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

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 categories—with ways to remove that much cost from product charges and pricing Commercialize innovation—starting with Manufacturable Research and learning from the new section on scalability, you will learn how to design products and processing equipment toquicklyscale 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 author’s 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.

DESIGN METHODOLOGYDesign for ManufacturabilityManufacturing before DFM What DFM Is Not Comments from Company DFM SurveysMyths and Realities of Product DevelopmentAchieving the Lowest Cost Toyota on When Cost Is Determined Ultra-Low-Cost Product DevelopmentDesigning for Low Cost Design for Cost Approaches Cost-Based Pricing Price-Based Costing (Target Costing) Cost Targets Should Determine Strategy Cost Metrics and Their Effect on Results How to Design Very Low Cost Products Cost Reduction by Change OrderCutting Time-to-Market in HalfRoles and Focus Human Resources Support for Product Development Job Rotation Management Role to Support DFM Management Focus Successful 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 EngineeringResources Front-Loading at ToyotaEnsuring Resource Availability Prioritization Prioritizing Product Portfolios Prioritizing Product Development Projects Prioritization at Leading Companies Prioritization at Apple Product Development Prioritization at HP Prioritization at Toyota Product Prioritization for Truck Bodies Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts Develop Acceptance Criteria for Unusual Orders Make Customizations and Configurations More Efficient The Package Deal Rationalize Products Maximize Design Efficiency of Existing Resources Avoid Product Development Failures Avoid Supply Chain Distractions Optimize Product Development Project Scheduling Ensure Availability of Manufacturing Engineers Correct Critical Resource Shortages Invest in Product Development Resources R&D Investment at Medtronic R&D Investment at General Electric and Siemens R&D Investment at Apple R&D Investment at SamsungProduct Portfolio PlanningParallel and Future ProjectsDesigning Products as a Team The Problems with Phases, Gates, Reviews, and Periodic Meetings Huddles Building Many Models and Doing Early Experiments Manufacturing Participation Role of Procurement Team Composition Team Continuity Part-Time Participation Using Outside Expertise The Value of Diversity Encouraging Honest FeedbackVendor Partnerships The Value of Vendor/Partnerships Vendor/Partnerships Will Result in a Lower Net Cost Because Vendor Partner Selection Working with Vendor PartnersThe Team Leader The Team Leader at Toyota The Team Leader at Motorola Team Leaders and Sponsors at MotorolaCo-Location Effect of Onshoring on Concurrent Engineering The Project Room (The "Great Room" or Obeya)Team Membership and Roles Manufacturing and Service Tooling Engineers Purchasing and Vendors Marketing Customers Industrial Designers Quality and Test Finance Regulatory Compliance Factory Workers Specialized Talent Other ProjectsOutsourcing Engineering Which Engineering Could Be Outsourced?Product Definition Understanding Customer Needs Writing Product Requirements Consequences of Poor Product Definition Customer Input Quality Function Deployment How QFD WorksNotes Designing the ProductDesign Strategy Designing around Standard Parts Sheet Metal Bar Stock Consolidation Off-the-Shelf Parts Proven Processing Proven Designs, Parts, and Modules Arbitrary Decisions Overconstraints Tolerances Minimizing Tolerance Demands System Integration Optimizing All Design Strategies Design Strategy for Electrical Systems Electrical Connections: Best to Worst Optimize Use of Flex Layers Voltage Standardization DFM for Printed Circuit BoardsImportance of Thorough Up-Front Work Thorough Up-Front Work at Toyota Thorough Up-Front Work at Motorola Thorough Up-Front Work at IDEO Avoid Compromising Up-Front Work Slow Processes for Sales and Contracts Rushing NPD for Long-Lead-Time Parts Rushing NPD for Early Evaluation Units Early Evaluation UnitsOptimizing Architecture and System Design Generic Product Definition Team Composition and Availability Product Development Approach Lessons Learned Categories of Lessons Learned Methodologies for Lessons Learned Raising and Resolving Issues Early Project Issues Team Issues Mitigating Risk New Technologies Techniques to Resolve Issues Early Contingency Plans Achieving Concurrence before Proceeding Manual Tasks Skill and Judgment Technical or Functional Challenges Commercialization Manufacturable Science Concept/Architecture Design Optimization Optimizing the Use of CAD in the Concept/Architecture Phase Concept Simplification Manufacturing and Supply Chain StrategiesPart Design StrategiesDesign for Everything (DFX) Function Cost Delivery Quality and Reliability Ease of Assembly Ability to Test Ease of Service and Repair Supply Chain Management Shipping and Distribution Packaging Human Factors Appearance and Style Safety Customers’ Needs Breadth of Product Line Product Customization Time-to-Market Expansion and Upgrading Future Designs Environmental Considerations Product Pollution Processing Pollution Ease of Recycling Products SummaryCreative Product Development Generating Creative Ideas Generating Ideas at Leading Companies Encouraging innovation at Medtronic Nine Keys to Creativity Creativity in a Team The Ups and Downs of CreativityBrainstormingHalf-Cost Product Development Prerequisites for Half-Cost Development Total Cost Rationalization Designing Half-Cost ProductsNotesFLEXIBILITYDesigning for Lean and Build-to-OrderLean Production Flow Manufacturing PrerequisitesBuild-to-Order Supply Chain Simplification Kanban 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 Customization Designing around Standard Parts Designing to Reduce Raw Material Variety Designing around Readily Available Parts and Materials Designing for No Setup Parametric CAD. Designing for CNC Grouping Parts Understanding CNC Eliminating CNC setup Developing Synergistic Families of Products Strategy for Designing Product Families Designing Products in Synergistic Product FamiliesModular Design Pros and Cons of Modular Design Modular Design PrinciplesOffshoring and Manufacturability Offshoring’s Effect on Product Development Offshoring’s Effect on Lean Production and Quality Offshoring Decisions Bottom Line on OffshoringThe Value of Lean, Build-to-Order, and Mass Customization Cost Advantages of BTO&MC Responsive Advantages of BTO&MC Customer Satisfaction from BTO&MC Competitive Advantages of BTO&MC Bottom Line Advantages of BTO&MCNotesStandardizationPart ProliferationThe Cost of Part ProliferationWhy Part Proliferation HappensResults of Part ProliferationPart Standardization Strategy New Products Existing ProductsEarly Standardization Steps List Existing Parts Clean Up Database Nomenclature Eliminate Approved but Unused Parts Eliminate Parts Not Used Recently Eliminate Duplicate Parts Prioritize OpportunitiesZero-Based ApproachStandard Part List GenerationPart Standardization ResultsRaw Materials StandardizationStandardization of Expensive PartsConsolidation of Inflexible Parts Custom Silicon Consolidation VLSI/ASIC Consolidation Consolidated Power Supply at Hewlett-PackardTool StandardizationFeature StandardizationProcess StandardizationEncouraging StandardizationReusing Designs, Parts, and Modules Obstacles to Reusable Engineering Reuse StudiesOff-the-Shelf Parts Optimizing the Utilization of Off-the-Shelf Parts When to Use Off-the-Shelf Parts Finding Off-the-Shelf PartsNew Role of Procurement How to Search for Off-the-Shelf Parts Maximizing Availability and Minimizing Lead TimesStandardization ImplementationNotesCOST REDUCTIONMinimizing Total Cost by DesignHow Not to Lower Cost Why Cost Is Hard to Remove after Design Cost-Cutting Doesn’t WorkCost Measurements Usual Definition of Cost Selling Price Breakdown Selling Price Breakdown for an

David M. Anderson, Dr. of Engineering, is the world’s 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.