Design Synthesis: Integrated Product and Manufacturing System Design Graeme Britton Seppo Torvinen Tai ngay!!! Ban co the xoa dong chu nay!!! Design Synthesis: Integrated Product and Manufacturing System Design Design Synthesis: Integrated Product and Manufacturing System Design Graeme Britton Seppo Torvinen Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2014 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S Government works Printed on acid-free paper Version Date: 20130628 International Standard Book Number-13: 978-1-4398-8164-4 (Hardback) This book contains information obtained from authentic and highly regarded sources Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint Except as permitted under U.S Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers For permission to photocopy or use material electronically from this work, please access www.copyright com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400 CCC is a not-for-profit organization that provides licenses and registration for a variety of users For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe Library of Congress Cataloging‑in‑Publication Data Britton, Graeme Arthur Design synthesis : integrated product and manufacturing system design / Graeme Arthur Britton, Seppo Torvinen pages cm Includes bibliographical references and index ISBN 978-1-4398-8164-4 (hardback) Production engineering Textbooks Product design Textbooks I Torvinen, Seppo J II Title III Title: Integrated product and manufacturing system design TS176.B75 2013 670 dc23 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com 2013017993 Contents List of Illustrations xi List of Tables xv Preface xvii Acknowledgements xix The Authors xxi Section I Foundation Introduction What This Book Is About .3 Who This Book Is For Improving Your Learning .5 About Concept Maps Introduction to Global Manufacturing Book Outline 10 Exercises and Problems 13 References 13 Designing System Architectures 15 Introduction 15 Basic Concepts 17 System Philosophy 19 Describing Systems 25 Describing Boundaries 27 Describing Environments 29 Designing System Architectures 31 Verifying System Architectures 31 Exercises and Problems 33 References 34 Product Design 37 Introduction 37 Design as a Personal Activity 39 Inspiration 41 Identification 41 Conceptualisation 42 Exploration/Refinement 43 Definition/Modelling 43 Communication 43 v vi Contents Production 43 Design as a Phase 44 Types of Design Projects 45 Design of Product Architectures 47 Design Standardisation 49 Design and Manufacture 50 Exercises and Problems .54 References 54 Manufacturing System Design 57 Introduction 57 Project Manufacturing 58 Jobbing Manufacturing 61 Batch Manufacturing 61 Mass Manufacturing 62 Part Manufacturing Cells: Group Technology 64 Between Cells 70 Within Cells 71 Assembly and Test Cells 71 Cells 74 Stations 76 Global Manufacturing 76 Exercises and Problems 79 References 79 Section II Context Prologue to Section II 81 References 82 Ethics 83 What Is Morality? 83 Experimentalist Ethics 84 Ethical Aspects of Professional Life 86 Wilful Blindness 89 Ethical Guidelines for the Professional 91 General Ethical Principles (What You Should Do) 91 Moral Virtues (Who You Should Be) 92 Ethics and Values in Business 93 Exercises and Problems 95 References 96 Aesthetic Context 99 Introduction 99 The Nature of Aesthetic Experience 100 Contents vii Aesthetic Function 103 Environmental Aesthetics 106 Aesthetics of Product Design 107 Aesthetic Guidelines for Regenerative Development 109 Exercises and Problems 110 References 110 Social Context 111 An Ecological Perspective 111 Maladaptive Responses to Turbulence 113 Adaptive Responses to Turbulence 115 Social Guidelines for Regenerative Development 117 Exercises and Problems 118 References 118 Technological Context 121 Innovation 121 Limits to Business Development 125 Global Risk Management 127 Technical Guidelines for Regenerative Development 128 Exercises and Problems 129 References 129 Environmental Context 131 Environmental Morality 131 Limits to Growth 132 Nurturing the Environment 135 Environmental Guidelines for Regenerative Development 137 Exercises and Problems 138 References 138 10 Economic and Political Context 141 Introduction 141 Banking and Financial Markets 143 The Capitalist Economy 147 Income Inequality 151 Global Politics 152 Guidelines for Regenerative Development 154 Exercises and Problems 155 References 155 Postscript to Section II 156 The Uniqueness of Moral, Aesthetic and Ecological Experiences 156 An Idealised Design for Regenerative Development 157 Money and Banking 158 The Global Economy 158 viii Contents Inequality 159 The Global Political System (Heinberg 2011, Stiglitz 2007) 159 SMMCs 160 References 160 Section III Synthesis—Technologies 11 Life Cycle Analysis 163 Introduction 163 Development Life Cycles for Industrial and Consumer Products 166 Development Life Cycle for a Manufacturing System 169 Choosing a Life Cycle 170 Intersecting Life Cycles 173 Specifying Life Cycles and Reviews 176 Using Life Cycles for Sustainability Studies 179 Exercises and Problems 180 References 181 12 Product and Manufacturing System Architecture Integration 183 Introduction 183 Product Platforms 183 Modular Product Family Architectures 186 Configuration 191 MPFA Generating Principles 192 The Ideal Manufacturing System 193 Illustrative Modular Design Example 195 Design Integration Process 201 Analysis 201 Conceptual Product Design and Manufacturing Concept 201 Embodiment Design and Preliminary Manufacturing System Design 202 Exercises and Problems 202 References 203 13 Modular Configuration 205 Configuration Matrices 205 Process for Creating Configuration Matrices 209 Configuration Maintenance 211 Case Study: Ponsse 212 The Problem 212 Configuration Matrices Solution 217 Results 219 Exercises and Problems 220 Reference 220 Contents ix Section IV Synthesis—People 14 The Socio-Technical Systems Approach .223 Introduction 223 Substantive Components 223 Open System 225 Two Subsystems: Technological and Social .225 Work Roles 226 Analysing the Technological System 230 Analysing the Social System 232 Designing the Work Relationship Structure 232 Individual Level .234 Group Level 235 Managing the System-Environment Relationship 237 Boundary Management 237 Open Systems Planning 238 Implementing Socio-Technical Systems 238 Project Initiation and Approval 238 System Analysis 241 Design 241 Transition Planning 241 Implementation and Evaluation 242 Exercises and Problems 242 References 242 15 Organising People for Manufacturing 245 Introduction 245 Interactive Planning 247 Mess Formulation 247 Ends Planning 249 Means Planning 251 Resource Planning 251 Implementation and Control of the Means Plan 251 Modern Socio-Technical Work Group Design 252 Organisational Design (Structure) 252 Organisational Design (Vertical Teams) 255 Organisation Design (Horizontal Teams) 258 Dealing with Product Demand Variability 258 Exercises and Problems 260 References 260 16 Organising People for Design 261 Introduction 261 The Design Team 261 Chief Designer 261 Chief Co-Designer 262 Appendix C: Phase and Review Definitions 325 • Design critique documentation • All open design issues closed Deliverables (manufacturing system design): • Environmental plan • Selection or design of the equipment (excluding tools, etc.) • Factory and cell layouts (manufacturing system design configuration baseline) • Detailed throughput time analysis −− Time analysis −− Throughput analysis (production rate) • Detailed maintenance concept • Detailed manufacturing quality plan • Production scheduling and control system design −− Storage and buffer planning −− Item-level definition of material control principles • Labour estimates • Preliminary production ramp-up requirements • Updated manufacturing capital estimate • Preferred supplier list Final Design Review (FDR) Description: The review assesses the completeness and integration of the product and manufacturing system designs to determine whether to proceed to pilot plant trials Membership: • Executive champion (if appropriate) • Project manager • Client • Team leaders • Chief designers • Chief co-designers • Designers • Critics (internal and external): External experts should be used to provide independent critique of the design concept 326 Appendix C: Phase and Review Definitions • Inventors (if appropriate) • One librarian (to record action items) Success criteria: Success criteria include affirmative answers to the ­following exit questions: • Does the current status of the technical effort and design i­ ndicate successful production of the product? • Have the design and manufacturing configuration baselines been updated and documented to enable the next phase to ­proceed with proper configuration management? • Are the risks known and manageable for the next phase to proceed? • Can the project be completed within the proposed timeline and budget? • Are the quality and verification plans adequate for the project to proceed to the next phase? • Have the key product characteristics having the most impact on  system performance, assembly, cost, reliability and safety been identified? • Have the critical manufacturing processes that impact the key product characteristics been identified and their capability to meet design tolerances determined? • Are the sales brochures and marketing information available and suitable to allow marketing to begin? • Has the marketing plan been updated and finalised? Documentation: Record the review panel decision and get all members of the panel to sign off Pilot Trial and Operations Planning Phase Goal: To verify in-plant production on prototype equipment and ­prepare operations planning documents Description: Build and evaluate pilot plant and product prototypes, prepare operations planning documents, carry out a producibility analysis, and design of production tools, jigs, fixtures and the work environment Inputs: • Deliverables from the final design and manufacturing system design phase • Source: Final design and manufacturing system review panel 327 Appendix C: Phase and Review Definitions Tasks and accountabilities matrix: TABLE C.5 Tasks and Accountabilities Matrix for Pilot Trial and Operations Planning Phase Task Project management Quality management Risk management Design management Detailed design of manufacturing cells and design and manufacture of tools, fixtures etc Develop ramp-up schedule and training material Critique Team Role Accountable for the Task Project manager, team leader (manufacturing system) Chief designer (manufacturing system) Team leader and the chief designer for manufacturing system Chief designer and librarian for manufacturing system Chief designer (manufacturing system), client Chief designer (manufacturing system) Critics Useful tools: • Time measurement (stopwatch and work sampling) • samurais • Timescaled Gantt chart • Checklists and templates Deliverables: • Preliminary operations sheets (methods) −− Planning of work content −− Skill chart templates −− Detailed manufacturing instructions • Throughput time Gantt chart −− Final operation sequencing and definition of station-specific work contents (= the rake) • Updated labour estimates • Revised ramp-up schedule • Design and manufacture of prototype lasts and moulds • Design and manufacture of prototype tools and tool systems • Design and manufacture of prototype fixtures, fasteners and jigs • Design of production lasts and moulds • Design and standardisation of production tools and tool systems • Design of production fixtures, fasteners and jigs • Initial mistake proofing (poka-yoke, etc.) 328 Appendix C: Phase and Review Definitions • Working environment design (5S) • Preliminary occupational safety design • Test reports −− Internal −− External • Training material Critical Producibility Review (CPR) Description: The review assesses the producibility of the product, the capability of the manufacturing system to make the product within the design specification and the readiness to proceed to building and installing final production equipment Membership: • Executive champion (if appropriate) • Project manager • Client • Team leader (manufacturing system) • Chief designer (manufacturing system) • Chief co-designer (manufacturing system) • Designers (manufacturing system) • Critics (internal and external): External experts should be used to provide independent critique of the design concept • Inventors (if appropriate) • Librarian (to record action items) Success criteria: Success criteria include affirmative answers to the ­following exit questions: • Have the key product characteristics affecting producibility been identified? • Do the pilot plant trials indicate the manufacturing system has the capability to meet product specifications at full-scale production rates? • Are mistake proofing and safety analyses sufficiently detailed to permit reliable and safe production? • Are the operations planning documents sufficiently detailed to enable the next phase to proceed? 329 Appendix C: Phase and Review Definitions • Have the design and manufacturing production configuration baselines been established and documented to enable the next phase to proceed? • Are the risks known and manageable for the next phase to proceed? • Can the project be completed within the proposed timeline and budget? • Are the quality and critique plans adequate for the project to proceed to the next phase? • Have the production ramp-up requirements and schedule been established? Documentation: Record the review panel decision and get all members of the panel to sign off Build and Install and Ramp-Up Phase Goal: To finalise the manufacturing system design and operation, and ramp-up to full production rates Description: Build and install production equipment, carry out ­production trials, ramp-up to full production rates and prepare the manufacturing system readiness report Inputs: • Deliverables from the pilot plant trials and operations planning phase • Source: Pilot plant trials and operations planning review panel Tasks and accountabilities matrix: TABLE C.6 Tasks and Accountabilities Matrix for Build and Install and Production Trials Phase Task Project management Quality management Risk management Updated product design Updated manufacturing system design, preparation of final operations planning documents Team Role Accountable for the Task Project manager, team leader (manufacturing system) Chief designer (manufacturing system) Team leader and the chief designer for manufacturing system Chief designer (product) Chief designer (manufacturing system), librarian (manufacturing system) (Continued) 330 Appendix C: Phase and Review Definitions TABLE C.6 (Continued) Tasks and Accountabilities Matrix for Build and Install and Production Trials Phase Task Construction and commissioning of a fully operational manufacturing system and preparation of manufacturing system readiness report Critique Team Role Accountable for the Task Project manager, team leader (manufacturing system), chief designer (manufacturing system), client, librarian (manufacturing system) Critics Useful tools: • Time measurement (stopwatch and work sampling) • samurais • Timescaled Gantt chart • Checklists and templates Deliverables: • Updated product design (product production configuration baseline) • Updated manufacturing system design (manufacturing system production configuration baseline) • Fully operational manufacturing system • Finalised operations planning documents • Manufacturing system readiness report Operational Readiness Review (ORR) Description: The review assesses the readiness to make products at full production volume and production cycle target times Membership: • Senior management • Executive champion (if appropriate) • Project manager • Client • Team leader (manufacturing system) • Chief designer (manufacturing system) • Chief co-designer (manufacturing system) • Chief designer (product) Appendix C: Phase and Review Definitions 331 • Designers (manufacturing system) • Critics (internal and external): External experts should be used to provide independent critique of the design concept • Librarian (to record action items) Success criteria: Success criteria include affirmative answers to the ­following exit questions: • Do the production trials indicate the capability of the ­manufacturing system to produce products within specification? • Are the staff sufficiently trained in the new production procedures? • Do the production trials indicate the capability of the manufacturing system to produce at full production rates in a reliable and safe manner? • Have all development issues been closed? • Has all documentation been updated and finalised? Documentation: Record the review panel decision and get all members of the panel to sign off Appendix D: Throughput Lead Time Analysis Throughput lead time is a measure of how long it takes to make one batch of products to be completed under normal factory operating conditions Lead time depends on the manufacturing product structure, the batch size and the normal time to make one batch of the product Throughput lead time analysis is best carried out early in the design ­process while there is still an opportunity to change the design at little extra cost It is aimed at determining whether the product architecture is suitable to meet the delivery lead times expected by customers Lead time analysis will be illustrated by using a wooden table The table construction is depicted in Figure D.1 The manufacturing product structure is shown in Figure D.2 The number of parts and supply v ­ olumes are shown in brackets The wood for the legs and rails is outsourced to a supplier The wood is delivered in 10 m lengths and the lead time is weeks The wood for the tops is also outsourced to another supplier The blanks for the tops are delivered as slabs and the lead time is 21 working days (4 weeks plus day) The machining of the legs, rails and tops takes days Leg assembly takes day, and final assembly with polishing takes days The lead times can be depicted on a lead time Gantt chart (Figure D.3) So far we have only considered manufacture and assembly However, the customer lead time includes order gathering and delivery For batch manufacturing, customer orders are not filled immediately unless a ­ ­deliver-to-order cycle is being used For other cycles, the customer orders are collated over a period in order to reach the minimum batch size number (order gathering) In our example, the time period is week The delivery lead time is week We are now in a position to determine the effects of different customer lead time expectations First, if customers are happy to accept a 7-week lead time, then the tables can be made-to-order and there is no need to carry any final or in-process inventory (assuming no rejects during manufacturing) This situation is shown in Figure D.4; the representation of the lead times is indicated in Table D.1 The longest lead time branch is for the table tops, and this is the critical path, with a total lead time of weeks Now consider what happens if customers demand a 5-week delivery time The cheapest solution to meet this deadline is shown in Figure D.5 The slabs for the table are ordered separately and held in inventory to meet demand This removes the slabs from the order cycle 333 334 Appendix D: Throughput Lead Time Analysis Table top Top support Leg sub-assembly Leg Support rail Bottom support FIGURE D.1 Table construction Table Assembly Support rail (1) Square (10 m) Leg sub-assembly (2) Table top (1) Leg (1) Top support (1) Bottom support (1) Square (10 m) Square (10 m) Square (10 m) FIGURE D.2 Manufacturing product structure Slab 335 Appendix D: Throughput Lead Time Analysis Weeks Supply Slab Make Tops Supply Square Make Legs Make Top Support Make Bottom Support Assemble Leg Sub-Assembly Supply Square Make Rails Assemble Table Assembly Total Lead Time = Weeks Key Supply time Manufacturing time Assembly time FIGURE D.3 Lead time Gantt chart Customer desired delivery time – weeks Total make & deliver lead time weeks Supply, manufacture & assy lead time weeks Manufacture & assy lead time Supply lead time Critical path (longest path) Top Slab Square Gather orders Order date FIGURE D.4 Order cycle for 7-week delivery expectation Delivery lead time Square Leg assy Rails Ex-works date Delivery date 336 Appendix D: Throughput Lead Time Analysis TABLE D.1 Lead Time Representation for Figure D.4 Representation (line style) Activity Delivery Final assembly Leg assembly Top manufacture Rail manufacture Leg manufacture Slab supply Square supply (legs) Square supply (rails) Dotted Solid Dashed Dashed Dashed Solid Solid Dashed Solid Customer desired delivery time – weeks Total make & deliver lead time weeks SMA lead time weeks Supply lead time Slabs ordered for inventory Square Gather orders Square Order date FIGURE D.5 Order cycle for 5-week delivery expectation Manufacture & assy lead time Delivery lead time Top Leg assy Rails Ex-works date Delivery date 337 Appendix D: Throughput Lead Time Analysis weeks weeks week Manufacture & assy lead time Delivery lead time Top Slabs & squares ordered for inventory Gather orders Order date Leg assy Rails Ex-works date Delivery date FIGURE D.6 Minimum lead time for make-to-order The shortest possible lead time for a make-to-order cycle is weeks (Figure  D.6) If customers require shorter lead times, then the remaining options are assemble-to-order and deliver-to-order, both of which result in higher inventory costs Other options available during the design stage to reduce lead time are: • Re-design the manufacturing processes to reduce the batch size • Change suppliers to reduce supply lead time • Re-design the product using different materials Manufacturing and industrial EnginEEring Design Synthesis: Integrated Product and Manufacturing System Design The biggest challenge in any marketplace is uncertainty The major changes taking place in world economies, politics, and demographics have raised market uncertainty to its highest level in the past 50 years However, with new markets opening up in emerging and developing economies, the opportunities have never been better To compete in this challenging atmosphere, product design/redesign and manufacturing must be integrated to produce better quality products faster and cheaper Design Synthesis: Integrated Product and Manufacturing System Design provides a conceptual framework and methodologies to just that The book explains how to integrate innovative product design with the design of a batch manufacturing system It covers the technical and social aspects of integration, presents research and best practices, and embeds integration within a framework of sustainable development It covers the two methods for achieving design synthesis: integration and harmonisation Product, manufacturing system, and social system architectures are integrated (united or combined to form a whole that is greater than the sum of the parts) The concurrent processes to design the architectures are harmonised (made compatible or coincident with one another) Wide in scope, the book supplies a multi-disciplinary perspective and an extensive discussion on how to maintain integrity during the design process The authors present research and practices that are difficult or almost impossible to find They describe the different types of system lifecycles and include guidelines on how to select the appropriate lifecycle for a specific design situation K13843 ISBN-13: 978-1-4398-8164-4 90000 781439 881644