Fifty-First Meeting of the Advanced Manufacturing Forum

Managing the Development and Introduction of New Products and Manufacturing Processes
April 4-5, 2002

Session Highlights

Tony Poletto
Technical Specialist/Program Manager
Xerox Corporation

Managing Concurrent Engineering Projects: A Manufacturing Perspective

The design of a product determines its method of assembly, material, component tolerances, number of adjustments and the type of fabrication tooling to be used. Therefore, the design of a part is the first step in its manufacture and is when the cost of manufacturing is committed. To remain competitive as a world class manufacturer, the design of a product must cover assembly methods, materials, tooling and the capabilities of the site(s) of manufacture at the earliest design phase. The blending of design and manufacturing from "Time Zero" to product launch is defined as Concurrent Engineering. The structure of Concurrent Engineering Teams was discussed as well as a Concurrent Engineering Process to deliver products. The primary focus of this presentation will be from the manufacturing perspective. Manufacturing "Best Practices" or tools was also discussed.

John Osarczuk
Product Manager

Delivering Improved Customer Value through the Product Development Process Using the Design-to-Cost Methodology

CNH is one of the world's leading manufacturers of construction and agricultural equipment. It is dedicated to providing superior customer value in its products and improving its product development processes to increase this value. The Design-to-Cost methodology focuses early product development efforts on identifying design, purchasing, and content savings opportunities through the use of tools such as benchmarking, linear performance pricing, clean-sheet buildup and best-of-best benchmarking. By evaluating these opportunities and established customer-value data, the product development process establishes accurate target costs and content levels earlier in the process. These can then be more effectively managed through the entire product development cycle. Ultimately, this methodology produces cost-effective products that are highly competitive and focused on customer value.

George Valaitis
Manager of Mechanical Engineering

Impact of DFMA on "Time to Market" at MDS SCIEX

George Valaitis of MDS SCIEX discussed how his company responded to the challenge of manufacturing mass spectometers in increasing volumes over successive product generations. Design and manufacturing methods that were satisfactory for low volume production had to be modified. The company responded to the challenge by completely reorganizing its multidisciplinary product design and development process, and by introducing design for manufacture and assembly software to its engineering teams. The results were impressive. Time-to-market dropped dramatically, as did parts count, material costs, and assembly time.

Sarah Wenzel Klunk, Vice President of Operations
Jeff Berthold, Quality/Process Manager
Elumens Corporation

Design For Manufacturability and Quality: The Role of Suppliers

The presenters discussed initiatives that they undertook while at Exide Electronics Large Systems Group (LSG), a manufacturer of Uninterruptible Power Systems (UPS) for critical power protection of data and information systems networks, manufacturing process machinery, and numerous other applications. Ms. Klunk was materials manager and Mr. Berthold was supplier quality engineer. The division's team approach to building supplier partnerships was based on a number of integrated programs including: supplier selection; supplier qualification, part certification; supplier development, feedback and recognition; supplier quality; early supplier involvement; cost reduction; and process enhancements. Building on these supplier programs, the division introduced a 10X quality initiative for introducing a new product. The combination of these efforts yielded significant results including a 94% better defect rate from qualified suppliers versus non-qualified suppliers, an overall purchased component defect reduction of 97%, and a new product introduced that was ten times superior to its predecessor. With these results, the stage was set both internally and with suppliers for introducing future products.

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