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Chabot College

Chabot College. Design for Manufacturability. OBJECTIVE. Raise engineer’s design skill level Improve quality of design Improve quality of documentation Enable higher quality, more cost effective manufacturing Produce products more easily. DFM DEFINITION.

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Chabot College

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  1. Chabot College Design for Manufacturability

  2. OBJECTIVE • Raise engineer’s design skill level • Improve quality of design • Improve quality of documentation • Enable higher quality, more cost effective manufacturing • Produce products more easily PRG/TBC

  3. DFMDEFINITION • Simultaneous, Early Consideration Of All Design Goals & Constraints • Optimizes Efficiencies From Initial Concept Through Product Life. • Results In Lowest Total Cost & Shortest Time To Market. PRG/TBC

  4. Business Challenge

  5. HR Mktg/Sales Finance Quality/ Reliability Elect. Design Cust. Reqn’ts Prod. Def. Ind./Mech. Design Fulfillment/Repair Software Dev. Vol. Mfg. Bus. Process Proj. Mgmt. Proto Mfg. Packaging/ Logistics Test Dev. Business Challenge

  6. Challenges -Product Development Lack of Technical Expertise: Internal resources often lack sufficient or appropriate technical expertise to support projects. Resource Availability: Internal resources are not always available in the timeframe required to meet project needs. Project Management and Integration: Internal resources have limited bandwidth to manage multiple outside partners effectively.

  7. Impact to Businesses Engineering Manufacturing New Part Requests ? Spreadsheets Emails Faxes • Product Revisions? • Current BOM? • New Part Signoffs? • Contract Manufacturers tied into change control?

  8. EARLY EFFECTS OF DESIGN RELATIVE TO COST • Product Design Costs 5% Of Total Product. • Product Design Determines 70% Of Total. • To Reduce Costs - Focus On Design. • Allocate/Move Resources “Upstream”. PRG/TBC

  9. RIPPLE EFFECT • Product Design • Inventory cost impact • Engineering documentation • Customer service costs • Quality risks • Material & direct labor • Administrative costs • Customer response time • Capital equipment costs PRG/TBC

  10. ESCALATOR EFFECT Cost of changes multiplies By 10 with each step Launch COST 10 100 1000 10,000 DEVELOPMENT STAGES PRG/TBC

  11. DESIGN RULES • Process Challenges • Guidelines for Assembly • Fundamental Considerations PRG/TBC

  12. Simplify Your Design • American Airlines • Fleet of 12 different aircraft = 11 x cost • Southwest • Fleet of 737 aircraft = streamlined cost

  13. PRG/TBC

  14. PRG/TBC

  15. PRG/TBC

  16. The Power of Information • Product Lifecycle Management (PLM) • Supports the extended enterprise • Customers, design, and supply partners • Integrates • People • Processes • Business systems and information

  17. So What is PLM? • A set of capabilities that enables an enterprise to: • Manage its products and related services throughout the entire business lifecycle Total Business Consulting Group

  18. What is Product Lifecycle Management (PLM)? Service andSupport Concept andPlanning Design and Engineering Full Production ManufacturingPlanning CAD/CAE cPDVisualization SCM/SRM CRM Web, Excel, Visio, etc. PDM ERP/MRP PLM provides a data platform for managing forward processing of data, AND recycling it back for subsequent products.

  19. Product RealizationAs envisioned by the designers……..

  20. Product Realization As built to documentation/interpretation…

  21. Reducing ECO’s • Traditional serialized product development process • When does the Mfg./Production Engineer see the final design? • What happens next? • Changes begin • How many changes do you initiate? • How do we classify the changes? • Mandatory vs. phase-in PRG/TBC Group

  22. Barriers to Concurrent Engineering? • Resistance • Lack of familiarity and FEAR • Global Issues • Distance/language • Lack of Champion • Driving force • Lack of Measurement • Where are we? • What is the ROI?

  23. Open Discussion Q and A PRG/TBC

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