The Competitive Edge Research Priorities for U.S. Manufacturing (1991) / Chapter Skim
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Product Realization Process
Product Realization Process
Pages 98-119
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From page 98... ...
Customer requirements must be captured and made explicit modeled, translated, and transformed in order to be useful in all phases of the product life cycle- and made available as needed throughout the enterprise.
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From page 99... ...
Organization The need for prompt adjustment to rapidly changing demands in today's markets dictates an organizational framework for product realization that is flexible and adaptive. Development of such a framework involves reshaping the corporate self-image among employees at all levels.
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From page 100... ...
The necessary changes in product realization major organizational changes supported by major technological changes are being driven by competition and fueled by technological advances. Key external benefits of increased responsiveness include survival, first to market, more flexible market strategy {e.g., higher entry pricer, ability to use the latest technology, more accurate
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From page 101... ...
Collectively, product realization images constitute an artificial reality that reacts to physical forces and breaks down or performs accordingly. But the greater power of these images lies in their ability to transcend the temporal limitations imposed in the physical plane; they can be used to accelerate time, to shorten the learning cycle, and to evaluate possibilities for trade-offs.
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From page 102... ...
Near net shape processes such as hot isostatic pressing of titanium alloys for aircraft engine components and bulk growth of gallium arsenide single crystals of high quality and yield have demonstrated the viability of this concept. Computer simulations of process models will yield improved understanding of complex processes.
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From page 103... ...
Modeling in the information plane will greatly reduce the time constraints imposed by the physical world. Evolving product realization technology, adopted by organizations that have the capacity to change, will be the key determinant of success in the time-based competitive environment of the future.
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From page 104... ...
Today's technology does not provide an integrated view of the information and intelligence that constitute a product image. Each organizational unit from advanced development to marketing tends to maintain its own data base and use its own language to describe a product.
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From page 105... ...
Present Practice The conceptual design process currently involves very little science and few methods or support tools to assure completeness and accuracy. Inadequately captured requirements lead to wasted resources, frequent re-engineering, missed market opportunities, and customer dissatisfaction.
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From page 106... ...
Multiskilled teams will have formal methodologies for capturing complete and provably correct product specifications that can be tested against other models of the product. Development of Product Quality Definition Product quality relates to the extent to which a product meets or exceeds customer expectations for functionality, robustness, and reliability.
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From page 107... ...
Detailed Product Design Process Definition Detailed design is the process of translating customer requirements into a comprehensive description of a manufacturable product. It moves through the capture of design intent, to design verification, to the physical realization of a high quality, manufacturable artifact.
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From page 108... ...
All the information needed for production capacity analysis, though highly detailed and existing in different systems, will be online and available. Organizations will make information available wherever it is needed throughout the product life cycle, and they will have the data integration and communications capabilities that will enable them to do so.
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From page 109... ...
Vision The ability to adapt rapidly to new materials and processes or new knowledge in engineering and science ultimately will reduce production costs while simultaneously increasing product quality. Consequently, next-generation control systems (as explained
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From page 110... ...
Communication will extend beyond the factory floor. Production managers will communicate, coordinate, and negotiate with earlier and later stages in the product life cycle, negotiate changes in product definition to optimize production cost and quality while design is still under way, and contract with suppliers to guarantee availability of the necessary materials and parts.
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From page 111... ...
Development of an infrastructure or framework composed of reusable components and off-the-shelf, plug-compatible modules will provide faster product-to-market transition and reduce ownership sustaining costs. Embedded diagnostics, standards, and development and implementation of fault-tolerant and error-correcting designs will increase product reliability, thereby reducing product maintenance
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From page 112... ...
Simulation is as important a too} for verifying design ideas and concepts as it is for furthering intelligent manufacturing control, improving equipment reliability and maintenance, and supporting manufacturing of and with advanced engineered materials. (See Chapters 2-4.} The practice of making product development decisions sequentially frequently leads to many iteration cycles.
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From page 113... ...
Research in this area should be directed at developing the capabilities and infrastructure needed to achieve the vision proposed in this reportin which a set of artificial realities (intelligent images of product, factory capabilities, customer specifications, and organizational structure) with the ability to interact functionally (e.g., a product image capable of communicating with a factory image about its manufacturability and considering trade-offs between product performance and manufacturing, inspection, and maintenance)
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From page 114... ...
CONCEPTUAL DESIGN Formal methodology for gleaning customer specifications and integrating them with existing product data. PRODUCT QUALITY Product robustness is an integral, quantifiable part of the design process.
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From page 115... ...
New methods and technologies are needed for capturing, organizing, and managing requirements data for product realization. Methods must be developed for documenting, communicating, and integrating throughout the product development cycle design intent derived from original customer requirements.
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From page 116... ...
A product image, for example, would need to understand not only its specifications, composition, characteristics, and manufacturing requirements and constraints, but also its transformation into the manufacturing capabilities expressed by the factory image and the feedback from that image on its manufacturability. Both of these images would need to interact with the customer image to determine, for example, what changes to the product image within the constraints of customer specifications might enhance manufacturability or reduce production costs.
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From page 117... ...
Research should aim at identifying techniques for developing a comprehensive factory/product data base capable of integrating CAD-developed point solutions for tooling requirements, cost accounting, manufacturing requirements planning, capacity planning, and factory layout modeling into an integrated view of production capacity. Such an environment would serve to automate the review and approval process among distributed peer work groups and accumulate valuable experience from product development in a continuously evolving knowledge base.
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From page 118... ...
The firms conceive and organize production, using essentially identical technologies, in substantially different ways and achieve varying levels of success that do not correlate with the particular approach taken. Despite these differences, European and Japanese experience shares an important feature—truly remarkable leaps in manufacturing performance and productivity appear to occur only when new production technologies are applied in changed industrial settings.
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From page 119... ...
The research that will enable U.S. manufacturing to reach this plane lies in six general areas: · Defection of, and supporting technology for, intelligent images; · Data base structures that combine engineering, manufactu~ing, cost accounting, capacity planning, and factory layout modeling into an integrated view of production capability; · Technologies for capturing, organizing, managing, and displaying data on strategic and tactical business and manufacturing requirements; · Group design processes that support and enhance the functioning of multidisciplinary work teams; · Management that eliminates the dichotomy between ttexibility and productivity; and ~ ~ .
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