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

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  • Formaat: 590 pages
  • Ilmumisaeg: 11-May-2020
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9781000764789
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Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production, Second EditionSuurem pilt
  • Formaat: 590 pages
  • Ilmumisaeg: 11-May-2020
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9781000764789
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Achieve any cost goals in half the time and achieve stable production with quality designed in right-the-first-time.

Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production is still the definitive work on DFM. This second edition extends the proven methodology to the most advanced product development process with the addition of the following new, unique, and original topics, which have never been addressed previously. These topics show you how to:















Cut cost from 1/2 to 1/10 in 9 categorieswith ways to remove that much cost from product charges and pricing





Commercialize innovationstarting with Manufacturable Research and learning from the new section on scalability, you will learn how to design products and processing equipment to quickly scale up to any needed demand or desired growth. Design product families that can be built "on-demand" in platform cells that also "mass customize" products to-order





Make Lean production easier to implement with much more effective results while making build-to-order practical with spontaneous supply chains and eliminating forecasted inventory by including an updated chapter on "Designing Products for Lean Production"





The authors 30 years of experience teaching companies DFM based on pre-class surveys and plant tours is the foundation of this most advanced design process. It includes incorporating dozens of proven DFM guidelines through up-front concurrent-engineering teamwork that cuts the time to stable production in half and curtails change orders for ramps, rework, redesign, substituting cheaper parts, change orders to fix the changes, unstable design specs, part obsolescence, and late discovery of manufacturability issues at periodic design reviews. This second edition is for the whole product development community, including:















Engineers who want to learn the most advanced DFM techniques



















Managers who want to lead the most advanced product development



















Project team leaders who want to immediately apply all the principles taught in this book in their own micro-climate





Improvement leaders and champions who want to implement the above and ensure that the company can design products and versatile processing equipment for low-volume/high-mix product varieties





Designing half to a tenth of cost categories can avoid substituting cheap parts, which degrades quality, and encourages standardization and spontaneous supply chains, which will encourage Lean initiatives. Using cellular manufacturing to shift production between lines for mixed production of platforms and build-to-order to offer the fastest order fulfillment can beat any competitors delivery time.
List of Figures
xxix
Preface for the Second Edition xxxi
Preface for Students xxxix
Author xlvii
SECTION I Design Methodology
Chapter 1 Design for Manufacturability
3(34)
1.1 Manufacturing before DFM
4(2)
1.1.1 What DFM is Nor
5(1)
1.1.2 Comments from Company DFM Surveys
5(1)
1.2 Myths and Realities of Product Development
6(1)
1.3 Costs, When They Are Determined
7(2)
1.3.1 Toyota on When Cost is Determined
7(1)
1.3.2 Ultra-Low-Cost Product Development
8(1)
1.4 Designing for Low Cost
9(7)
1.4.1 Design for Cost Approaches
9(1)
1.4.1.4 Cost-Based Pricing
9(1)
1.4.1.4 Price-Based Costing (Target Costing)
10(1)
1.4.1.4 Cost Targets Should Determine Strategy
11(1)
1.4.2 Cost Metrics and Their Effect on Results
11(2)
1.4.3 How to Design Very Low Cost Products
13(1)
1.4.4 Cost Reduction by Change Order
14(2)
1.5 Time-to-Market, Cutting it in Half
16(2)
1.6 Roles and Focus
18(7)
1.6.1 Human Resources Support for Product Development
19(1)
1.6.2 Job Rotation
20(1)
1.6.3 Management Role to Support DFM
20(2)
1.6.4 Management Focus
22(2)
1.6.5 Metrics for NPD, Successful or Counterproductive
24(1)
1.7 Resistance to DFM
25(1)
1.8 Arbitrary Decisions
25(4)
1.9 Design Time, Reducing it with DFM
29(1)
1.10 Engineering Change Orders
29(1)
1.11 Do It Right the First Time
30(1)
1.12 Strategy to Do it Right the First Time
30(2)
1.13 Benefits of DFM for the Company
32(1)
1.14 Personal Benefits of DFM
33(1)
1.15 Conclusions of DFM Intro
34(1)
Notes
35(2)
Chapter 2 Concurrent Engineering
37(78)
2.1 Resources
37(4)
2.1.1 Front-Loading at Toyota
41(1)
2.2 Resource Availability, Ensuring
41(19)
2.2.1 Prioritization
42(1)
2.2.2 Prioritizing Product Development
42(1)
2.2.3 Prioritizing Product Development Case Study
43(1)
2.2.4 Prioritization at Leading Companies
43(1)
2.2.4.4 Prioritization at Apple
43(1)
2.2.4.4 Product Development Prioritization at HP
43(1)
2.2.4.4 Prioritization at Toyota
44(1)
2.2.4.4 Prioritization for Truck Bodies
44(1)
2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, Spare Parts, and Refurbishing
44(2)
2.2.6 Acceptance Criteria for Unusual Orders
46(1)
2.2.7 Customizations and Configurations, Making More Efficiently
46(1)
2.2.8 Package Deals
47(1)
2.2.9 Rationalize Products
48(1)
2.2.9.4 Rationalize Away or Outsourcing Legacy Products and Spare Parts
49(1)
2.2.9.4 Outsource Hard-to-Build Parts and Subassemblies
50(1)
2.2.10 Design Efficiency of Existing Resources, How to Maximize
50(3)
2.2.11 Avoid Product Development Failures
53(1)
2.2.12 Avoid Supply Chain Distractions
53(1)
2.2.13 Project Scheduling, Optimize Product Development
53(1)
2.2.14 Manufacturing Engineers, How to Optimize Availability
54(1)
2.2.15 Resource Shortages, How to Correct Critical Issues
54(1)
2.2.16 Invest in Product Development Resources
55(1)
2.2.16.4 R&D Investment at Medtronic
55(1)
2.2.16.4 R&D Investments at General Electric and Siemens
55(1)
2.2.16.4 R&D Investment at Apple
56(1)
2.2.16.4 R&D Investments at Samsung
56(1)
2.2.17 Don't Lose Team Completeness or Critical Talent
56(1)
2.2.17.4 Don't Let Essential Team Members Be Laid Off
57(1)
2.2.17.4 Don't Outsource Engineering
57(1)
2.2.17.4 Don't Waste Your MEs on Draining Ventures
58(1)
2.2.17.4 Avoid Knee-Jerk Portfolio Planning Changes
59(1)
2.2.17.4 Don't Sacrifice a Promising NPD to Bail Out Low-Opportunity Project
60(1)
2.3 Portfolio Planning for Products
60(2)
2.4 Parallel and Future Projects
62(1)
2.5 Designing Products as a Team
63(10)
2.5.1 Major Problems with Phases, Gates, Reviews, and Periodic Meetings
64(1)
2.5.2 Huddles
65(1)
2.5.3 Models; Building Many Models and Doing Early Experiments
65(1)
2.5.4 Manufacturing Participation in Product Development
66(1)
2.5.5 Manufacturing People, What they Should Be Doing Early in Product Development Teams
66(1)
2.5.6 Manufacturing Participation at Toyota
67(1)
2.5.7 Procurement, It's New Role to Assure Availability
67(1)
2.5.8 Team Leader
67(1)
2.5.8.4 Team Leader at Toyota
68(1)
2.5.8.4 Team Leader at Motorola
69(1)
2.5.8.4 Team Leaders and Sponsors at Motorola
69(1)
2.5.9 Team Composition
69(2)
2.5.9.4 Team Composition at Apple
71(1)
2.5.10 Team Continuity
71(1)
2.5.11 Teams Part-Time Participation
71(1)
2.5.12 Using Outside Expertise
72(1)
2.5.13 Teams, Value of Diversity
72(1)
2.5.14 Encouraging Honest Feedback
72(1)
2.6 Vendor/Partnerships
73(4)
2.6.1 Reducing Cost with Early Vendor Involvement
73(1)
2.6.2 Vendor/Partnerships Will Result in a Lower Net Cost
73(2)
2.6.3 Vendor/Partner Selection
75(1)
2.6.4 Working with Vendor/Partners
75(2)
2.7 DFM for Aerospace and Defense
77(12)
2.7.1 Designing Aerospace & Defense Products for Manufacturability
77(1)
2.7.2 Value of DFM in Regulated Environments
78(1)
2.7.3 Most Important DFM Principles for Aerospace/Defense
79(1)
2.7.3.4 Thorough Up-Front Work
79(1)
2.7.3.4 Complete Multi-Multifunctional Teams
79(1)
2.7.3.4 Concept/Architecture, How to Optimize for A & D
79(1)
2.7.3.4 Design for Low Cost; Don't Try To Take it Out Later
79(1)
2.7.3.4 Why to Be Cautious about Outsourcing Engineering
80(1)
2.7.3.4 Why Not to Even Try Offshoring Production
80(1)
2.7.3.4 All Cost Decisions Must Be Based on Total Cost
80(1)
2.7.4 Guidelines for Aerospace & Defense, Most Valuable for A & D
81(1)
2.7.4.4 Fabricate Machined Parts in One Setup with Guidelines P14
82(1)
2.7.4.4 Avoid Hogging Out Large Blocks
82(2)
2.7.4.4 Flex Layers Can Connect PCB Stacks to Save Cost, Space, and Weight
84(1)
2.7.4.4 Backward-Compatible "Drop-In' Replacement Parts for Near-Term Cost Reduction
84(1)
2.7.5 What to Bid and How Not to Bid
85(1)
2.7.6 What To Compete for and How To Win it
86(2)
2.7.7 Working with Customer
88(1)
2.7.8 Developing Good Working Relationships
88(1)
2.7.9 Competitiveness for A & D Companies
88(1)
2.8 Changes Late From Customers and Specs
89(3)
2.8.1 How to Avoid Late Spec and Customer Changes
89(1)
2.8.1.4 Proactive Steps to Avoid Changes
90(1)
2.8.2 How to Avoid the Impact of Late Spec and Customer Changes
91(1)
2.9 Co-Location
92(1)
2.9.1 Project Room (The "Great Room" or Obeya)
93(1)
2.10 Team Membership and Roles
93(6)
2.11 Outsourcing Engineering
99(3)
2.11.1 Engineering that Could be Outsourced
101(1)
2.11.1.4 Outsourcing Tasks that Support Domestic New Product Development
101(1)
2.11.1.4 Tasks that Usually Distract New Product Development Efforts
101(1)
2.12 Product Definition
102(7)
2.12.1 Understanding Customer Needs
102(1)
2.12.2 Product Requirements Writing for Product Definition
103(1)
2.12.3 Consequences of Poor Product Definition
104(1)
2.12.4 Customer Input
105(1)
2.12.5 Quality Function Deployment
106(1)
2.12.6 How QFD Works
107(2)
Notes
109(6)
Chapter 3 Designing the Product
115(82)
3.1 Design Strategy
116(9)
3.1.1 Designing around Standard Parts
116(1)
3.1.1.4 Sheet Metal
117(1)
3.1.1.4 Bar Stock
117(1)
3.1.2 Consolidation
117(1)
3.1.3 Off-the-Shelf Part
118(1)
3.1.4 Proven Processing
118(1)
3.1.5 Proven Designs, Parts, and Modules
118(1)
3.1.6 Arbitrary Decisions, Value of Avoiding
119(1)
3.1.7 Overconstraints
119(1)
3.1.8 Tolerances
119(1)
3.1.9 Minimizing Tolerance Demands
120(1)
3.1.10 System Integration
120(1)
3.1.11 How to Optimize All Design Strategies
120(1)
3.1.12 Design Strategy for Electrical Systems
121(1)
3.1.13 Connections: Best to Worst
122(1)
3.1.14 How to Optimize Use of Flex Layers
123(1)
3.1.15 Voltage Standardization
124(1)
3.1.16 Designing Printed Circuit Boards for DFM
124(1)
3.2 Importance of Thorough Up-Front Work
125(5)
3.2.1 Thorough Up-Front Work at Toyota
128(1)
3.2.2 Thorough Up-Front Work at Motorola
128(1)
3.2.3 Thorough Up-Front Work at IDEO
128(1)
3.2.4 Avoid Compromising Up-Front Work
128(1)
3.2.4.4 Slow Processes for Sales and Contracts
129(1)
3.2.4.4 Long-Lead-Time Parts Can Rush Thorough Up-Front Work
129(1)
3.2.4.4 Rushing NPD for Early Evaluation Units
129(1)
3.2.5 Early Evaluation Units
129(1)
3.3 Architecture/System Design, How to Optimize
130(13)
3.3.1 Product Definition
131(1)
3.3.2 Team Composition and Availability
131(1)
3.3.3 Product Development Approach
131(1)
3.3.4 Lessons Learned
131(1)
3.3.4.4 Lessons Learned Categories
131(1)
3.3.4.4 Lessons Learned Methodologies
132(1)
3.3.5 Issues, Raising & Resolving Early
133(1)
3.3.5.4 Project Issues
133(1)
3.3.5.4 Team Issues
134(1)
3.3.5.4 Mitigating Risk
134(1)
3.3.5.4 New Technologies
134(1)
3.3.5.4 Techniques to Resolve Issues Early
135(1)
3.3.5.4 Contingency Plans
135(1)
3.3.5.4 Achieve Concurrence before Proceeding
136(1)
3.3.6 Manual Tasks, How to Eliminate by Design
136(1)
3.3.7 Skill and Judgment
137(1)
3.3.7.4 How to Eliminate the Need for Skill and Judgment
137(1)
3.3.8 Technical/Functional Challenges
138(1)
3.3.9 Concept/Architecture Design Optimization
139(1)
3.3.10 Optimizing the Use of CAD in the Concept/Architecture Phase
140(1)
3.3.11 Concept Simplification
140(2)
3.3.12 Manufacturing & Supply Chain Strategies
142(1)
3.4 Part Design Strategies
143(3)
3.4.1 Documentation Principles
145(1)
3.5 Design for Everything (DFX)
146(6)
3.5.1 Consequences of Not Considering Everything Early
152(1)
3.6 Creative Product Development
152(5)
3.6.1 Getting Creative Ideas
153(1)
3.6.2 Generating Ideas at Leading Companies
154(1)
3.6.3 Encouraging Innovation at Medtronic
154(1)
3.6.4 Nine Keys to Creativity
154(1)
3.6.5 Creativity in a Team
155(1)
3.6.6 Ups and Downs of Creativity
156(1)
3.7 Brainstorming
157(1)
3.8 Half-Cost Product Development
158(13)
3.8.1 Managing Expectations
158(1)
3.8.1.4 Cost Reducing Parts, Here Is Why Not to Try
159(1)
3.8.1.4 Half-Cost Methodologies Will Not Work On
159(1)
3.8.1.4 Half-Cost Methodologies Work Best On
159(1)
3.8.1.4 Defining "Cost" as Parts Will Make Matters Worse
159(1)
3.8.2 Prerequisites Needed for Half-Cost Development
160(1)
3.8.2.4 Remove Obstacles
160(1)
3.8.2.4 Remove Counter-Productive Policies Warned about in Section 11.5
160(1)
3.8.2.4 Total Cost Must Be the Foundation
160(1)
3.8.2.4 Rationalization is Another Foundation
160(1)
3.8.3 Designing Half-Cost Products
161(1)
3.8.3.4 How to Select the Most Available Parts
162(1)
3.8.4 Overhead Cost Reduction
162(1)
3.8.5 Product Development Budget Cut in Half
163(1)
3.8.6 Concept/Architecture Cost Cut in Half
164(1)
3.8.7 Labor and Processing Cost Cut in Half
165(1)
3.8.8 Quality Costs Cut in Half
165(1)
3.8.9 Indirect Labor Cost Cut to 1/3
165(1)
3.8.10 Material Overhead Can Be Cut by 10 Times
166(1)
3.8.11 Raw Material Inventory Cut by 10 Times
166(1)
3.8.12 W.I.P. Inventory Can Be Cut by 10 Times
167(1)
3.8.12.4 W.I.P. Inventory Accrues
167(1)
3.8.12.4 Several Times W.I.P. Caused by Batches
168(1)
3.8.12.4 When W.I.P. Accrues the Most
168(1)
3.8.12.4 Buying May Incur Less WIP Than Building
168(1)
3.8.12.4 Build High-Cost Parts Last
169(1)
3.8.12.4 If an Expensive Part Must Go in First, Reduce Its Cost
169(1)
3.8.13 Finished-Goods Inventory Can Be Cut by 10 Times
169(1)
3.8.14 Coupling Overhead Changes to Overhead Costs
170(1)
3.8.14.4 Ways to Couple O.H. Charges to O.H. Costs
170(1)
3.8.14.4 All Cost Decisions Must Be Based on Total Cost
170(1)
3.9 Manufacturable Research
171(9)
3.9.1 The Gap between Concepts and Viable Products
171(1)
3.9.2 Research Fails So Much Because
172(1)
3.9.3 Importance of Early Concept Simplification
172(1)
3.9.4 Concept Selection
173(1)
3.9.5 Feasibility Verification
174(1)
3.9.6 Design Effort Prioritization
174(1)
3.9.7 Assuring Part Availability in Research
175(1)
3.9.8 Achievable Tolerances
176(1)
3.9.9 Skill Demands
177(1)
3.9.10 Widely Available Processing
177(1)
3.9.11 Concurrent R&D
178(1)
3.9.12 Offshoring Must Be Avoided in Manufacturable Research
178(1)
3.9.13 Time and Resources to do Manufacturable Research
178(1)
3.9.14 The Cost to Do Manufacturable Research
179(1)
3.9.15 Implementation at Manufacturing Companies
179(1)
3.9.16 Management for Ambitious Goals
179(1)
3.9.17 Importance of Ensuring Multifunctional Resources
179(1)
3.9.18 Consequences of Not Doing Manufacturable Research
180(1)
3.10 Commercialization
180(7)
3.10.1 Common Causes of Commercialization Challenges
180(1)
3.10.2 How to Best Develop Commercialized Products by Design
181(1)
3.10.3 Identify and Preserve the "Crown Jewels"
181(1)
3.10.4 View Generically
181(1)
3.10.5 Identify Supportive Hardware That Can Be Redesigned
182(1)
3.10.5.4 Commercialization for Electronics
182(1)
3.10.5.4 Commercialization for Hardware
183(2)
3.10.5.4 Consider Low-Risk Redesigns as above for the Crown Jewels Themselves
185(1)
3.10.6 What Happens Without Commercialization?
185(2)
3.11 Generating Interest in DFM
187(4)
3.11.1 Cost
187(1)
3.11.2 Time to Stable Production
187(1)
3.11.3 Prioritization of Resources
188(1)
3.11.4 Generate Data to Help Make the Case for DFM
188(1)
3.11.5 Help Make the Case for DFM
189(1)
3.11.5.4 Overcome Misconceptions about DFM
189(1)
3.11.5.4 Overcome Resistance to Effective DFM
189(1)
3.11.6 Fastest Return on DFM Training and Implementation
190(1)
3.11.6.4 Immediately Apply DFM in a Microclimate
190(1)
3.11.6.4 Redesign Backward-Compatible Module
190(1)
Notes
191(6)
SECTION II Flexibility
Chapter 4 Designing for Lean & BTO
197(42)
4.1 Lean Production
197(2)
4.1.1 Flow Manufacturing
198(1)
4.1.2 Prerequisites
199(1)
4.2 Build-to-Order
199(3)
4.2.1 Supply Chain Simplification
200(1)
4.2.2 Kanban Automatic Part Resupply
200(2)
4.3 Mass Customization
202(1)
4.4 Developing Products for Lean, BTO&MC
203(1)
4.5 Portfolio Planning for Lean, BTO&MC
204(1)
4.6 Designing for Low-Volume/High-Mix
204(9)
4.6.1 Designing around Standard Parts
205(1)
4.6.2 Raw Material Variety, Designing to Reduce
206(1)
4.6.3 Designing around Readily Available Parts/Materials
206(1)
4.6.3.4 Minimizing Problems of Long Lead-Time Parts by Design
207(2)
4.6.3.4 Avoiding Suppliers Whose Parts Have the Worst Long Lead-Times
209(1)
4.6.4 Designing for No Setup
210(1)
4.6.5 Parametric CAD
211(1)
4.6.6 Designing for CNC
211(1)
4.6.7 Grouping Parts
211(1)
4.6.8 Understanding CNC
212(1)
4.6.9 Eliminating CNC Setup
212(1)
4.7 Platform Family Design & Manufacture
213(5)
4.7.1 Product Family Criteria
213(1)
4.7.2 Design Strategies for Integral Hardware
213(1)
4.7.3 Design Strategies for Upgradability
214(1)
4.7.4 Design Strategies for Platform Connectability
214(1)
4.7.5 Power Supplies for Electronics Families
214(1)
4.7.6 Bare Boards for Printed Circuit Boards Families
215(1)
4.7.7 Product Families for Fabricated Products
216(1)
4.7.8 Cellular Manufacture of Families in Platforms
216(2)
4.8 Scalability
218(7)
4.8.1 Scalability Value
218(1)
4.8.2 Importance of Designing Products for Manufacturability
218(1)
4.8.3 Product Not to Try to Scale
219(1)
4.8.4 Scalable Product Design Principles
220(1)
4.8.4.4 Material and Part Availability for Scalability
221(1)
4.8.4.4 Scalable Labor Force and Partners
222(1)
4.8.4.4 Equipment Availability and Expandability
222(1)
4.8.4.4 Lean Production to Shift Production Lines
223(1)
4.8.4.4 Platform Synergy for Scalability
223(1)
4.8.4.4 Scalability Using Mass Customization Postponement
223(1)
4.8.4.4 Production Machinery Capacity, How to Optimizing
223(1)
4.8.4.4 Optimizing Scale Strategies for Production Expandable Products
224(1)
4.8.5 Scalability Conclusions
225(1)
4.9 Modular Design
225(3)
4.9.1 Modular Design, Pros and Cons
225(2)
4.9.2 Modular Design Principles
227(1)
4.10 Offshoring and Manufacturability
228(3)
4.10.1 Offshoring's Effect on Product Development
228(1)
4.10.2 Offshoring's Effect on Lean Production and Quality
229(1)
4.10.3 Offshoring Decisions Affecting Lean, BTO, and Platforms
229(1)
4.10.4 The Offshoring, the Bottom Line
230(1)
4.11 Lean and BTO&MC Value
231(5)
4.11.1 Cost Advantages of BTO&MC
232(1)
4.11.2 Responsive Advantages of BTO&MC
233(2)
4.11.3 Customer Satisfaction from BTO&MC
235(1)
4.11.4 Competitive Advantages of BTO&MC
235(1)
4.11.5 Bottom Line Advantages of BTO&MC
236(1)
Notes
236(3)
Chapter 5 Standardization
239(44)
5.1 Part Proliferation
241(1)
5.2 Part Proliferation Cost
241(1)
5.3 Part Proliferation: Why it Happens
242(3)
5.4 Part Proliferation Consequences
245(1)
5.5 Part Standardization Strategy
245(1)
5.5.1 New Products
245(1)
5.5.2 Existing Products
246(1)
5.6 Early Standardization Steps
246(3)
5.6.1 List Existing Parts
246(1)
5.6.2 Clean Up Database Nomenclature
247(1)
5.6.3 Eliminate Approved but Unused Parts
247(1)
5.6.4 Eliminate Parts Not Used Recently
247(1)
5.6.5 Eliminate Duplicate Parts
247(1)
5.6.6 Prioritize Opportunities for Standardization
248(1)
5.7 Zero-Based Approach
249(1)
5.8 Standard Part List Generation
250(5)
5.9 Part Standardization Results
255(1)
5.10 Raw Materials Standardization
256(3)
5.11 Standardization of Expensive Parts
259(2)
5.12 Consolidation of Inflexible Parts
261(4)
5.12.1 Custom Silicon Consolidation
263(1)
5.12.2 VLSI/ASIC Consolidation
263(1)
5.12.3 Consolidated Power Supply at Hewlett-Packard
263(2)
5.13 Tool Standardization
265(1)
5.14 Feature Standardization
265(1)
5.15 Process Standardization
266(1)
5.16 Encouraging Standardization
267(3)
5.17 Reusing Designs, Parts, and Modules
270(2)
5.17.1 Obstacles to Reusable Engineering
271(1)
5.17.2 Reuse Studies
271(1)
5.18 Off-the-Shelf Parts
272(3)
5.18.1 Optimizing the Utilization of Off-the-Shelf Parts
272(1)
5.18.2 Off-the-Shelf Parts Allow Teams to Focus on Products
273(1)
5.18.3 How to Find and Select Off-the-Shelf Parts
274(1)
5.19 Procurement: New Role Needed
275(3)
5.19.1 How to Search for Off-the-Shelf Parts
275(2)
5.19.2 Availability Maximization and Lead Time Minimization
277(1)
5.20 Standardization Implementation
278(2)
Notes
280(3)
SECTION III Cost Reduction
Chapter 6 Cost Categories
283(38)
6.1 How Not to Lower Cost
284(2)
6.1.1 Why Cost Is Hard to Remove after Design
284(2)
6.1.2 Cost-Cutting Doesn't Work
286(1)
6.2 Cost Measurements
286(4)
6.2.1 Usual Definition of Cost
286(1)
6.2.2 Selling Price Breakdown
287(1)
6.2.3 Selling Price Breakdown for an Outsourced Company
287(1)
6.2.4 Overhead Cost Minimization Strategy
288(2)
6.3 Overall Strategy to Cut Total Cost in Half From HalfCostProducts.com
290(2)
6.4 Cost Minimization through Design
292(1)
6.5 Minimizing Overhead Costs
293(1)
6.6 Product Development Expenses, How to Lower Budgets
293(4)
6.6.1 Product Portfolio Planning
294(1)
6.6.2 Multifunctional Design Teams
294(1)
6.6.3 Methodical Product Definition
295(1)
6.6.4 Total Cost Decision Making
295(1)
6.6.5 Design Efficiency
295(1)
6.6.6 Off-the-Shelf Parts
296(1)
6.6.7 Product Life Extensions
296(1)
6.6.8 Debugging Costs
296(1)
6.6.9 Test Cost
296(1)
6.6.10 Product Development Expenses
296(1)
6.6.11 More Efficient Development Costs Less
297(1)
6.6.12 Product Development Risk
297(1)
6.7 Cost Savings of Off-the-Shelf Parts
297(1)
6.8 How to Minimize Engineering Change Order Costs
298(1)
6.9 How to Minimize Cost of Quality
298(1)
6.10 Rational Selection for Lowest Cost Suppliers
299(2)
6.11 Low Bidding
301(7)
6.11.1 Cost Reduction Illusion of Bidding
301(1)
6.11.2 Cost of Bidding
302(1)
6.11.3 Suppliers, Pressuring to Lower Cost
303(1)
6.11.4 Cost Reduction, the Value of Relationships Instead of Bidding
304(2)
6.11.5 Cheap Parts: Save Now, Pay Later
306(1)
6.11.6 Reduce Total Cost Instead of Focusing on Cheap Parts
306(1)
6.11.7 Part Quality: the Value of Selecting High-Quality Parts
307(1)
6.12 How to Maximize Factory Efficiency
308(1)
6.13 Lowering Overhead Costs with Flexibility
308(1)
6.14 How to Greatly Lower Customization/Configuration Costs
309(1)
6.15 Cost of Variety Minimizing
310(2)
6.15.1 Work-in-Process Inventory
310(1)
6.15.2 Floor Space
310(1)
6.15.3 Internal Logistics
311(1)
6.15.4 Utilization of Machine Tools
311(1)
6.15.5 Setup Costs
311(1)
6.15.6 Flexibility
311(1)
6.15.7 Kitting Costs
312(1)
6.16 Materials Management Cost Minimizing
312(1)
6.17 Marketing Cost Minimizing
313(1)
6.18 Sales/Distribution Cost Minimizing
313(1)
6.19 Supply Chain Cost Minimizing
314(1)
6.20 Life Cycle Cost Minimizing
314(1)
6.20.1 Reliability Costs
314(1)
6.20.2 Field Logistics Costs
315(1)
6.21 Build-to-Order as a Way to Save Cost
315(2)
6.21.1 Factory Finished Goods Inventory
315(1)
6.21.2 Dealer Finished Goods Inventory
315(1)
6.21.3 Supply Chain Inventory
316(1)
6.21.4 Interest Expense
316(1)
6.21.5 Write-Offs
316(1)
6.21.6 New Technology Introduction
317(1)
6.21.7 MRP Expenses
317(1)
6.22 Counterproductive Policy Cost Elimination
317(4)
Notes 318(199)
Chapter 7 Total Cost
321(24)
7.1 Total Cost Value
322(3)
7.1.1 Value to Prioritization and Portfolio Planning
322(1)
7.1.2 Value to Product Development
323(1)
7.1.3 Value to Resource Availability and Efficiency
323(1)
7.1.4 Value of Knowing the Real Profitability to Product Portfolio Planning
323(1)
7.1.5 Value of Quantifying All Overhead Costs to Cost Reduction
324(1)
7.1.6 Value of Knowing Real Supply Costs to Supply Chain Management
324(1)
7.2 Quantifying Overhead Costs
325(3)
7.2.1 Distortions in Product Costing
325(1)
7.2.2 Cross-Subsidies Caused by Inadequate Costing
325(1)
7.2.3 Relevant Decision Making
326(1)
7.2.4 Cost Management
327(1)
7.2.5 Downward Spirals Caused by Inadequate Costing
327(1)
7.3 Total Cost Accounting, Resistance Encountered
328(1)
7.4 Total Cost Thinking
329(2)
7.4.1 Between Total Cost Thinking and Total Cost Accounting
330(1)
7.4.1.4 Waive Overhead Charges for Near-Zero Expenses
330(1)
7.4.1.4 Ultra-Low-Cost Product Development
330(1)
7.4.1.4 Commercial Spin-Offs of Military Products
331(1)
7.4.1.4 "Skunk-Works" or Profit/Loss Centers
331(1)
7.5 Implementing Total Cost Accounting
331(1)
7.6 Cost Drivers
332(3)
7.6.1 Tektronix Portable Instruments Division Cost Drivers
333(1)
7.6.2 HP Roseville Network Division (RND) Cost Drivers
334(1)
7.6.3 HP Boise Surface Mount Center Cost Drivers
334(1)
7.7 Tracking Product Development Expenses
335(1)
7.8 Low-Hanging-Fruit Approach to Total Cost
336(2)
7.8.1 Estimates
337(1)
7.8.2 Implementing the Low-Hanging-Fruit Approach
338(1)
7.9 Implementation Efforts for ABC
338(1)
7.10 Total Cost Implementations: Typical Results
339(1)
Notes
340(5)
SECTION IV Design Guidelines
Chapter 8 DFM Guidelines for Product Design
345(26)
8.1 Design for Assembly
346(1)
8.1.1 Combining Parts
346(1)
8.2 Assembly Design Guidelines
347(6)
8.3 Fastening Guidelines
353(3)
8.4 Assembly Motion Guidelines
356(1)
8.5 Test Strategy and Guidelines
357(3)
8.6 Testing in Quality versus Building in Quality
360(1)
8.6.1 Testing in Quality with Diagnostic Tests
360(1)
8.6.2 Building in Quality to Eliminate Diagnostic Tests
360(1)
8.7 Design for Repair and Maintenance
361(1)
8.8 Repair Design Guidelines
361(4)
8.9 Design for Service and Repair
365(1)
8.10 Design to Optimize Maintenance
366(1)
8.11 Maintenance Measurements
367(1)
8.11.1 Mean Time to Repair
367(1)
8.11.2 Availability Measurement
367(1)
8.12 Maintenance Guidelines
368(1)
Notes
369(2)
Chapter 9 DFM Guidelines for Part Design
371(28)
9.1 Part Design for Low-Cost Products
372(3)
9.1.1 The Effect of Metrics on Parts Cost
373(1)
9.1.2 How the Wrong Cost Metric Can Discourage DFM Guidelines
373(1)
9.1.3 The Proper Role of Part Cost in Product Cost
374(1)
9.1.4 The Best Way to Learn Guidelines---with Examples
374(1)
9.2 Part Design Guidelines
375(9)
9.2.1 DFM for Fabricated Parts
378(6)
9.3 Castings and Molded Parts Guidelines
384(2)
9.3.1 DFM Strategies for Castings
384(1)
9.3.2 DFM Strategies for Plastics
385(1)
9.4 Sheet Metal Guidelines
386(2)
9.5 Welding Guidelines
388(3)
9.5.1 Understanding Limitations and Complications
388(1)
9.5.2 Optimize Weldment Strategy for Manufacturability
389(1)
9.5.3 Adhere to Design Guidelines
389(1)
9.5.4 Work with Vendors/Partners
389(1)
9.5.5 Print 3D Models
390(1)
9.5.6 Learn How to Weld
390(1)
9.5.7 Consider Low-Heat Welding
390(1)
9.5.7.4 Tab-in-Slot Welding
390(1)
9.5.7.4 Welding a Vacuum Chamber
390(1)
9.5.8 Minimize Skill Demands
391(1)
9.5.9 Thoroughly Explore Non-Welding Alternatives
391(1)
9.6 Part Design for Large Part Low-Cost Replacements
391(4)
9.6.1 The Main Problem with Large Parts
391(1)
9.6.2 Other Costs of Large Weldments
392(1)
9.6.3 Residual Stresses
392(1)
9.6.4 Avoiding Loss of Strength
392(1)
9.6.5 The Strategy
393(1)
9.6.6 The Approach
393(1)
9.6.6.4 Fabrication
393(1)
9.6.6.4 Assembly
393(1)
9.6.7 The Procedure
394(1)
9.6.8 The Results
394(1)
Notes
395(4)
SECTION V Customer Satisfaction
Chapter 10 Design for Quality
399(28)
10.1 Operations Help Assure Quality
400(1)
10.1.1 Lean Production's Effect on Quality
400(1)
10.1.2 Flow Manufacturing Helps Quality
400(1)
10.1.3 Focus Procurement on Quality
400(1)
10.1.4 Avoid Change-Orders
401(1)
10.2 Quality Design Guidelines
401(8)
10.2.1 Tolerances
405(1)
10.2.2 Excessively Tight Tolerances
406(1)
10.2.3 Worst Case Tolerancing
406(1)
10.2.4 Tolerance Strategy
407(1)
10.2.5 Block Tolerances
407(1)
10.2.6 Taguchi Method™ for Robust Design
408(1)
10.3 Cumulative Effects on Product Quality
409(4)
10.3.1 Example
410(1)
10.3.2 Effect of Part Count and Quality on Product Quality
410(1)
10.3.3 Predictive Quality Model
411(1)
10.3.4 Quality Strategies for Products
412(1)
10.4 Reliability Design Guidelines
413(3)
10.5 Measurement of Reliability
416(1)
10.6 Reliability Phases
417(1)
10.6.1 Infant Mortality Phase
417(1)
10.6.2 Wearout Phase
418(1)
10.7 Poka-Yoke (Mistake-Proofing)
418(1)
10.8 Poka-Yoke Principles
419(2)
10.8.1 How to Ensure Poka-Yoke by Design
419(2)
10.8.2 Solutions to Error Prevention after Design
421(1)
10.9 Strategy to Design in Quality
421(2)
10.10 Customer Satisfaction
423(1)
Notes
423(4)
SECTION VI Implementation
Chapter 11 Implementing DFM
427(38)
11.1 Change and Concurrent Engineering
428(5)
11.1.1 Change at Leading Companies
432(1)
11.2 Training Preliminary Investigations
433(2)
11.2.1 Conduct Surveys
433(1)
11.2.2 Estiassemblymate Improvements from DFM
434(1)
11.2.3 Get Management Buy-In
435(1)
11.3 Training for DFM
435(7)
11.3.1 Need for DFM Training
435(1)
11.3.2 Don't Do DFM Training "On the Cheap"
436(1)
11.3.3 Customize Training to Products, People, and the Company
436(1)
11.3.4 Trainer Qualifications of Those Who Will Be Doing the Training
437(1)
11.3.5 Training Agenda for DFM Class
438(2)
11.3.6 "What Applies Most From the Class?"
440(1)
11.3.7 Training Attendance
441(1)
11.4 DFM Task Force
442(1)
11.5 Counterproductive Policies and Actions that Thwart DFM Implementation
443(5)
11.5.1 Don't "Take All Order"
444(1)
11.5.2 Don't Sell Every Option Ever Sold and Accept All Customizations
444(1)
11.5.3 Don't Develop All Products for All Customizers and Markets
444(1)
11.5.4 Don't "Manage" NPD with Arbitrary Deadlines and Goals
445(1)
11.5.5 Don't Depend on Reviews to Catch Design Problems and "Check for DFM"...
445(1)
11.5.6 Don't Thwart DFM with Lack of Funding, Resources, and Support
445(1)
11.5.7 Don't Beat Up Suppliers
446(1)
11.5.8 Don't Compromise Quality with Cheap Part
446(1)
11.5.9 Don't Measure "Cost" as Just Parts Cost
447(1)
11.5.10 Don't Try to Take Cost Out after the Product is Designed
447(1)
11.5.11 Don't Go for the Low Bidder on Custom Parts
447(1)
11.5.12 Offshoring Won't Save Any Money---Just Thwart C.E.
447(1)
11.5.13 Three of These Will Waste 2/3 of NPD Resources
448(1)
11.6 Implementation at the Company Level
448(3)
11.6.1 Optimize NPD Teams
448(1)
11.6.2 Optimize NPD Infrastructure
449(1)
11.6.3 Incorporating DFM into the NPD Process
450(1)
11.7 Implementation for Teams
451(4)
11.7.1 Importance for Challenging Projects
452(1)
11.7.2 Microclimates and Skunk-Works
452(1)
11.7.3 Project Room for the Micro-Climate
453(1)
11.7.4 Ensuring Success for the First Team Concurrent Engineering Project
454(1)
11.8 Implementation Done by Individuals
455(1)
11.9 Students and Job Seekers Guidance
456(2)
11.10 DFM Tasks, Results, and Tools
458(2)
11.11 Conclusions for Implementation of DFM
460(1)
Notes
460(5)
SECTION VII Appendices
Appendix A Product Line Rationalization
465(28)
Appendix B Summary of Guidelines
493(8)
Appendix C Feedback Forms
501(6)
Appendix D Resources
507(10)
Index 517
David M. Anderson, Dr. of Engineering, is the worlds leading expert on using concurrent engineering to design products for manufacturability. Over the past 27 years presenting customized in-house DFM seminars, he has honed these methodologies into an effective way to accelerate the real time-to-stable production and significantly reduce total cost.

His book-length website, www.HalfCostProducts.com, presents a comprehensive cost reduction strategy (summarized in Section 6.3) consisting of eight strategies, all of which can offer significant returns as stand-alone programs and even greater results when combined into a synergistic business mode. DFM is a key strategy because it supports most of the others. Dr. Anderson shows clients how to apply these strategies for cost reductions ranging from half cost to an order-of-magnitude (summarized in Section 3.8) which he teaches in customized webinars and workshops all over the world while providing consulting breakthrough concepts for products and platforms (see last page of Appendix D).

In the Management of Technology Program in the Haas Graduate School of Business at University of California at Berkeley, he wrote and twice taught their Product Development course. He wrote the opening chapter in the DFM Handbook (Vol. 6, of the Tool & Manufacturing Engineers Handbook) published by SME

His second book on mass customization, Build-to-Order & Mass Customization: The Ultimate Supply Chain Management and Lean Manufacturing Strategy for Low-Cost On-Demand Production Without Forecasts or Inventory, is described in Appendix D.2.

Dr. Anderson has more than 35 years of industrial experience in design and manufacturing. For seven years, his company, Anderson Automation, Inc., built special production equipment and tooling for IBM and OCLI and did design studies for FMC, Clorox Manufacturing, and SRI International. As the ultimate concurrent engineering experience, he personally built the equipment he designed in his own machine shop. He has been issued four patents and is working on more.

Dr. Anderson is a fellow of ASME (American Society of Mechanical Engineers) and a life member in SME (Society of Manufacturing Engineers). He is a certified management consultant (CMC) through the Institute of Management Consultants. His credentials include professional registrations in mechanical, industrial, and manufacturing engineering and a doctorate in mechanical engineering from the University of California, Berkeley, with a major in design for production and minors in industrial engineering, metalworking, and business administration.

Dr. Anderson can be reached via email: anderson@build-to-orderconsulting.com. His websites are www.design4manufacturability.com and www.HalfCostProducts.com.
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