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A case study-based research effort will be discussed that is currently following one PD enterprise through its multi-year transition to more lean, high-performance PD, and understanding the steps along the way, as well as the organizational, management, and workforce issues that enable or inhibit that transition. These and other studies currently underway at LAI seek to expand our understanding of how PD system leaders might implement and benefit from lean principles and practices in their PD systems.
Over 100 Knowledge Briefs - short articles that drill into one aspect of lean product development, written in the form of Knowledge Capture A3 Reports. These articles make the best available knowledge about lean product development accessible, actionable and easy to read.
Methodology and Implementation of Dynamic Design Advisor (DDA) in a Feature-Based System Available to Purchase Tridip K. Bardhan, Venkat N. Rajan, Abu S. M. Masud Crossmark: Check for Updates Author Information Paper No: DETC99/DAC-8563, pp. 1143-1152; 10 pages https://doi.org/10.1115/DETC99/DAC-8563 Published Online: February 5, 2021
A design advisory system can provide enough information to the designer to achieve this goal of designing right at the conceptual stage. A systematic methodology for design advising in a feature-based design environment is developed to identify problems at the design stage, and provide the designer the opportunity to correct them. Five pre-conditions are also identified for this methodology. During the development of the part geometry, a multi-digit code is added to every feature. Based on the code, all applicable design rules are checked as constraints and in case of constraint violation, suggestions are generated and presented to the designer.
I am a happy. Prof. Beth Cudney, Ph.D, Professor of Data Analytics, Maryville University liked my comment.
"Industrial engineering inputs to the product development process are important. Product industrial engineering makes significant contribution to product development."
The Company is embarking on a three-year journey to completely reshape its supply chain. By moving closer to customers, becoming more responsive to demand and enabling an agile innovation approach with shorter cycle times, the Company expects to deliver approximately $1.5 billion of cumulative cost savings. To drive these efficiencies, the plan will focus on:
Leveraging strategic sourcing and contract manufacturing ($0.5 billion)
Consolidating facilities with a 30%+ reduction in manufacturing facilities from approximately 120 today ($0.3 billion)
Executing SBD Operating Model to deliver operational excellence through efficiency, simplified organizational design and inventory optimization ($0.4 billion)
Platforming products and implementing initiatives to drive a 40%+ SKU reduction ($0.3 billion).
Note: It is important to read the books by Boothroyd to understand the full method of DFMA. The DFMA method is to be combined with Value Analysis and Engineering to do product industrial engineering. In the note only attempt is made to make readers aware of issues raised and solutions proposed by DFMA method.
Related Chapters from the Book
3. Product Design for Manual Assembly
3.1 Introduction
3.2 General Design Guidelines for Manual Assembly
3.3 Development of the Systematic DFA Methodology
3.4 Assembly Efficiency
3.5 Classification Systems
3.6 Effect of Part Symmetry on Handling Time 96
3.7 Effect of Part Thickness and Size on Handling Time 101
3.8 Effect of Weight on Handling Time 103
3.9 Parts Requiring Two Hands for Manipulation 104
3.10 Effects of Combinations of Factors 104
3.11 Effect of Symmetry for Parts that Severely Nest or Tangle and May Require Tweezers for Grasping and Manipulation
3.12 Effect of Chamfer Design on Insertion Operations 105
3.13 Estimation of Insertion Time 108
3.14 Avoiding Jams During Assembly 109
3.15 Reducing Disc-Assembly Problems 111
3.16 Effects of Obstructed Access and Restricted Vision on Insertion of Threaded Fasteners of Various Designs
3.17 Effects of Obstructed Access and Restricted Vision on Pop-Riveting Operations
3.18 Effects of Holding Down 115
3.19 Manual Assembly Database and Design Data Sheets 118
3.20 Application of the DFA Methodology 119
3.21 Further Design Guidelines 125
3.22 Large Assemblies 128
3.23 Types of Manual Assembly Methods 130
3.24 Effect of Assembly Layout on Acquisition Times 133
3.25 Assembly Quality 137
3.26 Applying Learning Curves to the DFA Times 141
References
4. Electrical Connections and Wire Harness Assembly
4.1 Introduction 147
4.2 Wire or Cable Harness Assembly 149
4.3 Types of Electrical Connections 152
4.4 Types of Wires and Cables 159
4.5 Preparation and Assembly Times 160
4.6 Analysis Method 182
References
5. Design for High-Speed Automatic Assembly and Robot Assembly
5.1 Introduction 191
5.2 Design of Parts for High-Speed Feeding and Orienting 192
5.3 Example 196
5.4 Additional Feeding Difficulties 199
5.5 High-Speed Automatic Insertion 199
5.6 Example 201
5.7 Analysis of an Assembly 202
5.8 General Rules for Product Design for Automation 203
5.9 Design of Parts for Feeding and Orienting 208
5.10 Summary of Design Rules for High-Speed Automatic Assembly
5.11 Product Design for Robot Assembly
References
6. Printed Circuit Board Design for Manufacture and Assembly 219
6.1 Introduction 219
6.2 Design Sequence for Printed Circuit Boards 220
6.3 Types of Printed Circuit Boards 220
6.4 Terminology 222
6.5 Assembly of Printed Circuit Boards 223
6.6 Estimation of PCB Assembly Costs 238
6.7 Case Studies in PCB Assembly 244
6.8 PCB Manufacturability 249
6.9 Design Considerations 252
6.10 Glossary of Terms 263
References 266
Product Design for Manual Assembly
Design Guidelines for Part Handling In general, for ease of part handling, a designer should attempt to:
1 . Design parts that have end-to-end symmetry and rotational symmetry about the axis of insertion. If this cannot be achieved, try to design parts having the maximum possible symmetry.
2. Design parts that, in those instances where the part cannot be made symmetric, are obviously asymmetric.
3. Provide features that will prevent jamming of parts that tend to nest or stack when stored in bulk.
4. Avoid features that will allow tangling of parts when stored in bulk.
5. Avoid parts that stick together or are slippery, delicate, flexible, very small, or very large or that are hazardous to the handler (i.e., parts that are sharp, splinter easily, etc.) .
Design Guidelines for Insertion and Fastening
For ease of insertion a designer should attempt to:
1. Design so that there is little or no resistance to insertion and provide chamfers to guide insertion of two mating parts. Generous clearance should be provided, but care must be taken to avoid clearances that will result in a tendency for parts to jam or hang-up during insertion.
2. Standardize by using common parts, processes, and methods across all models and even across product lines to permit the use of higher volume processes that normally result in lower product cost.
3. Use pyramid assembly—provide for progressive assembly about one axis of reference. In general, it is best to assemble from above.
4. Avoid, where possible, the necessity for holding parts down to maintain their orientation during manipulation of the subassembly or during the placement of another part. If holding down is required, then try to design so that the part is secured as soon as possible after it has been inserted.
5. Design so that a part is located before it is released. A potential source of problems arises from a part being placed where, due to design constraints, it must be released before it is positively located in the assembly. Under these circumstances, reliance is placed on the trajectory of the part being sufficiently repeatable to locate it consistently.
6. When common mechanical fasteners are used the following sequence indicates the relative cost of different fastening processes, listed in order of increasing manual assembly cost.
a. Snap fitting b. Plastic bending c. Riveting d. Screw fastening
7. Avoid the need to reposition the partially completed assembly in the fixture.
Although functioning well as general rules to follow when design for assembly is carried out, guidelines are insufficient in themselves for a number of reasons.
First, guidelines provide no means by which to evaluate a design quantitatively for its ease of assembly. Second, there is no relative ranking of all the guidelines that can be used by the designer to indicate which guidelines result in the greatest improvements in handling, insertion, and fastening; there is no way to estimate the improvement due to the elimination of a part, or due to the redesign of a part for handling, etc. It is, then, impossible for the designer to know which guidelines to emphasize during the design of a product.
Finally, these guidelines are simply a set of rules that, when viewed as a whole, provide the designer with suitable background information to be used to develop a design that will be more easily assembled than a design developed without such a background. An approach must be used that provides the designer with an organized method that encourages the design of a product that is easy to assemble. The method must also provide an estimate of how much easier it is to assemble one design, with certain features, than to assemble another design with different features.
ASSEMBLY EFFICIENCY
DFA index or "assembly efficiency" of a proposed design can be determined. In general, the two main factors that influence the assembly cost of a product or subassembly are
The number of parts in a product.
The ease of handling, insertion, and fastening of the parts.
The DFA index is a figure obtained by dividing the theoretical minimum assembly time by the actual assembly time. The equation for calculating the DFA index
Em3
where N^ is the theoretical minimum number of parts, ta is the basic assembly time for one part, and fma is the estimated time to complete the assembly of the product. The basic assembly time is the average time for a part that presents no handling, insertion, or fastening difficulties (about 3 s).
The figure for the theoretical minimum number of parts represents an ideal situation where separate parts are combined into a single part unless, as each part is added to the assembly, one of the following criteria is met:
1. During the normal operating mode of the product, the part moves relative to all other parts already assembled. (Small motions do not qualify if they can be obtained through the use of elastic hinges.)
2. The part must be of a different material than, or must be isolated from, all other parts assembled (for insulation, electrical isolation, vibration damping, etc.).
3. The part must be separate from all other assembled parts; otherwise the assembly of parts meeting one of the preceding criteria would be prevented. It should be pointed out that these criteria are to be applied without taking into account general design or service requirements.
For example, separate fasteners will not generally meet any of the preceding criteria and should always be considered for elimination. To be more specific, the designer considering the design of an automobile engine may feel that the bolts holding the cylinder head onto the engine block are necessary separate parts. However, they could be eliminated by combining the cylinder head with the block—an approach that has proved practical in certain circumstances. If applied properly, these criteria require the designer to consider means whereby the product can be simplified, and it is through this process that enormous improvements in assemblability and manufacturing costs are often achieved. To quantify the costs due to the effects of changes in design schemes, the DFA method incorporates a system for estimating assembly cost which, together with estimates of parts cost, will give the designer the information needed to make appropriate trade-off decisions.
SUMMARY OF DESIGN RULES FOR HIGH-SPEED AUTOMATIC ASSEMBLY
The various points made in the discussion of parts and product design for automatic assembly are summarized below in the form of simple rules for the designer.
Rules for Product Design
1. Minimize the number of parts.
2. Ensure that the product has a suitable base part on which to build the assembly.
3. Ensure that the base part has features that enable it to be readily located in a stable position in the horizontal plane.
4. If possible, design the product so that it can be built up in layers, each part being assembled from above and positively located so that there is no tendency for it to move under the action of horizontal forces during the machine index period.
5. Try to facilitate assembly by providing chamfers or tapers that help to guide and position the parts in the correct position.
6. Avoid expensive and time-consuming fastening operations, such as screw fastening, soldering, and so on.
Rules for the Design of Parts
1. Avoid projections, holes, or slots that cause tangling with identical parts when placed in bulk in the feeder. This may be achieved by arranging the holes or slots to be smaller than the projections.
2. Attempt to make the parts symmetrical to avoid the need for extra orienting devices and the corresponding loss in feeder efficiency.
3. If symmetry cannot be achieved, exaggerate asymmetrical features to facilitate orienting or, alternatively, provide corresponding asymmetrical features that can be used to orient the parts.
Designing Medical Devices For Manufacturability: A Complete Guide
Assembly Automation and Product Design - Geoffrey Boothroyd
CRC Press, 22-Jun-2005 - Science - 536 pages
Addressing design for automated and manual assembly processes, Assembly Automation and Product Design, Second Edition examines assembly automation in parallel with product design. The author enumerates the components, processes, performance, and comparative economics of several types of automatic assembly systems. He provides information on equipment
Note: It is important to read the books by Boothroyd to understand the full method of DFMA. The DFMA method is to be combined with Value Analysis and Engineering to do product industrial engineering. In the note only attempt is made to make readers aware of issues raised and solutions proposed by DFMA method.
Chapter 13. Design for Investment Casting 549
13.1 Introduction 549
13.2 Process Overview 549
13.3 Pattern Materials 552
13.4 Pattern Injection Machines 552
13.5 Pattern Molds 554
13.6 Pattern and Cluster Assembly 554
13.7 The Ceramic Shell-Mold 555
13.8 Ceramic Cores 556
13.9 Pattern Meltout 556
13.10 Pattern Burnout and Mold Firing 557
13.11 Knockout and Cleaning 557
13.12 Cutoff and Finishing 557
13.13 Pattern and Core Material Cost 557
13.14 Wax Pattern Injection Cost 561
13.15 Fill Time 562
13.16 Cooling Time 562
13.17 Ejection and Reset Time 564
13.18 Process Cost per Pattern or Core 566
13.19 Estimating Core Injection Cost 567
13.20 Pattern and Core Mold Cost 567
13.21 Core Mold Cost 572
13.22 Pattern and Cluster Assembly Cost 572
13.23 Number of Parts per Cluster 574
13.24 Pattern Piece Cost 575
13.25 Cleaning and Etching 576
13.26 Shell Mold Material Cost 576
13.27 Investing the Pattern Cluster 577
13.28 Pattern Meltout 578
13.29 Burnout, Sinter, and Preheat 578
13.30 Total Shell Mold Cost 579
13.31 Cost to Melt Metal 579
13.32 Raw Base Metal Cost 583
13.33 Ready-to-Pour Liquid Metal Cost 584
13.34 Pouring Cost 584
13.35 Final Material Cost 584
13.36 Breakout 586
13.37 Cleaning 587
13.38 Cutoff 587
13.39 Design Guidelines 590
References 591
Process steps - Operations Discussed in the Chapter
13.9 Pattern Meltout 556
13.10 Pattern Burnout and Mold Firing 557
13.11 Knockout and Cleaning 557
13.12 Cutoff and Finishing 557
13.15 Fill Time 562
13.16 Cooling Time 562
13.17 Ejection and Reset Time 564
13.25 Cleaning and Etching 576
13.27 Investing the Pattern Cluster 577
13.28 Pattern Meltout 578
13.29 Burnout, Sinter, and Preheat 578
13.36 Breakout 586
13.37 Cleaning 587
13.38 Cutoff 587
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https://www.youtube.com/watch?v=2rVDJKhz3Cw
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DESIGN GUIDELINES
The investment casting process was previously known as the "lost wax" process. Its advantage over other casting processes is its ability to produce very complex castings with fine details. Investment casting offers greater freedom in design than any other metal forming operation. Accurate and intricate castings can be made from alloys that melt at high temperature. Parts can be cast to such close tolerance that little or no machining is required.
The wax or plastic patterns will be produced by injection molding. Therefore, guidelines similar to those for injection molding apply to the pieces of the pattern that will be used to make up the final pattern shape. Thus the pattern piece must be easily removable from its mold and the main wall should have a uniform thickness, which will minimize distortion by facilitating even cooling throughout the pattern piece. In addition, the principles of good sand casting design also apply to investment casting. For example, nonfunctional mass should be minimized to assist in providing sufficient gating to "feed" the part. Also, uniform wall sections with generous radii and fillets will assist in metal flow and reduce stress concentrations.
Separate cores can add significantly to the cost, as well as bosses and undercuts. The minimum section ranges from 0.25 to 1 mm depending upon the metal to be cast. The maximum section is approximately 75 mm.
Castings range from 0.5g to 100kg in weight, but the investment casting process is best for parts that weigh less than 5 kg. A flat parting plane for each pattern piece will help to minimize the cost.
Rapid Investment Casting: Design and Manufacturing Technologies
Christopher T. Richard, Tsz-Ho Kwok
ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference
August 18–21, 2019
Anaheim, California, USA
RIC (Rapid investment casting) takes advantage of the additive nature of 3D printing for pattern making which allows for more complex castings than traditional investment casting. RIC is a manufacturing process that combines the casting knowledge accumulated over five thousand years with relatively novel AM knowledge. The result is a process that can compete with newer metal AM methods with the added benefits of excellent surface finish, fatigue strength and the ability to create parts from almost any metal or metal alloy. This article will focus on research advancements in investment casting, AM and all the topics that are closely related to optimizing these two processes.
Note: It is important to read the books by Boothroyd to understand the full method of DFMA. The DFMA method is to be combined with Value Analysis and Engineering to do product industrial engineering. In the note only attempt is made to make readers aware of issues raised and solutions proposed by DFMA method.
12. Design for Sand Casting 517
12.1 Introduction
12.2 Sand Casting Alloys
12.3 Basic Characteristics and Mold Preparation
12.4 Sand Cores
12.5 Melting and Pouring of Metal
12.6 Cleaning of Castings
12.7 Cost Estimating
12.8 Design Rules for Sand Castings
12.9 Example Calculations
References
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https://www.youtube.com/watch?v=CSQahYClJ1k
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DESIGN RULES FOR SAND CASTINGS
A study states that the cost of a casting can easily be doubled due to designs that do not take cost drivers into consideration.
The following design rules are to be followed to avoid the expense of increased scrap and possibly large increases in production cost.
Avoid Sharp Angles and Multiple-Section Joints
Metal structure is affected by the shape of the casting section. Solidification of the molten metal begins at the mold face, from which crystals grow into the casting at right angles. A straight section of constant thickness results in uniform cooling, which will in turn produce uniform material properties. On the other hand, sharp angles can cause large temperature variations in the casting, which often lead to casting defects. Hot spots result where the free cooling of the casting is interrupted as parts of the sand are loaded with more energy than other areas. Also, chilled areas arise on external corners from being exposed to two cooling planes. The resulting grain structure is not homogeneous and, in particular, weak areas in the casting are created in the areas where the cooling rate is excessive. A well-designed casting brings the minimum number of sections together at intersections and avoids acute angles. Wherever a number of sections converge, the appropriate solution is to create a large hole like the center of a web.
Examples of good and bad section configurations are shown in a figure in the book.
Design Sections of Uniform Thickness
Design the casting so that all of the section thicknesses are as consistent as possible. This promotes even cooling of the casting, reducing the likelihood of defects. If larger masses of metal are unavoidable, the designer should make them accessible for feeding either directly or with a riser.
Designing for uniform thickness also reduces the amount of material in a casting, saving weight and reducing machining, and results in a stronger casting.
However, if section thicknesses are too small, then feeding problems may occur.
The increased cost of scrap caused by incomplete feeding (caused by metal freezing and blocking the section from being completely filled) will normally be higher than the material savings in a lighter casting. The economical minimum section thicknesses of different metals to be sand cast are available.
Proportion Inner Wall Thickness
Inner sections in a casting cool more slowly than a section exposed to the mold face. If a complex geometry is necessary, the designer should reduce the inner section thickness to 80% of the outer wall thickness. Also, core section thicknesses should always be greater than the section thickness of the surrounding metal. If the core is too small, it will become overheated and slow down the solidification rate of the surrounding metal, leading to the possibility of defects.
Consider Metal Shrinkage in the Design
Almost all alloys shrink as they solidify. While the patternmaker is the one affected by the shrinkage, the designer must still compensate for it in the design. In a good design, the section thicknesses decrease as the distance from the feed system or riser increases. In order to accomplish this, the designer must be familiar enough with the casting process to be able to visualize how the casting will be fed and adjust the casting's dimensions to assist the metal flow. The greater the shrinkage of the metal, the more the designer must consider it when designing the casting. Tables are available in handbooks regarding the shrinkage of several of the commonly cast alloy groups. The amount of shrinkage depends upon the precise carbon content for irons and steels and varies over the ranges shown.
Use a Simple Parting Line A flat plane, known as a straight parting line, separating the two mold halves, results in more economical casting than a tiered or contoured separating surface.
More complex parting lines often result in fewer parts per mold, more costly patterns, less accuracy, and increased scrap. Also, the parting line should be positioned so that it has minimal effect on the functional characteristics of the part.
Locating the parting line in less critical parts of the casting is desirable for two main reasons. First, dimensions around the parting line are the hardest to control.
Additionally, flash occurs at the parting line. If the surface around the parting line is not critical, then flash removal costs will be lower.
Define Appropriate Machining Allowances
The machining allowance is material added to the casting to compensate for dimensional and surface variations in the as-cast part. The amount of stock added is a function of the size of the surface to be machined and to a lesser degree the machining method and the final accuracy required. Minimal additional material is needed if only flatness, possibly with some unmachined surface areas, is desired. A larger allowance is required if the full surface is to be machined without any imperfections. Normal machining allowances vary from 0.25cm for small castings (< 15 cm) to as much as 2.5 cm for large castings (>250 cm).
Use Economical Tolerances
The tolerances achievable by a foundry vary depending on the types of processes employed at the facility. For example, automated molding machines are capable of producing molds with tighter tolerances than might be produced by hand.
Conservative tolerances, which are readily achievable by most foundries and are therefore the most economical, are used in the following discussion.
Tighter tolerances may be obtained by machining, which significantly increases the cost of the casting.
The most basic tolerance is the linear tolerance. It refers to how precisely the distance between two points can be produced. Linear tolerances of ±1.0 mm are readily achievable for small castings. An additional factor of ±0.03 mm should be added for every centimeter over 15 cm for larger parts. An additional tolerance must be added to the linear tolerance of a dimension that passes through or originates from the parting surface. These additional tolerances reflect variations caused by expansion and contraction of the mold, the metal during solidification, patternmaking tolerances, and vibration of the pattern during removal from the mold. The size of the additional tolerance depends upon the projected area of the casting at the parting surface. The typical tolerance assignment is ±0.25 mm for each 10cm2 of projected area.
Cores create tolerance variation because of the clearance that is necessary for their placement into the mold. The features produced by the core surface can be held to a tighter tolerance than the features produced by the mold surface, because cores are stronger and able to be produced to tighter tolerances than the mold.
However, the surface produced by the core may be displaced from the surface created by the mold because of core shift. The additional tolerance for core shift varies with the protected area of the core normal to the dimension being considered. The recommended value is the same as for the additional parting line tolerance given above.
2. Wukovich, N., Evaluating Side Risers and Necks, Part 1, Modern Casting, December 1988, p. 42. Design for Sand Casting 547
3. Wukovich, N., Evaluating Side Risers and Necks, Part 2, Modern Casting, January 1988, p. 49.
4. Wukovich, N, Evaluating Side Risers and Necks, Part 3, Modern Casting, February 1988, p. 56.
5. American Society of Metals Casting, Vol. 15, Metals Handbook, 9th ed. ASM International, Metals Park, OH, 1988, pp. 577-597.
6. Suschil, T., Designing Gates and Risers in an Artful Compromise, Modern Casting, March 1989, pp. 27-29.
7. Wieser, PR, Steel Castings Handbook, 5th ed., Steel Founders Society of America, 1980.
8. Bralower, P.M., Sand Molding: From Hand Ramming to Near Net Shape Castings, Modern Casting, May 1989, pp. 53-58.
9. Burditt, M.F., Designs and Operation of Melting Furnaces Differ Markedly, Modern Casting, August 1989, pp. 51-55.
10. Burditt M.F. and P.M. Bralower, Good Pouring Practice Contributes to Quality Castings, Modern Casting, 1989, pp. 59-63.
11. Mrdjenovich, R., Shakeout: Separating the Casting from Its Mold, Modern Casting, October 1989, pp. 45-47.
12. Luther, N., Cleaning and Finishing: Getting the Casting Ready for Shipping, Modern Casting, November 1989, pp. 53-58.
13. Kobrak, G., Design and Early Cost Estimation of Sand Castings, M.S. Thesis, University of Rhode Island, Kingston, 1993.
14. Mietrach, D., AGARD Handbook on Advanced Casting, AGARD-AG-299. North Atlantic Treaty Organization Advisory Group for Aerospace Research and Development, Bremen, Germany, p. 9.
Value Analysis & Engineering Technique 9. Utilize Vendors’ Available Functional Products. First find out available function products and create a list.
Power up your Product R&D teams with our innovative approach to Product Engineering Services (PES). Future growth depends on the transformation of business models, execution process and products to serve evolving customer needs. Developing and launching new offerings leveraging smart connected products, embedded devices, IoT, analytics and telemetry is becoming a more and more critical element of this evolution. Our PES offerings augment Deloitte’s leading consulting capabilities with our deep experience in industry domain, next-gen technology, and embedded engineering capabilities to accelerate product development and launch, enable smart connected products, launch “as-a-service” offerings by leveraging a global engineering talent pool.
Deloitte has acquired substantially all of the assets of Optimal Design Co., a leading product engineering services (PES) company specializing in the innovation and development of smart connected products and internet of things (IoT) devices. Together, Optimal Design’s multi-disciplinary PES talent and Deloitte’s leading-edge capabilities will help clients unlock innovation and achieve their digital transformation goals.
Companies are doing supply chain industrial engineering. Products are being redesigned and processes are being redesigned with the cooperation all supply chain participants and the leadership of the company that is selling the goods or services to the ultimate consumers.
Design-to-Value method is an illustration of supply chain industrial engineering.
Online Education/Training Session on "Effective Industrial Engineering and Productivity Management."
I developed an online education/training session on "Effective Industrial Engineering and Productivity Management." I can present the session in one hour, one and half hour or two-hour long sessions. The sessions will be valuable when company industrial engineers and other engineers and managers attend as a group. Industrial engineers require active cooperation and participation of other engineers and managers in their studies and projects. Hence a common presentation and discussion on effectiveness will be very useful.
Supporting Information.
Effective Industrial Engineering - Some Thoughts by Narayana Rao K.V.S.S.
Effective industrial engineering has to satisfy management about the contribution it made to the organization year after year.
The prime contribution of IE has to be cost reduction through productivity improvement.
Design-to-value (DTV) is an integrated approach to product development that considers multiple perspectives:
What customers want?
What competitors are offering?
What it costs to manufacture and distribute an end product?
As a part of DTV, companies interact with customers and identify the product features that consumers value most, as well as those that generate little market interest. Based on this information, they can redesign their products, adding new features that promote sales while eliminating unnecessary attributes. DTV also evaluates cost elements of products and helps companies optimize efficiency in product design and manufacture by highlighting areas for improvement.
DTV is in application in many companies. The applications are available across multiple industries, including automotive and assembly, high tech, telecom, consumer goods, and electronics.
DTV is a systematic, fact-based approach
During the DTV process, all product development decisions are based on facts— hard data from consumer research, clean-sheet-based cost models, and competitive intelligence from teardowns of products of competitors.
Developing a robust and deep understanding of features that drive value up and quantifying their how much consumers are willing to pay for those product features highlights important product features that need to be added. Conducting “teardowns” of competitors' products to document technical and functional differences provide ideas for reducing costs of providing various features,
Clean sheet modeling, which involves determining the detailed “should cost” for each product and developing strategies to reduce expenses based on that "should cost", by redesigning products or processes or by negotiating differently with suppliers
After doing the three information gathering steps and developing various ideas by involving many experts from various functions, the list of ideas is compiled for further evaluation. In the evaluation process, a list of specific and pragmatic ideas that companies can implement to increase customer value while reducing product costs is arrived at.
By using the DTV methodology, many companies have redesigned and optimized their products and uncovered significant savings—often in unexpected areas.
Across sectors, DTV stimulates growth, improves customer satisfaction, and optimizes brand positioning by keeping the focus on product features that customers value. This results in impressive financial benefits. McKinsey claims that on average, our clients achieved a 10 to 40 percent increase in gross margin and a 10 to 40 percent reduction in product and supply chain cost. DTV also helps increse product preference in the market and helps companies gain additional market share as well.
DTV Resources and Capabilities of McKinsey
McKinsey has invested significant time and resources into DTV over the last decade, and now has many proprietary, cutting-edge assets to assist clients. These include:
A database of 400 should cost sheets that show labor rates, material costs, and machine costs are created by them.
A library of linear performance pricing models to help clients identify when the cost of commodities and standard parts, such as batteries, motors, or raw materials, appears to be excessive
Proprietary software that allows clients to track and manage their innovative product improvement ideas from creation to implementation and financial validation.
It has a pool of over 300 experts and consultants who are trained in DTV techniques, many of whom have deep technical knowledge and several years of industry experience in relevant fields. They lead and facilitate workshops for cross-functional client teams composed of a general manager and staff from marketing, engineering, operations, and other groups.
McKinsey holds workshops at client sites or in one of their global design labs. They can create design labs in client organizations also.
Teardown Value Analysis
The teardown showed that as compared with competitors, the company was “overbuilding” its products significantly and that identical—or even better—product performance was possible at a lower cost if the team was willing to rethink its design approaches (VE opportunity identified).
The environment of low growth and rapid product life cycles, requires from companies products and services that provide the greatest total value to customers (thus get the highest price) and the most attractive economics (profit margins) over the life cycle of the product. Design to value (DTV) is a cross-functional product development and improvement process that achieves these dual objectives by translating top-level strategy (product - market choice) into design choices for products and services as well as the underlying processes in the production facilities of the company and the facilities of the supply chain partners. DTV allows companies to focus their innovation (creation and commercialization) efforts on the features that their customers are willing to pay for and to select cost optimization approaches that will improve and protect long-term profitability.
Boston Consulting Group's Capabilities in DTV
The Boston Consulting Group has developed a flexible and broadly applicable approach to DTV that companies in diverse industries can apply to both new and existing products and services. The approach uses “catalyst events”—workshop sessions in which a team of cross-functional executives, operators and stakeholders apply a robust fact base to generate ideas for designing the best products with minimal complexity and cost. The executives and operators are from engineering, production, procurement, and sales and marketing for these events. This team effort breaks down organizational silos and increasing agreement on strategic priorities across business functions due to information transfer that takes during discussions. Some companies also involve their customers or suppliers in these workshops.
Companies require a unique set of capabilities — which PWC refers to as strategic product value management — to reduce product costs, drive growth, and expand margins. Strategic product value management uses commercial and design levers to provide the discipline and methodology required to manage the product development. It adds significant value early in the process, particularly through two aspects: design to value (DTV) and design to cost (DTC). Design to value entails analyzing what customers need in terms of features, efficacy, or other attributes (i.e., the value proposition of a particular product, including pricing). Design to cost, by contrast, entails analyzing all costs of a particular product and developing rigorous models to reduce those costs at every
possible juncture.
I came to know of this method through a presentation a J & J team on 21 October 2016
Director, Design-to-Value – MRI
GE Healthcare Healthcare Imaging CategorySourcing / Supply Chain Senior Level 11/03/2023 R3740900 Relocation Assistance:Yes Waukesha, Wisconsin, United States Of America
Job Description Summary
The Design-to-Value Director will lead a cross-functional team comprised of engineering, sourcing, supplier quality, and manufacturing engineering, to assess and identify opportunities within existing MRI products and sub-systems to streamline designs, optimize the supply chain, and leverage supplier expertise to deliver total landed cost reduction targets.
This leadership role will drive Variable Cost Productivity (VCP) idea generation, idea activation, project execution, tool development, and process improvement in various focus areas towards the overall VCP goal for the MRI business.
ASSOCIATE DIRECTOR ENGINEERING, DESIGN TO VALUE (DTV) LEADER FOR MECHANICALS AND PACKAGING
About this role
Carrier has an exciting opportunity for a Senior Cost Reduction Manager in our Supply Chain Organization to work at our offices in Atlanta, GA. At Carrier we are aggressively pursuing cost savings and efficiencies through design and platforming. We need a leader who will manage a local and offshore team of analysts and designers working with Carrier engineering teams around the globe to drive Design to Value (DTV) cost savings.
Director of DTV (Design-to-Value) / Value Engineering
Johnson & Johnson, Bridgewater, NJ
Advertisement in October 2016
Job Description
Johnson & Johnson Family of Companies is currently recruiting for a Director of DtV (Design-to-Value) / Value Engineering. This position can be located in Bridgewater, NJ, USA or Zug, Switzerland.
Caring for the world, one person at a time, inspires and unites the people of Johnson & Johnson. We embrace research and science bringing innovative ideas, products and services to advance the health and well-being of people. Employees of the Johnson & Johnson Family of Companies work with partners in health care to touch the lives of over a billion people every day, throughout the world.
The Director DtV / Value Engineering will:
• Lead or Co-Lead DtV product conventions and other DtV project types
• Role-model DtV behavior and cross-functional ways of working
• Create positive financial impact with DtV savings and value creation opportunities
• Follow-up at high level on convention results and selectively further guide or assist segment staff responsible for implementation
• Assist businesses and partner with R&D and commercial in identifying and assessing opportunities and planning a DtV roadmap, with the objective of creating and maintaining a continuous stream of DtV work
• Create showcases on DtV application and further develop our process descriptions and training materials
• Assist in developing the Design-to-Value (DtV) Process and Framework, as an integrated approach to Product Development considering multiple dimensions: Customer, Quality, Cost, Technology, Value Add
• Ensure that the DtV processes are properly documented, provide work instructions which have to be used by the operational/segment teams, indicating in particular the intersection points between the functions with clear R&R; important in the cross functional supply chain environment.
• Be aware of product related trade-offs and make best use of the customer / consumer insights, to ensure DtV improves overall product competitiveness, with proper balance of cost and attractiveness while ensuring quality and regulatory compliance
• Identify and drive leverage DtV opportunities wherever reasonable. Across business, or across segment. Use / integrate centrally managed resources as well, wherever appropriate
Qualifications
• University degree in engineering or scientific field is required, an advanced scientific degree (MS) or MBA is preferred
• Minimum of 10 years of experience in engineering / R&D, manufacturing, product management or supply chain (ideally across multiple functions) is required, as well as broad technical and scientific expertise
• Expertise in understanding Product Development and Design is required
• Understanding the linkages from product development through manufacturing and delivery to the customer is required, deep practical understanding of the linkage between product and process development is required
• Leadership experience in a large scale multi-location operational change program, preferrably DtV / Value Engineering, but possibly also Six Sigma or Lean programs is preferred
• Familiarity with state-of-the art DtV tools, including consumer / marketing related tools is preferred
• Multifunctional background, or proven track record of working easily and achieving results across functional boundaries is required
• Understanding of typical regulatory and quality requirements is preferred
• Ability to create strong relationships across multiple functions and businesses is preferred
• Change management and project management experience is required
• Strong executive presentation skills is required
• Strong analytical and strategic skills with a Bifocal approach - ability to zoom-in/zoom-out for strategic and tactical, high-level and detailed, etc. is required
• Experience in driving broadly based culture change in a train-the-trainer setting is required
2020 Job Notification
Design to Value Manager - Product Supply
Consumer Products Industry Company SC Johnson, Racine, WI, United States
JOB DETAILS – THIS JOB HAS EXPIRED,
Job Description
Position Purpose:
DTV Manager responsible for cost savings discovery and execution. Overall Program Lead or Product Supply Lead on various teardowns. Project Manager or Product Supply Lead for execution of global cost savings initiatives.
Primary Accountabilities:
Provide overall leadership and in-depth knowledge of Supply Chain, Procurement, and Manufacturing in the DTV Teardown process.
Lead and or participate in Teardowns globally to evaluate and assess opportunity in the entire supply chain including suppliers, manufacturing locations and distribution networks.
Work with the team and external partners to convert learning and insights into meaningful actions. Provide perspectives on insights & potential manufacturing impacts, identifying key information gaps, and providing leadership in the development and execution of initial concepts as they relate to consumer value and cost savings.
Collaborate to revise the Teardown Playbook to reflect process improvements throughout the year.
Serve as Project Manager or Product Supply Lead for execution of DTV & Procurement cost savings initiatives.
Work with cross functional partners to define project scope and success criteria.
Develop and maintain project plans and budgets while ensuring project milestones are met.
Provide consistent two way communication between project teams and management.
Ensure alignment with Senior Leadership through regular milestone updates.
Experience/Skills/Knowledge
Independently, and working with others, able to generate new, innovative ideas and related technologies to improve consumer value and reduce costs.
Experience leading cross functional projects against demanding timelines. Microsoft Project experience required.
Demonstrated sense of urgency and decisiveness; takes prompt action to accomplish goals; proactively attempts to influence events rather than passively accept outcomes.
Demonstrated high level of curiosity, creativity, and strong problem solving skills.
Able and willing to transition quickly to different tasks, to shift priorities and modify actions to meet changing job demands at short notice.
Ability to effectively communicate new ideas to audiences ranging from team members to Senior Leadership
Experience working with a global team.
The ideal candidate will have knowledge of multiple areas of Product Supply including production and processing equipment, manufacturing technologies and supply chain.
Competencies
Team Leadership and Development
Strategic Partnership
Supplier Relationship Management
Negotiations and Financial Analysis
Performance Analysis and Improvement
Risk & Opportunity Management
Project Management
Influencing
Qualifications
BS degree in Engineering, Supply Chain, Business, or related field
Minimum of 7 years of Project management experience
Strong knowledge of production processes/technologies like Lean, Six Sigma, Kaizen, OEE, TPM
Proficient computer skills including Word, Excel and PowerPoint, MS Project.
Strong interpersonal and presentation skills
MBA preferred.
