Design for Manufacturability How to Use Concurrent Engineering to Rapidly Develop Low Cost High Quality Products for Lean Production 1st Edition by David M Anderson ISBN 1482204924 9781482204926

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ISBN 10: 1482204924 
ISBN 13: 9781482204926
Author: David M Anderson

Design for Manufacturability How to Use Concurrent Engineering to Rapidly Develop Low Cost High Quality Products for Lean Production 1st Table of contents:

Section I Design Methodology
1 Design for Manufacturability
1.1 Manufacturing Before DFM
1.1.1 What DFM is Not
1.1.2 Comments From Company DFM Surveys
1.2 Myths And Realities Of Product Development
1.3 Achieving The Lowest Cost
1.3.1 Toyota on When Cost Is Determined
1.3.2 Ultra-Low-Cost Product Development
1.4 Designing For Low Cost
1.4.1 Design for Cost Approaches
1.4.1.1 Cost-Based Pricing
1.4.1.2 Price-Based Costing (Target Costing)
1.4.1.3 Cost Targets Should Determine Strategy
1.4.2 Cost Metrics and Their Effect on Results
1.4.3 How to Design Very Low cost Products
1.4.4 Cost Reduction by Change Order
1.5 Cutting Time-To-Market In Half
1.6 Roles And Focus
1.6.1 Human Resources Support for Product Development
1.6.2 Job Rotation
1.6.3 Management Role to Support DFM
1.6.4 Management Focus
1.7 Resistance To DFM
1.8 Arbitrary Decisions
1.9 DFM and design time
1.10 Engineering Change Orders
1.11 Do It Right The First Time
1.12 Strategy To Do It Right The First Time
1.13 Company Benefits Of DFM
1.14 Personal Benefits Of DFM
1.15 Conclusions
Notes
2 Concurrent Engineering
2.1 Resources
2.1.1 Front-Loading at Toyota
2.2 Ensuring Resource Availability
2.2.1 Prioritization
2.2.2 Prioritizing Product Portfolios
2.2.3 Prioritizing Product Development Projects
2.2.4 Prioritization at Leading Companies
2.2.4.1 Prioritization at Apple
2.2.4.2 Product Development Prioritization at HP
2.2.4.3 Prioritization at Toyota
2.2.4.4 Product Prioritization for Truck Bodies
2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts
2.2.6 Develop Acceptance Criteria for Unusual Orders
2.2.7 Make Customizations and Configurations More Efficient
2.2.8 The Package Deal
2.2.9 Rationalize Products
2.2.10 Maximize Design Efficiency of Existing Resources
2.2.11 Avoid Product Development Failures
2.2.12 Avoid Supply Chain Distractions
2.2.13 Optimize Product Development Project Scheduling
2.2.14 Ensure Availability of Manufacturing Engineers
2.2.15 Correct Critical Resource Shortages
2.2.16 Invest in Product Development Resources
2.2.16.1 R&D Investment at Medtronic
2.2.16.2 R&D Investment at General Electric and Siemens
2.2.16.3 R&D Investment at Apple
2.2.16.4 R&D Investment at Samsung
2.3 Product Portfolio Planning
2.4 Parallel And Future Projects
2.5 Designing Products As A Team
2.5.1 The Problems with Phases, Gates, Reviews, and Periodic Meetings
2.5.2 Huddles
2.5.3 Building Many Models and Doing Early Experiments
2.5.4 Manufacturing Participation
2.5.5 Role of Procurement
2.5.6 Team Composition
2.5.7 Team Continuity
2.5.8 Part-Time Participation
2.5.9 Using Outside Expertise
2.5.10 The Value of Diversity
2.5.11 Encouraging Honest Feedback
2.6 Vendor Partnerships
2.6.1 The Value of Vendor/Partnerships
2.6.2 Vendor/Partnerships Lead to Lower Net Cost
2.6.3 Vendor Partner Selection
2.6.4 Working with Vendor Partners
2.7 The Team Leader
2.7.1 The Team Leader at Toyota
2.7.2 The Team Leader at Motorola
2.7.3 Team Leaders and Sponsors at Motorola
2.8 Co-Location
2.8.1 Effect of Onshoring on Concurrent Engineering
2.8.2 The Project Room (The “Great Room” or Obeya)
2.9 Team Membership And Roles
2.9.1 Manufacturing and Service
2.9.2 Tooling Engineers
2.9.3 Purchasing and Vendors
2.9.4 Marketing
2.9.5 Customers
2.9.6 Industrial Designers
2.9.7 Quality and Test
2.9.8 Finance
2.9.9 Regulatory Compliance
2.9.10 Factory Workers
2.9.11 Specialized Talent
2.9.12 Other Projects
2.10 Outsourcing Engineering
2.10.1 Which Engineering Could Be Outsourced?
2.11 Product Definition
2.11.1 Understanding Customer Needs
2.11.2 Writing Product Requirements
2.11.3 Consequences of Poor Product Definition
2.11.4 Customer Input
2.11.5 Quality Function Deployment
2.11.6 How QFD Works
Notes
3 Designing the Product
3.1 Design Strategy
3.1.1 Designing around Standard Parts
3.1.1.1 Sheet Metal
3.1.1.2 Bar Stock
3.1.2 Consolidation
3.1.3 Off-the-Shelf Parts
3.1.4 Proven Processing
3.1.5 Proven Designs, Parts, and Modules
3.1.6 Arbitrary Decisions
3.1.7 Overconstraints
3.1.8 Tolerances
3.1.9 Minimizing Tolerance Demands
3.1.10 System Integration
3.1.11 Optimizing All Design Strategies
3.1.12 Design Strategy for Electrical Systems
3.1.13 Electrical Connections: Best to Worst
3.1.14 Optimizing Use of Flex Layers
3.1.15 Voltage Standardization
3.1.16 DFM for Printed Circuit Boards
3.2 Importance Of Thorough Up-Front Work
3.2.1 Thorough Up-Front Work at Toyota
3.2.2 Thorough Up-Front Work at Motorola
3.2.3 Thorough Up-Front Work at IDEO
3.2.4 Avoid Compromising Up-Front Work
3.2.4.1 Slow Processes for Sales and Contracts
3.2.4.2 Rushing NPD for Long-Lead-Time Parts
3.2.4.3 Rushing NPD for Early Evaluation Units
3.2.5 Early Evaluation Units
3.3 Optimizing Architecture And System Design
3.3.1 Generic Product Definition
3.3.2 Team Composition and Availability
3.3.3 Product Development Approach
3.3.4 Lessons Learned
3.3.4.1 Categories of Lessons Learned
3.3.4.2 Methodologies for Lessons Learned
3.3.5 Raising and Resolving Issues Early
3.3.5.1 Project Issues
3.3.5.2 Team Issues
3.3.5.3 Mitigating Risk
3.3.5.4 New Technologies
3.3.5.5 Techniques to Resolve Issues Early
3.3.5.6 Contingency Plans
3.3.5.7 Achieving Concurrence before Proceeding
3.3.6 Manual Tasks
3.3.7 Skill and Judgment
3.3.8 Technical or Functional Challenges
3.3.9 Commercialization
3.3.10 Manufacturable Science
3.3.11 Concept/Architecture Design Optimization
3.3.12 Optimizing the Use of CAD in the Concept/ Architecture Phase
3.3.13 Concept Simplification
3.3.14 Manufacturing and Supply Chain Strategies
3.4 Part Design Strategies
3.5 Design For Everything (DFX)
3.5.1 Function
3.5.2 Cost
3.5.3 Delivery
3.5.4 Quality and Reliability
3.5.5 Ease of Assembly
3.5.6 Ability to Test
3.5.7 Ease of Service and Repair
3.5.8 Supply Chain Management
3.5.9 Shipping and Distribution
3.5.10 Packaging
3.5.11 Human Factors
3.5.12 Appearance and Style
3.5.13 Safety
3.5.14 Customers’ Needs
3.5.15 Breadth of Product Line
3.5.16 Product Customization
3.5.17 Time-to-Market
3.5.18 Expansion and Upgrading
3.5.19 Future Designs
3.5.20 Environmental Considerations
3.5.20.1 Product Pollution
3.5.20.2 Processing Pollution
3.5.20.3 Ease of Recycling Products
3.5.21 Summary
3.6 Creative Product Development
3.6.1 Generating Creative Ideas
3.6.2 Generating Ideas at Leading Companies
3.6.3 Encouraging innovation at Medtronic
3.6.4 Nine Keys to Creativity
3.6.5 Creativity in a Team
3.6.6 The Ups and Downs of Creativity
3.7 Brainstorming
3.8 Half-Cost Product Development
3.8.1 Prerequisites for Half-Cost Development
3.8.1.1 Total Cost
3.8.1.2 Rationalization
3.8.2 Designing Half-Cost Products
Notes
Section II Flexibility
4 Designing for Lean and Build-to-Order
4.1 Lean Production
4.1.1 Flow Manufacturing
4.1.2 Prerequisites
4.2 Build-To-Order
4.2.1 Supply Chain Simplification
4.2.2 Kanban Automatic Part Resupply
4.3 Mass Customization
4.4 Developing Products For Lean, Build-To-Order, And Mass Customization
4.5 Portfolio Planning For Lean, Build-To-Order, And Mass Customization
4.6 Designing Products For Lean, Build-To-Order, And Mass Customization
4.6.1 Designing around Standard Parts
4.6.2 Designing to Reduce Raw Material Variety
4.6.3 Designing around Readily Available Parts and Materials
4.6.4 Designing for No Setup
4.6.5 Parametric CAD
4.6.6 Designing for CNC
4.6.7 Grouping Parts
4.6.8 Understanding CNC
4.6.9 Eliminating CNC setup
4.6.10 Developing Synergistic Families of Products
4.6.11 Strategy for Designing Product Families
4.6.12 Designing Products in Synergistic Product Families
4.7 Modular Design
4.7.1 Pros and Cons of Modular Design
4.7.2 Modular Design Principles
4.8 Offshoring And Manufacturability
4.8.1 Offshoring’s Effect on Product Development
4.8.2 Offshoring’s Effect on Lean Production and Quality
4.8.3 Offshoring Decisions
4.8.4 Bottom Line on Offshoring
4.9 The Value Of Lean Build-To-Order And Mass Customization
4.9.1 Cost Advantages of BTO&MC
4.9.2 Responsive Advantages of BTO&MC
4.9.3 Customer Satisfaction from BTO&MC
4.9.4 Competitive Advantages of BTO&MC
4.9.5 Bottom Line Advantages of BTO&MC
Notes
5 Standardization
5.1 Part Proliferation
5.2 The Cost Of Part Proliferation
5.3 Why Part Proliferation Happens
5.4 Results Of Part Proliferation
5.5 Part Standardization Strategy
5.5.1 New Products
5.5.2 Existing Products
5.6 Early Standardization Steps
5.6.1 List Existing Parts
5.6.2 Clean Up Database Nomenclature
5.6.3 Eliminate Approved but Unused Parts
5.6.4 Eliminate Parts Not Used Recently
5.6.5 Eliminate Duplicate Parts
5.6.6 Prioritize Opportunities
5.7 Zero-Based Approach
5.8 Standard Part List Generation
5.9 Part Standardization Results
5.10 Raw Materials Standardization
5.11 Standardization Of Expensive Parts
5.12 Consolidation Of Inflexible Parts
5.12.1 Custom Silicon Consolidation
5.12.2 VLSI/ASIC Consolidation
5.12.3 Consolidated Power Supply at Hewlett-Packard
5.13 Tool Standardization
5.14 Feature Standardization
5.15 Process Standardization
5.16 Encouraging Standardization
5.17 Reusing Designs, Parts, And Modules
5.17.1 Obstacles to Reusable Engineering
5.17.2 Reuse Studies
5.18 off-the-shelf parts
5.18.1 Optimizing the Utilization of Off-the-Shelf Parts
5.18.2 When to Use Off-the-Shelf Parts
5.18.3 Finding Off-the-Shelf Parts
5.19 New Role Of Procurement
5.19.1 How to Search for Off-the-Shelf Parts
5.19.2 Maximizing Availability and Minimizing Lead Times
5.20 standardization implementation
Notes
Section III Cost Reduction
6 Minimizing Total Cost by Design
6.1 how not to lower cost
6.1.1 Why Cost Is Hard to Remove after Design
6.1.2 Cost-Cutting Doesn’t Work
6.2 Cost Measurements
6.2.1 Usual Definition of Cost
6.2.2 Selling Price Breakdown
6.2.3 Selling Price Breakdown for an Outsourced Company
6.2.4 Overhead Cost Minimization Strategy
6.3 Strategy To Cut Total Cost In Half
6.4 Minimizing Cost Through Design
6.5 Minimizing Overhead Costs
6.6 Minimizing Product Development Expenses
6.6.1 Product Portfolio Planning
6.6.2 Multifunctional Design Teams
6.6.3 Methodical Product Definition
6.6.4 Total Cost Decision Making
6.6.5 Design Efficiency
6.6.6 Off-the-Shelf Parts
6.6.7 Product Life Extensions
6.6.8 Debugging Costs
6.6.9 Test Cost
6.6.10 Product Development Expenses
6.6.11 More Efficient Development Costs Less
6.6.12 Product Development Risk
6.7 Cost Savings Of Off-The-Shelf Parts
6.8 Minimizing Engineering Change Order Costs
6.9 Minimizing Cost Of Quality
6.10 Rational Selection Of Lowest Cost Supplier
6.11 Low Bidding
6.11.1 Cost Reduction Illusion
6.11.2 Cost of Bidding
6.11.3 Pressuring Suppliers for Lower Cost
6.11.4 The Value of Relationships for Cost Reduction
6.11.5 Cheap Parts: Save Now, Pay Later
6.11.6 Reduce Total Cost Instead of Focusing on Cheap Parts
6.11.7 Value of High-Quality Parts
6.12 Maximizing Factory Efficiency
6.13 Lowering Overhead Costs With Flexibility
6.14 Minimizing Customization/ Configuration Costs
6.15 Minimizing The Cost Of Variety
6.15.1 Work-in-Process Inventory
6.15.2 Floor Space
6.15.3 Internal Logistics
6.15.4 Utilization
6.15.5 Setup Costs
6.15.6 Flexibility
6.15.7 Kitting Costs
6.16 Minimizing Materials Management Costs
6.17 Minimizing Marketing Costs
6.18 Minimizing Sales/Distribution Costs
6.19 Minimizing Supply Chain Costs
6.20 Minimizing Life Cycle Costs
6.20.1 Reliability Costs
6.20.2 Field Logistics Costs
6.21 Saving Cost With Build-To-Order
6.21.1 Factory Finished Goods Inventory
6.21.2 Dealer Finished Goods Inventory
6.21.3 Supply Chain Inventory
6.21.4 Interest Expense
6.21.5 Write-Offs
6.21.6 New Technology Introduction
6.21.7 MRP Expenses
6.22 effect of counterproductive cost reduction
Notes
7 Total Cost
7.1 value of total cost
7.1.1 Value of Prioritization and Portfolio Planning
7.1.2 Value of Product Development
7.1.3 Value of Resource Availability and Efficiency
7.1.4 Value of Knowing the Real Profitability
7.1.5 Value of Quantifying All Overhead Costs
7.1.6 Value of Supply Chain Management
7.2 Quantifying Overhead Costs
7.2.1 Distortions in Product Costing
7.2.2 Cross-Subsidies
7.2.3 Relevant Decision Making
7.2.4 Cost Management
7.2.5 Downward Spirals
7.3 Resistance To Total Cost Accounting
7.4 Total Cost Thinking
7.5 Implementing Total Cost Accounting
7.6 Cost Drivers
7.6.1 Tektronix Portable Instruments Division
7.6.2 HP Roseville Network Division (RND)
7.6.3 HP Boise Surface Mount center
7.7 Tracking Product Development Expenses
7.8 “ABC”: The Low-Hanging-Fruit Approach
7.8.1 Estimates
7.8.2 Implementing “ABC”
7.9 Implementation Efforts
7.10 Typical Results Of Total Cost Implementations
Notes
Section IV Design Guidelines
8 DFM Guidelines For Product Design
8.1 Design for Assembly
8.1.1 Combining Parts
8.2 Assembly Design Guidelines
8.3 Fastening Guidelines
8.4 Assembly Motion Guidelines
8.5 Test Stragedy and Guidelines
8.6 Testing in Quality Versus Building in Quality
8.6.1 Testing in Quality with Diagnostic Tests
8.6.2 Building in Quality to Eliminate Diagnostic Tests
8.7 Design For Repair And Maintenance
8.8 Repair Design Guidelines
8.9 Design For Service And Repair
8.10 Maintenance
8.11 Maintenance Measurements
8.11.1 Mean Time to Repair
8.11.2 Availability
8.12 Designing For Maintenance Guidelines
Notes
9 DFM Guidelines for Part Design
9.1 Part Design Guidelines
9.2 DFM for Fabricated Parts
9.3 DFM for Castings and Molded Parts
9.3.1 DFM Strategies for Castings
9.3.2 DFM Strategies for Plastics
9.4 DFM for Sheet Metal
9.5 DFM for Welding
9.5.1 Understanding Limitations and Complications
9.5.2 Optimize Weldment Strategy For Manufacturability
9.5.3 Adhere to Design Guidelines
9.5.4 Work with Vendors/Partners
9.5.5 Print 3D Models
9.5.6 Learn How to Weld
9.5.7 Minimize Skill Demands
9.5.8 Thoroughly Explore Non-Welding Alternatives
9.6 DFM for Large Parts
9.6.1 The Main Problem with Large Parts
9.6.2 Other Costs
9.6.3 Residual Stresses
9.6.4 Loss of Strength
9.6.5 Strategy
9.6.6 Approach
9.6.7 Procedure
9.6.8 Results
Notes
Section V Customer Satisfaction
10 Design for Quality
10.1 Quality Design Guidelines
10.2 Tolerances
10.2.1 Excessively Tight Tolerances
10.2.2 Worst-Case Tolerancing
10.2.3 Tolerance Strategy
10.2.4 Block Tolerances
10.2.5 Taguchi Method™ for Robust Design
10.3 Cumulative Effects on Product Quality
10.3.1 Example
10.3.2 Effect of Part Count and Quality on Product Quality
10.3.3 Predictive Quality Model
10.3.4 Quality Strategies for Products
10.4 Reliability Design Guidelines
10.5 Measurement Of Reliability
10.6 Reliability Phases
10.6.1 Infant Mortality Phase
10.6.2 Wearout Phase
10.7 Poka-Yoke (Mistake-Proofing)
10.8 Poka-Yoke Principles
10.8.1 How to Ensure Poka-Yoke by Design
10.8.2 Solutions to Error Prevention after Design
10.9 Strategy To Design In Quality
10.10 Customer Satisfaction
Notes
Section VI Implementation
11 Implementing DFM
11.1 change
11.1.1 Change at Leading Companies
11.2 preliminary investigations
11.2.1 Conduct Surveys
11.2.2 Estimate Improvements from DFM
11.2.3 Get Management Buy-In
11.3 DFM Training
11.3.1 Need for DFM Training
11.3.2 Don’t Do DFM Training “On the Cheap”
11.3.3 Customize Training to Products
11.3.4 Trainer Qualifications
11.3.5 DFM Training Agenda
11.3.6 “What Happens Next?”
11.3.7 Training Attendance
11.4 DFM Task Force
11.5 Stop Counterproductive Policies
11.6 Company Implementation
11.6.1 Optimize NPD Teams
11.6.2 Optimize NPD Infrastructure
11.6.3 Incorporating DFM into the NPD Process
11.7 Team Implementation
11.7.1 Importance for Challenging Projects
11.7.2 Microclimates
11.7.3 Ensuring Success for the First Team Concurrent Engineering Project
11.8 Individual Implementation
11.9 DFM For Students And Job Seekers
11.10 Key Dfm Tasks, Results, And Tools
11.11 Conclusion

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David M Anderson,Manufacturability,Concurrent Engineering,Quality Products