PAPER SOLUTION

SUBJECT: PRODUCT DESIGN AND VALUE ENGINEERING

SUBJECT CODE: 171904

Q.1

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(a) State and explain the factors responsible for product design and Development.
Ans: Product quality: How good is the product resulting from the development effort? Does it
satisfy customer needs? Is it robust and reliable? Product quality is ultimately reflected in market
share and the price that customers are willing to pay.
Product cost: What is the manufacturing cost of the product? This cost includes spending on
capital equipment and tooling as well as the incremental cost of producing each unit of the product.
Product cost determines how much profit accrues to the firm for a particular sales volume and a
particular sales price. If manufacturing cost is too high, it may not be attractive economically to the
consumers. However, it may promise profit to the manufacturer. But, when the product is
technically sound and is not essential, and when it does not fulfill any required need and has good
substitutes, high price of the product will deter the sales. Thus, marketer must consider the product
cost carefully.
Development time: How quickly did the team complete the product development effort?
Development time determines how responsive the firm can be to competitive forces and to
technological developments, as well as how quickly the firm receives the economic returns from
the teams efforts.
Development cost: How much did the firm have to spend to develop the product? Development
cost is usually a significant fraction of the investment required to achieve the profits.
Development capability: Are the team and the firm better able to develop future products as a
result of their experience with a product development project? Development capability is an asset
the firm can use to develop products more effectively and economically in the future.
Trade-offs: An airplane can be made lighter, but this action will probably increase manufacturing
cost. One of the most difficult aspects of product development is recognizing, understanding, and
managing such trade-offs in a way that maximizes the success of the product.
Dynamics: Technologies improve, customer preferences evolve, competitors introduce new
products, and the macroeconomics shifts. Decisions making in an environment of constant change
is a formidable task.
Details: The choice between using screws or snap-fits on the enclosure of a computer can have
economic implications of millions of dollars. Developing a product of even modest complexity may
require thousands of such decisions.
Time pressure: Any one of these difficulties would be easily manageable by itself given plenty of
time, out product development decisions must usually be made quickly and without complete
information.
Economics: Developing producing and marketing a new product requires a large investment. To
earn reasonable return on this investment, the resulting product must be both appealing to
customers and relatively inexpensive to produce.
For many people, development is interesting precisely because it is challenging. For others,
intrinsic attributes also contribute to its appeal.
Creation: The product development process begins with an idea and ends with the production of
the physical artifact. When viewed both in its entirety and at the level of individual activities,
product development process is intensely creative.
Satisfaction of societal and individual needs: All products are aimed at satisfying needs of some
kind. Individuals interested in developing new products can almost find institutional settings in
which they can develop products satisfying what they consider to be important needs.
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(b)Define value, value analysis and value engineering. Discuss in details.
Ans: Value is the relationship between the defined function the customer requires and the costs
incurred to provide that function.

Cost Value

Use Value

Esteem Value

Exchange Value

VALUE = Worth = Performance

Cost
Cost

Value Engineering is a technique applied to identifying optimum value solutions during new
product development. Value Engineering (VE) is a methodology that is known and accepted in the
industrial sector. It is an organized process with an impressive history of improving value and
quality. 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 analysis is a technique applied to improving existing products, processes or services. The
objective is usually to reduce cost, but may equally or simultaneously be to improve performance
or quality. Value Analysis (and Value Engineering) is a systematic, formal and organized
process of analysis and evaluation. It is not haphazard or informal and it is a management activity
that requires planning, control and co-ordination.
Q.2 (a)Explain Function analysis system techniques (FAST) in details.
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Ans: Function analysis system technique is a diagramming technique which reveals the
relationship and inter-relationship of all known function. it will display logical sequence all the
function and show their dependence and priorities. A simple part may have one or more functions.
It is not unusual to find some of them having 20 or 30 function. A complex, product, project or
system may have hundreds of function.
FAST procedure :

Objective of FAST diagram

FAST Diagrams are used to prioritize the objectives or functions of the product. Once the
objectives are prioritized the options are evaluated to determine which will return the most value
based on predetermined value criteria such as:
1. Targeting true customer needs and wants.
2. Delivering requirements but still enabling cost reduction by focusing on what the function
accomplishes versus what the product is.

3. Eliminating unimportant requirements.

4. Adding incremental costs to achieve larger performance benefit.
5. Improving performance and reducing cost simultaneously

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(b) Discuss the role of ergonomics in design and development of new Product.
Ans: Today, both workers and management are concerned about the quality of work lives,
ergonomics and occupational safety and health. New development such as information and
communication technologies and specialized work requiring repetitive tasks add up to a need for
Ergonomics. By examining, designing, testing and evaluating the work piece and how people
interact in it, ergonomics can create productive, safe, and satisfying work environment. Ergonomics
is concerns with the study of the relationship between people and work environment. The scope for
the application of ergonomics in our working environment is tremendous. Ergonomics has the
essential role to play in increasing work efficiency and productivity by making the tool or machine
fit the users and the workers efficiency. Ergonomics today has taken on a broader meaning with
the advent of safer work rules, higher work efficiencies and superior design tools.
Today engineers can study and design machines that are efficient to operate, maintain, build and
transport. Engineering tools, new materials, improved industry standards and new technology
allows a designer to model a machine and actually simulate operation under safer operating
Conditions. It is very important for any organization or workplace for proper ergonomics design to
prevent repetitive strain injuries. These injuries can develop over time due to improper job and
workplace design and can also cause disability. Ergonomics has two major objectives. The first is
to enhance the effectiveness and efficiency with which work and other activities are carried out.
This includes such things as increased convenience of use, reduced errors and increased
productivity. The second objective is to enhance certain desirable human values, including
improved safety, reduced fatigue and stress, increased comfort, greater user acceptance, increased
job satisfaction, and improved quality of life. To develop the optimal conditions for the worker in
work environment, to reduce physiological costs, to improve productivity, to facilitate instrument
handling, to maximize the efficiency of operation and production system, and to minimize human
errors ergonomics is essential.
Ergonomics has a wide application in everyday living and domestic situations; however there are
even more significant implications for efficiency, productivity, safety, health, and comfort in work
settings. For example: human factors plays the following basic roles:
a. Methods and operation design b. System and interface design
c. Product and equipment design d. Task and job design
e. Workstation and work arrangement design f. Information design

g. Working environment design.

Model For An Ergonomics Development Process

The user, the product and the workplace interact with one another and they should be taken into
account in an ergonomic product design process.
Or
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(b) Discuss in detail the process of product development.
A product development process is the sequence of steps or activities which an
Enterprise employs to conceive, design, and commercialize a product.
A Well-defined Development Process is useful for the following reasons,
 Quality assurance :
Following the process is one way to assure the quality of the product.
 Coordination :
It helps act like a master plan to let team members know when to contribute and whom to work with to exchange

information & materials

 Planning :
Built in milestones related to each phase.
 Management :
Able to assess performance of the ongoing development effort.
 Improvement :
Good documentation helps to I.D. opportunities to improve.

Six Phases of the PRODUCT Development Process

Q.3

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(a) How will you incorporate environmental concerns into product design?
Discuss.
Defining operational the construct of green as in green design and green manufacturing: As
previously mentioned, the lack of a precise, meaningful and easy to apply definition of green was a
major stumbling block. Designers needed a standard that they could quickly and easily apply in
assessing different alternatives and in evaluating various trade-offs. It is not enough to rely on the
use of life cycle analysis. Life cycle analysis is often very difficult, expensive and time-consuming
to use. Designers in most cases do not have the time to wait until such an analysis has been carried
out. They need standards and guidelines which can be quickly applied.
Validation of the results of this study through replication: In reviewing the findings and results
reported in this study, it is not known whether the issues and concerns raised in this study are
limited to the participants or whether they are indicative of a broader set of concerns. To make such
a determination requires replication in different settings and industries (either domestic or
internationally) and the development of a larger sample.
The need for a quantitative assessment of the trade-offs between improved environmental
performance and corporate strategic performance: One of the major concerns repeatedly raised
involved worries over whether doing a better job with respect to environmental waste
reduction/elimination would have a negative, positive or neutral impact on cost, lead time, quality
or flexibility (the elements of value). Quantifying this trade-off is both a major task and a critical
research issue.
Assessment of the priority of the obstacles for improving integration of environmental
concerns during the design process: During the course of the study, several obstacles were
identified. These obstacles have been treated as if they are equally important. However, there is no
reason to assume that this is the case in practice. It would be useful to both researchers and
managers if the relative priority (in terms of both importance and ease of being able to overcome
the obstacles) of the various obstacles were to be assessed. This ranking would help direct attention

and effort.
Assessing the impact of the structure of the design process on the effectiveness of
environmental concern integration: All of the processes studied in the paper shared one
important trait -- they were strongly sequential in structure. Environmental concerns, when
introduced, took the form of checkpoints or exit requirements. As a result, when problems
pertaining to environmental concerns were identified, the usual practice was for the designers to
make the minimum level of changes necessary to meet the objectives raised. In this case,
environmental concerns effectively represented performance floors and constraints. However,
introducing environmental concerns into a setting where true concurrence and multi-functional
design teams are present from the outset may result in a very behaviour. Such environments should
be studied in order to determine if the structure of the design process has an impact on how
environmental concerns are dealt with and viewed by those involved.
Examination of the impact of alternative performance measurement schemes on the
acceptance of environmental concerns as an element of performance: Performance
measurement played an important role in this study. It became essentially an obstacle because few
systems measured and rewarded good performance on the environmental design. As a result, the
designers either tended to ignore this dimension of product development or to downgrade its
importance (and hence the amount of time devoted to this dimension). However, given the
importance of performance measurement, there is a need to study alternative schemes or techniques
for evaluating performance and identify those systems or schemes which are most conducive
towards encouraging designers to become more aware of environmental dimension.
Need for alternative tools: A final area fruitful for further research focuses on the development,
Implementation and assessing of alternative tools for identifying and quantifying the environmental
problems and pollution flows generated by alternative designs, process layouts or production
scheme. What is critical about these new tools is that they should be based on frameworks,
technologies or 26approaches familiar to the users (in this case, the product designers). As pointed
out previously, many of the designers were aware of life cycle analysis. However, they were
hesitant in using them because this method of analysis was based on an approach which was
relatively foreign. The first step in this stream of research is to identify what traits in an
environmental tool would be considered most attractive to designers.
(b) Discuss Aesthetic, Ergonomics, Technical and Economic factors with illustrations for 7
value determination.

Ergonomics factors: The study of people and their relationship with the environment around them.
Measurements, also known as anthropometric data, are collected and applied to designs /
products, to make them more comfortable to use. The application of measurements to products, in
order to improve their human use, is called Ergonomics

Aesthetic factors
OR
Q.3 (a) Discuss the product design analysis on the basis of Functional, Aesthetic, 7
Production design and design of Packaging.
Ans: Product analysis can take different forms but in general it means asking questions about a
product and forming answers. It can mean experts analysing a product or members of the general
public or potential customers/groups of people. Product analysis can take place at almost any stage
of the design process.
Product analysis can be carried out by:
1. An individual product being analysed.
2. Alternatively a number of similar products can be compared with each other using the same
criteria
As with any blueprint or schematic, a consistent language or coding system is required to ensure
others can read it. This paper introduces such a design language, called a functional basis, where

product function is characterized in a verb-object (function-flow) format. The set of functions and
flows is intended to comprehensively describe the mechanical design space.
In particular, use of the functional basis described in this article significantly contributes to the
following six product design areas.
Product architecture development. The desire to move the product architecture decision (i.e.
modular vs. integral) earlier in the conceptual design stage necessitates basing the decision
on a functional model of the product.
Systematic function structure generation. The most common criticism of functional models
(particularly their graphical representation known as a function structure) is that a given product
does not have a unique representation. It also provides a consistent basis for developing high level
physical models, and for teaching the abstract concepts of functional modelling to engineers.
Archival and transmittal of design information. Products are transient; their service lives range
from days to hundreds of years, but are nevertheless transient. The design process behind a
product is even more fleeting.
Comparison of product functionality. Few product designs are truly original. Instead, they
incorporate elements of other product designs that have accumulated in the corporate body
of design knowledge. If functional descriptions of products, expressed in a common language, are
accumulated in a repository, then that repository can be searched to find products similar in
function. This offers obvious applications to benchmarking products and searching for form
solutions.
Creativity in concept generation. The ability to decompose a design task is fundamental to
arriving at creative solutions. Likewise, it is critical to represent abstract and incomplete
information to make decisions early in a design process or product development. Functional
Development of a Functional Basis for Design
Accepted to Journal of Mechanical Design models, with the addition of a functional basis,
significantly aid the capacity of design teams to break problems down and make critical early
decisions.
Product metrics, robustness, and benchmarks. An important aspect of product development is
to formulate objective measures for benchmarking and quality endeavours. Functional models can
greatly enhance methods, such as Quality Function Deployment, in identifying and choosing
metrics. The flows or connections of functional models provide a high-level physical model of a
products technical process. These flows, if suitably formalized, are directly measurable, reducing
the guesswork and artistic nature of choosing metrics.
Product design packaging is an integral part of your invention design process. Many times
inventors will get so close to being "finished" with their overall product, that packaging is placed
on the backburner. This should not be the case. As the first line of contact between the consumer
and your invention packaging is the ultimate point-of-sale tool which requires a cohesive design to
encourage sales.
MultipleRevisions:
Make adjustments, refine features and improve your package.
OnlineCollaboration:
Clients are provided with an NventNode account to access, share and store service elements.
UPCBarcode:
Registration of a unique UPC code and barcode placement are included.
ClientApproval:
Client is involved in the entire design process to ensure complete satisfaction.

(b) Explain questionaries technique used in value analysis.

Ans: (1)Felt need.
(2)Reviews by standing committees. Page No:(3)Suggestion schemes.
(4)Seminars.
(5)Relative ranking.
(6)Preliminary assessment of VALUE INDEX, VALUE GAP, VALUE MIS-MATCH, INDEX OF
COST SAVINGS POTENTIAL.
(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 manifest itself. Similarly, customer feed-backs,
changes in user needs or application of the item, advances in technology, or comparisons with
competition will also bring to 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
combination 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 management reports,etc. A list of such items could from the basis for
selection.
Q.4 (a) Discuss the factors responsible for unnecessary costs
Ans: Any cost that can be removed without impairing the essential
Quality
Performance
Customer requirements
Reliability
Maintainability
Marketability
Schedule
Lack of information.
Insufficient data on the functions the owner/user wants or needs and information on new materials,
products, or processes that can meet these needs, within the required cost range.
Lack of ideas.
Failure to develop alternate solutions. In many cases, decision makers accept one of the first
workable solutions that come to mind. This tendency invariably causes unnecessary costs, which
can be eliminated by requiring the development of additional alternate ideas and then making
choices based on economics and performance.
Temporary circumstances.
An urgent deliver, design, or schedule can force decision makers to reach a quick conclusion to
satisfy a time requirement without proper regard to good value. These temporary measures
frequently become a fixed part of the design or service, resulting in unnecessary costs.
Honest wrong beliefs.
Unnecessary costs are often caused by decisions based on what the decision maker believes to be
true, rather than on the real facts. Honest wrong beliefs can impede a good idea that would
otherwise lead to a more economical decision or service.
Habits and attitudes.
Humans are creatures of habit. A habit is a form of response doing the same thing, the same way,
under the same conditions. Habits are reactions to responses that people have learned to perform
automatically, without having to think or decide. Habits are an important part of life, but one must
sometimes question, Am I doing it this way because it is the best way, because I feel comfortable
with my methods, or because I have always done it this way?
Changes in owner requirements.
Often, the owners new requirements force changes during design or construction that increase
costs and alter the schedule. In too many cases, the owner is not cognizant of the impact of the
desired change.
Lack of communication and coordination.
Lack of communication and coordination are principal reasons for unnecessary costs. VE opens
channels of communication that facilitate discussion of subjects and allows the expression of
opinions without undue concern about acceptability. Also, it creates an environment that promotes
listening and responding to varying points of view without becoming defensive. And also
Lack of listening

Lack of problem ownership

Lack of experience.
Poor quality
Risk of personal loss.
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(b) Discuss the link between product design and product cost.
Ans: Product cost is the sum of all costs associated with the production of a specific quantity of a
good or service. And Prodcut design is the detailed specification of a manufactured item's parts and
their relationship to the whole. A product design needs to take into account how the item will
perform its intended functionality in an efficient, safe and reliable manner. The product also needs
to be capable of being made economically and to be attractive to targeted consumers.

Q.4

(a) How applications of value engineering/analysis enhance total productivity?

Ans: 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.
Value analysis can be applied universally, i.e., to everything materials,methods, processes,
services, etc., where it is intended to bring about economics. One should naturally start with items
where the maximum annual saving can be achieved. This immediately suggests that items whose
total annual consumption in Rupees is high should receive top priorities in the application of Value
Analysis. In the same manner, scarce materials, imported materials, or those difficult to obtain
should also receive the attention of the value analyst. Bearing this in mind, Value Analysis can be
systematically applied to
categories of items, such as those listed below in order to bring about substantial
cost reduction.
1. Capital goods plant, equipment, machinery, tools and appliances;
2. Raw and semi-processed material, including fuel;
3. Sub-contracted parts, components, sub-assemblies, etc;
4. Purchased parts, components, sub-assemblies, etc.,
5. Maintenance, repairs, and operational items;
6. Finishing items such as paints, oils, varnishes, etc.
7. Packing materials and packaging;
8. Printing and Stationery items;

9. Miscellaneous items of regular consumptions;

10. Power, water supply, compressed air, steam and other utilities(services) and
11. Materials handling and transportation costs
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(b) Discuss the elements of product design and development.
Ans: 1. Teams/Teamwork. The ability to work with diverse, multi-discipline team members to
successfully reach a goal or objective.
Diverse can refer to gender, ethnicity, educational background, experience, and personality. MultiDiscipline is meant in a broad sense: not just engineering but also business, marketing, customers,
and suppliers.
Some examples of contemporary use of teams are:
TQM (Total Quality Management) and CQI (Continuous Quality Improvement)
Creating and/or developing a Product or service
Improving a Product or service
Process Management and Improvement

2. Communication. The ability to clearly and logically communicate ideas, information, and data
orally and in written form to others in a way that engages the intended audience and addresses
different learning styles.
This is consistently rated as a perceived shortcoming of engineers.
It has been estimated that in verbal communication, the information is communicated in four
waysin these surprising relative percentages:
Content 7%
Tone 33%
Body Language 55%
Other 5%
For best communication,
have a clearly defined purpose/objective
know your audience
make good use of your chosen medium (e.g., paper, overheads, video)
3. Design for Manufacture. Design to maximize ease of manufacture by simplifying the design
through part-count reduction, developing modular designs, minimizing part variation, designing a
part to be multi-functional, etc.
DFM is facilitated by using multi-discipline teams from the project start, including manufacturing
engineering. Use DFM Checklists, initially early in the project. Not every item on the checklist
must be answered yes, but have a good reason for all deviations .
4. CAD Systems. Computer aided drafting boards that allow a user to define a new product by a)
creating images and b) assigning geometry, mass, kinematics, material, and other properties to the
product.
CAD systems vary in complexity and capability. There are simple 2D systems, and more complex
3D systems with solid modeling capability. Some special capabilities include fits and clearances,
geometric tolerancing, feature-based design, and tool path generation for automated machining.
5. Professional Ethics. The ability to conform to standards of conduct determined by one's
profession, in alignment with team and corporate standards.
Follow the Golden Rule: Treat others as you would have them treat you.
Over the years, the focus of published professional Canons of Ethics have changed:
in 1912, the focus was protection of a client's or employer's interest (AIEE)
in 1947, the focus was concern for the safety, health, and welfare of the public (ECPD)
in 1990, the focus is on fair treatment of all persons (IEEE)
6. Creative Thinking. The process of generating ideas, which frequently emphasizes:
making and expressing meaningful new connections,
thinking of many new and unusual possibilities, and
extending and elaborating on alternatives.
The fundamental objective is to turn ideas into something of value in the marketplace. James
Moore said in the Harvard Business Review that the only sustainable competitive advantage
comes from out-innovating the competition. Tom Peters has written that imagination is the main
source of value in the new economy.

Examples of some contemporary practices are

the usual work unit is the team
a mix of creative minds and effective managers
an environment conducive to the free flow of ideas
diversity and divergence of thinking
a community that respects people's differences
a structured idea-generating session, perhaps using Brainstorming
7. Design for Performance. Designed to perform to product requirements under a wide variety of
manufacturing and user operating conditions.
Without this there may be no product, so be sure that the requirements are really what are needed
by customers. Use QFD to insure matching the requirements to customer needs. Use Customer
Panels for ongoing feedback. Multi-discipline teams need to include marketing management.
8. Design for Reliability. Designing the product so it works the first time, every time for the life of
the product (decreasing cycle failure).
Robust Design in its most general sense insures operation in a variety of environments, throughout
life. Environmental Stress Testing weeds out problems by subjecting samples to a simultaneous set
of extreme operating conditions.
9. Design for Safety. Design so that the manufacture of and the use or abuse of the product
minimize the possibility of injuries which could lead to product liability problems.
There are Federal requirements to be met. DFS experts in your company or as consultants know the
rules and many opportunities. Designers should use DFS Checklists and published signage and
labeling standards.
10. Concurrent Engineering. An approach to new product development where the product and all
of its associated processes, such as manufacturing, distribution, and service, and developed in
parallel.
Concurrent engineering is strongly supported by
multi-discipline design teams
shared data resources
design reviews
11. Sketching/Drawing. The ability to clearly illustrate ideas and design by freehand sketching.
This requires some skill at recognizing shape and form instead of identifiable familiar objects. This
skill can be developed to a fairly high level. Primary uses for sketching are developing your ideas,
and selling your ideas to others. The latter requires better art work.
12. Design for Cost. Meeting customer requirements while minimizing cost of all aspects of the
product, including production, assembly, distribution, and maintenance.
Have clear cost goals, and constantly re-check the design against these goals. Have a Value
Engineering (see below) session including marketers, designers, manufacturing engineers, and
purchasers, at the start of the project.
13. Application of Statistics. Methodology of effectively designing tests and analyzing test data
using statistical techniques that are founded in probability theory.
More general than Design of Experiments or Statistical Process Control. Example: Reduce
variability in performance of parts to achieve specific performance of an electronic system.
Example: Determine how much testing must be performed on a critical weld to achieve a specified
high confidence that the weld meets specifications.
14. Reliability. A sub-set of statistical engineering methodology which predicts performance of a
product over its intended life cycle and understanding of the effects of various failure modes on
system performance.
This is distinct from Design for Reliability or Product Testing. Generally involves statistics.
Example: Short-term cycle testing might be used to predict the mean time to failure of a new
product.
15. Geometric Tolerancing. An agreed-upon convention of symbols and terms used on
engineering drawings to connote geometric characteristics and other dimensional requirements.
Tolerances are used to control form, profile, orientation, location, and runout. Geometric
Tolerancing helps ensure the most economical and effective production of parts with features that
offer function and have proper relationships. Both an engineering drawing language and a
functional production and inspection technique (Foster, Geo-Metrics III, 1994). Based upon ANSI
standards (circa 1980), ISO standards, and ASME Standards Y14.5M-1994 and Y14.5.1M-1994.

16. Value Engineering. A systematic approach to evaluating design alternatives that seeks to
eliminate unnecessary features and functions and to achieve required
required functions at the lowest
possible cost while optimizing manufacturability, quality, and delivery.
Multi-disciplined
disciplined value engineering sessions conducted in a retreat mode (away from normal work
distractions) can also serve for team-building.
team
Get manufacturing
cturing and purchasing to make realistic
estimates in real time, calling on experts as needed. Use Pughs Concept Selection Method, and
build on design platforms as much as possible.
17. Design Reviews. The scheduled-in
scheduled in checkpoints for assessing the design progress toward
meeting product requirements and budget.
Participants in a Design Review should be knowledgeable people, some from parts of the
organization other than the group whose design is being reviewed, who can ask insightful questions
which may expose
pose things that have been overlooked. You want action items to come from the
review!
18. Manufacturing Processes. Processes that are used to create or further refine work pieces, such
as molding and casting, machining, extruding, stamping, forming, bonding, welding, coating,
plating, painting, fabrication, and assembly.
Product design engineers need to be familiar with manufacturing processes which could be used to
make their products, so they can
ca make educated trade-offs
offs among them. The need is for familiarity,
so that they know to which experts to turn for more detailed information needed to choose among
alternatives. This is strongly linked to Design for Manufacture.
19. Systems Perspective. The
T up-front
front identification of system components and their interactions
for the purpose of optimizing the performance of the system as a whole.
Various methods and tools are useful. Brainstorming by cross-functional
cross functional teams helps to surface the
various issues.. Pughs Concept Selection Method can help narrow options.
20. Design for Assembly. Making the product easier to assemble, thereby reducing cycle-time
cycle
during production.
Make use of Bothroyd-Dewhurst
Dewhurst software or manual checklists. In designing components, seek
parts that can not be put on wrong, all of which assemble in the same direction. If you can design
for a robot to assemble the product, then people can do it easily also. You need to weigh the
quantity to be made and the time-to-market
time
against the time
me and effort to design complex parts that
simplify assembly.
Q.5

(a) Discuss the phases of value analysis procedure in details.

(b)Explain the primary and secondary functions of the product. Discuss with
illustrations.
Ans: A Basic (primary) Function: defines a performance feature that must be attained. It reflects
the primary reason for an item or system. In the case of the screwdriver, "transfer torque" would
normally, but not necessarily, be the basic function. For example,
example, if the desired application was to
pry open lids of paint cans, the function would be defined in terms of the transfer of a linear force
rather than a rotational force. Thus, a clear understanding of the user's need is necessary if an

adequate definition of the basic function is to be developed. An item may possess more than one
basic function. An example is the camper's hand ax, with a flat head for driving tent stakes, and a
sharp blade for cutting firewood. A basic function answers the question, "What must it do?
A Secondary Function: also defines performance features of a system or item other than those that
must be accomplished. It answers the question, "What else does it do?" For example, the basic
function of exterior paint is "protect surface." Then a secondary function is "improve
appearance."Secondary functions support, the basic function but generally exist only because of the
particular design approach that has been taken to perform the basic function. For example, a valve
on a radiator "restricts flow" and is necessary only because a hot water heating design was chosen.
(No valve is needed with a forced air heating system). Many times, the presence of secondary
function depends on the method chosen to achieve a basic function and, if the method to achieve
the basic function is changed, the secondary function may be eliminated.

Q.5

(a) State and explain the objectives of product design and development.
Ans:

(b) Product simplification and diversification. Discuss.

Ans: Product simplification :It is the process of reducing variety of a product by limiting
product range, design or type of material. Simplification offers boost to standardization. Let us
understand it by an example. The technology for colour TV is available to its manufacturers. They

can manufacture TV set of any size from palm size to big-screen. But normally, 14", 15", 16", 18",
etc., are the fixed sizes. Why not to have 14.01", 14.02". 14.03"..., as the variety to a customer. The
answer is simplification in marketing, manufacturing and planning. The marginal difference in size
or specification does not offer real change in attributes, which may be termed as variety. Therefore,
simplification is needed in product development.
Simplification provides better customer service due to limited variety, better after-sales planning,
and reduced volume. It is also helpful in reducing inventory level and complex material planning. It
is helpful in focusing effort on limited parts and therefore lesser cost may be anticipated. It is also
helpful in better product quality due to concerted effort on limited product range.
Combination of simplification and standardization leads to specialization. Limited but focused
product variety is helpful for a company to specialize in a particular area.

Product diversification
Any modification of a current product that serves to expand the potential market implies that the
company is following a strategy of product diversification.
The product diversification strategy is different from product development in that it involves
creating a new customer base, which by definition expands the market potential of the original
product. This is almost always done through brand extensions or new brands, but in some cases the
product modification may "create" a new market by creating new uses for the product.
Teen People was an example of product diversification since it was a new product that expanded
the market potential of the original product, People magazine. While some teenagers undoubtedly
bought People magazine, they were not People's target market. Eventually, however, the product
and Web site were merged into the People brand. Courtyard by Marriott and Fairfield Inn are other
examples of product diversification since before Marriott offered those new brands they had little
potential to expand sales in the business and budget categories. Marriott had business and budget
guests, but they were not specifically targeted, so by concentrating on these two markets they were
able to add to their market potential. It should be apparent why Marriott could not expand into such
different categories with their original brand name.
When Heinz realized that children play with food and it would be more fun to play with ketchup if
it were green or purple rather than red, they also were following a product diversification strategy
since the market potential for ketchup increased from food to food plus play. Notice in this case that
the brand name was unchanged.
Sometimes product diversification takes the form of a product extension with the same brand name.
Heinz's introduction of "black label" ketchup, Heinz Tomato Ketchup Blended with Balsamic
Vinegar, targets the upscale buyer who might not consider Heinz's regular ketchup, thus expanding
market potential.