Lecture 3 Flashcards
4 Types of innovations (Henderson & Clark)
High impact on architectural knowledge:
-L - Architectural innovation (Stand fand to ceiling fan)
-H - Radical innovation (Stand fan to AC)
Low impact of architectural knowledge:
-H - Modular innovation (Stand fan to a desk fan which rotates)
- L - Incremental innovation (Stand fan to a desk fan (only shorter leg))
L/H - low/high of impact on component knowledge
Innovation design process performance
- Quality
- Speed
- Dependability
- Flexibility
- Cost
- Sustainability
Evaluation criteria of a concept
- Feasibility (is it possible)
- Acceptability (from customers)
- Vulnerability (risk of failure)
How to reduce design complexity
- Standardisation (reduce variety of products/services/processes)
- Commonality (using same parts or processes in different products/services)
- Modularisation (Designing product/service in seperate section that can be interchanged)
How to improve Time to market finish
- Early resolution of design conflict and uncertainty
- Simultaneous development of various stages in overall process)
- Integrating the design of the product/service and the design of the operations process
Throughput time
Amount of time it takes a manufacturer to complete a product from the first step in the production process to the last step
Cycle time meaning
average time between units of output emerging from a process
Little’s law
Throughput time = Work in process * cycle time
Throughput efficiency formula finish
Work content(how much it takes to make) / Throughput time * 100
Process mapping meaning
Description of processes in term of how the activities within the process relate to each other
Process bottlenecks meaning
activity or stage where congestion occurs because the workload placed is greater than the capacity to cope with it
Lean philosophy + 3 pillars
Produce just as much as is needed exact quantity
-Eliminate waste
-Involve everyone
-Continuous improvement
Causes of waste
Muda - do not add value
Mura - lack of consistency/unevennes: overloadn on staff/equipment
Muri - Unreasonable requirements, failure to carry basic operations [e.g. prioritization]
Manufacturing process types
Top-down: high variety+low volume to low variety+high volume:
-Project process
-Jobbing process
-Batch process
-Mass process
-Continuous process
Service process types
Top-down: long-time+high customization to short-time+low customization:
-Professional service
-Service shop
-Mass service
