Design for Manufacturability, 2nd Edition

Design for Manufacturability, 2nd Edition

by David M. Anderson
Released May 2020
Publisher(s): Productivity Press
ISBN: 9781000764963

Read it now on the O’Reilly learning platform with a 10-day free trial.

O’Reilly members get unlimited access to books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.

Start your free trial

Book description

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 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 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. 

Table of contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Dedication
  6. Table of Contents
  7. List of Figures
  8. Preface for the Second Edition
  9. Preface for Students
  10. Author
  11. SECTION I Design Methodology
    1. Chapter 1 Design for Manufacturability
      1. 1.1 Manufacturing before DFM
        1. 1.1.1 What DFM is Not
        2. 1.1.2 Comments from Company DFM Surveys
      2. 1.2 Myths and Realities of Product Development
      3. 1.3 Costs, When They Are Determined
        1. 1.3.1 Toyota on When Cost is Determined
        2. 1.3.2 Ultra-Low-Cost Product Development
      4. 1.4 Designing for Low Cost
        1. 1.4.1 Design for Cost Approaches
          1. 1.4.1.1 Cost-Based Pricing
          2. 1.4.1.2 Price-Based Costing (Target Costing)
          3. 1.4.1.3 Cost Targets Should Determine Strategy
        2. 1.4.2 Cost Metrics and Their Effect on Results
        3. 1.4.3 How to Design Very Low Cost Products
        4. 1.4.4 Cost Reduction by Change Order
      5. 1.5 Time-to-Market, Cutting it in Half
      6. 1.6 Roles and Focus
        1. 1.6.1 Human Resources Support for Product Development
        2. 1.6.2 Job Rotation
        3. 1.6.3 Management Role to Support DFM
        4. 1.6.4 Management Focus
        5. 1.6.5 Metrics for NPD, Successful or Counterproductive
      7. 1.7 Resistance to DFM
      8. 1.8 Arbitrary Decisions
      9. 1.9 Design Time, Reducing it with DFM
      10. 1.10 Engineering Change Orders
      11. 1.11 Do It Right the First Time
      12. 1.12 Strategy to Do it Right the First Time
      13. 1.13 Benefits of DFM for the Company
      14. 1.14 Personal Benefits of DFM
      15. 1.15 Conclusions of DFM Intro
      16. Notes
    2. Chapter 2 Concurrent Engineering
      1. 2.1 Resources
        1. 2.1.1 Front-Loading at Toyota
      2. 2.2 Resource Availability, Ensuring
        1. 2.2.1 Prioritization
        2. 2.2.2 Prioritizing Product Development
        3. 2.2.3 Prioritizing Product Development Case Study
        4. 2.2.4 Prioritization at Leading Companies
          1. 2.2.4.1 Prioritization at Apple
          2. 2.2.4.2 Product Development Prioritization at HP
          3. 2.2.4.3 Prioritization at Toyota
          4. 2.2.4.4 Prioritization for Truck Bodies
        5. 2.2.5 Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, Spare Parts, and Refurbishing
        6. 2.2.6 Acceptance Criteria for Unusual Orders
        7. 2.2.7 Customizations and Configurations, Making More Efficiently
        8. 2.2.8 Package Deals
        9. 2.2.9 Rationalize Products
          1. 2.2.9.1 Rationalize Away or Outsourcing Legacy Products and Spare Parts
          2. 2.2.9.2 Outsource Hard-to-Build Parts and Subassemblies
        10. 2.2.10 Design Efficiency of Existing Resources, How to Maximize
        11. 2.2.11 Avoid Product Development Failures
        12. 2.2.12 Avoid Supply Chain Distractions
        13. 2.2.13 Project Scheduling, Optimize Product Development
        14. 2.2.14 Manufacturing Engineers, How to Optimize Availability
        15. 2.2.15 Resource Shortages, How to Correct Critical Issues
        16. 2.2.16 Invest in Product Development Resources
          1. 2.2.16.1 R&D Investment at Medtronic
          2. 2.2.16.2 R&D Investments at General Electric and Siemens
          3. 2.2.16.3 R&D Investment at Apple
          4. 2.2.16.4 R&D Investments at Samsung
        17. 2.2.17 Don’t Lose Team Completeness or Critical Talent
          1. 2.2.17.1 Don’t Let Essential Team Members Be Laid Off
          2. 2.2.17.2 Don’t Outsource Engineering
          3. 2.2.17.3 Don’t Waste Your MEs on Draining Ventures
          4. 2.2.17.4 Avoid Knee-Jerk Portfolio Planning Changes
          5. 2.2.17.5 Don’t Sacrifice a Promising NPD to Bail Out Low-Opportunity Project
      3. 2.3 Portfolio Planning for Products
      4. 2.4 Parallel and Future Projects
      5. 2.5 Designing Products as a Team
        1. 2.5.1 Major Problems with Phases, Gates, Reviews, and Periodic Meetings
        2. 2.5.2 Huddles
        3. 2.5.3 Models; Building Many Models and Doing Early Experiments
        4. 2.5.4 Manufacturing Participation in Product Development
        5. 2.5.5 Manufacturing People, What they Should Be Doing Early in Product Development Teams
        6. 2.5.6 Manufacturing Participation at Toyota
        7. 2.5.7 Procurement, It’s New Role to Assure Availability
        8. 2.5.8 Team Leader
          1. 2.5.8.1 Team Leader at Toyota
          2. 2.5.8.2 Team Leader at Motorola
          3. 2.5.8.3 Team Leaders and Sponsors at Motorola
        9. 2.5.9 Team Composition
          1. 2.5.9.1 Team Composition at Apple
        10. 2.5.10 Team Continuity
        11. 2.5.11 Teams Part-Time Participation
        12. 2.5.12 Using Outside Expertise
        13. 2.5.13 Teams, Value of Diversity
        14. 2.5.14 Encouraging Honest Feedback
      6. 2.6 Vendor/Partnerships
        1. 2.6.1 Reducing Cost with Early Vendor Involvement
        2. 2.6.2 Vendor/Partnerships Will Result in a Lower Net Cost
        3. 2.6.3 Vendor/Partner Selection
        4. 2.6.4 Working with Vendor/Partners
      7. 2.7 DFM for Aerospace and Defense
        1. 2.7.1 Designing Aerospace & Defense Products for Manufacturability
        2. 2.7.2 Value of DFM in Regulated Environments
        3. 2.7.3 Most Important DFM Principles for Aerospace/Defense
          1. 2.7.3.1 Thorough Up-Front Work
          2. 2.7.3.2 Complete Multi-Multifunctional Teams
          3. 2.7.3.3 Concept/Architecture, How to Optimize for A & D
          4. 2.7.3.4 Design for Low Cost; Don’t Try To Take it Out Later
          5. 2.7.3.5 Why to Be Cautious about Outsourcing Engineering
          6. 2.7.3.6 Why Not to Even Try Offshoring Production
          7. 2.7.3.7 All Cost Decisions Must Be Based on Total Cost
        4. 2.7.4 Guidelines for Aerospace & Defense, Most Valuable for A & D
          1. 2.7.4.1 Fabricate Machined Parts in One Setup with Guidelines P14
          2. 2.7.4.2 Avoid Hogging Out Large Blocks
          3. 2.7.4.3 Flex Layers Can Connect PCB Stacks to Save Cost, Space, and Weight
          4. 2.7.4.4 Backward-Compatible “Drop-In’ Replacement Parts for Near-Term Cost Reduction
        5. 2.7.5 What to Bid and How Not to Bid
        6. 2.7.6 What To Compete for and How To Win it
        7. 2.7.7 Working with Customer
        8. 2.7.8 Developing Good Working Relationships
        9. 2.7.9 Competitiveness for A & D Companies
      8. 2.8 Changes Late From Customers and Specs
        1. 2.8.1 How to Avoid Late Spec and Customer Changes
          1. 2.8.1.1 Proactive Steps to Avoid Changes
        2. 2.8.2 How to Avoid the Impact of Late Spec and Customer Changes
      9. 2.9 Co-Location
        1. 2.9.1 Project Room (The “Great Room” or Obeya)
      10. 2.10 Team Membership and Roles
      11. 2.11 Outsourcing Engineering
        1. 2.11.1 Engineering that Could be Outsourced
          1. 2.11.1.1 Outsourcing Tasks that Support Domestic New Product Development
          2. 2.11.1.2 Tasks that Usually Distract New Product Development Efforts
      12. 2.12 Product Definition
        1. 2.12.1 Understanding Customer Needs
        2. 2.12.2 Product Requirements Writing for Product Definition
        3. 2.12.3 Consequences of Poor Product Definition
        4. 2.12.4 Customer Input
        5. 2.12.5 Quality Function Deployment
        6. 2.12.6 How QFD Works
      13. Notes
    3. Chapter 3 Designing the Product
      1. 3.1 Design Strategy
        1. 3.1.1 Designing around Standard Parts
          1. 3.1.1.1 Sheet Metal
          2. 3.1.1.2 Bar Stock
        2. 3.1.2 Consolidation
        3. 3.1.3 Off-the-Shelf Part
        4. 3.1.4 Proven Processing
        5. 3.1.5 Proven Designs, Parts, and Modules
        6. 3.1.6 Arbitrary Decisions, Value of Avoiding
        7. 3.1.7 Overconstraints
        8. 3.1.8 Tolerances
        9. 3.1.9 Minimizing Tolerance Demands
        10. 3.1.10 System Integration
        11. 3.1.11 How to Optimize All Design Strategies
        12. 3.1.12 Design Strategy for Electrical Systems
        13. 3.1.13 Connections: Best to Worst
        14. 3.1.14 How to Optimize Use of Flex Layers
        15. 3.1.15 Voltage Standardization
        16. 3.1.16 Designing Printed Circuit Boards for DFM
      2. 3.2 Importance of Thorough Up-Front Work
        1. 3.2.1 Thorough Up-Front Work at Toyota
        2. 3.2.2 Thorough Up-Front Work at Motorola
        3. 3.2.3 Thorough Up-Front Work at IDEO
        4. 3.2.4 Avoid Compromising Up-Front Work
          1. 3.2.4.1 Slow Processes for Sales and Contracts
          2. 3.2.4.2 Long-Lead-Time Parts Can Rush Thorough Up-Front Work
          3. 3.2.4.3 Rushing NPD for Early Evaluation Units
        5. 3.2.5 Early Evaluation Units
      3. 3.3 Architecture/System Design, How to Optimize
        1. 3.3.1 Product Definition
        2. 3.3.2 Team Composition and Availability
        3. 3.3.3 Product Development Approach
        4. 3.3.4 Lessons Learned
          1. 3.3.4.1 Lessons Learned Categories
          2. 3.3.4.2 Lessons Learned Methodologies
        5. 3.3.5 Issues, Raising & Resolving Early
          1. 3.3.5.1 Project Issues
          2. 3.3.5.2 Team Issues
          3. 3.3.5.3 Mitigating Risk
          4. 3.3.5.4 New Technologies
          5. 3.3.5.5 Techniques to Resolve Issues Early
          6. 3.3.5.6 Contingency Plans
          7. 3.3.5.7 Achieve Concurrence before Proceeding
        6. 3.3.6 Manual Tasks, How to Eliminate by Design
        7. 3.3.7 Skill and Judgment
          1. 3.3.7.1 How to Eliminate the Need for Skill and Judgment
        8. 3.3.8 Technical/Functional Challenges
        9. 3.3.9 Concept/Architecture Design Optimization
        10. 3.3.10 Optimizing the Use of CAD in the Concept/Architecture Phase
        11. 3.3.11 Concept Simplification
        12. 3.3.12 Manufacturing & Supply Chain Strategies
      4. 3.4 Part Design Strategies
        1. 3.4.1 Documentation Principles
      5. 3.5 Design for Everything (DFX)
        1. 3.5.1 Consequences of Not Considering Everything Early
      6. 3.6 Creative Product Development
        1. 3.6.1 Getting Creative Ideas
        2. 3.6.2 Generating Ideas at Leading Companies
        3. 3.6.3 Encouraging Innovation at Medtronic
        4. 3.6.4 Nine Keys to Creativity
        5. 3.6.5 Creativity in a Team
        6. 3.6.6 Ups and Downs of Creativity
      7. 3.7 Brainstorming
      8. 3.8 Half-Cost Product Development
        1. 3.8.1 Managing Expectations
          1. 3.8.1.1 Cost Reducing Parts, Here Is Why Not to Try
          2. 3.8.1.2 Half-Cost Methodologies Will Not Work On:
          3. 3.8.1.3 Half-Cost Methodologies Work Best On:
          4. 3.8.1.4 Defining “Cost” as Parts Will Make Matters Worse
        2. 3.8.2 Prerequisites Needed for Half-Cost Development
          1. 3.8.2.1 Remove Obstacles
          2. 3.8.2.2 Remove Counter-Productive Policies Warned about in Section 11.5
          3. 3.8.2.3 Total Cost Must Be the Foundation
          4. 3.8.2.4 Rationalization is Another Foundation
        3. 3.8.3 Designing Half-Cost Products
          1. 3.8.3.1 How to Select the Most Available Parts
        4. 3.8.4 Overhead Cost Reduction
        5. 3.8.5 Product Development Budget Cut in Half
        6. 3.8.6 Concept/Architecture Cost Cut in Half
        7. 3.8.7 Labor and Processing Cost Cut in Half
        8. 3.8.8 Quality Costs Cutin Half
        9. 3.8.9 Indirect Labor Cost Cutto 1/3
        10. 3.8.10 Material Overhead Can Be Cut by10 Times
        11. 3.8.11 Raw Material Inventory Cut by10 Times
        12. 3.8.12 W.I.P. Inventory Can Be Cut by10 Times
          1. 3.8.12.1 W.I.P. Inventory Accrues
          2. 3.8.12.2 Several Times W.I.P. Caused by Batches
          3. 3.8.12.3 When W.I.P. Accrues the Most
          4. 3.8.12.4 Buying May Incur Less WIP Than Building
          5. 3.8.12.5 Build High-Cost Parts Last
          6. 3.8.12.6 If an Expensive Part Must Go in First, Reduce Its Cost
        13. 3.8.13 Finished-Goods Inventory Can Be Cut by 10 Times
        14. 3.8.14 Coupling Overhead Changes to Overhead Costs
          1. 3.8.14.1 Ways to Couple O.H. Charges to O.H. Costs
          2. 3.8.14.2 All Cost Decisions Must Be Based on Total Cost
      9. 3.9 Manufacturable Research
        1. 3.9.1 The Gap between Concepts and Viable Products
        2. 3.9.2 Research Fails So Much Because:
        3. 3.9.3 Importance of Early Concept Simplification
        4. 3.9.4 Concept Selection
        5. 3.9.5 Feasibility Verification
        6. 3.9.6 Design Effort Prioritization
        7. 3.9.7 Assuring Part Availability in Research
        8. 3.9.8 Achievable Tolerances
        9. 3.9.9 Skill Demands
        10. 3.9.10 Widely Available Processing
        11. 3.9.11 Concurrent R&D
        12. 3.9.12 Offshoring Must Be Avoided in Manufacturable Research
        13. 3.9.13 Time and Resources to do Manufacturable Research
        14. 3.9.14 The Cost to Do Manufacturable Research
        15. 3.9.15 Implementation at Manufacturing Companies
        16. 3.9.16 Management for Ambitious Goals
        17. 3.9.17 Importance of Ensuring Multifunctional Resources
        18. 3.9.18 Consequences of Not Doing Manufacturable Research
      10. 3.10 Commercialization
        1. 3.10.1 Common Causes of Commercialization Challenges
        2. 3.10.2 How to Best Develop Commercialized Products by Design
        3. 3.10.3 Identify and Preserve the “Crown Jewels”
        4. 3.10.4 View Generically
        5. 3.10.5 Identify Supportive Hardware That Can Be Redesigned
          1. 3.10.5.1 Commercialization for Electronics
          2. 3.10.5.2 Commercialization for Hardware
          3. 3.10.5.3 Consider Low-Risk Redesigns as above for the Crown Jewels Themselves
        6. 3.10.6 What Happens Without Commercialization?
      11. 3.11 Generating Interest in DFM
        1. 3.11.1 Cost
        2. 3.11.2 Time to Stable Production
        3. 3.11.3 Prioritization of Resources
        4. 3.11.4 Generate Data to Help Make the Case for DFM
        5. 3.11.5 Help Make the Case for DFM
          1. 3.11.5.1 Overcome Misconceptions about DFM
          2. 3.11.5.2 Overcome Resistance to Effective DFM
        6. 3.11.6 Fastest Return on DFM Training and Implementation
          1. 3.11.6.1 Immediately Apply DFM in a Microclimate
          2. 3.11.6.2 Redesign Backward-Compatible Module
      12. Notes
  12. SECTION II Flexibility
    1. Chapter 4 Designing for Lean & BTO
      1. 4.1 Lean Production
        1. 4.1.1 Flow Manufacturing
        2. 4.1.2 Prerequisites
      2. 4.2 Build-to-Order
        1. 4.2.1 Supply Chain Simplification
        2. 4.2.2 Kanban Automatic Part Resupply
      3. 4.3 Mass Customization
      4. 4.4 Developing Products for Lean, BTO&MC
      5. 4.5 Portfolio Planning for Lean, BTO&MC
      6. 4.6 Designing for Low-Volume/High-Mix
        1. 4.6.1 Designing around Standard Parts
        2. 4.6.2 Raw Material Variety, Designing to Reduce
        3. 4.6.3 Designing around Readily Available Parts/Materials
          1. 4.6.3.1 Minimizing Problems of Long Lead-Time Parts by Design
          2. 4.6.3.2 Avoiding Suppliers Whose Parts Have the Worst Long Lead-Times
        4. 4.6.4 Designing for No Setup
        5. 4.6.5 Parametric CAD
        6. 4.6.6 Designing for CNC
        7. 4.6.7 Grouping Parts
        8. 4.6.8 Understanding CNC
        9. 4.6.9 Eliminating CNC Setup
      7. 4.7 Platform Family Design & Manufacture
        1. 4.7.1 Product Family Criteria
        2. 4.7.2 Design Strategies for Integral Hardware
        3. 4.7.3 Design Strategies for Upgradability
        4. 4.7.4 Design Strategies for Platform Connectability
        5. 4.7.5 Power Supplies for Electronics Families
        6. 4.7.6 Bare Boards for Printed Circuit Boards Families
        7. 4.7.7 Product Families for Fabricated Products
        8. 4.7.8 Cellular Manufacture of Families in Platforms
      8. 4.8 Scalability
        1. 4.8.1 Scalability Value
        2. 4.8.2 Importance of Designing Products for Manufacturability
        3. 4.8.3 Product Not to Try to Scale
        4. 4.8.4 Scalable Product Design Principles
          1. 4.8.4.1 Material and Part Availability for Scalability
          2. 4.8.4.2 Scalable Labor Force and Partners
          3. 4.8.4.3 Equipment Availability and Expandability
          4. 4.8.4.4 Lean Production to Shift Production Lines
          5. 4.8.4.5 Platform Synergy for Scalability
          6. 4.8.4.6 Scalability Using Mass Customization Postponement
          7. 4.8.4.7 Production Machinery Capacity, How to Optimizing
          8. 4.8.4.8 Optimizing Scale Strategies for Production Expandable Products
        5. 4.8.5 Scalability Conclusions
      9. 4.9 Modular Design
        1. 4.9.1 Modular Design, Pros and Cons
        2. 4.9.2 Modular Design Principles
      10. 4.10 Offshoring and Manufacturability
        1. 4.10.1 Offshoring’s Effect on Product Development
        2. 4.10.2 Offshoring’s Effect on Lean Production and Quality
        3. 4.10.3 Offshoring Decisions Affecting Lean, BTO, and Platforms
        4. 4.10.4 The Offshoring, the Bottom Line
      11. 4.11 Lean and BTO&MC Value
        1. 4.11.1 Cost Advantages of BTO&MC
        2. 4.11.2 Responsive Advantages of BTO&MC
        3. 4.11.3 Customer Satisfaction from BTO&MC
        4. 4.11.4 Competitive Advantages of BTO&MC
        5. 4.11.5 Bottom Line Advantages of BTO&MC
      12. Notes
    2. Chapter 5 Standardization
      1. 5.1 Part Proliferation
      2. 5.2 Part Proliferation Cost
      3. 5.3 Part Proliferation: Why it Happens
      4. 5.4 Part Proliferation Consequences
      5. 5.5 Part Standardization Strategy
        1. 5.5.1 New Products
        2. 5.5.2 Existing Products
      6. 5.6 Early Standardization Steps
        1. 5.6.1 List Existing Parts
        2. 5.6.2 Clean Up Database Nomenclature
        3. 5.6.3 Eliminate Approved but Unused Parts
        4. 5.6.4 Eliminate Parts Not Used Recently
        5. 5.6.5 Eliminate Duplicate Parts
        6. 5.6.6 Prioritize Opportunities for Standardization
      7. 5.7 Zero-Based Approach
      8. 5.8 Standard Part List Generation
      9. 5.9 Part Standardization Results
      10. 5.10 Raw Materials Standardization
      11. 5.11 Standardization of Expensive Parts
      12. 5.12 Consolidation of Inflexible Parts
        1. 5.12.1 Custom Silicon Consolidation
        2. 5.12.2 VLSI/ASIC Consolidation
        3. 5.12.3 Consolidated Power Supply at Hewlett-Packard
      13. 5.13 Tool Standardization
      14. 5.14 Feature Standardization
      15. 5.15 Process Standardization
      16. 5.16 Encouraging Standardization
      17. 5.17 Reusing Designs, Parts, and Modules
        1. 5.17.1 Obstacles to Reusable Engineering
        2. 5.17.2 Reuse Studies
      18. 5.18 Off-the-Shelf Parts
        1. 5.18.1 Optimizing the Utilization of Off-the-Shelf Parts
        2. 5.18.2 Off-the-Shelf Parts Allow Teams to Focus on Products
        3. 5.18.3 How to Find and Select Off-the-Shelf Parts
      19. 5.19 Procurement: New Role Needed
        1. 5.19.1 How to Search for Off-the-Shelf Parts
        2. 5.19.2 Availability Maximization and Lead Time Minimization
      20. 5.20 Standardization Implementation
      21. Notes
  13. SECTION III Cost Reduction
    1. Chapter 6 Cost Categories
      1. 6.1 How Not to Lower Cost
        1. 6.1.1 Why Cost Is Hard to Remove after Design
        2. 6.1.2 Cost-Cutting Doesn’t Work
      2. 6.2 Cost Measurements
        1. 6.2.1 Usual Definition of Cost
        2. 6.2.2 Selling Price Breakdown
        3. 6.2.3 Selling Price Breakdown for an Outsourced Company
        4. 6.2.4 Overhead Cost Minimization Strategy
      3. 6.3 Overall Strategy to Cut Total Cost in Half From HalfCostProducts.com
      4. 6.4 Cost Minimization through Design
      5. 6.5 Minimizing Overhead Costs
      6. 6.6 Product Development Expenses, How to Lower Budgets
        1. 6.6.1 Product Portfolio Planning
        2. 6.6.2 Multifunctional Design Teams
        3. 6.6.3 Methodical Product Definition
        4. 6.6.4 Total Cost Decision Making
        5. 6.6.5 Design Efficiency
        6. 6.6.6 Off-the-Shelf Parts
        7. 6.6.7 Product Life Extensions
        8. 6.6.8 Debugging Costs
        9. 6.6.9 Test Cost
        10. 6.6.10 Product Development Expenses
        11. 6.6.11 More Efficient Development Costs Less
        12. 6.6.12 Product Development Risk
      7. 6.7 Cost Savings of Off-the-Shelf Parts
      8. 6.8 How to Minimize Engineering Change Order Costs
      9. 6.9 How to Minimize Cost of Quality
      10. 6.10 Rational Selection for Lowest Cost Suppliers
      11. 6.11 Low Bidding
        1. 6.11.1 Cost Reduction Illusion of Bidding
        2. 6.11.2 Cost of Bidding
        3. 6.11.3 Suppliers, Pressuring to Lower Cost
        4. 6.11.4 Cost Reduction, the Value of Relationships Instead of Bidding
        5. 6.11.5 Cheap Parts: Save Now, Pay Later
        6. 6.11.6 Reduce Total Cost Instead of Focusing on Cheap Parts
        7. 6.11.7 Part Quality: the Value of Selecting High-Quality Parts
      12. 6.12 How to Maximize Factory Efficiency
      13. 6.13 Lowering Overhead Costs with Flexibility
      14. 6.14 How to Greatly Lower Customization/Configuration Costs
      15. 6.15 Cost of Variety Minimizing
        1. 6.15.1 Work-in-Process Inventory
        2. 6.15.2 Floor Space
        3. 6.15.3 Internal Logistics
        4. 6.15.4 Utilization of Machine Tools
        5. 6.15.5 Setup Costs
        6. 6.15.6 Flexibility
        7. 6.15.7 Kitting Costs
      16. 6.16 Materials Management Cost Minimizing
      17. 6.17 Marketing Cost Minimizing
      18. 6.18 Sales/Distribution Cost Minimizing
      19. 6.19 Supply Chain Cost Minimizing
      20. 6.20 Life Cycle Cost Minimizing
        1. 6.20.1 Reliability Costs
        2. 6.20.2 Field Logistics Costs
      21. 6.21 Build-to-Order as a Way to Save Cost
        1. 6.21.1 Factory Finished Goods Inventory
        2. 6.21.2 Dealer Finished Goods Inventory
        3. 6.21.3 Supply Chain Inventory
        4. 6.21.4 Interest Expense
        5. 6.21.5 Write-Offs
        6. 6.21.6 New Technology Introduction
        7. 6.21.7 MRP Expenses
      22. 6.22 Counterproductive Policy Cost Elimination
      23. Notes
    2. Chapter 7 Total Cost
      1. 7.1 Total Cost Value
        1. 7.1.1 Value to Prioritization and Portfolio Planning
        2. 7.1.2 Value to Product Development
        3. 7.1.3 Value to Resource Availability and Efficiency
        4. 7.1.4 Value of Knowing the Real Profitability to Product Portfolio Planning
        5. 7.1.5 Value of Quantifying All Overhead Costs to Cost Reduction
        6. 7.1.6 Value of Knowing Real Supply Costs to Supply Chain Management
      2. 7.2 Quantifying Overhead Costs
        1. 7.2.1 Distortions in Product Costing
        2. 7.2.2 Cross-Subsidies Caused by Inadequate Costing
        3. 7.2.3 Relevant Decision Making
        4. 7.2.4 Cost Management
        5. 7.2.5 Downward Spirals Caused by Inadequate Costing
      3. 7.3 Total Cost Accounting, Resistance Encountered
      4. 7.4 Total Cost Thinking
        1. 7.4.1 Between Total Cost Thinking and Total Cost Accounting
          1. 7.4.1.1 Waive Overhead Charges for Near-Zero Expenses
          2. 7.4.1.2 Ultra-Low-Cost Product Development
          3. 7.4.1.3 Commercial Spin-Offs of Military Products
          4. 7.4.1.4 “Skunk-Works” or Profit/Loss Centers
      5. 7.5 Implementing Total Cost Accounting
      6. 7.6 Cost Drivers
        1. 7.6.1 Tektronix Portable Instruments Division Cost Drivers
        2. 7.6.2 HP Roseville Network Division (RND) Cost Drivers
        3. 7.6.3 HP Boise Surface Mount Center Cost Drivers
      7. 7.7 Tracking Product Development Expenses
      8. 7.8 Low-Hanging-Fruit Approach to Total Cost
        1. 7.8.1 Estimates
        2. 7.8.2 Implementing the Low-Hanging-Fruit Approach
      9. 7.9 Implementation Efforts for ABC
      10. 7.10 Total Cost Implementations: Typical Results
      11. Notes
  14. SECTION IV Design Guidelines
    1. Chapter 8 DFM Guidelines for Product Design
      1. 8.1 Design for Assembly
        1. 8.1.1 Combining Parts
      2. 8.2 Assembly Design Guidelines
      3. 8.3 Fastening Guidelines
      4. 8.4 Assembly Motion Guidelines
      5. 8.5 Test Strategy and Guidelines
      6. 8.6 Testing in Quality versus Building in Quality
        1. 8.6.1 Testing in Quality with Diagnostic Tests
        2. 8.6.2 Building in Quality to Eliminate Diagnostic Tests
      7. 8.7 Design for Repair and Maintenance
      8. 8.8 Repair Design Guidelines
      9. 8.9 Design for Service and Repair
      10. 8.10 Design to Optimize Maintenance
      11. 8.11 Maintenance Measurements
        1. 8.11.1 Mean Time to Repair
        2. 8.11.2 Availability Measurement
      12. 8.12 Maintenance Guidelines
      13. Notes
    2. Chapter 9 DFM Guidelines for Part Design
      1. 9.1 Part Design for Low-Cost Products
        1. 9.1.1 The Effect of Metrics on Parts Cost
        2. 9.1.2 How the Wrong Cost Metric Can Discourage DFM Guidelines
        3. 9.1.3 The Proper Role of Part Cost in Product Cost
        4. 9.1.4 The Best Way to Learn Guidelines—with Examples
      2. 9.2 Part Design Guidelines
        1. 9.2.1 DFM for Fabricated Parts
      3. 9.3 Castings and Molded Parts Guidelines
        1. 9.3.1 DFM Strategies for Castings
        2. 9.3.2 DFM Strategies for Plastics
      4. 9.4 Sheet Metal Guidelines
      5. 9.5 Welding Guidelines
        1. 9.5.1 Understanding Limitations and Complications
        2. 9.5.2 Optimize Weldment Strategy for Manufacturability
        3. 9.5.3 Adhere to Design Guidelines
        4. 9.5.4 Work with Vendors/Partners
        5. 9.5.5 Print 3D Models
        6. 9.5.6 Learn How to Weld
        7. 9.5.7 Consider Low-Heat Welding
          1. 9.5.7.1 Tab-in-Slot Welding
          2. 9.5.7.2 Welding a Vacuum Chamber
        8. 9.5.8 Minimize Skill Demands
        9. 9.5.9 Thoroughly Explore Non-Welding Alternatives
      6. 9.6 Part Design for Large Part Low-Cost Replacements
        1. 9.6.1 The Main Problem with Large Parts
        2. 9.6.2 Other Costs of Large Weldments
        3. 9.6.3 Residual Stresses
        4. 9.6.4 Avoiding Loss of Strength
        5. 9.6.5 The Strategy
        6. 9.6.6 The Approach
          1. 9.6.6.1 Fabrication
          2. 9.6.6.2 Assembly
        7. 9.6.7 The Procedure
        8. 9.6.8 The Results
      7. Notes
  15. SECTION V Customer Satisfaction
    1. Chapter 10 Design for Quality
      1. 10.1 Operations Help Assure Quality
        1. 10.1.1 Lean Production’s Effect on Quality
        2. 10.1.2 Flow Manufacturing Helps Quality
        3. 10.1.3 Focus Procurement on Quality
        4. 10.1.4 Avoid Change-Orders
      2. 10.2 Quality Design Guidelines
        1. 10.2.1 Tolerances
        2. 10.2.2 Excessively Tight Tolerances
        3. 10.2.3 Worst Case Tolerancing
        4. 10.2.4 Tolerance Strategy
        5. 10.2.5 Block Tolerances
        6. 10.2.6 Taguchi Method™ for Robust Design
      3. 10.3 Cumulative Effects on Product Quality
        1. 10.3.1 Example
        2. 10.3.2 Effect of Part Count and Quality on Product Quality
        3. 10.3.3 Predictive Quality Model
        4. 10.3.4 Quality Strategies for Products
      4. 10.4 Reliability Design Guidelines
      5. 10.5 Measurement of Reliability
      6. 10.6 Reliability Phases
        1. 10.6.1 Infant Mortality Phase
        2. 10.6.2 Wearout Phase
      7. 10.7 Poka-Yoke (Mistake-Proofing)
      8. 10.8 Poka-Yoke Principles
        1. 10.8.1 How to Ensure Poka-Yoke by Design
        2. 10.8.2 Solutions to Error Prevention after Design
      9. 10.9 Strategy to Design in Quality
      10. 10.10 Customer Satisfaction
      11. Notes
  16. SECTION VI Implementation
    1. Chapter 11 Implementing DFM
      1. 11.1 Change and Concurrent Engineering
        1. 11.1.1 Change at Leading Companies
      2. 11.2 Training Preliminary Investigations
        1. 11.2.1 Conduct Surveys
        2. 11.2.2 Estiassemblymate Improvements from DFM
        3. 11.2.3 Get Management Buy-In
      3. 11.3 Training for DFM
        1. 11.3.1 Need for DFM Training
        2. 11.3.2 Don’t Do DFM Training “On the Cheap”
        3. 11.3.3 Customize Training to Products, People, and the Company
        4. 11.3.4 Trainer Qualifications of Those Who Will Be Doing the Training
        5. 11.3.5 Training Agenda for DFM Class
        6. 11.3.6 “What Applies Most From the Class?”
        7. 11.3.7 Training Attendance
      4. 11.4 DFM Task Force
      5. 11.5 Counterproductive Policies and Actions that Thwart DFM Implementation
        1. 11.5.1 Don’t “Take All Order”
        2. 11.5.2 Don’t Sell Every Option Ever Sold and Accept All Customizations
        3. 11.5.3 Don’t Develop All Products for All Customizers and Markets
        4. 11.5.4 Don’t “Manage” NPD with Arbitrary Deadlines and Goals
        5. 11.5.5 Don’t Depend on Reviews to Catch Design Problems and “Check for DFM”
        6. 11.5.6 Don’t Thwart DFM with Lack of Funding, Resources, and Support
        7. 11.5.7 Don’t Beat Up Suppliers
        8. 11.5.8 Don’t Compromise Quality with Cheap Part
        9. 11.5.9 Don’t Measure “Cost” as Just Parts Cost
        10. 11.5.10 Don’t Try to Take Cost Out after the Product is Designed
        11. 11.5.11 Don’t Go for the Low Bidder on Custom Parts
        12. 11.5.12 Offshoring Won’t Save Any Money—Just Thwart C.E.
        13. 11.5.13 Three of These Will Waste 2/3 of NPD Resources
      6. 11.6 Implementation at the Company Level
        1. 11.6.1 Optimize NPD Teams
        2. 11.6.2 Optimize NPD Infrastructure
        3. 11.6.3 Incorporating DFM into the NPD Process
      7. 11.7 Implementation for Teams
        1. 11.7.1 Importance for Challenging Projects
        2. 11.7.2 Microclimates and Skunk-Works
        3. 11.7.3 Project Room for the Micro-Climate
        4. 11.7.4 Ensuring Success for the First Team Concurrent Engineering Project
      8. 11.8 Implementation Done by Individuals
      9. 11.9 Students and Job Seekers Guidance
      10. 11.10 DFM Tasks, Results, and Tools
      11. 11.11 Conclusions for Implementation of DFM
      12. Notes
  17. SECTION VII Appendices
    1. Appendix A: Product Line Rationalization
    2. Appendix B: Summary of Guidelines
    3. Appendix C: Feedback Forms
    4. Appendix D: Resources
  18. Index

Product information

  • Title: Design for Manufacturability, 2nd Edition
  • Author(s): David M. Anderson
  • Release date: May 2020
  • Publisher(s): Productivity Press
  • ISBN: 9781000764963