Professor Ken Pickar

“Product Design”

(E105)

(Robert) Millikan said . . .that that he had observed that a good many Caltech graduates were going into Industry and he said they ought to know something about that. Oral history of Prof. Horace Gilbert recounting conversation in 1929- from the Caltech Archives

Professor Ken Pickar

E-mail [email protected]

Snail mail104-44 Thomas

Office Thomas 101

Classroom Thomas 306

Phone X 4185

Website http://www.cco.caltech.edu/~kpickar/

Sec’y Maria Koerper X3385

Office Hours 1:00-5:30 PM Afternoons

(please call or e-mail first)

My background

• PhD Low Temperature Physics

• Bell Labs

• GE Corporate R&D

• AlliedSignal

E105

Name e-mail phone Class Concentration or

Research Area

Purpose of Course

• To Learn how Product development is carried out in a modern company – through learning about tools

– through examples of how these tools are used

• To apply this knowledge to a design• To learn Team and Communications skills as

applied to Product Design• To do research in Product Design methodologies

Not the Purpose

• To teach you CAD tools

• Formal Methods

• Product optimization Algorithms

• To learn how to manage technology– A course in Management of Technology will be

taught in Q3

• Technology Management Courses at Caltech – E105 Product design (Q1)

» Pickar

– E102 Entrepreneurship (Q2)» Baldeschwieler

– E103 Management of Technology (Q3)» Pickar

• Other Resources– Industrial Relations Center Short courses (http://www.irc.caltech.edu)

– Caltech/MIT Enterprise Forum

– Caltech Entrepreneur’s Club (http://www.its.caltech.edu/~eclub)

– Caltech Women’s Center ([email protected])

What is available at Caltech in Technology Management and Entrepreneurship?

Introduction Process

TeamsCycle Time

Program Management

Engineering Economics

QFD

Marketing

TRIZ and Creativity

Systems Engineering

DF AssemblyFactory OperationsDesign of ExperimentsSix SigmaReliability (FMEA) Design for EnvironmentBaldridge and QualityEthics of Product design

E 105 Review of subjects covered

Team Project Early Milestones

Term Product Design assignment

1. Form a team Thursday 9/30

2. Take Team Course Saturday, 10/2

3. Choose a project 10/7

4. Get problem accepted 10/12

Form a Team• Suggest teams of 3-4 (tops) • Some bases for choice

– Compatibility– Challenge– Dependability

• Choose carefully- but decisions are reversible• Each member of the team has at least one Leadership Role plus each

assists the other in their roles. Roles can rotate.– Leadership Role examples

• Program Manager• Marketing• Systems Engineering• Component Design• Producability

Examples of Team Projects

Examples:– A security project e.g. an electronic lock which is controllable remotely

– A laser projection patterning system for home or rock concerts

– A digital instant camera

– A light emission diode display

– A mass spectrograph accessory

– A simple computer animation system

– An auto body dent removal system

– A design based on business plan of E102

– A Research Project you are involved in which has productization potential

– Other ideas arising from brainstorming

Team Problem

• Use tools described in Class including the following tools

• PM

• ROI

• Market Research

• QFD

• TRIZ

• Systems Engineering

• DOE

• DFA

• FMEA

• Six Sigma

• DFE

Grade or P/F (but whole team must be the same status)

40% HW, 40% Term Assignment, 20% class participation

All grades are designed to assess knowledge of the design process, creativity in application

A word on teams

• Feedback show that this is an area that needs improvement– Schedule engineering

– Running a meeting- too much wheel spinning

– Equality of Effort

– Occasional blow-up

• To help in resolving some of these concerns, we are requiring that all class participants attend a one-day course on Teams

Working Effectively As A TeamKathleen Terry

Participative Management SystemsSaturday, Oct 2, 1999 9:00 AM to 4:30 PM

Avery Library

During the Engineering Design of Products course, youwill be asked to work as a three-person team. In order tohelp you in accomplishing the course’s objectives andminimize the potential issues that might arise when youwork with others in a teaming situation, students will havethe opportunity to attend a one-day team building class.This class is designed specifically to increase yourteamwork effectiveness and efficiency. The skills youlearn during this program will also help you when workingwith or leading others within and outside of Caltech.

The training will focus on developing skills in the followingareas:

Team Development Meeting Management Conflict Resolution Team Facilitation

.

Program Objectives

During the training you will:

Identify the benefits and characteristics of an effective team. Analyze your own effectiveness as a team leader/member. Achieve better working relationships among team members. Identify your preferred work style and its impact on others. Practice building team consensus. Agree on and practice conflict resolution strategies. Set up efficient and effective project meetings. Clarify group roles, goals, relationships and decision processes.

The instructor

Kathleen Terry has had extensive experience in helping industrial organizations create successful workteams. She has also facilitated and presented team building classes of Caltech graduate and undergraduatestudents in past Leadership Institutes held on campus

Class Attendance Expectations

• Lectures will be posted on web-site but. . . . .

• Cannot significantly benefit from the course without class attendance. Don’t depend on web-posted Vugraphs!

• Powerpoint bullets don’t contain– Background

– Discussion

– Q and A

– Demos

• Decide whether you want to make commitment

Other

HW

• One team will present the results at the beginning of the class. Vugraphs may be e-mailed in advance or presented at class

• All teams must do all Homework– 8-10 assignments- due one week from hand-out

• 20% for every class day late

• Drop the lowest grade

Other

• Field trips– TBD

• To see how designs and factories interact

• To see how Internet products are created

Books on Reserve

Books on Reserve E 105

Prof. Ken Pickar

Total Quality DevelopmentDon Clausing ASME Press 1994

Production and OperationsManagementRichard B. ChaseNicholas J AquilanoRichard D. Irwin Inc

Portfolio Managment for NewProductsRG Cooper, S.J. Edgett, E.J.KleinschmidtPortfolio Study, McMasterUniversity905-525 9140 Extension 27437

Understanding Industrial DesignExperimentsStephen R. Schmidt Robert G.LaunsbyAir Academy Press

Twenty-first Century JetKarl SabbaghScribner 1996

Financial Performance Measuresfor Technological CorporationsDr. Simon Ramo. I have ordered40 copies of this from TRW(gratis)

Reliability Engineers HandbookDimitri KececiogluPrentice-Hall 1991

Product Design and DevelopmentUlrich and Eppinger,McGraw Hill

Integrated Product and ProcessDesign and DevelopmentMagrebCRC Press

• Tuesday, Thursday evenings• 7:00-8:30 OK• Open reception when speakers attend• Potential Saturday morning visits

– Company A

– Company B

Times

Introduction to the Product Design Process

Why is this important to Caltech students? (WIIFM?)

• For people going into industry – What kind of company will you work in? Results are applicable to

• Established corporation or new start-up• All industries• All technologies

– e.g. Applicable to systems, software/hardware

– Why now?• Product design has changed significantly over the last 20 years• Not well-documented• Changing rapidly due to the Internet

– Why me?• To understand how Industry really works. • To help decide whether this is for you?• To decrease shock when starting with company• to provide a more sophisticated understanding of how products are made

For people going into academic researchResearch is the input parameter into product design and/or uses the output of product design

Why is this important to Caltech students? (WIIFM?)

ResearchProductDesign

Some Characteristics of Product Design

• Affects all people in the world– Changes and improves people’s lives

– A strong determinant in national standards of living

• Fundamentally drives our economic system by– Providing the link between what people need and want (marketing) and what an enterprise can make

(production).

– Providing the link between new knowledge on what is possible (research) and new useful objects

• Is highly creative– The output never existed before

• Is highly complex– Involves the linked contributions of many different skills

• Is highly evolving– learns from the past

– anticipates (and sometimes brings about) the future

– subject to rapid change

– highly timing dependant

• Can be esthetically beautiful– the product

– sometimes the process

What has changed in the last 10 years?

Change Opportunity

•In the World• Geo-politically• Economically

•In Technology•In Business

What’s changed?

How has this affected the way we develop products?

• Customer focus

• Death of Long Range Planning

• Rise of new start-ups

• De-bureaucratization of older businesses

• Fast Manufacturing

• Higher Quality

• Process-centered

Question: What is the effect of the Internet on these characteristics?

How has this affected the way we develop products?

A Process

• What is a Process?– A set of actions with decision points which describe a flow of activities

• Why a Process?– Repetition allows for continuous learning

• Don’t need to reinvent the wheel

– Can tell where you are

– Can tell where you are going

– Can tell how you are doing

– Forces clear roles and responsibilities• for smooth handoffs

– Can import ideas from other domains

– Is a common language, extensible to other domains

What are some examples?

What are some examples?

– Performing an experiment

– Synthesizing a new material

– Building a MEM device

– Writing a grant proposal

Or. . .

– Waking up and arriving at work

– Writing bills at the end of the month

– Mowing the lawn

– Planning a vacation

– Caltech education!

Process Mapping

Start, Stop

Decision

Action,

Continuation

A process has. . .

- A Beginning

- An end

- A Duration (C/T)

- Entitlement

- Theoretical

- Actual

Sequential Actions (flow)

Decision Points

Quality

Performance

Efficiency

What Characterizes all processes?

• Cycle time– average time for products to be designed

• Quality– defects in process

• Cost– development cost per product in dollars, people

• Performance– Are products competitive?

Are these co-variant?

How would you measure these characteristics?

Work Example of a process

• Getting a job

Another example

Three Fundamental Business Processes

1. Make/Market

To take an order

To manufacture the product

To ship the product

To collect the payment for the product

2. Design Develop

To conceive the product

To design the product

To transfer the product to steady-state manufacturing

3. Strategic

To write and execute the strategic plan of the company

All business activity is contained in these processes or directly support them

The Integrated Product Delivery Process (Design/Develop)

Pre-Concept

Concept

Detailed Design

Integration and test

ProductDefinition

Transition to Manufacture

Integrated Product Development Process

1 Pre-Concept• Determine marketable product

• Write outline of business plan

2 Concept • At least one viable approach determined

• Systems simulation

3 Product Definition• Demonstrate viable approach (prototype, model)

4 Detailed Design• Create the data package that enables the design to be built

5 Integration and Test• Validate that the product meets requirements

6 Transition to manufacturing

NBD A Sub-process

Questions

• Which of these step takes the longest?

• Which should take the longest?

• Which costs the most?

• Where is it hardest to correct mistakes?

Phase Exit Reviews

• To put discipline in process, DFX tools must be used at their appropriate phase in the process

• Outside reviewers are employed to assure that the process is followed

Concurrent Engineering

• Design/Build Team

• Early Problem discovery

• Early Decision making

• Cross Functional team optimized designs

Old Way

Linear to Concurrent

Cross Functional Teams

Product Metrics

• Quality– How well the product satisfies specifications

– Measured in DPU

• Cost– Meets specs

– Competitive

– Profitable

• Speed– How long did the product take to get to market?

• Performance– Did the product perform to specifications

– Were specs sufficiently aggressive?

Manufacturing Process• Quality

– Yield, redo rate (First pass yield)– Product DPU (Defects per Unit)

• Cost– per unit– standard parts use (inventory)– capital avoidance

• Speed– Cycle Time (Order Entry to Delivery)

• Performance– Productivity– Management of Variation– fill rate

• Capacity– Max Product per unit time

Product Development Process Metrics

Cycle timeAverage time for products to be designed Do products consistently get to market on time?

Qualitydefects in processFirst pass successManufacturing hiccoughs due to designMeasured in DPU

CostDevelopment cost per product in dollars, people

PerformanceUse of Resource V PlanCompetitive Development CostsDid the products perform to specifications?

Superior Vs Average Company

Who has the most influence on the cost of the Product?

• Design Engineering

• Marketing

• The Factory

• Materiel

• ?

DFX

The product development process is characterized by the performance of anticipatory team-driven tasks which will

• Avoid downstream surprises • Cause the product to meet specifications

– Performance

– Quality

– Cost

– Time to market

But X also =• Ergonomics• Aesthetics• Modularity• Standardization• Reliability

Design For “X” (DFX)cont.

• Quality• Cost of Poor Quality minimization• Serviceability• Consonance with manufacturing• safety of use and manufacture


• Legal issues• Regulatory Compliance

• Intellectual property protection

• Standards

• To Customers needs

• To Company Strategy

• To beat competition


• Time to market• Product Platforms• Product Price/Volume/Feature mix• Packaging and Labels• Adaptability to various use conditions• Adaptability to variability in materials and

manufacturing conditions


• Producability • Supplier alignment • Integration of new manufacturing into previous

manufacturing process with minimum disruption and capitalization costs

• Minimum changeover time and cost• Maximum responsiveness to surges (and declines!) in

demand• Ease of Assembly• Parts minimization


• Training of factory personnel, sales force, customers. Manuals and Documentation

• Testability• Inspectability• Spare Parts availibility• Maintainability


• Logistics

• Upgradability

• Shelf life and Storage

• Installability

• Warranties

• Servicing


• Customer assembly• Advertising strategy, plan and literature• Catalogues• Environmental• Disassembly


• Pollution and toxicity• Recycling and disposal• Reuse/remanufacture• Ethical issues• Make/buy


X= (cont.)

• target pricing• cost modeling• investment required• etc.!

A Word on Technology

EngineeringScience•Can the Technology be manufactured with

known manufacturing processes?•Are the critical parameters that control the

new Technology’s functions identified?•Are the safe operating ranges known?•Have the failure modes been evaluated?•Have the life cycle effects been evaluated?•Are the environmental effects known?

If yes, engineering. If no, science

The Integrated Product Delivery Process with Science

After-MarketService

Pre-Concept

Concept

ManufactureSupport

Detailed Design

A MiracleHappens

here!

Give some examples where Science and Engineering were confused

What about Internet products?

Documents

Professor Ken Pickar