Time-compression Techniques

Trends in Product Development

Increased variety, “mass customization” Increased focus on customer requirementsDecreased product lifecyclesIncreased product complexityDecreased time to marketMore design by suppliers

Shrinking Product Lifetimes

1970’s 1980’s 1990’s

Time to market

Product life

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

CommittedCost

Actual CostCost

Committed Cost

Actual Cost

Concept Design Manufacturing Support

Allocation of Resources

Traditional

WorldClass

Concept Design Manufacturing Support

Traditional

World Class

Distribution of Design Changes

21 12 33 ProductionbeginsMonths

Num

ber o

f Des

ign

Cha

nges

Company 1

90% of Totalchangescomplete

Company 2

Role of Design Engineer

No longer totally responsible for product designResponsible for more than what was traditionally considered “design”Merging of design engineer and manufacturing engineer

Design for Manufacture

Design a product for easy & economical productionConsider manufacturability early in the design phaseIdentify easy-to-manufacture product-design characteristicsUse easy to fabricate & assemble componentsIntegrate product design with process planning

Breaking Down Barriers

The Traditional Product Development Process

Customer requirements(sales and marketing)

Conceptual design(Industrial designers)

Support and Service

Distribution and SalesManufacturing

Detailed designand analysis

(engineering)

Disposal(not our problem)

There are different methods for reducing the product development cycle time…..

Some of them are as follows…

Concurrent EngineeringJust in TimeAgile ManufacturingLean ProductionCollaborative Design

Techniques

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 teamsIntegrates product design & process planningDetails of design more decentralizedNeeds careful scheduling - tasks done in parallel

Concurrent Engineering Teams

Interdisciplinary, cross-functionalIncludes customer, marketing, design, engineering, manufacturing, sales, supportConcurrent engineering teams are physically collocated to promote collaboration

Activity CActivity B

Sequential Vs Concurrent Product Development

Activity A

Time to market

Sequential

Concurrent

CompetitiveAdvantage!

Conventional Collaboration

Communicationface-to-face discussion, memos, telephone, whiteboard, bulletin board, wall charts, etc.

Collaborationmeetings, collocated workgroup

Knowledge managementnotebooks, binders, printed reports, photocopies, drawings, forms, data files

Geographically Distributed Teams

Company A Company B

Geographically Distributed Teams

Transparentglobal network

Enterprise dataand information

Company A Company B

Virtual Collaboration

Communicationfax, telephone, mailemail, discussion groups, shared whiteboard, videoconferencing

Collaborationapplication sharing, shared network workspace (files in shared directories)

Knowledge managementProduct 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.