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Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production
David M. Anderson
CRC Press, 04-Feb-2014 - 486 pages
Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production shows how to use concurrent engineering teams to design products for all aspects of manufacturing with the lowest cost, the highest quality, and the quickest time to stable production. Extending the concepts of design for manufacturability into to an advanced product development model, the book explains how to simultaneously make major improvements in all these product development goals, while enabling effective implementation of Lean Production and quality programs.
The book proposes numerous improvements to current product development practices, education, and management. It outlines effective procedures to standardize parts and materials, save time and money with off-the-shelf parts, and implement a standardization program. It also spells out how to work with the purchasing department early on to select parts and materials that maximize quality and availability while minimizing part lead-times and ensuring desired functionality.
Describes how to design families of products for Lean Production, build-to-order, and mass customization
Emphasizes the importance of quantifying all product and overhead costs and then provides easy ways to quantify total cost
The book provides dozens of design guidelines for product design, including assembly, fastening, test, repair, and maintenance
It also shows how to design in quality and reliability with mistake-proofing (poka-yoke)
Describing how to design parts for optimal manufacturability and compatibility with factory processes, the book provides a big picture perspective that emphasizes designing for the lowest total cost and time to stable production.
http://books.google.co.in/books?id=wJKlAgAAQBAJ
Table of Contents
DESIGN METHODOLOGY
Design for Manufacturability
Manufacturing before DFM
What DFM Is Not
Comments from Company DFM Surveys
Myths and Realities of Product Development
Achieving the Lowest Cost
Toyota on When Cost Is Determined
Ultra-Low-Cost Product Development
Designing 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 Order
Cutting Time-to-Market in Half
Roles and Focus
Human Resources Support for Product Development
Job Rotation
Management Role to Support DFM
Management Focus
Successful or Counterproductive Metrics for NPD
Resistance to DFM
Arbitrary Decisions
DFM and Design Time
Engineering Change Orders
Do It Right the First Time
Strategy to Do It Right the First Time
Company Benefits of DFM
Personal Benefits of DFM
Conclusions
Notes
Concurrent Engineering
Resources
Front-Loading at Toyota
Ensuring 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 Samsung
Product Portfolio Planning
Parallel and Future Projects
Designing 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 Feedback
Vendor Partnerships
The Value of Vendor/Partnerships
Vendor/Partnerships Will Result in a Lower Net Cost Because
Vendor Partner Selection
Working with Vendor Partners
The Team Leader
The Team Leader at Toyota
The Team Leader at Motorola
Team Leaders and Sponsors at Motorola
Co-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 Projects
Outsourcing 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 Works
Notes
Designing the Product
Design 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 Boards
Importance 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 Units
Optimizing 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 Strategies
Part Design Strategies
Design 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
Summary
Creative 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 Creativity
Brainstorming
Half-Cost Product Development
Prerequisites for Half-Cost Development
Total Cost
Rationalization
Designing Half-Cost Products
Notes
FLEXIBILITY
Designing for Lean and Build-to-Order
Lean Production
Flow Manufacturing
Prerequisites
Build-to-Order
Supply Chain Simplification
Kanban Automatic Part Resupply
Mass Customization
Developing Products for Lean, Build-to-Order, and Mass Customization
Portfolio Planning for Lean, Build-to- Order, and Mass Customization
Designing 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 Families
Modular Design
Pros and Cons of Modular Design
Modular Design Principles
Offshoring and Manufacturability
Offshoring’s Effect on Product Development
Offshoring’s Effect on Lean Production and Quality
Offshoring Decisions
Bottom Line on Offshoring
The 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&MC
Notes
Standardization
Part Proliferation
The Cost of Part Proliferation
Why Part Proliferation Happens
Results of Part Proliferation
Part Standardization Strategy
New Products
Existing Products
Early Standardization Steps
List Existing Parts
Clean Up Database Nomenclature
Eliminate Approved but Unused Parts
Eliminate Parts Not Used Recently
Eliminate Duplicate Parts
Prioritize Opportunities
Zero-Based Approach
Standard Part List Generation
Part Standardization Results
Raw Materials Standardization
Standardization of Expensive Parts
Consolidation of Inflexible Parts
Custom Silicon Consolidation
VLSI/ASIC Consolidation
Consolidated Power Supply at Hewlett-Packard
Tool Standardization
Feature Standardization
Process Standardization
Encouraging Standardization
Reusing Designs, Parts, and Modules
Obstacles to Reusable Engineering
Reuse Studies
Off-the-Shelf Parts
Optimizing the Utilization of Off-the-Shelf Parts
When to Use Off-the-Shelf Parts
Finding Off-the-Shelf Parts
New Role of Procurement
How to Search for Off-the-Shelf Parts
Maximizing Availability and Minimizing Lead Times
Standardization Implementation
Notes
COST REDUCTION
Minimizing Total Cost by Design
How Not to Lower Cost
Why Cost Is Hard to Remove after Design
Cost-Cutting Doesn’t Work
Cost Measurements
Usual Definition of Cost
Selling Price Breakdown
Selling Price Breakdown for an Outsourced Company
Overhead Cost Minimization Strategy
Strategy to Cut Total Cost in Half
Minimizing Cost through Design
Minimizing Overhead Costs
Minimizing 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 Risk
Cost Savings of Off-the-Shelf Parts
Minimizing Engineering Change Order Costs
Minimizing Cost of Quality
Rational Selection of Lowest Cost Supplier
Low 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 Parts
Maximizing Factory Efficiency
Lowering Overhead Costs with Flexibility
Minimizing Customization/Configuration Costs
Minimizing the Cost of Variety
Work-in-Process Inventory
Floor Space
Internal Logistics
Utilization
Setup Costs
Flexibility
Kitting Costs
Minimizing Materials Management Costs
Minimizing Marketing Costs
Minimizing Sales/Distribution Costs
Minimizing Supply Chain Costs
Minimizing Life Cycle Costs
Reliability Costs
Field Logistics Costs
Saving Cost with Build-to-Order
Factory Finished Goods Inventory
Dealer Finished Goods Inventory
Supply Chain Inventory
Interest Expense
Write-Offs
New Technology Introduction
MRP Expenses
Effect of Counterproductive Cost Reduction
Notes
Total Cost
Value 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 Management
Quantifying Overhead Costs
Distortions in Product Costing
Cross-Subsidies
Relevant Decision Making
Cost Management
Downward Spirals
Resistance to Total Cost Accounting
Total Cost Thinking
Implementing Total Cost Accounting
Cost Drivers
Tektronix Portable Instruments Division
HP Roseville Network Division (RND)
HP Boise Surface Mount Center
Tracking Product Development Expenses
"abc": The Low-Hanging-Fruit Approach
Estimates
Implementing "abc"
Implementation Efforts
Typical Results of Total Cost Implementations
Notes
DESIGN GUIDELINES
DFM Guidelines For Product Design
Design for Assembly
Combining Parts
Assembly Design Guidelines
Fastening Guidelines
Assembly Motion Guidelines
Test Strategy and Guidelines
Testing in Quality versus Building in Quality
Testing in Quality with Diagnostic Tests
Building in Quality to Eliminate Diagnostic Tests
Design for Repair and Maintenance
Repair Design Guidelines
Design for Service and Repair
Maintenance
Maintenance Measurements
Mean Time to Repair
Availability
Designing for Maintenance Guidelines
Notes
DFM Guidelines for Part Design
Part Design Guidelines
DFM for Fabricated Parts
DFM for Castings and Molded Parts
DFM Strategies for Castings
DFM Strategies for Plastics
DFM for Sheet Metal
DFM 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 Alternatives
DFM for Large Parts
The Main Problem with Large Parts
Other Costs
Residual Stresses
Loss of Strength
Strategy
Approach
Procedure
Results
Notes
CUSTOMER SATISFACTION
Design for Quality
Quality Design Guidelines
Tolerances
Excessively Tight Tolerances
Worst-Case Tolerancing
Tolerance Strategy
Block Tolerances
Taguchi Method™ for Robust Design
Cumulative Effects on Product Quality
Example
Effect of Part Count and Quality on Product Quality
Predictive Quality Model
Quality Strategies for Products
Reliability Design Guidelines
Measurement of Reliability
Reliability Phases
Infant Mortality Phase
Wearout Phase
Poka-Yoke
(Mistake-Proofing)
Poka-Yoke Principles
How to Ensure Poka-Yoke by Design
Solutions to Error Prevention after Design
Strategy to Design in Quality
Customer Satisfaction
Notes
IMPLEMENTATION
Implementing DFM
Change
Change at Leading Companies
Preliminary Investigations
Conduct Surveys
Estimate Improvements from DFM
Get Management Buy-In
DFM 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 Attendance
DFM Task Force
Stop Counterproductive Policies
Company Implementation
Optimize NPD Teams
Optimize NPD Infrastructure
Incorporating DFM into the NPD Process
Team Implementation
Importance for Challenging Projects
Microclimates
Ensuring Success for the First Team Concurrent Engineering Project
Individual Implementation
DFM for Students and Job Seekers
Key DFM Tasks, Results, and Tools
Conclusion
Notes
APPENDICES
Appendix A: Product Line Rationalization
Pareto’s Law for Product Lines
How Rationalization Can Triple Profits!
Cost Savings from Rationalization
Shifting Focus to the Most Profitable Products
Rationalization Strategies
The Rationalization Procedure
Total Cost Implications
Overcoming Inhibitions, Fears, and Resistance
Implementation and Corporate Strategy
How Rationalization Improves Quality
Value of Rationalization
Notes
Appendix B: Summary of Guidelines
Assembly Guidelines from Chapter 8
Fastening Guidelines from Chapter 8
Assembly Motion Guidelines from Chapter 8
Test Guidelines from Chapter 8
Repair Guidelines from Chapter 8
Maintenance Guidelines from Chapter 8
Part Design Guidelines from Chapter 9
DFM for Fabricated Parts from Chapter 9
DFM Strategies for Castings from Chapter 9
DFM Strategies for Plastics from Chapter 9
DFM for Sheet Metal from Chapter 9
Quality Guidelines from Chapter 10
Reliability Guidelines from Chapter 10
Appendix C: Feedback Forms
Appendix D: Resources
Books Cited
Companion Book for Matching Improvements in Operations
Websites
DFM Seminar
Seminar on BTO & Mass Customization
Workshops Facilitated by Dr. Anderson
Design Studies and Consulting
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