PAPER SOLUTION

SUBJECT: PRODUCT DESIGN AND VALUE ENGINEERING

SUBJECT CODE: 171904

Q.1 (a) State and explain the factors responsible for product design and Development. 7 Ans: Product quality: How good is the product resulting from the development effort? Does it

satisfy customer needs? Is it robust and reliable? Product quality is ultimately reflected in market share and the price that customers are willing to pay. Product cost: What is the manufacturing cost of the product? This cost includes spending on capital equipment and tooling as well as the incremental cost of producing each unit of the product. Product cost determines how much profit accrues to the firm for a particular sales volume and a particular sales price. If manufacturing cost is too high, it may not be attractive economically to the consumers. However, it may promise profit to the manufacturer. But, when the product is technically sound and is not essential, and when it does not fulfill any required need and has good substitutes, high price of the product will deter the sales. Thus, marketer must consider the product cost carefully. Development time: How quickly did the team complete the product development effort? Development time determines how responsive the firm can be to competitive forces and to technological developments, as well as how quickly the firm receives the economic returns from the teams efforts. Development cost: How much did the firm have to spend to develop the product? Development cost is usually a significant fraction of the investment required to achieve the profits. Development capability: Are the team and the firm better able to develop future products as a result of their experience with a product development project? Development capability is an asset the firm can use to develop products more effectively and economically in the future. Trade-offs: An airplane can be made lighter, but this action will probably increase manufacturing cost. One of the most difficult aspects of product development is recognizing, understanding, and managing such trade-offs in a way that maximizes the success of the product. Dynamics: Technologies improve, customer preferences evolve, competitors introduce new products, and the macroeconomics shifts. Decisions making in an environment of constant change is a formidable task. Details: The choice between using screws or snap-fits on the enclosure of a computer can have economic implications of millions of dollars. Developing a product of even modest complexity may require thousands of such decisions. Time pressure: Any one of these difficulties would be easily manageable by itself given plenty of time, out product development decisions must usually be made quickly and without complete information. Economics: Developing producing and marketing a new product requires a large investment. To earn reasonable return on this investment, the resulting product must be both appealing to customers and relatively inexpensive to produce. For many people, development is interesting precisely because it is challenging. For others, intrinsic attributes also contribute to its appeal. Creation: The product development process begins with an idea and ends with the production of the physical artifact. When viewed both in its entirety and at the level of individual activities, product development process is intensely creative. Satisfaction of societal and individual needs: All products are aimed at satisfying needs of some kind. Individuals interested in developing new products can almost find institutional settings in which they can develop products satisfying what they consider to be important needs.

(b)Define value, value analysis and value engineering. Discuss in details. 7 Ans: Value is the relationship between the defined function the customer requires and the costs

incurred to provide that function. Cost Value Use Value Esteem Value

Exchange Value

VALUE = Worth = Performance Cost Cost

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

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

Value analysis is a technique applied to improving existing products, processes or services. The objective is usually to reduce cost, but may equally or simultaneously be to improve performance or quality. Value Analysis (and Value Engineering) is a systematic, formal and organized process of analysis and evaluation. It is not haphazard or informal and it is a management activity that requires planning, control and co-ordination.

Q.2 (a)Explain Function analysis system techniques (FAST) in details. 7 Ans: Function analysis system technique is a diagramming technique which reveals the

relationship and inter-relationship of all known function. it will display logical sequence all the function and show their dependence and priorities. A simple part may have one or more functions. It is not unusual to find some of them having 20 or 30 function. A complex, product, project or system may have hundreds of function. FAST procedure :

Objective of FAST diagram FAST Diagrams are used to prioritize the objectives or functions of the product. Once the objectives are prioritized the options are evaluated to determine which will return the most value based on predetermined value criteria such as: 1. Targeting true customer needs and wants. 2. Delivering requirements but still enabling cost reduction by focusing on what the function accomplishes versus what the product is.

3. Eliminating unimportant requirements. 4. Adding incremental costs to achieve larger performance benefit. 5. Improving performance and reducing cost simultaneously

(b) Discuss the role of ergonomics in design and development of new Product. 7 Ans: Today, both workers and management are concerned about the quality of work lives,

ergonomics and occupational safety and health. New development such as information and communication technologies and specialized work requiring repetitive tasks add up to a need for Ergonomics. By examining, designing, testing and evaluating the work piece and how people interact in it, ergonomics can create productive, safe, and satisfying work environment. Ergonomics is concerns with the study of the relationship between people and work environment. The scope for the application of ergonomics in our working environment is tremendous. Ergonomics has the essential role to play in increasing work efficiency and productivity by making the tool or machine fit the users and the workers efficiency. Ergonomics today has taken on a broader meaning with the advent of safer work rules, higher work efficiencies and superior design tools. Today engineers can study and design machines that are efficient to operate, maintain, build and transport. Engineering tools, new materials, improved industry standards and new technology allows a designer to model a machine and actually simulate operation under safer operating Conditions. It is very important for any organization or workplace for proper ergonomics design to prevent repetitive strain injuries. These injuries can develop over time due to improper job and workplace design and can also cause disability. Ergonomics has two major objectives. The first is to enhance the effectiveness and efficiency with which work and other activities are carried out. This includes such things as increased convenience of use, reduced errors and increased productivity. The second objective is to enhance certain desirable human values, including improved safety, reduced fatigue and stress, increased comfort, greater user acceptance, increased job satisfaction, and improved quality of life. To develop the optimal conditions for the worker in work environment, to reduce physiological costs, to improve productivity, to facilitate instrument handling, to maximize the efficiency of operation and production system, and to minimize human errors ergonomics is essential. Ergonomics has a wide application in everyday living and domestic situations; however there are even more significant implications for efficiency, productivity, safety, health, and comfort in work settings. For example: human factors plays the following basic roles: a. Methods and operation design b. System and interface design c. Product and equipment design d. Task and job design e. Workstation and work arrangement design f. Information design

g. Working environment design.

Model For An Ergonomics Development Process

The user, the product and the workplace interact with one another and they should be taken into account in an ergonomic product design process.

Or (b) Discuss in detail the process of product development. 7 A product development process is the sequence of steps or activities which an Enterprise employs to conceive, design, and commercialize a product.

A Well-defined Development Process is useful for the following reasons,

Quality assurance :

Following the process is one way to assure the quality of the product.

Coordination :

It helps act like a master plan to let team members know when to contribute and whom to work with to exchange

information & materials

Planning :

Built in milestones related to each phase.

Management :

Able to assess performance of the ongoing development effort.

Improvement :

Good documentation helps to I.D. opportunities to improve.

Six Phases of the PRODUCT Development Process

Q.3 (a) How will you incorporate environmental concerns into product design? Discuss.

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Defining operational the construct of green as in green design and green manufacturing: As previously mentioned, the lack of a precise, meaningful and easy to apply definition of green was a major stumbling block. Designers needed a standard that they could quickly and easily apply in assessing different alternatives and in evaluating various trade-offs. It is not enough to rely on the use of life cycle analysis. Life cycle analysis is often very difficult, expensive and time-consuming to use. Designers in most cases do not have the time to wait until such an analysis has been carried out. They need standards and guidelines which can be quickly applied. Validation of the results of this study through replication: In reviewing the findings and results reported in this study, it is not known whether the issues and concerns raised in this study are limited to the participants or whether they are indicative of a broader set of concerns. To make such a determination requires replication in different settings and industries (either domestic or internationally) and the development of a larger sample. The need for a quantitative assessment of the trade-offs between improved environmental performance and corporate strategic performance: One of the major concerns repeatedly raised involved worries over whether doing a better job with respect to environmental waste reduction/elimination would have a negative, positive or neutral impact on cost, lead time, quality or flexibility (the elements of value). Quantifying this trade-off is both a major task and a critical research issue. Assessment of the priority of the obstacles for improving integration of environmental concerns during the design process: During the course of the study, several obstacles were identified. These obstacles have been treated as if they are equally important. However, there is no reason to assume that this is the case in practice. It would be useful to both researchers and managers if the relative priority (in terms of both importance and ease of being able to overcome the obstacles) of the various obstacles were to be assessed. This ranking would help direct attention

and effort. Assessing the impact of the structure of the design process on the effectiveness of environmental concern integration: All of the processes studied in the paper shared one important trait -- they were strongly sequential in structure. Environmental concerns, when introduced, took the form of checkpoints or exit requirements. As a result, when problems pertaining to environmental concerns were identified, the usual practice was for the designers to make the minimum level of changes necessary to meet the objectives raised. In this case, environmental concerns effectively represented performance floors and constraints. However, introducing environmental concerns into a setting where true concurrence and multi-functional design teams are present from the outset may result in a very behaviour. Such environments should be studied in order to determine if the structure of the design process has an impact on how environmental concerns are dealt with and viewed by those involved. Examination of the impact of alternative performance measurement schemes on the acceptance of environmental concerns as an element of performance: Performance measurement played an important role in this study. It became essentially an obstacle because few systems measured and rewarded good performance on the environmental design. As a result, the designers either tended to ignore this dimension of product development or to downgrade its importance (and hence the amount of time devoted to this dimension). However, given the importance of performance measurement, there is a need to study alternative schemes or techniques for evaluating performance and identify those systems or schemes which are most conducive towards encouraging designers to become more aware of environmental dimension. Need for alternative tools: A final area fruitful for further research focuses on the development, Implementation and assessing of alternative tools for identifying and quantifying the environmental problems and pollution flows generated by alternative designs, process layouts or production scheme. What is critical about these new tools is that they should be based on frameworks, technologies or 26approaches familiar to the users (in this case, the product designers). As pointed out previously, many of the designers were aware of life cycle analysis. However, they were hesitant in using them because this method of analysis was based on an approach which was relatively foreign. The first step in this stream of research is to identify what traits in an environmental tool would be considered most attractive to designers.

(b) Discuss Aesthetic, Ergonomics, Technical and Economic factors with illustrations for value determination.

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Ergonomics factors: The study of people and their relationship with the environment around them. Measurements, also known as anthropometric data, are collected and applied to designs / products, to make them more comfortable to use. The application of measurements to products, in order to improve their human use, is called Ergonomics

Aesthetic factors OR

Q.3 (a) Discuss the product design analysis on the basis of Functional, Aesthetic, Production design and design of Packaging.

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Ans: Product analysis can take different forms but in general it means asking questions about a product and forming answers. It can mean experts analysing a product or members of the general public or potential customers/groups of people. Product analysis can take place at almost any stage of the design process. Product analysis can be carried out by: 1. An individual product being analysed. 2. Alternatively a number of similar products can be compared with each other using the same criteria As with any blueprint or schematic, a consistent language or coding system is required to ensureothers can read it. This paper introduces such a design language, called a functional basis, where

product function is characterized in a verb-object (function-flow) format. The set of functions and flows is intended to comprehensively describe the mechanical design space. In particular, use of the functional basis described in this article significantly contributes to the following six product design areas. Product architecture development. The desire to move the product architecture decision (i.e. modular vs. integral) earlier in the conceptual design stage necessitates basing the decision on a functional model of the product. Systematic function structure generation. The most common criticism of functional models (particularly their graphical representation known as a function structure) is that a given product does not have a unique representation. It also provides a consistent basis for developing high levelphysical models, and for teaching the abstract concepts of functional modelling to engineers. Archival and transmittal of design information. Products are transient; their service lives range from days to hundreds of years, but are nevertheless transient. The design process behind a product is even more fleeting. Comparison of product functionality. Few product designs are truly original. Instead, they incorporate elements of other product designs that have accumulated in the corporate body of design knowledge. If functional descriptions of products, expressed in a common language, are accumulated in a repository, then that repository can be searched to find products similar in function. This offers obvious applications to benchmarking products and searching for form solutions. Creativity in concept generation. The ability to decompose a design task is fundamental to arriving at creative solutions. Likewise, it is critical to represent abstract and incomplete information to make decisions early in a design process or product development. Functional Development of a Functional Basis for Design Accepted to Journal of Mechanical Design models, with the addition of a functional basis, significantly aid the capacity of design teams to break problems down and make critical early decisions. Product metrics, robustness, and benchmarks. An important aspect of product development is to formulate objective measures for benchmarking and quality endeavours. Functional models can greatly enhance methods, such as Quality Function Deployment, in identifying and choosing metrics. The flows or connections of functional models provide a high-level physical model of a products technical process. These flows, if suitably formalized, are directly measurable, reducing the guesswork and artistic nature of choosing metrics. Product design packaging is an integral part of your invention design process. Many times inventors will get so close to being "finished" with their overall product, that packaging is placed on the backburner. This should not be the case. As the first line of contact between the consumer and your invention packaging is the ultimate point-of-sale tool which requires a cohesive design to encourage sales.

MultipleRevisions: Make adjustments, refine features and improve your package. OnlineCollaboration: Clients are provided with an NventNode account to access, share and store service elements. UPCBarcode: Registration of a unique UPC code and barcode placement are included. ClientApproval: Client is involved in the entire design process to ensure complete satisfaction.

(b) Explain questionaries technique used in value analysis. Ans: (1)Felt need.

(2)Reviews by standing committees. Page No:- (3)Suggestion schemes. (4)Seminars. (5)Relative ranking. (6)Preliminary assessment of VALUE INDEX, VALUE GAP, VALUE MIS-MATCH, INDEX OF COST SAVINGS POTENTIAL. (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 manifest itself. Similarly, customer feed-backs, changes in user needs or application of the item, advances in technology, or comparisons with competition will also bring to 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 combination 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 management reports,etc. A list of such items could from the basis for selection.

Q.4 (a) Discuss the factors responsible for unnecessary costs Ans: Any cost that can be removed without impairing the essential

Quality Performance Customer requirements Reliability Maintainability Marketability Schedule

Lack of information. Insufficient data on the functions the owner/user wants or needs and information on new materials, products, or processes that can meet these needs, within the required cost range. Lack of ideas. Failure to develop alternate solutions. In many cases, decision makers accept one of the first workable solutions that come to mind. This tendency invariably causes unnecessary costs, which can be eliminated by requiring the development of additional alternate ideas and then making choices based on economics and performance. Temporary circumstances. An urgent deliver, design, or schedule can force decision makers to reach a quick conclusion to satisfy a time requirement without proper regard to good value. These temporary measures frequently become a fixed part of the design or service, resulting in unnecessary costs. Honest wrong beliefs. Unnecessary costs are often caused by decisions based on what the decision maker believes to be true, rather than on the real facts. Honest wrong beliefs can impede a good idea that would otherwise lead to a more economical decision or service. Habits and attitudes. Humans are creatures of habit. A habit is a form of response doing the same thing, the same way, under the same conditions. Habits are reactions to responses that people have learned to perform automatically, without having to think or decide. Habits are an important part of life, but one must sometimes question, Am I doing it this way because it is the best way, because I feel comfortable with my methods, or because I have always done it this way? Changes in owner requirements. Often, the owners new requirements force changes during design or construction that increase costs and alter the schedule. In too many cases, the owner is not cognizant of the impact of the desired change. Lack of communication and coordination. Lack of communication and coordination are principal reasons for unnecessary costs. VE opens channels of communication that facilitate discussion of subjects and allows the expression of opinions without undue concern about acceptability. Also, it creates an environment that promotes listening and responding to varying points of view without becoming defensive. And also Lack of listening

Lack of problem ownership Lack of experience. Poor quality Risk of personal loss.

(b) Discuss the link between product design and product cost. 7 Ans: Product cost is the sum of all costs associated with the production of a specific quantity of a

good or service. And Prodcut design is the detailed specification of a manufactured item's parts and their relationship to the whole. A product design needs to take into account how the item will perform its intended functionality in an efficient, safe and reliable manner. The product also needs to be capable of being made economically and to be attractive to targeted consumers.

Q.4 (a) How applications of value engineering/analysis enhance total productivity? 7 Ans: 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 customer satisfaction. Value Engineering is also used to improve organizational performance. Value Engineering is a powerful tool used to identify problems and develop recommended solutions. it also help to

Decreasing costs Increasing profits Improving quality Expanding market share Saving time Solving problems Using resources more effectively and improve total productivity.

Value analysis can be applied universally, i.e., to everything materials,methods, processes, services, etc., where it is intended to bring about economics. One should naturally start with items where the maximum annual saving can be achieved. This immediately suggests that items whose total annual consumption in Rupees is high should receive top priorities in the application of Value Analysis. In the same manner, scarce materials, imported materials, or those difficult to obtain should also receive the attention of the value analyst. Bearing this in mind, Value Analysis can be systematically applied to categories of items, such as those listed below in order to bring about substantial cost reduction. 1. Capital goods plant, equipment, machinery, tools and appliances; 2. Raw and semi-processed material, including fuel; 3. Sub-contracted parts, components, sub-assemblies, etc; 4. Purchased parts, components, sub-assemblies, etc., 5. Maintenance, repairs, and operational items; 6. Finishing items such as paints, oils, varnishes, etc. 7. Packing materials and packaging; 8. Printing and Stationery items;

9. Miscellaneous items of regular consumptions; 10. Power, water supply, compressed air, steam and other utilities(services) and 11. Materials handling and transportation costs

(b) Discuss the elements of product design and development. 7 Ans: 1. Teams/Teamwork. The ability to work with diverse, multi-discipline team members to

successfully reach a goal or objective.

Diverse can refer to gender, ethnicity, educational background, experience, and personality. Multi-Discipline is meant in a broad sense: not just engineering but also business, marketing, customers, and suppliers. Some examples of contemporary use of teams are:

TQM (Total Quality Management) and CQI (Continuous Quality Improvement) Creating and/or developing a Product or service Improving a Product or service Process Management and Improvement

2. Communication. The ability to clearly and logically communicate ideas, information, and data orally and in written form to others in a way that engages the intended audience and addresses different learning styles. This is consistently rated as a perceived shortcoming of engineers. It has been estimated that in verbal communication, the information is communicated in four waysin these surprising relative percentages: Content 7% Tone 33% Body Language 55% Other 5% For best communication,

have a clearly defined purpose/objective know your audience make good use of your chosen medium (e.g., paper, overheads, video)

3. Design for Manufacture. Design to maximize ease of manufacture by simplifying the design through part-count reduction, developing modular designs, minimizing part variation, designing a part to be multi-functional, etc. DFM is facilitated by using multi-discipline teams from the project start, including manufacturing engineering. Use DFM Checklists, initially early in the project. Not every item on the checklist must be answered yes, but have a good reason for all deviations . 4. CAD Systems. Computer aided drafting boards that allow a user to define a new product by a) creating images and b) assigning geometry, mass, kinematics, material, and other properties to the product. CAD systems vary in complexity and capability. There are simple 2D systems, and more complex 3D systems with solid modeling capability. Some special capabilities include fits and clearances, geometric tolerancing, feature-based design, and tool path generation for automated machining. 5. Professional Ethics. The ability to conform to standards of conduct determined by one's profession, in alignment with team and corporate standards. Follow the Golden Rule: Treat others as you would have them treat you. Over the years, the focus of published professional Canons of Ethics have changed:

in 1912, the focus was protection of a client's or employer's interest (AIEE) in 1947, the focus was concern for the safety, health, and welfare of the public (ECPD) in 1990, the focus is on fair treatment of all persons (IEEE)

6. Creative Thinking. The process of generating ideas, which frequently emphasizes: making and expressing meaningful new connections, thinking of many new and unusual possibilities, and extending and elaborating on alternatives.

The fundamental objective is to turn ideas into something of value in the marketplace. James Moore said in the Harvard Business Review that the only sustainable competitive advantage comes from out-innovating the competition. Tom Peters has written that imagination is the main source of value in the new economy.

Examples of some contemporary practices are the usual work unit is the team a mix of creative minds and effective managers an environment conducive to the free flow of ideas diversity and divergence of thinking a community that respects people's differences a structured idea-generating session, perhaps using Brainstorming

7. Design for Performance. Designed to perform to product requirements under a wide variety of manufacturing and user operating conditions. Without this there may be no product, so be sure that the requirements are really what are needed by customers. Use QFD to insure matching the requirements to customer needs. Use Customer Panels for ongoing feedback. Multi-discipline teams need to include marketing management. 8. Design for Reliability. Designing the product so it works the first time, every time for the life of the product (decreasing cycle failure). Robust Design in its most general sense insures operation in a variety of environments, throughout life. Environmental Stress Testing weeds out problems by subjecting samples to a simultaneous set of extreme operating conditions. 9. Design for Safety. Design so that the manufacture of and the use or abuse of the product minimize the possibility of injuries which could lead to product liability problems. There are Federal requirements to be met. DFS experts in your company or as consultants know the rules and many opportunities. Designers should use DFS Checklists and published signage and labeling standards. 10. Concurrent Engineering. An approach to new product development where the product and all of its associated processes, such as manufacturing, distribution, and service, and developed in parallel. Concurrent engineering is strongly supported by

multi-discipline design teams shared data resources design reviews

11. Sketching/Drawing. The ability to clearly illustrate ideas and design by freehand sketching. This requires some skill at recognizing shape and form instead of identifiable familiar objects. This skill can be developed to a fairly high level. Primary uses for sketching are developing your ideas, and selling your ideas to others. The latter requires better art work. 12. Design for Cost. Meeting customer requirements while minimizing cost of all aspects of the product, including production, assembly, distribution, and maintenance. Have clear cost goals, and constantly re-check the design against these goals. Have a Value Engineering (see below) session including marketers, designers, manufacturing engineers, and purchasers, at the start of the project. 13. Application of Statistics. Methodology of effectively designing tests and analyzing test data using statistical techniques that are founded in probability theory. More general than Design of Experiments or Statistical Process Control. Example: Reduce variability in performance of parts to achieve specific performance of an electronic system. Example: Determine how much testing must be performed on a critical weld to achieve a specified high confidence that the weld meets specifications. 14. Reliability. A sub-set of statistical engineering methodology which predicts performance of a product over its intended life cycle and understanding of the effects of various failure modes on system performance. This is distinct from Design for Reliability or Product Testing. Generally involves statistics. Example: Short-term cycle testing might be used to predict the mean time to failure of a new product. 15. Geometric Tolerancing. An agreed-upon convention of symbols and terms used on engineering drawings to connote geometric characteristics and other dimensional requirements. Tolerances are used to control form, profile, orientation, location, and runout. Geometric Tolerancing helps ensure the most economical and effective production of parts with features that offer function and have proper relationships. Both an engineering drawing language and a functional production and inspection technique (Foster, Geo-Metrics III, 1994). Based upon ANSI standards (circa 1980), ISO standards, and ASME Standards Y14.5M-1994 and Y14.5.1M-1994.

16. Value Engineering. A systematic approach to evaluating design alternatives that seeks to eliminate unnecessary features and functions and to achieve requpossible cost while optimizing manufacturability, quality, and delivery.Multi-disciplined value engineering sessions conducted in a retreat mode (away from normal work distractions) can also serve for teamestimates in real time, calling on experts as needed. Use Pughs Concept Selection Method, and build on design platforms as much as possible.17. Design Reviews. The scheduledmeeting product requirements and budget.Participants in a Design Review should be knowledgeable people, some from parts of the organization other than the group whose design is being reviewed, who can ask insightful questions which may expose things that have been overlooked. You want action items to come from the review! 18. Manufacturing Processes.as molding and casting, machining, extruding, stamping, forming, bonding, welding, coating, plating, painting, fabrication, and assembly.Product design engineers need to be familiar with manufacturing processes which could be used to make their products, so they caso that they know to which experts to turn for more detailed information needed to choose among alternatives. This is strongly linked to Design for Manufacture.19. Systems Perspective. Tfor the purpose of optimizing the performance of the system as a whole.Various methods and tools are useful. Brainstorming by crossvarious issues. Pughs Concept Selection Method can help narrow options.20. Design for Assembly.during production. Make use of Bothroyd-Dewhurst software or manual checklists. In designing components,parts that can not be put on wrong, all of which assemble in the same direction. If you can design for a robot to assemble the product, then people can do it easily also. You need to weigh the quantity to be made and the timesimplify assembly.

Q.5 (a) Discuss the phases of value analysis procedure in details.

(b)Explain the primary and secondary functions of the product. Discuss with illustrations.

Ans: A Basic (primary) Function: the primary reason for an item or system. In the case of the screwdriver, "transfer torque" would normally, but not necessarily, be the basic function. For examplpry open lids of paint cans, the function would be defined in terms of the transfer of a linear force rather than a rotational force. Thus, a clear understanding of the user's need is necessary if an

A systematic approach to evaluating design alternatives that seeks to eliminate unnecessary features and functions and to achieve required functions at the lowest possible cost while optimizing manufacturability, quality, and delivery.

disciplined value engineering sessions conducted in a retreat mode (away from normal work distractions) can also serve for team-building. Get manufacturing and purchasing to make realistic estimates in real time, calling on experts as needed. Use Pughs Concept Selection Method, and build on design platforms as much as possible.

The scheduled-in checkpoints for assessing the designmeeting product requirements and budget. Participants in a Design Review should be knowledgeable people, some from parts of the organization other than the group whose design is being reviewed, who can ask insightful questions

pose things that have been overlooked. You want action items to come from the

18. Manufacturing Processes. Processes that are used to create or further refine work pieces, such and casting, machining, extruding, stamping, forming, bonding, welding, coating,

plating, painting, fabrication, and assembly. Product design engineers need to be familiar with manufacturing processes which could be used to make their products, so they can make educated trade-offs among them. The need is for familiarity, so that they know to which experts to turn for more detailed information needed to choose among alternatives. This is strongly linked to Design for Manufacture.

The up-front identification of system components and their interactions for the purpose of optimizing the performance of the system as a whole. Various methods and tools are useful. Brainstorming by cross-functional teams helps to surface the

. Pughs Concept Selection Method can help narrow options.20. Design for Assembly. Making the product easier to assemble, thereby reducing cycle

Dewhurst software or manual checklists. In designing components,parts that can not be put on wrong, all of which assemble in the same direction. If you can design for a robot to assemble the product, then people can do it easily also. You need to weigh the quantity to be made and the time-to-market against the time and effort to design complex parts that

Discuss the phases of value analysis procedure in details.

(b)Explain the primary and secondary functions of the product. Discuss with

A Basic (primary) Function: defines a performance feature that must be attained. It reflects the primary reason for an item or system. In the case of the screwdriver, "transfer torque" would normally, but not necessarily, be the basic function. For example, if the desired application was to pry open lids of paint cans, the function would be defined in terms of the transfer of a linear force rather than a rotational force. Thus, a clear understanding of the user's need is necessary if an

A systematic approach to evaluating design alternatives that seeks to ired functions at the lowest

disciplined value engineering sessions conducted in a retreat mode (away from normal work cturing and purchasing to make realistic

estimates in real time, calling on experts as needed. Use Pughs Concept Selection Method, and

in checkpoints for assessing the design progress toward

Participants in a Design Review should be knowledgeable people, some from parts of the organization other than the group whose design is being reviewed, who can ask insightful questions

pose things that have been overlooked. You want action items to come from the

Processes that are used to create or further refine work pieces, such and casting, machining, extruding, stamping, forming, bonding, welding, coating,

Product design engineers need to be familiar with manufacturing processes which could be used to offs among them. The need is for familiarity,

so that they know to which experts to turn for more detailed information needed to choose among

front identification of system components and their interactions

functional teams helps to surface the . Pughs Concept Selection Method can help narrow options.

Making the product easier to assemble, thereby reducing cycle-time

Dewhurst software or manual checklists. In designing components, seek parts that can not be put on wrong, all of which assemble in the same direction. If you can design for a robot to assemble the product, then people can do it easily also. You need to weigh the

me and effort to design complex parts that

(b)Explain the primary and secondary functions of the product. Discuss with

defines a performance feature that must be attained. It reflects the primary reason for an item or system. In the case of the screwdriver, "transfer torque" would

e, if the desired application was to pry open lids of paint cans, the function would be defined in terms of the transfer of a linear force rather than a rotational force. Thus, a clear understanding of the user's need is necessary if an

adequate definition of the basic function is to be developed. An item may possess more than one basic function. An example is the camper's hand ax, with a flat head for driving tent stakes, and a sharp blade for cutting firewood. A basic function answers the question, "What must it do? A Secondary Function: also defines performance features of a system or item other than those that must be accomplished. It answers the question, "What else does it do?" For example, the basic function of exterior paint is "protect surface." Then a secondary function is "improve appearance."Secondary functions support, the basic function but generally exist only because of the particular design approach that has been taken to perform the basic function. For example, a valve on a radiator "restricts flow" and is necessary only because a hot water heating design was chosen. (No valve is needed with a forced air heating system). Many times, the presence of secondary function depends on the method chosen to achieve a basic function and, if the method to achieve the basic function is changed, the secondary function may be eliminated.

Q.5 (a) State and explain the objectives of product design and development. Ans:

(b) Product simplification and diversification. Discuss. Ans: Product simplification :It is the process of reducing variety of a product by limiting

product range, design or type of material. Simplification offers boost to standardization. Let us understand it by an example. The technology for colour TV is available to its manufacturers. They

can manufacture TV set of any size from palm size to big-screen. But normally, 14", 15", 16", 18", etc., are the fixed sizes. Why not to have 14.01", 14.02". 14.03"..., as the variety to a customer. The answer is simplification in marketing, manufacturing and planning. The marginal difference in size or specification does not offer real change in attributes, which may be termed as variety. Therefore, simplification is needed in product development. Simplification provides better customer service due to limited variety, better after-sales planning, and reduced volume. It is also helpful in reducing inventory level and complex material planning. It is helpful in focusing effort on limited parts and therefore lesser cost may be anticipated. It is also helpful in better product quality due to concerted effort on limited product range. Combination of simplification and standardization leads to specialization. Limited but focused product variety is helpful for a company to specialize in a particular area. Product diversification Any modification of a current product that serves to expand the potential market implies that the company is following a strategy of product diversification. The product diversification strategy is different from product development in that it involves creating a new customer base, which by definition expands the market potential of the original product. This is almost always done through brand extensions or new brands, but in some cases the product modification may "create" a new market by creating new uses for the product. Teen People was an example of product diversification since it was a new product that expanded the market potential of the original product, People magazine. While some teenagers undoubtedly bought People magazine, they were not People's target market. Eventually, however, the product and Web site were merged into the People brand. Courtyard by Marriott and Fairfield Inn are other examples of product diversification since before Marriott offered those new brands they had little potential to expand sales in the business and budget categories. Marriott had business and budget guests, but they were not specifically targeted, so by concentrating on these two markets they were able to add to their market potential. It should be apparent why Marriott could not expand into such different categories with their original brand name. When Heinz realized that children play with food and it would be more fun to play with ketchup if it were green or purple rather than red, they also were following a product diversification strategy since the market potential for ketchup increased from food to food plus play. Notice in this case that the brand name was unchanged. Sometimes product diversification takes the form of a product extension with the same brand name. Heinz's introduction of "black label" ketchup, Heinz Tomato Ketchup Blended with Balsamic Vinegar, targets the upscale buyer who might not consider Heinz's regular ketchup, thus expanding market potential.