By Don P. Clausing
This e-book provides a step by step development software that unites the world's most sensible expertise improvement and administration practices with the ability of concurrent engineering, more advantageous caliber functionality deployment, and Taguchi's approach of caliber engineering. The result--a pioneering finished method for overall caliber product improvement. This booklet exhibits how you can: Create better product type; increase company flexibility; lessen transform; reduce pseudocreativity; construct workforce consensus and dedication; improve dominant suggestions and strong designs; layout for manufacturability and maintainability; and get rid of the ten money Drains that plague conventional product improvement
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Extra info for Total quality development : a step-by-step guide to world-class concurrent engineering
Sample text
Create concept. Fundamental engineering 2. 3. 4. 5. 6. Will it work? Can it be made? Satisfy customer needs? Consistently? Profitable? Fundamental engineering Basic concurrent engineering EQFD Robust design Strategy Efficient and Coordinated? Efficient process—clarity Cooperation—unity ponent of total quality development. Those aspects of strategy that are most relevant to product development are described in Chapter 8. The management of product development to make it efficient and coordi nated is described in Chapter 9.
Product realization is another term for total development. Let us define the traditional product development process as that which was dominant in the 1950s and 1960s, and which remained in widespread use in the early 1990s. Often it is little more than partial design, structured for complex products by phased program plan ning, and encumbered with a management bureaucracy that adds insuffi cient value. With respect to the shortcomings of the traditional process, the findings of the MIT Commission are consistent with a large body of other literature.
It may seem a small difference whether two people are members of the PDT or, alternatively, are assigned to the same project but remain in sep arate organizations, but that difference is critical. If the two people are not members of the same PDT, the probability is greatly increased that some of the 10 principles will be violated, with a very detrimental effect on the development program. When an individual's primary allegiance is to a cloistered group of functional specialists, the performance within the specialty may be elegant, but there is usually inadequate benefit to the overall development program.