreate unique finished products Design for Manufacture (DFM)Design for Manufacture (DFM)

• Designing a product so that it can be produced easily and Designing a product so that it can be produced easily and economicallyeconomically

Production DesignProduction Design


DesignDesignSimplificationSimplification

(b) Revised design(b) Revised design

One-piece base & One-piece base & elimination of elimination of fastenersfasteners

(c) Final design(c) Final design

Design for Design for push-and-snap push-and-snap assemblyassembly

(a) Original design(a) Original design

Assembly using Assembly using common fastenerscommon fasteners

Source: Adapted from G. Boothroyd and P. Dewhurst, “Product Design…. Key to

Successful Robotic Assembly.” Assembly Engineering (September 1986), pp. 90-93.


Technology in DesignTechnology in Design

Computer Aided Design (CAD)Computer Aided Design (CAD) assists in creation, modification, and analysis of assists in creation, modification, and analysis of

a designa design computer-aided engineering (CAE)computer-aided engineering (CAE)

tests and analyzes designs on computer screentests and analyzes designs on computer screen computer-aided manufacturing (CAD/CAM)computer-aided manufacturing (CAD/CAM)

ultimate design-to-manufacture connectionultimate design-to-manufacture connection product life cycle management (PLM)product life cycle management (PLM)

managing entire lifecycle of a productmanaging entire lifecycle of a product collaborative product design (CPD)collaborative product design (CPD)


Collaborative Product Design Collaborative Product Design (CPD)(CPD)

A software system for collaborative design and development among trading partners

With PML, manages product data, sets up project workspaces, and follows life cycle of the product

Accelerates product development, helps to resolve product launch issues, and improves quality of design

Designers can conduct virtual review sessions test “what if” scenarios assign and track design issues communicate with multiple tiers of suppliers create, store, and manage project documents


Value analysis (VA)

Can we do without it? Does it do more than is required? Does it cost more than it is worth? Can something else do a better job? Can it be made by

a less costly method? with less costly tooling? with less costly material?

Can it be made cheaper, better, or faster by someone else?


Value analysis (VA) (cont.)Value analysis (VA) (cont.)

Updated versions also include:Updated versions also include: Is it recyclable or biodegradable?Is it recyclable or biodegradable? Is the process sustainable?Is the process sustainable? Will it use more energy than it is worth?Will it use more energy than it is worth? Does the item or its by-product harm the Does the item or its by-product harm the

environment?environment?


Quality FunctionDeployment (QFD)

Translates voice of customer into technical Translates voice of customer into technical design requirementsdesign requirements

Displays requirements in matrix diagramsDisplays requirements in matrix diagrams first matrix called “house of quality”first matrix called “house of quality” series of connected housesseries of connected houses


Benefits of QFD

Promotes better understanding of Promotes better understanding of customer demandscustomer demands

Promotes better understanding of Promotes better understanding of design interactionsdesign interactions

Involves manufacturing in design Involves manufacturing in design processprocess

Provides documentation of design Provides documentation of design processprocess


Design for RobustnessDesign for Robustness

Robust productRobust product designed to withstand variations in environmental and

operating conditions Robust design

yields a product or service designed to withstand variations

Controllable factors design parameters such as material used, dimensions,

and form of processing Uncontrollable factors

user’s control (length of use, maintenance, settings, etc.)

Copyright 2009 John Wiley & Sons, Inc.Copyright 2009 John Wiley & Sons, Inc.

Service DesignService Design

Operations Management - 6th EditionOperations Management - 6th Edition

Chapter 5Chapter 5

Roberta Russell & Bernard W. Taylor, IIIRoberta Russell & Bernard W. Taylor, III


Lecture OutlineLecture Outline

Characteristics of Services Service Design Process Waiting Line Analysis for

Service Improvement


Characteristics of ServicesCharacteristics of Services

ServicesServices acts, deeds, or performancesacts, deeds, or performances

GoodsGoods tangible objectstangible objects

Facilitating servicesFacilitating services accompany almost all purchases of goodsaccompany almost all purchases of goods

Facilitating goodsFacilitating goods accompany almost all service purchasesaccompany almost all service purchases


Characteristicsof Services (cont.)

Services are Services are intangibleintangible

Service output is Service output is variablevariable

Services have higher Services have higher customer contactcustomer contact

Services are Services are perishableperishable

Service inseparable Service inseparable from deliveryfrom delivery

Services tend to be Services tend to be decentralized and decentralized and disperseddispersed

Services are Services are consumed more often consumed more often than products than products

Services can be easily Services can be easily emulatedemulated


Service concept purpose of a service; it defines target

market and customer experience Service package

mixture of physical items, sensual benefits, and psychological benefits

Service specifications performance specifications design specifications delivery specifications

Service Design Process (cont.)


Elements ofElements ofWaiting Line AnalysisWaiting Line Analysis

Operating characteristicsOperating characteristics average values for characteristics that describe average values for characteristics that describe

performance of waiting line systemperformance of waiting line system QueueQueue

a single waiting linea single waiting line Waiting line systemWaiting line system

consists of arrivals, servers, and waiting line consists of arrivals, servers, and waiting line structurestructure

Calling populationCalling population source of customers; infinite or finitesource of customers; infinite or finite


Elements ofElements ofWaiting Line Analysis (cont.)Waiting Line Analysis (cont.)

Arrival rate (Arrival rate (λλ)) frequency at which customers arrive at a waiting line frequency at which customers arrive at a waiting line

according to a probability distribution, usually Poissonaccording to a probability distribution, usually Poisson Service time (Service time (μμ))

time required to serve a customer, usually described by time required to serve a customer, usually described by negative exponential distributionnegative exponential distribution

Service rate must be shorter than arrival rate (Service rate must be shorter than arrival rate (λλ < < μμ)) Queue disciplineQueue discipline

order in which customers are servedorder in which customers are served Infinite queueInfinite queue

can be of any length; length of a can be of any length; length of a finitefinite queue is limited queue is limited


Psychology of WaitingPsychology of Waiting

Waiting roomsWaiting rooms magazines and magazines and

newspapersnewspapers televisionstelevisions

Bank of AmericaBank of America mirrorsmirrors

SupermarketsSupermarkets magazinesmagazines ““impulse purchases”impulse purchases”

DisneyDisney costumed characterscostumed characters mobile vendorsmobile vendors accurate wait timesaccurate wait times special passesspecial passes


Psychology of Waiting (cont.)Psychology of Waiting (cont.)

Preferential treatmentPreferential treatment Grocery stores: express lanes for customers with Grocery stores: express lanes for customers with

few purchasesfew purchases Airlines/Car rental agencies: special cards Airlines/Car rental agencies: special cards

available to frequent-users or for an additional feeavailable to frequent-users or for an additional fee Phone retailers: route calls to more or less Phone retailers: route calls to more or less

experienced salespeople based on customer’s experienced salespeople based on customer’s sales historysales history

Critical service providersCritical service providers services of police department, fire department, etc.services of police department, fire department, etc. waiting is unacceptable; cost is not importantwaiting is unacceptable; cost is not important


Service Improvement AnalysisService Improvement Analysis

waiting time (8 min.) is too longwaiting time (8 min.) is too long hire assistant for cashier?hire assistant for cashier?

increased service rateincreased service rate hire another cashier?hire another cashier?

reduced arrival ratereduced arrival rate

Is improved service worth the cost?Is improved service worth the cost?


Copyright 2009 John Wiley & Sons, Inc.Copyright 2009 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation All rights reserved. Reproduction or translation

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Copyright 2009 John Wiley & Sons, Inc. Product Design Operations Management - 6 th Edition Chapter 4 Roberta Russell & Bernard W. Taylor, III