The Integration of the Japanese Tear-down Method with

Design for Assembly and Value Engineering

IIE International ConferenceJune 3, 2009

Jim Rains, CVS, FSAVE

AgendaAgenda Japanese TearJapanese Tear--down (TD) methoddown (TD) method

Japanese historyJapanese history USA historyUSA history Elements of Japanese TDElements of Japanese TD

Design for AssemblyDesign for Assembly BackgroundBackground ConceptConcept

Integration of DFA with TDIntegration of DFA with TD Manual DFA MethodManual DFA Method

VA/VE IntegrationVA/VE Integration BenefitsBenefits Case StudiesCase Studies ConclusionConclusion

Father of Japanese TearFather of Japanese Tear--downdownYoshihiko Sato, CVS, FSAVEYoshihiko Sato, CVS, FSAVE

In the early 1900In the early 1900s The original American style of s The original American style of Tear Down,Tear Down,as called as called Inspection by Disassembly.Inspection by Disassembly. was started by American was started by American autoauto--makers,makers,

1971 1971 -- The tearThe tear--down concept was introduced to Isuzu by down concept was introduced to Isuzu by General Motors.General Motors.

1972 1972 -- Isuzu began to apply the concept to their work (Yoshihiko Isuzu began to apply the concept to their work (Yoshihiko Sato was in charge).Sato was in charge).

1976 1976 -- Sato developed his own version of the Sato developed his own version of the Tear DownTear Downconcept.concept.

1976 1976 -- Following public introduction, SatoFollowing public introduction, Satos s Tear DownTear Downconcept began to be adopted within domestic industry.concept began to be adopted within domestic industry.

1998 1998 -- The concept and method was organized as a more The concept and method was organized as a more systematic technical manual.systematic technical manual.

History of Japanese TearHistory of Japanese Tear--downdown

In the USAIn the USA 2004 2004 -- Sato and Kaufman collaborate on tearSato and Kaufman collaborate on tear--down book.down book. 2005 2005 -- Sato teaches tearSato teaches tear--down course at SAVE Conferencedown course at SAVE Conference 2006 2006 Sato repeats tearSato repeats tear--down coursedown course 2006 2006 Sato and Rains teamSato and Rains team--up for first real full blown up for first real full blown

teartear--down workshop for automotive supplier.down workshop for automotive supplier. 2006/2007 2006/2007 Rains conducts tearRains conducts tear--down workshops; down workshops;

integrates DFA and VE.integrates DFA and VE. 2008 2008 Sato and Rains teamSato and Rains team--up again for tearup again for tear--down down

workshop for security system company.workshop for security system company.

History of Japanese TearHistory of Japanese Tear--downdown

Fundamental Difference Between Fundamental Difference Between US and Japanese TearUS and Japanese Tear--downdown

Japanese tearJapanese tear--down is a comparative method used down is a comparative method used in analyzing the value of the various equipment, in analyzing the value of the various equipment, parts, data, etc. that are in a disassembled state. It is parts, data, etc. that are in a disassembled state. It is a technique by way of clarifying how the a technique by way of clarifying how the disassembled items differ from each other and take disassembled items differ from each other and take any advantage from the difference.any advantage from the difference.

Original US methods is only an Original US methods is only an overview overview examinationexamination..

Elements of Elements of JapaneseJapanese style tearstyle tear--downdown

Commonizeparts

Standardizeproductionprocesses

Coordinatestudies,

collect ideas

Reduce numberof assemblyprocessed

Reduce part cost

Reduce material

cost

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Each tear-down element has its own focus/objective

Dynamic

Cost

Material

Matrix(common)

Process

Static

Dynamic TearDynamic Tear--downdown

Dynamic TD applies the principle of Dynamic TD applies the principle of comparative analysis to the assembly comparative analysis to the assembly process. Essentially the comparisons are process. Essentially the comparisons are focused on the effort and time it takes to focused on the effort and time it takes to assemble and disassemble the products being assemble and disassemble the products being studied.studied.

Cost TearCost Tear--downdown

The focus of the Cost TD element is to The focus of the Cost TD element is to make detailed comparisons of your product make detailed comparisons of your product components with that of your competitors. components with that of your competitors. Each component part may have many slight Each component part may have many slight differences. Each difference then is noted differences. Each difference then is noted and a cost estimate for this difference is and a cost estimate for this difference is determined.determined.

Material TearMaterial Tear--downdown

Material TD focuses on material choices, Material TD focuses on material choices, material surface treatments and altering material surface treatments and altering material chemical properties through material chemical properties through various treatments such as heat treating various treatments such as heat treating and stress relief. Another suband stress relief. Another sub--element of element of Material TD is to analyze material offal Material TD is to analyze material offal for metal parts and resin waste for for metal parts and resin waste for injection molded parts.injection molded parts.

Matrix TearMatrix Tear--downdown

Matrix TD works to drive for part Matrix TD works to drive for part commonization. Matrix TD will further commonization. Matrix TD will further dede--proliferation efforts by reducing part proliferation efforts by reducing part numbers through the utilization of numbers through the utilization of common parts on different products in the common parts on different products in the same or different product family. same or different product family.

Process TearProcess Tear--downdown

Once part commonization is mastered, Once part commonization is mastered, process standardization can also be process standardization can also be mastered. When common processes can mastered. When common processes can be institutionalized process development be institutionalized process development time and production rates can be time and production rates can be minimized. This results in lower capital minimized. This results in lower capital and tooling investments and in lower and tooling investments and in lower piece part costs. It also results in faster piece part costs. It also results in faster time to market, especially in a high time to market, especially in a high capital intensive business.capital intensive business.

Static TearStatic Tear--downdown

Static TD represents the original element Static TD represents the original element of tearof tear--down presented to Mr. Sato by down presented to Mr. Sato by General Motors many years ago. In Static General Motors many years ago. In Static TD the component parts are appropriately TD the component parts are appropriately displayed to enable ondisplayed to enable on--going investigation going investigation and cost reduction.and cost reduction.

Design for Assembly BackgroundDesign for Assembly Background

Became popular in the late 1980Became popular in the late 1980ss In 1990, Delco Products a division of General In 1990, Delco Products a division of General

Motors used DFA as a preMotors used DFA as a pre--workshop workshop assignment for all product design studies.assignment for all product design studies.

Commercial software has been developed; Commercial software has been developed; probably the most popular is the Boothroyd probably the most popular is the Boothroyd Dewhurst product.Dewhurst product.

Several less formal manual methods have been Several less formal manual methods have been developed.developed.

Design for Assembly ConceptDesign for Assembly Concept DFA strives toward design simplification by DFA strives toward design simplification by

focusing on part number reduction.focusing on part number reduction.

The probability of a perfect product goes down The probability of a perfect product goes down exponentially as the number of parts increases.exponentially as the number of parts increases.

Automation becomes more difficult and more Automation becomes more difficult and more expensive when more parts are handled and expensive when more parts are handled and processed. processed.

Design for Assembly ConceptDesign for Assembly Concept Costs related to purchasing, stocking, and Costs related to purchasing, stocking, and

servicing also go down as the number of parts servicing also go down as the number of parts are reduced. are reduced.

Inventory and workInventory and work--inin--process levels will go process levels will go down with fewer parts. down with fewer parts.

As the product structure and required operations As the product structure and required operations are simplified, fewer fabrication and assembly are simplified, fewer fabrication and assembly steps are required, manufacturing processes can steps are required, manufacturing processes can be integrated and leadbe integrated and lead--times further reduced. times further reduced.

DFA DFA Key QuestionsKey Questions

To determine the theoretical minimum number To determine the theoretical minimum number of parts, ask the following: of parts, ask the following:

Does the part move relative to all other Does the part move relative to all other moving parts? moving parts?

Must the part absolutely be of a different Must the part absolutely be of a different material from the other parts? material from the other parts?

Must the part be different to allow possible Must the part be different to allow possible disassembly?disassembly?

How To Integrate DFA with the How To Integrate DFA with the TearTear--down Processdown Process

DFA/TD workshop needs at least five days DFA/TD workshop needs at least five days Analysis only; no creativity or evaluationAnalysis only; no creativity or evaluation Workshop duration depends on product Workshop duration depends on product

complexity and number of competitorcomplexity and number of competitors s Should be performed two to three weeks Should be performed two to three weeks

before value engineering workshopbefore value engineering workshop Best performed as an element of the Dynamic Best performed as an element of the Dynamic

TearTear--downdown Can be performed as a preCan be performed as a pre--workshop workshop

assignmentassignment

Value Engineering/AnalysisValue Engineering/Analysis

DFA and TearDFA and Tear--down are part oriented down are part oriented methodologies.methodologies.

Value methodology is function oriented.Value methodology is function oriented. Thus the DFA and TearThus the DFA and Tear--down activity is used down activity is used

as only the Information Phase of the Value as only the Information Phase of the Value Methodology Job Plan.Methodology Job Plan.

VALUE METHODOLOGYVALUE METHODOLOGYWORKSHOPWORKSHOP

PROCESSPROCESS

FUNCTION ANALYSIS PHASE

DETERMINE FUNCTIONS REDEFINE PROJECT AND SCOPE ANALYZE FUNCTION DETERMINE COST-FUNCTIONRELATIONSHIP

PROJECTSELECTION

PROCESS PROCEDURE

SELECT TEAM MEMBERS PRODUCT ENGINEER DESIGN RELEASE ENGINEER PORTFOLIO TEAM MEMBER SPECS EPC&L DESIGNER ENGINEERING GROUP MGR DESIGN LEADER

REPORTING & FOLLOW-UPPHASE

COMMUNICATE TO CREATIVITY TEAM MONITOR CHANGES RECONVENE AS NECESSARY DOCUMENT RESULTS REPORT PROGRESS

INFORMATIONPHASE

OBJECTIVES SCOPE COSTS FACTS

EVALUATION PHASE ELIMINATE IDEAS WHICH DEFINITELYWILL NOT WORK

COMBINE IDEAS DETERMINE WHICH IDEASWILL WORK

IDENTIFY THE MOST PROMISINGIDEAS

DEVELOPMENTPHASE

DETERMINE AN ACTION PLAN FORCOMPLETION

REFINE AND DEVELOP IDEAS ESTABLISH BENEFITS OVERCOME OBSTACLES ANDOBJECTIONS

DETERMINE AN IMPLEMENTATIONPLAN

IMPLEMENTATIONPHASE

CHAMPION RESPONSIBILITY ASSIGNED OVERCOMING ROADBLOCKS RECOMMEND SPECIFIC AND PRECISEACTION

IMPLEMENT SPECIFIC & PRECISE PROJECTACTION PLANS

LOOK FOR NEWOPPORTUNITIES

PRESENTATIONPHASE

CREATIVE PHASE CREATIVITY APPLY IMAGINATION ALLOW INCUBATION DETERMINE NUMEROUS ALTERNATEMETHODS OF PERFORMING FUNCTIONS

Not a One Time EventNot a One Time Event

The best benefits come from repeated use of The best benefits come from repeated use of this process year after year.this process year after year.

As you repeat the analyses of your As you repeat the analyses of your competitorcompetitors you begin to learn what design s you begin to learn what design trends they are using. Once you can document trends they are using. Once you can document a trend then you can begin to predict a trend then you can begin to predict competitor design changes before the are competitor design changes before the are implemented and get into the marketplace.implemented and get into the marketplace.

Integrated Workshop atIntegrated Workshop atHVAC CompanyHVAC Company

Integrated WorkshopIntegrated Workshop

MultiMulti--discipline teamdiscipline team Four competitorsFour competitors DFA/TearDFA/Tear--down down -- 4 4 daysdays Value Engineering Value Engineering 4 4 daysdays Results:Results:

Significant savings to existing designSignificant savings to existing design Developed brand new product to fill a gap in the Developed brand new product to fill a gap in the

market placemarket place

Case Study:Case Study: ISUZUISUZU Imitation of GM MethodImitation of GM Method IsuzuIsuzus Own Methods Own Method Integration of DFA Integration of DFA Integration with VEIntegration with VE Standardization of ProcessStandardization of Process

Example of new vehicleExample of new vehicleFront loadingFront loading [Cost planning activities born out of a failure ][Cost planning activities born out of a failure ]

Product Product Engng.& product. EngnProduct Product Engng.& product. Engng. Product & Production & sales g. Product & Production & sales proposal planning preparation proposal planning preparation sales preparation preparation sales preparation preparation

Design drawing Design drawing Major parts dwg.Major parts dwg.Small parts dwg Small parts dwg 2nd proto dwg. 2nd proto dwg. Final dwg.Final dwg.Product Concept Study of feasibility Product Concept Study of feasibility Prototype Prototype Pilot Pilot Volume prod.trialVolume prod.trialBusiness plan Engng. concept Bench test Business plan Engng. concept Bench test Start preparation of jig & diesStart preparation of jig & dies(strategy,economy(strategy,economy Target cost distribution Actual vehicle testTarget cost distribution Actual vehicle testSales strategy Commonization conceptSales strategy Commonization conceptPrice tablePrice table Cost evaluationCost evaluation

VE VE MiniMini--VEVEDFMADFMAconceptconcept DFMADFMA

Past ECRPast ECRVA proposals VA proposals 1 Day1 Day CRCR

TargetTargetAchieving target Achieving target AchieviAchieving with marginng with margin

Characteristics of Characteristics of Target Management ActivitiesTarget Management Activities

Develop. Process

Technology Cost C

hange

ConclusionConclusionAll western world companies that have made All western world companies that have made progress in utilizing the techniques developed progress in utilizing the techniques developed in Japan by Mr. Sato have found them to be in Japan by Mr. Sato have found them to be beneficial and an important element of their beneficial and an important element of their product development strategy. It is not product development strategy. It is not enough to only fully understand your enough to only fully understand your products, including its design strengths and products, including its design strengths and weaknesses, cost detail, performance, weaknesses, cost detail, performance, functional elements, and selling features. This functional elements, and selling features. This same information must be known on the same information must be known on the competitioncompetitions products as well. Following the s products as well. Following the Japanese tearJapanese tear--down methodology with down methodology with integrity has certainly proven to be necessary integrity has certainly proven to be necessary in improving corporate profitability.in improving corporate profitability.

ConclusionConclusion

Now with the full integration of the Japanese Now with the full integration of the Japanese style of tearstyle of tear--down, Design for Assembly and down, Design for Assembly and Value Engineering the potential results are Value Engineering the potential results are further enhanced. A company can no longer further enhanced. A company can no longer afford the luxury of picking a single value afford the luxury of picking a single value improvement practice to effectively manage improvement practice to effectively manage its costs and satisfy its customers.its costs and satisfy its customers.

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