GUJARAT TECHNOLOGICAL UNIVERSITYB. E. VIIth Semester–Examination – DEC-2012

Subject code: 171904Subject Name: P.D.V.E

Date:27/12/2012 Time: 10:30 am – 01:00 pm Total Marks: 7

PAPER SOLUTION

Q.1 aList and explain the characteristics of successful product development.

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Ans.

1. Product quality Customer needs Robust and reliable (product)

2. Product cost (Manufacturing cost) Capital equipment Tooling Incremental cost for each unit

3. Development time Responsiveness to competitive forces Responsiveness to technological development Economic returns

4. Development cost Significant fraction of the investment

5. Development capability Capability to develop products more effectively and economically

Q.1 b Explain difference phases of industrial design process

Ans Research (finding problems) Creatively developing a variety of valid concepts (problem-solving) Refinement of a focused concept into a prototype Testing/validation of the prototype(s) Final part design, tooling, and production

1. Planning Corporate strategy Assessment of technology developments and market objectives Output : the project mission statement The target market for the product, business goals, key assumptions, and

constraints2. Concept development

target market generate alternative product concepts select an alternative Concept: form, function, features, spec.

analysis of competitive products, economic justification of project

3. System level design product architecture and division of it into subsystem andComponents assembly scheme output: geometric layout function spec. of subsystem process for

assembly process

4. Detail design Complete spec of geometry, materials, tolerances, standard parts Manufacturing: process plan and tooling Output: control document for the product drawings or computer files

geometry, process plan for fabrication and assembly

5. Testing and refinement Construction and evaluation Early (alpha) prototypes production - intent parts same geometry and material properties for production version verifying functional working and customer needs Later (beta) prototypes parts supplied by intended production processes evaluated internally and tested by customers in their own use

environment goal of beta proto - performance and reliability

6. Production ramp-up Product is made using intended production system Train the workforce and workout remaining problems Artifacts-supplied to preferred customers Transition from production ramp-up to ongoing production gradual and continuous

Q.2 aExplain the importance of product planning. Explains product planning process in detail.

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Its purpose is to minimise production time and costs, efficiently organise the use of resources and maximise efficiency in the workplace.

The product planning process consists of 5 steps: Step 1: Identify Opportunities

Step 2: Evaluate and Prioritize Projects - Competitive Strategy (Technology

leadership, cost leadership, customer focus, imitative) -Market Segmentation -

Technological Trajectories -Product Platform Planning [-Balancing the

portfolio]

Step 3: Allocate resources and plan timing -Allocate resources -Plan timing

(Timing of product introductions, technology readiness, market readiness, and

competition)

Step 4: Complete Pre-Project Planning -Mission statements (product

description, benefit proposition, key business goals, primary market, secondary

market, stakeholders) -Assumptions and constraints (Manufacturing, Service,

Environment) -Staffing and Other Pre-Project Planning Activities

Step 5: Reflect on the Results and the Process

Q.2 b Explain the following with reference to indentifying customers needs:- (1) Gathering raw data from customers (2) Interpreting raw data interims of customers needs

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Ans Identifying Customer Needs

The process:

1. Gather raw data from customers

2. Interpret raw data in terms of customer needs

3. Organize needs into a hierarchy (primary, secondary, etc.)

4. Establish relative importance of each need

5. Reflect on the results and the process

1. Gather raw data from customers

– Interviews

– Focus groups

– Observing product in use

Meeting With The Customers

2. Interpret raw data in terms of customer needs

– Express need as “what”, not “how”

– Express the need as specifically as the raw data

– Use positive, not negative, phrasing

– Express the need as an attribute to the product

– Avoid the words must and should

Orb

Explain the importance of duration and cost of product development in product development.

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Ans

Q.3 aExplain the designing for stiffness and rigidity with reference to machines and machine tools.

Ans rigidity is the resistance with which a body opposes change of form; -- opposed to flexibility, ductility,malleability, and softness.a rigid system maintains a close-to-original dimensions despite repeated stresses or smoothly goes over to a new dimension if the stresses are of permanent nature.

Material stiffness measures the deflection of a sample by a given load per unit area. Steel is stiffer than rubber, a rubber object deflects more than similarly shaped steel objects supporting the same load.  One can design a rubber chair without exceeding the rubber's ultimate strength. Using  the chair would be more fun than comfort.The design would be acceptable from a stress and fatigue standpoint but unacceptable from a stiffness perspective. 

Geometric stiffness comes into play because different geometries deflect differently under similar loads. As you know, hollow cylindrical steel pipe deflects significantly less than a round solid steel shaft of the same area carrying the same load. 

Rigidity depends both on material and geometrical stiffnesses  

b Explain the designing with ceramics.

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AnsOR

Q.3 Explain the following in connection with design for manufacturing:- 1. Reduction of cost of components, 2. Reduction of cost of assembly

• DFM Method-• Estimate the manufacturing costs.• Reduce the costs of components.• Reduce the costs of assembly.• Reduce the costs of supporting production.• Consider the impact of DFM decisions on other factors.

• Component Costs (parts of the product)– Parts purchased from supplier– Custom parts made in the manufacturer’s own plant or by suppliers

according to the manufacturer’s design specifications• Assembly Costs (labor, equipment, & tooling)• Overhead Costs (all other costs)

– Support Costs (material handling, quality assurance, purchasing, shipping, receiving, facilities, etc.)

Indirect Allocations (not directly linked to a particular product but must be paid for to be in business

• Reduce the costs of components.

• Understand the Process Constraints and Cost Drivers• Redesign Components to Eliminate Processing Steps• Choose the Appropriate Economic Scale for the Part Process• Standardize Components and Processes• Adhere to “Black Box” Component Procurement

Understand the Process Constraints and Cost Drivers Redesign costly parts with the same performance while avoiding high

manufacturing costs.

Work closely with design engineers—raise awareness of difficult operations and high costs.

Redesign Components to Eliminate Processing Steps• Reduce the number of steps of the production process

– Will usually result in reduce costs• Eliminate unnecessary steps.• Use substitution steps, where applicable.• Analysis Tool – Process Flow Chart and Value Stream Mapping

Choose the Appropriate Economic Scale for the Part ProcessEconomies of Scale – As production volume increases, manufacturing costs usually decrease.

• Fixed costs divided among more units.Variable costs are lower since the firm can use more efficient processes and equipmentStandardize Components and Processes

• Economies of Scale – The unit cost of a component decreases as the production volume increases.

• Standard Components—common to more than one product• Analysis tools – group technology and mass customization

Adhere to “Black Box” Component Procurement• Black box—only give a description of what the component has to do, not how

to achieve it• Successful black box design requires clear definitions of the functions,

interfaces, and interactions of each component.

Reduce the Costs of Assembly• Design for Assembly (DFA) index• Integrated Parts (Advantages and Disadvantages)• Maximize Ease of Assembly• Consider Customer Assembly

Design for Assembly (DFA) index• Boothroyd Dewhurst DFM & A• Munro & Assoc. (Design Prophet/Profit)• Others

Determining the Theoretical Minimum Number of Parts• Does the part need to move relative to the rest of the assembly?• Must the part be made of a different material from the rest of the assembly

for fundamental physical reasons?• Does the part have to be separated from the assembly for assembly access,

replacement, or repair?

Advantages of Integrated Parts• Do not have to be assembled• Often less expensive to fabricate rather than the sum of each individual part• Allows critical geometric features to be controlled by the part fabrication

process versus a similar assembly process

Disadvantages of Integrated Parts• Conflict with other sound approaches to minimize costs• Not always a wise strategy

Minimize Ease of Assembly• Part is inserted from the top of the assembly

• Part is self-aligning• Part does not need to be oriented• Part requires only one hand for assembly• Part requires no tools• Part is assembled in a single, linear motion• Part is secured immediately upon insertion• Customers will tolerate some assembly• Design product so that customers can easily and assemble correctly• Customers will likely ignore directions

Consider Customer Assemblyb

What is the importance of product specifications? How the final specifications are decided? Explain this.

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Product Specifications- Define what will actually be delivered Respond to: customer’s needs, organizational capabilities, technology and resource availability .Always Measurable.

• Precisely define the end product or result • Quantify the customer’s needs and specify the degree to which the

needs will be met• Should not limit how the customer’s needs are to be addressed

• Consist of: • Metric - Characteristic being measured • Value or range of values • Unit of measurement

Product Specifications Process-• Set Target Specifications

– Based on customer needs and benchmarks– Develop metrics for each need– Set ideal and acceptable values

• Refine Specifications– Based on selected concept and feasibility testing– Technical modeling– Trade-offs are critical

• Reflect on the Results and the Process– Critical for ongoing improvement

SETTING THE FINAL SPECIFICATION I Develop Technical Model of the Product • Determine the technical feasibility of the product. Is the concept do-able using current technology available• Build or design prototypes to evaluate each concept and determine the specifications that can be achieved using that concept.• Computer simulation or analytic evaluation. Software such as EM field calculations, SPICE, CAD etc. can be used to determine whether specifications can be met by a concept without expensive building. However this usually only gives you ideal results and real achievable results tend to be less satisfactory.• Several independent models representing different subsystems are better than one inclusive model. In other words break the product down into subsystems and work with each subsystem.NB The models developed can only relate to a specific design concept. Therefore

you will need a separate model for each design concept. II Develop Cost model of the Product • Goal is to determine whether product can be produced at the target cost • i.e. Manufacturing cost + distribution cost + a reasonable profit will still give a competitive consumer price. In the case of a large production run such as thousands for several years development costs have very little impact on target cost. However when the product run is small and development costs, especiallyfor a complex product, are high, these costs must be factored into the consumer price • The first estimate of costs can be a bill of materials with each item cost determined from the purchase price or cost of manufacturing. Assembly costs can be added as these are determined • The bill of materials can also be used as a cost performance indicator for different design concepts or target specifications It must be remembered that where target specifications are a result of interpreting customer needs, final specifications, including generating technical and cost models are iterative processes followed while in the concept generation, concept selection stages of the development process. III Refine the Specifications, making Trade-offs where Necessary • Use the technical and cost models to develop final specifications. Each concept will have its models and sets of specifications. At this time trade-offs may have to be made between costs and achieving target specifications or between sets of conflicting specifications. • Use competitive maps – plotting cost and value for specific metrics of your product and for the competition’s products. IV Flow Down the Specifications as Appropriate • For complex products you need overall specifications • The overall specifications are then applied to each subsystem as required. In other words the specifications for each subsystem must be consolidated to give the overall specifications V Reflect on Results and Process • Is the product a winner?• How uncertain or approximate are the technical or cost models?• Is the concept best for the target market or best meets another market segment? For example, although a less stringent set of target specifications had been established, the new concept allows us to achieve a much more exacting set of specifications. This could mean shifting from a consumer market to a professional or business market.• Can better modeling approaches be adopted?

Q.4 aLists and explain the advantages of value engineering.

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Value Engineering is a technique applied to identifying optimum value solutions during newproduct development. Value Engineering (VE) is a methodology that is known and accepted in theindustrial sector. It is an organized process with an impressive history of improving value andquality. The VE process identifies;Opportunities to remove unnecessary costs while assuring that quality, reliability, performance, and other critical factors will meet or exceed the customer’s expectations.Value Engineering (VE) is a

- Reliability- Maintainability- Producibility- Human Factors- Parts Availability- Cycle Time- Quality- Weight Reduction

Value Engineering helps in improving efficiency and effectiveness of products, systems and procedures. In general, VE does the following:

It helps us to pinpoint areas that need attention and improvement.

It helps in generating ideas and alternatives for possible solution to a problem.

It provides a method to evaluate alternatives. It provides a platform for dialogue. It records the logic behind the decisions. It improves the value of goods and services significantly.

Value Engineering is used to determine the best design alternatives for Projects, Processes,Products, or Services.Value Engineering is used to reduce cost on existing Projects, Processes, Products, or Services.Value Engineering is used to improve quality, increase reliability and availability, and customersatisfaction.Value Engineering is also used to improve organizational performance.Value Engineering is a powerful tool used to identify problems and develop recommendedsolutions. it also help toDecreasing costsIncreasing profitsImproving qualityExpanding market shareSaving timeSolving problemsUsing resources more effectively and improve total productivity.

bExplain the value standards.

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Standards Define Ways For Having An Ordered And Consistent Manner Of Doing Things And Most Important It Is A Way Of Enabling Interoperability. For Example, Interoperability Of Software Components Is Facilitated By The Application Of Standards Defining The Interfaces.

Value Standards-1) Define the steps and components that constitute a valid Value Study. 2) Document supporting information that defines a generic methodology, common terminology, and standard practice to guide practitioners and managers in effectively applying value methodology to improve the value of their projects. 3) Guide the practitioner and manager in determining at what point to apply value methodology to a project in order to maximize:

a. the benefits of team innovation skills and b. implementation of alternative(s) that add value to the project. This document may be used by both practitioners and managers as a guide for applying value methodology. The Value Standard allows for the tailored application of value methodology and related practices to suit the intended application. The Value Standard has not been prepared as a legal document. If the user intends to use the Value Standard for procurement purposes the user should consult expertise familiar with contract language, including seeking legal guidance. Also consider value Engineering Job plan.

orQ.4 a

Explain the project selection and methods selection with reference to selection of evaluation of value engineering projects?

Before a value study can be made, a project must be selected for the study. It is true that any item can be subject to value study and at any point of time in its cycle and that it will yield an average minimum of 10% return on investment. However, wisdom dictates that any such effort should be directed towards getting the maximum return, considering the limitations in value engineering resources available. Therefore projects have to be screened and problem items, chosen. There are many, ways to choose the probable items for value effort. Some managements choose the items that they want examined. Where there is a value engineering group in the company, the value engineering personnel may decide what to evolutes. In sill others, the employees are given the opportunity to suggest items from which selection is made.Generally, high cost items, highly competitive items, products manufactured in bulk, items with stringent quality condition, product and services posing vexatious problems for manufacturing, warranties, and vendor supplies, capital projects, product/process of high degree of complexity and involving large manpower requirements, old products and imported items are good candidates for value studies. Similarly, persistent production bottleneck, breakdowns, heavy rejections, scrap and re-work, customers complains, monopoly supplier items and the like indicate the need for effort to find solutions. Such items of current interest for the organization are also good candidates for value studies. Short-term considerationssuggest current high turn-over items and long-term approach, items at concept/design stage.

Some of the techniques used for project selection are enlist below: (1)Felt need. (2)Reviews by standing committees. (3)Suggestion schemes. (4)Seminars. (5)Relative ranking. (6)Preliminary assessment of value index, value gap, value mis-match, index of cost savingspotential. (7)Brainstorming in training courses.

(1) FELT NEED During normal operation of an enterprise, from time to time ,instances in obvious need for improvements and /or cost reductions would mainfest itself.

Similarly, customer feed-backs, changes in user needs or application of the item, advances in technology, or comparisons with competition will also bringto light the need for changes or modifications. More expansive products or components or critical manufacturing operations which have greatest potential for savings may become evident. Employees facing specific problems on their jobs may want something to be done to remove the deficiency or correct the situation, when they would suggest items for study or attention. The felt needs may be “personal or company-motivated, problem or profit-stimulated or a combinatation of these.” All such information should be listed and maintained up-dated. Projects for value study could be selected from the list.

(2) REVIEWS BY STANDING COMMITTEES

Various standing committees in the organization would suggest items or areas for attention, as part of their routine work. Examples are Design, Reviews, Review of planning documents, New product introduction, Quality managementreports,etc. A list of such items could from the basis for selection.

(3) RELATIVE RANKING

To get a real benefit from the technique, it is very much necessary that theproblem is rightly understood and selected. Normally, any problem thatcomes ones way is taken up and a quick study is carried out as regards thefunctional analysis and alternatives are suggested. This is followed becauseof the urge for showing glaring results in terms of high percentage savings;but in fact it might be a very meagre sum as far as the absolute moneyVALUE is concerned. What need to be done is to select those problem areaswhere a potential for net higher savings is expected, although the percentagescope may be very low, because it is the Rupees saved that matter and notthe percentage figures. For ensuring this the easiest and surest way is touse the Pareto’s Analysis, more commonly and universally known as ABCanalysis and used in any problem selection. But ironically the only potentialuse of this analysis made is in the area of Materials Management. Here, it istaken for granted again, that the reader is aware of the methodology of ABCAnalysis, and hence only a reference is made.

SELECTION CRITERIA :

The main important Factors to be considered for the selection of a problemarea are :

1. Products with poor profit margin2. Comparison with competitive products3. Modification (Market demand)4. High Service Cost5. High tooling cost6. Import problems7. Availability8. Maintenance and Operational Complexities9. Obsolescence of the Technology, etc.

The Pareto analysis, more commonly known as A B C analysis can be usedfor initial selection of a problem in the organization. At this stage it would Chennaisuffice to say that this analysis works on the principle of ‘VITAL

FEW ANDTRIVIAL MANY’. In any given setup, there are very few areas whichcontribute to most of the cost of the system, and a proportionately largeportion of items contribute for a lesser portion of the cost. The Fig. 3 depictsthe basic features of the ABC Curve. As has been said earlier selection ismade first of areas which gives maximum advantages. The amount ofInformation assembled will depend on this decision. For example the weightand cost of individual components will probably be unnecessary if analternative to the whole product is sought.It is useful to establish the amount of time which should reasonably be expanded, taking into account activities, costs, other work, etc. and toestablish a rough target of the savings which is hoped to be achieved.In case of VAVE since the approach is to reduce the cost, while at the sameitem retaining the quality and performance intact, the analysis has to be basedon the cost distribution among various Main and Sub-functional levels.Stated in simple terms, the ABC Analysis as applicable to VAVE is : In agiven assembly, there would be very few components accounting for themajor cost (A class items), and very many components accounting for a verymeager portion of the total cost. (C Class items). Other items would rangesomewhere in the middle of these, and would be termed as B Class items. Itcan be seen very clearly as shown in the following tables in case of and Automobile Door Handle, an Air Breather of a Transformer, a Power loom,and indicator Tube Assembly of a Tap Changer of a Transformer.

(4) BRAINSTORMING IN TRAINING COURSES.

Brainstorming: This creative approach is an uninhibited, conference-type,group approach, based upon the stimulation of one person's mind byanother's. A typical brainstorming session consists of a group of four toeight people spontaneously producing ideas designed to solve a specificproblem. The objective is to produce the greatest possible number ofalternative ideas for later evaluation and development.

B Explain the different phases of value engineering job plan in brief

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Q.5 A Explain the cost models in brief.

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Ans Cost: -The basic anatomy of cost consists of three elements. They are:

1.      Direct material cost2.      Direct labor cost3.      Overhead cost

     Classic FASTii.     Technically Oriented FASTiii.   Customer Oriented FAST

B 7

Information Phase

Information Phase

Creativity PhaseCreativity

Phase

Evaluation Phase

Evaluation Phase

Planning PhasePlanning Phase

Reporting PhaseReporting

Phase

Implementation Phase

Implementation Phase

Clearly identify the problem(s) to be solved, and gather information on the background, functions and requirements of the product, process, or system.

Clearly identify the problem(s) to be solved, and gather information on the background, functions and requirements of the product, process, or system.

Brainstorm ideas on how to improve the high cost, broken, or inadequately performed key functions.Brainstorm ideas on how to improve the high cost, broken, or inadequately performed key functions.

Screen ideas for acceptance, score remaining ideas on a scale and group ideas into categories. Develop design scenarios, and selection criteria. Rate and rank ideas.

Screen ideas for acceptance, score remaining ideas on a scale and group ideas into categories. Develop design scenarios, and selection criteria. Rate and rank ideas.

Plan how to sell ideas to management, identify key recommendations, plan management presentation.Plan how to sell ideas to management, identify key recommendations, plan management presentation.

Give oral presentation to management, or develop written report.Give oral presentation to management, or develop written report.

Get management approval for go-ahead, make management plan, make assignments, implement, follow-up.

Get management approval for go-ahead, make management plan, make assignments, implement, follow-up.

You are selected as Product design and development engineer in multinational mobile manufacturing company .To develop a new model of mobile is a work assign to you. How will you attempt this task? While developing the model which parameters you will consider.

AnsQ.5 A

Explain the life cycle cost in detail. 7

The Life cycle cost, which is also known as ‘cradle to grave cost’, is the total cost from acquisition of an item to the final disposal of the same after the life of the item. The elements of Life cycle cost can be narrated as:

         Acquisition cost        Operational cost        Maintenance cost        Repair and replacement cost         Salvage cost

These costs arise at different times of the product cycle and need some explanation.

          Acquisition cost

It is not only the raw material cost for manufacturing of the item. It also includes the drawing and design cost as well as development cost.

         Operational cost

Customer, after purchasing the item, may have to spend a certain amount of money to use the item. It is like petrol/diesel cost for running a car. Such type of costs will fall in this category.

         Maintenance cost

There is always a cost of involvement for the maintenance of the item. This is because there may be some need to keep the item in good condition. It is like the change of engine oil for the engine of a car.

Repair and replacement cost

The item may have wear and tear, and may need repair after certain period of time. There may be some components in the item which have a limited life and need to be replaced. These costs will come under this category. Retreading a car tyre is a repair cost and providing a new tyre is a replacement cost.

           Salvage cost

The customer may sell the product and receive some

amount in return. This amount is called the salvage cost.                       There are two methods of calculating the Life cycle cost. These are: -1. Present worth Method2. Annualized Method

Limitations of Life cycle cost: -

i. Life of the item:  Determining the life of an item is difficult.

ii.     Interest rate: The interest rate may not be same every year.

iii. Annual expenses:  Annually operation and maintenance costs are assumed as the expenses occurring at the end of the year while calculating the LCC. Intermediate expenses are not taken into consideration.

iv. Quality/reliability:  Not considering the quality and reliability of the item, since the focus is only on costs. The lowest LCC item may not be a good quality item.

v. Aesthetic:  Not focusing on the esteem value of the item. Hence, the lowest LCC item may fail to add to the esteem of the owner even though it provides the use value.

vi. Comfort and safety : The comfort and safety of the customer are not considered while determining the LCC. Hence, there is a chance that the lowest LCC item may not provide sufficient comfort/safety resulting in poor value to the customer.

b You are appointed as a senior engineer (Product design) in a multinational refrigerator company. It is required to develop a new improved model of refrigerator. How will you carry out the work assign to you? Explain this.

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