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SAGE PUBLISHING Developing Business Knowledge 2011 Edition by Booth
DESIGN METHODOLOGYDesign for ManufacturabilityManufacturing before DFMWhat DFM Is NotComments from Company DFM SurveysMyths and Realities of Product DevelopmentAchieving the Lowest CostToyota on When Cost Is DeterminedUltra-Low-Cost Product DevelopmentDesigning for Low CostDesign for Cost ApproachesCost-Based PricingPrice-Based Costing (Target Costing)Cost Targets Should Determine StrategyCost Metrics and Their Effect on ResultsHow to Design Very Low Cost ProductsCost Reduction by Change OrderCutting Time-to-Market in HalfRoles and FocusHuman Resources Support for Product DevelopmentJob RotationManagement Role to Support DFMManagement FocusSuccessful or Counterproductive Metrics for NPDResistance to DFMArbitrary DecisionsDFM and Design TimeEngineering Change OrdersDo It Right the First TimeStrategy to Do It Right the First TimeCompany Benefits of DFMPersonal Benefits of DFMConclusionsNotesConcurrent EngineeringResourcesFront-Loading at ToyotaEnsuring Resource AvailabilityPrioritizationPrioritizing Product PortfoliosPrioritizing Product Development ProjectsPrioritization at Leading CompaniesPrioritization at AppleProduct Development Prioritization at HPPrioritization at ToyotaProduct Prioritization for Truck BodiesPrioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare PartsDevelop Acceptance Criteria for Unusual OrdersMake Customizations and Configurations More EfficientThe Package DealRationalize ProductsMaximize Design Efficiency of Existing ResourcesAvoid Product Development FailuresAvoid Supply Chain DistractionsOptimize Product Development Project SchedulingEnsure Availability of Manufacturing EngineersCorrect Critical Resource ShortagesInvest in Product Development ResourcesR&D Investment at MedtronicR&D Investment at General Electric and SiemensR&D Investment at AppleR&D Investment at SamsungProduct Portfolio PlanningParallel and Future ProjectsDesigning Products as a TeamThe Problems with Phases, Gates, Reviews, and Periodic MeetingsHuddlesBuilding Many Models and Doing Early ExperimentsManufacturing ParticipationRole of ProcurementTeam CompositionTeam ContinuityPart-Time ParticipationUsing Outside ExpertiseThe Value of DiversityEncouraging Honest FeedbackVendor PartnershipsThe Value of Vendor/PartnershipsVendor/Partnerships Will Result in a Lower Net Cost BecauseVendor Partner SelectionWorking with Vendor PartnersThe Team LeaderThe Team Leader at ToyotaThe Team Leader at MotorolaTeam Leaders and Sponsors at MotorolaCo-LocationEffect of Onshoring on Concurrent EngineeringThe Project Room (The "Great Room" or Obeya)Team Membership and RolesManufacturing and ServiceTooling EngineersPurchasing and VendorsMarketingCustomersIndustrial DesignersQuality and TestFinanceRegulatory ComplianceFactory WorkersSpecialized TalentOther ProjectsOutsourcing EngineeringWhich Engineering Could Be Outsourced?Product DefinitionUnderstanding Customer NeedsWriting Product RequirementsConsequences of Poor Product DefinitionCustomer InputQuality Function DeploymentHow QFD WorksNotes Designing the ProductDesign StrategyDesigning around Standard PartsSheet MetalBar StockConsolidationOff-the-Shelf PartsProven ProcessingProven Designs, Parts, and ModulesArbitrary DecisionsOverconstraintsTolerancesMinimizing Tolerance DemandsSystem IntegrationOptimizing All Design StrategiesDesign Strategy for Electrical SystemsElectrical Connections: Best to WorstOptimize Use of Flex LayersVoltage StandardizationDFM for Printed Circuit BoardsImportance of Thorough Up-Front WorkThorough Up-Front Work at ToyotaThorough Up-Front Work at MotorolaThorough Up-Front Work at IDEOAvoid Compromising Up-Front WorkSlow Processes for Sales and ContractsRushing NPD for Long-Lead-Time PartsRushing NPD for Early Evaluation UnitsEarly Evaluation UnitsOptimizing Architecture and System DesignGeneric Product DefinitionTeam Composition and AvailabilityProduct Development ApproachLessons LearnedCategories of Lessons LearnedMethodologies for Lessons LearnedRaising and Resolving Issues EarlyProject IssuesTeam IssuesMitigating RiskNew TechnologiesTechniques to Resolve Issues EarlyContingency PlansAchieving Concurrence before Proceeding Manual TasksSkill and JudgmentTechnical or Functional ChallengesCommercializationManufacturable ScienceConcept/Architecture Design OptimizationOptimizing the Use of CAD in the Concept/Architecture Phase Concept SimplificationManufacturing and Supply Chain StrategiesPart Design StrategiesDesign for Everything (DFX)FunctionCostDeliveryQuality and ReliabilityEase of AssemblyAbility to TestEase of Service and RepairSupply Chain ManagementShipping and DistributionPackagingHuman FactorsAppearance and StyleSafetyCustomers' NeedsBreadth of Product LineProduct CustomizationTime-to-MarketExpansion and UpgradingFuture DesignsEnvironmental ConsiderationsProduct PollutionProcessing PollutionEase of Recycling ProductsSummaryCreative Product DevelopmentGenerating Creative IdeasGenerating Ideas at Leading CompaniesEncouraging innovation at MedtronicNine Keys to CreativityCreativity in a TeamThe Ups and Downs of CreativityBrainstormingHalf-Cost Product DevelopmentPrerequisites for Half-Cost DevelopmentTotal CostRationalizationDesigning Half-Cost ProductsNotesFLEXIBILITYDesigning for Lean and Build-to-OrderLean ProductionFlow ManufacturingPrerequisitesBuild-to-OrderSupply Chain SimplificationKanban Automatic Part ResupplyMass CustomizationDeveloping Products for Lean, Build-to-Order, and Mass CustomizationPortfolio Planning for Lean, Build-to- Order, and Mass CustomizationDesigning Products for Lean, Build-to-Order, and Mass CustomizationDesigning around Standard PartsDesigning to Reduce Raw Material VarietyDesigning around Readily Available Parts and MaterialsDesigning for No SetupParametric CAD.Designing for CNCGrouping PartsUnderstanding CNCEliminating CNC setupDeveloping Synergistic Families of ProductsStrategy for Designing Product FamiliesDesigning Products in Synergistic Product FamiliesModular DesignPros and Cons of Modular DesignModular Design PrinciplesOffshoring and ManufacturabilityOffshoring's Effect on Product DevelopmentOffshoring's Effect on Lean Production and QualityOffshoring DecisionsBottom Line on OffshoringThe Value of Lean, Build-to-Order, and Mass CustomizationCost Advantages of BTO&MCResponsive Advantages of BTO&MCCustomer Satisfaction from BTO&MCCompetitive Advantages of BTO&MCBottom Line Advantages of BTO&MCNotesStandardizationPart ProliferationThe Cost of Part ProliferationWhy Part Proliferation HappensResults of Part ProliferationPart Standardization StrategyNew ProductsExisting ProductsEarly Standardization StepsList Existing PartsClean Up Database NomenclatureEliminate Approved but Unused PartsEliminate Parts Not Used RecentlyEliminate Duplicate PartsPrioritize OpportunitiesZero-Based ApproachStandard Part List GenerationPart Standardization ResultsRaw Materials StandardizationStandardization of Expensive PartsConsolidation of Inflexible PartsCustom Silicon ConsolidationVLSI/ASIC ConsolidationConsolidated Power Supply at Hewlett-PackardTool StandardizationFeature StandardizationProcess StandardizationEncouraging StandardizationReusing Designs, Parts, and ModulesObstacles to Reusable EngineeringReuse StudiesOff-the-Shelf PartsOptimizing the Utilization of Off-the-Shelf PartsWhen to Use Off-the-Shelf PartsFinding Off-the-Shelf PartsNew Role of ProcurementHow to Search for Off-the-Shelf PartsMaximizing Availability and Minimizing Lead TimesStandardization ImplementationNotesCOST REDUCTIONMinimizing Total Cost by DesignHow Not to Lower CostWhy Cost Is Hard to Remove after DesignCost-Cutting Doesn't WorkCost MeasurementsUsual Definition of Cost Selling Price BreakdownSelling Price Breakdown for an Outsourced Company Overhead Cost Minimization StrategyStrategy to Cut Total Cost in HalfMinimizing Cost through DesignMinimizing Overhead CostsMinimizing Product Development ExpensesProduct Portfolio PlanningMultifunctional Design TeamsMethodical Product DefinitionTotal Cost Decision MakingDesign EfficiencyOff-the-Shelf PartsProduct Life ExtensionsDebugging CostsTest CostProduct Development ExpensesMore Efficient Development Costs LessProduct Development RiskCost Savings of Off-the-Shelf PartsMinimizing Engineering Change Order CostsMinimizing Cost of QualityRational Selection of Lowest Cost SupplierLow BiddingCost Reduction IllusionCost of BiddingPressuring Suppliers for Lower CostThe Value of Relationships for Cost ReductionCheap Parts: Save Now, Pay LaterReduce Total Cost Instead of Focusing on Cheap PartsValue of High-Quality PartsMaximizing Factory EfficiencyLowering Overhead Costs with FlexibilityMinimizing Customization/Configuration CostsMinimizing the Cost of VarietyWork-in-Process InventoryFloor SpaceInternal LogisticsUtilizationSetup CostsFlexibilityKitting CostsMinimizing Materials Management CostsMinimizing Marketing CostsMinimizing Sales/Distribution CostsMinimizing Supply Chain CostsMinimizing Life Cycle CostsReliability CostsField Logistics CostsSaving Cost with Build-to-OrderFactory Finished Goods InventoryDealer Finished Goods InventorySupply Chain InventoryInterest ExpenseWrite-OffsNew Technology IntroductionMRP ExpensesEffect of Counterproductive Cost ReductionNotes Total CostValue of Total CostValue of Prioritization and Portfolio PlanningValue of Product DevelopmentValue of Resource Availability and EfficiencyValue of Knowing the Real ProfitabilityValue of Quantifying All Overhead CostsValue of Supply Chain ManagementQuantifying Overhead CostsDistortions in Product CostingCross-SubsidiesRelevant Decision MakingCost ManagementDownward SpiralsResistance to Total Cost AccountingTotal Cost ThinkingImplementing Total Cost AccountingCost DriversTektronix Portable Instruments DivisionHP Roseville Network Division (RND)HP Boise Surface Mount CenterTracking Product Development Expenses"abc": The Low-Hanging-Fruit ApproachEstimatesImplementing "abc"Implementation EffortsTypical Results of Total Cost ImplementationsNotes DESIGN GUIDELINESDFM Guidelines For Product DesignDesign for AssemblyCombining PartsAssembly Design GuidelinesFastening GuidelinesAssembly Motion GuidelinesTest Strategy and GuidelinesTesting in Quality versus Building in QualityTesting in Quality with Diagnostic TestsBuilding in Quality to Eliminate Diagnostic TestsDesign for Repair and MaintenanceRepair Design GuidelinesDesign for Service and RepairMaintenanceMaintenance MeasurementsMean Time to RepairAvailabilityDesigning for Maintenance GuidelinesNotes DFM Guidelines for Part DesignPart Design GuidelinesDFM for Fabricated PartsDFM for Castings and Molded PartsDFM Strategies for CastingsDFM Strategies for PlasticsDFM for Sheet MetalDFM for WeldingUnderstanding Limitations and ComplicationsOptimize Weldment Strategy for ManufacturabilityAdhere to Design GuidelinesWork with Vendors/PartnersPrint 3D ModelsLearn How to WeldMinimize Skill DemandsThoroughly Explore Non-Welding AlternativesDFM for Large PartsThe Main Problem with Large PartsOther CostsResidual StressesLoss of StrengthStrategyApproachProcedureResultsNotesCUSTOMER SATISFACTIONDesign for QualityQuality Design GuidelinesTolerancesExcessively Tight TolerancesWorst-Case TolerancingTolerance StrategyBlock TolerancesTaguchi Method (TM) for Robust DesignCumulative Effects on Product QualityExampleEffect of Part Count and Quality on Product QualityPredictive Quality ModelQuality Strategies for ProductsReliability Design GuidelinesMeasurement of ReliabilityReliability PhasesInfant Mortality PhaseWearout PhasePoka-Yoke(Mistake-Proofing)Poka-Yoke PrinciplesHow to Ensure Poka-Yoke by DesignSolutions to Error Prevention after DesignStrategy to Design in QualityCustomer SatisfactionNotesIMPLEMENTATIONImplementing DFMChangeChange at Leading CompaniesPreliminary InvestigationsConduct SurveysEstimate Improvements from DFMGet Management Buy-InDFM TrainingNeed for DFM TrainingDon't Do DFM Training "On the Cheap"Customize Training to ProductsTrainer QualificationsDFM Training Agenda"What Happens Next?"Training AttendanceDFM Task ForceStop Counterproductive PoliciesCompany ImplementationOptimize NPD TeamsOptimize NPD InfrastructureIncorporating DFM into the NPD ProcessTeam ImplementationImportance for Challenging ProjectsMicroclimatesEnsuring Success for the First Team Concurrent Engineering ProjectIndividual ImplementationDFM for Students and Job SeekersKey DFM Tasks, Results, and ToolsConclusionNotesAPPENDICESAppendix A: Product Line RationalizationPareto's Law for Product LinesHow Rationalization Can Triple Profits!Cost Savings from RationalizationShifting Focus to the Most Profitable ProductsRationalization StrategiesThe Rationalization ProcedureTotal Cost ImplicationsOvercoming Inhibitions, Fears, and ResistanceImplementation and Corporate StrategyHow Rationalization Improves QualityValue of RationalizationNotesAppendix B: Summary of GuidelinesAssembly Guidelines from Chapter 8Fastening Guidelines from Chapter 8Assembly Motion Guidelines from Chapter 8Test Guidelines from Chapter 8Repair Guidelines from Chapter 8Maintenance Guidelines from Chapter 8Part Design Guidelines from Chapter 9DFM for Fabricated Parts from Chapter 9DFM Strategies for Castings from Chapter 9DFM Strategies for Plastics from Chapter 9DFM for Sheet Metal from Chapter 9Quality Guidelines from Chapter 10Reliability Guidelines from Chapter 10Appendix C: Feedback FormsAppendix D: ResourcesBooks CitedCompanion Book for Matching Improvements in OperationsWebsitesDFM SeminarSeminar on BTO & Mass CustomizationWorkshops Facilitated by Dr. AndersonDesign Studies and Consulting show more