İbrahim İLGÜZ 030040113 (Third Week)

Integrated Product Development (IPD)
Very few products are developed by an individual working alone. It is unlikely that an individual will have all the necessary skills in marketing, industrial design, mechanical and electronic engineering, manufacturing processes and materials, tool-making, packaging design, graphic art, and project anagement, etc. Development is normally done by a design team as an integrated approach. The team leader draws on talent in a variety of disciplines, often from both outside and inside of the organization. As a general rule, the cost of a development effort is a factor of the number of people involved and the time required fostering the initial concept into a fully refined product.Integrated product development (IPD) practices are recognized as critical to the development of competitive products in today's fast-paced global economy. Product development teams, particularly when team members are collocated, are a critical element of IPD practices to facilitate early involvement and parallel design of products and their processes. As a company grows larger and products become more complex, hierarchical organizations are established to master the increasingly large organization size, the technical complexity, and the specialization that evolves to master this complexity. This company growth also results in the geographic dispersion of people and functional departments. These factors inhibit many of the informal relationships that previously provided effective communication and coordination between functions. Functional departments tend to focus inwardly on functional objectives. This is often described as the functional bin. A hierarchical organization structure with enterprise activities directed by functional managers becomes incapable of coordinating the many cross-functional activities required to support product development as the enterprise moves toward parallel design of product and process and a focus on time-to-market. Product development teams (PDTs) are a way to address this complexity by organizing the necessary skills and resources on a team basis to support product and process development in a highly interactive, parallel collaborative manner.
(Computer-Based Design and Manufacturing An Information-Based Approach, Emad Abouel Nasr,. Ali K. Kamrani;p 305)
Operator Personnel Cost (Co)
This cost covers all costs associated with the operation and maintenance support of the system throughout its product life cycle subsequent to equipment delivery in the field. Specific categories cover the cost of system operation, maintenance, sustaining logistic support, equipment modifications, and system/equipment phaseout and disposal. Costs are generally determined for each year throughout life cycle. The operations and maintenance is
Co=(Coo+Com+Con+Cop)
where
Coo - cost of system/equipment life cycle operations
Com = cost of system/equipment life cycle maintenance
Con = cost of system/equipment modifications
Cop = cost of system/equipment phase-out and disposal
(Computer-Based Design and Manufacturing An Information-Based Approach, Emad Abouel Nasr,. Ali K. Kamrani ,p 39)
PRODUCT DATA EXCHANGE SPECIFICATION (PDES)
A likely alternative to IGES is the product data exchange specification (PDES) developed
by IGES organisation. PDES is aimed at defining a more conceptual model. Parts will be
based on solids and defined in terms of features such as holes, flanges, or ribs. Instead of
dimensions PDES will define a tolerance envelope for the parts to be manufactured. PDES
will also contain non-geometric information such as materials used, manufacturing process
and suppliers. PDES will be a complete computer model of the part.
( CAD/CAM/CIM, P. Radhakrishnan S. Subramanian V. Raju,p590)
Spatial Occupancy Enumeration:
The object is represented by a list of the cubical disjoint spatial cells that it occupies. This is the special case of the cell decomposition where the shape of the cells is cubical.
(Computer-Based Design and Manufacturing An Information-Based Approach, Emad Abouel Nasr,. Ali K. Kamrani, p 85 )