TAILIEUCHUNG - Lecture Introduction to operations management - Chapter 3: Product design

In this chapter we will discuss: Strategies for new-product introduction, new-product development process, cross-functional product design, supply chain collaboration, quality function deployment, design for manufacturing. | Chapter 3, Product Design INTRODUCTION to Operations Management 5e, Schroeder Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Outline DESIGN PROCESS Strategies for New-Product Introduction New-Product Development Process Cross-Functional Product Design Supply Chain Collaboration DESIGN TOOLS Quality Function Deployment Design for Manufacturing Value Analysis Modular Design 3- Product Design: Why Does Operations Care? In the old days, “over the wall” Now: must be able to make it (process) technology availability of resources must have the capacity must deliver a quality product or service must decide inventory policies 3- Strategies for New-Product Introduction Market Pull (“We Make What We Can Sell”) food industry Technology Push (“We Sell What We Can Make”) electronics Interfunctional View personal computers 3- 3- New Product Development Process Concept Development Idea generation and evaluation of alternative ideas Product Design Design of the physical product Design of the production process Pilot Production/Testing Testing production prototypes Finalize the ‘information package’ 3- New Product Design Process (Figure ) Pilot production/testing Final process design Preliminary process design Concept development Product design 3- Cross Functional Product Design Traditionally, individual functional areas (engineering, operations, marketing) operate without consulting each other. This is the sequential or ‘over the wall’ approach. Often results in misalignment. Concurrent approach requires the various functional areas to cooperate and work together in the same time frame. 3- Cross Functional Product Design (Figure ) 3- Why Don’t Different Functional Areas Cooperate? They don’t speak the same language. They have different performance measures. They tend to have different personality types, ., they don’t think alike. They are defensive about their own turfs. They are in different .

• Quản trị kinh doanh
• Operations management
• Lecture Operations management
• Quản lý vận hành
• Process design
• Bài giảng Quản lý vận hành
• Product design
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Operations strategy
• Fundamentals of operations management
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production