Importance of Product and Service Design

Importance of Product and Service Design Design is the craft of visualising concrete solutions that serve human needs and goals within certain constraints. (Goodwin, Kim. 2009). Human engineering combined with product and business knowledge to generate ideas and concepts and convert them into physical and usable objects or services is called as product or service design. A designer should be creative and have analytical ability to create a user friendly, efficient and good looking product or service. The product must be good in design, value function and appearance. (Importance of product design, www.cirinodesign.com) Earning profit through satisfaction of the customers is the main target of the organisation. This is only possible if the product or service is designed well. Good design communicates the purpose of the product or service to its market and helps business to earn profit. We can say that the main objective of a good design is to satisfy customers by meeting their actual or anticipated needs and expectations. A good design of the product or service is only successful when it is delivered on time and cost is reasonable. Design helps business connect strongly with their customers by anticipating their real needs. As a result it enhances profitability to the business. (Slack, N. et al. 2010) When Issigonis designed the Morris Minor, he was unaware of its vulnerability and the design was not fully successful. It was a heavy vehicle for its overall size, slow and poor at cornering. The Mini, by contrast was capable of very fast cornering and low weight. John Cooper, fitted large engines in the Mini and created the Mini Cooper and Cooper S which, driven by Paddy Hopkirk among others, were hugely successful in rally sport. The model went on to win a total of 153 rallies in (1962) that year alone. This example shows the importance of the product or service design. (Mini Cooper S rally success, www.suite101.com) 3.1 Stages of Product or Service Design As we can see that there are five stages of product or service design in figure 3.1 below. The designers should pass through those sequences of stages to get a final design of a product or service. But in practice, designers may sometime recycle or backtrack through the stages. Figure 3.1 The stages of product or service design (Slack, N. et al., 2010) First comes concept generation stage, which is the main root of the whole process. It is the development stage of the concept which is later screened to try to ensure whether it is feasible, acceptable and its vulnerability. Then concept is turned to preliminary design and goes through evaluation and improvement to see if the concept can be served better cheaply and easily. Then the concept is subject to prototyping and final design. Concept Generation: Generally, in some organisation concept is generated form the research and development (RD) department. As its name states, research develop new knowledge and idea to grasp any opportunity or to solve any problem. And development is the attempt to try to utilize and operationalise the idea that come form research. Ideas for new product or service concept can come form customers, competitors and staffs as well. Regular customer who gives feedback and complains gives us an idea about how to improve the product and service. Staff who meet the customers day to day knows what their customers want which may be helpful to generate new idea. Concept Screening: The main purpose of this stage is to take the flow of concepts and evaluate them because not every concept generated will necessarily be capable of further development into product and services. Best design is chosen among the several designs by evaluation of their value. From large number of design concepts only one design is selected form the evaluation screens. We have to think in terms of the following design criteria: Feasibility: the ability of an operation to produce a process, product or service. Acceptability: the attractiveness to the operation of a process, product or service. Vulnerability: the risk taken by the operation in adopting a process, product or service. Preliminary Design: This is a stage after generating an acceptable, feasible and viable product or service concept, where first attempt of specifying the component products and services in the package and defining the process to create the package is done. Specify the components of the package Exactly what will go into the product or service will be defined in this stage. The order in which the component parts of the package have to be put together should be known earlier. Information of the constituent component parts of the product should be collected and the bill of materials (BOM), which is the quantities of each component part required to make the package should also prepared. For example, rifle shooting in adventure holiday, activities can be broken down into level one shooting practice and level two target shooting. Also the components for the rifle shooting (like a 22 air rifle, some shot, a back board, a target holder and card targets) are defined and bill of materials includes the quantity of those components. (Pycraft, M. 2000) Reducing design complexity When an organisation produces variety of goods and services with several ranges on those goods and services as a whole, it becomes complex and may increase costs. Designers as well as the producers want simplicity in their product and services. Designers adopt several approaches to reduce complexity in the design of the product and service. The three common approaches for the complexity reduction are: Standardisation: This is all about variety reduction of the product or services. For example, garment manufactures produce cloths in only a limited numbers of sizes. Commonality: This helps simplifying design complexity by using common elements within a product or service. Modularisation: Designing standardised sub-components of a product or service which can be assembled in different ways is the main principle of modular design. For example, a package holiday industry can assemble holidays to meet a specific customer requirement. (Slack, N. et al., 2010) Define the process to create the package The bill of materials and the product or service structure specify what has to be put together and this stage is to specify how the process will put together the various components to create the final product or service. We show the flow of materials or people through the operation and identify the different activities that take place during the process. Simple flow charts, routing sheets and process flow charts help us examine the process before any product or service design is finalised. (Pycraft, M. 2000) Design evaluation and improvement: In this stage preliminary design can be improved before the product or service is tested in the market. In other words, it involves re-examining the design to see if it can be done in a better way, more cheaply or more easily. Typical techniques that can be used in this stage to evaluate and improve the preliminary design are: Quality function deployment (ensures that the eventual design of a product or service actually meets the needs of its customers) Value engineering (try reducing costs, and prevent any unnecessary costs, before producing the product or service) Taguchi methods (tests the robustness of a design i.e. it assumes that the product and service should still perform in extreme conditions.) Prototyping and final design: This stage involves providing the final details which allow the product and service to be produced. It is risky to go to full production of the product or service before testing it out. So it is appropriate to turn the improved design into a prototype so that it can be tested. Many retailing organisations pilot new products or services in a small number of stores in order to test customers reaction to them. A fully developed design for the package of products and services are then finalised and delivered them to customers. (Pycraft, M. 2000) 4.0 Basic Layout Types The layout of an operation or process means, how its transformed resources (raw materials and components that can be transformed into end products) are positioned relative to each other and how its various tasks are allocated to these transforming resources (building, machinery and people). (Slack, N. et al. 2010) According to Slack 2010, most practical layouts are derived from only four basic layout types. They are: Fixed-position layout In fixed-position layout, transformed resources do not move between the transforming resources. In this layout the product or recipient of the service is too large to be moved conveniently, it might be too delicate to move. The main product being produced is fixed at a particular location. Resources, such as equipment, labour and material are brought to that fixed location. For example, building a ship the product is too large to move. Figure 4.1 Fixed-position layout (www.transtutors.com) Functional layout Functional layout can also be called as process layout. In this layout types similar operations or machines are located as per their functions or processes. This is because it is convenient to group them together, or that the utilisation of transforming resources is improved. For example, all lathes are kept in one location and drilling and milling work are done in other location. Greater flexibility and scope of expansion exist in this layout. Figure 4.2 Functional layout (www.transtutors.com) Cell layout Cellular layout can also be called as group layout because in this layout machines are grouped according to the process requirements for a set of similar items (part families) that require similar processing. Processes are grouped into cell using a technique known as group technology (GT). Group technology involves identifying parts with similar design characteristics (shape, size and function) and similar process characteristics. This type of layout is an attempt to reduce the complexity of process layouts. (Layout, www.referenceforbusiness.com) Figure 4.3 Group technology or cellular layout (www.transtutors.com) For example, in the figure 4.3 lathe, mining and drilling work is done in cell 1 and 3 and lathe, mining, grinding and assembly is done in cell 2. This shows parts, which are similar in design or manufacturing operations are grouped into one cell or one family. Product layout Product layout can also be called as line layout. In this layout, machine and operating facilities are located as per the sequence of operation on parts. In other words, transforming resources located as per the convenience of the transformed resources. The transformed resources flow as in a line through the process. This type of layout is preferred when production volume is high, demand is stable, part variety is less and the production is continuous. Figure 4.4 Product layout (www.transtutors.com) For example, in the figure 4.4 product A require same sequence of process i.e. lathe, mining, lathe, drilling and grinding. These are the basic layout types used in any operations management. Some operations can also design hybrid layouts which combine elements of some or all of the basic layout types in different parts of the operation. This type of layout called as mixed layouts.

The Custom Woodworking Company Case Study Essay -- Project Management

Table of Contents I. Introduction 3 II. Custom Woodworking Company Corporate Profile 3 III. Opportunity 4 IV. Project Concepts 5 V. Case Study Proposal 5 VI. Project Processes and Knowledge Areas 6 VII. Project Planning 7 VIII. Quality 8 IX. Cost Estimating 9 X. Risk Identification and Management 10 XI. Facility Startup and Project Closeout 11 XII. Conclusion 12 XIII. Bibliography 13â€Æ' I. Introduction The Custom Woodworking Company (CWC) was founded in 1954 by Ron â€Å"Woody† Carpenter. Woody, after an apprenticeship as a cabinet maker, started his own small woodworking business, specializing in furniture manufacturing. Due to the high quality of the craftsmanship, CWC gained a reputation for their high quality and attractively designed furniture. Since that time, CWC has grown in to a successful mid-size organization, providing several lines of furniture to wholesalers and retail centers, as well as producing and supplying cabinets for residential construction contractors. Throughout the years, CWC has steadily prospered and has created a loyal staff and work force. John Carpenter, Woody’s son, has recently joined the CWC team after completing business degree. Under his strong guidance, CWC has moved into the commercial construction industry, supplying and installing countertops, cabinets, and other fixtures in commercial developments. CWC currently possesses a high reputation for supplying millwork to the construction industry. II. Custom Woodworking Company Corporate Profile Location: Someplace, NY Business: Furniture manufacturing, ... ...ovartis Foundation for Sustainable Development (2013). Project Management Handbook A Working Tool for Project Managers. [ONLINE] Available at: http://www.novartisfoundation.org/platform/apps/Publication/getfmfile.asp?id=613&el=808&se=1800744&doc=44&dse=4. [Last Accessed 20 April 2014]. PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th ed. Newtown Square, PA: Project Management Institute, Inc.. Project Management Institute (PMI) (2013). Project Management Professional (PMP) Handbook. [ONLINE] Available at: http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last Accessed 20 April 2014]. Wideman, M., (1993). Project Management Case Study The Custom Woodworking Company - Woody 2000 Project. [ONLINE] Available at: http://www.maxwideman.com/papers/woody2000/intro.htm. [Last Accessed 24 April 2014].

International Marketing Essay

1. What are the basic goals of marketing? Are these goals relevant to global marketing? Marketing activities represent an organization’s efforts to satisfy customer wants and needs by offering products and services that create value. These goals are relevant in virtually every part of the world; however, when an organization pursues market opportunities outside of its home country (domestic) market, managers need an understanding of additional conceptual tools and guidelines. 2. Identify and briefly describe some of the forces that have resulted in increased global integration and the growing importance of global marketing. The dynamic involving driving and restraining forces is shown diagrammatically in Figure 1-2. Driving forces include regional economic agreements such as NAFTA, converging market needs and wants, technology advances such as the Internet and global TV networks, transportation improvements, the need to recoup high product development costs in global markets, the need to improve quality through R&D investment, world economic trends such as privatization and finally, opportunities to use leverage, corporate culture, and the continuing presence of national controls that create trade barriers. 3. Describe the difference between ethnocentric, polycentric, regiocentric, and geocentric management orientations. The premise of an ethnocentric orientation is that home country products and management processes are superior. An ethnocentric company that neither sources inputs from, nor seeks market opportunities in the world outside the home country may be classified as an international company. A company that does business abroad while still presuming the superiority of the home country may be classified as an international company. Such a company would rely on an extension strategy whereby it would export, without adaptation, products designed for the domestic market. The polycentric orientation that predominates at a multinational company leads to a view of the world in which each country markets is different from the others. Local country managers operating with a high degree of autonomy adapt the marketing mix in a polycentric, multinational company. Managers who are regiocentric or geocentric in their orientations recognize both similarities and differences in world markets. Market opportunities are pursued using both extension and adaptation strategies. The regiocentric and geocentric orientations are characteristic of global transnational companies.

Canadian Remembrance Day Quotes

In 1915, Canadian soldier  John McCrae whod served in the Second Battle of Ypres in Flanders, Belgium, wrote a poem called In Flanders Fields in remembrance of a fallen comrade whod died in battle  and was buried with a simple wooden cross as a marker. The poem describes similar graves throughout the fields of Flanders, fields that once alive with red poppies, now filled with the bodies of dead soldiers. The poem also highlights one of the ironies of war—that soldiers must die so that a nation of people might live. Commemorating Canadas As is the case with most of the British Commonwealth countries,  Remembrance Day in Canada is celebrated on November 11. To mark the occasion, Canadians observe a minute of silence and visit memorials to honor the soldiers sacrificed their lives for their country. The poppy symbolizes  Remembrance Day and is often worn as a sign of respect. At the National War Memorial, a ceremony is held to commemorate the soldiers. The Tomb of the Unknown Soldier is also an important landmark where people gather to honor the dead. Canada has always been known for its peaceful people, vibrant culture, and beautiful countryside. But even more than that, Canada is known for its patriotism. On Remembrance Day, take a moment to salute those patriotic men and women who served their nation by reading some of the quotes  below. Remembrance Day Quotations In Flanders Fields, the poppies blowBetween the crosses, row on row,That mark our place; and in the skyThe larks, still bravely singing, flyScarce heard amid the guns below.—John McCrae In war, there are no unwounded soldiers.—Jose Narosky The dead soldiers silence sings our national anthem.—Aaron Kilbourn But the freedom that they fought for, and the country grand they wrought for, is their monument today, and for aye.—Thomas Dunn English And they who for their country die shall fill an honored grave, for glory lights the soldiers tomb, and beauty weeps the brave.—Joseph Drake Patriotism is not dying for ones country, it is living for ones country. And for humanity. Perhaps that is not as romantic, but its better.—Agnes Macphail I am a Canadian, free to speak without fear, free to worship in my own way, free to stand for what I think right, free to oppose what I believe wrong, or free to choose those who shall govern my country. This heritage of freedom I pledge to uphold for myself and all mankind.—John Diefenbaker Our hopes are high. Our faith in the people is great. Our courage is strong. And our dreams for this beautiful country will never die.—Pierre Trudeau Whether we live together in confidence and cohesion; with more faith and pride in ourselves and less self-doubt and hesitation; strong in the conviction that the destiny of Canada is to unite, not divide; sharing in cooperation, not in separation or in conflict; respecting our past and welcoming our future.—Lester Pearson Canadian nationalism is a subtle, easily misunderstood but powerful reality, expressed in a way that is not  state-directed—something like a beer commercial or the death of a significant Canadian figure.—Paul Kopas We only need to look at what we are really doing in the world and at home and well know what it is to be Canadian.—Adrienne Clarkson