GUJARAT TECHNOLOGICAL UNIVERSITY

B. E. VII SemesterExamination DEC-2012

th

Subject code: 171904

Subject Name: P.D.V.E
Date:27/12/2012

Time: 10:30 am 01:00 pm

Total Marks: 7
PAPER SOLUTION
Q.
1

7
List and explain the characteristics of successful product
development.

An
s.

1. Product quality
Customer needs
Robust and reliable (product)
2. Product cost (Manufacturing cost)
Capital equipment Tooling
Incremental cost for each unit
3.

Development time
Responsiveness to competitive forces
Responsiveness to technological development
Economic returns

4. Development cost
Significant fraction of the investment
5. Development capability
Capability to develop products more effectively and economically
Q.
1

b
An
s

Explain difference phases of industrial design process

Research (finding problems)
Creatively developing a variety of valid concepts (problem-solving)
Refinement of a focused concept into a prototype
Testing/validation of the prototype(s)
Final part design, tooling, and production

1. Planning
Corporate strategy
Assessment of technology developments and market objectives
Output : the project mission statement
The target market for the product, business goals, key assumptions, and
constraints
2. Concept development
target market

generate alternative product concepts

select an alternative
Concept: form, function, features, spec.
analysis of competitive products, economic justification of project

3. System level design

product architecture and division of it into subsystem andComponents
assembly scheme
output: geometric layout function spec. of subsystem process for
assembly process

4. Detail design
Complete spec of geometry, materials, tolerances, standard parts
Manufacturing: process plan and tooling
Output: control document for the product drawings or computer files
geometry, process plan for fabrication and assembly

5. Testing and refinement

Construction and evaluation
Early (alpha) prototypes
production - intent parts
same geometry and material properties for production version
verifying functional working and customer needs
Later (beta) prototypes
parts supplied by intended production processes
evaluated internally and tested by customers in their own use
environment
goal of beta proto - performance and reliability

6. Production ramp-up
Product is made using intended production system
Train the workforce and workout remaining problems
Artifacts-supplied to preferred customers
Transition from production ramp-up to ongoing production
gradual and continuous

Q.
2

7
Explain the importance of product planning. Explains product planning process in
detail.

An
s

Its purpose is to minimise production time and costs, efficiently organise the use of resources
and maximise efficiency in the workplace.

The product planning process consists of 5 steps:

Step 1: Identify Opportunities
Step 2: Evaluate and Prioritize Projects - Competitive Strategy (Technology
leadership, cost leadership, customer focus, imitative) -Market Segmentation
-Technological Trajectories -Product Platform Planning [-Balancing the
portfolio]
Step 3: Allocate resources and plan timing -Allocate resources -Plan timing
(Timing of product introductions, technology readiness, market readiness, and
competition)
Step 4: Complete Pre-Project Planning -Mission statements (product
description, benefit proposition, key business goals, primary market, secondary
market, stakeholders) -Assumptions and constraints (Manufacturing, Service,
Environment) -Staffing and Other Pre-Project Planning Activities
Step 5: Reflect on the Results and the Process
Q.
2

7
Explain the following with reference to indentifying
customers needs:(1) Gathering raw data from customers
(2) Interpreting raw data interims of customers needs

An
s

Identifying Customer Needs

The process:
1. Gather raw data from customers
2. Interpret raw data in terms of customer needs
3. Organize needs into a hierarchy (primary, secondary,
etc.)
4. Establish relative importance of each need

5. Reflect on the results and the process

1. Gather raw
data from
customers
Interviews
Focus groups
Observing product in use
Meeting
With The
Customers
2. Interpret raw data in terms of customer needs

Express need as what, not how

Express the need as specifically as the raw data

Use positive, not negative, phrasing

Express the need as an attribute to the product

Avoid the words must and should

Or
b

An
s

7
Explain the importance of duration and cost of product development in product
development.

Q.
3

a
Explain the designing for stiffness and rigidity with reference to machines and machine
tools.
An
s

rigidity is the resistance with which a body opposes change of form; -- opposed to flexibility,
ductility,malleability, and softness.a rigid system maintains a close-to-original dimensions
despite repeated stresses or smoothly goes over to a new dimension if the stresses are of
permanent nature.
Material stiffness measures the deflection of a sample by a given load per unit area. Steel is
stiffer than rubber, a rubber object deflects more than similarly shaped steel objects supporting
the same load. One can design a rubber chair without exceeding the rubber's ultimate
strength. Using the chair would be more fun than comfort.The design would be acceptable
from a stress and fatigue standpoint but unacceptable from a stiffness perspective.
Geometric stiffness comes into play because different geometries deflect differently under
similar loads. As you know, hollow cylindrical steel pipe deflects significantly less than a round
solid steel shaft of the same area carrying the same load.
Rigidity depends both on material and geometrical stiffnesses

Explain the designing with ceramics.

An
s
OR
Q.
3

Explain the following in connection with design for manufacturing:1. Reduction of cost of components,
2. Reduction of cost of assembly
DFM Method-

Estimate the manufacturing costs.

Reduce the costs of components.
Reduce the costs of assembly.
Reduce the costs of supporting production.
Consider the impact of DFM decisions on other factors.

Component Costs (parts of the product)

Parts purchased from supplier
Custom parts made in the manufacturers own plant or
by suppliers according to the manufacturers design
specifications
Assembly Costs (labor, equipment, & tooling)
Overhead Costs (all other costs)
Support Costs (material handling, quality assurance,
purchasing, shipping, receiving, facilities, etc.)
Indirect Allocations (not directly linked to a particular product but
must be paid for to be in business
Reduce the costs of components.

Understand the Process Constraints and Cost Drivers

Redesign Components to Eliminate Processing Steps
Choose the Appropriate Economic Scale for the Part Process
Standardize Components and Processes
Adhere to Black Box Component Procurement

Understand the Process Constraints and Cost Drivers

Redesign costly parts with the same performance while
avoiding high manufacturing costs.

Work closely with design engineersraise awareness of

difficult operations and high costs.

Redesign Components to Eliminate Processing Steps

Reduce the number of steps of the production process
Will usually result in reduce costs
Eliminate unnecessary steps.
Use substitution steps, where applicable.
Analysis Tool Process Flow Chart and Value Stream Mapping

Choose the Appropriate Economic Scale for the Part Process

Economies of Scale As production volume increases, manufacturing
costs usually decrease.
Fixed costs divided among more units.
Variable costs are lower since the firm can use more efficient
processes and equipment
Standardize Components and Processes
Economies of Scale The unit cost of a component decreases
as the production volume increases.

Standard Componentscommon to more than one product

Analysis tools group technology and mass customization

Adhere to Black Box Component Procurement

Black boxonly give a description of what the component has
to do, not how to achieve it
Successful black box design requires clear definitions of the
functions, interfaces, and interactions of each component.
Reduce the Costs of Assembly
Design for Assembly (DFA) index
Integrated Parts (Advantages and Disadvantages)
Maximize Ease of Assembly
Consider Customer Assembly
Design for Assembly (DFA) index
Boothroyd Dewhurst DFM & A
Munro & Assoc. (Design Prophet/Profit)
Others
(Theoretical minimum number of parts) x (3 seconds)
DFA index =
Estimated total assembly time

Determining the Theoretical Minimum Number of Parts

Does the part need to move relative to the rest of the
assembly?
Must the part be made of a different material from the rest of
the assembly for fundamental physical reasons?
Does the part have to be separated from the assembly for
assembly access, replacement, or repair?
Advantages of Integrated Parts
Do not have to be assembled
Often less expensive to fabricate rather than the sum of each
individual part
Allows critical geometric features to be controlled by the part
fabrication process versus a similar assembly process
Disadvantages of Integrated Parts
Conflict with other sound approaches to minimize costs
Not always a wise strategy
Minimize Ease of Assembly
Part is inserted from the top of the assembly
Part is self-aligning
Part does not need to be oriented

Part requires only one hand for assembly

Part requires no tools
Part is assembled in a single, linear motion
Part is secured immediately upon insertion
Customers will tolerate some assembly
Design product so that customers can easily and assemble
correctly
Customers will likely ignore directions
Consider Customer Assembly

7
What is the importance of product specifications? How the final specifications are decided?
Explain this.
Product Specifications- Define what will actually be delivered
Respond to: customers needs, organizational capabilities,
technology and resource availability .Always Measurable.
Precisely define the end product or result
Quantify the customers needs and specify the degree
to which the needs will be met
Should not limit how the customers needs are to be
addressed
Consist of:
Metric - Characteristic being measured
Value or range of values
Unit of measurement
Product Specifications Process Set Target Specifications
Based on customer needs and benchmarks
Develop metrics for each need
Set ideal and acceptable values
Refine Specifications
Based on selected concept and feasibility testing
Technical modeling
Trade-offs are critical
Reflect on the Results and the Process
Critical for ongoing improvement
SETTING THE FINAL SPECIFICATION
I Develop Technical Model of the Product
Determine the technical feasibility of the product. Is the concept
do-able using
current technology available
Build or design prototypes to evaluate each concept and determine
the
specifications that can be achieved using that concept.
Computer simulation or analytic evaluation. Software such as EM
field
calculations, SPICE, CAD etc. can be used to determine whether

specifications
can be met by a concept without expensive building. However this
usually only
gives you ideal results and real achievable results tend to be less
satisfactory.
Several independent models representing different subsystems are
better than one
inclusive model.
In other words break the product down into
subsystems and
work with each subsystem.
NB The models developed can only relate to a specific design
concept. Therefore
you will need a separate model for each design concept.
II Develop Cost model of the Product
Goal is to determine whether product can be produced at the target
cost
i.e. Manufacturing cost + distribution cost + a reasonable profit will
still give a
competitive consumer price. In the case of a large production run
such as
thousands for several years development costs have very little
impact on target
cost. However when the product run is small and development costs,
especially
for a complex product, are high, these costs must be factored into
the consumer
price
The first estimate of costs can be a bill of materials with each item
cost
determined from the purchase price or cost of manufacturing.
Assembly costs can
be added as these are determined
The bill of materials can also be used as a cost performance
indicator for different
design concepts or target specifications
It must be remembered that where target specifications are a result
of interpreting
customer needs, final specifications, including generating technical
and cost models are
iterative processes followed while in the concept generation, concept
selection stages of
the development process.
III Refine the Specifications, making Trade-offs where
Necessary
Use the technical and cost models to develop final specifications.
Each concept
will have its models and sets of specifications. At this time trade-offs

may have
to be made between costs and achieving target specifications or
between sets of
conflicting specifications.
Use competitive maps plotting cost and value for specific metrics
of your
product and for the competitions products.
IV Flow Down the Specifications as Appropriate
For complex products you need overall specifications
The overall specifications are then applied to each subsystem as
required. In
other words the specifications for each subsystem must be
consolidated to give
the overall specifications
V Reflect on Results and Process
Is the product a winner?
How uncertain or approximate are the technical or cost models?
Is the concept best for the target market or best meets another
market segment?
For example, although a less stringent set of target specifications
had been
established, the new concept allows us to achieve a much more
exacting set of
specifications. This could mean shifting from a consumer market to a
professional or business market.
Can better modeling approaches be adopted?
Q.
4

Lists and explain the advantages of value engineering.

Value Engineering is a technique applied to identifying optimum value solutions
during newproduct development. Value Engineering (VE) is a methodology that is
known and accepted in theindustrial sector. It is an organized process with an
impressive history of improving value andquality.
The VE process identifies;Opportunities to remove unnecessary costs while
assuring that quality, reliability, performance, and other critical factors will meet or
exceed the customers expectations.
Value Engineering (VE) is a
- Reliability
- Maintainability
- Producibility
- Human Factors
- Parts Availability
- Cycle Time
- Quality
- Weight Reduction

Value Engineering helps in improving efficiency

and effectiveness of products, systems and procedures. In

general, VE does the following:

It helps us to pinpoint areas that need attention and
improvement.
It helps in generating ideas and alternatives for
possible solution to a problem.
It provides a method to evaluate alternatives.
It provides a platform for dialogue.
It records the logic behind the decisions.
It improves the value of goods and services
significantly.

Value Engineering is used to determine the best design alternatives for Projects,
Processes,
Products, or Services.
Value Engineering is used to reduce cost on existing Projects, Processes, Products,
or Services.
Value Engineering is used to improve quality, increase reliability and availability,
and customer
satisfaction.
Value Engineering is also used to improve organizational performance.
Value Engineering is a powerful tool used to identify problems and develop
recommended
solutions. it also help to
Decreasing costs
Increasing profits
Improving quality
Expanding market share
Saving time
Solving problems
Using resources more effectively and improve total productivity.
b

Explain the value standards.

Standards Define Ways For Having An Ordered And Consistent Manner Of Doing Things And Most
Important It Is A Way Of Enabling Interoperability. For Example, Interoperability Of Software
Components Is Facilitated By The Application Of Standards Defining The Interfaces.

Value Standards1) Define the steps and components that constitute a valid Value
Study.
2) Document supporting information that defines a generic
methodology, common terminology, and standard practice to guide
practitioners and managers in effectively applying value
methodology to improve the value of their projects.
3) Guide the practitioner and manager in determining at what point
to apply value methodology to a project in order to maximize:
a. the benefits of team innovation skills and
b. implementation of alternative(s) that add value to the project.
This document may be used by both practitioners and managers as a

guide for applying value methodology.

The Value Standard allows for the tailored application of value
methodology and related practices to suit the intended application.
The Value Standard has not been prepared as a legal document. If
the user intends to use the Value Standard for procurement purposes
the user should consult expertise familiar with contract language,
including seeking legal guidance. Also consider value Engineering Job
plan.
or
Q.
4

Explain the project selection and methods selection with reference to selection of evaluation of valu
engineering projects?
Before a value study can be made, a project must be selected for the study.
It is true that any item can be subject to value study and at any point of time in
its cycle and that it will yield an average minimum of 10% return on
investment. However, wisdom dictates that any such effort should be directed
towards getting the maximum return, considering the limitations in value
engineering resources available. Therefore projects have to be screened and
problem items, chosen.
There are many, ways to choose the probable items for value effort. Some
managements choose the items that they want examined. Where there is a value
engineering group in the company, the value engineering personnel may decide
what to evolutes. In sill others, the employees are given the opportunity to
suggest items from which selection is made.
Generally, high cost items, highly competitive items, products manufactured in
bulk, items with stringent quality condition, product and services posing
vexatious problems for manufacturing, warranties, and vendor supplies, capital
projects, product/process of high degree of complexity and involving large
manpower requirements, old products and imported items are good candidates
for value studies. Similarly, persistent production bottleneck, breakdowns,
heavy rejections, scrap and re-work, customers complains, monopoly supplier
items and the like indicate the need for effort to find solutions. Such items of
current interest for the organization are also good candidates for value studies.
Short-term considerationssuggest current high turn-over items and long-term
approach, items at concept/design stage.
Some of the techniques used for project selection are enlist below:
(1)Felt need.
(2)Reviews by standing committees.
(3)Suggestion schemes.
(4)Seminars.
(5)Relative ranking.
(6)Preliminary assessment of value index, value gap, value mis-match, index of cost
savingspotential.
(7)Brainstorming in training courses.

(1) FELT NEED

During normal operation of an enterprise, from time to time ,instances in
obvious need for improvements and /or cost reductions would mainfest itself.
Similarly, customer feed-backs, changes in user needs or application of the item,
advances in technology, or comparisons with competition will also bringto light the
need for changes or modifications. More expansive products or components or
critical manufacturing operations which have greatest potential for savings may
become evident. Employees facing specific problems on their jobs may want
something to be done to remove the deficiency or correct the situation, when they
would suggest items for study or attention. The felt needs may be personal or
company-motivated, problem or profit-stimulated or a combinatation of these. All
such information should be listed and maintained up-dated. Projects for value
study could be selected from the list.
(2) REVIEWS BY STANDING COMMITTEES
Various standing committees in the organization would suggest items or
areas for attention, as part of their routine work. Examples are Design,
Reviews, Review of planning documents, New product introduction, Quality
managementreports,etc. A list of such items could from the basis for selection.
(3) RELATIVE RANKING
To get a real benefit from the technique, it is very much necessary that
the
problem is rightly understood and selected. Normally, any problem thatcomes
ones way is taken up and a quick study is carried out as regards thefunctional
analysis and alternatives are suggested. This is followed becauseof the urge for
showing glaring results in terms of high percentage savings;but in fact it might
be a very meagre sum as far as the absolute moneyVALUE is concerned. What
need to be done is to select those problem areaswhere a potential for net higher
savings is expected, although the percentagescope may be very low, because it
is the Rupees saved that matter and notthe percentage figures. For ensuring this
the easiest and surest way is touse the Paretos Analysis, more commonly and
universally known as ABCanalysis and used in any problem selection. But
ironically the only potentialuse of this analysis made is in the area of Materials
Management. Here, it istaken for granted again, that the reader is aware of the
methodology of ABCAnalysis, and hence only a reference is made.
SELECTION CRITERIA :
The main important Factors to be considered for the selection of a problem
area are :
1. Products with poor profit margin
2. Comparison with competitive products
3. Modification (Market demand)
4. High Service Cost
5. High tooling cost
6. Import problems

7. Availability
8. Maintenance and Operational Complexities
9. Obsolescence of the Technology, etc.
The Pareto analysis, more commonly known as A B C analysis can be
used
for initial selection of a problem in the organization. At this stage it would
Chennaisuffice to say that this analysis works on the principle of VITAL FEW
ANDTRIVIAL MANY. In any given setup, there are very few areas
whichcontribute to most of the cost of the system, and a proportionately
largeportion of items contribute for a lesser portion of the cost. The Fig. 3
depictsthe basic features of the ABC Curve. As has been said earlier selection
ismade first of areas which gives maximum advantages. The amount of
Information assembled will depend on this decision. For example the
weightand cost of individual components will probably be unnecessary if
analternative to the whole product is sought.It is useful to establish the amount
of time which should reasonably be expanded, taking into account activities,
costs, other work, etc. and toestablish a rough target of the savings which is
hoped to be achieved.In case of VAVE since the approach is to reduce the cost,
while at the sameitem retaining the quality and performance intact, the analysis
has to be basedon the cost distribution among various Main and Sub-functional
levels.Stated in simple terms, the ABC Analysis as applicable to VAVE is : In
agiven assembly, there would be very few components accounting for themajor
cost (A class items), and very many components accounting for a verymeager
portion of the total cost. (C Class items). Other items would rangesomewhere
in the middle of these, and would be termed as B Class items. Itcan be seen
very clearly as shown in the following tables in case of and Automobile Door
Handle, an Air Breather of a Transformer, a Power loom,and indicator Tube
Assembly of a Tap Changer of a Transformer.
(4) BRAINSTORMING IN TRAINING COURSES.
Brainstorming: This creative approach is an uninhibited, conferencetype,group approach, based upon the stimulation of one person's mind
byanother's. A typical brainstorming session consists of a group of four toeight
people spontaneously producing ideas designed to solve a specificproblem.
The objective is to produce the greatest possible number ofalternative ideas for
later evaluation and development.
B

Explain the different phases of value engineering job plan in brief

An
s

Q.
5

Get management approval for go-ahead, make management plan,

Get management approval for go-ahead, make management plan,
make assignments, implement, follow-up.
make assignments, implement, follow-up.

Explain the cost models in brief.

An
s

Cost: -The basic anatomy of cost consists of three

elements. They are:

1. Direct material cost
2. Direct labor cost
3. Overhead cost
. Classic FAST
ii. Technically Oriented FAST
iii. Customer Oriented FAST

You are selected as Product design and development engineer in multinational mobile
manufacturing company .To develop a new model of mobile is a work assign to you.
How will you attempt this task? While developing the model which parameters you
will consider.
Q.
5

An
s
A

Explain the life cycle cost in detail.

The Life cycle cost, which is also known as

cradle to grave cost, is the total cost from acquisition of
an item to the final disposal of the same after the life of the item.
The elements of Life cycle cost can be narrated as:
Acquisition cost
Operational cost
Maintenance cost
Repair and replacement cost
Salvage cost
These costs arise at different times of the product cycle and
need some explanation.

Acquisition cost
It is not only the raw material cost for manufacturing of the
item. It also includes the drawing and design cost as well as development
cost.

Operational cost
Customer, after purchasing the item, may have
to spend a certain amount of money to use the item. It is
like petrol/diesel cost for running a car. Such type of costs
will fall in this category.

Maintenance cost
There is always a cost of involvement for the
maintenance of the item. This is because there may be
some need to keep the item in good condition. It is like the
change of engine oil for the engine of a car.

Repair and replacement cost

The item may have wear and tear, and may
need repair after certain period of time. There may be

some components in the item which have a limited life

and need to be replaced. These costs will come under
this category. Retreading a car tyre is a repair cost and
providing a new tyre is a replacement cost.

Salvage cost
The customer may sell the product and receive
some amount in return. This amount is called the salvage
cost.
There are two methods of calculating the
Life cycle cost. These are: 1. Present worth Method
2. Annualized Method

Limitations of Life cycle cost: Life of the item: Determining the life of an item is

i.

difficult.
ii. Interest rate: The interest rate may not be same every
year.
iii.

Annual

expenses: Annually

operation
and
maintenance costs are assumed as the expenses
occurring at the end of the year while calculating the LCC.
Intermediate expenses are not taken into consideration.

iv.

Quality/reliability: Not considering the quality

and reliability of the item, since the focus is only on costs.

The lowest LCC item may not be a good quality item.
v.

Aesthetic: Not focusing on the esteem value of the

item. Hence, the lowest LCC item may fail to add to the
esteem of the owner even though it provides the use
value.
vi.
Comfort and safety: The comfort and safety of
the customer are not considered while determining the
LCC. Hence, there is a chance that the lowest LCC item
may not provide sufficient comfort/safety resulting in poor

value to the customer.

b

You are appointed as a senior engineer (Product design) in a multinational

refrigerator company. It is required to develop a new improved model of
refrigerator. How will you carry out the work assign to you? Explain this.
An
s