Because learning changes everything.

Chapter 4

Product and Service Design

Operations Management
FOURTEENTH EDITION
William J. Stevenson

© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 Chapter 4: Learning Objectives

You should be able to:

LO 4.1 Explain the strategic importance of product and service design
LO4.2 Describe what product and service design does
LO4.3 Name the key questions of product and service design
LO4.4 Identify some reasons for design or redesign
LO4.5 List some of the main sources of design ideas
LO4.6 Discuss the importance of legal, ethical, and sustainability
considerations in
product and service design
LO4.7
Explain the purpose and goal of life-cycle assessment
LO4.8
Explain the phrase “the 3 Rs”
LO4.9
Briefly describe the phases in product design and development
LO4.10
Discuss several key issues in product or service design
LO4.11
Discuss the two key issues in service design
LO4.12
List the characteristics of well-designed service systems
LO4.13
List some guidelines for successful service design
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 Strategic Product and Service Design

The essence of an organization is the goods and services it

offers
Every aspect of the organization is structured around them
Product and service design – or redesign – should be
closely tied to an organization’s strategy

LO 4.1
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 What Does Product & Service Design Do?

Activities and responsibilities of product and service design include:

1. Translate customer wants and needs into product and
service requirements
2. Refine existing products and services
3. Develop new products and services
4. Formulate quality goals
5. Formulate cost targets
6. Construct and test prototypes
7. Document specifications
8. Translate product and service specifications into process
specifications
9. Involve inter-functional collaboration

LO 4.2
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 Key Questions

1. Is there a demand for it?

Market size
Demand profile
2. Can we do it?
Manufacturability - the capability of an organization to
produce an item at an acceptable profit
Serviceability - the capability of an organization to provide a
service at an acceptable cost or profit

LO 4.3
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 Key Questions (cont.)

3. What level of quality is appropriate?

Customer expectations
Competitor quality
Fit with current offering
4. Does it make sense from an economic standpoint?
Liability issues, ethical considerations, sustainability issues,
costs and profits

LO 4.3
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 Reasons to Design or Re-Design

The driving forces for product and service design or redesign

are market opportunities or threats:

LO 4.3
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Dutch Boy Group's Twist & Pour™ Packaging: A Game Changer

Key Features:
- Square-shaped container for easy handling and
storagemoisture-proof plastic material
- Large 5¾-inch mouth
- Rust-resistant, allows easy brush access

Convenience Benefits:
- Twist-open lid—no tools required
- Snap-in pour spout prevents drips and mess
- Built-in handle for comfortable carrying

Industry Recognition:
- Winner of the AmeriStar Packaging Competition
 Idea Generation

1. Supply-chain based
2. Competitor based
3. Research based

LO 4.5
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Vlasic’s Big Pickle Slices: Innovation and Challenges

Key Points:
- Vlasic identified consumer demand for large pickle slices.
- Large cucumbers didn’t exist, requiring experimentation.
- Developed a new strain through multiple crossbreeds.
- Faced challenges with factory equipment breaking.
- New slicing equipment had to be designed.

Lesson:
Product development requires continuous innovation, not
just for the product but also the tools and processes.
 Supply-Chain Based

Ideas can come from anywhere in the supply chain:

Customers
Suppliers
Distributors
Employees
Maintenan
ce and
repair
personnel

LO 4.5
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 Competitor Based

By studying how a competitor operates and its products and

services, many useful ideas can be generated
Reverse engineering
Dismantling and inspecting a competitor’s product to
discover product improvements

LO 4.5
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 Research Based

Research and development (R&D)

Organized efforts to increase scientific knowledge or product
innovation
Basic research
• Has the objective of advancing the state of knowledge about
a subject without any near-term expectation of commercial
applications
Applied research
• Has the objective of achieving commercial applications

Development
• Converts the results of applied research into useful
commercial applications
LO 4.5
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 Legal Considerations

Legal considerations
Product liability
• The responsibility a manufacturer has for any injuries or damages caused
by a faulty product
• Some of the concomitant costs
• Litigation
• Legal and insurance costs
• Settlement costs
• Costly product recalls
• Reputation effects

Uniform Commercial Code

• Under the UCC, products carry an implication of merchantability and
fitness
LO 4.6
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 Ethical Considerations

Designers are often under pressure to

Speed up the design process
Cut costs
These pressures force trade-off decisions
What if a product has bugs?
• Release the product and risk damage to your reputation
• Work out the bugs and forego revenue

LO 4.6
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 Other considerations

Human factors
Safety and liability
Cultural factors
Colors, preferred food, product labels
Global design
Design teams can be in different countries

LO 4.6
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 Sustainability

Sustainability
Using resources in ways that do not harm ecological systems
that support human existence
Key aspects of designing for sustainability
Cradle-to-grave assessment (life cycle analysis)
End-of-life programs
The Three Rs
• Reduction of costs and materials used
• Reusing parts of returned products
• Recycling

LO 4.7
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Sustainability Examples

Oscar Mayer Deli Creations:

Reduced packaging by 30%, saving 1.2 million pounds of
waste from landfills.
Kraft Salad Dressing:
Decreased plastic per bottle by 19%, eliminating 3 million
pounds of plastic annually, while enhancing transportation
efficiency by 18%.
California Pizza Kitchen Pizzas:
Slimmed-down cartons led to 1.4 million pounds of
packaging reduction annually.
More efficient packaging allowed for 14% more pizzas per
pallet and reduced fuel consumption due to fewer trucks.
 Cradle-to-Grave Assessment

Cradle-to-Grave Assessment
Also known as life cycle analysis (LCA)
The assessment of the environmental impact of a product or
service throughout its useful life
• Focuses on such factors as
• Global warming
• Smog formation
• Oxygen depletion
• Solid waste generation
• LCA procedures are part of the ISO 14000 environmental
management procedures

LO 4.7
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 The Three Rs

Designers often reflect on three particular aspects of

potential cost savings and reducing environmental
impact
Reduce
Reuse
Recycle

LO 4.8
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 Reduce: Costs and Materials

Value analysis
Examination of the function of parts and materials in an effort to reduce
the cost and/or improve the performance of a product
Common questions used in value analysis
• Is the item necessary; does it have value; could it be eliminated?
• Are there alternative sources for the item?
• Could another material, part, or service be used instead?
• Can two or more parts be combined?
• Can specifications be less stringent to save time or money?
• Do suppliers/providers have suggestions for improvements?
• Can packaging be improved or made less costly?

LO 4.8
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 Reuse: Remanufacturing

Remanufacturing
Refurbishing used products by replacing worn-out or
defective components
• Can be performed by the original manufacturer or another
company
Reasons to remanufacture:
• Remanufactured products can be sold for about 50% of the cost of
a new product
• The process requires mostly unskilled and semiskilled workers
• In the global market, European lawmakers are
increasingly requiring manufacturers to take back used
products
Design for disassembly (DFD)
LO 4.8•
Designing a product to that used products can be easily
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 Recycle

Recycling
Recovering materials for future use
• Applies to manufactured parts
• Also applies to materials used during production
Why recycle?
• Cost savings
• Environmental concerns
• Environmental regulations
Companies doing business in the EU must show that a specified
proportion of their products are recyclable
Design for recycling (DFR)
• Product design that takes into account the ability to disassemble a used
product to recover the recyclable parts

LO 4.8
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 Product Life
Product or Service Life Stages
Procter & Gamble Products
Stage

New GilletteLabs with exfoliating bar, FlexFoam, Febreze air

Introduction care with touch-activated scent, Dawn Powerwash, Crest
Whitening emulsions

Tide Pods, Swiffer WetJet, Gillette Fusion ProGlide, Pantene

Growth Pro-V styling products, Oral-B Genius toothbrush, Pampers
Pure diapers

Tide liquid detergent, Pampers Baby-Dry diapers, Head &

Maturity Shoulders shampoo, Crest 3D White toothpaste, Vicks
VapoRub

Old Tide formulas, Old versions of Swiffer (basic mop),

Decline Older Gillette razors (e.g., Mach3), Classic Old Spice
deodorants, Outdated Crest versions
LO 4.9
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 Standardization

Standardization
Extent to which there is an absence of variety in a product,
service, or process
• Products are made in large quantities of identical items
• Every customer or item processed receives essentially the
same service

LO 4.10
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 Standardization – Advantages and Disadvantages

LO 4.10
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 Designing for Mass Customization

Mass customization
A strategy of producing basically standardized goods or
services, but incorporating some degree of customization in
the final product or service
Facilitating techniques
• Delayed differentiation
• Modular design

LO 4.10
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 Delayed Differentiation

Delayed differentiation
The process of producing a product or service but not quite
completing production until customer preferences are known
It is a postponement tactic
• Produce a piece of furniture, but do not stain it; the
customer chooses the stain

LO 4.10
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 Modular Design

Modular design
A form of standardization in which component parts are grouped into modules
that are easily replaced or interchanged
• Advantages
• Easier diagnosis and remedy of failures
• Easier repair and replacement
• Simplification of manufacturing and assembly
• Training costs are relatively low
• Disadvantages
• Limited number of possible product configurations
• Limited ability to repair a faulty module; if it cannot be disassembled, the entire
module must often be scrapped

LO 4.10
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 Reliability

Reliability
The ability of a product, part, or system to perform its
intended function under a prescribed set of conditions
Failure
Situation in which a product, part, or system does not
perform as intended
Reliabilities are always specified with respect to
certain
conditions
Normal operating conditions
• The set of conditions under which an item’s reliability is
LO 4.10 specified
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 Potential ways to improve reliability

Improve component design

Improve production and/or assembly techniques
Improve testing
Use backups
Improve preventive maintenance procedures
Improve user education
Improve system design

LO 4.10
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 Robust Design

Robust design
• A design that results in products or services that can
function over a broad range of conditions
The more robust a product or service, the less likely it will fail
due to a change in the environment in which it is used or in
which it is performed
• Pertains to product as well as process design
Consider the following automobiles:
• Ferrari Enzo
• Toyota Avalon
Which design is more robust?

LO 4.10
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 Degree of Newness

Product or service design changes:

1. Modification of an existing product or service
2. Expansion of an existing product line or service offering
3. Clone of a competitor’s product or service
4. New product or service
The degree of change affects the newness of the product or service
to
the market and to the organization
Risks and benefits?

LO 4.10
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 Quality Function Deployment

Quality Function Deployment (QFD)

An approach that integrates the “voice of the customer” into
both product and service development
• The purpose is to ensure that customer requirements are
factored into every aspect of the process
• Listening to and understanding the customer is the central
feature of QFD
House of Quality

LO 4.10
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 FIGURE 4.4 An
example of the
house of quality

LO 4.10 Access the text alternative for slide images.

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 The House of Quality Sequence

LO 4.10
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 Kano Model

Basic quality
Refers to customer requirements that have only limited effect on
customer satisfaction if present, but lead to dissatisfaction if
absent
Performance quality
Refers to customer requirements that generate satisfaction or
dissatisfaction in proportion to their level of functionality and
appeal
Excitement quality
Refers to a feature or attribute that was unexpected by the
customer and causes excitement

LO 4.10
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 The Kano Model – As Time Passes

LO 4.10 Access the text alternative for slide images.

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 Phases in Product Design and Development

1. Feasibility analysis
2. Product specifications
3. Process specifications
4. Prototype development
5. Design review
6. Market test
7. Product introduction
8. Follow-up evaluation

LO 4.10
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 Concurrent Engineering

Concurrent engineering
Bringing engineering design and manufacturing personnel
together early in the design phase
• Also may involve manufacturing, marketing and purchasing
personnel in loosely integrated cross-functional teams
• Views of suppliers and customers may also be sought
The purpose is to achieve product designs that
reflect
customer wants as well as manufacturing
capabilities

LO 4.10
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 Computer-Aided Design (CAD)

CAD
Product design using computer graphics
Advantages
• Increases productivity of designers, 3 to 10 times
• Creates a database for manufacturing information and product
specifications
• Provides possibility of engineering and cost analysis on proposed
designs
CAD that includes finite element analysis (FEA) can
significantly reduce time to market
• Enables developers to perform simulations that aid in the
design, analysis, and commercialization of new products
LO 4.10
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 Production Requirements

Designers must take into account production capabilities

Equipment
Skills
Types of materials
Schedules
Technologies
Special abilities

LO 4.10
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 Manufacturability

Manufacturability
Ease of fabrication and/or assembly
It has important implications for
• Cost
• Productivity
• Quality
Design for manufacturing
Design for assembly

LO 4.10
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 Component Commonality

When products have a high degree of similarity in features

and components, a part can be used in multiple products
Benefits:
Savings in design time
Standard training for assembly and installation
Opportunities to buy in bulk from suppliers
Commonality of parts for repair
Fewer inventory items must be handled

LO 4.10
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 Service Design

Begins with a choice of service strategy, which determines

the nature and focus of the service, and the target market
Key issues in service design
• Degree of variation in service requirements
• Degree of customer contact and involvement

LO 4.11
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 Differences between Service and Product Design

1. Products are generally tangible; services are intangible

2. Services are created and delivered at the same time
3. Services cannot be inventoried
4. Services are highly visible to consumers
5. Some services have low barriers to entry and exit
6. Location is often important to service design, with convenience
as a major factor
7. Service systems range from those with little or no customer
contact to those that have a very high degree of customer
contact
8. Demand variability alternately creates waiting lines or idle
service resources

LO 4.11
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 Phases in Service Design Process

1. Conceptualize
Idea generation
Assessment of customer wants/needs
Assessment of demand potential
2. Identify service package components needed
3. Determine performance specifications
4. Translate performance specifications into design
specifications
5. Translate design specifications into delivery specifications

LO 4.11
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 The Well-Designed Service System

Characteristics
Consistent with the organization mission
User-friendly
Robust if variability is a factor
Easy to sustain
Cost-effective
Has value that is obvious to the customer
Has effective linkages between back- and front-of-the-house
operations
Has a single, unifying theme
Has design features and checks that will ensure service that
is
LO reliable
4.12 and of high quality
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 Successful Service Design

1. Define the service package in detail

2. Focus on the operation from the customer’s perspective
3. Consider the image that the service package will present both to customers
and to prospective customers
4. Recognize that designers’ familiarity with the system may give them a quite
different perspective than that of the customer, and take steps to
overcome this
5. Make sure that managers are involved and will support the design once it
is
implemented
6. Define quality for both tangibles and intangibles
7. Make sure that recruitment, training, and reward policies are consistent with
service expectations
8. Establish procedures to handle both predictable and unpredictable events
9. Establish system to monitor, maintain, and improve service

LO 4.13
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 Operations Strategy

Effective product and service design can help the

organization achieve competitive advantage:
Packaging products and ancillary services to increase sales
Using multiple-use platforms
Implementing tactics that will achieve the benefits of high
volume while satisfying customer needs for variety
Continually monitoring products and services for
small improvement opportunities
Reducing the time it takes to get a new or redesigned
product or
service to the market

LO 4.13
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© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.