MTC Handbook Scenarios 1 & 3

8. Levering benefit from operational efficiency

8.2 Embedding use of practical problem solving tools
The use of problem solving techniques provides a way in which operational
and strategic challenges can be considered in a systematic and consistent way
throughout the business. The tools target understanding of the root cause of
problems and identification of solutions.

Drivers
Organisations continually face the challenge of addressing business issues and
problems. Effective, embedded use of problem solving tools in a systematic way
ensures that solutions are practical, prioritised and successfully implemented.
To successfully embed systematic and consistent use of problem solving tools a
business needs to;
  convince employees and managers of the benefits
  provide resources – both time and money
  equip team leaders and facilitators with the necessary skills
  allow time to analyse problems and find solutions
  provide consistent and continued management support
Summary approach
It is important that the approach to problem solving is agreed and supported by the
management team and is understood by the broader workforce, set in the context of
the need to improve operations and performance.

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Restraining forces Force eld
(negative) analysis

proMcaensasegse
custFoocmuesrson Driving forces
Review you’KrneogwoiwnhgereMIND MAPBuild energy (positives)
ANALYSIS

mBoedaelrole Strengths Weaknesses
SWOT

Opportunites Threats

Fig 8.2.1: Problem solving cycle and selection of commonly used tools

8. Levering benefit from operational efficiency Page 251

8. Levering benefit from operational efficiency

5Y’s is a simple technique used to analyse the root cause of problems STEP 1 Ask why?
STEP 2 Ask why?
WHY? Why is there a high component reject rate? STEP 3 Continue until root
Because the surface is stained cause is identi ed allowing
the problem to be tackled
WHY? Why is the surface stained? and removed - (maybe
Because there is excess oil in the cutting machine be more or less than 5Y’s)

WHY? Why is there excess oil in the cutting machine?
Because it is clogging as it is months since the machine has been cleaned

WHY? Why is it so long since it was cleaned?
Because we only service after breakdowns, not on a preventative basis

WHY? Why do we only service machines after breakdowns?
Because maintenance say it’s cheaper (but what about reject and rework costs)

Manpower Material The shbone is used to identify and

Training Strength Thermal expansion group all possible causes associated
Process knowledge Overtime with a particular problem

Machinability STEP 1 Select problem
STEP 2 Brainstorm
Cause and e ect diagram Part dimesional STEP 3 Draw shbone diagram
quality STEP 4 Establish cause categories
STEP 5 Allocate causes
Parameters Rigidity Positioning accuracy STEP 6 Analyse for root causes
Holding xture Coolant STEP 7 Test for reality

Repeatability

Method Machine

Priority grid is used to aid decision of which solutions to adopt STEP 1 Brainstorm options
STEP 2 Rate pay-o
High pay-o Increase STEP 3 Rate ease of application
advertising STEP 4 Place options in grid
Develop new STEP 5 Best options-top right corner
product range STEP 6 Test for reality

Improve services Issue research Issue:
to customers nding about Declining market share
competitors Options chosen
Launch in SHORT TERM Increase advertising
Europe LONG TERM Steps to improve

Di cult Easy customer service

Relaunch products Discount
in new packaging prices

Low pay-o

Fig 8.2.2: Commonly used problem solving tools

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8. Levering benefit from operational efficiency

To embed problem solving techniques, the key steps shown below should
be followed;

Understand Identify Develop a Provide Support and
the business improvement problem training encourage
challenges leaders and solving toolkit
teams
facilitators

It is important to understand the business environment and challenges so that the
most appropriate problem solving tools and techniques are selected. Training for
both team leaders and facilitators needs to be provided and ongoing management
support and encouragement given.

Benefits

Embedding problem solving tools and techniques into the business will change the
way in which problems are viewed and solutions identified. It will;
  build problem solving skills into the business
  ensure problems are considered in a systematic way
  identify solutions which will be implemented
  deliver financial, productivity and employee engagement benefits

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“ T he industry-based, practical experience of the MTC engineer, Steve
Broadhurst, with root cause analysis and other problem solving tools, has been
extremely useful to Harris RCS. We wanted to improve our set-up times so Steve
undertook observation, analysis and discussion with relevant personnel.
His findings identified that some processes needed cleansing, some were
not being followed correctly and as a result new procedures are to be
implemented. We believe these will positively impact our set-up times.
The input from the MTC has given us confidence to build our future problem
”solving and continuous improvement initiatives on a firm foundation.
Deborah Walters, Company Secretary

Harris RCS is a CNC sub-contract precision machining company based in Coventry.
It serves a variety of customers from aviation, defence, automotive, electronic and
commercial industries.

See also: 5d.1
Virtual engineering as a problem solving tool 6b.3
Feasibility study - problem solution generation

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8.3 Embedding use of standard work
Standard work methods (sometimes called standard operating procedures or
standard work instructions) are required in order to eliminate variation and
instability from manufacturing processes. They bring consistency and discipline
to operations.

Drivers

All significant process steps need to be carried out in the most cost effective way,
using a combination of best practice approach, tools and techniques to achieve
reliable and consistent outputs.

A business needs to consider embedding standard work where;
  process problems result from the way work is carried out
  employees carry out process steps in different ways
  fault finding and problem resolution is very difficult
  product quality is variable depending on operator
  output levels are variable from shift to shift
  working methods and standards are not fixed

This variation can be eliminated through the effective application of standard work.
The adoption of standard working practices requires a culture change across a
manufacturing organisation. It needs to be embedded within the main processes and
practices of the business.

Summary approach

Firstly, identify the key processes and list process steps for standardisation. Typically, a
small team is set up and trained in the principles of standard work. This team identifies
the process and lists all activities, materials, tools and equipment to be used.

Identify key Set up team Analyse Develop Review and
processes and record activities standard extend to
and steps activities and identify work for other areas
improvements processes

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8. Levering benefit from operational efficiency

The team then analyses these, and identifies and implements any improvements
required. An agreed best practice standard work method is documented. This needs
to be implemented and reviewed. It is most important that a process to update and
improve the standard work methods is also developed, communicated and used. It
is equally important that new employees are trained on standard work methods, and
existing employees regularly refreshed.

Benefits
The benefits derived from the embedding of standard work in a manufacturing
business include;
  reduced waste, costs and duplication of effort
  consistent processes and process operations
  more effective operational processes

Fig 8.3.1: Studying the process steps is key to developing standard work
machining of HT alloy at Arrowsmith Engineering

Case study:
Arrowsmith Engineering, based in Coventry, manufactures bespoke components for
aerospace clients.
The company needed to develop new thread-rolling processes - a difficult cold forming
process producing smooth and precise threads.
MTC engineers worked closely alongside Arrowsmith’s own team reviewing the whole
thread-rolling process from start to finish to develop precision-controlled production
techniques. The techniques developed keep quality high and manufacturing
costs down. The process steps and details were captured in a set of standard operating
procedures for engineers and machinists. These will now be used for training.

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“Arrowsmith now has a workforce with a higher skill level and a better understanding
of the process and the effects of variables. We are continuing to work with the MTC to
agree how to best embed those standard operations so agreed best practice is used
consistently – every time, by everyone.”
Jason Aldridge, managing director, Arrowsmith Engineering

See also: 4.1
Change management

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8.4 Embedding multi-skilling on key skills
Manufacturing businesses need to make the best use of all employees,
particularly those in key roles. It is important that a broad range of key skills is
maintained within the company, enabling employees to undertake a number
of important tasks.

Drivers

The main drivers behind the need to embed multi-skilling include;
  maintaining scarce resources for key processes and roles
  a need for flexible, responsive processes and resources
  a requirement to demonstrate competency on key tasks
  a need to operate in a lean and effective manner
  a need to comply with regulatory and statutory requirements

In general, all employees should be flexible, fully trained and competent in carrying
out their day to day activities. Successful multi-skilling allows flexible reallocation of
resources as customer and market demands change.

Summary approach

Multi-skilling needs to be shown in a structured manner. Firstly, the processes to be
carried out need to be identified along with the key tasks and skills required.

Identify Carry out Identify Carry out Update
process training training training and curricula
requirements needs analysis curricula and verification and repeat
competency verification

A training needs analysis is required. This will identify current skills, the training
curricula and the competency framework required. The training is then scheduled –
usually in a phased manner – and delivered. The skills need to be verified.

8. Levering benefit from operational efficiency Page 258

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Skills matrix Enter Date
last updated: Enter Name

By:

Milling
TBCGruoiNrrinCnindingngg
CMM
Plan
Alex tba
Barry
Colin tba
Dennis
Eleanor T
Fiachra tba
George tba
Hassan
Imran
Joy
Kuldip

Leonard TTTTT
Mohammed TTTTT
Nighat
T

KEY T Fully trained and can train others Fully trained

Training in progress tba Training to be arranged
(requires supervision)

Fig 8.4.1: Example of a skills and competencies matrix as used by many organisations

It is important that a regular review process is in place. Systems to ensure the
inclusion of new employees, new processes and new tasks within the multi-skilling
competency framework need to be agreed and implemented.

Benefits

Embedding multi–skilling of key skills benefits a company by delivering;
  more effective, efficient and motivated employees
  flexible employees who can undertake a range of key tasks
  compliance with regulatory and statutory frameworks
  less waste and fewer operational problems
  a more efficient and competitive organisation

8. Levering benefit from operational efficiency Page 259

Page 260

9. Design for new technology or process

Introduction
To compete in an ever changing market a business needs to gain and retain
competitive advantage. It can do this by producing products which both meet
customer needs, and are manufactured quicker, better and more cost effectively than
those of competitors.
The value accelerators in chapter 6 of this handbook describe how the adoption of
new technology can help a business change its processes to manufacture better,
quicker and cheaper.
The value accelerators in this chapter describe tools and techniques to support the
redesign of existing products, or the development of new products. Used effectively
these tools inform technology and process choice and ensure the benefits of the
adopted technology are optimised.
Maximum benefit is obtained when product and manufacturing processes are
developed in parallel. This delivers production efficiencies and reduces the time it
takes to get new product to market, or to redesign an existing product.
A business will benefit from working with an impartial, expert partner experienced
in both state of the art design tools and techniques, and the latest technologies and
manufacturing processes available.

9. Design for new technology or process Page 261

Page 262

Chapter 9a

Design for process

Introduction
  9a.1 Design for manufacture
  9a.2 Design for cost reduction
  9a.3 Parametric design
  9a.4 Virtual design review
  9a.5 Design for net shape – skill transfer
  9a.6 Design for additive manufacture – skill transfer

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9. Design for new technology or process

9a. Design for process

Introduction

Design is a systematic approach to produce components, products, processes and
systems. It is iterative and multi-disciplinary. It takes into account aspects such as
design for X (DfX), design for manufacture (DfM), quality, process, material, and cost.
Design principles encompass the whole product lifecycle.

Ask:
Identity the needs

and constraints

Improve: Research the
Redesign as needed problem

ENGINEERING Imagine:
Develop possible
Design Process
solutions
Test and evaluate
prototype

Create: Plan:
Build a Select a
prototype promising
solution

Fig 9a.1: The engineering design process

The goal is a product that profitably meets the desired performance specification,
within the desired timescale.

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9a. Design for process

DfX is a concurrent engineering approach and design for excellence tool.
It encompasses a collection of design guides to improve the final product.

Design for Design for
Assembly Inspectability

Combine parts where possible Design for User
Incorporate features allowing
Design for
ease of manufacture Manufacture
Design for ease of dis-assembly
Design for Design for
Maintenance Recyclability

Design for X - Design Trade-Off
Fig 9a.2: DfX methods apply a structured but weighted methodology to ensure the best solution
compromise is achieved

Its final phase is production planning and testing the product for qualification.
Only then is the design finalised.

For further reading on DfX see:
“Design for X: Concurrent engineering imperatives.’’
Charles M. Eastman, published by Springer; 1996 edition (4 Oct. 2013),
ISBN-10: 0412787504, ISBN-13: 978-0412787508

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9a. Design for process

9a.1 Design for manufacture
Effective design for manufacture (DfM) gives a significant commercial lead by
minimising the time to market and maximising right first time.
Designing with manufacturing in mind reduces the number of redesign cycles.
Advantage is achieved by the elimination of unviable geometries and excessive
part count. Estimates suggest a reduction in costs of up to 30 per cent.

Drivers
The standardisation of components offers a more interchangeable and flexible
product line up at lower cost. A reduction in part count and assembly costs comes
from the elimination of unnecessary production steps and non-vital (cosmetic)
features.
The MTC recommends a business use DfM, taking expert advice on the alternative
manufacturing options available, as soon as possible in any product or propotype
design to reduce costly prototype re-build stages.
Effective design for manufacture, supported by expert input on both the techniques
and the manufacturing options available, can;
  provide an overview for standardisation of components
  provide an overview for lowering component costs
  provide an overview for reduction of part count and assembly
  demonstrate potential productivity and efficiency benefits

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9a. Design for process

Summary approach

Identify; capturing the full requirements to define the brief, underpins effective DfM.
Constraints and production methods must also be identified. Thereafter, conduct
functional analysis of preliminary designs.

Generate; brainstorm ideas and develop concepts around the design brief to
generate potential designs, plus solutions and production methods. It is at this stage
that bringing in external expertise ensures a business collects and benefits from
knowledge of all alternative manufacturing and technology options available.

Identify Generate Develop Evaluate Test
ideas concepts

Evaluate; evaluate optimised designs against specification. Are they fit for purpose?

Test; test against initial specification to validate fitness for purpose.

The evaluation and testing stages may use simulation tools or physical prototypes.

Benefits

Effective DfM, supported by external expertise to ensure all manufacturing options
are assessed, optimises design specification, by using the different manufacturing
methods and technologies available. It;
  reduces cost of product development programmes
  enables faster time to market
  enables more innovative design solutions
  means fewer engineering design changes
  reduces overall life cycle costs
  increases quality and efficiency

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9a. Design for process

“ Involving the MTC in our design for manufacture process through a
collaborative project brought additional expertise and experience to the
table, enabling design optimisation opportunities to be implemented.
Further involving the MTC in the development of our supply chain aided us
to identify a potential road map to production in a sector not used to high
volumes. This project helped us to identify new options that took us towards
”better solutions.
Nick Owen, Chief Technology Officer
Dearman Engine Company Ltd
Web link http://www.dearman.co.uk/#!transport-refrigeration/c1as0

For further reading on DfM see:
Product design for manufacture and assembly.
Geoffrey Boothroyd, published by CRC Press; 3 edition (14 Dec. 2010),
ISBN-10: 1420089277, ISBN-13: 978-1420089271

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9a. Design for process

9a.2 Design for cost reduction
Effective design for cost reduction makes best use of resources and energy.
It provides capability as well as a technological advantage by providing up to a
30 per cent increase in productivity. Production and assembly are simplified by
reducing the part count. Reducing the complexity of the products also means
quality improvements.

Drivers
Effective design for cost reduction reduces waste. It shortens cycle times and
eliminates over processing. Reduction in part count minimises inventory and work
in progress. It improves productivity and cost effectiveness. Effective design for cost
reduction, supported by expert input on both the techniques and the manufacturing
options available, can;
  identify alternative manufacturing technologies and techniques
  reduce waste
  shorten cycle times
  improve productivity

Summary approach
(This is almost identical to the approach in design for manufacture).
Identify; capturing full requirements to define the brief underpins effective design for
cost reduction. Constraints and production methods must also be identified.
Generate; brainstorm ideas and develop concepts around the design brief to generate
potential designs, plus solutions and production methods. There is the need to assess
a range of alternative manufacturing processes in order to optimise product costs.
It is at this stage that bringing in external expertise ensures a business collects and
benefits from knowledge of all alternative manufacturing and technology
options available.

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9a. Design for process

Thereafter, conduct functional analysis of preliminary designs.

Identify Generate Develop Evaluate Test

Evaluate; evaluate optimised designs, against specification. Are they fit for purpose?
Do they reduce the cost?

Test; test against initial specification to validate fitness for purpose and cost reduction.

The evaluation and testing stages may use simulation tools or physical prototypes.

Benefits

Effective design for cost reduction, supported by external expertise to ensure
all manufacturing options are assessed, streamlines the design to use optimal
geometries. This reduces processing costs, increases quality and improves
productivity. It offers;
  reduced operational costs
  reduced work in progress
  increased efficiency of technology use
  reduction of associated costs – for example, energy
  lower overall life cycle costs

For further reading on design for cost reduction see:
“P rocess selection: from design to manufacture .’’
K.G. Swift, published by CRC Press; 3 edition (14 Dec. 2010), ISBN-10: 1420089277,
ISBN-13: 978-1420089271

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9a. Design for process

9a.3 Parametric design
Parametric design allows the cost effective design of multiple variants within a
comparable product range. It provides competitive advantage by offering product
variation based on market needs, with little increase in manufacturing complexity.
It delivers new products to customers quickly and cheaply.

Drivers

Where products have common features, parametric design offers bespoke variations
without increasing manufacturing complexity. It allows a quick response to customer
required variation while avoiding starting afresh, as well as;
  reducing design lead time and cost
  eliminating over-engineering
Where a business lacks the skills to effectively deploy parametric tools and techniques,
external expertise can be brought in to support the in-house design team.

Summary approach

Scoping; scope out the existing product range for variations, potential commonality
and potential saving.

Baselining; establish the baseline by capturing all relevant constraints. Baseline a
master model that encapsulates all design rules

Requirements capture; capture all design rules based on customer specifications.
Also capture all related constraints.

Scope Baseline Capture Model Test and
requirements evaluate

Modelling; model the potential parametric variations for downselection. Hand over
the parametric solution together with assessment of savings.

Testing and evaluation; test and demonstrate solutions either virtually or physically
through prototyping.

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9a. Design for process

Benefits

Effective parametric design can significantly reduce design lead times for product
variations. Estimates suggest design time falls by a minimum of 20 per cent. It allows
cost effective customisation in order to offer variety to customers. It also;
  provides for manufacturing agility
  uses existing equipment resulting in low investment costs
  gives a faster route to market for product variations
  reduces production lead time

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9a. Design for process

9a.4 Virtual design review
Virtual design review (VDR) enables manufacturers and engineers to respond
quickly and cost effectively. It allows a swift response to new manufacturing or
product design challenges in a collaborative way. Often physical prototyping is not
suitable due to lead times or geometric constraints.

Drivers

VDR is a new product development (NPD) tool to get the product right first time. It
enables the product to be visualised and experienced before it is physically produced.
It speeds the decision making process on design which is critical in getting a new
product to market. It mitigates risk by giving a better understanding of downstream
impacts. Virtual design review can;
  explore and resolve virtual design issues quickly
 allow experience of the product long before a prototype exists
  eliminate costly errors much earlier in the production process
  develop a virtual reality product concept to speed NPD

Summary approach

Customer engagement; agree terms of reference, based on customer requirements.
Understand the design parameters, based on the customer objectives.

Background data gathering; from the customer and from existing designs.

Model building; design and build the virtual reality model, with relevant environmental
and geometric constraints.

Engage with Gather Build Trial and Present
customer background model evaluate findings

data

Trial and evaluation; test and agree the model with the customer, based on initial
requirements. Validate the design.

Present findings; host and support virtual reality events to present findings and
recommendations to the customer.

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9a. Design for process

Facility Layout & Planning

Digital Work Instructions
& Operator Training

Production Cell Layout

Virtual Build Event

Assembly Optimised
Product Data Input

Fig 9a.4.1: Virtual design review informs and speeds the decision process Page 275
9. Design for new technology or process

9. Design for new technology or process

9a. Design for process

Benefits

Effective virtual design review ensures the most appropriate design specification.
It provides a more innovative design in a cost effective way. It also provides;
  a reduction in the need for physical prototyping
  confirmation of concept design compliance
  virtual tests of operation and serviceability
  cost reduction of new product development
  accelerated product maturity and compression of NPD time

See also: 5d.1
Virtual engineering as a problem solving tool

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9a. Design for process

9a.5 Design for net shape – skill transfer
Compared to conventional alternatives, net shape manufacturing can offer
significant material and man hour savings. However it presents design challenges.
Design for net shape (DfNS) is a digital process requiring computer assisted design
software. It models and simulates potential design solutions before manufacture.

Drivers

Understanding DfNS is fundamental to extracting full value from innovative net
shape manufacturing technologies. Without DfNS the cost savings and material
optimisation will not be realised. Its use offers competitive advantage through a
range of innovative design options. Often these are suited to manufacturing in exotic
materials with emphasis on performance under extreme conditions.

Design for net shape skill transfer can help by;
  providing guidelines for training packages
  seeding the base understanding crucial to DfNS

Summary approach

First, understand the business needs and what the drivers are for net shape
manufacturing. Understand the skills gap, in particular what the current design
team knows and does not know. Are DfNS processes, assembly systems, metrology
and non-destructive testing applicable to the business needs? Perform compaction
simulation (hot isostatic pressing) to assess suitability of the design.

Identify Plan Design Facilitate Support

The training package needs to be based on the business’s individual knowledge gaps.
Training delivery is tailored to the work force in a structured environment. Support,
integration of knowledge, and methodology adoption are all important.

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9a. Design for process

Fig 9a.5.1: Simulation of hot isostatic pressed valve section

Benefits

Tailored knowledge exchange with an experienced partner is important to the
development of new skills. It is essential for the potential retooling required for net
shape manufacturing and design. Without it the desired return on investment is
unlikely to be achieved. Other benefits include;
  more productive design process
  increased product range
  competitive advantage through offering innovative solutions
  reduced production cost and better material use
  de-risks the move to net shape manufacture

For further reading on hot isostatic pressing see:
“Introduction to powder metallurgy.’’
By F. Thümmler, published by CRC Press; 3 edition (14 Dec. 2010), ISBN-10: 1420089277,
ISBN-13: 978-1420089271

See also: 6b.2
Feasibility study for net shape manufacture 6c.3
Design for net shape – capability demonstration

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9a. Design for process

9a.6 Design for additive manufacturing – skill transfer
Additive manufacturing is a complex field. It requires a detailed understanding of
both software and material aspects of the process. It also requires understanding
of the health and safety implications associated with particle based processes.
Its use offers competitive advantage through a range of innovative design options.
Often these are suited to manufacturing in exotic materials.
The selection of parts to be designed for additive manufacture is critical to ensure
quality systems can be put in place for manufacturing.

Drivers

Successful design for additive manufacturing (DfAM) skill transfer ensures cost
effective production and material use. Without it potential competitive advantages
will not be realised. DfAM skill transfer can;
  provide guidelines for training packages
  seed the base understanding crucial to DfAM

Summary approach

First, understand the business needs by capturing the full requirements and
understanding what the drivers are for additive manufacturing. Understand the skills
gap and what the current design team knows and does not know. Conduct topology
optimisation and lattice light weighting of existing designs to optimise for
additive manufacturing.

Identify Plan Design Facilitate Support

Configure the build software to deploy existing or modified designs. Remodel and
validate any existing design.

The training package needs to be based on the business’s individual knowledge gaps.
Training delivery needs to be tailored to the work force in a structured environment.
Support, integration of knowledge, and methodology adoption are all important.

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9a. Design for process

Fig 9a.6.1: Additive layer allows a complexity of shape not cost effectively achievable through
conventional technology

Benefits

Tailored knowledge exchange with an experienced partner is important to the
development of new skills and will ensure the correct selection of parts for design
for additive manufacture. Expert support is essential for the potential due diligence
required when retooling for additive manufacturing and design. Without it the
desired return on investment may be lost. It provides for;
  competitive product range and cost effective niche production
  the potential to attract and retain customers
  reduced production cost and material optimisation
  de-risking the move to additive manufacture

For further reading on additive manufacturing see:
“A review on 3D micro-additive manufacturing technologies.’’
By Vaezi, M., Seitz, H. & Yang, S, published 2012 by International Journal of Advanced
Manufacturing Technology.

See also: 5e.2
Minimise risk of inserting additive technology 6b.1
Feasibility study for additive manufacturing 6c.4
Design for additive manufacturing – capability demonstration

9. Design for new technology or process Page 280

Chapter 9b

Problem solving tools – pre-production

Introduction
  9b.1 Reverse engineering – as a problem solving tool
  9b.2 Assessment of flow and heat transfer
  9b.3 Reducing stress points within component design

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9. Design for new technology or process

9b. Problem solving tools – pre-production

Introduction
The key driver behind any problem solving tool is the need to address productivity,
efficiency, quality control and their associated costs. The value accelerators within this
chapter provide an overview of the potential benefits of using virtual manufacturing
techniques and methods.
Use of these tools to save energy, material and time offers substantial financial and
commercial benefits. The tools also offer innovative product design solutions essential
for competing on the global stage.

Fig 9b.1.1: Example of a virtual manufacturing problem solving tool

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9b. Problem solving tools – pre-production

9b.1 Reverse engineering – as a problem solving tool
Design and manufacturing cost, quality and time pressures impact on every
manufacturing business. Reverse engineering (RE) can potentially reduce
development costs or shorten new product introduction lead times.
Understanding if and how RE can be applied to a specific situation is of
significant commercial importance.

Drivers

Often there is a need to recreate components or parts from previous physical designs,
e.g. spares no longer in production. Elsewhere a business may need to work from
a physical model to produce CAD representations of a prototype for validation or
manufacturing. In either case, using RE avoids starting from fresh. Working with an
experienced partner will bring additional skills to the in-house design team.
Effective use of RE can;
  shorten new product introduction lead times
  improve spares service to customers
  reduce design times and costs

Summary approach

First, identify if RE is appropriate to the specific application. This requires assessment
of the part or component as well as capturing completely the business requirements.

If RE is appropriate, the next step is data capture using digitising and visual scanning
tools on physical samples. Then refine the data by eliminating anomalies to create a
3D model.

Assess Capture Capture Model Optimise
application requirement data

Optimise the 3D model, evaluating it against the requirements in the brief. Select the
RE output judged to deliver the best value to the business.

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9b. Problem solving tools – pre-production

Scanning

Part Reverse Digitise point
Manufacuring engineering cloud
NURBS
process
creation

CAD
re-design

Fig 9b.1.1: A structured methodology for RE will minimise product development iterations and so
de-risk the associated investment

Benefits

Effective use of RE, supported by an experienced partner if required, significantly
reduces time to market. It de-risks the product development process. It can offer
valuable information to optimise manufacturing processes. All these factors underpin
a business, capturing market share and achieving the projected return on investment.
Other benefits include;

  innovative design solutions
  eliminates need to start from fresh
  reduces overall life-cycle costs
  increases quality and efficiency
  gives capability to customise

See also: 9a
Design for process
[All value accelerators]

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9b. Problem solving tools – pre-production

9b.2 Assessment of flow and heat transfer
Components and assemblies exposed to thermal and mechanical loads need to
be designed with structural integrity and mechanical performance in mind. In the
past, physical prototypes were produced and tested to destruction to refine and
validate the design. This was both time consuming and expensive.

Drivers

Reducing energy consumption reduces operating costs and improves margin.
Simulation of flow and heat transfer is used to estimate the efficiency of the current
process and make recommendations to improve performance. By working with a
partner experienced in the use of the appropriate simulation tools, a business can;
  assess efficiency of current flow or heat transfer system
  estimate potential benefits from implementing change

Summary approach

First, gather data on the layout, characteristics, constraints and variables of the current
system to be reviewed. Use this data to develop a fluid flow simulation of the system
in question.

Conduct a series of simulations of heat transfer characteristics within the constraint
boundaries set. Simulation allows a variety of what if analyses to be carried out in a
risk free environment.

Gather Simulate Simulate Evaluate Optimise
data fluid flow heat transfer

Evaluate the changing process efficiency in terms of thermal exchange and losses.
Which combination minimises energy loss? Optimise the system dynamics, physical
characteristics & geometries to achieve the best possible solution.

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9b. Problem solving tools – pre-production

Isosurface: Temperature (deg C) 121
108
Fig 9b.2.1: A thermal transfer simulation 95.6
83.1
70.6
58.1
45.6
33.1

Benefits

Energy savings achieved from flow and heat transfer assessment and optimisation
can provide substantial cost savings. The environmental impact of a flow and heat
transfer process is mitigated. Other benefits include;

  increased throughput through equipment optimisation
  improved efficiency through equipment optimisation
  reduced power consumption

See also: 5c.4
Discovering value from simulation tools

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9. Design for new technology or process

9b. Problem solving tools – pre-production

9b.3 Reducing stress points within component design
Components and assemblies exposed to thermal and mechanical loads need to
be designed with structural integrity and mechanical performance in mind. In the
past, physical prototypes were produced and tested to destruction to refine and
validate the design. This was both time consuming and expensive.

Drivers
With finite element (FE) methods a business is able to produce and test a large
variety of design models in a cost effective and timely manner. Virtual prototyping
of components identifies issues early in the design cycle, reducing development
costs and time to market. By working with a partner experienced in FE methods
for proof, fatigue and modal analysis using FE methods can;
  predict component performance
  reduce stress points within the component design
  prove a design before building a prototype
  provide an overview of modal analysis capabilities
  estimate the distortion and stresses from applied loads
  simulate a component’s fatigue behaviour

Fig 9b.3.1: A finite element analysis showing stress level

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9b. Problem solving tools – pre-production

Summary approach

First, capture the design geometry, constraints and operating conditions.
What problems need to be resolved? Then generate FE models for analysis under
simulated conditions.

Capture Develop Stress Evaluate Recommend-
requirements models analysis ations

Stress analyses are conducted to predict the failure points and stress parameters.
The outcomes of these analyses allow evaluation of predicted natural frequency and
stress parameters.

Fig 9.b.3.2: A finite element analysis showing mode shape

From this, an estimate of the component’s lifespan is made. By carrying out what if
analyses of design options, recommendations for design changes can be made
based on the data.

Benefits

Effective use of FE tools, supported by an experienced partner, removes the need
for costly prototyping. This saves design and production time and material, reducing
costs. Fewer design iterations before concept validation means reduced time to
market. Other benefits include;

  more innovative design solutions
  reduced waste in materials, energy and time
  reduced overall design cycle costs

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Page 290

Chapter 9c

Prototype optimisation

Introduction
  9c.1 Optimising your prototype

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9. Design for new technology or process

9c. Prototype optimisation

Introduction
In the case of product or component development, the quicker a prototype is
optimised and agreed the quicker a business can bring a new or improved
product to market.
In the case of a tool, fixture or other technology feature, then again the quicker
a prototype is optimised and agreed, the quicker a business can either lever the
benefits from resolving the problem that the tool or fixture is designed to fix, or
lever the benefits from exploiting the opportunity the tool or fixture is designed
to open up.

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9c. Prototype optimisation

9c.1 Optimising your prototype
Reducing the iterations needed to arrive at an optimised and agreed prototype
is key to success at both the pre-production and volume ramp up stages.

Drivers

Using an impartial and experienced partner to support the in-house development
team can optimise the benefits a company receives from the prototyping process.
Developed and used correctly, pre-production prototypes of products;
  ensure the best design for cost effective functionality
  increase the efficiency of subsequent manufacturing
  wins customer or stakeholder buy in
  underpin quicker decision making by stakeholders
  shorten the time to market
  demonstrate the product to potential users and customers
Developed and used correctly, pre-production prototypes of tools, fixtures and other
technology increase the efficiency of subsequent manufacturing

Developed and used correctly, pre-ramp up prototypes of products;
  ensure customer cost, quality and delivery targets are met
  ensure business margin targets are maintained
  de-risk the use of alternative manufacturing methods
  allow testing of products
Developed and used correctly, pre-ramp up prototypes of tools, fixtures and
other technology;
  allow optimisation of assembly and disassembly routines
  allow optimisation of maintenance routines
  reduce costs of logistics, e.g. storage or transport

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9c. Prototype optimisation

Summary approach

First, review and appraise the proposed or current design. Before prototyping, identify
weaknesses and develop solutions. Where feasible, use simulation or virtual reality
tools to prove the design further before incurring the cost of a physical prototype.

Appraise Identify areas Test using Manufacture Test at pre-
current of current simulation physical production
design or virtual prototype
vulnerability. reality tools or high
Develop volume
solutions

A physical prototype is then manufactured. Where feasible, rapid prototyping can be
used to reduce lead times below those expected from a conventionally manufactured
physical prototype.

The prototype is proved for suitability for high volume manufacture. Any gap
between desired and actual performance is identified and solutions proposed.

Benefits

Impartial and expert support allows a business to optimise a prototype in a timely
way. Robustly optimised prototypes, produced through a timely and systematic
prototype development system, offer;

  de-risked product introduction
  reduced time to market
  smoother transition as production ramps up
  de-risked tool and fixturing process improvements
  reduced time to lever benefits from process change
  engaged investors, so swifter sign off

See also: 5c.4
Discovering value from simulation tools 5d.1
Virtual engineering as a problem solving tool 6d.1
Prototyping and testing of advanced tools and fixtures

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Chapter 10

Building a robust business case

Introduction
 10.1 Building a robust business case
 10.2 Developing a business case for automation
 10.3 Simulation as an aid to business case sign off

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10. Building a robust business case

Introduction
Manufacturing companies continually need to grow the business through
development of their operational facilities, flexibility and capabilities. The adoption of
automation or new technology, in its many forms, provides opportunities to improve
productivity, reduce manufacturing costs and increase competitiveness. The adoption
of automation and technology also presents challenges - which need to be taken into
account when considering the investment.
To secure approval from stakeholders, or funding from investors, the business
case must present the technology to be adopted in a positive but balanced way.
Involvement of an independent and impartial partner, experienced in the technology
and its challenges, can ensure the business case is informed and robust. It can
increase the confidence of stakeholders and potential investors that all challenges
have been recognised and addressed.
The business case is also the opportunity to showcase the technology, so every
use should be made of ways this can be done. Effective use of simulation tools and
techniques can allow stakeholders and investors to visualise and understand the
opportunity and the benefits it can bring.
The value accelerators within this chapter describe how a robust business case can be
built and the key ingredients for success.

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