| PDF Pages<\/th>\n | PDF Title<\/th>\n<\/tr>\n | ||||||
|---|---|---|---|---|---|---|---|
| 3<\/td>\n | Contents Introduction 1 1 Scope 3 2 Normative references 4 3 Terms and definitions 4 4 Managing the design of manufactured products at organizational level 7 4.1 Taking organizational responsibility for design 7 4.2 Organizational design philosophy, objectives and strategy 12 4.3 Providing investment 13 4.4 Putting infrastructure in place 17 4.5 Market positioning 20 4.6 Promoting and selling products 22 4.7 Planning and communication 24 4.8 Audit and evaluation 25 5 Managing the design of manufactured products at the project level 27 5.1 Establishing the design process 27 5.2 Managing product design projects 29 5.3 The \u201cnew product identification\u201d phase 36 5.4 The \u201cproduct definition\u201d phase 41 5.5 The \u201cdesign and development\u201d phase 46 5.6 The \u201cmanufacturing\u201d phase 49 5.7 The \u201csupport and termination\u201d phase 52 5.8 The \u201cverification and validation\u201d phases 54 5.9 The \u201cevaluation and continual improvement\u201d phases 56 Bibliography 60 List of figures Figure 1 – Checklist of key actions for senior executives\/principals 2 Figure 2 – Checklist of key actions for managers responsible for design projects 3 Figure 3 – Organizational elements of responsibility for product development 8 Figure 4 – Table of roles and responsibilities 9 Figure 5 – Checklist of design management responsibilities at organizational level 11 Figure 6 – Profile of cash flow during project lifecycle 14 Figure 7 – Financial commitments during product design, development, manufacture and support 15 Figure 8 – Risk v potential 18 Figure 9 – The design process at project level 27 Figure 10 – Balancing the key project drivers 28 Figure 11 – Key tasks of design project managers 29 Figure 12 – The project risk management process 33 Figure 13 – Risk management questions 33 Figure 14 – Some triggers that could lead to a new design projects 37 Figure 15 – Checklist of factors to consider when formulating a proposal 39 Figure 16 – Tools that can be used when undertaking a feasibility study 40 <\/td>\n<\/tr>\n | ||||||
| 4<\/td>\n | Figure 17 – Checklist for evaluating product requirements 42 Figure 18 – Generation of ideas over time during brainstorming sessions 43 Figure 19 – Typical elements in a product specification 45 Figure 20 – Information contributing to the detail design 48 <\/td>\n<\/tr>\n | ||||||
| 5<\/td>\n | Foreword <\/td>\n<\/tr>\n | ||||||
| 7<\/td>\n | Introduction a) senior executives (see Clause 4); b) project managers and those involved in the design process (see Clause 5). <\/td>\n<\/tr>\n | ||||||
| 8<\/td>\n | Figure 1 Checklist of key actions for senior executives\/principals a) reinforce the strategic importance of design by addressing design management issues regularly at top executive meetings; b) specify and periodically update the organization\u2019s design objectives and strategies that facilitate the fulfilment of the organization\u2019s goals; c) formulate the organization\u2019s design philosophy and promote it enthusiastically; d) establish a design programme and control, review and update it at appropriate intervals to maintain its relevance to the fulfilment of the organization\u2019s objectives; e) ensure that the design programme complements, enhances and is compatible with the other major plans of the organization; f) understand the risks, and take steps to mitigate their effects; g) determine the return on investment on all resources committed to design (not just capital); h) plan to provide the necessary finance and other resources to enable the organization\u2019s design programme to be implemented effectively; i) assign design responsibilities to competent and qualified executives, then motivate them to acknowledge these responsibilities and their ability to perform to specification; j) communicate the organization\u2019s design objectives, strategies and programmes to all involved, and ensure that there is a common understanding of their substance and implications; k) introduce and reinforce an appropriate design management system and infrastructure to sustain design work to the required standard, ensuring that it is integrated with other disciplines; l) monitor and control expenditures against plans and time, and record achievements; m) use the most appropriate skills available and bring others up to the required standard of performance through design awareness and training in design management skills; n) underpin the importance of design as a strategic resource by maintaining a genuine and visible commitment to it. <\/td>\n<\/tr>\n | ||||||
| 9<\/td>\n | Figure 2 Checklist of key actions for managers responsible for design projects a) understand customer requirements, always undertaking market research as part of the design process; b) make changes during the relatively low-cost early stages of the design process; c) consider areas for concurrent working at the start of the project and assemble a multi-disciplinary team that includes all relevant specialisms; d) review the design process at regular intervals against the design brief and specifications; e) control costs through continuous review against the budget, using techniques such as earned value analysis; f) control the configuration of the product from the generation of the specification through to final disposal (see BS ISO 10007 for guidance on configuration management); g) evaluate the project and deliverables on completion of the design activity, with a view to making improvements in the future; h) identify any areas for improvement in management processes during the periodic reviews, audits and final evaluation, making changes as required for the benefit of future projects; i) retain control over the design project at all times. 1 Scope <\/td>\n<\/tr>\n | ||||||
| 10<\/td>\n | 2 Normative references 3 Terms and definitions 3.1 analogy 3.2 audit 3.3 chain of custody 3.4 combination <\/td>\n<\/tr>\n | ||||||
| 11<\/td>\n | 3.5 configuration management 3.6 design control 3.7 design policy 3.8 design programme 3.9 design strategy 3.10 earned value analysis 3.11 evaluation 3.12 general arrangement 3.13 inversion <\/td>\n<\/tr>\n | ||||||
| 12<\/td>\n | 3.14 product specification 3.15 risk management 3.16 specification 3.17 technical file 3.18 test plan 3.19 validation 3.20 validation protocol 3.21 validation report <\/td>\n<\/tr>\n | ||||||
| 13<\/td>\n | 3.22 value chain 3.23 verification 4 Managing the design of manufactured products at organizational level 4.1 Taking organizational responsibility for design <\/td>\n<\/tr>\n | ||||||
| 14<\/td>\n | Figure 3 Organizational elements of responsibility for product development <\/td>\n<\/tr>\n | ||||||
| 15<\/td>\n | Figure 4 Table of roles and responsibilities <\/td>\n<\/tr>\n | ||||||
| 17<\/td>\n | Figure 5 Checklist of design management responsibilities at organizational level a) Establish clear ownership of design responsibility. b) Provide a vision of the future with clear objectives. c) Demonstrate genuine and visible commitment to effective design. d) Show awareness of customers\u2019 interests and needs. e) Formulate the organization\u2019s design strategy and policy. f) Establish and maintain the organization\u2019s design standards and guidelines. g) Provide organizational systems. h) Encourage an understanding of the environmental dimension of design. i) Ensure there is an understanding of the legal requirements of design. j) Establish the organization\u2019s design team. k) Provide for training in design management skills. l) Motivate staff involved. m) Harness appropriate technologies. n) Promote awareness of competitors and their external activities and innovations. o) Assess opportunities and risks attached to investments in design. p) Fund design activities. q) Provide adequate resources (personnel, equipment, information and facilities). r) Understand organizational capabilities and limitations. s) Ensure production capabilities and requirements and their consequent effects on design are understood. t) Demonstrate a commitment to quality and reliability. u) Audit the organization\u2019s design and design management practices. v) Understand the impact of design on corporate identity. w) Evaluate the contribution of design to corporate performance. x) Nurture an environment that encourages innovation and creativity. y) Address corporate social responsibility issues. <\/td>\n<\/tr>\n | ||||||
| 18<\/td>\n | 4.2 Organizational design philosophy, objectives and strategy 4.2.1 General 4.2.2 Organizational design philosophy 4.2.3 Setting the organization\u2019s design objectives 4.2.4 Formulating the organization\u2019s design strategy <\/td>\n<\/tr>\n | ||||||
| 19<\/td>\n | 4.3 Providing investment 4.3.1 General 4.3.2 Formulating the organization\u2019s investment programme <\/td>\n<\/tr>\n | ||||||
| 20<\/td>\n | Figure 6 Profile of cash flow during project lifecycle a) cash flow forecasts; b) sales forecasts; c) gross profit forecasts; d) nett profit forecasts; e) payback periods; f) returns on investment; g) rating of risks involved; h) maximum project budgets; i) other budgetary constraints; j) monitoring of expenditure; k) revision of allocated budgets where necessary; l) contingency planning. <\/td>\n<\/tr>\n | ||||||
| 21<\/td>\n | 4.3.3 Providing finance Figure 7 Financial commitments during product design, development, manufacture and support <\/td>\n<\/tr>\n | ||||||
| 22<\/td>\n | 4.3.4 Providing resources a) Does the proposed project make appropriate use of in-house knowledge, skills and experience? b) Will new technologies be bought in or subcontracted to design specialists and\/or suppliers? c) Will new equipment or design aids be developed specifically for the organization or could standard versions be used, perhaps with some minor customization? d) Does the accommodation provide the necessary space and technical services (e.g. clean conditions and environmental control), to allow team members to operate effectively? e) Are systems in place to enable the activity to progress smoothly from initiation through to completion? Are these systems adequately coordinated with the systems of other functions\/disciplines? f) Are the necessary ancillary resources and activities in other functions planned so that product design progresses smoothly wi… g) Is training provided to raise awareness of design and the design processes among staff, and enhance design management skills? <\/td>\n<\/tr>\n | ||||||
| 23<\/td>\n | 4.4 Putting infrastructure in place 4.4.1 General 4.4.2 Formulating and managing the product design programme <\/td>\n<\/tr>\n | ||||||
| 24<\/td>\n | 4.4.3 Managing risk Figure 8 Risk v potential <\/td>\n<\/tr>\n | ||||||
| 25<\/td>\n | 4.4.4 Meeting standards and dealing with legal issues a) maintain records of key decisions, actions and changes that affect the product design, (for use, among other things, as potential evidence in case of disputes and litigation); b) check that similar designs, patents, trade marks and service marks have not already been registered; c) register designs, patents, trade marks and service marks; d) ensure that the design is documented and controlled from the start of the project; e) ensure that potential customers and suppliers sign non-disclosure agreements before being supplied with commercially sensitive design information; f) detect counterfeiting and other infringements quickly, and take strong action to stop them; g) deal with product failures and customer complaints; h) recall products from the market whenever necessary; i) check conformity with all relevant standards, testing procedures, health and safety at work requirements, and requirements concerning the disposal of packaging and products after use; j) keep track of new legislation in all countries where the organization has interests; k) make appropriate representations to influence the debate about proposed new directives, regulations or laws; l) ensure that the organization is prepared well in advance to conform to new legislation; m) use recyclable materials and reusable or refurbishable components wherever possible. <\/td>\n<\/tr>\n | ||||||
| 26<\/td>\n | 4.5 Market positioning 4.5.1 General 4.5.2 Coordinating the visual identity of products a) the strength of an organization\u2019s visual identity; b) the split of product ranges into brands with distinct identities; c) the commercial benefits of being clearly differentiated from the competition in terms of consumer preference, greater market recognition and loyalty, and opportunities for cross-selling; d) the additional costs imposed by being distinctive and sustaining that distinction; e) the cost savings to be made by rationalization and adopting modularity of product configurations; f) the cost savings to be made through consistency of presentation. a) colours; b) materials; c) textures; d) shapes and styling of casings, disposition of controls and components; e) graphic identification through use of company logos, symbols and typefaces; <\/td>\n<\/tr>\n | ||||||
| 27<\/td>\n | f) presentation of information and instructions on casings and visual displays; g) packaging and user manuals. 4.5.3 Researching customer attitudes and needs a) customer perceptions (especially of their needs and wants); b) what triggers purchase decisions; c) how decisions to purchase are reached; and d) how customers use products and services. 4.5.4 Promoting environmentally sensitive design a) a reduction in consumption of energy in their manufacturing processes; b) a reduction in their products\u2019 consumption of energy during use; c) a reduction of material waste (e.g. during manufacture and in packaging); d) a reduction or elimination of adverse impacts on the environment through emissions and discharge of waste; <\/td>\n<\/tr>\n | ||||||
| 28<\/td>\n | e) the simplification or optimization of fabrication and assembly procedures (for example, by reducing unnecessary variety in materials and components used); f) improvements in the performance of bought-in materials, components and equipment, as well as in the practices of suppliers; g) the identification of uses for the by-products of the manufacturing process; h) the introduction of recycling of materials and spent components (and facilitating their collection); i) continuity of a product range, allowing compatibility when upgrading without the need to replace; j) the extension of the durability and life of products by designing for refurbishment and designing-out unnecessary obsolescence; k) increases in the efficiency of distribution by reducing size, and improving stackability and storage; l) the containment or reduction of costs (including those for disposal of used or obsolete products). 4.6 Promoting and selling products 4.6.1 General 4.6.2 Promoting the product a) advertising; b) promotional literature; c) packaging; d) user instructions; e) presentations and displays in stores; f) showroom environments; <\/td>\n<\/tr>\n | ||||||
| 29<\/td>\n | g) the appearance, courtesy and knowledge of sales staff; h) the professionalism of delivery, commissioning and after-sales service personnel; i) other associated functions and facilities such as telephone help lines and service workshops. 4.6.3 Launching a new product 4.6.4 Supporting the product and eventual disposal <\/td>\n<\/tr>\n | ||||||
| 30<\/td>\n | 4.7 Planning and communication 4.7.1 General 4.7.2 Developing organizational, business and product plans 4.7.3 Communicating organizational design strategy, objectives and programme <\/td>\n<\/tr>\n | ||||||
| 31<\/td>\n | 4.7.4 External communication 4.8 Audit and evaluation 4.8.1 General 4.8.2 Controlling procedures 4.8.3 Auditing activities and procedures <\/td>\n<\/tr>\n | ||||||
| 32<\/td>\n | a) products and associated outputs (e.g. packaging, promotional literature and user manuals, point-of-sale material); b) facilities (such as exterior and interior environments of workshops, showrooms, offices, warehouses); c) equipment, other design aids (both hardware and software), and ancillary support; d) design and design management procedures of suppliers and, wherever possible, of key customers and competitors; e) the range of design and design management skills, knowledge and experience, (whether in-house or bought in), recruitment and selection, training, sources of outside advice; f) competitors\u2019 products and associated outputs and services; g) existing and emerging technologies (to check new developments and trends); h) standards (internally generated or externally imposed) i.e. documentation, compliance, sanctions applied to ensure conformity); i) the effectiveness with which the organization\u2019s resources are used. 4.8.4 Evaluating design activities a) the outcomes of design activities, especially the extent to which design and organizational objectives have been fulfilled, or how well progress is being made towards their achievement; b) the overall organization\u2019s design programme (including control of progress, addressing design requirements, proper resourcing… c) the contribution of the design programme to the organization\u2019s performance, especially in terms of financial results and the support of strategy, policy and objectives. <\/td>\n<\/tr>\n | ||||||
| 33<\/td>\n | 5 Managing the design of manufactured products at the project level 5.1 Establishing the design process Figure 9 The design process at project level <\/td>\n<\/tr>\n | ||||||
| 34<\/td>\n | Figure 10 Balancing the key project drivers <\/td>\n<\/tr>\n | ||||||
| 35<\/td>\n | 5.2 Managing product design projects 5.2.1 General Figure 11 Key tasks of design project managers a) Agree priorities against other design projects in the organization. b) Ensure a document control system is in place. c) Ensure the overall design process\/model is understood and in place. d) Record risks. e) Prepare a project plan for the design activities. f) Identify activities that could be undertaken concurrently. g) Establish the design team needed for the project. h) Ensure team responsibilities are clear. i) Identify and acquire resources for any training that may be necessary. j) Formulate work packages for the team consistent with the project plan. k) Report on progress to the authorizer of the project. l) Determine what work, if any, will be outsourced. m) Ensure effective communication and decision making. n) Control and monitor progress and costs. o) Collate cost and time data. p) Select or approve the use of specialists and subcontractors. q) Be the focal point for communication between the team and other parties. r) Ensure that the final design meets the design specification. s) Prepare a final report, evaluating the performance of the project, and incorporating lessons to be learned and opportunities for improvement. 5.2.2 Planning the project <\/td>\n<\/tr>\n | ||||||
| 36<\/td>\n | a) establishing the extent of professional or specialist contributions required including identifying the competencies required to undertake the work, thus defining the composition of the design team; b) identifying the need for other resources (such as development tools and equipment, work space, storage, technical information, instruments, computers and software); c) establishing key dates for specific milestones, and the start and finish dates for tasks, to enable progress to be measured; d) determining project costs and if applicable establishing when decisions have to be made to approve or reject demands for payment; e) determining the structure of management information required for control purposes; f) ensuring that intellectual property generated during the project is protected (see 4.4.4). 5.2.3 Selecting the design team <\/td>\n<\/tr>\n | ||||||
| 37<\/td>\n | 5.2.4 Maintaining good communication 5.2.5 Controlling design 5.2.6 Conducting design reviews <\/td>\n<\/tr>\n | ||||||
| 38<\/td>\n | a) areas for review (technical solutions, risks, problem areas, potential shortcomings, gaps in the brief\/specification that need rectifying), as well as areas where corrective action might be needed; b) points on which decisions are required; c) where the relevant technical information resides. 5.2.7 Managing risk <\/td>\n<\/tr>\n | ||||||
| 39<\/td>\n | Figure 12 The project risk management process Figure 13 Risk management questions 5.2.8 Making technical information available a) the internet b) an internal library or knowledge archive; c) external libraries (public, institutional, educational); d) information databases; e) standard practice manuals; f) suppliers; g) specialist and proprietary sources. <\/td>\n<\/tr>\n | ||||||
| 40<\/td>\n | 5.2.9 Selecting appropriate computer based tools 5.2.10 Managing software development a) as an external interface with the product; b) as an integral part of the product, e.g. an embedded control system (including self-diagnosis); c) to facilitate the design process itself, such as virtual prototyping of aspects (or all) of the final product. 5.2.11 Providing configuration management <\/td>\n<\/tr>\n | ||||||
| 41<\/td>\n | 5.2.12 Controlling project costs 5.2.13 Controlling product cost a) design strategy to achieve cost targets; b) design approach (use of standard parts and\/or modular construction); c) material selection; d) value analysis; e) selecting manufacturing techniques appropriate to the design and volume; f) process analysis to determine factors that add value (business process re-engineering). 5.2.14 Reporting on project progress <\/td>\n<\/tr>\n | ||||||
| 42<\/td>\n | 5.3 The \u201cnew product identification\u201d phase 5.3.1 General 5.3.2 Triggering a new product <\/td>\n<\/tr>\n | ||||||
| 43<\/td>\n | Figure 14 Some triggers that could lead to a new design projects a) An enquiry from a customer. b) A response to a perceived market need (market-pull). c) Government initiatives and charters. d) A research finding, perhaps associated with the development of a new technology (technology-push). e) A new way of applying technology that may result in an innovation. f) A license or franchise agreement. g) A creative thought from any source. h) A change of company assets providing an opportunity to redesign the product. i) Problems, failures or deficiencies with existing products. j) Loss of sales to competitors or a decline in orders. k) Improvements to existing products to simplify, rationalize or \u201cstretch\u201d the design. l) Complaints and ideas from, or surveys of, customers, sales staff, dealers, etc. m) Published market research findings. n) New patent applications. o) Inventors, academics, scientists and consultants. p) New regulations, legislation, standards and codes of practice. q) Economic trends. r) Suggestion schemes (including customer suggestion schemes). s) Observation, imitation or improvement of competitors\u2019 products. t) Environmental issues. u) A change in the organization\u2019s or a competitor\u2019s vision or image. v) Augmenting the product to get closer to the customer (e.g. direct delivery). w) Increased leisure time. x) Community welfare need. y) Experience and intuition. z) Natural change (e.g. the tooling of an old product needs replacing). aa) New materials become available. ab) Change in consumer behaviour\/style. <\/td>\n<\/tr>\n | ||||||
| 44<\/td>\n | 5.3.3 Preparing the project proposal (or brief) a) the availability of resources; b) the synergy with current product operations; c) anticipated and acceptable timescale for completion; and d) the availability of design resources. a) project objectives; b) market segments for the proposed product; c) the need for regional or niche market variants; d) potential demand; e) outline characteristics; f) environmental considerations; g) phases and completion timings; h) project costs; i) capital requirements; j) subcontract requirements; k) documentation requirements; l) the project contribution to the organization\u2019s turnover, profit and return on investment. <\/td>\n<\/tr>\n | ||||||
| 45<\/td>\n | Figure 15 Checklist of factors to consider when formulating a proposal 1) The operational brief. 2) Project plan and breakdown of project stages. 3) Product lifecycle. 4) Demographics (including the area and boundary of the prospective operation). 5) Competition. 6) Market segment. 7) Size of market. 8) The need for regional or niche market variants. 9) Customer and user standards. 10) Anticipated customer\/user experiences. 11) Personnel requirements (including skills and experience). 12) Personnel availability. 13) Technology requirements. 14) Risk assessment. 15) Manufacturing process requirements. 16) Manufacturing resources requirements. 17) Manufacturing resources available within the organization and among suppliers. 18) Materials required. 19) Budgetary requirements, financial resources needed and available. 20) Return on investment, or other financial requirements. 21) Price and costs. 22) Timescale for product delivery and availability. 23) Reliability and maintainability. 24) Ease of use. 25) Frequency of purchase. 26) Speed of response to market and the organization\u2019s business needs. 27) Guarantees. 28) Special needs and product requirements. 29) Environmental considerations. 30) Legislation. 31) Socio-political market considerations. 32) Conformity to relevant standards, charters and codes of practice. 33) Shipping, delivery and erection restrictions. 34) Commissioning and decommissioning. 35) Disposal and potential for recycling. <\/td>\n<\/tr>\n | ||||||
| 46<\/td>\n | 5.3.4 Undertaking a feasibility study Figure 16 Tools that can be used when undertaking a feasibility study a) a product audit of current capabilities, suppliers and distributors; b) market research; c) competitor analysis; d) benchmarking; e) identification of barriers to entry; f) cost benefit analysis; g) discounted cash flow (DCF); h) risk analysis; i) decision trees; j) timescales and milestones; k) project appraisal; l) project network planning techniques (see BS 6079 for further guidance). <\/td>\n<\/tr>\n | ||||||
| 47<\/td>\n | 5.4 The \u201cproduct definition\u201d phase 5.4.1 General 5.4.2 Researching and analysing requirements a) key functions; b) description and block diagram; c) statements that describe what the product has to achieve; d) ergonomic and aesthetic\/graphic considerations (shape, finish, colour, graphics, etc.); e) patents that might constrain the product; f) user interface considerations; g) inclusive design considerations; h) environmental issues; i) required life-span; j) level of reliability; k) requirements for robustness, waterproofness, shock, vibration, acceleration, temperature (both operational and ambient), chemicals, etc.; l) requirements for materials (e.g. particular grades); m) compatibility with other products or systems either in its use, function or appearance; n) manufacturing strategy; <\/td>\n<\/tr>\n | ||||||
| 48<\/td>\n | o) testing strategy, to determine how testing will be performed to prove conformity to the specification; p) customer acceptance criteria; q) strategy for product disposal. Figure 17 Checklist for evaluating product requirements a) Risks involved. b) Proprietary protection required and whether it can be arranged. c) Organizational arrangements needed. d) Procedures required. e) Elements of technology needed. f) Whether information on current and past practice exists. g) Skills that should be included in the project team. h) Market requirements. i) Industry custom and practice. j) Conformity to relevant standards. k) Inclusive design requirements. l) Physical resources. m) Financial resources and costs. n) Back-up resources and contingency funds. o) Research requirements. p) Forms of communication (internal and external). q) Records required. r) Verification including tests, models, field trials, etc. s) Legislation. t) Timing, dates and deadlines. u) Launch date. v) Distribution and sale. w) Service and product support. x) Product use and abuse. y) Value for money, profit and return on investment sought. z) The organization\u2019s financial capabilities. <\/td>\n<\/tr>\n | ||||||
| 49<\/td>\n | 5.4.3 Generating and selecting the concept Figure 18 Generation of ideas over time during brainstorming sessions a) is compatible with the organization\u2019s objectives and strategies, and all other business criteria contained in the business plan; b) has the potential to meet all technical and commercial objectives detailed in the project proposal; c) can be made within all sourcing, manufacturing and distribution objectives contained in the project proposal; d) will lead to a worthwhile return or benefit to justify the commercial risks or financial outlay specified in the business plan. <\/td>\n<\/tr>\n | ||||||
| 50<\/td>\n | 5.4.4 Formulating the product specification <\/td>\n<\/tr>\n | ||||||
| 51<\/td>\n | Figure 19 Typical elements in a product specification a) consider each topic in order to determine whether it is relevant; b) differentiate between elements that are essential and those that are merely desirable; <\/td>\n<\/tr>\n | ||||||
| 52<\/td>\n | c) consider each topic from a customer\u2019s perspective; d) document the details of each topic; e) where possible, put a tolerance on all quantities. 5.5 The \u201cdesign and development\u201d phase 5.5.1 General <\/td>\n<\/tr>\n | ||||||
| 53<\/td>\n | 5.5.2 Specifying the system architecture 5.5.3 Verifying innovations 5.5.4 Creating the detail design <\/td>\n<\/tr>\n | ||||||
| 54<\/td>\n | a) suppliers will be producing their components to their own specifications and designs; or b) suppliers will be required to manufacture components according to detail designs passed to them by the organization; or c) suppliers will be expected to respond to outline specifications applying their own design and manufacturing expertise. Figure 20 Information contributing to the detail design a) Specification(s). b) Detail models\/drawings of the assemblies that make up the total product. c) Detail models\/drawings of the components that make up the assemblies. d) Material specifications (including environmental considerations). e) Manufacturing process specifications (including production equipment). f) Assembly instructions and processes. g) Bills of material\/item lists. h) Approved suppliers. i) Preferred components. j) Target component costs. k) Tooling specifications for components and assemblies. l) Target weights. m) Detailed performance criteria. n) Reliability predictions. o) Launch date. p) Product test specifications. q) Test equipment requirements. r) Verification records. s) Validation records. t) Technical file and declaration of conformity to applicable standards. <\/td>\n<\/tr>\n | ||||||
| 55<\/td>\n | 5.6 The \u201cmanufacturing\u201d phase 5.6.1 General 5.6.2 Building prototypes and trial batches a) Mock-ups, representative in physical form only, of the proposed product. These are often made during the early stages of design (sometimes referred to as a \u201clooks-like\u201d model). b) Experimental rigs, representative of aspects of the function, but not the form, to test whether a proposed design solution works as intended (sometimes referred to as a \u201cworks-like\u201d model). c) Test prototypes that are partially representative of the intended final product may be used to verify the functional characte… d) Development prototypes may occasionally be used to verify the design in terms of its characteristics (e.g. functional perform… <\/td>\n<\/tr>\n | ||||||
| 56<\/td>\n | e) Trial or pre-production batches should be produced to verify manufacturing, inspection and testing processes. 5.6.3 Verifying regulatory compliance 5.6.4 Manufacturing the product a) existing organization\u2019s manufacturing resources; b) new or increased manufacturing resources, requiring new investment; c) outside manufacturing resources offered by subcontracting suppliers; or d) new outside resources requiring new investment either within the project or by the supplier. <\/td>\n<\/tr>\n | ||||||
| 57<\/td>\n | 5.6.5 Marketing and selling the product a) promotion, including advertising; b) test marketing; c) the launch; d) customer or agent training; e) seminars and workshops; f) technical advice and problem solving; g) customer support; h) distribution of the product to stockists. a) manufacturers and their subcontractors; b) distributors, dealers and sales organizations; c) customers and users; d) post-sales service, support and refurbishing facilities; e) re-sellers; f) disposal facilities. <\/td>\n<\/tr>\n | ||||||
| 58<\/td>\n | 5.7 The \u201csupport and termination\u201d phase 5.7.1 General 5.7.2 Managing design updates a) failures and rework in manufacture; b) scrap levels; c) deviations from the specification; d) failures during in-house testing; e) statistical process control results; f) manufacturing yield; g) product nonconformances; h) audit noncompliances. 5.7.3 Customer support <\/td>\n<\/tr>\n | ||||||
| 59<\/td>\n | 5.7.4 Disposal a) warranty; b) disposal; c) waste management; d) biodegradability; e) service and maintainability; f) provision of spares; g) skills provision; h) continuing safety and security; i) recycling; j) social and environmental impact; k) transfer or sale of the project; l) upgrading of product; m) intellectual property rights. <\/td>\n<\/tr>\n | ||||||
| 60<\/td>\n | 5.8 The \u201cverification and validation\u201d phases 5.8.1 General 5.8.2 Planning verification and validation activities a) the purpose of a test; b) the section of the document or risk assessment which gives the requirement; c) who will carry out the test; d) the test instrumentation and set up; e) evidence of calibration for test instrumentation; f) preparation for use, including setting and adjustment; g) the method of test; h) precautions to protect against any safety hazards that might arise during the test; i) the expected result; j) any analysis of the results necessary; k) the pass\/fail criteria, as related to the requirement. <\/td>\n<\/tr>\n | ||||||
| 61<\/td>\n | 5.8.3 Verifying the design a) testing, by field trials, pilot schemes, market testing, etc.; b) independent verification of the design and any associated calculations; c) design reviews; d) repetition (i.e. design calculation repeated using an alternative method); e) comparison with a similar proven design. 5.8.4 Validating the design a) usage or trials; b) review or observation; c) testing. <\/td>\n<\/tr>\n | ||||||
| 62<\/td>\n | 5.9 The \u201cevaluation and continual improvement\u201d phases 5.9.1 General a) monitoring delivery statistics; b) monitoring customer feedback; c) identifying problems and taking corrective action; d) identifying market changes. 5.9.2 Product evaluation a) Customer evaluation. Customer feedback should always be sought; it is a prime element of customer care and continual improvem… b) In-house evaluation. This is a self-analysis for which the criteria will normally include the rate and level of take up of th… c) Independent evaluation. This may be carried out in accordance with independent standards (where such apply) and might, in som… <\/td>\n<\/tr>\n | ||||||
| 63<\/td>\n | 5.9.3 Evaluating the management of the project a) Were all objectives achieved: if not, why not? b) Was planning comprehensive and were project plans appropriate? c) Could progress have been improved, for example, by undertaking stages in parallel? d) Were the organization\u2019s resources and systems adequate to support the project (e.g. in accordance with ISO 9001)? e) Was the motivation and use of internal and external staff adequate? f) How useful was the contribution of subcontract design staff? g) How beneficial was the contribution of consultants? h) Were the right staff recruited with appropriate job descriptions and salaries? i) Were the organization structures appropriate? j) Was the training of staff adequate? k) Were the tools and equipment available adequate and effectively used? l) Were the procedures specific to the project adequate and were they compatible with the organization\u2019s standard procedures? m) Do any issues require attention to improve performance in subsequent projects? 5.9.4 Evaluating the design process a) design procedures; b) documentation systems; c) design reviews; d) change control systems; e) information systems; <\/td>\n<\/tr>\n | ||||||
| 64<\/td>\n | f) roles and responsibilities; g) competencies and technologies available; h) the adequacy of design tools, and the skills to use them; i) the basis of decision making in design and project management; j) internal and external communication in design; k) project planning systems; l) auditing procedures and the timing of audits; m) return on investment, or other financial performance measures. a) an internal assessment of strengths and weaknesses, comparison with the project proposal, reason for discrepancies, and feedback from the manufacturing functions, customers, service organizations, etc.; b) an assessment of the adequacy of the project proposal, design brief, and various specifications; c) identification of those procedures that worked well and those that did not, and of the causes of misunderstanding or delay; d) proposals for changes for the next project; e) authorization from management to implement agreed changes. 5.9.4.1 Reducing time-to-market a) the product reaches the market ahead of the competition; b) premium prices can be charged; c) if money has been borrowed, it can be repaid in less time, so interest payments are lower and the cost of the product design is less; d) design can start earlier for subsequent models and other designs; e) it can improve company reputation and morale. a) having a thorough and detailed design process model for the particular product being designed; b) making management and design decisions early in the design process; c) utilizing up-to-date design tools to the full; d) reducing the number of design changes late in the design process (by getting things \u201cright first time\u201d); <\/td>\n<\/tr>\n | ||||||
| 65<\/td>\n | e) harnessing talent and employing effective communication by involving all those who have something to contribute; f) using concurrent working. 5.9.4.2 Earned value analysis a) cost to date, b) progress to date; c) overall percentage complete of the project (or selected portions); d) cost performance index or efficiency; e) schedule performance index; f) cost variance; g) schedule variance; h) estimated final cost; i) estimated completion date. <\/td>\n<\/tr>\n | ||||||
| 66<\/td>\n | Bibliography <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" Design management systems – Guide to managing the design of manufactured products<\/b><\/p>\n |