DFMA Example

DFX Deployment –
Leveraging Business
to Increase Profitability
Zeev Aharonson, PMP, Partner
Tamar Tal, PMP, Senior Consultant
© Copyright Tefen (IL) Israel Ltd.
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without the express permission of Tefen (IL) Israel Ltd.
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Delivering Performance Excellence
Agenda
What is DFX?
How do we make it happen?
So… How DFX-oriented is your organization?
DFX Examples
Summary
What is DFX?
DFX is a methodology for defining and implementing
A
an ensemble of guidelines, insights and demands
that allows developing a mature and optimal product
DFX = Design for…
Service
Manufacturing
Assembly
Cost
Reliability
1
2
3
Usability
Packaging
Testability
Environment
Transportation
Safety
DFX Benefits
DFX has been shown to improve profitability by increasing
sales, reducing costs of products’ manufacturing, logistics
and maintenance, and by enhancing customers satisfaction
Design for
Usability
Design for
Packaging
Design for
Assembly
DFX = Change of Mind Set
Functional
Needs
Customer
Needs
Business
Needs
Functional
Needs
Customer
Needs
Business
Needs
Focusing only on the Functional needs cause further
expenses of manufacturing, assembly, transportation,
maintenance , etc jeopardizing the products profitability
7
3 Circles of DFX Implementation –
Technical, Managerial, Cultural
Cultural
Management &
Control
Tools & Processes
•
•
•
•
DFX training and coaching
Change leaders facilitation
Managers trainings
DFX culture implementation
• Gate keeper policy
• Management routines
• Measurements and control
mechanisms
• Continuous improvement
processes
• Roles and responsibilities
•
•
•
•
•
Defined DFX Processes
Tight interfaces
DFX checklists
DFX criteria within PLC
DFX Trade Off Tool
8
Problem statement
Globalization
Competition
Customized
products
Challenges
Sophisticated customers with highly focused demands
New product teething problems and unforeseen faults
Dependence on development, manufacturing, integration,
forwarding and transportation suppliers
A myriad of regulations, primarily relating to safety and
environmental regulations
A steep rise in operating
costs of manufacturing, assembly, transportation,
installation, service and maintenance
9
DFX Value to the Company and to the Customers
Easy to
pack and
Ship
User
Friendly
Lower
BOM Cost
Easy to
Test
More
Reliable
Easy to
Manufacture
Easy to
Service
What is DFX?
How do we make it happen?
So… How DFX-oriented is your organization?
DFX Examples
Summary
How is DFX implemented? Tefen’s 10 Steps Approach
5
DFX Change
Management
4
DFX Practice
Teams
1
3
2
DFX Tools
DFX Processes
Management
Commitment
10
9
8
7
6
Continuous
Improvement
DFX Metrics
DFX Trustees &
Facilitators
DFX Pilot
Projects
DFX Roadmap
by Department
12
Management Commitment
 Collaboration between development, operations, service and quality
 Development personnel are no longer the exclusive owners of
product development
 Clear and active commitment on the management’s part, making it
absolutely clear that these are the new rules of the game in this
company
This vital factor underpins the deployment of DFX
and provides the business leverage to increase
company profitability
13
DFX Processes
Interfacing of the DFX processes to the PLC
(Product Life Cycle) processes in the enterprise
Creating integrated engineering processes
across the enterprise
Collaborating with the relevant content experts
from the initial development stages, including
constant feedback
Traceability between the definition of the DFX
requirements and control of their implementation
throughout progress on the development work
Defining informed decision-making processes
based on the weighting of the various DFx aspects
according to cost-benefit considerations
14
DFX Tools
 Checklists are the first and most basic tool required.
This tool helps coordinate expectations between development
personnel and content experts, and encourages the designer to
focus on creating a more DFX-type product.
15
DFX Checklist
#
Checklist /
Guideline
Related Owner
DFX
1
2
Description
Relevant Element
DR
Status
Design must prevent improper mounting of any given component (Pokka-Yoke)
Eliminate tight tolerances
Minimum BOM lines to order, not more than … per module
Module assembly and calibration should not require special training or high
technical skills
Verify the part is secured immediately upon insertion
Define Time to assemble
Define Number of people to remove the part
All ergonomic consideration must be implemented in order to ease manufacturing
capabilities (see SEMI S-8 procedure)
Use off-the-shelf elements, when relevant
Define testable requirements / specifications
CDR
CDR
CDR
CDR
Comply
Comply
Comply
Comply
CDR
CDR
CDR
CDR
Open Issue
Comply
Comply
Not comply
PDR
PDR
N/A
Open Issue
System's Concept
Manufactureable Concept
3
3.1
3.2
3.3
3.4
Checklist
Guideline
Guideline
Checklist
DFMA
DFMA
DFMA
DFMA
3.5
3.6
3.7
3.8
Checklist
Checklist
Checklist
Checklist
DFMA
DFMA
DFMA
DFMA
Mechanics
Mechanics
Mechanics
Mechanics
Optics
Mechanics
Mechanics
Mechanics
Mechanics
3.9 Guideline
3.10 Checklist
4
5
6
7
DFMA
DFMA
Mechanics
Mechanics
8
Requirement
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Manufactureable Design
Technical requirements
Testability
Supply Chain aspects
Access issues Manufacturability
Cables design Manufacturability
16
DFX Tools Cont.
 Trade-off tool, used to make informed decisions based on
parameters, such as the impact on the product price, its
performance, customer satisfaction, time-to-market, etc.
 Templates that define how DFX is presented at DRs, PMRs, etc
These tools are created by the organization, since they
consist of technical and unique knowledge
17
DFX Trade-off Tool
Param
eter
BOM
Cost
TTM
NRE C
le b
a
T
y
r
o
a
s
st
m
t
o
C
m
u
S
Param
Criteria
eter
310%
Param
s
e
n
o
t
ti
e
p
O
r4
30% To
t al Sc
5
d Weights
o
e
n
r
fi
e
e
D
Pre
5
5
Optimal
4.75
1
Option 1
2
1
Option 2
2
3.0
Minimal
9.0
3.0
Weighted
Optimal .6
8
d
0.6
- Weighte
1
n
o
ti
p
O
3.6
d
0.6
- Weighte
Option 2
3.6
d
- Weighte
Minimal
Customer
acsticorn
sfe
SatiD
iption
BO2M
0%Cos
t
NRE C
o
s
5 t
2
5
1
6.0
2.4
6.0
1.2
r
Design fo
ity
il
b
a
e
Servic
r
Design fo
y
it
il
b
a
Reli
15%
10%
5
%
3 10%
25%
3
50%
125%
1030.0%
1.8
1.8
1.2
Total
r
Design fo
bility
ra
tu
Manufac
100%
15%
30.0
5
5
21.3
5
1.5
5
2.5
Optio
n1
8.0
1 Sco
r
e
1
4.5
1.4
2.3
0.9
18.5
4.5 5
4.54
5
4.5
5
4.750.9
30.0
21.6
18.8
8.4
Optio
n2
Score
2
2
2
2
2
18
DFX Practice Teams
Define DFX tools
Content experts –
Providing the
professional
content
Development
representatives –
Approving and
validating the tools
Integrated teams develop an atmosphere of openness and mutual
cooperation, creating agents for change
It is vital that a team charter will be defined for
each team, specifying the team members,
its goals and its main deliverables
19
DFX Change Management
Change management activity is essential for implementing a
company-wide DFX process.
Management commitment
Letter of nomination
Quick wins
Celebrate significant achievements
Creation of project logo
20
DFX Roadmap by Department
Define the stages that each department/discipline must go through.
We recommend preparing a roadmap with the main milestones in the
process, so that the progress of each individual department can be
tracked, any difficulties can be identified and the deployment status of
the overall process can be easily examined
21
DFX Pilot Projects
 Introducing the process in a limited number of pilot projects.
 How to select a pilot project??
Preliminary stage
(concept)
A cooperative
Project Manager
Not too big or
complicated
Significant and
strategic project
A new team is
involved
Significant
logistic or service
aspects
DFx
requirements can
be defined
immediately
No need to go
back
Pilot success is extremely important An unsuccessful pilot could cause a negative reputation for the DFX
process, which would then make it virtually impossible to persuade the
organization to implement the DFX process again
22
DFX Trustees & Facilitators
 We recommend nominating DFX trustees to disseminate the
DFX process in the enterprise.
 These trustees are key representatives from every project or
practice team, who are committed to the process.
23
DFX Metrics
 It is important to look at two types of metrics:
• Ones which indicate the extent of DFX
deployment in the enterprise
• Ones which show the DFX requirements
in the specific project
Project KPIs
Process KPIs
Production CT
% DFx Requirements defined
MTBF
Concurrent Engineering process
BOM Cost
DFx status in DRs
Installation CT
DFx Score
24
What is DFX?
How do we make it happen?
So… How DFX-oriented is your organization?
DFX Examples
Summary
DFX Maturity Survey
26
Tefen DFX maturity model
27
Tefen DFX maturity model Cont.
28
What is DFX?
How do we make it happen?
So… How DFX-oriented is your organization?
DFX Examples
Summary
DFU
DFS
DFMA
30
31
DFMA Principals
 Min. Number of tools
 Short Manufacturing / assembly cycle time
 Max. standard parts
 Easy pass/fail testing
 Mistake proofing
 Loose tolerances
 Max. accessibility
 Smooth feeding and positioning
32
DFMA Example
33
DFMA Example cont.
34
DFMA Example cont.
The IMPACT of DFMA on the former example:
 Less parts to design, document, revise
 Reduced BOM cost, parts to receive, inspect, store, handle
 Less labor and energy to build product
 Less complexity
 Gets into the customer’s hands faster
 Simpler assembly instructions
 Higher quality
 Higher profit margin
 More competitive in the marketplace
35
DFMA Benefits
20% saving in
number of parts
Integrates R&D
with Operations,
Eng. & Production
30% saving in
assembly costs
Encourages
concurrent
engineering
Reduces lead time
Eliminates future
ECO’s and cost
reduction projects
36
DFMA Examples – Reducing no. of parts
37
DFMA Examples – Reducing no. of parts
38
DFMA Examples – Reducing no. of parts
39
DFMA Examples – Reducing no. of parts
40
DFMA Examples – Reducing no. of parts
41
DFMA Examples – Poka Yoka
42
DFMA Examples – Poka Yoka
43
44
DFS
 Additional 5% invested in improving part design can lower
lifetime maintenance costs by 25%
 Products that are easier to service help boost profitability and
lower maintenance and total cost of ownership.
 Higher customer satisfaction and loyalty lets companies build a
strong brand, be more competitive, and grow market share
45
DFS guidelines
 Minimize number of layers of components
 Reduce number of components removed to gain access to a
specific part
 Most likely to fail or need servicing close to the assembly surface
 Develop a modular product structure
 Sub-assemblies may be removed and replaced instead of
individual, embedded components – beware of cost
46
DFS guidelines cont.
 Minimize connections between sub-assemblies
 Minimize complicated to remove and install sub-assemblies
 Use standard components
 Minimize specialist labor
 Easy problem diagnostics
 Common components
 Servicing by a general technician
47
Case Study – DFMA and DFS at DELL (*)
 Background
• Dell Computer Corporation (Round Rock, Texas), the world’s leading
direct computer systems company, has long been recognized as a
provider of easily serviced, readily installed, customized computers.
By 1998, Dell was associated as well with something else—an
explosive growth 2.5 times the industry average.
Instead of adding facilities and people, the company took a lessexpensive route: it redesigned its products to make them easier
and faster to assemble and to service.
(*)
Based on an article in: http://www.dfma.com/news/Dell.htm
48
Case Study – DFMA and DFS at DELL Cont.
 DFMA and DFS Goals
• Create commonality throughout a product line
• Reduce purchased part
-17%
• Reduce mechanical assembly time
-25%
• Reduce screw-type count
-67%
• Reduce screw min/max count
-20%
• Make the product even more service and customer
-25%
friendly by reducing average service time
Dell accomplished all of these goals through Design for
Manufacturing & Assembly (DFMA) and Design for Service (DFS)
49
Case Study – DFMA and DFS at DELL Cont.
 How DFMA and DFS were implemented?
• Membership from a wide range of expertise promotes early design
definition and ensures manufacturability up front in the product
development cycle
• Use of metrics - DFX metrics at Dell measure throughput, time and
cost, and they are defined and implemented through several tools
Reducing assembly steps resulted in increased quality and profit
50
Case Study – DFMA and DFS at DELL Cont.
 Bottom line results
Criteria
Target
Actual
Mechanical assembly time
-25%
-32%
Purchased part count
-17%
-50%
Screw type count
-67%
-67%
Average service time
-25%
-44%
Throughput per hour per square foot
---
+78%
Throughput per hour per direct labor operator
---
+84%
51
52
Usability Guidelines Cont.
Usefulness
 Necessary utilities address the real needs of users.
 Relevance: The information and functions provided to the user should be
relevant to the user's task and context.
Consistency
 Consistency and standards: Follow appropriate standards/conventions for
the platform and the suite of products.
 Real-world conventions: Use commonly understood concepts, terms and
metaphors,
53
Usability Guidelines Cont.
Simplicity
 Simplicity: eliminate unnecessary or irrelevant elements.
 Visibility: Keep the most commonly used options for a task visible
Communication
 Feedback: Provide appropriate, clear, and timely feedback to the user so that
he sees the results of his actions and knows what is going on with the system.
 Sequencing: Organize groups of actions with a beginning, middle, and end, so
that users know where they are and when they are done
 Help and documentation: Ensure that any instructions are concise and
focused on supporting the user's task.
54
Usability Guidelines Cont.
Error Prevention and Handling
 Forgiveness:. Prevent the user from making serious errors whenever
possible, and ask for user confirmation before allowing a potentially
destructive action.
 Error recovery: Provide clear, plain-language messages to describe the
problem and suggest a solution to help users recover from any errors.
 Undo and redo: Provide "emergency exits" to allow users to abandon an
unwanted action.
Efficiency
 Shortcuts: (For frequent use) Allow experienced users to work more quickly
by providing abbreviations, function keys, macros, or other accelerators, and
allowing customization or tailoring of frequent actions.
55
Usability Guidelines Cont.
Workload Reduction
 Supportive automation: Make the user’s work easier, simpler, faster, or
more fun. Automate unwanted workload.
 Reduce memory load: Keep displays brief and simple, consolidate and
summarize data, Do not require the user to remember information.
56
Design for Usability Mistakes
57
Design for Usability Mistakes cont.
Guess what is the little black dot
on the floor?
Either drink or
hear music!
58
Design for Usability Mistakes cont.
Terrible
designs!
59
Design for Usability Mistakes cont.
A smart solution!
60
What is DFX?
How do we make it happen?
So… How DFX-oriented is your organization?
DFX Examples
Summary
The benefits to both the enterprise and the customers
of DFX deployment
For the customers:
 Competitive edge
 Customer satisfaction
 Marketing tool to promote sales
 Environmental protection
For the enterprise:
 Profitability
 Product quality and reliability
 Strengthens the corporate culture
 Collaboration and knowledge retention
 Work interfaces between Development,
Operations and Service
62
Summary

High operating costs can soon outweigh any competitive edge gained.

DFX is therefore becoming an essential part of the development process
in stable and mature enterprises.

In order to implement DFX, attention must be paid to the following issues:
1. Management commitment
2. Change management processes throughout all the layers of the enterprise
Once the DFX is imprinted in the enterprise DNA,
the enterprise and its products work at a different
level of maturity,
ensuring maximized business profits
63
www.tefen.com
Zeev Ahronson, PMP - Partner
[email protected]
054-4238451
Tamar Tal, PMP – Senior Consultant
[email protected]
054-4325883

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