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
P r o d u c t l i f e
T im e t o m a r ke t
1970’s
1980’s
1990’s
2000’s
2010’s
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 Actual Cost Cost
Concept
Design
Manufacturing
Support
Allocation of Resources
Traditional Traditional World World Class Class
Concept
Design
Manufacturing
Support
Distribution of Design Changes s e g n a h C n g i s e D f o r e b m u N
Company 1 Company 2
90% of Total changes complete 21
12 Months
3
Production begins
3
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
Customer requirements (sales and marketing)
Conceptual design (Industrial designers)
Detailed design and analysis (engineering)
Manufacturing
Distribution and Sales
Support and Service
Disposal (not our problem)
Techniques There are diff erent m et hods f or r educing t he pr oduct developm ent cycle t im e…..
Som e of t hem are as f ollow s… Concurr ent Engi neer ing Just in Tim e Agile Manu f act ur ing Lean Pr oduct ion Coll abor at ive Design
Concurrent Engineering Concurrent Engineering also known as Simultaneous Engineering is a approach of doing all t he act ivit ies at t he sam e t im e as f ar as possible. I t is t he unison of all t he fact ors of t he product development and life cycles to minimize m odificat ions in t he prot ot ype. To decrease the design iterations performed dur ing pr oduct 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 m a n a g e m e n t a n d d e m o cr a t i c a p p r o a ch . Creating the necessary infrastructures and encouraging the best environments for highly effective team collaboration among the Geographically distributed product d e v e l o p m e n t t e a m s.
Just in Time Just in Tim e ( JI T) product ion syst em s developed in Japan t o m ini m ize inv ent ori es.
w er e
The ideal just-in time production system produces and delivers exactly the required number of each component to the downstream operation in the m anuf act uring sequence j ust at t he t im e w hen t hat com ponent is needed. JI T discipli ne can be applied not only t o pr oduct ion operations but also to supplier delivery operations as w ell.
Agile Manufacturing Agile manufacturing can be defined as an enterprise level manufacturing strategy of introducing new products into rapidly changing markets. An organizat ional abilit y t o t hrive in a compet it ive environment characterized by continuous and som et im e un f oreseen change.
Lean Production As doing “ more and more with less and less human effort, less equipment, less time, and less space- w hile com ing closer and closer t o providing cust om ers w it h exact ly w hat t hey w ant ” . Adaptation of mass production in which workers and w ork cells are m ade m ore fl ex ible and eff icient by adopting methods that reduce waste in all forms.
Lean Production…. Based on f our pr in cipl es…
•Minim ize w ast e •Perfect first - t ime qualit y •Flexibl e product ion l ines •Cont inu ous im pr ovem ent
Minimize waste Wast e for m s can be as list ed below …. Product ion of def ect ive part s Product ion of m ore t han t he num ber of it em s needed Unn ecessary in vent ories Unn ecessary pr ocessin g st eps Unn ecessary m ovem ent of people Unnecessar y t r ansport of m at er ials Workers w ait ing
Perfect first - time quality I n lean product ion, by cont r ast , perf ect qualit y is required. The just in time delivery discipline used in lean pr oduct ion n ecessit at es a zer o def ect s level in par t s quality, because if the part delivered to the downstream workstation is defective, production stops.
