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“Product Design”
(E105)
(Robert) Millikan said . . .that that he had observed that a good many Caltech graduates were going into Industry and he said they ought to know something about that. Oral history of Prof. Horace Gilbert recounting conversation in 1929- from the Caltech Archives
Professor Ken Pickar
E-mail [email protected]
Snail mail104-44 Thomas
Office Thomas 101
Classroom Thomas 306
Phone X 4185
Website http://www.cco.caltech.edu/~kpickar/
Sec’y Maria Koerper X3385
Office Hours 1:00-5:30 PM Afternoons
(please call or e-mail first)
My background
• PhD Low Temperature Physics
• Bell Labs
• GE Corporate R&D
• AlliedSignal
E105
Name e-mail phone Class Concentration or
Research Area
Purpose of Course
• To Learn how Product development is carried out in a modern company – through learning about tools
– through examples of how these tools are used
• To apply this knowledge to a design• To learn Team and Communications skills as
applied to Product Design• To do research in Product Design methodologies
Not the Purpose
• To teach you CAD tools
• Formal Methods
• Product optimization Algorithms
• To learn how to manage technology– A course in Management of Technology will be
taught in Q3
• Technology Management Courses at Caltech – E105 Product design (Q1)
» Pickar
– E102 Entrepreneurship (Q2)» Baldeschwieler
– E103 Management of Technology (Q3)» Pickar
• Other Resources– Industrial Relations Center Short courses (http://www.irc.caltech.edu)
– Caltech/MIT Enterprise Forum
– Caltech Entrepreneur’s Club (http://www.its.caltech.edu/~eclub)
– Caltech Women’s Center ([email protected])
What is available at Caltech in Technology Management and Entrepreneurship?
Introduction Process
TeamsCycle Time
Program Management
Engineering Economics
QFD
Marketing
TRIZ and Creativity
Systems Engineering
DF AssemblyFactory OperationsDesign of ExperimentsSix SigmaReliability (FMEA) Design for EnvironmentBaldridge and QualityEthics of Product design
E 105 Review of subjects covered
Team Project Early Milestones
Term Product Design assignment
1. Form a team Thursday 9/30
2. Take Team Course Saturday, 10/2
3. Choose a project 10/7
4. Get problem accepted 10/12
Form a Team• Suggest teams of 3-4 (tops) • Some bases for choice
– Compatibility– Challenge– Dependability
• Choose carefully- but decisions are reversible• Each member of the team has at least one Leadership Role plus each
assists the other in their roles. Roles can rotate.– Leadership Role examples
• Program Manager• Marketing• Systems Engineering• Component Design• Producability
Examples of Team Projects
Examples:– A security project e.g. an electronic lock which is controllable remotely
– A laser projection patterning system for home or rock concerts
– A digital instant camera
– A light emission diode display
– A mass spectrograph accessory
– A simple computer animation system
– An auto body dent removal system
– A design based on business plan of E102
– A Research Project you are involved in which has productization potential
– Other ideas arising from brainstorming
Team Problem
• Use tools described in Class including the following tools
• PM
• ROI
• Market Research
• QFD
• TRIZ
• Systems Engineering
• DOE
• DFA
• FMEA
• Six Sigma
• DFE
Grade or P/F (but whole team must be the same status)
40% HW, 40% Term Assignment, 20% class participation
All grades are designed to assess knowledge of the design process, creativity in application
A word on teams
• Feedback show that this is an area that needs improvement– Schedule engineering
– Running a meeting- too much wheel spinning
– Equality of Effort
– Occasional blow-up
• To help in resolving some of these concerns, we are requiring that all class participants attend a one-day course on Teams
Working Effectively As A TeamKathleen Terry
Participative Management SystemsSaturday, Oct 2, 1999 9:00 AM to 4:30 PM
Avery Library
During the Engineering Design of Products course, youwill be asked to work as a three-person team. In order tohelp you in accomplishing the course’s objectives andminimize the potential issues that might arise when youwork with others in a teaming situation, students will havethe opportunity to attend a one-day team building class.This class is designed specifically to increase yourteamwork effectiveness and efficiency. The skills youlearn during this program will also help you when workingwith or leading others within and outside of Caltech.
The training will focus on developing skills in the followingareas:
Team Development Meeting Management Conflict Resolution Team Facilitation
.
Program Objectives
During the training you will:
Identify the benefits and characteristics of an effective team. Analyze your own effectiveness as a team leader/member. Achieve better working relationships among team members. Identify your preferred work style and its impact on others. Practice building team consensus. Agree on and practice conflict resolution strategies. Set up efficient and effective project meetings. Clarify group roles, goals, relationships and decision processes.
The instructor
Kathleen Terry has had extensive experience in helping industrial organizations create successful workteams. She has also facilitated and presented team building classes of Caltech graduate and undergraduatestudents in past Leadership Institutes held on campus
Class Attendance Expectations
• Lectures will be posted on web-site but. . . . .
• Cannot significantly benefit from the course without class attendance. Don’t depend on web-posted Vugraphs!
• Powerpoint bullets don’t contain– Background
– Discussion
– Q and A
– Demos
• Decide whether you want to make commitment
Other
HW
• One team will present the results at the beginning of the class. Vugraphs may be e-mailed in advance or presented at class
• All teams must do all Homework– 8-10 assignments- due one week from hand-out
• 20% for every class day late
• Drop the lowest grade
Other
• Field trips– TBD
• To see how designs and factories interact
• To see how Internet products are created
Books on Reserve
Books on Reserve E 105
Prof. Ken Pickar
Total Quality DevelopmentDon Clausing ASME Press 1994
Production and OperationsManagementRichard B. ChaseNicholas J AquilanoRichard D. Irwin Inc
Portfolio Managment for NewProductsRG Cooper, S.J. Edgett, E.J.KleinschmidtPortfolio Study, McMasterUniversity905-525 9140 Extension 27437
Understanding Industrial DesignExperimentsStephen R. Schmidt Robert G.LaunsbyAir Academy Press
Twenty-first Century JetKarl SabbaghScribner 1996
Financial Performance Measuresfor Technological CorporationsDr. Simon Ramo. I have ordered40 copies of this from TRW(gratis)
Reliability Engineers HandbookDimitri KececiogluPrentice-Hall 1991
Product Design and DevelopmentUlrich and Eppinger,McGraw Hill
Integrated Product and ProcessDesign and DevelopmentMagrebCRC Press
• Tuesday, Thursday evenings• 7:00-8:30 OK• Open reception when speakers attend• Potential Saturday morning visits
– Company A
– Company B
Times
Introduction to the Product Design Process
Why is this important to Caltech students? (WIIFM?)
• For people going into industry – What kind of company will you work in? Results are applicable to
• Established corporation or new start-up• All industries• All technologies
– e.g. Applicable to systems, software/hardware
– Why now?• Product design has changed significantly over the last 20 years• Not well-documented• Changing rapidly due to the Internet
– Why me?• To understand how Industry really works. • To help decide whether this is for you?• To decrease shock when starting with company• to provide a more sophisticated understanding of how products are made
For people going into academic researchResearch is the input parameter into product design and/or uses the output of product design
Why is this important to Caltech students? (WIIFM?)
ResearchProductDesign
Some Characteristics of Product Design
• Affects all people in the world– Changes and improves people’s lives
– A strong determinant in national standards of living
• Fundamentally drives our economic system by– Providing the link between what people need and want (marketing) and what an enterprise can make
(production).
– Providing the link between new knowledge on what is possible (research) and new useful objects
• Is highly creative– The output never existed before
• Is highly complex– Involves the linked contributions of many different skills
• Is highly evolving– learns from the past
– anticipates (and sometimes brings about) the future
– subject to rapid change
– highly timing dependant
• Can be esthetically beautiful– the product
– sometimes the process
What has changed in the last 10 years?
Change Opportunity
•In the World• Geo-politically• Economically
•In Technology•In Business
What’s changed?
How has this affected the way we develop products?
• Customer focus
• Death of Long Range Planning
• Rise of new start-ups
• De-bureaucratization of older businesses
• Fast Manufacturing
• Higher Quality
• Process-centered
Question: What is the effect of the Internet on these characteristics?
How has this affected the way we develop products?
A Process
• What is a Process?– A set of actions with decision points which describe a flow of activities
• Why a Process?– Repetition allows for continuous learning
• Don’t need to reinvent the wheel
– Can tell where you are
– Can tell where you are going
– Can tell how you are doing
– Forces clear roles and responsibilities• for smooth handoffs
– Can import ideas from other domains
– Is a common language, extensible to other domains
What are some examples?
What are some examples?
– Performing an experiment
– Synthesizing a new material
– Building a MEM device
– Writing a grant proposal
Or. . .
– Waking up and arriving at work
– Writing bills at the end of the month
– Mowing the lawn
– Planning a vacation
– Caltech education!
Process Mapping
Start, Stop
Decision
Action,
Continuation
A process has. . .
- A Beginning
- An end
- A Duration (C/T)
- Entitlement
- Theoretical
- Actual
Sequential Actions (flow)
Decision Points
Quality
Performance
Efficiency
What Characterizes all processes?
• Cycle time– average time for products to be designed
• Quality– defects in process
• Cost– development cost per product in dollars, people
• Performance– Are products competitive?
Are these co-variant?
How would you measure these characteristics?
Work Example of a process
• Getting a job
Another example
Three Fundamental Business Processes
1. Make/Market
To take an order
To manufacture the product
To ship the product
To collect the payment for the product
2. Design Develop
To conceive the product
To design the product
To transfer the product to steady-state manufacturing
3. Strategic
To write and execute the strategic plan of the company
All business activity is contained in these processes or directly support them
The Integrated Product Delivery Process (Design/Develop)
Pre-Concept
Concept
Detailed Design
Integration and test
ProductDefinition
Transition to Manufacture
Integrated Product Development Process
1 Pre-Concept• Determine marketable product
• Write outline of business plan
2 Concept • At least one viable approach determined
• Systems simulation
3 Product Definition• Demonstrate viable approach (prototype, model)
4 Detailed Design• Create the data package that enables the design to be built
5 Integration and Test• Validate that the product meets requirements
6 Transition to manufacturing
NBD A Sub-process
Questions
• Which of these step takes the longest?
• Which should take the longest?
• Which costs the most?
• Where is it hardest to correct mistakes?
Phase Exit Reviews
• To put discipline in process, DFX tools must be used at their appropriate phase in the process
• Outside reviewers are employed to assure that the process is followed
Concurrent Engineering
• Design/Build Team
• Early Problem discovery
• Early Decision making
• Cross Functional team optimized designs
Old Way
Linear to Concurrent
Cross Functional Teams
Product Metrics
• Quality– How well the product satisfies specifications
– Measured in DPU
• Cost– Meets specs
– Competitive
– Profitable
• Speed– How long did the product take to get to market?
• Performance– Did the product perform to specifications
– Were specs sufficiently aggressive?
Manufacturing Process• Quality
– Yield, redo rate (First pass yield)– Product DPU (Defects per Unit)
• Cost– per unit– standard parts use (inventory)– capital avoidance
• Speed– Cycle Time (Order Entry to Delivery)
• Performance– Productivity– Management of Variation– fill rate
• Capacity– Max Product per unit time
Product Development Process Metrics
Cycle timeAverage time for products to be designed Do products consistently get to market on time?
Qualitydefects in processFirst pass successManufacturing hiccoughs due to designMeasured in DPU
CostDevelopment cost per product in dollars, people
PerformanceUse of Resource V PlanCompetitive Development CostsDid the products perform to specifications?
Superior Vs Average Company
Who has the most influence on the cost of the Product?
• Design Engineering
• Marketing
• The Factory
• Materiel
• ?
DFX
The product development process is characterized by the performance of anticipatory team-driven tasks which will
• Avoid downstream surprises • Cause the product to meet specifications
– Performance
– Quality
– Cost
– Time to market
But X also =• Ergonomics• Aesthetics• Modularity• Standardization• Reliability
Design For “X” (DFX)cont.
• Quality• Cost of Poor Quality minimization• Serviceability• Consonance with manufacturing• safety of use and manufacture
Design For “X” (DFX)cont.
• Legal issues• Regulatory Compliance
• Intellectual property protection
• Standards
• To Customers needs
• To Company Strategy
• To beat competition
Design For “X” (DFX)cont.
• Time to market• Product Platforms• Product Price/Volume/Feature mix• Packaging and Labels• Adaptability to various use conditions• Adaptability to variability in materials and
manufacturing conditions
Design For “X” (DFX)cont.
• Producability • Supplier alignment • Integration of new manufacturing into previous
manufacturing process with minimum disruption and capitalization costs
• Minimum changeover time and cost• Maximum responsiveness to surges (and declines!) in
demand• Ease of Assembly• Parts minimization
Design For “X” (DFX)cont.
• Training of factory personnel, sales force, customers. Manuals and Documentation
• Testability• Inspectability• Spare Parts availibility• Maintainability
Design For “X” (DFX)cont.
• Logistics
• Upgradability
• Shelf life and Storage
• Installability
• Warranties
• Servicing
Design For “X” (DFX)cont.
• Customer assembly• Advertising strategy, plan and literature• Catalogues• Environmental• Disassembly
Design For “X” (DFX)cont.
• Pollution and toxicity• Recycling and disposal• Reuse/remanufacture• Ethical issues• Make/buy
Design For “X” (DFX)cont.
X= (cont.)
• target pricing• cost modeling• investment required• etc.!
A Word on Technology
EngineeringScience•Can the Technology be manufactured with
known manufacturing processes?•Are the critical parameters that control the
new Technology’s functions identified?•Are the safe operating ranges known?•Have the failure modes been evaluated?•Have the life cycle effects been evaluated?•Are the environmental effects known?
If yes, engineering. If no, science
The Integrated Product Delivery Process with Science
After-MarketService
Pre-Concept
Concept
ManufactureSupport
Detailed Design
A MiracleHappens
here!
Give some examples where Science and Engineering were confused
What about Internet products?