IPE 3109: Product Design-I

Topic: Specifications
Course Instructor
Md. Zahidul Islam
Lecturer, Department of IPE, RUET
 Specifications

One of the objectives could be that the product is lightweight.

Engineering specifications to measure this objective can be listed as

a. Volume of the product should be less than [value

suitable to the product].
b. Mass of the product should be less than [value
suitable to the product].
c. Material density should be less than [value suitable to
the product].

2
 STAIR-CLIMBING WHEELCHAIR

There is a great need for a STAIR-CLIMBING WHEELCHAIR. The

objective of such a chair is to give an active handicapped individual an
additional range of mobility. The desired design should enable the
individual to cope with the usual problems he or she might encounter
when traveling to and from work, moving about industrial buildings,
and the like. It must be remembered that the chair will perform the
usual wheelchair function approximately 95% of the time; therefore,
not too much of the conventional wheelchair’s versatility and
convenience should be sacrificed in providing the climbing function.
In this connection, it might be well to point out that many active,
handicapped people are able to fold a conventional wheelchair, put it
in an automobile, and drive to work. If this cannot be accomplished
with a climbing chair, the overall objectives of providing the
handicapped with independent mobility will not be achieved.
3
 STAIR-CLIMBING WHEELCHAIR
The following factors are to be taken into consideration:
(a) WEIGHT OF OCCUPANT: Assumed to be 100 kg
(b) WEIGHT OF CHAIR: 25 to 35 kg, maximum.
(c) COLLAPSIBILITY: Capable of being folded by the user and stowed in the interior
of a standard automobile or taxi cab.
(d) WIDTH OF CHAIR: 25 inches/63 cm maximum.
(e) TURNING ABILITY: The turning radius should be held to a bare minimum.
(f) CLIMBING ABILITY: The chair should be able to negotiate street curbing and any
stair with average height risers and depth tread that is found in office buildings and
homes.

4
 STAIR-CLIMBING WHEELCHAIR
The following factors are to be taken into consideration:
(g) PROPULSION SYSTEM: The chair may be propelled by the occupant or by a
motorized unit; however, total cost, weight, and collapsibility requirements are the
same for either
(h) CHAIR SAFETY: The presence of an attendant, although undesirable, is
permissible during ascent or descent. no more than 8 to 14 kg of weight will be
transferred to the attendant.
(i) COST: The retail cost should be no more than $200. Current models of standard,
tubular-frame folding wheelchairs are priced at approximately $150.
(j) OTHER CONSIDERATIONS: Chair should be capable of performing all of its
normal functions without undue jostling or jouncing of the occupant.
(k) The chair should not require the installation of special ramps, mechanical
contrivances, or electrical outlets in buildings.

5
 Specifications Generation Methods
• Performance-specification method
The specification defines the required performance instead of
the required product. It also describes the performance that a
design solution has to achieve but not any particular physical
component that may constitute a means of achieving that
performance.

• Quality-function-deployment method
In the quality-function-deployment method, the attributes of a
required performance are translated into engineering characteristics.

6
 Performance-specification method

Consider the different levels of generality of

solution that might be applicable

Determine the level of generality at which to

operate

Identify the required performance attributes

State succinct and precise performance

requirements for each attribute

7
Checklist for drawing up a requirement list

8
Checklist for drawing up a requirement list

9
 CASE STUDY SPECIFICATION TABLE:
AUTOMATIC CAN CRUSHER

From the need statement for the aluminum can crusher, the
specifications that must be met are-

1. The design of the crushing mechanism is not to exceed in the

total size.
2. The can crusher must have a continuous feed mechanism.
3. The can must be crushed to 1/5 of its original volume.
4. The device must operate safely. Children will use it.
5. The device is fully automatic.

10
CASE STUDY SPECIFICATION TABLE:
AUTOMATIC CAN CRUSHER

11
CASE STUDY SPECIFICATION TABLE:
AUTOMATIC CAN CRUSHER

12
QUALITY-FUNCTION-DEPLOYMENT
METHOD

13
 Checklist for drawing upWhat is QFD?
 Quality function deployment (QFD) is a quality technique which evaluates the ideas
of key stakeholders to produce a product which better addresses the customers
needs.
 Customer requirements are gathered into a visual document which is evaluated and
remodeled during construction so the important requirements stand out as the end
result.
 QFD is a tool that is sometimes referred to as the “voice of the customer” or as the
“house of quality”
 QFD has been described as a process to ensure that customers’ wants and needs
are heard and translate into technical characteristics.
 QFD provides a graphic method of expressing relationships between customer wants
and design features.
 It is matrix that lists the attributes a customer wants and compares it to the design
features( service that satisfy customer wants)
 The primary matrix is the relationship matrix between the customer needs or wants
and the design features and requirements.
 Checklist for drawing upQFD Opportunity
 QFD in measure is useful to translate customer needs into the optimum metrics
or Six Sigma.
 QFD is an opportunity to really listen
• The customer knows what they want
• They often don’t directly verbalize
• Watch for what they say they don’t want
 Understand the types of needs of customers
• What does the customer say
 “Voice of the customer” is also a process

The Customer Knows What They Want

How We Extract It Also Matters
 Checklist for drawing uBuilding a QFD
 Determine the voice of the customer
 Have the customer rank the relative importance of his/ her wants
 Have the customer evaluate your company against competitors
 Determine how the works will be met
 Determine the direction of improvement for the technical requirement
 Determine the operational goals
 Determine the relationship between each of the customers
 Determine the correlation between the technical requirement
 Determine column weights
 Add regulatory or internal requirement
 Analyze QFD matrix
 Checklist for drawing uQFD Encourages

 Team building
 Consensus (awareness)
 Creativity
 Structure
 Organization
 Develop new ideas
 Remove suggestive from the product development process
Checklist for drawingPossible Benefits ofQFD

 Creates a customer driven environment

 Reduces the cycle time for the new products
 Uses concurrent engineering methods
 Reduces design to manufacture costs
 Increase communications through cross functional teams
 Creates data for proper documentation of engineering knowledge
 Establishes priority requirements and improves quality
Checklist for drawingCharacteristics of QFD

Four main phases to QFD

• Product planning including the “House of Quality”

(Requirements Engineering Life Cycle)
• Product Design (Design life Cycle)
• Process Planning (Implementation Life Cycle)
• Process control ( Testing Life Cycle)
Checklist for drawingHouse of Quality Sequence
Checklist for drawingHouse of Quality Sequence
Checklist for drawing4-Step Methodology of QFD
QFD uses some principles from Concurrent Engineering in that cross
functional teams involved in all phases of product development. Each of the
four phases in a QFD process uses a matrix to translate customer
requirements from initial planning stages through production control. Each
phase, or matrix, represents a more specific aspect of the product's
requirements. Relationships between elements are evaluated for each phase.
Only the most important aspects from each phase are deployed into the next
matrix.
Phase 1, Product Planning: Building the House of Quality. Led by the
marketing department, Phase 1, or product planning, is also called The
House of Quality. Many organizations only get through this phase of a QFD
process: Phase 1 documents customer warranty data, competitive
opportunities, product measurements, competing product measures, and the
technical ability of the organization to meet each customer requirement.
Getting good data from the customer in Phase 1 is critical to the success of
the entire QFD process
Phase 2, Product Design: This phrase 2 is led by the engineering
department. Product design requires creativity and innovative team ideas.
Product concepts are created this phase and part specifications are
documented. Parts that are determined to be most important to meeting
customer needs are then deployed into process planning or phase 3
Phase 3, Process Planning: Process planning comes next and is led by
manufacturing engineering, During process planning, manufacturing
processes are flowcharted and process parameters (or target values) are
documented.
Phase 4, Process Control: And finally, in production planning, performance
indicators are created to monitor the production process, maintenance
schedules, and skills training for operators. Also in this phase decisions are
made as to which process poses the most risk and controls are put in place to
prevent failures. The quality assurance department in concert with
manufacturing leads Phase 4.
Checklist for drawingQFD Matrix – How does it work?
Checklist for drawingQFD Matrix – How does it work?
 Metrics

How strongly does the metric

influence the customer need

What How
 Checklist for House of Quality
The primary planning tool used in QFD is the house of quality. The house of quality
translates the voice of the customer into design requirements that meet specific target
values and matches that against how an organization will meet those requirements. Many
managers and engineers consider the house of quality to be the primary chart in quality
planning.

To build House of Quality

 Identify customer wants
 Identify how the good/services will satisfy customer wants
 Relate customer wants to product how
 Identify relationships between the firm’s how and the customer’s how
 Develop importance rating
 Evaluate competing products
EXAMPLE 6.1
Controlled Vents
The structure of QFD can be thought of as a framework of a house, as shown in the
following figure-

1. Customer requirements -the voice of customer in their own words

2. Planning matrix
• Customer satisfaction-existing products fulfilling specified requirements.
• Improvement ratio = planned rating/existing rating
• Sales point-weight for marketability
• Overall weighting=Improvement factor*sales point*customer
importance
3. Technical requirement – engineering characteristics, voice of the
company
4. Interrelationships –between customer requirements and technical
requirements
5. Roof – consider impact of technical requirements on each other
 QFD Example an Automobile Bumper
Customer Request There is too much damage to bumpers in low-speed
collisions. Customer wants a better bumper
Identify Customer(s)
• Repair Department
• Automobile Owner
Determine Custome Requirements/Constraints
• I want something that looks nice (basic)
• It must hold my license plate (performance)
• I want it strong enough not to dent
(excitement)
• It must protect my tail
• lights and head-lights (performance)
• I don’t want to pay too much (basic)
Prioritize Customer Requirements
Competition Benchmarking
• Identify Competitors
• Test and Analyze Competitor Products
• Reverse Engineer Competitor Products
• Rate Competitor Products against customer
requirements/constraints
Translate Customer Requirements into Measurable
Engineering Specifications and define target values
• Specify how license plate will be held
• Specify how to resist dents through material yield
strength, young's modulus, etc.
• Specify with a dollar amount the term ‘inexpensive’