Tài liệu tiếng Anh (cao học) Chapter 5 New product development

5-1
Chapter 5
New Product Development
5-2
Key Concepts
•
The Design Process
»
The Investigation or Concept Formation Phase
»
The Development Phase
»
The Production Phase
»
Value Engineering Vis-à-vis Value Analysis
•
Engineering Change Management
•
How to Expand Supply Management's Contributions
»
Design or Project Teams
»
Materials Engineers
»
Co‑location
•
Buyers Supply Management Professionals Who
Interface Successfully with Engineers
5-3
Overview
•

Four Key Issues
»
Early supply management and supplier
involvement
»
Design and development process of new
products
»
Approaches to increasing supply
management’s role in the new product
development process
»
Description of supply management
professionals who interface successfully with
engineers
5-4
The Design Process
•
The Investigation or Concept Formation Phase
•
The Development Phase
•
The Production Phase
•
Value Engineering Vis-à-vis Value Analysis
5-5
Investigation Phase
•
Defining the New Product
•

Statement of Objectives
•
Key Technology
•
Development of Alternatives
»
Suitability
»
Produceaibility
»
Component availability
»
Customer acceptability
Figure 5-1,
Figure 5-1,
Upper Half
Upper Half
5-6
Investigation Phase Continued
•
Development of
Alternatives
»
Make‑or‑Buy and
Outsourcing
Analysis
»
Select Components,
Technologies, and
Supplies

»
Stress Testing and
Failure Analysis
Figure 5-1,
Figure 5-1,
Lower Half
Lower Half
5-7
Questions to Ask Prior to Inviting a Supplier into
the Design Process
•
Will the supplier be able to meet our cost, quality,
and product performance requirements?
•
Does the supplier possess the required
engineering capability?
•
Will the supplier be able to meet our development
and production needs?
•
Does it have the necessary physical process and
quality capabilities required?
•
Does the supplier have both the resources and
the reputation of being able to overcome
problems and obstacles as they arise?
5-8
Questions to Ask Prior to Inviting a Supplier into
the Design Process
•

Is the supplier financially viable?
•
Are the supplier's short and long term business
objectives compatible with ours?
•
If a long term relationship appears desirable, are
the technology plans of the two firms
compatible?
•
If a long term relationship appears desirable, is it
likely that we can build a trusting relationship?
5-9
The Development Phase
•
Prototypes
•
Design Reviews
•
Qualification Testing
»
margin tests
»
life tests
•
Failure Analysis
•
Meet Objectives?
•
Value Engineering
Figure 5-2,

Figure 5-2,
Upper Half
Upper Half
5-10
The Development Phase
•
Design Analysis
•
The Value
Engineering
Checklist
•
Viability
Figure 5-2,
Figure 5-2,
Lower Half
Lower Half
5-11
Value Engineering
•
Value engineering is a systematic study of every
element of cost in a material, item of equipment,
service or construction project to ensure that
every element of cost fulfills a necessary function
and at the lowest possible total cost
•
Value engineering is focused on the design stage
5-12
What is Value?
•

Value can be defined as the lowest end cost at
which the function can be accomplished at the
time and place and with the quality required
•
Some items/services/processes which cost less
than a similar item/service/process may
accomplish the function in a superior or equal
manner
•
Value cannot be determined exclusively by an
examination of the item/service/process being
evaluated
•
The value of any service, material, or product is
established by the minimum cost of the other
alternatives that will perform the same function
5-13
Generalized Procedure for VA/VE
Information Phase
Analysis Phase
Decision Phase
Speculation Phase
Evaluation Phase
What is it?
What does it do?
What does it cost?
How else can the job be
done?
At what cost?
Is the change better?

How much better?
Why?
Review with depts and
suppliers
Select best alternative
Get approval
Prepare specifications
Audit effectiveness
Use experience
Provide feedback
Figure 5-3, Adapted
Figure 5-3, Adapted
5-14
Analysis of Each Component
•
Can any part be eliminated without impairing the
operation of the complete unit?
•
Can the design of the part be simplified to reduce
its basic cost?
•
Can the design of the part be changed to permit
the use of simplified or less costly production
methods?
•
Can less expensive but equally satisfactory
materials be used in the part?
•
Design simplifications frequently are more
apparent than is possible under the original

design
5-15
The Value Engineering Checklist
1. Can the item be eliminated?
2. If the item is not standard, can a standard item be
used?
3. If it is a standard item, does it completely fit the
application, or is it a misfit?
4. Does the item have greater capacity than
required?
5. Can the weight be reduced?
6. Is there a similar item in inventory that could be
substituted?
7. Are closer tolerances specified than are
necessary?
5-16
The Value Engineering Checklist
8. Is unnecessary machining performed on the
item?
9. Are unnecessarily fine finishes specified?
10. Is "commercial quality" specified?
11. Can you make the item less expensively in your
plant? If you are making it now, can you buy it for
less?
12. Is the item properly classified for shipping
purposes to obtain lowest transportation rates?
13. Can cost of packaging be reduced?
14. Are suppliers contributing suggestions to reduce
cost?
5-17

The Production Phase
•
Manufacturing and
Production Plans
•
Knowledge Transfer
•
Process Control
•
In‑Process and Final
Testing
»
adjust or calibrate
the performance
»
eliminate defects
before much value
is added to the
product
Figure5-4,
Figure5-4,
Upper Half
Upper Half
5-18
Production Phase Continued
Figure 5-4,
Figure 5-4,
Lower Half
Lower Half
5-19

Engineering Change Management
•
Material control involvement:
»
provide input on the purchased materials
implications of a proposed change,
»
discuss the timing of proposed changes in
order to minimize costs associated with
unusable incoming materials,
»
to be aware of forthcoming changes so that
appropriate action can be taken with affected
suppliers.
5-20
How to Expand Supply Management’s
Contributions
•
Design or Project Teams
•
Materials Engineers
»
materials engineering and
»
supply management activities of sourcing,
pricing, and negotiating
•
Co‑Location (Harley-Davidson)
»
Faster to market,

»
reduced total cost,
»
improved quality
5-21
Supply Management Professionals Who Interface
Successfully with Engineers
•
Early Supply Management Involvement is part of the culture
and policy of the firm
»
Formerly called Early Purchasing Involvement (EPI)
»
Often requires policy development from upper management to ensure
initial involvement
•
Engineers view Supply Management involvement as an asset,
not a nuisance
»
Supply Managers must acquire skills and knowledge
»
Learn how to read engineering drawings
»
Learn technical terms
»
Meet with supplier’s sales personnel to review technical information
about products
»
Visit suppliers
5-22

Concluding Remarks
•
The design stage provides the greatest
opportunity to reduce costs the life cycle costs of
products
•
Supply management and the firm's suppliers
have major contributions to make during this
process
•
Analysis of adding value is not limited to a firm’s
services and products, supply managers
themselves must add value to the design process
in order to become a viable and lasting member
of the design team
5-23
END