66% Collen Ncube: Industrial & manufacturing engineering :P 2 :Due date 19/02/12 Question 1) Product quality Product cost

cost Product price product design product features

Marketing, manufacturing and design have of late become an essential integration in many companies particularly the research and development companies. Their interdependency can never be over emphasized. But due to their various cultural backgrounds conflicts, these three departments have proven to be a draw back to the instant production of new product developments. In the development of a product, the marketing department has its own aspects for consideration for instance the development of pricing strategies, balancing company objectives and customer satisfaction, identifying developing and evaluating marketing strategies for the product, evaluating the financial aspects of product development, such as budgets, expenditures, research and development appropriations, and returns on investment and profit-loss projections, consulting with manufacturing department on product specifications such as design, colour and packaging and conducting economic and commercial surveys to identify potential markets for the product. Whereas, the manufacturing department focus on evaluating manufacturing processes by designing and conducting research programs such as fabrication, assembly, tooling etc, developing manufacturing processes by studying product requirement, assuring product and process quality by designing testing methods of the finished products, providing manufacturing decision-making information by calculating labour and material costs and estimating future requirements or complications. On the other hand, the design department uses mathematical modelling to work out whether the product would work and be cost effective; they turn the research/marketing ideas into technical plans through drawing both prototypes and the actual product.

Having established the roles of the three departments, it is clear that their duties with regard to product developments are distinct hence the three have to work together if the product is to be a success on the market. Now because of their diverse cultures, these very three departments tend to differ in opinion on a number of aspects. For instance, the marketing department can come up with an out of the world customer design specification which might be too complex for the design department to produce by computer drawing and if the design department raises this up with the marketing department, the marketing department might stand by their word and say they are representing the customers and that is what the customers want. They might go on to even report to the management that the design department is inefficient just because it has failed to produce the design to the customer specifications. Similarly, the design department in collaboration with the marketing department can come up with a complex product design which the manufacturing department have no capacity to produce either in terms of the inputs or in terms of the available technology and when brought to attention, this definitely can cause a conflict. Or the design and marketing departments design agreement might be too expensive to manufacture either due to the manufacturing process or input which means it will not tally with the marketing departments motto of keeping the price affordable to the customer and when this is brought to attention, it has the capacity also to fuel a conflict. The marketing departments product according to the customer specification may not be conforming to other manufacturing engineering standards such as ozone friendliness and currently engineering department as a whole has a standing law against the production of non ozone friendly products hence the manufacturing sector might have an input which might not go down well with the marketing department because it would have altered the customers specification to suit the manufacturing standard by so doing altering the product dimensions so is the pricing too. The above conflicts can be done away with or minimised if (a) all department have a basic appreciation of each others operation ie, the marketing department is given a basic knowledge of designing and a basic knowledge on manufacturing so that when they discus with a potential customer they try to reason with them in line with the principles of the other two departments and if the customer request for an impossible design they simply tell them it is not possible rather than waiting until they are told by the manufacturing department. The manufacturing team also ought to have an appreciation in design and marketing so as to appreciate what comes from the marketing department. The design department ought to have also an

appreciation of marketing and manufacturing so as to produce drawings that are within the scope of the other two departments. This appreciation of the basic principles of other departments in turn improves the communication and partially eradicates the cultural differences amongst the departments members. (b) The other practice that might assist, is to have the three departments meeting and discussing the product from design to manufacturing before assuring the customer that their product is doable. This can in turn eradicate all unnecessary re-working of a product. (C) Finally, the top management has to spearhead and fully promote the education of the fundamental principles of the three departments so as to promote mutual integration and this in turn does not prejudice the company or the customer but infect it save the company a lot by cutting down time on product development and manufacture .
References; Crittenden,V.L,Gardiner L.R and Stam,A (1993)Reediming conflict between Marketing and manufacturing,lndustrial manufacturing,22,299-300 2) Gupta A K Raj K and Wilemon D,1985The R&D MARKETING INTERFACE INTERFACE IN THE PRODUCTION INNOVATION PROCESS Journal of marketing,50,7-17 3)Resolving conflict between marketing and engineering: a quest for effective intergration by Pro.Dr Hula Tuteck,doc.Dr.Canan Ay from Celal Bayar University,Facult of Economics and Business Administration

Question 2) -organization structure Product quality Continous improvement Customer satisfaction Total organization involvement Education and training Measurement and information

Effective quality management systems is defined as the schemes of procedure designed to integrate and transform resources into profitable products as per organizational policies in such a way that a high degree of product accomplishment of the objectives with regard to totality of features and characteristics as per design/customer is achieved and maintained through out. The following elements constitute an effective quality management system and information requirement. Standard operating procedure

preparing forms, templates and manuals which can be used immediately as the system runs. Forms and templates should be used for record keeping which your people can follow routinely. Documentation-classification, Definition and Approval :

Quality and technical/master file documents to be created to build up a good quality management system for our service departments. Definition of documents, their classification approval requirements and retention requirements should be understood. Quality Concern Investigation Process:

procedure should be made that contains instructions to follow when conducting investigations collection of data and information, analysis, assigning ,root cause, determine corrective and preventive actions Rework Procedure:

procedure should contain the step by step instruction to be followed when the rework of an in process or completed finished good is required. Product Complaint Procedure:

you should have strong procedure to cover receipt, logging, evaluation, investigation and reporting systems of all complaints received from customers for the marketed products. Audits checks:

procedure should be created to describe the process of planning, performing, reporting and follow ups of different audits for your systems like Internal Quality audit Trainings:

effective training modules to be created for your manufacturing staffs. Training records and reports have to produce on each employee as justified.
References: (1)Elements on effective quality management by gauravdhupar Mar 4 2009; (2)Quality engineering handbook 2003 , Pyzddeck T; (3)United States general accounting, office of policy handbook

Question 3) Failure: It is when a product, system or component no longer performs its required predetermined function. There are generally four types of failures and these are: Total failure: This is the kind of failure which results in complete lack of ability of the product or service to perform the required function. Partial failure: This failure refers to a product is not performing to desired specifications or the services are not provided to expectation.

Gradual failure: This kind of failure takes place over a long time and can be anticipated with some examination such as the FMECA. Sudden failure: This type of failure occurs very quickly and can not be predicted easily by investigations or examination

Causes of failure: Weakness: This type of failure is usually manufacturer oriented hence it is introduced by poor or wrong designs, materials, processes or operation. The system fails when subjected to normal pressure. Misuse: This failure type is usually end user oriented, where operations outside the capabilities of the intended design specification are applied resulting in failure.

Failure Mode Effects Criticality Analysis (FMECA) is a methodology used to identify and analyze, All potential failure modes of the various parts of a system The effects these failures may have on the system How to avoid the failures and/or mitigate the effects of the failures on the system.

When rank of occurrence of the failure mode D, rank of severity of the failure mode S and the rank of the likelihood the failure D, have been determined, the risk priority number (RPN) will be determined using the formula RPN=SOD the failure will be detected before the system reaches the end user. The information on the FMECA chart can be used to establish criticality of components or machinery hence due attention can be rendered to it before it fails. The information gained can actually help in: Trouble shooting Maintenance manual development Design of effective built in test technique

Which in turn can be used as an important input to maintenance planning, the first step to alienate failure.
References: (1)Pdf. failure models, effects and criticality analysis FMECA. National aeronautics and space administration PD-AD-1307 Retrieved 2010-03-13; (2)Design analysis procedure for failure models. Effects and criticality analysis FMECA. Society for automotive engineers ;(3)Procedure for performing a failure mode, effects and criticality US department of defence 1949 Mil-P-1625