Product, process and schedule

design I.
Plan of the lecture:
◦ Product design
◦ Process design
◦ Schedule design I
 Product, process and schedule
design
 Before we start developing alternative facility
plans, we should have answers for the following
questions

1. What is to be produced?
Answer for the first
2. How are the products to be produced? 5 questions can be
obtained from:
3. When are the products to be produced? •Product design

4. How much of each product will be produced? •Process design

•Schedule design
5. For how long will the product be produced?

6. Where will the products be produced? Answer for the last

question might be
searched outside of
the company -
global sourcing
effect
Product, process and schedule
design
 Firstfive questions are answered by
product design, process design, and
schedule design respectively
 The sixth question might be answered by
facilities location determination, or
 It might be answered by schedule
design when production is to be allocated
among several existing facilities.
 Answering sixth question has become
much more complicated lately.
 Many firms have global production
strategies and utilize combination of
contract manufacturing and contract
assembly.
3
Product, process and schedule
design
 The textile industry, for example, has
undergone tremendous change, with global
sourcing occurring for yarn and textile
production as well as for garment
assembly.
 The automobile industry is producing
“world car”.
 Engines power trains, bodies, electronic
assemblies, seating, and tires may well be
manufactured in different countries.
 Home appliances, computer, television,
with subassemblies and components being
produced around the world.

4
Product, process and schedule
design
 Product design:
◦ Product designers determine:
 Product specifications (dimensions, material, packaging,
etc.)
 Process design:
◦ Process designers determine:
How the product will be produced
 Schedule design:
◦ Production planners determine:
Production quantities
The schedules for the equipment

 WHERE DOES THE FACILITY PLANNER COME

IN?
Facilityplanner is dependent on timely
and accurate input from product, process
and schedule designers
The need for close coordination among
the four groups
Product Design
Determination of a product to be
produced
Detailed design of the product
Based on input from:
◦ Marketing / Sales
◦ Manufacturing
◦ Finance
◦ Etc.

Mostof the time final decisions are

made by the top management
Product Design – Product
Determination
Uncertainty regarding the mission of the
facility
The occupants of the facility may change
frequently or may never change at all
◦ If changes are likely – a high degree of
flexibility and a very general space
◦ If a high degree of confidence about the
products – the facility design should optimize
the production of those products
Product Design – Detailed Design
The detailed design of the product is
influenced by aesthetics, function,
materials and manufacturing
considerations

Quality Function Deployment - translation

of the customers’ desires into product
design, and subsequently into parts
characteristics, process plans and
production requirements.

Benchmarking – used to identify the

approach of the competition
House Of Quality
Correlation
Matrix

Product
Characteristics
HOW

Customer
Relationship Marketing
Requirements
matrix Competitive
WHAT
assessment

How Much

Engineering Competitive Assessment

Quality Function Deployment -
QFD
An Example with
Completed QFD
Matrices:

Product Planning
Matrix for a Pencil
 Value Analysis
 Following the product design, product
engineer, process engineer, industrial
engineer, purchasing and marketing
managers participate in a process known
as value analysis or value engineering.
 Each part of the product is analyzed in
deep details to find ways to retain the
quality of the part at the same level or
higher, while making it in a cheaper way.
 Ways like
 Substitute expensive raw material with less
expensive ones.
 Find raw material with their initial shape closer
to the final shape of the part.
 Relax tolerances.
13
Other factors affecting design -
(Design for Manufacturing)
 Design for Manufacturing (DFM) and design for
assembly (DFA) are the integration of product
design and process planning into one common
activity. The goal is to design a product that is
easily and economically manufactured.
 GUIDELINES:

◦ Reduce the total number of parts

◦ Develop a modular design
◦ Use of standard components
◦ Design parts to be multi-functional
◦ Avoid separate fasteners
◦ Minimize assembly directions
◦ Minimize handling
DFM - Example

◦ Minimize parts
◦ Design parts for
multiply
applications
◦ Use modular
design
◦ Avoid tools
◦ Simplify
operations
DFMA Example
 DFMA-Example 1 Analysis

 Item  Number  Theoretical Part  Assembly  Assembly Cost

Count Time(s) (cents)
 Base  1  1  3.5  2.9
 Bush  2  0  12.3  10.2
 Motor  1  1  9.5  7.9
Subassembly
 Motor Screw  2  0  21.0  17.5
 Sensor  1  1  8.5  7.1
Subassembly
 Setscrew  1  0  10.6  8.8
 Standoff  2  0  16.0  13.3
 End plate  1  1  8.4  7.0
 End-plate screw  2  0  16.6  13.8
 Plastic bush  1  0  3.5  2.9
 Thread lead  -  -  5.0  4.2
 Reorient  -  -  4.5  3.8
 Cover  1  0  9.4  7.9
 Cover Screw  4  0  34.2  26.0
 TOTALS  19  4  160.0  133.0
 DFMA Recommended
redesign
 Bushes are integral to the base
 Snap-on plastic cover replaces
standoff cover ,plastic bush, six
screws.
 Using pilot point screw to fix the
base, which redesign to be self-
alignment.
DFMA- An Improved Design
 DFMA Worksheet for an Improved
Design
 Item  Number  Theoretical  Assembly  Assembly
Part Count Time(s) Cost (cents)
 Base  1  1  3.5  2.9

 Motor  1  1  4.5  3.8

Subassembly
 Motor Screw  2  0  12.0  10.0
 Sensor  1  1  8.5  7.1
Subassembly
 Setscrew  1  0  8.5  7.1
 Thread leads  -  -  5.0  4.2

 Plastic Cover  1  0  4.0  3.3

 TOTALS  7  4  46.0  38.4

 DFMA Cost Differential Worksheet

 Old  New Design

Design
 Item  Cost,$  Item  Cost, $
 Base  12.91  Base (nylon)  13.43
(Aluminum)
 Bush(2)  2.40

 Motor Screw(2)  0.20  Motor Screw(2)  0.20

 Setscrew  0.10  Setscrew  0.10

 Standoff(2)  5.19

 Endplate  5.89

 End-plate  0.20
Screw
 Plastic bush  0.10

 Cover  8.05  Plastic Cover  8.00

(include tooling)
 Cover screw(4)  0.40

 Totals  35.44  21.73

DFMA –Calculate Total Saving

Total Saving =
Saving from Assembly Time
Reduction
+ Saving from parts reduction
= $0.95 + $13.71
= $14.66
Product Design – Detailed
Design
Concurrent Engineering is a systematic
way of enabling communication
between all the related units during the
product development
The aim is to minimize the changes in
design parameters once the design is
finalized
70% of the manufacturing cost is set
during the design phase
Changing the design later in the
process costs significantly more
 Concurrent Engineering

 Old “over-the –wall” sequential

design process should not be used

◦ Each function did its work and passed

it to the next function

 Replace with a Concurrent

Engineering process
◦ All functions form a design team working
together to develop specifications, involve
customers early, solve potential problems,
reduce costs, & shorten time to market
 Cost of design changes
10 Life-cycle cost
0 committed

80 Product Life-Cycle
Cost incurred Includes
Total Cost

60 •Design Phase
•Manufacturing Phase
(%)

40
•Product usage phase
20
Ease of •Disposal phase
change

0
Conceptu Detailed Manufacturin Distribution,
al Design Design g service, and
Prototyp disposal
e

Design phase determines the most of the costs associated with

delivering a product. Typically, 70-80% of the cost of a product
is fixed at the design stage.
Sequential Concurrent
developme development
nt method method
Product Design – Detailed
Design
Finally, detailed designs take place
◦ CAD designs
◦ Prototypes
◦ Assembly designs
◦ 2D drawings and dimension
determinations

Allthese can be observed easily in

most of the commercial CAD programs
(AutoCAD, ProE, CATIA etc)
 Product Design -
Documentation
Once the product design is
completed, usually following
documents are provided for the
facilities planning process as
inputs
◦ Exploded assembly drawing – omits
specifications and dimensions
◦ Exploded parts photographs
◦ Component part drawing - detailed
Process Design
Determination of how the product is to be
produced
◦ Who should do the processing? (Which part of the
products should be made?)
◦ How the part will be produced?
◦ Which equipment will be used? (for the parts which
will be made in-house)
◦ How long will it take to perform the operation?

Production
methods are the most
fundamental factor affecting the physical
layout
Process Design
Within the process design process, we
need to consider following issues
1. Process identification
 Make-or-buy analysis
Parts identification
1. Process selection
How the product will be made
(operations, equipment, raw material,
etc.)
1. Process sequencing
How components are put together
Process Design – 1. Process
identification
Make-or-buy decisions
 The scope of the facility depends on the level of
vertical integration
 How are the make-or-buy decisions made?
◦ Can the item be purchased?
◦ Should we go for subcontracting?
 Supplier
 Contractor
◦ Can we make the item?
◦ Is it cheaper for us to make than to buy?
◦ Is the capital available so that we can make it?

 Managerial decisions requiring input from finance,

industrial engineering, marketing, process
engineering, purchasing, human resources, etc.
Process Design – 1. Process
identification
The input to the facility planner is a listing
of the items to be made/purchased.
◦ Parts list – component parts of a product:
 part numbers
part name
number of parts per product
drawing references
◦ Bill of materials - structured parts list:
contains hierarchy referring to the level of product
assembly
Process Design – 2. Process
Selection
 How the products will be made

 6-step procedure:
1. Define elementary operations
2. Identify alternative processes for each
operations
3. Analyze alternative processes
4. Standardize processes
5. Evaluate alternative processes
6. Select processes
Process Design – 2. Process
Selection
 Computer Aided Process Planning (CAPP)
◦ Used to automate process planning
◦ CAPP is the link between CAD and CAM
◦ CAPP systems:
 Variant process planning
Standard process plans are stored in computer
Called up whenever required
Less expensive, easier
Generative process planning
Process plans are generated automatically by the
computer
No initial plan is needed

 Input for the CAPP is CAD designs

 Based on the design specification, CAPP

◦ can generate a number of alternative routes
◦ test them to obtain the best route
 Process Design – 2. Process
Selection
• Route sheet - output of process selection, it
identifies processes, equipment and raw materials

Data Production Example

Component name and number Plunger housing – 3254
Operation description and number Shape, drill, and cut off – 0104
Equipment requirements Automatic screw machine and
appropriate tooling

Unit times (Per components) Set-up time: 5 hrs.

Operating time: 0.0057 hrs

Raw material requirement 1 in. diameter X 12 ft aluminum bar

per 80 components
Process Design – 2. Process
Selection
Process Design – 3. Process
Sequencing
The method of assembling the product
Assembly chart – shows how the
components are combined
Operation process chart – gives an
overview of the flow within the facility
◦ A combination of route sheets and assembly
charts
Precedence diagram – establishes
precedence relationships
Assembly Chart

This was
identified in
route sheet
already

Assembly
operation
Assemblies
Inspection

Inspection
 Operation process chart

• Route sheet provides

information on production
methods
• Assembly chart
determines how
components are put
together
• Operation process chart
is a combination of route
sheet and assembly chart

Manufactured component

Purchased component
 Process Design – 3. Process
Sequencing
Precedence Diagram
In the operation process
charts, it is not clear if
two machining operations
have any dependency
Observe the part#3254
Operations 0204 and
0304 can be done at the
same time
Yet, the operation 0104
should be completed
before both 0204 and
0304
How could
such
We cannot observe this information
information in operation effect
process charts decision for
 Operation process chart

• Route sheet provides

information on production
methods
• Assembly chart
determines how
components are put
together
• Operation process chart
is a combination of route
sheet and assembly chart

Manufactured component

Purchased component
 Steps Documentation
Product design •Product
determination
•Detailed design •Exploded assembly drawing
•Exploded assembly photograph
•Component part drawing

Process design •Process •Parts list

identification •Bill of materials

•Process selection •Route sheet

•Process sequencing •Assembly chart
•Operation process chart
•Precedence diagram
Schedule design
Schedule design provides answers to
questions involving:
◦ Production quantity - lot size decisions
◦ When to produce - production scheduling
◦ How long to produce

Schedule design decisions impact:

machine selection, number of machines,
number of shifts, number of employees,
space requirements, storage equipment,
material handling equipment, personnel
requirements, storage policies, unit load
design, building size, etc.
 Schedule design
We design facilities for major parts
and operations
What do we need to know to start
designing our facilities
◦ Number of products to be produced
◦ Number of machines required
◦ Number of employees required
◦ Sequence of operations
◦ Relationships between departments
Schedule design - Marketing
information
Objective– market estimate
Data from marketing:
◦ Production volumes
◦ Trends
◦ Future demands
Mininformation provided by
marketing:
Ideal information provided by marketing:
Qualitative information from marketing:
 Volume-variety chart – Pareto law
 85% of the
production
volume is
attributed to
15% of the
production line
 Therefore when
facilities are
designed, top
15% of the items
that are
produced should
More general items
be considered Items that are
produced everyday:
the most produced maybe by
Mass production special orders etc.:
area
Job shop area
Volume-variety chart – Pareto law does
not apply

Ifno products dominate the

production flow, a general job
shop facility is suggested
Schedule design – Process
requirements
Specification
of process
requirements has three phases:
◦ Determination of the quantity to be
manufactured for each component
 Including the scraps!
◦ Identification of each equipment
required by each operation
◦ Overall equipment requirements
Process requirements – Quantity
determination
Scrap estimates – high volume production
Input Process Output
(I) Machining (O)

Scrap (S) S = I* PS

 Based on the given system above, what is the minimum

number of inputs required?
 I = O+S
 If S is a fraction of I, then

O
I = O + PS * I I =
1 − PS
 Where P is the probability of producing scrap items
s
Process requirements – Quantity
determination
Scrap estimates – high volume production
Input Machining Machining Machining Machining Final
(I) 1 2 3 4 Product

Scrap Scrap Scrap Scrap

(S1) (S2) (S3) (S4)

 Tin order to be able to produce the desired number of final

products we have to consider the scraps from the beginning.
 Total needed input can generally be computed using the
following equation

FinalOutput
Input =
(1 − Ps1 )(1 − Ps2 )...(1 − Psn )
 Scrap estimates - problem
 Market estimate of 97,000 components
 3 operations: turning, milling and drilling
 Scrap estimates: P1=0.04, P2=0.01and P3=0.03

Total input to the production?

Production quantity scheduled for each operation?
FinalOutput
Input =
(1 − Ps1 )(1 − Ps2 )...(1 − Psn )

97,000
I1 = = 105,219
(1 − 0.03) * (1 − 0.01) * (1 − 0.04)
 Scrap estimates - problem
Production quantity scheduled for each operation:

97 ,000
I3 = = 100 ,000
1 − 0.03
100 ,000
I2 = = 101 ,000
1 − 0.01
101 ,000
I1 = = 105 ,219
1 − 0.04
Next lecture
Schedule design II