Product Improvement Survey Form for Flip Flap Case

Product Improvement Survey

A group of students in Product Design Development studies is attempting to improve the design and usefulness of the Flip Flap product. Please take 10 minutes to fill out the customer survey and return it to the student marketer.

Hence, please download the form. HERE

Thank You for your cooperation.

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Assignment 3: Cause-and-Effect Diagram

Cause and Effect Diagram for Lack of Student Coming to Class.

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Assignment 2: Development of New Product (LCD Projector)

With the rapid progress in networks and digitalization, the trend of an information society has been spread not only in the business field but also in personal/home applications. Information itself has been transforming its form into multimedia, combining audio sound and visual image. While this transformation is under way, suitable tools with versatility and flexibility, besides computers, are required to handle the different kinds of multimedia information. LCD is a device that is most likely to perform as an interface between users and information, meeting the above needs. 

FantasticDesign Sdn Bhd, as a leading company of devices, has made continuous efforts on the development of LCD applied products and attempted to create those products that are easy to use for everyone. In the process of product design development we are trying to describe new life/business style by utilizing LCD-applied products from the user’s view point.

Product Development Process

Phase 0 is started with planning that should be done before the approval of the product development project. Usually there are two steps which is the first one is a quick investigation to determine the possible markets and whether the product is alignment with the corperate strategic plan. After this part was done and things look promising, the planning goes into detailed investigation to build the business case for the project.

Phase 1 is considers the different ways the product and each subsystem can be designed. This process determining the needs and wants of the customer by using tools such as as surveys and focus groups, benchmarking and Qualify Function Deployment (QFD).

Phase 2 is where the functions of the product are examining. It is also the stage where the form and features of the product begin to take shape, besides the selection of material and manufacturing processes involved.

Phase 3 is the detailing of the design which the missing information is added on the arrangement, form, dimensions, tolerances, surface properties, material and the manufacturing of each part in the product.

Phase 4 is concerned on testing many reproduction version of the product. They are extensively tested in-house and by selected customers in their own use environments.

Phase 5 is where the manufacturing operation begins to make and assemble the product using the intended production system. This is also the stage where the latest financial information will be reviewed once the launching of the product is done.

FantasticDesign Sdn Bhd Product Development Process

SIZE OF DEVELOPMENT TEAM

The size of development team will be the key of the successful of the new project. At one extreme, the number of people could be below a critical mass and the project is vulnerable to the loss of a key person. Very small teams are also highly dependent on the skills of the "individual". At the other extreme, large teams experience human communication complexities. Large teams quickly gravitate toward the average skill set of the group.

So, it is very important to us to know the exact size of the development team to minimize the cot and at the same time to gain profit with our new product. Based on these criteria we made a decision to develop our company organization follow the organization by project. Project organization consists of people with the various functional abilities needed for the product development.

We grouped together to focus on the development of the new LCD projector. Each of us will come on special assignment from the functional units of the company. Each development team has to report to the project manager, who has full authority and responsibility for the success of the project. The advantage of a project organization is that it focuses the needed talents exclusively on the project goal and it eliminates issues with communication between functional units by creating teams of different functional specialist. Thus decision making delays can be minimized.

Another advantage of the project organization is that members of the project team are usually willing to work outside of their specialty area to get the work done when bottleneck arise in completing the many tasks required to complete a design.

Product Development Cost


ANNUAL UNITS SOLD: 5000 UNITS/YEAR

COMPONENTS	COST
Lenses	RM 400
LCD projector  lamp	RM300
Power supply	RM200
Cooling fan	RM170
Motherboard circuit	RM250
Exterior components	RM200

1 unit LCD Projector                          = RM1520

Annual cost of LCD Projector            = RM1520 X 5000 units

                                                          = RM 7,600,000

Sales price of 1 unit LCD Projector    = RM 3000

Annual revenue of LCD Projector      = RM 3000 X 5000 units

                                                         = RM 12,500,000

Annual profit  = annual revenue – annual cost

          = RM 12,500,000 - RM 7,600,000

          = RM 4,900,000

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Assignment 1: Concurrent Engineering

INTRODUCTION

“Concurrent Engineering is a traditional design practices are primarily serial or sequential: Each step in the process is completed in order or sequence only after the previous steps have been completed. The implementation of the design occurs after a prototype or model is created from engineering drawings. A machinist working from the engineering drawings generated by a drafter, or an engineer, makes the prototype. Only after creating a prototype of the design would the engineer discover that a hole was too small, parts didn't mate properly, or a handgrip was misplaced. The part would have to be redesigned and the process completed until a satisfactory solution was reached.” (Khandani, 2005)

The term of Concurrent Engineering can be defined as a tight link between all participants in the product development process, such that they can perform much of their work at about the same time (Vukica Jovanovic, ). As a research done by Vukica Jovanovic, stated that concurrent engineering is not just a link between design and engineering. Industrial design (aesthetic) should work concurrently with manufacturing and for sales strategies, mechanisms for delivering service after sale; methods of the disposal should be also concurrent with design and manufacturing.

Another definition of concurrent engineering by Scanlan is the application of tools, techniques, methodologies, and behavioral initiatives used to minimise product development timescales by maximising the degree of overlap of design activities.

DEFINITION

Concurrent energy is a systematic approach to integrate product development that emphasizes the responses to customer expectation. It embodies team values of cooperation, trust and sharing in such a manner that decision making is by consesus, involvong all perspectives in parallel, from the beginning the product life cycle.

. This management approach is focusing on a simultaneous development of products and production processes, so that products can be effectively produced, and so that product development takes the strengths and limitations of the company's production processes into account during the design of the product.  

CE also can be defined as the application of tools, techniques, methodologies and behavioral initiatives which used to minimize product development timescales by maximizing the degree of overlap design activities. Figure below shows difference between concurrent design and other methods.

STAGES OF CONCURRENT ENGINEERING AND THEIR PRIMARY CRITERIA

The following list identifies the phases of Concurrent Engineering and the goal for each as studied by Cline, 2000. After each goal is a set of bullet items that indicate the primary criteria that must be met for that phase to have accomplished its purpose. Violation of any of these criteria will result in damage to the quality process, and subsequent inadequacies to the project.

Stages	Description
Project Identification	Goal:  Ensure a single direction for corporate development to avoid shifting priorities, false project starts, and pre-empted project efforts. Provide a simple, clear process to start the project track. Get executive commitment and goal consistent with business objectives and corporate vision for project. Define a central point for approval, prioritization, and scheduling for all projects
Project Scope	Goal:  Estimate the project's effort, time, and cost so executives can make an informed decision about the project's worth. Confirm the expectations of the Customers and get consensus with them and the executive and corporate goals. Support the project's success by avoiding unrealizable date or budget constraints or unallocated resources.
Requirement and Analysis	Goal:  Build and validate a model of the business problem domain to ensure the correct problem is defined and customer needs are accurate before attempting a solution. Get requirements jointly with the user and write a specification that can be implemented, tested and explained. Provide traceability between the customer needs, system solution, and testing to enable change management. Justify project needs are best met by comparing purchase, build, or hybrid solutions (cost/benefit analysis of vendor proposals).
System Design	Goal:  Provide a technical solution that meets the customer needs and enhances the corporate business position and value. Design and validate a technical solution at the high level. Define metrics to predict time of implementation and development effort, and to be used later for process improvement. Build a test plan from the requirements, not the design or code.
Development Planning	Goal:  Define a work plan for implementing a technical solution, whether a purchased package, new development, maintenance change, or a hybrid. Collect work plans for testing, customer acceptance, development, and documentation, and ratify with all involved. Get written consensus on the project plan specification from all involved. Define a strong QA policy to ensure process compliance and product correctness. Establish configuration management for changes, defect resolution, and project control.
Construction	Goal:  Install or construct the solution, using a mini-release, risk-driven and priority-driven approach, to run concurrently with testing and low-level design. Validate low-level design, collecting interface specifics (e.g., screen and report layouts) from customers. Perform regression testing to maintain quality and avoid later rework. Track personnel effort, time, and defect rate to monitor project and set a baseline for calibrating the project team and process efficacy. Separate developers from any testing except unit testing and their contribution to system testing. Define a procedure by which QA and the customers approve the release, and not the development team.
Installation and Assessment	Goal:  Ensure a solid and methodical way of moving the product into the customers' environment as smoothly as possible. Emulate the production environment to test the final product for capacitance, stress, and performance. Examine growth potential and adjust accordingly. Access the project and process with the collected metrics to improve the process and calibrate the teams for future predictability.

BASIC PRINCIPLES OF CONCURRENT ENGINEERING

• Get a strong commitment to from senior management.
• Establish unified project goals and a clear business mission.
• Develop a detailed plan early in the process.
• Continually review your progress and revise your plan.
• Develop project leaders that have an overall vision of the project and goals.
• Analyze your market and know your customers.
• Suppress individualism and foster a team concept.
• Establish and cultivate cross-functional integration and collaboration.
• Transfer technology between individuals and departments.
• Break project into its natural phases.
• Develop metrics.
• Set milestones throughout the development process.
• Collectively work on all parts of project.
• Reduce costs and time to market.
• Complete tasks in parallel

CONCLUSION:

Concurrent engineering is a technique by which several teams within an organization work simultaneously to develop new products and services. By engaging in multiple aspects of development concurrently, the amount of time involved in getting a new product to the market is decreased significantly. In markets where customers value time compression, fast-cycle developers have a distinct advantage.

Instead of increasing the performance and being excited to reduce the design as well as development times, manager and engineer are advised to balance the implementation of organization. If the concurrent engineering been applied without a proper organization, it will create a chaos and unpleasant environment. 

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Contact Us

FantasticDesign Sdn Bhd

Correspondence Address:

No. 1, Kawasan Perindustrian Gombak,
68100 Gombak,
Selangor,
Malaysia

Tel  : +603 61964000
Fax : +603 61964196
E-mail : sizzlingsuzai2@gmail.com
Website : http://fantasticdesignsdnbhd.blogspot.com/

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About Us

FantasticDesign Sdn Bhd

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Introduction

FantasticDesign Sdn Bhd was incorporated on 10 November 2005. In the past 6 years, FantasticDesign Sdn Bhd has stuck to the manufacturing and developing of several products.
Besides marketing our product domestically, we have exported our products to countries in Sout East Asia, Central Asia, Middle East, Africa, South America and Oceania.


On 11th December 2006, the Quality Management System of FantasticDesign Sdn Bhd., was approved by Lloyd’s Register Quality Assurance to the Quality Management System Standards of ISO : 9001:2000 (Certificate No. 404040). With the attainment from LRQA, FantasticDesign Sdn Bhd has been consistently applying the Quality System and Manufacturing Process to manufacture our products of uncompromising quality to meet the stringent requirements of our valued customers both in the International and domestic markets.


Besides quality, we realised consumers' demand for innovative designs, outlook or "something different" is equally important. This is one of our reasons to develop a wide range of modern-looking, colourful and features - packed instant water heaters to match the consumers' impeccable taste in home decor.

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Organization Chart

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