| 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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