Design for Manufacturability : How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production, Second Editio (Hardcover, 2 ed)

DESIGN METHODOLOGYDesign for ManufacturabilityManufacturing before DFM What DFM Is Not Comments from Company DFM SurveysMyths and Realities of Product DevelopmentAchieving the Lowest Cost Toyota on When Cost Is Determined Ultra-Low-Cost Product DevelopmentDesigning for Low Cost Design for Cost Approaches Cost-Based Pricing Price-Based Costing (Target Costing) Cost Targets Should Determine Strategy Cost Metrics and Their Effect on Results How to Design Very Low Cost Products Cost Reduction by Change OrderCutting Time-to-Market in HalfRoles and Focus Human Resources Support for Product Development Job Rotation Management Role to Support DFM Management Focus Successful or Counterproductive Metrics for NPDResistance to DFMArbitrary DecisionsDFM and Design TimeEngineering Change OrdersDo It Right the First TimeStrategy to Do It Right the First TimeCompany Benefits of DFMPersonal Benefits of DFMConclusionsNotesConcurrent EngineeringResources Front-Loading at ToyotaEnsuring Resource Availability Prioritization Prioritizing Product Portfolios Prioritizing Product Development Projects Prioritization at Leading Companies Prioritization at Apple Product Development Prioritization at HP Prioritization at Toyota Product Prioritization for Truck Bodies Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts Develop Acceptance Criteria for Unusual Orders Make Customizations and Configurations More Efficient The Package Deal Rationalize Products Maximize Design Efficiency of Existing Resources Avoid Product Development Failures Avoid Supply Chain Distractions Optimize Product Development Project Scheduling Ensure Availability of Manufacturing Engineers Correct Critical Resource Shortages Invest in Product Development Resources R&D Investment at Medtronic R&D Investment at General Electric and Siemens R&D Investment at Apple R&D Investment at SamsungProduct Portfolio PlanningParallel and Future ProjectsDesigning Products as a Team The Problems with Phases, Gates, Reviews, and Periodic Meetings Huddles Building Many Models and Doing Early Experiments Manufacturing Participation Role of Procurement Team Composition Team Continuity Part-Time Participation Using Outside Expertise The Value of Diversity Encouraging Honest FeedbackVendor Partnerships The Value of Vendor/Partnerships Vendor/Partnerships Will Result in a Lower Net Cost Because Vendor Partner Selection Working with Vendor PartnersThe Team Leader The Team Leader at Toyota The Team Leader at Motorola Team Leaders and Sponsors at MotorolaCo-Location Effect of Onshoring on Concurrent Engineering The Project Room (The "Great Room" or Obeya)Team Membership and Roles Manufacturing and Service Tooling Engineers Purchasing and Vendors Marketing Customers Industrial Designers Quality and Test Finance Regulatory Compliance Factory Workers Specialized Talent Other ProjectsOutsourcing Engineering Which Engineering Could Be Outsourced?Product Definition Understanding Customer Needs Writing Product Requirements Consequences of Poor Product Definition Customer Input Quality Function Deployment How QFD WorksNotes Designing the ProductDesign Strategy Designing around Standard Parts Sheet Metal Bar Stock Consolidation Off-the-Shelf Parts Proven Processing Proven Designs, Parts, and Modules Arbitrary Decisions Overconstraints Tolerances Minimizing Tolerance Demands System Integration Optimizing All Design Strategies Design Strategy for Electrical Systems Electrical Connections: Best to Worst Optimize Use of Flex Layers Voltage Standardization DFM for Printed Circuit BoardsImportance of Thorough Up-Front Work Thorough Up-Front Work at Toyota Thorough Up-Front Work at Motorola Thorough Up-Front Work at IDEO Avoid Compromising Up-Front Work Slow Processes for Sales and Contracts Rushing NPD for Long-Lead-Time Parts Rushing NPD for Early Evaluation Units Early Evaluation UnitsOptimizing Architecture and System Design Generic Product Definition Team Composition and Availability Product Development Approach Lessons Learned Categories of Lessons Learned Methodologies for Lessons Learned Raising and Resolving Issues Early Project Issues Team Issues Mitigating Risk New Technologies Techniques to Resolve Issues Early Contingency Plans Achieving Concurrence before Proceeding Manual Tasks Skill and Judgment Technical or Functional Challenges Commercialization Manufacturable Science Concept/Architecture Design Optimization Optimizing the Use of CAD in the Concept/Architecture Phase Concept Simplification Manufacturing and Supply Chain StrategiesPart Design StrategiesDesign for Everything (DFX) Function Cost Delivery Quality and Reliability Ease of Assembly Ability to Test Ease of Service and Repair Supply Chain Management Shipping and Distribution Packaging Human Factors Appearance and Style Safety Customers’ Needs Breadth of Product Line Product Customization Time-to-Market Expansion and Upgrading Future Designs Environmental Considerations Product Pollution Processing Pollution Ease of Recycling Products SummaryCreative Product Development Generating Creative Ideas Generating Ideas at Leading Companies Encouraging innovation at Medtronic Nine Keys to Creativity Creativity in a Team The Ups and Downs of CreativityBrainstormingHalf-Cost Product Development Prerequisites for Half-Cost Development Total Cost Rationalization Designing Half-Cost ProductsNotesFLEXIBILITYDesigning for Lean and Build-to-OrderLean Production Flow Manufacturing PrerequisitesBuild-to-Order Supply Chain Simplification Kanban Automatic Part ResupplyMass CustomizationDeveloping Products for Lean, Build-to-Order, and Mass CustomizationPortfolio Planning for Lean, Build-to- Order, and Mass CustomizationDesigning Products for Lean, Build-to-Order, and Mass Customization Designing around Standard Parts Designing to Reduce Raw Material Variety Designing around Readily Available Parts and Materials Designing for No Setup Parametric CAD. Designing for CNC Grouping Parts Understanding CNC Eliminating CNC setup Developing Synergistic Families of Products Strategy for Designing Product Families Designing Products in Synergistic Product FamiliesModular Design Pros and Cons of Modular Design Modular Design PrinciplesOffshoring and Manufacturability Offshoring’s Effect on Product Development Offshoring’s Effect on Lean Production and Quality Offshoring Decisions Bottom Line on OffshoringThe Value of Lean, Build-to-Order, and Mass Customization Cost Advantages of BTO&MC Responsive Advantages of BTO&MC Customer Satisfaction from BTO&MC Competitive Advantages of BTO&MC Bottom Line Advantages of BTO&MCNotesStandardizationPart ProliferationThe Cost of Part ProliferationWhy Part Proliferation HappensResults of Part ProliferationPart Standardization Strategy New Products Existing ProductsEarly Standardization Steps List Existing Parts Clean Up Database Nomenclature Eliminate Approved but Unused Parts Eliminate Parts Not Used Recently Eliminate Duplicate Parts Prioritize OpportunitiesZero-Based ApproachStandard Part List GenerationPart Standardization ResultsRaw Materials StandardizationStandardization of Expensive PartsConsolidation of Inflexible Parts Custom Silicon Consolidation VLSI/ASIC Consolidation Consolidated Power Supply at Hewlett-PackardTool StandardizationFeature StandardizationProcess StandardizationEncouraging StandardizationReusing Designs, Parts, and Modules Obstacles to Reusable Engineering Reuse StudiesOff-the-Shelf Parts Optimizing the Utilization of Off-the-Shelf Parts When to Use Off-the-Shelf Parts Finding Off-the-Shelf PartsNew Role of Procurement How to Search for Off-the-Shelf Parts Maximizing Availability and Minimizing Lead TimesStandardization ImplementationNotesCOST REDUCTIONMinimizing Total Cost by DesignHow Not to Lower Cost Why Cost Is Hard to Remove after Design Cost-Cutting Doesn’t WorkCost Measurements Usual Definition of Cost Selling Price Breakdown Selling Price Breakdown for an Outsourced Company Overhead Cost Minimization StrategyStrategy to Cut Total Cost in HalfMinimizing Cost through DesignMinimizing Overhead CostsMinimizing Product Development Expenses Product Portfolio Planning Multifunctional Design Teams Methodical Product Definition Total Cost Decision Making Design Efficiency Off-the-Shelf Parts Product Life Extensions Debugging Costs Test Cost Product Development Expenses More Efficient Development Costs Less Product Development RiskCost Savings of Off-the-Shelf PartsMinimizing Engineering Change Order CostsMinimizing Cost of QualityRational Selection of Lowest Cost SupplierLow Bidding Cost Reduction Illusion Cost of Bidding Pressuring Suppliers for Lower Cost The Value of Relationships for Cost Reduction Cheap Parts: Save Now, Pay Later Reduce Total Cost Instead of Focusing on Cheap Parts Value of High-Quality PartsMaximizing Factory EfficiencyLowering Overhead Costs with FlexibilityMinimizing Customization/Configuration CostsMinimizing the Cost of Variety Work-in-Process Inventory Floor Space Internal Logistics Utilization Setup Costs Flexibility Kitting CostsMinimizing Materials Management CostsMinimizing Marketing CostsMinimizing Sales/Distribution CostsMinimizing Supply Chain CostsMinimizing Life Cycle Costs Reliability Costs Field Logistics CostsSaving Cost with Build-to-Order Factory Finished Goods Inventory Dealer Finished Goods Inventory Supply Chain Inventory Interest Expense Write-Offs New Technology Introduction MRP ExpensesEffect of Counterproductive Cost ReductionNotes Total CostValue of Total Cost Value of Prioritization and Portfolio Planning Value of Product Development Value of Resource Availability and Efficiency Value of Knowing the Real Profitability Value of Quantifying All Overhead Costs Value of Supply Chain ManagementQuantifying Overhead Costs Distortions in Product Costing Cross-Subsidies Relevant Decision Making Cost Management Downward SpiralsResistance to Total Cost AccountingTotal Cost ThinkingImplementing Total Cost AccountingCost Drivers Tektronix Portable Instruments Division HP Roseville Network Division (RND) HP Boise Surface Mount CenterTracking Product Development Expenses"abc": The Low-Hanging-Fruit Approach Estimates Implementing "abc"Implementation EffortsTypical Results of Total Cost ImplementationsNotes DESIGN GUIDELINESDFM Guidelines For Product DesignDesign for Assembly Combining PartsAssembly Design GuidelinesFastening GuidelinesAssembly Motion GuidelinesTest Strategy and GuidelinesTesting in Quality versus Building in Quality Testing in Quality with Diagnostic Tests Building in Quality to Eliminate Diagnostic TestsDesign for Repair and MaintenanceRepair Design GuidelinesDesign for Service and RepairMaintenanceMaintenance Measurements Mean Time to Repair AvailabilityDesigning for Maintenance GuidelinesNotes DFM Guidelines for Part DesignPart Design GuidelinesDFM for Fabricated PartsDFM for Castings and Molded Parts DFM Strategies for Castings DFM Strategies for PlasticsDFM for Sheet MetalDFM for Welding Understanding Limitations and Complications Optimize Weldment Strategy for Manufacturability Adhere to Design Guidelines Work with Vendors/Partners Print 3D Models Learn How to Weld Minimize Skill Demands Thoroughly Explore Non-Welding AlternativesDFM for Large Parts The Main Problem with Large Parts Other Costs Residual Stresses Loss of Strength Strategy Approach Procedure ResultsNotesCUSTOMER SATISFACTIONDesign for QualityQuality Design GuidelinesTolerances Excessively Tight Tolerances Worst-Case Tolerancing Tolerance Strategy Block Tolerances Taguchi Method™ for Robust DesignCumulative Effects on Product Quality Example Effect of Part Count and Quality on Product Quality Predictive Quality Model Quality Strategies for ProductsReliability Design GuidelinesMeasurement of ReliabilityReliability Phases Infant Mortality Phase Wearout PhasePoka-Yoke(Mistake-Proofing)Poka-Yoke Principles How to Ensure Poka-Yoke by Design Solutions to Error Prevention after DesignStrategy to Design in QualityCustomer SatisfactionNotes IMPLEMENTATION Implementing DFMChange Change at Leading CompaniesPreliminary Investigations Conduct Surveys Estimate Improvements from DFM Get Management Buy-InDFM Training Need for DFM Training Don’t Do DFM Training "On the Cheap" Customize Training to Products Trainer Qualifications DFM Training Agenda "What Happens Next?" Training AttendanceDFM Task ForceStop Counterproductive PoliciesCompany Implementation Optimize NPD Teams Optimize NPD Infrastructure Incorporating DFM into the NPD ProcessTeam Implementation Importance for Challenging Projects Microclimates Ensuring Success for the First Team Concurrent Engineering ProjectIndividual ImplementationDFM for Students and Job SeekersKey DFM Tasks, Results, and ToolsConclusionNotesAPPENDICESAppendix A: Product Line RationalizationPareto’s Law for Product LinesHow Rationalization Can Triple Profits!Cost Savings from RationalizationShifting Focus to the Most Profitable ProductsRationalization StrategiesThe Rationalization ProcedureTotal Cost ImplicationsOvercoming Inhibitions, Fears, and ResistanceImplementation and Corporate StrategyHow Rationalization Improves QualityValue of RationalizationNotesAppendix B: Summary of GuidelinesAssembly Guidelines from Chapter 8Fastening Guidelines from Chapter 8Assembly Motion Guidelines from Chapter 8Test Guidelines from Chapter 8Repair Guidelines from Chapter 8Maintenance Guidelines from Chapter 8Part Design Guidelines from Chapter 9DFM for Fabricated Parts from Chapter 9DFM Strategies for Castings from Chapter 9DFM Strategies for Plastics from Chapter 9DFM for Sheet Metal from Chapter 9Quality Guidelines from Chapter 10Reliability Guidelines from Chapter 10Appendix C: Feedback FormsAppendix D: ResourcesBooks CitedCompanion Book for Matching Improvements in OperationsWebsitesDFM SeminarSeminar on BTO & Mass CustomizationWorkshops Facilitated by Dr. AndersonDesign Studies and Consulting