Mital / Desai / Subramanian Product Development

A Structured Approach to Consumer Product Development, Design, and Manufacture
2. Auflage 2014
ISBN: 978-0-12-800190-5
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 538 Seiten

Product development teams are composed of an integrated group of professionals working from the nascent stage of new product planning through design creation and design review and then on to manufacturing planning and cost accounting. An increasingly large number of graduate and professional training programs are aimed at meeting that need by creating a better understanding of how to integrate and accelerate the entire product development process. This book is the perfect accompaniment and a comprehensive guide. The second edition of this instructional reference work presents invaluable insight into the concurrent nature of the multidisciplinary product development process. It can be used in the traditional classroom, in professional continuing education courses or for self-study. This book has a ready audience among graduate students in mechanical and industrial engineering, as well as in many MBA programs focused on manufacturing management. This is a global need that will find a receptive readership in the industrialized world particularly in the rapidly developing industrial economies of South Asia and Southeast Asia. - Reviews the precepts of Product design in a step-by-step structured process and focuses on the concurrent nature of product design - Helps the reader to understand the connection between initial design and interim and final design, including design review and materials selection - Offers insight into roles played by product functionality, ease-of assembly, maintenance and durability, and their interaction with cost estimation and manufacturability through the application of design principles to actual products

Anil Mital is Professor of Manufacturing Design and Engineering at the University of Cincinnati. He is also the former Professor and Director of Industrial Engineering and a Professor of Physical Medicine and Rehabilitation at the University of Cincinnati. Dr. Mital is the founding Editor-in- Chief Emeritus of Elsevier's International Journal of Industrial Ergonomics and is the founding Editor-in-Chief of the International Journal of Industrial Engineering - Theory, Applications, and Practice. Dr. Mital has authored and coauthored nearly 500 publications, including 200 journal articles and 23 books. He has made over 200 technical presentations in various parts of the world. He frequently conducts seminars in different countries on a wide range of topics, such as work design, engineering economy, facilities planning, human-centered manufacturing, ergo- nomics, and product design. Dr. Mital is a Fellow of the Institute of Industrial Engineers (IIE) and the Human Factors and Ergonomics Society (HFES). He also is a recipient of IIE's David F. Baker Distinguished Research Award, HFES's Paul M. Fitts Educational Award, and the Society of Automotive Engineers' Ralph Teetor Educational Award. Dr. Mital has been recog- nized by the Engineering Economy Division of IIE through its Eugene Grant Award and by the Society of Work Sciences through its M. M. Ayoub Award.

Autoren/Hrsg.

Mital, Anil

Desai, Anoop

Subramanian, Anand

Mital, Aashi

Inhaltsverzeichnis

1;Front Cover;1
2;Product Development;4
3;Copyright Page;5
4;Dedication;6
5;Contents;8
6;Preface to the second edition;12
7;Preface;14
8;Biographies;16
9;One;18
9.1;1 The Significance of Manufacturing;20
9.1.1;1.1 Globalization and the world economy;20
9.1.2;1.2 Importance of manufacturing;24
9.1.3;1.3 What is manufacturing?;26
9.1.4;1.4 Some basic concepts;28
9.1.4.1;1.4.1 Capital circulation or the production turn;29
9.1.4.2;1.4.2 Manufacturing capability;29
9.1.4.3;1.4.3 Mass production;30
9.1.4.4;1.4.4 Interchangeability;30
9.1.4.5;1.4.5 Product life cycle;30
9.1.4.6;1.4.6 The S curve of the technology growth cycle;31
9.1.4.7;1.4.7 Simultaneous or concurrent engineering;32
9.1.4.8;1.4.8 Design for “X”;33
9.1.4.9;1.4.9 The engineering problem-solving process;35
9.1.5;1.5 Summary;35
9.1.6;References;36
9.2;2 Developing Successful Products;38
9.2.1;2.1 Introduction;38
9.2.2;2.2 Attributes of successful product development;39
9.2.3;2.3 Key factors to developing successful new products;40
9.2.3.1;2.3.1 Uniqueness;41
9.2.3.2;2.3.2 Customer focus and market orientation;41
9.2.3.3;2.3.3 Doing the homework;41
9.2.3.4;2.3.4 Sharp and early product definition;42
9.2.3.5;2.3.5 Execution of activities;42
9.2.3.6;2.3.6 Organizational structure and climate;42
9.2.3.7;2.3.7 Project selection decisions;43
9.2.3.8;2.3.8 Telling the world you have a good product;43
9.2.3.9;2.3.9 Role of top management;43
9.2.3.10;2.3.10 Speed without compromising quality;43
9.2.3.11;2.3.11 Availability of a systematic new product process;44
9.2.3.12;2.3.12 Market attractiveness;44
9.2.3.13;2.3.13 Experience and core competencies;45
9.2.3.14;2.3.14 Miscellaneous factors;45
9.2.4;2.4 Strategy for new product development;46
9.2.4.1;2.4.1 Determining the company’s growth expectations from new products;46
9.2.4.2;2.4.2 Gathering strategic information;47
9.2.4.3;2.4.3 Determining existing opportunities;47
9.2.4.4;2.4.4 Developing a list of new product options;49
9.2.4.5;2.4.5 Setting criteria for product inclusion in the portfolio;49
9.2.4.6;2.4.6 Creating the product portfolio;50
9.2.4.7;2.4.7 Managing the portfolio;50
9.2.4.8;2.4.8 Developing new product plans;50
9.2.4.8.1;2.4.8.1 Understanding consumers and their needs;50
9.2.4.8.2;2.4.8.2 Understanding the market;52
9.2.4.8.3;2.4.8.3 Product attributes and specifications;54
9.2.4.8.4;2.4.8.4 Schedules, resources, financials, and documentation;54
9.2.5;2.5 Summary;58
9.2.6;References;58
9.3;3 The Structure of the Product Design Process;60
9.3.1;3.1 What is design?;60
9.3.2;3.2 The changing design process;61
9.3.3;3.3 Design paradigms;65
9.3.3.1;3.3.1 The need for a model;65
9.3.3.2;3.3.2 The need for redundancy;66
9.3.3.3;3.3.3 The scale effect;66
9.3.3.4;3.3.4 Avoiding starting problem analysis in the middle;70
9.3.3.5;3.3.5 Avoiding confirming a false hypothesis;70
9.3.3.6;3.3.6 Avoiding tunnel vision;73
9.3.4;3.4 The requirements for design;74
9.3.5;3.5 The design process;75
9.3.5.1;3.5.1 Problem confronting the designers;75
9.3.5.2;3.5.2 Steps of the engineering design process;76
9.3.5.3;3.5.3 Defining the problem and setting objectives;79
9.3.5.4;3.5.4 Establishing functions, setting requirements, and developing specifications;85
9.3.5.5;3.5.5 Developing provisional designs;88
9.3.5.5.1;3.5.5.1 Brainstorming;88
9.3.5.5.2;3.5.5.2 Analogies and chance;89
9.3.5.5.3;3.5.5.3 Analytic methods;90
9.3.5.6;3.5.6 Evaluation and decision making;92
9.3.6;3.6 Summary;95
9.3.7;References;95
10;Two;98
10.1;4 Design Review: Designing to Ensure Quality;100
10.1.1;4.1 Introduction;100
10.1.1.1;4.1.1 Why quality control?;101
10.1.1.2;4.1.2 Reactive versus proactive quality control;102
10.1.2;4.2 Procedures for incorporating high quality in design stages;103
10.1.2.1;4.2.1 Design for six sigma;104
10.1.2.2;4.2.2 Mistake proofing (Poka-Yoke);105
10.1.2.3;4.2.3 Quality function deployment;106
10.1.2.4;4.2.4 Design review;109
10.1.2.4.1;4.2.4.1 SH review;111
10.1.2.4.2;4.2.4.2 Failure mode and effects analysis;112
10.1.2.4.3;4.2.4.3 Experimental design;112
10.1.3;4.3 Case studies;114
10.1.3.1;4.3.1 Design review case study;114
10.1.3.2;4.3.2 Six sigma case study;117
10.1.3.3;4.3.3 QFD case study;121
10.1.4;References;124
10.2;5 Consideration and Selection of Materials;126
10.2.1;5.1 Importance of material selection in product manufacture;126
10.2.2;5.2 Economics of material selection;129
10.2.2.1;5.2.1 Cost of materials;130
10.2.2.2;5.2.2 Cost of direct labor;130
10.2.2.3;5.2.3 Cost of indirect labor;130
10.2.2.4;5.2.4 Cost of tooling;131
10.2.2.5;5.2.5 Capital invested;132
10.2.3;5.3 Material selection procedures;132
10.2.3.1;5.3.1 Grouping materials in families;132
10.2.3.2;5.3.2 Grouping materials based on process compatibility;132
10.2.3.3;5.3.3 Super materials and material substitution;136
10.2.3.4;5.3.4 Computer-aided material selection;138
10.2.4;5.4 Design recommendations;139
10.2.4.1;5.4.1 Minimize material costs;139
10.2.4.2;5.4.2 Ferrous metals, hot-rolled steel;139
10.2.4.3;5.4.3 Ferrous metals, cold-finished steel;140
10.2.4.4;5.4.4 Ferrous metals, stainless steel (Franson, 1998);143
10.2.4.5;5.4.5 Nonferrous metals (Skillingberg, 1998);143
10.2.4.5.1;5.4.5.1 Aluminum;143
10.2.4.5.2;5.4.5.2 Copper and brass (Kundig, 1998);143
10.2.4.5.3;5.4.5.3 Titanium;143
10.2.4.5.4;5.4.5.4 Magnesium;143
10.2.4.5.5;5.4.5.5 Zinc and its alloys;144
10.2.4.6;5.4.6 Nonmetals (Harper, 1998);144
10.2.4.6.1;5.4.6.1 Thermosets and thermoplastics;144
10.2.4.6.2;5.4.6.2 Rubber;145
10.2.4.6.3;5.4.6.3 Ceramics and glass;146
10.2.5;References;148
10.3;6 Selection of Manufacturing Processes and Design Considerations;150
10.3.1;6.1 Introduction;150
10.3.1.1;6.1.1 Primary processes;150
10.3.1.2;6.1.2 Secondary processes;151
10.3.1.3;6.1.3 Tertiary processes;152
10.3.2;6.2 Design guidelines;153
10.3.2.1;6.2.1 Design guidelines for casting (Zuppann, 1998 DeGarmo et al., 1984);153
10.3.2.2;6.2.2 Design guidelines for forging (Heilman and Guichelaar, 1998);158
10.3.2.3;6.2.3 Design guidelines for extrusion (Bralla, 1998);159
10.3.2.4;6.2.4 Design guidelines for metal stamping (Stein and Strasse, 1998);160
10.3.2.5;6.2.5 Design guidelines for powdered metal processing (Swan and Powell, 1998);162
10.3.2.6;6.2.6 Design guidelines for fine-blanked parts (Fischlin, 1998);162
10.3.2.7;6.2.7 Design guidelines for machined parts (Bralla, 1998 DeGarmo et al., 1984);164
10.3.2.7.1;6.2.7.1 Standardization;164
10.3.2.7.2;6.2.7.2 Raw material;164
10.3.2.7.3;6.2.7.3 Component design (general);165
10.3.2.7.4;6.2.7.4 Rotational component design;167
10.3.2.7.5;6.2.7.5 Nonrotational component design;167
10.3.2.7.6;6.2.7.6 Assembly design;167
10.3.2.8;6.2.8 Design guidelines for screw machine parts (Lewis, 1998);167
10.3.2.9;6.2.9 Design guidelines for milling (Judson, 1998);169
10.3.2.10;6.2.10 Design guidelines for planing and shaping (Bralla, 1998);169
10.3.2.11;6.2.11 Design guidelines for screw threads (Engineering Staff, Teledyne Landis Machine, 1998);170
10.3.2.12;6.2.12 Design guidelines for injection molding;170
10.3.3;6.3 Manufacturing technology decisions;171
10.3.4;6.4 A typical part drawing and routing sheet;173
10.3.5;References;175
10.4;7 Designing for Assembly and Disassembly;176
10.4.1;7.1 Introduction;176
10.4.1.1;7.1.1 Definition and importance of the assembly process;176
10.4.1.2;7.1.2 Definition and importance of the disassembly process;176
10.4.2;7.2 Design for assembly;177
10.4.2.1;7.2.1 Definition;177
10.4.2.2;7.2.2 Different methods of assembly;177
10.4.3;7.3 Design guidelines for different modes of assembly;178
10.4.3.1;7.3.1 Manual assembly;178
10.4.3.2;7.3.2 Automatic assembly;180
10.4.3.3;7.3.3 Robotic assembly;180
10.4.4;7.4 Methods for evaluating DFA;180
10.4.4.1;7.4.1 The Hitachi assemblability evaluation method;181
10.4.4.2;7.4.2 Lucas DFA evaluation method;182
10.4.4.3;7.4.3 The Boothroyd-Dewhurst DFA evaluation method;186
10.4.5;7.5 A DFA method based on MTM standards;189
10.4.6;7.6 A DFA case study;191
10.4.7;7.7 Design for disassembly;193
10.4.7.1;7.7.1 Definition;193
10.4.7.2;7.7.2 Disassembly process planning;197
10.4.8;7.8 Design for disassembly guidelines;198
10.4.9;7.9 Disassembly algorithms;199
10.4.9.1;7.9.1 Product recovery approach;199
10.4.9.2;7.9.2 Optimal disassembly sequence planning for product recovery;200
10.4.9.3;7.9.3 Disassembly sequence planning for a product with defective parts;203
10.4.9.4;7.9.4 Evaluation of disassembly planning based on economic criteria;203
10.4.9.5;7.9.5 Geometric models and CAD algorithms to analyze disassembly planning;205
10.4.9.6;7.9.6 Automation of disassembly technology and predicting future trends;205
10.4.10;7.10 A proactive design for disassembly method based on MTM standards;206
10.4.11;7.11 A design for disassembly case study;207
10.4.12;7.12 Concluding remarks;217
10.4.13;References;218
10.5;8 Designing for Maintenance;220
10.5.1;8.1 Introduction;220
10.5.1.1;8.1.1 Importance of designing for maintenance;220
10.5.1.2;8.1.2 Factors affecting ease of maintenance;221
10.5.2;8.2 Maintenance elements and concepts;223
10.5.2.1;8.2.1 Maintenance elements;223
10.5.2.2;8.2.2 Maintenance concepts;225
10.5.2.2.1;8.2.2.1 Corrective (reactive) maintenance;225
10.5.2.2.2;8.2.2.2 Preventive (and predictive) maintenance;225
10.5.2.2.3;8.2.2.3 Maintenance of a degrading system;226
10.5.2.2.4;8.2.2.4 Aggressive maintenance;227
10.5.2.3;8.2.3 Design review for maintainability: planning for maintenance and its management;227
10.5.2.3.1;8.2.3.1 Review of design specifications;228
10.5.2.3.2;8.2.3.2 System review;229
10.5.2.3.3;8.2.3.3 Equipment evaluation;229
10.5.2.3.4;8.2.3.4 Component analysis;232
10.5.3;8.3 Mathematical models for maintainability;232
10.5.3.1;8.3.1 Simple models;232
10.5.3.2;8.3.2 An integrated approach to maintenance;234
10.5.3.3;8.3.3 Capital replacement modeling;234
10.5.3.4;8.3.4 Inspection maintenance;235
10.5.3.5;8.3.5 Condition-based maintenance;235
10.5.3.6;8.3.6 Maintenance management information systems;236
10.5.4;8.4 Prediction models for maintenance;237
10.5.4.1;8.4.1 The RCA method;237
10.5.4.2;8.4.2 The Federal Electric method;240
10.5.4.3;8.4.3 The Martin method: TEAM;241
10.5.4.4;8.4.4 The RCM method: maintenance management;243
10.5.4.5;8.4.5 Design attributes for enhancing maintainability;244
10.5.4.6;8.4.6 The SAE maintainability standard;246
10.5.4.6.1;8.4.6.1 Location;247
10.5.4.6.2;8.4.6.2 Access;248
10.5.4.6.3;8.4.6.3 Operation;249
10.5.4.6.4;8.4.6.4 Miscellaneous considerations;249
10.5.4.6.5;8.4.6.5 Frequency multiplier;251
10.5.4.7;8.4.7 The Bretby maintainability index;251
10.5.4.7.1;8.4.7.1 Description;252
10.5.4.7.2;8.4.7.2 Access section;252
10.5.4.7.3;8.4.7.3 Operations section;253
10.5.4.7.4;8.4.7.4 Other features;255
10.5.4.7.5;8.4.7.5 Using the index;256
10.5.4.7.6;8.4.7.6 General observations about the index;257
10.5.5;8.5 A comprehensive design for a maintenance methodology based on methods time measurement;257
10.5.5.1;8.5.1 A numeric index to gauge the ease of maintenance;258
10.5.5.2;8.5.2 Role of work standards and standard times;261
10.5.5.3;8.5.3 Common maintenance procedures and the parameters affecting them;261
10.5.5.4;8.5.4 Provision for additional allowances for posture, motion, energy, and personnel requirements;262
10.5.5.5;8.5.5 Design parameters affecting premaintenance operations;262
10.5.5.6;8.5.6 Structure of the index;264
10.5.5.6.1;8.5.6.1 Gaining access to components;266
10.5.5.6.2;8.5.6.2 Pre- and postmaintenance activities after access;267
10.5.5.6.3;8.5.6.3 Maintenance activities;267
10.5.5.6.4;8.5.6.4 Maintenance allowances;269
10.5.5.7;8.5.7 Using the index;270
10.5.5.8;8.5.8 Priority criteria for design evaluation;270
10.5.6;8.6 Developing and evaluating an index;273
10.5.6.1;8.6.1 Numeric index and design method for disassembly and reassembly;273
10.5.6.2;8.6.2 Numeric index and method for maintenance;273
10.5.6.3;8.6.3 Priority criteria for maintenance;273
10.5.6.4;8.6.4 A holistic method for maintainability;275
10.5.6.5;8.6.5 Design modifications and measures to enhance ease of maintenance;275
10.5.7;8.7 Design for maintenance case study;276
10.5.8;8.8 Concluding remarks;283
10.5.9;References;283
10.6;9 Designing for Functionality;286
10.6.1;9.1 Introduction;286
10.6.1.1;9.1.1 Definition and importance of functionality;286
10.6.1.2;9.1.2 Factors affecting functionality;286
10.6.2;9.2 Concurrent engineering in product design;287
10.6.2.1;9.2.1 Functionality in design;288
10.6.2.2;9.2.2 Function and functional representations: definitions;290
10.6.3;9.3 A generic, guideline-based method for functionality;293
10.6.3.1;9.3.1 Phase 1. Development of generic criteria for functionality;293
10.6.3.2;9.3.2 Phase 2. Validation and testing of developed criteria and processes;296
10.6.4;9.4 The procedure for guideline development;296
10.6.5;9.5 Functionality case study: can opener;300
10.6.5.1;9.5.1 Can opener architecture;300
10.6.5.2;9.5.2 Can opener manufacturing processes;301
10.6.5.3;9.5.3 Guideline development process for the can opener;301
10.6.5.4;9.5.4 Identification of important manufacturing variables affecting functionality;301
10.6.5.5;9.5.5 Functionality-manufacturing links;302
10.6.5.5.1;9.5.5.1 Design and technical requirements deployment;302
10.6.5.5.2;9.5.5.2 Product deployment;303
10.6.5.5.3;9.5.5.3 Process deployment;303
10.6.5.5.4;9.5.5.4 Manufacturing deployment;306
10.6.5.6;9.5.6 Survey development;306
10.6.5.7;9.5.7 Statistical analysis and testing;308
10.6.5.8;9.5.8 Hypothesis test results;317
10.6.5.9;9.5.9 Discussion of the results;317
10.6.5.9.1;9.5.9.1 Discussion of the reliability test;317
10.6.5.9.2;9.5.9.2 Discussion of the validity test;318
10.6.5.9.3;9.5.9.3 Discussion of the comparison between the two checklists;319
10.6.6;9.6 Functionality case study: automotive braking system;319
10.6.6.1;9.6.1 The function of an automotive braking system;319
10.6.6.2;9.6.2 The components of an automotive braking system;320
10.6.6.3;9.6.3 Wheel cylinder architecture;320
10.6.6.4;9.6.4 Wheel cylinder manufacturing processes;320
10.6.6.5;9.6.5 Guideline development procedure for the automotive brake system;321
10.6.6.6;9.6.6 Functionality-manufacturing links;322
10.6.6.6.1;9.6.6.1 Design and technical requirements deployment;322
10.6.6.6.2;9.6.6.2 Product deployment;323
10.6.6.6.3;9.6.6.3 Process deployment;323
10.6.6.6.4;9.6.6.4 Manufacturing deployment;323
10.6.6.7;9.6.7 Survey development;329
10.6.6.8;9.6.8 Testing and statistical analysis;329
10.6.6.8.1;9.6.8.1 Reliability test results;329
10.6.6.8.2;9.6.8.2 Validity test results;329
10.6.6.9;9.6.9 Discussion of the results;348
10.6.6.9.1;9.6.9.1 The reliability test;348
10.6.6.9.2;9.6.9.2 The validity test;348
10.6.6.9.3;9.6.9.3 Conclusions;348
10.6.7;References;349
10.7;10 Design for Usability;352
10.7.1;10.1 Introduction;352
10.7.2;10.2 Criteria for designing and manufacturing usable consumer products;353
10.7.2.1;10.2.1 Functionality;353
10.7.2.2;10.2.2 Ease of operation;354
10.7.2.3;10.2.3 Esthetics;355
10.7.2.4;10.2.4 Reliability;355
10.7.2.5;10.2.5 Serviceability and maintainability;356
10.7.2.6;10.2.6 Environmental friendliness;357
10.7.2.7;10.2.7 Recyclability and disposability;358
10.7.2.8;10.2.8 Safety;358
10.7.2.9;10.2.9 Customizability;359
10.7.3;10.3 Design support tools and methodologies;360
10.7.3.1;10.3.1 Design for producibility;360
10.7.3.2;10.3.2 Design for assembly;360
10.7.3.3;10.3.3 Robust design;361
10.7.3.4;10.3.4 Group technology;361
10.7.3.5;10.3.5 Quality function deployment;362
10.7.4;10.4 Design methodology for usability;362
10.7.4.1;10.4.1 Development of generic usability evaluation checklists;364
10.7.4.2;10.4.2 Development of generic design and manufacturing checklists;364
10.7.4.3;10.4.3 Reliability and validity testing;364
10.7.4.4;10.4.4 Testing the effectiveness of the design/manufacturing guidelines;364
10.7.5;10.5 Generic checklist design: methods and case studies;365
10.7.5.1;10.5.1 Product development for the usability of a can opener;366
10.7.5.1.1;10.5.1.1 Technical requirements deployment;367
10.7.5.1.2;10.5.1.2 Product deployment;367
10.7.5.1.3;10.5.1.3 Product architecture;370
10.7.5.1.4;10.5.1.4 Process deployment;370
10.7.5.1.5;10.5.1.5 Manufacturing processes;370
10.7.5.1.6;10.5.1.6 Manufacturing deployment;372
10.7.5.1.7;10.5.1.7 Discussion;374
10.7.5.2;10.5.2 Product development for the usability of a toaster;376
10.7.5.2.1;10.5.2.1 User requirements;376
10.7.5.2.2;10.5.2.2 Technical requirements deployment;377
10.7.5.2.3;10.5.2.3 Product deployment;377
10.7.5.2.4;10.5.2.4 Product architecture;377
10.7.5.2.5;10.5.2.5 Process deployment;380
10.7.5.2.6;10.5.2.6 Manufacturing processes;380
10.7.5.2.7;10.5.2.7 Manufacturing deployment;380
10.7.5.2.8;10.5.2.8 Discussion;384
10.7.5.3;10.5.3 Checklists for evaluating the usability of a consumer product;385
10.7.6;10.6 Case study for development of customized checklists;385
10.7.6.1;10.6.1 Gauging user requirements;411
10.7.6.2;10.6.2 Technical requirements;413
10.7.6.3;10.6.3 Product and process characteristics;413
10.7.6.4;10.6.4 Manufacturing process attributes;418
10.7.6.5;10.6.5 Development of usability and design checklists;420
10.7.6.5.1;10.6.5.1 Data collection;421
10.7.6.5.2;10.6.5.2 Results;421
10.7.7;10.7 Concluding remarks;433
10.7.8;References;433
10.8;11 Concurrent Consideration of Product Usability and Functionality;436
10.8.1;11.1 Introduction;436
10.8.2;11.2 Design methodology;437
10.8.2.1;11.2.1 Developing generic integrated design guidelines;439
10.8.2.2;11.2.2 Case study: can opener;443
10.8.2.2.1;11.2.2.1 Identifying linkages;443
10.8.2.2.2;11.2.2.2 Establishing technical requirements and generating product features;443
10.8.2.3;11.2.3 Manufacturing process;443
10.8.2.3.1;11.2.3.1 Process deployment;444
10.8.2.4;11.2.4 Can opener assembly;446
10.8.2.4.1;11.2.4.1 Manufacturing deployment;446
10.8.2.4.2;11.2.4.2 Development of generic guidelines;446
10.8.2.4.3;11.2.4.3 Inferences;446
10.8.2.5;11.2.5 Case study: mountain touring bike;448
10.8.2.5.1;11.2.5.1 Customized design and manufacturing guidelines;468
10.8.2.5.1.1;11.2.5.1.1 Development procedure;468
10.8.2.5.2;11.2.5.2 User requirements;468
10.8.2.5.3;11.2.5.3 Mapping design dimensions;469
10.8.2.5.4;11.2.5.4 Linkage identification;470
10.8.2.5.5;11.2.5.5 Technical requirement deployment;470
10.8.2.5.6;11.2.5.6 Product feature generation;470
10.8.2.5.7;11.2.5.7 Process characteristics;470
10.8.2.5.8;11.2.5.8 Checklist development;470
10.8.2.5.9;11.2.5.9 Survey deployment and testing;473
10.8.2.5.9.1;11.2.5.9.1 Data collection and analysis;473
10.8.2.5.10;11.2.5.10 Test results;474
10.8.2.5.10.1;11.2.5.10.1 Reliability and validity;474
10.8.2.5.11;11.2.5.11 Variable screening;474
10.8.2.6;11.2.6 Automatic transmission: case study;477
10.8.2.6.1;11.2.6.1 Components of an automatic transmission;478
10.8.2.6.2;11.2.6.2 Performance and usability of automatic transmissions as perceived by users;479
10.8.2.6.3;11.2.6.3 Usability–functionality design criteria;479
10.8.2.6.4;11.2.6.4 Description of group;479
10.8.2.6.5;11.2.6.5 Development of linkages using flow diagrams;480
10.8.2.6.6;11.2.6.6 Development of design guidelines;480
10.8.2.6.7;11.2.6.7 Survey deployment and analysis;481
10.8.2.6.8;11.2.6.8 Test results: reliability and validity;481
10.8.3;11.3 Conclusion;485
10.8.4;References;486
11;Three;488
11.1;12 Establishing the Product Selling Price;490
11.1.1;12.1 Why estimate costs?;490
11.1.2;12.2 Cost and price structure;491
11.1.3;12.3 Information needs and sources;494
11.1.4;12.4 Estimating direct and indirect costs;496
11.1.4.1;12.4.1 Direct labor costs;496
11.1.4.2;12.4.2 Direct material costs;498
11.1.4.3;12.4.3 Indirect or overhead costs;503
11.1.4.4;12.4.4 An example;504
11.1.4.4.1;12.4.4.1 Machining time;504
11.1.4.4.2;12.4.4.2 Cost of labor/piece;504
11.1.4.4.3;12.4.4.3 Material cost/piece;505
11.1.4.4.4;12.4.4.4 Overhead/piece;505
11.1.4.4.5;12.4.4.5 Total cost/piece;505
11.1.5;12.5 Product pricing methods;505
11.1.5.1;12.5.1 Conference and comparison method;505
11.1.5.2;12.5.2 Investment method;506
11.1.5.3;12.5.3 Full cost method;506
11.1.5.4;12.5.4 Direct costing or contribution method;506
11.1.6;12.6 Summary;506
11.1.7;References;507
11.2;13 Assessing the Market Demand for the Product;508
11.2.1;13.1 Why assess the market demand?;508
11.2.2;13.2 Methods for assessing the initial demand;510
11.2.2.1;13.2.1 Expert evaluation technique;510
11.2.2.2;13.2.2 Jury of executive opinion;510
11.2.2.3;13.2.3 Delphi method;510
11.2.2.4;13.2.4 Sales force composite;511
11.2.2.5;13.2.5 Supply chain partner forecasting;511
11.2.2.6;13.2.6 Market research;511
11.2.2.7;13.2.7 Decision tree diagram;512
11.2.2.8;13.2.8 Market potential–sales requirement method;512
11.2.3;13.3 Methods for determining the annual growth;513
11.2.3.1;13.3.1 Graphical displays of data;515
11.2.3.2;13.3.2 Constant mean model;515
11.2.3.3;13.3.3 Linear model;518
11.2.3.4;13.3.4 Quadratic model;518
11.2.3.5;13.3.5 Exponential model;520
11.2.4;13.4 Adjusting for seasonal fluctuations;521
11.2.4.1;13.4.1 Naive model;521
11.2.4.2;13.4.2 Moving average model;521
11.2.4.3;13.4.3 Exponential smoothing;522
11.2.5;13.5 Summary;525
11.3;14 Planning the Product Manufacturing Facility;526
11.3.1;14.1 Introduction;526
11.3.2;14.2 Determining the location of the manufacturing facility;527
11.3.3;14.3 Developing the preliminary design for the manufacturing facility;530
11.3.3.1;14.3.1 Determining space requirements;530
11.3.3.2;14.3.2 Assembly line balancing;532
11.3.3.3;14.3.3 Systematic layout planning;535
11.3.4;14.4 Summary;538
11.3.5;References;539

Leseproben

1 The Significance of Manufacturing
Manufacturing is critical for the economic well-being of nations. A country rich in resources but without the manufacturing know-how is unlikely to prosper, while countries that are resource poor but have this knowledge will grow rich. Globalization is leading the surge for output, and only the countries that have the knowledge to apply manufacturing technologies efficiently will remain competitive. In this chapter, we provided a synopsis of the world economy and the impact of globalization. We discussed why it is important to pay attention to manufacturing. We also discussed the broad meaning of manufacturing; it is much more than simply converting some raw materials into finished products by means of processes. Finally, we defined and discussed some of the basic terms that are important in the overall understanding of the product design, development, and manufacture process. Keywords
Globalization; emerging economies; gross domestic product (GDP); manufacturing; capital circulation; manufacturing capability; mass production; interchangeability; technology growth cycle; concurrent engineering; design for “X”; problem solving 1.1 Globalization and the world economy
Globalization of the marketplace is synonymous with, or akin to, the free flow of goods and services, labor, and capital around the world. Aided by huge improvements in global communication and the transport industry, the barriers to free trade are being eroded, and most countries are advancing on the path to embracing market capitalism. This includes not only traditional capitalist nations such as the United States and United Kingdom, but communist giants such as China and social republics such as India. In countries such as India and Brazil, large pools of inexpensive and relatively skilled workers are putting pressure on jobs and wages in the rich countries in Europe and North America and, lately, China (a machine operator in China earns about $6405 compared to $4817 in India; Time, 2013). For consumers, the benefits of free trade are reflected in cheaper and better quality imports, giving them more for their money. This, in turn, forces the domestic producers to become increasingly competitive by raising their productivity and producing goods that can be marketed overseas. For a long time, the West (North America and Western Europe) dominated the world economy by accounting for most of the global output of products and services. This picture has undergone a major change in the last few years; currently over half the global economic output, measured in purchasing power parity (to allow for lower prices in economically poorer countries), is accounted for by the emerging world. Even in terms of GDP (gross domestic product), the emerging world countries (also referred to as the Third World or poor countries) account for nearly one-third the total global output and more than half the growth in global output. The trend clearly indicates that economic power is shifting from the countries of the West to emerging ones in Asia (King and Henry, 2006; Oppenheimer, 2006). At the present time, developing countries consume more than half the world’s energy and hold nearly 80% of the foreign exchange reserves; China leads the pack, with nearly $3.66 trillion in foreign exchange reserves (The Wall Street Journal, 2013). The exports of emerging economies in 2012 were approximately 50% of total global exports. Clearly, this growth in the emerging world countries, in turn, accelerated demand for products and services from traditionally “developed” countries. Globalization, therefore, is not a zero-sum game: China, India, Brazil, Mexico, Russia, and South Korea are not growing at the expense of Western Europe and North America. As individuals in emerging economies get richer, their need and demand for products and services continue to grow. As the emerging economies have become integrated in the global economy, the Western countries’ dominance over the global economy has weakened. Increasingly, the current boost to global economy is coming from emerging economies, and rich countries no longer dominate it. With time, industrial growth in the developing countries, as indicated by the growth in energy demand (oil), is getting stronger. Figure 1.1 shows emerging economies in comparison to the whole world using a number of measures. For instance, growth in emerging economies has accounted for nearly four-fifths of the growth in demand for oil in the past 5 years. Further, the gap between the emerging economies and developed economies (defined by membership in the Organization for Economic Cooperation and Development prior to 1994), when expressed in terms of percentage GDP increase over the prior year (growth rate), has widened (Figure 1.2). Between 2003 and 2013, the emerging economies have averaged nearly 8.5% annual growth in GDP (International Monetary Fund, 2013) compared to just over 2.5% for the developed economies. Figure 1.3, for instance, shows the trend in the US GDP growth. If such trends continue, the bulk of future global output, as much as nearly two-thirds, will come from emerging economies.
Figure 1.1 Emerging economies as a percent of the world total. Source: Adapted from The Economist, August 4, 2011.
Figure 1.2 Emerging versus developed countries’ GDP growth rates 1986–2015. Source: Adapted from International Monetary Fund, World Economic Outlook Database, Hopes, Realities, Risk, 2011.
Figure 1.3 United States GDP growth in recent years. Source: Adapted from Bureau of Economic Analysis, U.S. Department of Commerce, 2012. When the current and anticipated future GDP growth are put in historical perspective, the post-World War II economic growth and the growth during the Industrial Revolution appear to be extremely slow. It would be fair to say that the world has never witnessed the pace of economic growth, it has undergone in the last two decades. Owing to lower wages and reduced capital per worker, the developing economies have the potential to raise productivity and wealth much faster than the historic precedent. This is particularly true in situations where the know-how and equipment are readily available, for instance, in Brazil, Russia, and India; China has been losing the wage advantage as labor costs there are getting increasingly higher. Associated with fast economic growth are higher living standards for the masses and greater buying power. While, on one hand, this has increased the global demand for products and services, on the other hand, it has created a fear of job and industrial output migration to less capital-intensive emerging economies. Such fears are baseless, as the increased demand in emerging economies is creating greater demand for products and services from both internal and external sources in the newly developing markets. The huge and expanding middle-class markets in China and India just prove the point. It is anticipated that the global marketplace will add more than a billion new consumers within the next decade. And, as these consumers mature and become richer, they will spend increasingly more on nonessentials, becoming an increasingly more important market to developed economies (Ahya et al., 2006). While the integration of emerging economies is resulting in redistribution of income worldwide and a lowering of the bargaining power (lowering of wages and shifting of jobs to low wage countries) of workers in the West, it should be realized that emerging economies do not substitute for output in the developed economies. Instead, developing economies boost incomes in the developed world by supplying cheaper consumer goods, such as microwave ovens, televisions, and computers, through large multinationals and by motivating productivity growth in the West through competition. On the whole, growth in emerging economies will make the developed countries better off in the long run. Combined with innovation, management, productivity improvements, and development of new technologies, the developed economies can continue to create new jobs and maintain their wage structures. If wages remain stagnant or rise more slowly, this would have more to do with increasing corporate profit than competition from emerging economies. Figure 1.4 makes the point that corporate profits in the G7 countries have been increasing in the last four decades (U.S. Department of Commerce, 2012). Increased competition, however, should reduce profits and distribute benefits to consumers and workers over a period of time. An estimate by the Petersen Institute for International Economics states that globalization benefits every American family to the tune of $10,000 per year or nearly 10% of the family annual income (Bergsten, 2010). This translates into almost $1 trillion in benefits to the American economy and a tremendous boost in output.
Figure 1.4 G7 corporate profits as a percent of GDP. Source: Adapted from Bureau of Economic Analysis, U.S. Department of Commerce, 2012. 1.2 Importance of manufacturing
The synopsis of globalization and the state of the world economy presented in the previous section leads to a simple conclusion: global output will continue to rise, and at a faster pace as the consumer markets around the world get bigger and bigger. This presents both emerging and established economies with an unprecedented...