PERANCANGAN PRODUK - Universitas Brawijayadebrina.lecture.ub.ac.id/files/2015/09/PerPro-07.pdf · PERANCANGAN PRODUK Chapter 7 Gasal 2015/2016 Debrina Puspita Andriani Teknik Industri

PERANCANGAN PRODUK Chapter 7 Gasal 2015/2016

Debrina Puspita AndrianiTeknik Industri Universitas Brawijaya

e-Mail : [email protected] Blog : http://debrina.lecture.ub.ac.id/

CONCEPT GENERATION

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Concept Development Process

Perform Economic Analysis

Benchmark Competitive Products

Build and Test Models and Prototypes

IdentifyCustomer

Needs

EstablishTarget

Specifications

GenerateProduct

Concepts

SelectProduct

Concept(s)

Set Final

Specifications

PlanDownstreamDevelopment

MissionStatement Test

ProductConcept(s)

DevelopmentPlan


Concept Generation

Customer Needs

Target Specifications

SET of Possible ConceptsConcept Generation

Phase

Goal: By the end of this phase, your team should feel confident that the full spectrum of

options has been explored.

"Fail Often, Fail Fast, Fail Cheap"


•  Goal: generate many concepts •  Numerous techniques

•  use functional decomposition, then generate concepts from function •  concept combinations •  analogies •  related, unrelated stimuli

Product concept • A technical description of how the product will satisfy the customer’s needs

• An approximate description of •  the technology, • working principles, and •  form of the product

• Often expressed with a sketch or 3D model, accompanied with a brief textual description.

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Common dysfunctions during concept generation

• Consider only one or two alternatives • Fail to consider the usefulness of the concepts •  Involve only one or two people in the process •  Ineffectively integrate promising partial solutions • Fail to consider entire categories of solutions

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• Understand the problem •  From the team’s (product) mission statement •  From the customers needs •  From the product specifications

• Decompose the problem into simpler sub-problems •  Divide and conquer •  Using function diagrams

•  Decompose by sequence of user actions •  Decompose by key customer’s need

•  Focus initial efforts on the critical sub-problems •  Focus on critical sub-problems •  Defer solutions to other sub-problems

Clarify the

Problem


Concept Generation Example: Power Nailer

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Understand the Problem

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•  From mission statement •  It will use nails •  It will be compatible with nail magazines •  It will nail through roofing singles into wood •  It will be hand held

• Based on assumptions •  It inserts nails in rapid succession •  It is light weight. •  It has no nailing delays (from the user’s view)

•  From specifications •  Nail length ranges from 25-28 mm •  Nailing rate is 1 nail per second. •  Tool mass is less than 4 KG.

A. Functional Decomposition •  Function: WHAT the product must do •  Form (Shape, or Structure): HOW the product will do it •  “Form follows function”


• System Flow Diagram

• Energy, Material, Information (Signal) System Flow Diagram

Functional Decomposition

•  Find the overall function that needs to be accomplished

Step 1:

•  Create subfunction descriptions

Step 2: •  Order the subfunctions

Step 3:

•  Refine subfunctions

Step 4:


Problem Decomposition: Function Diagram

Storenails

Store oraccept

externalenergy

Isolatenail

Convertenergy to

translationalenergy

Applytranslational

energy to nail

Sensetrip

Triggertool

Energy

Nails

"Trip" oftool

Drivennail

Hand-heldnailer

Energy (?)

Signal (?)

Material (nails)

Energy (?)

Signal (tool "trip")

INPUT OUTPUT

Material (driven nail)


Step 1

Step 2

Functional Decomposition


•  Example: Refinement showing subfunctions (Hand-Held Nailer)

Store/accept external energy

Sensetrip

Storenails

Trigger tool

Isolate nail

Convert energy to

translational energy

Apply translational energy to nail

Energy

Nails

“Trip” of Tool

Driven Nail

B. The FAST Method •  FAST - Function Analysis System Technique • A top-down approach • Used to display functions in a logical sequence, prioritize

them, and test their dependency

•  First step - brainstorm all functions the product will serve in the eyes of the customer

• Ask “what the product does”, not “what the product is” • Use simple noun-verb / verb-noun structure

•  produce torque, generate light, shape material


The FAST Model • Construct two vertical dashed lines - one left (How → ),

one right (← Why ) •  define scope of product development objective


How → ← Why

BasicFunction

SecondaryFunction

SecondaryFunction

BasicFunctionGoal Method

Domain of Project Study

The FAST Model • Horizontal direction orientation • How → Why (left to right on diagram)

•  Start with function - ask How that function is performed; develop subfunctions in moving left to right

• How ← Why (right to left on diagram) •  Moving right to left abstracts the problem to a higher level


FAST Example – Cannister Vacuum Cleaner with Power Head

How → ← Why

LoosenDirt Scrape

Surface

MoveAir

CleanSurface

Pwr HeadAttachments

ProvidePower

RemoveDirt

StoreDirt

ConveyDirt

EntrainDirt

BrushSurface


• Essential for information gathering • Aimed at overall problem as well as

sub-problems • Continuous throughout development

process • Conventional solutions for some sub-

functions can be combined with novel solutions for others

External search


External Search: Hints for Finding Related Solutions

Lead Users

benefit from improvement

innovation source

Benchmarking

competitive products

Experts

technical experts

experienced customers

Patents

search related

inventions

Literature

technical journals

trade literature


Patents/Literature •  US Patent and Trademark Office Web Site

•  http://www.uspto.gov/ •  http://www.uspto.gov/web/offices/com/iip/index.htm

•  European Patent Office •  http://www.european-patent-office.org/online/

•  Academic Journals •  Database tools such as web of science, engineering index,

compendex, science citations index, etc. •  Conference Proceedings •  Internet Resources

•  Search engines: Google, Metacrawler, … •  Government Web Site (Foreign and Domestic) •  DO NOT rely exclusively on internet search resources. They are often

good, but they are also often WRONG and INCOMPLETE


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Professional Societies •  Project Management Institute (PMI) •  Institute of Electrical and Electronics Engineers (IEEE)

The technical objectives of the IEEE focus on advancing the theory and practice of electrical, electronics and computer engineering and computer science.

•  Software Engineering Institute The SEI mission is to provide leadership in advancing the state of the practice of software engineering to improve the quality of systems that depend on software.

•  The International Society for Optical Engineering (SPIE) The society's fundamental mission is to provide world-class education and information services that enhance and promote the profession and field of optical engineering and that add quality and value to the careers of the members it serves.

•  Society of Automotive Engineers (SAE) SAE provides technical information and expertise used in designing, building, maintaining, and operating self-propelled vehicles for use on land or sea, in air or space.

•  American Society for Testing and Materials (ASTM) The society promotes public health and safety, and the overall quality of life; contributes to the reliability of materials, products, systems and services.

•  Society of Manufacturing Engineers (SME) The society is dedicated to serving its members and the manufacturing community through the advancement of professionalism, knowledge, and learning.


Standards • Private Companies & Organizations

•  Underwriter’s Laboratory •  International Organization for Standards (ISO) •  European Environment Agency

• Government •  Occupational Safety & Health Administration •  MIL standards •  Codes

• Societies •  Design standards •  Accepted practices


• Most open-ended and creative phase • Overlapping and Iteration: While the

concept development process appears purely sequential, in fact there are usually parts of the concept generation process beginning during customer needs analysis and the process is iterative.

Internal search


Tips for Idea Generation Focus on generating a large QUANTITY of ideas

Do not criticize individuals, ideas, or suggestions

Do not pass judgment on the statements made

Do not evaluate the merits of an idea – welcome ideas that may first appear infeasible

Set goals – either fixed number of ideas in a session, or maximum ideas in a fixed length of time

Analogies – What other devices solve related problem?

Wish and wonder – Consider new possibilities


More Tips for Idea Generation

• Balance Individual and Group Search •  Individuals generate ideas more quickly than groups

•  Analogies – What other devices solve related problem? •  Wish and wonder – Consider new possibilities

• Group interaction is critical for refinement, combination, and critique of the solutions •  Group sessions build team consensus that solution space has

been adequately explored •  Gallery Method – Display many concepts created by various

individuals at once (via post-its, etc.) •  Explain •  Improve/refine •  Identify related concepts


Internal Search: Hints for Generating Many Concepts

Suspend judgment

Generate a lot of ideas

Infeasible ideas are welcome

Use graphical and physical

media

Make analogies

Wish and wonder

Solve the conflict

Use related stimuli

Use unrelated stimuli

Set quantitative

goals

Use the gallery method

Trade ideas in a group


Intuitive Techniques

Imagery

Analogy

Brainstorming

• Relax • Ask your intuition for an image • Accept whatever images emerge • Make the image vivid • Look for qualities in the image

• Similarity between things that are otherwise dissimilar

• Makes the familiar strange and the strange familiar

• Goes hand in hand with imagery

• Define in neutral terms • Record all ideas - even wild ones • Suspend judgment • Stretch for ideas • Encourage embellishments • Select at a separate time


•  This step is particularly valuable when the problem has been successfully decomposed into sub-problems.

•  However for some simple or highly integrated products, the team may find it more useful to consider entire concepts from the start, rather than combining solution fragments.

Systematic exploration


Linear Techniques

Osborn’s Idea Spurring

Questions Interrogatory

Analysis Matrix/

Morphological Analysis

Concept combination

tree

Concept combination

table

A. Osborn’s Idea Spurring Questions • Substitute (What other process, material?) • Combine (Combine units, purposes, …?) • Adapt (What else is like this, …?) • Modify (New twist? Change form, function?) • Put to other uses (New/other ways to use?) • Magnify, Minify (Add to, subtract from,..?) • Reverse (Transpose input, output?)


B. Interrogatory Analysis • Phrase a question about the problem using each of the 5

W’s and H


•  Why… •  Where… •  Who… •  When… •  What… •  How…

C1. Function Trees • An elementary approach to developing a functional

description of a product • Decompose prime function hierarchically into subfunctions •  Iterate down to functions of simple features •  Fast and simple, but interconnecting links between

subfunctions not considered


Menyimpan atau menerima enegri

Sistem bahan bakar udara

Pneumatic

Hidrolik

Listrik

Nuklir

Kimia

Sistem ledakan

Dari saluran di dinding

Batterai

Sel bahan bakar

Pohon Klasifikasi Konsep untuk Beberapa Konsep Sumber Energi Alat Pemaku


C2. Concept Combination Table Generating Concepts From Functions • Concepts are the means of providing the function • Concepts can be represented as sketches, block

diagrams, textual descriptions, models, etc. •  “Morphological technique” a widely used technique

•  morphology à study of form or structure


Generating Concepts From Functions

Step 1: Develop concepts for each function

• Goal: generate as many concepts as possible

•  First: For each function, develop as many alternative functions as possible

•  Second: For each subfunction, develop as many means of accomplishing the function as possible

Step 2: Combine concepts

• Method: Select one concept for each function and combine those selected into a single design

•  Cautions • May generate too many ideas •  Erroneously assumes that

each function is independent and each concept satisfies only one function

•  results may not make sense












• Encourage teams to reflect upon the process used and to improve upon it

• Continuous improvement is an essential part of the product development process

• Questions: •  The solution space? •  Alternative function diagrams? •  Alternative ways to decompose the problem? •  Additional external resources? •  All ideas generated and integrated?

Reflect on the

process


Documents

PERANCANGAN PRODUK - Universitas Brawijayadebrina.lecture.ub.ac.id/files/2015/09/PerPro-07.pdf · PERANCANGAN PRODUK Chapter 7 Gasal 2015/2016 Debrina Puspita Andriani Teknik Industri