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2015 | OriginalPaper | Buchkapitel

3. The Total Explicit–Implicit Approach: The Special QFD Matrix for Material Selection

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Abstract

Chapter 3 faces the challenge of building up a tool that can embed the advantages of both implicit and explicit methods as discussed in Chapter 1 and Chapter 2, in order to mitigate their respective drawbacks. A classroom case study is employed in order to guide and support readers in preparing multi-objective decision analysis on the choice of material among possible contenders. Readers will therefore learn step by step how to customize the QFD tool for material selection which we call QFD4Mat, and how to embed, if necessary, tools that are usually of an explicit method like material performance indices. The method is provided in the form of a graphic tool that is user-friendly and easy-to-customize for the specific problem that the reader will face no matter what his own background; material specialists, designers, procurement officers, finance advisors and CEOs are all expected to contribute in providing their own ideas for the QFD4Mat to be created for specific projects. To facilitate the reader in customizing the QFD4Mat on his own, further electronic downloadable sources are provided in a website platform here presented. The basic matrix tool, the QFD4Mat employed in the case study discussed, other accessory sub-tools (e.g. material index lists, guidelines for defining the new product development process stage designation, customizable tables for calculating cost indexes for manufacturing and the Global Material Index etc.) are uploaded. The platform contains further classroom case studies realized by postgraduate master students.

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Fußnoten
1
To this purpose, when necessary, we will frequently refer to basic foundations already laid down in the previous chapters.
 
2
There are four types of responsibility centers or business units: the revenue centers where the outputs are measured in monetary terms, the cost centers where inputs are valued in monetary terms, the profit centers where both inputs and outputs are measured in terms of money, and investment centers where performance activities are assessed in relation to one or more investment activities.
 
3
It is worth to further notice that the cost of new product development increases for each day lost because of poor interdepartmental cooperation. For this reason cross-business-unit collaboration is central to a large firms’ value creation. Emergent theories emphasize that a BU-centric process led by “multibusiness teams” of general managers leads to a better collaboration than a corporate-centric process.
 
4
This approach arises from the more general life cycle cost accounting (LCCA) approach. Life cycle cost (LCC) analysis initially applied by the US Department of Defense (Gupta 1983) today covers wide aspects of product life cycle engineering. It aims to seek out the “hot spots” of the whole product life cycle in terms of saving costs in order to calculate the true cost of the material components of products, their use, and ultimate disposal or recycling throughout their lifetime. Life cost cycle accounting serves therefore to actually compare similar products or processes to determine which is the more efficient. It targets the breakdown of all the costs incurred in the product’s life from production and construction costs (manufacturing, process development, production operations, quality control, etc.), the initial logistic support requirements (e.g., initial consumer support, the manufacture of spare parts, the production of test and support equipment, etc.), the operation and support costs (e.g., marketing and sales, transportation, corrective maintenance), retirement, and disposal costs.
 
5
For a bike tube frame cases of localized corrosion mechanisms that appear to the naked eye are not so frequent as microscopic surface voids. This form of corrosion is called pit corrosion and consists in highly localized loss of material that progresses over time because of an aggressive environment. If the tube—or component—subject to pit corrosion is loaded under cyclic tensile stress, for example, in tubes that contain pressurized fluid, such microvoids could also become preferential sites for the nucleation and propagation of cracks. The result is a change in the “evolution” of damage mechanisms, which progress as fatigue cracks induced by pit corrosion.
 
6
Corrosion rates in the USA are normally calculated using mpy (mils per year equivalent to 0.0254 mm/y = 25.4 µm/y in International System of Units). In order to calculate the rate of corrosion, the following information must be collected: (a) weight loss, that is the decrease in metal weight during the reference time period), (b) density of the metal; (c) total initial surface area of the metal piece; (d) the length of the reference time period. A very user-friendly, free corrosion calculator and multienvironment database are present at http://www.corrosionsource.com/FreeContent/Tools-Home.
 
7
Be careful when you are managing performance indicators with an opposite trend for objective optimization: in that case just the increasing trend indicator will be converted into the reciprocal value.
 
8
Ibid. Ashby 2005.
 
9
Ibid. Ashby 2005.
 
Metadaten
Titel
The Total Explicit–Implicit Approach: The Special QFD Matrix for Material Selection
verfasst von
Fabrizio D’Errico
Copyright-Jahr
2015
DOI
https://doi.org/10.1007/978-3-319-13030-9_3

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