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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

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  • Formaat: 486 pages
  • Ilmumisaeg: 04-Feb-2014
  • Kirjastus: Apple Academic Press Inc.
  • Keel: eng
  • ISBN-13: 9781482204940
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Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean ProductionSuurem pilt
  • Formaat: 486 pages
  • Ilmumisaeg: 04-Feb-2014
  • Kirjastus: Apple Academic Press Inc.
  • Keel: eng
  • ISBN-13: 9781482204940
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"This book explains how to develop manufactured products right, the first time around. It describes how to reduce total cost, ramp to volume production on schedule, and increase production for demand so as not to limit growth. Most design for manufacturability books are written for design engineers and focus on the parts that determine 20% of the costs. This book focuses on designing products which determine 60% of the costs. This book is suitable for anyone involved in product development at manufacturing companies, including management, ownership, and the consultants that serve them"--

Anderson explains an approach for designing products to be easy and cheap to manufacture, which he says is not generally covered in engineering school. He covers design for manufacturability, concurrent engineering, designing the product, designing for lean and build-to-order, standardization, minimizing total cost by design, total cost, guidelines for product design, guidelines for part design, design for quality, and implementing design for manufacturability. Annotation ©2014 Ringgold, Inc., Portland, OR (protoview.com)

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 ofdesign for manufacturability 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.

Illustrating how to make the most of lessons learned from previous projects, 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
  • Details dozens of design guidelines for product design, including assembly, fastening, test, repair, and maintenance
  • Presents numerous design guidelines for designing parts for manufacturability
  • Shows how to design in quality and reliability with many quality guidelines and sections on 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. After reading this book you will understand how to reduce total costs, ramp up quickly to volume production without delays or extra cost, and be able to scale up production rapidly so as not to limit growth.

List of Figures xxv
Preface xxvii
About the Author xxxv
Section I Design Methodology
Chapter 1 Design for Manufacturability
3(34)
1.1 Manufacturing before DFM
4(2)
1.1.1 What DFM Is Not
5(1)
1.1.2 Comments from Company DFM Surveys
5(1)
1.2 Myths and Realities of Product Development
6(1)
1.3 Achieving the Lowest Cost
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(2)
1.4.1.1 Cost-Based Pricing
9(1)
1.4.1.2 Price-Based Costing (Target Costing)
10(1)
1.4.1.3 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 Cutting Time-to-Market 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 Successful or Counterproductive Metrics for NPD
24(1)
1.7 Resistance to DFM
25(1)
1.8 Arbitrary Decisions
25(4)
1.9 DFM and Design Time
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 Company Benefits of DFM
32(1)
1.14 Personal Benefits of DFM
33(1)
1.15 Conclusions
34(1)
Notes
35(2)
Chapter 2 Concurrent Engineering
37(58)
2.1 Resources
37(4)
2.1.1 Front-Loading at Toyota
41(1)
2.2 Ensuring Resource Availability
41(15)
2.2.1 Prioritization
42(1)
2.2.2 Prioritizing Product Portfolios
42(1)
2.2.3 Prioritizing Product Development Projects
43(1)
2.2.4 Prioritization at Leading Companies
43(1)
2.2.4.1 Prioritization at Apple
43(1)
2.2.4.2 Product Development Prioritization at HP
44(1)
2.2.4.3 Prioritization at Toyota
44(1)
2.2.4.4 Product Prioritization for Truck Bodies
44(1)
2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts
44(2)
2.2.6 Develop Acceptance Criteria for Unusual Orders
46(1)
2.2.7 Make Customizations and Configurations More Efficient
46(1)
2.2.8 The Package Deal
47(1)
2.2.9 Rationalize Products
48(2)
2.2.10 Maximize Design Efficiency of Existing Resources
50(2)
2.2.11 Avoid Product Development Failures
52(1)
2.2.12 Avoid Supply Chain Distractions
52(1)
2.2.13 Optimize Product Development Project Scheduling
53(1)
2.2.14 Ensure Availability of Manufacturing Engineers
53(1)
2.2.15 Correct Critical Resource Shortages
54(1)
2.2.16 Invest in Product Development Resources
54(5)
2.2.16.1 R&D Investment at Medtronic
55(1)
2.2.16.2 R&D Investment at General Electric and Siemens
55(1)
2.2.16.3 R&D Investment at Apple
55(1)
2.2.16.4 R&D Investment at Samsung
55(1)
2.3 Product Portfolio Planning
56(1)
2.4 Parallel and Future Projects
57(2)
2.5 Designing Products as a Team
59(6)
2.5.1 The Problems with Phases, Gates, Reviews, and Periodic Meetings
59(1)
2.5.2 Huddles
60(1)
2.5.3 Building Many Models and Doing Early Experiments
61(1)
2.5.4 Manufacturing Participation
61(1)
2.5.5 Role of Procurement
62(1)
2.5.6 Team Composition
63(1)
2.5.7 Team Continuity
64(1)
2.5.8 Part-Time Participation
64(1)
2.5.9 Using Outside Expertise
64(1)
2.5.10 The Value of Diversity
65(1)
2.5.11 Encouraging Honest Feedback
65(1)
2.6 Vendor Partnerships
65(4)
2.6.1 The Value of Vendor/Partnerships
65(1)
2.6.2 Vendor/Partnerships Lead to Lower Net Cost
66(1)
2.6.3 Vendor Partner Selection
67(1)
2.6.4 Working with Vendor Partners
68(1)
2.7 The Team Leader
69(2)
2.7.1 The Team Leader at Toyota
70(1)
2.7.2 The Team Leader at Motorola
71(1)
2.7.3 Team Leaders and Sponsors at Motorola
71(1)
2.8 Co-Location
71(2)
2.8.1 Effect of Onshoring on Concurrent Engineering
72(1)
2.8.2 The Project Room (The "Great Room" or Obeya)
72(1)
2.9 Team Membership and Roles
73(6)
2.9.1 Manufacturing and Service
74(1)
2.9.2 Tooling Engineers
74(1)
2.9.3 Purchasing and Vendors
74(1)
2.9.4 Marketing
75(1)
2.9.5 Customers
75(1)
2.9.6 Industrial Designers
76(1)
2.9.7 Quality and Test
77(1)
2.9.8 Finance
77(1)
2.9.9 Regulatory Compliance
77(1)
2.9.10 Factory Workers
78(1)
2.9.11 Specialized Talent
78(1)
2.9.12 Other Projects
78(1)
2.10 Outsourcing Engineering
79(3)
2.10.1 Which Engineering Could Be Outsourced?
81(1)
2.11 Product Definition
82(7)
2.11.1 Understanding Customer Needs
82(1)
2.11.2 Writing Product Requirements
83(1)
2.11.3 Consequences of Poor Product Definition
84(1)
2.11.4 Customer Input
84(2)
2.11.5 Quality Function Deployment
86(1)
2.11.6 How QFD Works
87(2)
Notes
89(6)
Chapter 3 Designing the Product
95(52)
3.1 Design Strategy
96(9)
3.1.1 Designing around Standard Parts
96(1)
3.1.1.1 Sheet Metal
96(1)
3.1.1.2 Bar Stock
97(1)
3.1.2 Consolidation
97(1)
3.1.3 Off-the-Shelf Parts
97(1)
3.1.4 Proven Processing
98(1)
3.1.5 Proven Designs, Parts, and Modules
98(1)
3.1.6 Arbitrary Decisions
98(1)
3.1.7 Overconstraints
99(1)
3.1.8 Tolerances
99(1)
3.1.9 Minimizing Tolerance Demands
99(1)
3.1.10 System Integration
100(1)
3.1.11 Optimizing All Design Strategies
100(1)
3.1.12 Design Strategy for Electrical Systems
101(1)
3.1.13 Electrical Connections: Best to Worst
101(2)
3.1.14 Optimizing Use of Flex Layers
103(1)
3.1.15 Voltage Standardization
103(1)
3.1.16 DFM for Printed Circuit Boards
104(1)
3.2 Importance of Thorough Up-Front Work
105(5)
3.2.1 Thorough Up-Front Work at Toyota
107(1)
3.2.2 Thorough Up-Front Work at Motorola
108(1)
3.2.3 Thorough Up-Front Work at IDEO
108(1)
3.2.4 Avoid Compromising Up-Front Work
108(1)
3.2.4.1 Slow Processes for Sales and Contracts
108(1)
3.2.4.2 Rushing NPD for Long-Lead-Time Parts
108(1)
3.2.4.3 Rushing NPD for Early Evaluation Units
109(1)
3.2.5 Early Evaluation Units
109(1)
3.3 Optimizing Architecture and System Design
110(13)
3.3.1 Generic Product Definition
110(1)
3.3.2 Team Composition and Availability
110(1)
3.3.3 Product Development Approach
111(1)
3.3.4 Lessons Learned
111(1)
3.3.4.1 Categories of Lessons Learned
111(1)
3.3.4.2 Methodologies for Lessons Learned
111(1)
3.3.5 Raising and Resolving Issues Early
112(3)
3.3.5.1 Project Issues
113(1)
3.3.5.2 Team Issues
113(1)
3.3.5.3 Mitigating Risk
114(1)
3.3.5.4 New Technologies
114(1)
3.3.5.5 Techniques to Resolve Issues Early
114(1)
3.3.5.6 Contingency Plans
115(1)
3.3.5.7 Achieving Concurrence before Proceeding
115(1)
3.3.6 Manual Tasks
115(1)
3.3.7 Skill and Judgment
116(1)
3.3.8 Technical or Functional Challenges
117(1)
3.3.9 Commercialization
118(1)
3.3.10 Manufacturable Science
119(1)
3.3.11 Concept/Architecture Design Optimization
119(1)
3.3.12 Optimizing the Use of CAD in the Concept/Architecture Phase
120(1)
3.3.13 Concept Simplification
121(1)
3.3.14 Manufacturing and Supply Chain Strategies
122(1)
3.4 Part Design Strategies
123(3)
3.5 Design for Everything (DFX)
126(8)
3.5.1 Function
126(1)
3.5.2 Cost
126(1)
3.5.3 Delivery
127(1)
3.5.4 Quality and Reliability
127(1)
3.5.5 Ease of Assembly
127(1)
3.5.6 Ability to Test
128(1)
3.5.7 Ease of Service and Repair
128(1)
3.5.8 Supply Chain Management
128(1)
3.5.9 Shipping and Distribution
129(1)
3.5.10 Packaging
129(1)
3.5.11 Human Factors
129(1)
3.5.12 Appearance and Style
130(1)
3.5.13 Safety
130(1)
3.5.14 Customers' Needs
130(1)
3.5.15 Breadth of Product Line
130(1)
3.5.16 Product Customization
131(1)
3.5.17 Time-to-Market
131(1)
3.5.18 Expansion and Upgrading
131(1)
3.5.19 Future Designs
132(1)
3.5.20 Environmental Considerations
132(1)
3.5.20.1 Product Pollution
132(1)
3.5.20.2 Processing Pollution
132(1)
3.5.20.3 Ease of Recycling Products
133(1)
3.5.21 Summary
133(1)
3.6 Creative Product Development
134(5)
3.6.1 Generating Creative Ideas
134(1)
3.6.2 Generating Ideas at Leading Companies
135(1)
3.6.3 Encouraging innovation at Medtronic
136(1)
3.6.4 Nine Keys to Creativity
136(1)
3.6.5 Creativity in a Team
137(1)
3.6.6 The Ups and Downs of Creativity
138(1)
3.7 Brainstorming
139(1)
3.8 Half-Cost Product Development
140(2)
3.8.1 Prerequisites for Half-Cost Development
140(1)
3.8.1.1 Total Cost
140(1)
3.8.1.2 Rationalization
140(1)
3.8.2 Designing Half-Cost Products
141(1)
Notes
142(5)
Section II Flexibility
Chapter 4 Designing for Lean and Build-to-Order
147(30)
4.1 Lean Production
147(2)
4.1.1 Flow Manufacturing
148(1)
4.1.2 Prerequisites
149(1)
4.2 Build-to-Order
149(3)
4.2.1 Supply Chain Simplification
150(1)
4.2.2 Kanban Automatic Part Resupply
150(2)
4.3 Mass Customization
152(1)
4.4 Developing Products for Lean, Build-to-Order, and Mass Customization
153(1)
4.5 Portfolio Planning for Lean, Build-to-Order, and Mass Customization
154(1)
4.6 Designing Products for Lean, Build-to-Order, and Mass Customization
154(9)
4.6.1 Designing around Standard Parts
155(1)
4.6.2 Designing to Reduce Raw Material Variety
156(1)
4.6.3 Designing around Readily Available Parts and Materials
156(1)
4.6.4 Designing for No Setup
157(1)
4.6.5 Parametric CAD
158(1)
4.6.6 Designing for CNC
159(1)
4.6.7 Grouping Parts
159(1)
4.6.8 Understanding CNC
159(1)
4.6.9 Eliminating CNC setup
160(1)
4.6.10 Developing Synergistic Families of Products
160(1)
4.6.11 Strategy for Designing Product Families
161(1)
4.6.12 Designing Products in Synergistic Product Families
161(2)
4.7 Modular Design
163(3)
4.7.1 Pros and Cons of Modular Design
163(2)
4.7.2 Modular Design Principles
165(1)
4.8 Offshoring and Manufacturability
166(3)
4.8.1 Offshoring's Effect on Product Development
166(1)
4.8.2 Offshoring's Effect on Lean Production and Quality
167(1)
4.8.3 Offshoring Decisions
167(1)
4.8.4 Bottom Line on Offshoring
168(1)
4.9 The Value of Lean Build-to-Order and Mass Customization
169(5)
4.9.1 Cost Advantages of BTO&MC
170(1)
4.9.2 Responsive Advantages of BTO&MC
171(1)
4.9.3 Customer Satisfaction from BTO&MC
172(1)
4.9.4 Competitive Advantages of BTO&MC
173(1)
4.9.5 Bottom Line Advantages of BTO&MC
174(1)
Notes
174(3)
Chapter 5 Standardization
177(44)
5.1 Part Proliferation
179(1)
5.2 The Cost of Part Proliferation
179(1)
5.3 Why Part Proliferation Happens
180(3)
5.4 Results of Part Proliferation
183(1)
5.5 Part Standardization Strategy
183(1)
5.5.1 New Products
183(1)
5.5.2 Existing Products
184(1)
5.6 Early Standardization Steps
184(3)
5.6.1 List Existing Parts
184(1)
5.6.2 Clean Up Database Nomenclature
185(1)
5.6.3 Eliminate Approved but Unused Parts
185(1)
5.6.4 Eliminate Parts Not Used Recently
185(1)
5.6.5 Eliminate Duplicate Parts
185(1)
5.6.6 Prioritize Opportunities
186(1)
5.7 Zero-Based Approach
187(1)
5.8 Standard Part List Generation
188(5)
5.9 Part Standardization Results
193(1)
5.10 Raw Materials Standardization
194(3)
5.11 Standardization of Expensive Parts
197(2)
5.12 Consolidation of Inflexible Parts
199(4)
5.12.1 Custom Silicon Consolidation
201(1)
5.12.2 VLSI/ASIC Consolidation
201(2)
5.12.3 Consolidated Power Supply at Hewlett-Packard
203(1)
5.13 Tool Standardization
203(1)
5.14 Feature Standardization
204(1)
5.15 Process Standardization
205(1)
5.16 Encouraging Standardization
205(3)
5.17 Reusing Designs, Parts, and Modules
208(2)
5.17.1 Obstacles to Reusable Engineering
209(1)
5.17.2 Reuse Studies
209(1)
5.18 Off-the-Shelf Parts
210(3)
5.18.1 Optimizing the Utilization of Off-the-Shelf Parts
210(1)
5.18.2 When to Use Off-the-Shelf Parts
211(1)
5.18.3 Finding Off-the-Shelf Parts
212(1)
5.19 New Role of Procurement
213(3)
5.19.1 How to Search for Off-the-Shelf Parts
213(2)
5.19.2 Maximizing Availability and Minimizing Lead Times
215(1)
5.20 Standardization Implementation
216(2)
Notes
218(3)
Section III Cost Reduction
Chapter 6 Minimizing Total Cost by Design
221(38)
6.1 How Not to Lower Cost
222(2)
6.1.1 Why Cost Is Hard to Remove after Design
222(2)
6.1.2 Cost-Cutting Doesn't Work
224(1)
6.2 Cost Measurements
224(4)
6.2.1 Usual Definition of Cost
224(1)
6.2.2 Selling Price Breakdown
225(1)
6.2.3 Selling Price Breakdown for an Outsourced Company
226(1)
6.2.4 Overhead Cost Minimization Strategy
227(1)
6.3 Strategy to Cut Total Cost in Half
228(1)
6.4 Minimizing Cost through Design
229(1)
6.5 Minimizing Overhead Costs
230(1)
6.6 Minimizing Product Development Expenses
231(3)
6.6.1 Product Portfolio Planning
231(1)
6.6.2 Multifunctional Design Teams
231(1)
6.6.3 Methodical Product Definition
232(1)
6.6.4 Total Cost Decision Making
232(1)
6.6.5 Design Efficiency
232(1)
6.6.6 Off-the-Shelf Parts
233(1)
6.6.7 Product Life Extensions
233(1)
6.6.8 Debugging Costs
233(1)
6.6.9 Test Cost
233(1)
6.6.10 Product Development Expenses
234(1)
6.6.11 More Efficient Development Costs Less
234(1)
6.6.12 Product Development Risk
234(1)
6.7 Cost Savings of Off-the-Shelf Parts
234(1)
6.8 Minimizing Engineering Change Order Costs
235(1)
6.9 Minimizing Cost of Quality
235(2)
6.10 Rational Selection of Lowest Cost Supplier
237(1)
6.11 Low Bidding
238(7)
6.11.1 Cost Reduction Illusion
239(1)
6.11.2 Cost of Bidding
240(1)
6.11.3 Pressuring Suppliers for Lower Cost
241(1)
6.11.4 The Value of Relationships for Cost Reduction
242(1)
6.11.5 Cheap Parts: Save Now, Pay Later
243(1)
6.11.6 Reduce Total Cost Instead of Focusing on Cheap Parts
244(1)
6.11.7 Value of High-Quality Parts
244(1)
6.12 Maximizing Factory Efficiency
245(1)
6.13 Lowering Overhead Costs with Flexibility
245(1)
6.14 Minimizing Customization/Configuration Costs
246(1)
6.15 Minimizing the Cost of Variety
247(3)
6.15.1 Work-in-Process Inventory
247(1)
6.15.2 Floor Space
248(1)
6.15.3 Internal Logistics
248(1)
6.15.4 Utilization
248(1)
6.15.5 Setup Costs
249(1)
6.15.6 Flexibility
249(1)
6.15.7 Kitting Costs
250(1)
6.16 Minimizing Materials Management Costs
250(1)
6.17 Minimizing Marketing Costs
250(1)
6.18 Minimizing Sales/Distribution Costs
251(1)
6.19 Minimizing Supply Chain Costs
251(1)
6.20 Minimizing Life Cycle Costs
251(1)
6.20.1 Reliability Costs
252(1)
6.20.2 Field Logistics Costs
252(1)
6.21 Saving Cost with Build-to-Order
252(2)
6.21.1 Factory Finished Goods Inventory
252(1)
6.21.2 Dealer Finished Goods Inventory
253(1)
6.21.3 Supply Chain Inventory
253(1)
6.21.4 Interest Expense
254(1)
6.21.5 Write-Offs
254(1)
6.21.6 New Technology Introduction
254(1)
6.21.7 MRP Expenses
254(1)
6.22 Effect of Counterproductive Cost Reduction
254(1)
Notes
255(4)
Chapter 7 Total Cost
259(22)
7.1 Value of Total Cost
260(2)
7.1.1 Value of Prioritization and Portfolio Planning
260(1)
7.1.2 Value of Product Development
261(1)
7.1.3 Value of Resource Availability and Efficiency
261(1)
7.1.4 Value of Knowing the Real Profitability
261(1)
7.1.5 Value of Quantifying All Overhead Costs
262(1)
7.1.6 Value of Supply Chain Management
262(1)
7.2 Quantifying Overhead Costs
262(4)
7.2.1 Distortions in Product Costing
263(1)
7.2.2 Cross-Subsidies
263(1)
7.2.3 Relevant Decision Making
264(1)
7.2.4 Cost Management
265(1)
7.2.5 Downward Spirals
265(1)
7.3 Resistance to Total Cost Accounting
266(1)
7.4 Total Cost Thinking
266(2)
7.5 Implementing Total Cost Accounting
268(1)
7.6 Cost Drivers
269(3)
7.6.1 Tektronix Portable Instruments Division
270(1)
7.6.2 HP Roseville Network Division (RND)
271(1)
7.6.3 HP Boise Surface Mount Center
271(1)
7.7 Tracking Product Development Expenses
272(1)
7.8 "abc": The Low-Hanging-Fruit Approach
273(2)
7.8.1 Estimates
274(1)
7.8.2 Implementing "abc"
274(1)
7.9 Implementation Efforts
275(1)
7.10 Typical Results of Total Cost Implementations
276(1)
Notes
277(4)
Section IV Design Guidelines
Chapter 8 DFM Guidelines For Product Design
281(24)
8.1 Design for Assembly
281(2)
8.1.1 Combining Parts
282(1)
8.2 Assembly Design Guidelines
283(5)
8.3 Fastening Guidelines
288(2)
8.4 Assembly Motion Guidelines
290(2)
8.5 Test Stragedy and Guidelines
292(2)
8.6 Testing in Quality versus Building in Quality
294(1)
8.6.1 Testing in Quality with Diagnostic Tests
294(1)
8.6.2 Building in Quality to Eliminate Diagnostic Tests
295(1)
8.7 Design for Repair and Maintenance
295(1)
8.8 Repair Design Guidelines
295(4)
8.9 Design for Service and Repair
299(2)
8.10 Maintenance
301(1)
8.11 Maintenance Measurements
301(1)
8.11.1 Mean Time to Repair
301(1)
8.11.2 Availability
302(1)
8.12 Designing for Maintenance Guidelines
302(2)
Notes
304(1)
Chapter 9 DFM Guidelines for Part Design
305(24)
9.1 Part Design Guidelines
306(3)
9.2 DFM for Fabricated Parts
309(6)
9.3 DFM for Castings and Molded Parts
315(2)
9.3.1 DFM Strategies for Castings
315(1)
9.3.2 DFM Strategies for Plastics
316(1)
9.4 DFM for Sheet Metal
317(2)
9.5 DFM for Welding
319(2)
9.5.1 Understanding Limitations and Complications
319(1)
9.5.2 Optimize Weldment Strategy for Manufacturability
320(1)
9.5.3 Adhere to Design Guidelines
320(1)
9.5.4 Work with Vendors/Partners
320(1)
9.5.5 Print 3D Models
321(1)
9.5.6 Learn How to Weld
321(1)
9.5.7 Minimize Skill Demands
321(1)
9.5.8 Thoroughly Explore Non-Welding Alternatives
321(1)
9.6 DFM for Large Parts
321(4)
9.6.1 The Main Problem with Large Parts
321(1)
9.6.2 Other Costs
322(1)
9.6.3 Residual Stresses
322(1)
9.6.4 Loss of Strength
322(1)
9.6.5 Strategy
323(1)
9.6.6 Approach
323(1)
9.6.7 Procedure
323(1)
9.6.8 Results
324(1)
Notes
325(4)
Section V Customer Satisfaction
Chapter 10 Design for Quality
329(26)
10.1 Quality Design Guidelines
330(4)
10.2 Tolerances
334(3)
10.2.1 Excessively Tight Tolerances
334(1)
10.2.2 Worst-Case Tolerancing
335(1)
10.2.3 Tolerance Strategy
335(1)
10.2.4 Block Tolerances
336(1)
10.2.5 Taguchi Method™ for Robust Design
336(1)
10.3 Cumulative Effects on Product Quality
337(4)
10.3.1 Example
338(1)
10.3.2 Effect of Part Count and Quality on Product Quality
339(1)
10.3.3 Predictive Quality Model
340(1)
10.3.4 Quality Strategies for Products
340(1)
10.4 Reliability Design Guidelines
341(3)
10.5 Measurement of Reliability
344(1)
10.6 Reliability Phases
345(1)
10.6.1 Infant Mortality Phase
345(1)
10.6.2 Wearout Phase
346(1)
10.7 Poka-Yoke (Mistake-Proofing)
346(1)
10.8 Poka-Yoke Principles
347(2)
10.8.1 How to Ensure Poka-Yoke by Design
347(2)
10.8.2 Solutions to Error Prevention after Design
349(1)
10.9 Strategy to Design in Quality
349(2)
10.10 Customer Satisfaction
351(1)
Notes
351(4)
Section VI Implementation
Chapter 11 Implementing DFM
355(30)
11.1 Change
356(4)
11.1.1 Change at Leading Companies
359(1)
11.2 Preliminary Investigations
360(2)
11.2.1 Conduct Surveys
360(1)
11.2.2 Estimate Improvements from DFM
361(1)
11.2.3 Get Management Buy-In
362(1)
11.3 DFM Training
362(6)
11.3.1 Need for DFM Training
362(1)
11.3.2 Don't Do DFM Training "On the Cheap"
363(1)
11.3.3 Customize Training to Products
363(1)
11.3.4 Trainer Qualifications
364(1)
11.3.5 DFM Training Agenda
364(2)
11.3.6 "What Happens Next?"
366(1)
11.3.7 Training Attendance
367(1)
11.4 DFM Task Force
368(1)
11.5 Stop Counterproductive Policies
369(2)
11.6 Company Implementation
371(3)
11.6.1 Optimize NPD Teams
371(1)
11.6.2 Optimize NPD Infrastructure
372(1)
11.6.3 Incorporating DFM into the NPD Process
373(1)
11.7 Team Implementation
374(2)
11.7.1 Importance for Challenging Projects
375(1)
11.7.2 Microclimates
375(1)
11.7.3 Ensuring Success for the First Team Concurrent Engineering Project
375(1)
11.8 Individual Implementation
376(2)
11.9 DFM for Students and Job Seekers
378(2)
11.10 Key DFM Tasks, Results, and Tools
380(1)
11.11 Conclusion
380(2)
Notes
382(3)
Section VII Appendices
Appendix A Product Line Rationalization
385(26)
A.1 Pareto's Law for Product Lines
385(2)
A.1.1 Focus
386(1)
A.1.2 Competitive Challenges without Rationalizing
386(1)
A.2 How Rationalization Can Triple Profits!
387(3)
A.3 Cost Savings from Rationalization
390(1)
A.3.1 Short-Term Cash Savings
390(1)
A.3.2 Investments
390(1)
A.4 Shifting Focus to the Most Profitable Products
391(2)
A.5 Rationalization Strategies
393(1)
A.5.1 What Is More Important: Volume or Profit?
393(1)
A.5.2 Profitable Growth
394(1)
A.5.3 Rationalization Prerequisite-Eliminating Duplicate Products
394(1)
A.6 The Rationalization Procedure
394(2)
A.7 Total Cost Implications
396(2)
A.7.1 Margin Trap
397(1)
A.7.2 Seldom-Built Products
397(1)
A.7.3 Obsolescence Costs
397(1)
A.8 Overcoming Inhibitions, Fears, and Resistance
398(4)
A.8.1 Competitive Scenarios
400(1)
A.8.2 Role Playing
401(1)
A.8.3 Rationalization Synergy with Other Improvement Programs
402(1)
A.9 Implementation and Corporate Strategy
402(4)
A.9.1 Approach for Mass Production
402(1)
A.9.2 Approach for Mass Customization and Build-to-Order
403(1)
A.9.3 Implementation Steps
403(3)
A.10 How Rationalization Improves Quality
406(1)
A.11 Value of Rationalization
406(2)
Notes
408(3)
Appendix B Summary of Guidelines
411(8)
B.1 Assembly Guidelines from
Chapter 8
411(1)
B.2 Fastening Guidelines from
Chapter 8
411(1)
B.3 Assembly Motion Guidelines from
Chapter 8
412(1)
B.4 Test Guidelines from
Chapter 8
412(1)
B.5 Repair Guidelines from
Chapter 8
413(1)
B.6 Maintenance Guidelines from
Chapter 8
413(1)
B.7 Part Design Guidelines from
Chapter 9
414(1)
B.8 DFM for Fabricated Parts from
Chapter 9
414(1)
B.9 DFM Strategies for Castings from
Chapter 9
415(1)
B.10 DFM Strategies for Plastics from
Chapter 9
415(1)
A.11 DFM for Sheet Metal from
Chapter 9
416(1)
B.12 Quality Guidelines from
Chapter 10
416(1)
B.13 Reliability Guidelines from
Chapter 10
416(3)
Appendix C Feedback Forms
419(6)
Appendix D Resources
425(8)
D.1 Books Cited
425(1)
D.2 Companion Book for Matching Improvements in Operations
425(2)
D.2.1 Book Description
425(1)
D.2.2 Which Companies Need This
426(1)
D.3 Websites
427(1)
D.4 DFM Seminar
428(1)
D.5 Seminar on BTO & Mass Customization
429(1)
D.6 Workshops Facilitated by Dr. Anderson
430(1)
D.6.1 Product-Specific Workshop
430(1)
D.6.2 Commercialization Workshop
430(1)
D.6.3 DFM Replacements of Large Weldments and Castings
430(1)
D.6.4 Standardization Workshop
430(1)
D.6.5 Product Line Rationalization Workshop
431(1)
D.7 Design Studies and Consulting
431(2)
D.7.1 Half-Cost Design Studies
431(1)
D.7.2 Design Studies on Mechanisms
431(1)
D.7.3 Design Studies on Large Part Conversions
432(1)
D.7.4 Consulting
432(1)
Index 433
Dr. David M. Anderson, P.E., 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 consisting of eight strategies. DFM is a key half-cost strategy because it supports most of the others. Dr. Anderson shows clients how to apply these strategies for cost reduction, ranging from half cost to an order of magnitude, which he teaches in customized in-house seminars, workshops, and design studies to generate innovative breakthrough concepts.

In the management of technology program at the University of California at Berkeley, he wrote and taught the product development course twice. He wrote the opening chapter in the sixth volume of the SME Tool and Manufacturing Engineers Handbook. 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.

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-order-consulting.com. His websites are www.design4manufacturability.com and www.HalfCostProducts.com.
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