Design for Manufacturability : Optimizing Cost, Quality, and Time-to-Market; Second Edition - Softcover

Über die Autorin bzw. den Autor

Dr. David M. Anderson is a lecturer and consultant specializing in seminars and consulting on Design for Manufacturability (DFM), Concurrent Engineering, Lean Production, Build-to-Order, and Mass Customization. He wrote the book, Agile Product Development for Mass Customization (McGraw-Hill, 1997). He also wrote the opening chapter in the Society of Manufacturing Engineers handbook on DFM (Tool & Manufacturing Engineers Handbook, Vol 6) and the chapter on DFM and Mass Customization in Wiley’s Quality Function Deployment Handbook.

In the Management of Technology Program at the Graduate Business School at the University of California at Berkeley, he taught "New Product Development, the Management and Design of Manufacturable Products." For the past 15 years, Dr. Anderson has been providing corporate seminars, workshops, and consulting on DFM, Concurrent Engineering, and New Product Development. He has provided training and consulting to several divisions of Hewlett-Packard and Loral, in addition to United Technologies, GE, Emerson Electric, Bausch & Lomb, Northern Telecom, Kaiser Electronics, Freightliner, Guidant, Korea’s LG Group, and many other companies.

Dr. Anderson has over 26 years of industrial experience in design and manufacturing. As Manager of Flexible Manufacturing at Intel's Systems Group, he wrote manufacturing strategies, organized their successful DFM program, taught internal DFM classes, initiated their parts commonality program, and taught CAD to Intel Engineers. From 1977 to 1983, his own company, Anderson Automation, Inc., generated design studies and built special production equipment for companies such as IBM, FMC, Clorox, and Optical Coating Labs. As the ultimate concurrent engineering experience, he personally built the equipment he designed and is proficient at machining and welding.

The Institute of Management Consultants has certified Dr. Anderson as a Certified Management Consultant (CMC). 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 of Design for Production.

Dr. Anderson can be reached at (805) 924-0100; andersondm@aol.com

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Chapter 1

Design for Manufacturability

Design for manufacturability is the process of proactively designing products to (1) optimize all the manufacturing functions: fabrication, assembly, test, procurement, shipping, delivery, service, and repair, and (2) assure the best cost, quality, reliability, regulatory compliance, safety, time-to-market, and customer satisfaction.

DFM is a proven design methodology that works for any size company. Early consideration of manufacturing issues shortens product development time, minimizes development cost, and ensures a smooth transition into production for quick time to market.

Quality can be designed in with optimal part selection and proper integration of parts, for minimum interaction problems. By considering the cumulative effect of part quality on product quality, designers are encouraged to carefully specify part quality.

Many costs are reduced, since products can be quickly assembled from fewer parts. Thus, products are easier to build and assemble, in less time, with better quality. Parts are designed for ease of fabrication and commonality with other designs. DFM encourages standardization of parts, maximum use of purchased parts, modular design, and standard design features. Designers will save time and money by not having to re-invent the wheel. The result is a broader product line that is responsive to customer needs.

Companies that have applied DFM have realized substantial benefits. Costs and time-to-market are often cut in half with significant improvements in quality, reliability, serviceability, product line breadth, delivery, customer acceptance and, in general, competitive posture

MANUFACTURING BEFORE DFM

Before DFM, the motto was I designed it; you build it! Design engineers worked alone or only in the company of other design engineers in The Engineering Department. Designs were then thrown over the wall leaving manufacturing people with the dilemma of either objecting (but it s too late to change the design!) or struggling to launch a product that was not designed for manufacturability. Often this delayed both the product launch and the time to ramp up to full production, which is the only meaningful measure of time-to-market.

Poor manufacturability raises many categories of cost to pay for launch difficulties, special equipment or modifications, difficult part fabrication, inefficient assembly, excessive part proliferation, laborious procurement, and many other overhead costs. These issues not only raise cost but also delay shipments. Problem product introductions may absorb so much effort that production of other stable products may suffer.

Lack of manufacturability also degrades quality which, in turn, raises cost further and delays the real time-to-market. This is because products not designed for quality are unnecessarily complex, have too many parts from too many suppliers, require more manual assembly, and may not be robust enough for consistent processing.

Probably the most subtle effect (but most damaging in the long run)is that a series of problem product introductions drain resources (both people and money) away from continuous improvement efforts that make product lines and factories more competitive.

Excessive proliferation of parts and too many production setups can thwart efforts to implement just-in-time, lean production, build-to-order, and mass customization.

DFM may make the difference between a competitive product line and, in the extreme, products that are not manufacturable at all.

The main causes of product failure are because costs are too high, quality is too low, introductions are too late, production cannot keep up with demand. These are all manufacturability issues and therefore can be very much improved by DFM.

 DESIGNING PRODUCTS FOR MANUFACTURABILITY

In order to design for manufacturability, everyone in product development team needs to:

∙ In general, understand how products are manufactured through experience in manufacturing, training, rules/guidelines, and/or multi-functional design teams with manufacturing participation.

∙ Specifically, design for the processes to be used to build the product you are designing: If the product will be built by standard processes, design teams must understand them and design for them. If processes are new, then design teams must concurrently design the new processes as they design the product.

PRODUCT DEVELOPMENT TEAMS

One way that manufacturability can be assured is by developing products in multi-functional teams with early and active participation from Manufacturing, Marketing (and even customers), Finance,Industrial Designers, Quality, Service, Purchasing, Vendors,Regulation Compliance specialists, Lawyers, and factory works. The team works together to not only design for functionality, but also to optimize cost, delivery, quality, reliability, ease of assembly, testability, ease of service, shipping, human factors, styling, safety, customization, expandability, and various regulatory and environmental compliance (see Chapter 2 for more on design considerations and teamwork).