By David M. Anderson
Design for Manufacturability: the way to Use Concurrent Engineering to speedily strengthen inexpensive, top of the range items for Lean Production exhibits easy methods to use concurrent engineering groups to layout items for all facets of producing with the bottom price, the best quality, and the fastest time to reliable creation. Extending the ideas of design for manufacturability to an complicated product improvement version, the booklet explains easy methods to at the same time make significant advancements in most of these product improvement pursuits, whereas allowing potent implementation of Lean construction and caliber programs.
Illustrating how you can utilize classes discovered from earlier tasks, the e-book proposes quite a few advancements to present product improvement practices, schooling, and administration. It outlines powerful strategies to standardize components and fabrics, shop money and time with off-the-shelf elements, and enforce a standardization application. It additionally spells out the way to paintings with the paying for division early directly to opt for elements and fabrics that maximize caliber and availability whereas minimizing half lead-times and making sure wanted functionality.
- Describes the way to layout households of goods for Lean construction, build-to-order, and mass customization
- Emphasizes the significance of quantifying all product and overhead charges after which offers effortless how one can quantify overall cost
- Details dozens of layout guidance for product layout, together with meeting, fastening, try out, fix, and maintenance
- Presents quite a few layout guidance for designing components for manufacturability
- Shows tips on how to design in quality and reliability with many caliber directions and sections on mistake-proofing (poka-yoke)
Describing tips to layout elements for optimum manufacturability and compatibility with manufacturing facility techniques, the publication offers a huge photo standpoint that emphasizes designing for the bottom overall fee and time to reliable construction. After interpreting this ebook you'll know the way to lessen overall bills, ramp up speedy to quantity construction with out delays or additional fee, and manage to scale up creation quickly in order to not restrict growth.
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Extra resources for Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production
Anderson has more than 35 years of industrial experience in design and manufacturing. , 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).
Finally, mitigate the risk of changing market conditions with fast product development. 6 ROLES AND FOCUS Optimal company performance comes from whole-company synergy, where the whole company works together to develop products for manufacturability: Engineering and manufacturing concurrently engineer products and processes, as discussed in Chapters 2 and 3. ” Design for Manufacturability • 19 The purchasing and materials groups support product development by nurturing vendor and partner relationships instead of looking for the lowest bidders; taking pressure off product development teams by shortening procurement times; encouraging part standardization; and prequalifying parts and vendors to optimize quality and delivery.
3 How to Design Very Low Cost Products Quantify all costs. Without quantifying overhead costs, cost reduction strategies will focus on just parts and labor, because (1) parts and labor are only a portion of the cost and, worse, (2) shortsighted efforts to reduce parts and labor costs usually raise overhead costs much more. Avoid policies that inhibit real cost reduction opportunities or drain resources, such as rushing up-front work, selling difficult high- overhead orders, not prioritizing engineering resources, and not correcting critical staffing gaps that inhibit concurrent engineering.