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.