精益产品设计_Lean Design for Product

1、Design for Lean and Six SigmaEnterprise Excellence Series2 2009 Factory Strategies Group LLC. All rights reserved.Disclaimer and Approved UseDisclaimerThis presentation is intended for use in training individuals within an organization. The handouts, tools, and presentations may be customized for ea

2、ch application. THE FILES AND PRESENTATIONS ARE DISTRIBUTED ON AN AS IS BASIS WITHOUT WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED. CopyrightThis presentation is created and copyrighted by Factory Strategies Group LLC. Approved UseEach copy of this presentation can be used throughout a single

3、 Customer location, such as a manufacturing plant. Multiple copies may reside on computers within that location, or on the intranet for that location. Contact us for authorization to use this presentation at multiple locations. The presentation may be customized to satisfy the customers application.

4、 The presentation, or portions or modifications thereof, may not be re-sold or re-distributed without express written permission.Current contact information can be found at: 3Outline Lean Design Key Principles of Lean Design Characteristics of the Toyota Product Development System The Impact of Vari

5、ation Waste in Product Development Optimal Lean Design Team Cycle Time Issues Product Cost Issues Quality Issues Design for Manufacturing Design for Six Sigma Goals Tools Process Design and ISO 9001:2000 (Section by section discussion)4Phase 2ConceptPhase 1Pre-conceptPhase 3ProductDefinitionPhase 4D

6、etailedDesignPhase 5Integration& TestValidationPhase 6Production &OperationCUSTOMERCTQSBUSINESSCTQSTECHNICALCTQSTECHNICALREQUIREMENTSLISTManufacturing ProcessControl Design for Six SigmaProduct Development ProcessLean DesignSupplier RationalizationQuality ImprovementCycle Time and Cost Impro

7、vementLean & Six Sigma Design5What is Lean Design? A structured design approach that Enables Lean Enterprise Delivers customer solutions Minimizes variation that causes waste Optimizes total process and product cost Lean design techniques offer: Faster development of new products Products that c

8、an be ramped up quickly Products that are ready for production Manufacturing can immediately build them efficiently Suppliers can furnish material quickly and reliably6What is Lean Design? A process that generates lots of ideas for new products A process to decide on which ideas to develop A heavywe

9、ight project team to develop and launch the product Lean Design isnt: Confusion over what to develop Senior management interference with the design A process that throws the design over “the wall” to manufacturing Everyone pointing fingers7Key Principles of Lean Design Well-integrated basic elements

10、 of product development Highly skilled and well organized people Processes that minimize waste and maximize the capability of people using them Technologies that enhance the performance of people and processes Customer first philosophy Understand customer defined values Strive to give defined values

11、 to customer8Key Principles of Lean Design Knowledge based organization Learning and continuous improvement as part of job Standardization Skills Design standards Processes/milestones/deliverables Reuse Knowledge/experience Design/design alternatives Parts/configuration9Key Lean Design Concepts Desi

12、gn to Cost The team has a cost target to meet with the design Cost targets often assigned to subassemblies and processes Constant monitoring of product cost by Purchasing and Manufacturing Tradeoff decisions are made on design vs. cost on an ongoing basis Design to Cost also used to select and manag

13、e suppliers Suppliers are expected to meet cost goals, but are also expected to make a profit10Key Lean Design Concepts Engineering Engineering and Production are not considered opposing forces Example: Honda design engineers must work on the factory floor for a period of time Purchasing Suppliers a

14、re true partners Key suppliers are selected to be part of the core team from day one On major projects representatives from the suppliers are co-located with the design team Suppliers and design team are using the same software and design tools Absolute trust must exist between the team and supplier

15、s11Key Lean Design Concepts Manufacturing Selected plant personnel-supervisors, leads, senior operators etc must be part of the design team and co-located There must be a regular routine of taking design information to plant production personnel for their review and input Objective is to have a prod

16、uct that can have a high quality product easily produced in the plant A second objective is for the plant to quickly ramp up to full production with the new product12Key Lean Design Concepts Knowledge Transfer Lean Design companies and teams make special efforts to share data-what has worked, mistak

17、es made, where improvements can be made- on a routine basis Done by of technology-team rooms, websites, etc Done by humans-design conferences and meetings where teams present their findings, lessons learned etc to their peers This cross-pollination of expertise between teams takes time, effort and m

18、oney but has huge benefits when done right Common parts, sub-assemblies, platforms13Key Lean Design Concepts Global Operations A fact of life today is that a great majority of design efforts are now global Product will be designed for the global marketplace Design efforts can be global Suppliers wil

19、l be global Plants will be global All of the issues, problems talked about will be larger and more complex More time and energy will be needed to make the time productive Information systems will be more important The human element-bringing the team together-will become a huge effort of the leadersh

20、ip team Try scheduling a management meeting with leaders in Germany, UK, US and China Try dealing with conflict when your team is in Germany, UK, US and China and India14Toyota Product Development System Focus on business performance Value customers opinion Standardized development milestones Priori

21、tize and Reuse Functional teams Set-based concurrent engineering Supplier involvement Chief engineer system15Toyota Product Development System Focus on business performance Apply technologies that sell cars Gather and incorporate customers opinion along design process Multiple choice system (design/

22、cost trade-offs) Standard development milestones Similar program structure across all vehicle programs Schedule customize by chief engineer No standard development process16Toyota Product Development System Prioritize and Reuse 12% parts = 80% cost and 60% weight High cost parts with low customer vi

23、sibility/value 60-70% of vehicle parts are “common” Toyota Production System principles JIT (Just-in-time) Kaizen (Continuous incremental improvement) Pull system (Tasks based on downstream pull)17Toyota Product Development System Functional teams Evaluated on support for product development Broad E

24、ngineers Highly skilled/core knowledge Limited rotation before 5 years Value learning/knowledge gathering Mentorship/apprentices system Managers responsibility/job function Maintain own lessons-learned books Current company capability (feasibility ranges) Extensive checklist18Toyota Product Developm

25、ent System Set-based concurrent engineering Parallel evaluation of multiple alternatives Impose minimal constraints on design requirement Efficient documentation Small size (equiv. To 8.5” x 11”) Same format Focused discussion meetings Different meetings for different issues/concerns Well-informed a

26、nd prepared with solutions High number of prototypes Allow minute design adjustment for assembly purposes19Toyota Product Development System Supplier involvement in design process Long-term relationships Best ones use set-based engineering Minimal design review once specs are given Responsible for d

27、esign and performance requirement Toyota keeps current on suppliers capabilities Design and mfg capabilities New technology and innovation Work with suppliers to improve suppliers capabilities if needed20Toyota Product Development System Chief engineer system Personally responsible for success/failu

28、re of program Sells new vehicle concept to board of directors Reports back after launch with results and lessons learned Equivalent to General Manager Design and orchestrate all aspects of vehicle development Highly-skilled in one (or more) functional areas 20+ years of experience Respected for expe

29、rtise Small support/staff team (5-15 people) No direct authority over functional teams21The Impact of Variation Variation can be good Provides Competitive Advantage Utilizes Intellectual Property Differentiates Our Product Satisfies Customer Needs But variation is usually bad Misinterpret Customer N

30、eeds Designed in Isolation Adds Hidden Cost Adds Unnecessary Time Introduced Early in the Process Done to Shorten Design Process Done to Resolve Part Issue22Waste in Product Development Why Is Waste Hard to See in Product Development? On a manufacturing floor, waste is easy to see once you know what

31、 youre looking for: excess inventory, extra steps, extra transportation, waiting, defects, excess motion and overproduction. Finding waste in product development is much more challenging because the “product” of new product development is knowledge: knowledge about customers, knowledge about technol

32、ogies and process capabilities integrated into specific knowledge about how to make a product - the product design. All this knowledge is hard to see. Sometimes there are physical manifestations: drawings, reports, slide sets or prototypes. But much of the knowledge, and often the most important kno

33、wledge for value creation, resides in the minds of the individuals engaged in the process. 23Waste in Product Development Common Waste in Product Development Reinvention Lean product development teams appreciate the value of knowledge, and ensure that knowledge is easy to capture, easy to reuse and

34、always used to make decisions. Excess Requirements Lean product development teams recognize that every extra feature or performance enhancement must be designed, produced, maintained and supported and customers pay the price in greater complexity and greater risk of failure. Overloaded Resources Lea

35、n product development teams know that overloading resources makes them slower and less flexible, and that task-switching costs engineers valuable time. Unintegrated Design Lean product development teams strive to understand and then manage their designs as an integrated system, so that they can focu

36、s innovation on areas that improve the market performance of their entire portfolio of products.24Waste in Product Development Common Waste in Product Development, continued Ineffective Risk Management Lean product development teams acknowledge the uncertainty in product development, and develop pla

37、ns to mitigate its impact on the system. Waterfall Development in Departmental Silos Lean product development teams do work when and where it makes the most sense to do it, rather than allowing rigid processes or organizational boundaries to dictate workflow. Unproductive Meetings Lean product devel

38、opment teams value their time, and use good meeting management to spend the time they have together for solving problems or making decisions rather than simply passing on information that could have been emailed.25Waste in Product DevelopmentWaste CategoryExampleImplicationDefective ProductsExcessiv

39、e InventoriesExcessive MotionExcessive ProcessingTransportationWaitingOver Production excessive engineering changes requirements change impact design moving info from one person/group to another projects desired future business work-in-process exceeds capacity partially done work working w/ incomple

40、te requirements not using standard parts and subs extra software features drawing or code errors work does not match customer needs unnecessary items specified too many approvals required too much “paperwork” excessive approvals and controls process monuments task switching on multiple projects work

41、load capacity excessive multi-tasking delays due to reviews/approvals/testing deployment/staffing/workload project sits for next event not cost effective inefficiencies built-in queue time, work-arounds batch processing, no flow ineffective use of skills no decision rules drives rework and inflexibi

42、lity barriers to adding value capacity consumed by rework long lead-time, rework investment not realized queue time drives lead-time no re-use of knowledge drives supply chain variation excessive changes, scrap rework, scrap, warranty26Optimal Lean Design Team Team members are full-time Co-located M

43、embers represent all groups Marketing Sales Engineering Manufacturing Tooling Purchasing Suppliers Quality Customer27Optimal Lean Design Team The project manager is critical Toyota uses the “Chief Engineer” concept Not department managers The PM is totally responsible for the project The PM has the

44、responsibility and authority to make design decisions The PM is hands-on, involved, and makes decisions The PM is not office-bound28Excessive ProductDevelopmentCycle Time 11 Months on Average Why ?Rework Loops From Detailed Design Starting Before Product Reqs. Are DefinedDetailed Design Takes Too Lo

45、ngRequirementsCapture &Lockdown TakesToo Long Why ? Why ?No Processfor RequirementsCaptureLack Reqs.Lockdown DisciplineLack Similar to Product CapabilitiesCapable Resources not AvailableRedesign Rather than Reuse Capable ProductsSupplier Selection Time Delay (6 weeks)Long Lead Time Parts Procure

46、mentDelay (12weeks) Why ? Why ?Cycle Time Issues29Excessive ProductCost2X improvement Required Why ?Low Production Volumes Drive Higher CostsPay Too Much for PartsUnnecessary orDifficult Design Features Drive Higher Costs Why ?No Design For ManufacturingProcess Dont KnowExisting Product Capabilities

47、Redesign Rather than Reuse Capable ProductsDont Know WhatParts Should CostShortage ofQualified Suppliers Why ? Why ?Dont KnowSupplier CapabilitiesToo ManySuppliers for Same Part Types Why ?Product Cost Issues30Quality IssuesProduct Entryinto ServiceProblems Why ?Mechanical Failure of Critical Compon

48、ent &Early Wear-Out of Life Limited Components Failure to Operate in Severe Environments Why ? Operating Environment Exceeded Spec LevelsProduct Designed & Tested to MeetOnly Spec Limits Lack Process for Risk Assessment & Management Reuse of Uncharacterized Components Lack Similar to Pro

49、duct Capabilities Why ? Capable Resources not Available Design Compromised to Meet Schedule & Budget Limited Development Testing (Testing for Success)31Design For Manufacturing (DFM) Designing products for easy & economical production Use recommended parts and strategic suppliers Products ar

50、e designed to be consistent with internal and external process capabilities Modular designs/ease of configurability Concurrent Product and Process Design32DFM keeps an operation manageable Focused set of suppliers and leveraging their capabilities Controlling the number of parts Minimum number of pr

51、ocessesSimplifySimplify-Simplify33Design for Six Sigma What is Design for Six Sigma? A design philosophy of systematic methodology, tools, and techniques which enable us to design products and processes that meet customer expectations and can be produced at the 6 sigma level. DFSS incorporates the V

52、alue Methodology with the DMAIC methodology in a Lean Culture34Design for Six Sigma - Goals Resource Efficient LEAN Capable of very high yields regardless of volume Not affected by process variation; Robust Lead to a “flawless launch” Meets Performance Targets (Quality) Meets Delivery Targets (On Ti

53、me) Meets Financial Targets (Target Cost)35Design for Six Sigma - Tools36Design for Six Sigma - Tools37Design for Six Sigma - Process Identify Customer requirements VE, QFD, CTQ Estimate Baseline Benchmark, Patent search, Product Scorecard, Process Map, Value Stream Map Determine Functional Requirem

54、ents VE, DFMEA Generate, Evaluate, Select Design & Process Concept(s) VE, 3P, TRIZ, Brainstorm Optimize Design and Process Concepts DOE, CAE, FEA, Simulation, Analytical models Verify Design and Process PFMEA, DVP&R, PPAP Maintain the Gains Control Plan, SPC, Kaizen38Design for Six Sigma - P

55、rocess Identify Customer Requirements Customer needs must be addressed in all designs (product & process). Needs must be translated into technical, measurable terms to track improvement / success. CT Matrix provides comparable results as QFD.39Design for Six Sigma - Process Estimate Baseline Pro

56、cess Map Opportunity Count Worksheet Product Scorecard DFSS Worksheet Value Stream Map40Design for Six Sigma - Process Determine Functional Requirements Value Engineering Function Analysis Design FMEA This is the root cause determination step of the problem or opportunity. (High Value 6-Sigma Design

57、)41Design for Six Sigma - Process Generate and Select Concepts Value Engineering VE Production Preparation Process Kaizen 3P Design for Manufacturing / Assembly - DFM/A Brainstorming Or a set a such Techniques42Design for Six Sigma - Process Optimize Concepts Robust Design or Parameter Design Measur

58、e Energy Transformation Optimize Function for Energy Transformation Other 6-Sigma Tools (Improve Phase) DOE, Hypothesis Testing, Regression Analysis,43Design for Six Sigma - Process Verify Design and Process Design Verification DV Process Verification PV DVP&R PPAP44Design for Six Sigma - Proces

59、s Maintain the Gains Estimate Benefits $ Savings or Avoidance Bookshelf Solutions & Potential Solutions Complete Control Phase PFMEA, Control Plan, SPC, etc. Next Project45Design for Six Sigma - Perspective46Design and ISO 9001:2000 ISO 9001: 2000 Standard Sections 7.1 7.3.7 This presentation wi

60、ll cover the intent of the standard. All text in purple is from the standard, the white is from supporting documentation.47ISO 9001:2000 Relevant Sections7 Product Realization7.1 Planning of product realization7.2 Customer-related processes7.2.1 Determination of requirements related to the product7.2.2 Review of requirements related to the product7.2.3 Cus