perancangan proses, jasa & perancangan sistem...
TRANSCRIPT
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PERANCANGAN PROSES, PERANCANGAN PROSES, PERANCANGAN PROSES, PERANCANGAN PROSES,
JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN JASA & PERANCANGAN
SISTEM KERJASISTEM KERJASISTEM KERJASISTEM KERJA
Dr. Mohammad Abdul Dr. Mohammad Abdul Dr. Mohammad Abdul Dr. Mohammad Abdul MukhyiMukhyiMukhyiMukhyi, SE., MM, SE., MM, SE., MM, SE., MM
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seleksi proses
ciri proses
aliran interniten
keputusan seleksi proses
strategi proses-produk
Rancangan operasi jasa
mendefinisikan jasa
kerangka rancangan jasa
menetapkan strategi dan produk jasa
sustem penyerahan ke pelanggan
analisis aliran proses
Peranc. & Pengukuran Kerja
Kasus Latihan
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Rancangan proses
Seleksi proses merupakan serangkaian keputusanmengenai tipe atau jenis produksidan peralatan yang digunakan.
Klasifikasi :1. Aliran Produk atau Proses:1. Aliran Produk atau Proses:
a. garis.b. Intermitenc. Proyek
2. Tipe Pesanan Pelanggan :
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Aliran Garis :Produk terstandarisasi dan mengalir dari satuoperasi atau tempat kerja ke operasi berikutnyadengan urutan yang telah ditetapkan sebelumnya.a. Produksi Massa (mass production): memproduksi
kumpulan-kumpulan produk dalam jumlah besardengan mengikuti serangkaian operasi yang sama dengan kumpulan produk sebelumnya sama dengan kumpulan produk sebelumnya repetitive process. contohcontohcontohcontoh : operasi lini perakitan.
Operasi / tempatkerja
Aliranproduk atau
bahan
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b. Produksi terus-menerus (continuous).:ditandai dengan waktu produksi yang relatiflama untuk menghindari penyetelan, persiapanlian dan kemacetan yang mahal industri-industri proses
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Aliran Intermiten (Job Shop)
Kelompok barang yang sejenis pada interval-interval waktu yang terputus-putus.Peralatan dan tenaga kerja diatur dalam pusat-pusat kerja menurut tipe-tipe ketrampilan atauperalatan yang serupa.
Operasi / Tempat kerja
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Operati intermiten sangat fleksibel dalam perubahanvolume atau produk, karena dalamoperasinya menggunakan peralatan serbaguna dan tenaga kerja berketrampilan tinggi
Masalah: dalam pengendalian persediaan, skeduldan kualitas.
Digunakan untuk barang-barang tidak distandarisasiatau volume produksinya rendah
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Aliran ProyekDigunakan untuk memproduksi produk-produkkhusus atau unik.
Masalah signifikan : perencanaan, pengurutan, sceduling danpengawasan kegiatan-kegiata individual yang mengarahkan penyelesaian proyek secarapengawasan kegiatan-kegiata individual yang mengarahkan penyelesaian proyek secarakeseluruhan.
Bentuk operasi proyek digunakan bila adakebutuhan akan kreatifitas dan kekhususan dalampembuatan suatu produk
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MulaiMulaiMulaiMulai
1111
2222 3333
4444
SeleSeleSeleSelesaisaisaisai
: Operasi / kegiatan: Operasi / kegiatan
: hubungan untuk menentukan mana yang harus didahulukan
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Karakteristik-karakteristik prosesKarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyek
ProdukProdukProdukProduk::::Tipe order Kontinyu atau
kumpulanbesar
Kumpulan Unit tunggal
Aliran produk Berurutan Berpola tidakpasti
Tidak adapasti
Variasiproduk
Rendah Tinggi Tinggi
Tipe pasar Massa Pesanan Khusus (unik)Volume Tinggi Menengah Unit tunggal
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KarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyekTenagaTenagaTenagaTenaga kerjakerjakerjakerjaKetrampilan Rendah Tinggi TinggiTipe kegiatan Bersifat
pengulanganTidak rutin Tidak rutin
Upah Rendah Tinggi Tinggi
Karakteristik-karakteristik proses
Upah Rendah Tinggi TinggiKapitalKapitalKapitalKapital::::Investasi Tinggi Menengah RendahPersediaan Rendah Tinggi MenengahPeralatan Mesin khusus Serbaguna Serbaguna
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KarakteristikKarakteristikKarakteristikKarakteristik GarisGarisGarisGaris IntermitenIntermitenIntermitenIntermiten ProyekProyekProyekProyekSasaranSasaranSasaranSasaran::::Fleksibilitas Rendah Menengah TinggiBiaya Rendah Menengah TinggiKualitas Konsisten Lebih
variabelLebihvariabel
Waktu
Karakteristik-karakteristik proses
Waktupenyelesaian Rendah Menengah TinggiPerencanaanPerencanaanPerencanaanPerencanaandandandandanpengawasanpengawasanpengawasanpengawasanProduksi Mudah Sulit SulitKualitas Mudah Sulit SulitPersediaan Mudah Sulit Sulit
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Dimensi kritis lain yang mempengaruhi pemilihanproses adalah apakah produk dibuat untukpersediaan (production to stock) atau untuk pesanan(production to order).
Proses produksi pesanan berdasarkan ataspermintaan atau pesanan, dimana kegiatanpermintaan atau pesanan, dimana kegiatanpemrosesan menyesuaikan dengan spesifikasipesanan (tidak standar) dengan waktu yang disepakati.
Produksi persediaan dengan garis produksi yang distandarisasi, guna memenuhi permintaan yang tidak pasti dan merencanakan kebutuhan kapasitas.
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KarakteriKarakteriKarakteriKarakteristikstikstikstik ProduksiProduksiProduksiProduksi PesananPesananPesananPesanan ProduksiProduksiProduksiProduksi PersediaanPersediaanPersediaanPersediaan
Produk Spesifikasi ditentukanpelanggan
Tidak distandarisasikan Volume kecil
Spesifikasi ditentukanperusahaan
Distandarisasikan Volume besar
Produksi Pesanan VS Produksi Persediaan
Volume kecil Variasi besar Relatif mahal
Volume besar Variasi kecil Relatif murah
Sasaran Pemenuhan waktupenyelesaian danpengelolaan kapasitas
Keseimbangan persediaan,kapasitas dan pelayanan
Masalah-masalahoperasiutama
Ketepatan pengiriman. Pengawasan pengiriman
Forecasting Perencanaan produksi Pengendalian persediaan
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ProduksiProduksiProduksiProduksiPersediaanPersediaanPersediaanPersediaan
ProduksiProduksiProduksiProduksi PesananPesananPesananPesanan
AliranAliranAliranAliran GarisGarisGarisGaris
IIIIPenggilingan tepungpabrik manakandalam kaleng
IIIIIIIIPerusahaan telepon.Perusahaan listrik
Matrik Karakteristik Proses
AliranAliranAliranAliran intermitenintermitenintermitenintermitenIIIIIIIIIIII
Produksi perabotrumah tangga
IVIVIVIVBengkel mesin.RestauranRumah Sakit
ProyekProyekProyekProyekVVVV
Perusahaan spekulasi.Lukisan komersial
VIVIVIVIProduksi kapalBangunan
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Faktor-faktor yang perlu dipertimbangkandalam pembuatan keputusan seleksi proses
1. Kebutuhan modal.2. Kondisi pasar3. Tenaga kerja4. Bahan mentah5. Teknologi5. Teknologi6. Ketrampilan manajemen
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Bagan yang digunakan dalam perencanaan danpengelolaan proses
Bagan-bagan perakitan (assembly charts)Untuk membantu menggambarkan aliran bahan danhubungan masing-masing komponenBagan-bagan aliran proses (flow-process charts)Memerinci proses ke dalam unsur-unsur dan simbol-simbol.Memerinci proses ke dalam unsur-unsur dan simbol-simbol.
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OutlineGOODS AND SERVICES SELECTION
Product Strategy Options Support Competitive AdvantageProduct Life CyclesLife Cycle and StrategyProduct-by-value AnalysisProduct-by-value Analysis
GENERATING NEW PRODUCTSNew Product OpportunitiesImportance of New Products
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Pemilihan Teknologi
Adalah aplikasi ilmu pengetahuan untukmemecahkan masalah-masalah manusia.
Adalah sekumpulan proses, peralatan, metoda, prosedur dan perkakas yang digunakan untukmemproduksi barang atau jasa.
Batasan-batasan Batasan-batasan
Disain pekerjaanyang feasibel darisudut pandangan
teknologi
Disain pekerjaanyang feasibel darisudut pandangan
sosial
Disainsosioteknikal
Batasan-batasanteknologi
Batasan-batasansosial
Disain sistemsosioteknikal
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Teknologi yang tersedia :1. Teknologi Pabrik :
Pekerjaan Tangan (hand-made)Pekerjaan Mesin (machine-made)Otomatisasi
2. Teknologi Perkantoran :Proses transformasi : penanganan surat menyurat pengetikan dan pengetikan kembali kertas kerja pengarsipan penggandaan barang-barang cetakan
3. Teknologi Jasa :
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Dasar Pemilihan Teknologi
a. Penganggaran modalb. Apakah teknologi baru sesuai dengan
kebutuhan-kebutuhan tenaga kerja danlingkungan.
c. Melibatkan manajemen operasi, manajemenpuncak dan keuangan.
d. Bukan merupakan suatu kegiatan tunggald. Bukan merupakan suatu kegiatan tunggaltetapi lebih sebagai suatu proses yang diorganisasikan dengan baik dan mencakuppenjajagan teknologi kontinyu.
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Perencanaan Proses
Perancangan dan implementasi sistem kerja yang akan memproduksi produk yang diinginkan dalamkuantitas yang diperlukan.
Perancangan proses memerlukan pemahamantentang operasi-operasi sebagai suatu sistemproduktif. Langkah-langkah yang perlu diambil:tentang operasi-operasi sebagai suatu sistemproduktif. Langkah-langkah yang perlu diambil:1. Memutuskan tujuan-tujuan perencanaan, yaitu
untuk meningkatkan efisiensi, efektivitas, kapasitas atau semangat kerja karyawan.
2. Memilih proses/sistem produktif yang relevan, yaitu operasi keseluruhan atau beberapabagian operasi.
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3. Menggambarkan proses transformasi yang adasekarang dengan bantuan bagan-bagan prosesdan pengukuran efisiensi.
4. Mengembangkan desain proses yang diperbaiki melalui perbaikan aliran-aliranproses dan atau masukan-masukan yang digunakan.
4. Mendapatkan persetujuan manajemen untuk4. Mendapatkan persetujuan manajemen untukdisain proses yang telah direvisi.
5. Mengimplementasikan disain proses baru.
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Macam bagan yang digunakan dalamperencanaan dan pengelolaan proses
Bagan Perakitan (assembly charts):Menunjukkan kebutuhan-kebutuhan bahandan urutan perakitan komponen-komponenyang merupakan suatu perakitan mekanikan.
Bagan Aliran Proses (flow process charts):Bagan Aliran Proses (flow process charts):Memerinci proses ke dalam unsur-unsur dansimbol-simbol. Bagan aliran proses adalahperalatan pokok perbaikan aliran bahan-bahan.
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Bagan Proses Operasi (operating process chart)Mencakup spesifikasi-spesifikasi untukbagian-bagian dan waktu-waktupengoperasian dan pemeriksaan.
Routing Sheet adalah lebih terperinci daripadabagan perakitan, karena menunjukkan operasi-operasi dan routing yang diperlukan untuk suatubagian proses individual.bagian proses individual.
Bagan Operasi (operating charts):Menunjukkan spesifikasi bagian-bagianpengoperasian dan pemeriksaan secaralebih terperinci
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Bagan Mesin-mesin (man machine charts):Menunjukkan hubungan antara operator danmesin. Menunjukkan kegiatan-kegiatan satukaryawan dan satu mesin.
Bagan Simo (simo charts):Bagan gerak simultan, menunjukkangerakan-gerakan tangan kiri dan kanan, gerakan-gerakan tangan kiri dan kanan, mencakup waktu setiap gerakan.
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Bagan manusia - mesin
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soalSeorang operator akan memerlukan waktu 2 menit untukmengisi dan 1 menit untuk mengosongkan mesin cetak, waktu setiap mesin berjalan secara otomatik adalah selama4 menit. Biaya-biaya relevan Rp. 8.000,- per jam untukkaryawan dan Rp. 20.000,- per jam untuk setiap mesin.
a. Susun bagan manusia mesin untuk situasib satukaryawan, dua mesin yang paling efisien.
b. Berapa waktu siklusb. Berapa waktu siklus
c. Berapa waktu menganggur karyawan per siklus
d. Berapa waktu menganggur total per siklus untuk duamesin
e. Berapa biaya total per jam
f. Berapa biaya total per siklus
g. Berapa biaya waktu menganggur per jam
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Silabus:
T. Hani Handoko, dasar-dasar manajemenproduksi dan operasi, BPFE, UGM, Yogyakarta
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Outline - continued
PRODUCT DEVELOPMENTPRODUCT DEVELOPMENTPRODUCT DEVELOPMENTPRODUCT DEVELOPMENTProduct Development SystemProduct Development SystemProduct Development SystemProduct Development SystemQuality Function Deployment (QFD)Quality Function Deployment (QFD)Quality Function Deployment (QFD)Quality Function Deployment (QFD)Organizing for Product DevelopmentOrganizing for Product DevelopmentOrganizing for Product DevelopmentOrganizing for Product DevelopmentManufacturability and Value EngineeringManufacturability and Value EngineeringManufacturability and Value EngineeringManufacturability and Value Engineering
ISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNISSUES FOR PRODUCT DESIGNRobust DesignRobust DesignRobust DesignRobust DesignModular DesignModular DesignModular DesignModular DesignComputerComputerComputerComputer----Aided Design (CAD)Aided Design (CAD)Aided Design (CAD)Aided Design (CAD)ComputerComputerComputerComputer----Aided ManufacturingAided ManufacturingAided ManufacturingAided ManufacturingVirtual Reality TechnologyVirtual Reality TechnologyVirtual Reality TechnologyVirtual Reality TechnologyValue AnalysisValue AnalysisValue AnalysisValue AnalysisEnvironmentally Friendly DesignEnvironmentally Friendly DesignEnvironmentally Friendly DesignEnvironmentally Friendly Design
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Outline - continued
TimeTimeTimeTime----Based CompetitionBased CompetitionBased CompetitionBased CompetitionPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmPurchase of Technology by Acquiring FirmJoint VenturesJoint VenturesJoint VenturesJoint VenturesAlliances Alliances Alliances Alliances
Defining the ProductDefining the ProductDefining the ProductDefining the ProductMakeMakeMakeMake----orororor----buy Decisionsbuy Decisionsbuy Decisionsbuy DecisionsGroup Group Group Group TechnologyTechnologyTechnologyTechnologyGroup Group Group Group TechnologyTechnologyTechnologyTechnology
DOCUMENTS FOR DOCUMENTS FOR DOCUMENTS FOR DOCUMENTS FOR PRODUCTIONPRODUCTIONPRODUCTIONPRODUCTIONSERVICE DESIGNSERVICE DESIGNSERVICE DESIGNSERVICE DESIGN
Documents for Documents for Documents for Documents for ServiceServiceServiceServiceApplication of Decision Trees to Product Application of Decision Trees to Product Application of Decision Trees to Product Application of Decision Trees to Product DesignDesignDesignDesignTransition to ProductionTransition to ProductionTransition to ProductionTransition to Production
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Identify or Define:Product life cycleProduct development team Manufacturabililty and value engineeringRobust designRobust designTime-based competitionModular designComputer aided designValue analysisGroup technologyConfiguration management
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Humor in Product Design
As Marketing
interpreted it.
As the customer
wanted it.
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As Engineering
designed it.
1984-1994 T/Maker Co.
As Operations made it.
1984-1994 T/Maker Co.
1984-1994 T/Maker Co. 1984-1994 T/Maker Co.
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What is a Product?
Need-satisfying offering of an organization
Example
P&G does not sell laundry detergent
P&G sells the benefit of clean clothes
Customers buy satisfaction, not parts
Charles Revson says Revlon sells hope, not cosmetics.
May be a good or a service
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Product Strategy Options
Product differentiation Strategies
Low cost
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Rapid response/High Quality Service
Best Technology
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Causes Generating New Product Opportunities
Economic change
Sociological and demographic change
Technological change
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Technological change
Political/legal change
Changes in market practice professional standards suppliers and distributors
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Legislation/ Implementation Date
Stated Purpose Industry Criticism
Electrical-Waste directive (2006)
Makes electrical equipment easier to recycle in part by banning some hazardous substances
Bans some common flame retardants, raising the likelihood of fires
Telecom-data-protection directive (mid-2003)
Protects privacy on e-mail and the internet
Makes surfing more onerous by restricting use of cookies to remember peoples preferences
Biotech-Labeling laws Strengthens existing food- Encourages food processors
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Biotech-Labeling laws (2003)
Strengthens existing food-label laws and introduces labeling for animal feed containing genetically modified content
Encourages food processors and supermarkets to avoid using genetically modified ingredients, and farmers could stop growing them
Pedestrian-protection initiative (2001-2012) (when all new cars sold in Europe must comply)
Reduces injuries and casualties in road accidents
Raises costs of cars and restricts automakers design freedom
Chemicals review (staggered through 2012)
Eliminates health hazards due to chemicals
Restricts even minute use of dangerous substances, such as ethanol, in products such as cosmetics and detergents
Warning
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Product Components
ProductProductProductProduct
ProductProductProductProductBrandBrandBrandBrand
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ProductProductProductProductIdeaIdeaIdeaIdea
PackagePackagePackagePackage
PhysicalPhysicalPhysicalPhysicalGoodGoodGoodGood
FeaturesFeaturesFeaturesFeaturesQualityQualityQualityQualityLevelLevelLevelLevel
ServiceServiceServiceService(Warranty)(Warranty)(Warranty)(Warranty)
BrandBrandBrandBrand(Name)(Name)(Name)(Name)
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Product Life Cycle
Introduction
GrowthGrowth
Maturity
Decline
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Product Life CycleIntroduction
Fine tuning
researchresearch
product development
process modification and enhancement
supplier development
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Product Life CycleGrowth
Product design begins to stabilizestabilize
Effective forecasting of capacity becomes necessary
Adding or enhancing capacity may be necessary
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Product Life CycleMaturity
Competitors now established
High volume, innovative High volume, innovative production may be needed
Improved cost control, reduction in options, paring down of product line
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Product Life CycleDecline
Unless product makes a special contribution, must plan to terminate offering
Harvards 4 squares of product development:
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4/3/2009
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Product Life Cycle, Sales, Cost, and Profit
Sales, C
ost & Profit .
Cost of
Development
& ManufactureSales Revenue
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Sales, C
ost & Profit .
Introduction Maturity DeclineGrowth
Time
Cash flowLoss
Profit
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Percent of Sales From New Product
25%
30%
35%
40%
45%
50%
Industry Leader
Top
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0%
5%
10%
15%
20%
25%
Position of Firm in Its Industry
Industry Leader
Top
Third Middle
ThirdBottom
Third
3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old3M wants 25% of its sales from products less than 5 years old
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Products in Various Stages of Life Cycle
GrowthDecline
Sales
Roller
Blades Jet SkiIntroduction
Maturity
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Time
Virtual
Reality
Boeing
727
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Few SuccessesFew Successes
1500
2000
Number
Market requirement
Design review,
Testing, Introduction
Ideas
1750
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0
500
1000
1500
Development Stage
1000
25
Product specification
100
Functional
specifications
One
success!
500
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Product-by-Value Analysis
Lists products in descending order of their individual dollar dollar dollar dollar order of their individual dollar dollar dollar dollar contributioncontributioncontributioncontribution to the firm.
Helps management evaluate alternative strategies.
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Product Development Stages
Idea generationAssessment of firms ability to carry outCustomer RequirementsFunctional Specification
Sco
pe of product developmen
t team
Functional SpecificationProduct SpecificationsDesign ReviewTest MarketIntroduction to MarketEvaluation
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Sco
pe of product developmen
t team
Scope of design for
manufacturability and
value engineering teams
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Quality Function DeploymentIdentify customer wants
Identify how the good/service will satisfy customer wants
Relate customer wants to product hows
Identify relationships between the firms hows
Develop importance ratings
Evaluate competing products
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Idea Generation Stage
Provides basis for entry into market
Sources of ideas
Market need (60-80%); engineering & operations Market need (60-80%); engineering & operations (20%); technology; competitors; inventions; employees
Follows from marketing strategy
Identifies, defines, & selects best market opportunities
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Customer Requirements StageIdentifies & positions key product benefits
Stated in core benefits proposition (CBP)
Example: Long lasting with more power (Sears Die Hard Battery)
Identifies detailed list of product attributes desired by customer
Focus groups or 1-on-1 interviews
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House of Quality
Customer Customer Customer Customer RequirementsRequirementsRequirementsRequirements
Product Characteristics
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Functional Specification StageDefines product in terms of how the product would meet desired attributes
Identifies products engineering characteristics
Example: printer noise (dB)Example: printer noise (dB)
Prioritizes engineering characteristics
May rate product compared
to competitors
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House of QualityHouse of Quality
Customer Customer Customer Customer RequirementsRequirementsRequirementsRequirements
Product Characteristics
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Product Specification Stage
Determines how product will be made
Gives products physical specifications
Example: Dimensions, material etc.
Defined by engineering drawingdrawing
Done often on computer
Computer-Aided
Design (CAD)
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House of QualityHouse of Quality
ProductProductProductProductCharacteristicsCharacteristicsCharacteristicsCharacteristics
Component Specifications
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Quality Function Deployment
Product design process using cross-functional teams
Marketing, engineering, manufacturing
Translates customer preferences into specific product characteristicsTranslates customer preferences into specific product characteristics
Involves creating 4 tabular Matrices or Houses
Breakdown product design into increasing levels of detail
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House of Quality Example
Youve been assigned temporarily to a QFD team. The goal of the team is to develop a new team is to develop a new camera design. Build a House of Quality.
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1984-1994 T/Maker Co.
4/3/2009
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House of Quality Example
Customer Customer
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High relationship Medium relationship Low Relationship
CustomerRequirements
CustomerImportance
Target Values
4/3/2009
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House of Quality Example
What the customer desires
(wall)
Aluminum Auto AutoCustomer Customer
68
High relationship Medium relationship Low Relationship
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
ExposureCustomer
RequirementsCustomerImportance
4/3/2009
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House of Quality Example
Customer Customer Aluminum Auto Auto
Average customer
importance rating
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High relationship Medium relationship Low Relationship
CustomerRequirements
CustomerImportance
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
1
2
4/3/2009
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House of Quality Example
Customer Customer Aluminum Auto Auto
Relationship between customer
attributes & engineering
characteristics (rooms)
70
High relationship Medium relationship Low Relationship
CustomerRequirements
CustomerImportance
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
FocusAuto
Exposure
3
21
4/3/2009
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House of Quality Example
Customer Customer Aluminum Auto Auto
Target values for engineering
characteristics (basement);
key output
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High relationship Medium relationship Low Relationship
CustomerRequirements
CustomerImportance
Target Values
Light weight
Easy to use
Reliable
Aluminum
Parts
Auto
Focus
Auto
Exposure
3
21
5 1 1
4/3/2009
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Organizing for Product Development
Historically distinct departments
Duties and responsibilities are defined
Difficult to foster forward thinking
Today team approachToday team approach
Representatives from all disciplines or functions
Concurrent engineering cross functional team
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Manufacturability andValue Engineering
Benefits:
reduced complexity of products
additional standardization of products
improved functional aspects of product
improved job design and job safety
improved maintainability of the product
robust design
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Issues for Product Development
Robust design
Time-based competition
Modular designModular design
Computer-aided design
Value analysis
Environmentally friendly design
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Robust Design
Product is designed so that small variations in production small variations in production or assembly do not adversely affect the product
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Modular Design
Products designed in easily segmented components.segmented components.
Adds flexibility to both production and marketing
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Computer Aided Design (CAD)Designing products at a computer terminal or work station
Design engineer develops rough sketch of product
Uses computer to draw product
Often used with CAM
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1995 Corel Corp.
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Benefits of CAD/CAM
Shorter design time
Database availability
New capabilities New capabilities
Example: Focus more on product ideas
Improved product quality
Reduced production costs
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Virtual Reality
Computer technology used to develop an interactive, 3-D develop an interactive, 3-D model of a product.
Especially helpful in design of layouts (factory, store, home, office)
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Value Analysis
Focuses on design improvement during productionduring production
Seeks improvements leading either to a better product or a product which can be more economically produced.
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Environmentally Friendly Designs
Benefits
Safe and environmentally sound products
Minimum raw material and energy waste
Product differentiationProduct differentiation
Environmental liability reduction
Cost-effective compliance with environmental regulations
Recognition as good corporate citizen
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Green Manufacturing
Make products recyclable
Use recycled materialsUse recycled materials
Use less harmful ingredients
Use lighter components
Use less energy
Use less material
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Time-based Competition
Product life cycles are becoming shorter.shorter.
Faster developers of new products gain on slower developers and obtain a competitive advantage
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Product Documents
Engineering drawing
Shows dimensions, tolerances, & materials
Shows codes for Group Shows codes for Group Technology
Bill of Material
Lists components, quantities & where used
Shows product structure
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1984-1994 T/Maker C
-
Monterey Jack(a) U.S. grade AA. Monterey cheese shall conform to the following
requirements:
(1)Flavor. Is fine and highly pleasing, free from undesirable flavors and odors. May possess a very slight acid or feed flavor.
(2)Body and texture. A plug drawn from the cheese shall be reasonably firm. It shall have numerous small reasonably firm. It shall have numerous small mechanical openings evenly distributed throughout the plug. It shall not possess sweet holes, yeast holes, or other gas holes
(3)Color. Shall have a natural, uniform, bright and attractive appearance.
(4)Finish and appearance - bandaged and paraffin-dipped.The rind shall be sound, firm, and smooth providing a good protection to the cheese
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Bill of Material for a Panel Weldment Hard Rock Cafs Hickory BBQ Bacon
Cheeseburger
Number Description Qty
Description Qty
A60-71 Panel Weldmt 1 Bun
Hamburger Patty
Cheddar Cheese
Bacon
1
8 oz.
2 slices
2 stripsA 60-7 Lower Roller Assembly 1
Bill of Materials Bill of Materials Manufacturing Plant Manufacturing Plant
and Fastand Fast--Food RestaurantFood Restaurant
86
Bacon
BBQ Onions
Hickory BBQ Sauce
Burger Set
Lettuce
Tomato
Red Onion
Pickle
French Fries
Seasoned Salt
11-inch Plate
HRC Flag
2 strips
cup
1 oz.
1 leaf
1 slice
4 rings
1 slice
5 oz.
1 tsp
1
1
R 60-17
R 60-428
P 60-2
Roller
Pin
Locknet
1
1
1
60-72
R 60-57-1
A 60-4
02-50-1150
Guide Assem. Rear
Support Angle
Roller Assem.
Bolt
1
1
1
1
A 60-73
A 60-74
R 60-99
02-50-1150
Guide Assm, Front
Support Weldmt
Wear Plate
Bolt
1
1
1
14/3/2009
-
Make-or-Buy Decisions
Decide whether or not you want (or need) to produce an item(or need) to produce an item
May be able to purchase the item as a standard item from another manufacturer
87
-
Production Documents
Assembly Drawing
Assembly chart
Route sheetRoute sheet
Work order
88
-
Assembly DrawingShows exploded view of product
HeadHeadHeadHead NeckNeckNeckNeck
89
HandleHandleHandleHandle
End End End End CapCapCapCap
1984-1994 T/Maker Co.
-
Assembly Chart for A Tuna Sandwich
1111
2222
SA1SA1SA1SA1 A1A1A1A1
Tuna FishTuna FishTuna FishTuna Fish
TunaTunaTunaTuna
AssyAssyAssyAssySandwichSandwichSandwichSandwich
90
2222
3333 A2A2A2A2
MayonnaiseMayonnaiseMayonnaiseMayonnaise
BreadBreadBreadBread
FGFGFGFG
SandwichSandwichSandwichSandwich
Toasted Cheese Story
-
Route Sheet
Lists all operations
91
le n g th
2 S h e a r # 3 S h e a r 4 5 c o rn e rs
8 .0 5 0
3 D rillp re s s
D rill b o thh o le s
1 5 3 .0 0 0
4 B ra k e
p re s s
B e n d 9 0 1 0 .0 2 5
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Engineering Change Notice
(ECN)
A correction or modification of an engineering drawing or bill of materialengineering drawing or bill of material
92
-
Configuration Management
A system by which a products planned and changing planned and changing components are accurately identified and for which control and accountability of change are maintained
Revisions to Drawings and Assembly Instructions (E.G. Rev
93
-
Service Design -Nature of Customer Participation
Ford Taurus
94
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Application of Decision Trees to Product Design
Particularly useful when there are a series of decisions and outcomes which lead to other decisions and outcomes.
Considerations:Include all possible alternatives and states of nature - including doing nothing
Enter payoffs at end of branch
Approach determining expected values by pruning tree
95
-
Transition to Production
First issue: knowing when to move to production!
Second: must view product development as evolutionary, not responsibility of single individual/department
Third: expect to need a trial production period to Third: expect to need a trial production period to work the bugs out
Fourth: recognize that responsibility must also transition
96
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Operations Management, Flexible, 7th Ed. By Heizer and Render, Prentice Hall 2005Howard, William G., Jr. and Guile, Bruce R., Editors; Profiting From Innovation, Editors; Profiting From Innovation, Macmillan Free Press, 1992; IBSN: 0-02-922385-7 {Book discusses how technology effects business development and service strategies}
Rohwer, Jim; Asia Rising, Touchstone Books, IBSN-0684825481 (paperback) {Book discusses the causes and global implications of the economic rise of Asia China, Japan, South Korea, Indonesia- since the 1970s}