Product Design & Development Management

Question Two – From published material or from industrial experiance, identify and
describe a new product introduction process.
During the module you were introduced to enablers of lean design (Lean NPI,
NPI games 1,2 & 3)
Assess the identified case against the this material and make recommendations
for improvement.

This report describes the new product introduction process for Tooling Industry. Due
to fierce competition in Tooling industry, Tool rooms are looking for new products,
technology & markets which makes them unique. This paper depicts NPI methods,
review processes which makes new tooling product development robust & error free.

______________________________________________________________________________

Declaration

“I have read and understood the rules on cheating, plagiarism and appropriate
referencing as outlined in my handbook and I declare that the work contained in this
assignment is my own, unless otherwise acknowledged.

No substantial part of the work submitted here has also been submitted by me in
other assessment for my degree course, and I acknowledge that if this has been done
an appropriate reduction in the mark I might otherwise have received will be made”

Signature
Index

Index ……………………………………………………………………………………………………… 02
Index of figures…………………………………………………………………………………….. 03
Chapter 1 – NPI Processes
1.1 Introduction – Godrej Tooling Introduction………………………. 04

Chapter 2 – NPI process in Godrej Tooling

2.1 Godrej Tooling NPI process…..………………………………………….. 14
2.1.2 Need Identification........………………………………………………….. 14
2.1.2 Concept Generation……………………………………………………….... 15
2.1.3 Concept Evaluation................……………………………………….. 15
2.1.4 Programme Plan Development.……………………………………….. 16
2.1.5 Final Review.…………………………………………………………………….. 16
3.1 Benifits of Lean Principle…...................…………………………. 17

References………………………………………………………………………………………….. 22
Index of Figures

Figure 1.1 Godrej Tooling NPI process 05

Figure 2.1 Product Finalisation funnel with filters 06
Figure 2.2 Stages of technology 08
Figure 3.1 Present Godrej Tooling shop layout 11
Figure 3.2 Proposed Godrej Tooling shop layout 12
1.1 Godrej Tooling Introduction

Godrej Tooling Division is a part of Godrej & Boyce Mfg. Co. Ltd which
was started in the year 1897. The Tooling division which was founded as a
captive tool room in 1935 to cater to the needs of the other internal divisions.
The Godrej Tooling graduated to a commercial tool room in 1993. The division
is into three distinct business lines that are Press tools, Die casting dies,
Special purpose machines and Jigs and fixtures.

1.2 Product profile History at Godrej Tooling

In Tooling parlance the Product means the type of dies or moulds that
tool room manufactures & the output part from the die is known as Part. Here
we are going to discuss about New product introduction process in Die Casting
business of Godrej Tooling Division. Since inception Godrej Tooling has
undergone many product changes as explained in table below

Product Parts Period Need

Small Die casting Locks cylinders, 1935 Support to Godrej
dies Keys up to 250T locks division
Appliances Plastic Shelves, Table top 1970 Support to Godrej
Moulds for Refrigerator , Appliances division
Washing machine
tub, up to 800T
Automotive Platic Door trims, Glove 1993 Cater to domestic
Moulds boxes up to 1600T Auto market
2 / 3 wheeler Die Carburetors, 1993 Cater to domestic
casting dies Crank cases, Auto Market
covers up to
1350T.
2.1 NPD Process at Godrej Tooling.
From above table we see Godrej Tooling has changed its product profile
as per requirement of the market need & strategic drive.

For New product introduction the Godrej Tooling has followed the following
process.

Need identification

Concept genaration

Concept Evaluation

Develop Programme
plans

Deployment

Final review

Godej Tooling NPI Process

Fig 1.1
2.1.1 Need Identification

1. In last 3 years many MNC automakers like GM, VW, Diamler Chrysler
has setup their production plants in India. They have a strategy to make
these plant as a manufacturing hub for Asian Market. With So many
manufacturing activities happenning in India, There is a need of Tool
Room who can supply & support the toolings to these plants.

2. Due to competition in local markets technology intensive bussiness

like tooling is always under pressure for development of new capabilities
& markets. The general trend of toolroom development is as follows.

1. Captive tool room for production shop like stampings, die casters,
Moulders etc.
2. Cater to open market for capacity utilisation.
3. Being specialised in segment like Press tool, Die casting & Injection
moulds.
4. Entering in to niche market of a particular segment.

This paper focuses on the new product development for the tool room
whos is aspiring to acquire stage 4 from stage 3.

Godrej tooling is a die casting die supplier for Automobiles in two wheelar
segment. They are specialised in manufacturing dies for engine crank cases &
Carburretors. But to be in the niche market they have adopted a strategy to
cater 4 wheeler auto segment. Following are the opportunities they envised
while adopting this strategy.

1. Development of 4 wheeler market in India.

2. Entry of many Auto MNCs in Indian market.
3. Strategy of these MNCs to make India as a global manufacturing
 hub.
4. Increasing demand for Automobile in local market in India.
5. Be a local tooling supplier for MNCs which will be cost effective,
proximity from production plants etc.

By considering these aspects Godrej Tooling has entered in to 4 wheeler

market. So for them 4 wheeler Die development becomes new product.

Analysis

1. There is clear indication of the market need in the segment

identified by Godrej Tooling.
2. The drivers for Godrej Tooling to migrate to new product segments
are
1. Domestic & international competition in the current product.
2. Shortage of Tooling supplier in India for a identified segment
becomes more evident with the entry of new OEMs in to Indian
Market.
3. New Technology know how.
3. Data availability of the Market potential before & after the entry of
OEMs would have given the actual growth of the market.
4. Data of the current indian tooling suppliers with their market share
and the segment they operate would have given the idea about the
distribution of the market.
5. There is a possibility of new tooling suppliers entry in to Indian
market. These new suppliers might include the present tooling
manufacturer of the new OEMs. Now the presence of new players &
their action on the new emerging Indian market should have been
the part of need identification. This would have helped to access
the new peer entry in the domestic market & its result in current &
new product segment.
2.1.2 Concept generation
In 4 wheeler there are various segment like
1. Passenger Car
2. Commercial vehical
3. Military vehicals

And in each segment there are die cast parts used for

1. Engine Assembly
2. Reinforcements components
3. Steering columns
4. Fuel Injectors etc.

Following list of die cast component was made after analysis.

1. Engine parts
1. Cylinder heads
2. Cylinder blocks
3. Cylinder head covers (Chain covers)
4. Oil pans

Analysis
1. In the present Godrej Tooling business the share of repeat orders is
about 50%. Repeat order means the exact replica of the earlier
die. The need for repeat order arises because of the volumes of the
casting required for a particular part. From one die casting die
100000 component can be produced. With the huge requirement of
the 2 wheelers in India Godrej Tooling was getting repeated orders
for the same castings.

2. But in 4 wheelers volumes are less compare to 2 wheelers. So the

 preference should be given to those components whose
requirement in unit vehical is multiple. For eg. Any car would
require one gear box housing, but the requirement for the alloy
wheel is 4 per vehical. So the repeat requirement of the alloy
wheel die is 4 times that of gear box housing. Thus ensuring future
business of the developed die.

2.1.3 Concept Evaluation

Casting Technology

Parts above 2000T

Niche Technologies

Oil Pans
Cylinder heads
Cylinder Block
Oil Pan
Gear Box Housing Transmission Case
Steering Column Transmission housing
Head Covers
Transmission cases Front covers
Transmission Housings
Head covers
Front covers
Water outlets
Alloy wheel

Product Finalisation funnel with filters

Fig 2.1
For the concept evaluation screening was done by using the following
filters
 1. Niche Technology. - Like cylinder heads. Godrej Tooling was not
intended to go for this as the investment to acquire this capability
would be too huge.
2. Casting Technology – There are different casting technologies like
Gravity, Low pressure & High pressure. Since Godrej Tooling was
having very good operational know how of High pressure die
casting. They decided to go only with High pressure die casting.
3. Parts above 2000T – With the present capability Godrej Tooling was
was manufacturing dies up to 1350T. For new product the they
have decided to go above 2000T.
Analysis.

1. While the technology was the prime driver for the new product,
Technolofy life cycle was not considered during the Product
conceptualisation.
2. Godrej Tooling was traditionally manufacturing 2W crank case pressure
die casting (PDC) dies. Though with emerging market they had a
opportunity to serve in to Gravity, Low pressure die cating but based on
their their experties in PDC they have selected new products of higher
tonnages in PDCs thus leveraging their operational advantage.
3. Tough the Godrej Tooling aimed for the technology advancement but in
4W automobile that technology is either mainstream or Mature
technology meaning Godrej Tooling will have to work on engineering as
well as marketing efforts also.
 Fig 2.2 (Source 13,14)
2.1.4 Programme Plan Development
Capacity builtup
− Machining centres
− Handling Capabilities
− Tryout Facility development
− Inspection facility development
− Spotting machine

Capability builtup
− Design Knowhow
− Simulation Capability
− Assembly knowhow
Market awarenesss
− Participation in exhibition
− Offering reconditioning of target dies to OEMs.

Deployment Plan.

After identification of chosen components for which the toolings to be

developed, Godrej Toolings identified the OEMS & foundries where these
components were casted.
Following actions were taken for the deployment plan

− Machining centres – For large die casting dies insert sizes are large
as compared to 2 wheeler component. Godrej tooling was having
mainly single column machines for insert machining. But the
investment in double column machines were offsetted since the
Godrej tooling were having double column machines for their
Stmaping dies tooling business.

− Handling capabilities – Since the large dies weighs around 15T to

20T it was necessary to install a handling capability of atleast 25T. The
overhead crane of 25T capacity was installed at assembly & tryout
shop.

− Setting up a trial facility - For any tooling business it is a must

have facility. Godrej tooling was having tryout facility of 1000T. For
trying out 4 wheeler auto component it was necessary to have
inhouse tryout die casting machine of 2500T. For Godrej Tooling
capability developement for handling this machine was a very new
experiance. They setup a team to gather & understand the
prerequisite, periferals & safety aspects of the die casting machine.
The team visited several foundries & came out following recomendations.

− Make & capacity of the diecasting machine

− Furnace & its capacity.
− Extractor robot
− Die spraying equipment
− Auto laddlling mechanisms
− Overhead crane capacity
 − Inspection facility development – Other than CMM facility the
inspection of 4 wheelar component also requires
− X – ray inspection for indentifying porosity of the casting.
− White light scanning – for geometry comparison with 3D
model & actual compoenent.
It was decided to vendored out X ray & white light scanning faciility as these
facilities are easily available in the market. The vendors for X ray & whight light
scanning were identified.

− Spotting facility development – Spotting is the finishing operation

in Die assebly where the blue matching of both halves & the sliders
are established. Various makes & configurations of machines were
evaluated & benchmarked & selected machine was procured.

− Hired design consultant – Godej Tooling hired design consultant

who is renouned in the automotive industry for his experties in the
tool design of 4 wheeler pressure diecasted castings. From him the
designers got knowledge about
− Approach for design
− Design calculations.
− Insights about how to embedd casting quality requirement in to
tool design
− Tool designes of various components.

− Simulation capability - Since the development & manufacturing cost

of large die cast tooling is huge, It is always necessary to be on the
first time right. This was done by acquiring the flow simulation facility.
Several evaluations, bechmarking were carried out amongst several
softwares & final selection of the software was done.
 − Assembly know how - Since handling & assembling large dies is a
very specialised job, the die makers who are skilled in the assemblies
of larger dies were recruited. The training plan of the existing die
makers to acquire the new skills were made & executed.

Analysis
1. Time to market. Time plan of Deployment plan
2. Graph of money allocated Vs Money spend
3. In deployment plan the Lean objectives are not focussed to curtailed the
waste.
2.1.5 Deployment
The deployment of the capacity & capability was done by following ways.
− By Offering reconditioning of target dies to OEMs. - Penetration in to
new segment was done by initially offering reconditioning of the larger
dies to the foundries & OEMs. The reconditioning of the dies includes
− Dissembly of die
− Manufacturing new inserts
− Remachining die holders
− Assembly of die
− Spotting of die
− Tryout &
− Inspection
In a way die reconditioning activity is 85% of the new die
develoment remaining 15% includes supply chain of Mold base.

Promote new capability in market.

Participation in international exhibitions. - To make aware the market

about the entry of Godrej Tooling in to new segment tools is done by visiting
OEMS & Foundries who are users & producers of these castings. The Godrej
Tooling also participated in International exhibitions like Euro moulds which
was held at Germany.

2.1.5 Final Review

Based on the experiences of the dies reconditioning activities some
corrections in the laid process were done. Like deep hole drilling in inserts were
called for different process than the earlier one.
3.1 Benefits of Lean Principles -
Earlier Godrej Tooling was never had a new product introduction process.
With this initiative they have formalised the process, so that any new product
development can follow the same road map.

1. Standardisation among various die elemets such as Moldbase,

Leader pins, Carriages, Core pins will save on inventory &
manufacturing cost of these items. Godrej Tooling should initiate a
standardisation process.

2. Current shop floor setup of Godrej Tooling is operation cluster

where lots of job movement takes place adding no value to jobs.
Godrej Tooling should adopt one piece flow manufacturing concept
wherever possible, production is organised into cells with one piece
flow. This minimises lead times and combined with quick set ups,
contributes to reducing inventory and WIP. It leads to dramatic
reductions in reject levels, and the inherent velocity can
significantly improve productivity.
 Fig. 3.1
Present shop layout of Godrej Tooling
Fig 1 is indicating the current layout of machines. The machines are
installed in cluster as per operations like drilling, roughing, wire cut etc. The
machining sequence number shown after process name. Like Driiling 1 is 1st
operation after that next operation would be roughing 2. Lot of material
movement is taking place as the job progresses. This unnecessasary material
movement is a waste. This can be corrected by chage in machine layout as
proposed in Fig.2

Fig. 2
Proposed shop layout of Godrej Tooling
The fig.2 is indicating the single piece part flow process Where the
material movement time of the insert is saved. Serialise job completion is
ensured & hence productivity will be increased.

3 The inflow of orders from customer can not be predicted or

scheduled. This means at times many orders in hand for execution at the same
time. This leads to outsourcing for want of capacity. And some times less order
receipt which lead to inhouse capacity waste for want of job. The challenge is
to bridge the gap between Out sourcing & Empty capacity pockets.
This can be done by regulating the execution of orders as per WIP
(work in progress) norms. The execution capacity is measured in terms of
number dies handled at a given time. No extra die is allowed above WIP
norms. This will ensure the capacity is fully utilised & the project esecution
happens in time.
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