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Design for Manufacturability : How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production, Second Edition.

By: Material type: TextTextPublisher: Oxford : Productivity Press, 2020Copyright date: ©2020Edition: 2nd edDescription: 1 online resource (591 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781000764789
Subject(s): Genre/Form: Additional physical formats: Print version:: Design for ManufacturabilityDDC classification:
  • 658.40129999999999
LOC classification:
  • TS155 .A53 2020
Online resources:
Contents:
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Figure 1.1 When Costs are Determined -- Figure 1.2 Hidden Costs and Consequences of Cheap Parts -- Figure 1.3 Cost of Engineering Changes Over Time -- Figure 1.4 The Decision Tree -- Figure 2.1 Team Participation: Traditional vs. Advanced Models -- Figure 2.2 Customer Input Form -- Figure 2.3 Customer Importance vs. Competitive Grade -- Figure 2.4 QFD Executive Overview -- Figure 2.5 QFD "House Of Quality" Chart -- Figure 3.1 Tradition vs. Front-Loaded Timelines -- Figure 3.2 Increasing Revenue with Early Introductions and Upgrades -- Figure 4.1 Kanban Part Resupply -- Figure 4.2 Flexible Fixture -- Figure 5.1 Examples of Part Type Listing Orders -- Figure 5.2 Pareto Chart of Existing Part Usage -- Figure 5.3 Standardization of Expensive Parts -- Figure 5.4 Cost Trade-Offs for Part Consolidations -- Figure 5.5 Decisions for ASICS -- Figure 5.6 Searching for Ranges of Parts -- Figure 6.1 Common Cost Reduction Scenario -- Figure 6.2 Typical Cost Breakdown -- Figure 6.3 Selling Price Breakdown -- Figure 6.4 Part Cost Percentage Throughout Outsourced Supply Chain -- Figure 6.5 Programs that Reduce Specific Costs -- Figure 7.1 Cost Distortion Downward Spiral -- Figure 7.2 Changes in Cost After Implementing ABC -- Figure 8.1 Alignment using Round and Diamond Pins -- Figure 9.1 Improvement Design for Easier and Better Machining -- Figure 9.2 Cost as a Function of Process -- Figure 10.1 Quality Issue Frequency vs. Severity -- Figure 10.2 Quality as a Function of Part Count for Average Part Quality Levels -- Figure 10.3 Reliability Phases -- Figure 11.1 Pre-Seminar Survey Results -- Figure 11.2 Incorporating DFM into the NPD Process -- Figure 11.3 Key DFM Tasks, Results, and Tools -- Figure A.1 Pareto's Law for Products -- Figure A.2 Cost Breakdown.
Figure A.3 Cost Distribution in Dollars -- Figure A.4 Results after Rationalization -- Figure A.5 Redirecting Focus to Cash Cows -- Figure A.6 Rationalization Procedure -- Figure A.7 Prioritized Profitability: Typical Cost vs. Total Cost -- Preface for the Second Edition -- Preface for Students -- Author -- Section I: Design Methodology -- Chapter 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 Costs, When They Are Determined -- 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 Time-to-Market, Cutting it 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 -- 1.6.5 Metrics for NPD, Successful or Counterproductive -- 1.7 Resistance to DFM -- 1.8 Arbitrary Decisions -- 1.9 Design Time, Reducing it with DFM -- 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 Benefits of DFM for the Company -- 1.14 Personal Benefits of DFM -- 1.15 Conclusions of DFM Intro -- Notes -- Chapter 2 Concurrent Engineering -- 2.1 Resources -- 2.1.1 Front-Loading at Toyota -- 2.2 Resource Availability, Ensuring -- 2.2.1 Prioritization -- 2.2.2 Prioritizing Product Development -- 2.2.3 Prioritizing Product Development Case Study -- 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 Prioritization for Truck Bodies -- 2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, Spare Parts, and Refurbishing -- 2.2.6 Acceptance Criteria for Unusual Orders -- 2.2.7 Customizations and Configurations , Making More Efficiently -- 2.2.8 Package Deals -- 2.2.9 Rationalize Products -- 2.2.9.1 Rationalize Away or Outsourcing Legacy Products and Spare Parts -- 2.2.9.2 Outsource Hard-to-Build Parts and Subassemblies -- 2.2.10 Design Efficiency of Existing Resources, How to Maximize -- 2.2.11 Avoid Product Development Failures -- 2.2.12 Avoid Supply Chain Distractions -- 2.2.13 Project Scheduling, Optimize Product Development -- 2.2.14 Manufacturing Engineers, How to Optimize Availability -- 2.2.15 Resource Shortages, How to Correct Critical Issues -- 2.2.16 Invest in Product Development Resources -- 2.2.16.1 R&amp -- D Investment at Medtronic -- 2.2.16.2 R&amp -- D Investments at General Electric and Siemens -- 2.2.16.3 R&amp -- D Investment at Apple -- 2.2.16.4 R&amp -- D Investments at Samsung -- 2.2.17 Don't Lose Team Completeness or Critical Talent -- 2.2.17.1 Don't Let Essential Team Members Be Laid Off -- 2.2.17.2 Don't Outsource Engineering -- 2.2.17.3 Don't Waste Your MEs on Draining Ventures -- 2.2.17.4 Avoid Knee-Jerk Portfolio Planning Changes -- 2.2.17.5 Don't Sacrifice a Promising NPD to Bail Out Low-Opportunity Project -- 2.3 Portfolio Planning for Products -- 2.4 Parallel and Future Projects -- 2.5 Designing Products as a Team -- 2.5.1 Major Problems with Phases, Gates, Reviews, and Periodic Meetings -- 2.5.2 Huddles -- 2.5.3 Models -- Building Many Models and Doing Early Experiments -- 2.5.4 Manufacturing Participation in Product Development.
2.5.5 Manufacturing People, What they Should Be Doing Early in Product Development Teams -- 2.5.6 Manufacturing Participation at Toyota -- 2.5.7 Procurement, it's New Role to Assure Availability -- 2.5.8 Team Leader -- 2.5.8.1 Team Leader at Toyota -- 2.5.8.2 Team Leader at Motorola -- 2.5.8.3 Team Leaders and Sponsors at Motorola -- 2.5.9 Team Composition -- 2.5.9.1 Team Composition at Apple -- 2.5.10 Team Continuity -- 2.5.11 Teams Part-Time Participation -- 2.5.12 Using Outside Expertise -- 2.5.13 Teams, Value of Diversity -- 2.5.14 Encouraging Honest Feedback -- 2.6 Vendor/Partnerships -- 2.6.1 Reducing Cost with Early Vendor Involvement -- 2.6.2 Vendor/Partnerships Will Result in a Lower Net Cost -- 2.6.3 Vendor/Partner Selection -- 2.6.4 Working with Vendor/Partners -- 2.7 DFM for Aerospace and Defense -- 2.7.1 Designing Aerospace &amp -- Defense Products for Manufacturability -- 2.7.2 Value of DFM in Regulated Environments -- 2.7.3 Most Important DFM Principles for Aerospace/Defense -- 2.7.3.1 Thorough Up-Front Work -- 2.7.3.2 Complete Multi-Multifunctional Teams -- 2.7.3.3 Concept/Architecture, How to Optimize for A &amp -- D -- 2.7.3.4 Design for Low Cost -- Don't Try To Take it Out Later -- 2.7.3.5 Why to Be Cautious about Outsourcing Engineering -- 2.7.3.6 Why Not to Even Try Offshoring Production -- 2.7.3.7 All Cost Decisions Must Be Based on Total Cost -- 2.7.4 Guidelines for Aerospace &amp -- Defense, Most Valuable for A &amp -- D -- 2.7.4.1 Fabricate Machined Parts in One Setup with Guidelines P14 -- 2.7.4.2 Avoid Hogging Out Large Blocks -- 2.7.4.3 Flex Layers Can Connect PCB Stacks to Save Cost, Space, and Weight -- 2.7.4.4 Backward-Compatible "Drop-In' Replacement Parts for Near-Term Cost Reduction -- 2.7.5 What to Bid and How Not to Bid -- 2.7.6 What to Compete for and How to Win it -- 2.7.7 Working with Customer.
2.7.8 Developing Good Working Relationships -- 2.7.9 Competitiveness for A &amp -- D Companies -- 2.8 Changes Late from customers and Specs -- 2.8.1 How to Avoid Late Spec and Customer Changes -- 2.8.1.1 Proactive Steps to Avoid Changes -- 2.8.2 How to Avoid the Impact of Late Spec and Customer Changes -- 2.9 Co-Location -- 2.9.1 Project Room (The "Great Room" or Obeya) -- 2.10 Team Membership and Roles -- 2.11 Outsourcing Engineering -- 2.11.1 Engineering that could be Outsourced -- 2.11.1.1 Outsourcing Tasks that Support Domestic New Product Development -- 2.11.1.2 Tasks that Usually Distract New Product Development Efforts -- 2.12 Product Definition -- 2.12.1 Understanding Customer Needs -- 2.12.2 Product Requirements Writing for Product Definition -- 2.12.3 Consequences of Poor Product Definition -- 2.12.4 Customer Input -- 2.12.5 Quality Function Deployment -- 2.12.6 How QFD Works -- Notes -- Chapter 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 Part -- 3.1.4 Proven Processing -- 3.1.5 Proven Designs, Parts, and Modules -- 3.1.6 Arbitrary Decisions, Value of Avoiding -- 3.1.7 Overconstraints -- 3.1.8 Tolerances -- 3.1.9 Minimizing Tolerance Demands -- 3.1.10 System Integration -- 3.1.11 How to Optimize All Design Strategies -- 3.1.12 Design Strategy for Electrical Systems -- 3.1.13 Connections: Best to Worst -- 3.1.14 How to Optimize Use of Flex Layers -- 3.1.15 Voltage Standardization -- 3.1.16 Designing Printed Circuit Boards for DFM -- 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 Long-Lead-Time Parts Can Rush Thorough Up-Front Work.
Summary: Explains how to use concurrent engineering to design products for the lowest cost, highest quality, and quickest time to stable production. It shows how to simultaneously make major improvements in all these product development goals, while enabling effective implementation of Lean Production and Quality programs.
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Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Figure 1.1 When Costs are Determined -- Figure 1.2 Hidden Costs and Consequences of Cheap Parts -- Figure 1.3 Cost of Engineering Changes Over Time -- Figure 1.4 The Decision Tree -- Figure 2.1 Team Participation: Traditional vs. Advanced Models -- Figure 2.2 Customer Input Form -- Figure 2.3 Customer Importance vs. Competitive Grade -- Figure 2.4 QFD Executive Overview -- Figure 2.5 QFD "House Of Quality" Chart -- Figure 3.1 Tradition vs. Front-Loaded Timelines -- Figure 3.2 Increasing Revenue with Early Introductions and Upgrades -- Figure 4.1 Kanban Part Resupply -- Figure 4.2 Flexible Fixture -- Figure 5.1 Examples of Part Type Listing Orders -- Figure 5.2 Pareto Chart of Existing Part Usage -- Figure 5.3 Standardization of Expensive Parts -- Figure 5.4 Cost Trade-Offs for Part Consolidations -- Figure 5.5 Decisions for ASICS -- Figure 5.6 Searching for Ranges of Parts -- Figure 6.1 Common Cost Reduction Scenario -- Figure 6.2 Typical Cost Breakdown -- Figure 6.3 Selling Price Breakdown -- Figure 6.4 Part Cost Percentage Throughout Outsourced Supply Chain -- Figure 6.5 Programs that Reduce Specific Costs -- Figure 7.1 Cost Distortion Downward Spiral -- Figure 7.2 Changes in Cost After Implementing ABC -- Figure 8.1 Alignment using Round and Diamond Pins -- Figure 9.1 Improvement Design for Easier and Better Machining -- Figure 9.2 Cost as a Function of Process -- Figure 10.1 Quality Issue Frequency vs. Severity -- Figure 10.2 Quality as a Function of Part Count for Average Part Quality Levels -- Figure 10.3 Reliability Phases -- Figure 11.1 Pre-Seminar Survey Results -- Figure 11.2 Incorporating DFM into the NPD Process -- Figure 11.3 Key DFM Tasks, Results, and Tools -- Figure A.1 Pareto's Law for Products -- Figure A.2 Cost Breakdown.

Figure A.3 Cost Distribution in Dollars -- Figure A.4 Results after Rationalization -- Figure A.5 Redirecting Focus to Cash Cows -- Figure A.6 Rationalization Procedure -- Figure A.7 Prioritized Profitability: Typical Cost vs. Total Cost -- Preface for the Second Edition -- Preface for Students -- Author -- Section I: Design Methodology -- Chapter 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 Costs, When They Are Determined -- 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 Time-to-Market, Cutting it 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 -- 1.6.5 Metrics for NPD, Successful or Counterproductive -- 1.7 Resistance to DFM -- 1.8 Arbitrary Decisions -- 1.9 Design Time, Reducing it with DFM -- 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 Benefits of DFM for the Company -- 1.14 Personal Benefits of DFM -- 1.15 Conclusions of DFM Intro -- Notes -- Chapter 2 Concurrent Engineering -- 2.1 Resources -- 2.1.1 Front-Loading at Toyota -- 2.2 Resource Availability, Ensuring -- 2.2.1 Prioritization -- 2.2.2 Prioritizing Product Development -- 2.2.3 Prioritizing Product Development Case Study -- 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 Prioritization for Truck Bodies -- 2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, Spare Parts, and Refurbishing -- 2.2.6 Acceptance Criteria for Unusual Orders -- 2.2.7 Customizations and Configurations , Making More Efficiently -- 2.2.8 Package Deals -- 2.2.9 Rationalize Products -- 2.2.9.1 Rationalize Away or Outsourcing Legacy Products and Spare Parts -- 2.2.9.2 Outsource Hard-to-Build Parts and Subassemblies -- 2.2.10 Design Efficiency of Existing Resources, How to Maximize -- 2.2.11 Avoid Product Development Failures -- 2.2.12 Avoid Supply Chain Distractions -- 2.2.13 Project Scheduling, Optimize Product Development -- 2.2.14 Manufacturing Engineers, How to Optimize Availability -- 2.2.15 Resource Shortages, How to Correct Critical Issues -- 2.2.16 Invest in Product Development Resources -- 2.2.16.1 R&amp -- D Investment at Medtronic -- 2.2.16.2 R&amp -- D Investments at General Electric and Siemens -- 2.2.16.3 R&amp -- D Investment at Apple -- 2.2.16.4 R&amp -- D Investments at Samsung -- 2.2.17 Don't Lose Team Completeness or Critical Talent -- 2.2.17.1 Don't Let Essential Team Members Be Laid Off -- 2.2.17.2 Don't Outsource Engineering -- 2.2.17.3 Don't Waste Your MEs on Draining Ventures -- 2.2.17.4 Avoid Knee-Jerk Portfolio Planning Changes -- 2.2.17.5 Don't Sacrifice a Promising NPD to Bail Out Low-Opportunity Project -- 2.3 Portfolio Planning for Products -- 2.4 Parallel and Future Projects -- 2.5 Designing Products as a Team -- 2.5.1 Major Problems with Phases, Gates, Reviews, and Periodic Meetings -- 2.5.2 Huddles -- 2.5.3 Models -- Building Many Models and Doing Early Experiments -- 2.5.4 Manufacturing Participation in Product Development.

2.5.5 Manufacturing People, What they Should Be Doing Early in Product Development Teams -- 2.5.6 Manufacturing Participation at Toyota -- 2.5.7 Procurement, it's New Role to Assure Availability -- 2.5.8 Team Leader -- 2.5.8.1 Team Leader at Toyota -- 2.5.8.2 Team Leader at Motorola -- 2.5.8.3 Team Leaders and Sponsors at Motorola -- 2.5.9 Team Composition -- 2.5.9.1 Team Composition at Apple -- 2.5.10 Team Continuity -- 2.5.11 Teams Part-Time Participation -- 2.5.12 Using Outside Expertise -- 2.5.13 Teams, Value of Diversity -- 2.5.14 Encouraging Honest Feedback -- 2.6 Vendor/Partnerships -- 2.6.1 Reducing Cost with Early Vendor Involvement -- 2.6.2 Vendor/Partnerships Will Result in a Lower Net Cost -- 2.6.3 Vendor/Partner Selection -- 2.6.4 Working with Vendor/Partners -- 2.7 DFM for Aerospace and Defense -- 2.7.1 Designing Aerospace &amp -- Defense Products for Manufacturability -- 2.7.2 Value of DFM in Regulated Environments -- 2.7.3 Most Important DFM Principles for Aerospace/Defense -- 2.7.3.1 Thorough Up-Front Work -- 2.7.3.2 Complete Multi-Multifunctional Teams -- 2.7.3.3 Concept/Architecture, How to Optimize for A &amp -- D -- 2.7.3.4 Design for Low Cost -- Don't Try To Take it Out Later -- 2.7.3.5 Why to Be Cautious about Outsourcing Engineering -- 2.7.3.6 Why Not to Even Try Offshoring Production -- 2.7.3.7 All Cost Decisions Must Be Based on Total Cost -- 2.7.4 Guidelines for Aerospace &amp -- Defense, Most Valuable for A &amp -- D -- 2.7.4.1 Fabricate Machined Parts in One Setup with Guidelines P14 -- 2.7.4.2 Avoid Hogging Out Large Blocks -- 2.7.4.3 Flex Layers Can Connect PCB Stacks to Save Cost, Space, and Weight -- 2.7.4.4 Backward-Compatible "Drop-In' Replacement Parts for Near-Term Cost Reduction -- 2.7.5 What to Bid and How Not to Bid -- 2.7.6 What to Compete for and How to Win it -- 2.7.7 Working with Customer.

2.7.8 Developing Good Working Relationships -- 2.7.9 Competitiveness for A &amp -- D Companies -- 2.8 Changes Late from customers and Specs -- 2.8.1 How to Avoid Late Spec and Customer Changes -- 2.8.1.1 Proactive Steps to Avoid Changes -- 2.8.2 How to Avoid the Impact of Late Spec and Customer Changes -- 2.9 Co-Location -- 2.9.1 Project Room (The "Great Room" or Obeya) -- 2.10 Team Membership and Roles -- 2.11 Outsourcing Engineering -- 2.11.1 Engineering that could be Outsourced -- 2.11.1.1 Outsourcing Tasks that Support Domestic New Product Development -- 2.11.1.2 Tasks that Usually Distract New Product Development Efforts -- 2.12 Product Definition -- 2.12.1 Understanding Customer Needs -- 2.12.2 Product Requirements Writing for Product Definition -- 2.12.3 Consequences of Poor Product Definition -- 2.12.4 Customer Input -- 2.12.5 Quality Function Deployment -- 2.12.6 How QFD Works -- Notes -- Chapter 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 Part -- 3.1.4 Proven Processing -- 3.1.5 Proven Designs, Parts, and Modules -- 3.1.6 Arbitrary Decisions, Value of Avoiding -- 3.1.7 Overconstraints -- 3.1.8 Tolerances -- 3.1.9 Minimizing Tolerance Demands -- 3.1.10 System Integration -- 3.1.11 How to Optimize All Design Strategies -- 3.1.12 Design Strategy for Electrical Systems -- 3.1.13 Connections: Best to Worst -- 3.1.14 How to Optimize Use of Flex Layers -- 3.1.15 Voltage Standardization -- 3.1.16 Designing Printed Circuit Boards for DFM -- 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 Long-Lead-Time Parts Can Rush Thorough Up-Front Work.

Explains how to use concurrent engineering to design products for the lowest cost, highest quality, and quickest time to stable production. It shows how to simultaneously make major improvements in all these product development goals, while enabling effective implementation of Lean Production and Quality programs.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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