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Design for Manufacturability.

Author: David M Anderson
Publisher: CRC Press, 2014.
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Anderson, David M. Design for Manufacturability .
How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production
Druck-Ausgabe
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: David M Anderson
ISBN: 1482204940 9781482204940 1482250012 9781482250015 1482250004 9781482250008
OCLC Number: 902836205
Description: 1 online resource
Contents: DESIGN METHODOLOGY; ; Design for Manufacturability; Manufacturing before DFM; What DFM Is Not; Comments from Company DFM Surveys; Myths and Realities of Product Development; Achieving the Lowest Cost; Toyota on When Cost Is Determined; Ultra-Low-Cost Product Development; Designing 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 Order; Cutting Time-to-Market in Half; Roles And Focus; Human Resources Support for Product Development; Job Rotation; Management Role to Support DFM; Management Focus; Successful or Counterproductive Metrics for NPD; Resistance to DFM; Arbitrary Decisions; DFM and Design Time; Engineering Change Orders; Do It Right the First Time; Strategy to Do It Right the First Time; Company Benefits of DFM; Personal Benefits of DFM; Conclusions; Notes; ; Concurrent Engineering; Resources; Front-Loading at Toyota; Ensuring 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 Samsung; Product Portfolio Planning; Parallel and Future Projects; Designing 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 Feedback; Vendor Partnerships; The Value of Vendor/Partnerships; Vendor/Partnerships Will Result in a Lower Net Cost Because; Vendor Partner Selection; Working with Vendor Partners; The Team Leader; The Team Leader at Toyota; The Team Leader at Motorola; Team Leaders and Sponsors at Motorola; Co-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 Projects; Outsourcing 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 Works; Notes; ; Designing the Product; Design 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 Boards; Importance of Thorough Up-Front Work; Thorough Up-Front Work at Toyota; Thorough Up-Front Work at Motorola; Thorough Up-Front Work at IDEO; Avoid Comp

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