Time-compression Techniques
Trends in Product Development
Increased variety, mass customization Increased focus on customer requirements Decreased product lifecycles Increased product complexity Decreased time to market More design by suppliers
Shrinking Product Lifetimes
Pro du ct
Time
life
to ma rket
1970s
1980s
1990s
2000s
2010s
In the Past...
Instructions to supplier: Here are the engineering drawings for a set of brakes. Supplier submits bid, and if accepted makes brakes according to the drawings
Today
Instructions to supplier: Design a set of brakes that can stop a 2200 pound car from 60 miles per hour in 200 feet ten times in succession without fading. The brakes should fit into a space 6 x 8 x 10 at the end of each axle and be delivered to the assembly plant for $40 a set. Supplier submits design specifications and prepares a prototype for testing.
Committed Vs. Actual Cost
Committed Committed Cost Cost Cost Actual Cost Actual Cost
Concept
Design
Manufacturing
Support
Allocation of Resources
Traditional Traditional World World Class Class
Concept
Design
Manufacturing
Support
Distribution of Design Changes
Number of Design Changes Company 1 Company 2
90% of Total changes complete 21 12 Months 3
Production begins
Role of Design Engineer
No longer totally responsible for product design Responsible for more than what was traditionally considered design Merging of design engineer and manufacturing engineer
Design for Manufacture
Design a product for easy & economical production Consider manufacturability early in the design phase Identify easy-to-manufacture product-design characteristics Use easy to fabricate & assemble components Integrate product design with process planning
Breaking Down Barriers
The Traditional Product Development Process
Detailed design and analysis (engineering)
Customer requirements (sales and marketing)
Conceptual design (Industrial designers)
Manufacturing
Distribution and Sales
Support and Service
Disposal (not our problem)
Techniques
There are different methods for reducing the product development cycle time.. Some of them are as follows Concurrent Engineering Just in Time Agile Manufacturing Lean Production Collaborative Design
Concurrent Engineering
Concurrent Engineering also known as Simultaneous Engineering is a approach of doing all the activities at the same time as far as possible. It is the unison of all the factors of the product development and life cycles to minimize modifications in the prototype. To decrease the design iterations performed during product design.
Concurrent Engineering
Simultaneous decision-making by design teams Integrates product design & process planning Details of design more decentralized Needs careful scheduling - tasks done in parallel
Concurrent Engineering Teams
Interdisciplinary, crossfunctional Includes customer, marketing, design, engineering, manufacturing, sales, support Concurrent engineering teams are physically collocated to promote collaboration
Sequential Vs Concurrent Product Development
Activity A Sequential Activity B Activity C Time to market
Concurrent Competitive Advantage!
Conventional Collaboration
Communication face-to-face discussion, memos, telephone, whiteboard, bulletin board, wall charts, etc. Collaboration meetings, collocated workgroup Knowledge management notebooks, binders, printed reports, photocopies, drawings, forms, data files
Geographically Distributed Teams
Company A
Company B
Geographically Distributed Teams
Enterprise data and information
Transparent global network
Company A
Company B
Virtual Collaboration
Communication fax, telephone, mail email, discussion groups, shared whiteboard, videoconferencing Collaboration application sharing, shared network workspace (files in shared directories) Knowledge management Product data management system, document management system, distributed databases
Collaborative Designs
Shifting away from deep bureaucratic management structures to participate management and democratic approach. Creating the necessary infrastructures and encouraging the best environments for highly effective team collaboration among the Geographically distributed product development teams.
Just in Time
Just in Time (JIT) production systems were developed in Japan to minimize inventories. The ideal just-in time production system produces and delivers exactly the required number of each component to the downstream operation in the manufacturing sequence just at the time when that component is needed. JIT discipline can be applied not only to production operations but also to supplier delivery operations as well.
Agile Manufacturing
Agile manufacturing can be defined as an enterprise level manufacturing strategy of introducing new products into rapidly changing markets. An organizational ability to thrive in a competitive environment characterized by continuous and sometime unforeseen change.
Lean Production
As doing more and more with less and less human effort, less equipment, less time, and less space- while coming closer and closer to providing customers with exactly what they want. Adaptation of mass production in which workers and work cells are made more flexible and efficient by adopting methods that reduce waste in all forms.
Lean Production.
Based on four principles Minimize waste Perfect first - time quality Flexible production lines Continuous improvement
Minimize waste
Waste forms can be as listed below. Production of defective parts Production of more than the number of items needed Unnecessary inventories Unnecessary processing steps Unnecessary movement of people Unnecessary transport of materials Workers waiting
Perfect first - time quality
In lean production, by contrast, perfect quality is required. The just in time delivery discipline used in lean production necessitates a zero defects level in parts quality, because if the part delivered to the downstream workstation is defective, production stops.
