DESIGN METHODOLOGY Design for Manufacturability Manufacturing before DFM      What DFM Is Not      Comments from Company DFM Surveys Myths and Realities of Product Development Achieving the Lowest Cost      Toyota on When Cost Is Determined      Ultra-Low-Cost Product Development Designing for Low Cost      Design for Cost Approaches           Cost-Based Pricing           Price-Based Costing (Target Costing)           Cost Targets Should Determine Strategy      Cost Metrics and Their Effect on Results      How to Design Very Low Cost Products      Cost Reduction by Change Order Cutting Time-to-Market in Half Roles and Focus      Human Resources Support for Product Development      Job Rotation      Management Role to Support DFM      Management Focus      Successful or Counterproductive Metrics for NPD Resistance to DFM Arbitrary Decisions DFM and Design Time Engineering Change Orders Do It Right the First Time Strategy to Do It Right the First Time Company Benefits of DFM Personal Benefits of DFM Conclusions Notes Concurrent Engineering Resources      Front-Loading at Toyota Ensuring Resource Availability      Prioritization      Prioritizing Product Portfolios      Prioritizing Product Development Projects      Prioritization at Leading Companies           Prioritization at Apple           Product Development Prioritization at HP           Prioritization at Toyota           Product Prioritization for Truck Bodies      Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts      Develop Acceptance Criteria for Unusual Orders      Make Customizations and Configurations More Efficient      The Package Deal      Rationalize Products      Maximize Design Efficiency of Existing Resources      Avoid Product Development Failures      Avoid Supply Chain Distractions      Optimize Product Development Project Scheduling      Ensure Availability of Manufacturing Engineers      Correct Critical Resource Shortages      Invest in Product Development Resources           R&D Investment at Medtronic           R&D Investment at General Electric and Siemens           R&D Investment at Apple           R&D Investment at Samsung Product Portfolio Planning Parallel and Future Projects Designing Products as a Team      The Problems with Phases, Gates, Reviews, and Periodic Meetings      Huddles      Building Many Models and Doing Early Experiments      Manufacturing Participation      Role of Procurement      Team Composition      Team Continuity      Part-Time Participation      Using Outside Expertise      The Value of Diversity      Encouraging Honest Feedback Vendor Partnerships      The Value of Vendor/Partnerships      Vendor/Partnerships Will Result in a Lower Net Cost Because      Vendor Partner Selection      Working with Vendor Partners The Team Leader      The Team Leader at Toyota      The Team Leader at Motorola      Team Leaders and Sponsors at Motorola Co-Location      Effect of Onshoring on Concurrent Engineering      The Project Room (The "Great Room" or Obeya ) Team Membership and Roles      Manufacturing and Service      Tooling Engineers      Purchasing and Vendors      Marketing      Customers      Industrial Designers      Quality and Test      Finance      Regulatory Compliance      Factory Workers      Specialized Talent      Other Projects Outsourcing Engineering      Which Engineering Could Be Outsourced? Product Definition      Understanding Customer Needs      Writing Product Requirements      Consequences of Poor Product Definition      Customer Input      Quality Function Deployment      How QFD Works Notes Designing the Product Design Strategy      Designing around Standard Parts           Sheet Metal           Bar Stock      Consolidation      Off-the-Shelf Parts      Proven Processing      Proven Designs, Parts, and Modules      Arbitrary Decisions      Overconstraints      Tolerances      Minimizing Tolerance Demands      System Integration      Optimizing All Design Strategies      Design Strategy for Electrical Systems      Electrical Connections: Best to Worst      Optimize Use of Flex Layers      Voltage Standardization      DFM for Printed Circuit Boards Importance of Thorough Up-Front Work      Thorough Up-Front Work at Toyota      Thorough Up-Front Work at Motorola      Thorough Up-Front Work at IDEO      Avoid Compromising Up-Front Work           Slow Processes for Sales and Contracts           Rushing NPD for Long-Lead-Time Parts           Rushing NPD for Early Evaluation Units      Early Evaluation Units Optimizing Architecture and System Design      Generic Product Definition      Team Composition and Availability      Product Development Approach      Lessons Learned           Categories of Lessons Learned           Methodologies for Lessons Learned      Raising and Resolving Issues Early           Project Issues           Team Issues           Mitigating Risk           New Technologies           Techniques to Resolve Issues Early           Contingency Plans           Achieving Concurrence before Proceeding       Manual Tasks      Skill and Judgment      Technical or Functional Challenges      Commercialization      Manufacturable Science      Concept/Architecture Design Optimization      Optimizing the Use of CAD in the Concept/Architecture Phase       Concept Simplification      Manufacturing and Supply Chain Strategies Part Design Strategies Design for Everything (DFX)      Function      Cost      Delivery      Quality and Reliability      Ease of Assembly      Ability to Test      Ease of Service and Repair.