Room name: Room 1 (Foyer Hall) Structured approach … · Structured approach to Design for...

1 Copyright © 2017 HCL Technologies Limited | www.hcltech.com

A Strategy to Improve Design Quality, Reduce Costs and

Shorten Time to Market

Presentation date: 24-Oct-2017Presenter Name: Nitin PrayagRoom name: Room 1 (Foyer Hall)Structured approach to Design for eXcellence using DFMPro in NX


HCL Overview along with ERS Line of Business Snapshot

$7.2B

120,000EMPLOYEES

32COUNTRIES

ENGINEERING and R&D SERVICES

A $1.4 Bn+ UNIT UNDER HCL TECH

Top 3 Global Engineering Services Company

40+ Years of Complex Engineering Experience

24,000+ Engineers

55 of Top 100 Global R&D Companies as Customers

100+ Client Development Centers and 110+ Customer - Specific Labs

1,250+ Patents Filed for Customers

$25M+ Worth Investments in Laboratory Facilities

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FPGA, ASIC and SOC Design

Embedded Systems

Hardware & System Design

Mechanical Design

Product QA and V&V

GeometricPLM

Software Product and Platform Engineering

HCL Enterprise

IN REVENUE


References from Around the World Indicate the Huge Cost and Effort Impact Associated with Engineering Change Orders

ECOs consume one third to one half of engineering capacity –Soderberg, L.G. , Facing

up to the engineering Gap. McKinsey Quarterly

ECOs represent 20 to 50% of tool costs (around 100M USD in large projects)

– Lincke, W. Simultaneous Engineering

30% of all work effort was due to engineering changes… – Fricke et al

A study of over 2,000 ECOs created over the course of three months at an industrial equipment manufacturing company has shown that DFX Issues contribute to around 70% of engineering change orders.

These DFX issues fall in the “preventable” category

Average number of ECOs in aerospace could be around 1500-2000 per program per year - In total, the number of ECOs could

exceed 5000 per year

Approximately 4-5% of the Engineering Change Orders are linked to non-adherence of Design/Manufacturing/ Assembly rules

Average ECO cost could be as high as 25000-50000 USD across the development lifecycle

Basic Idea, Concept, Evaluation Phase

Test design

Release design to manufacturing

The factory begins to fabricate

Detailed design

Build design

Current design inproduction

Time

The typical cost of design change

Cost of change in US $(As an example in automotive industry the average value ofx = 4K - 6K per change)

Approximately 80 x

100 x

10 x

x

The typical number of design changes

SHIFT THE MOUNTAIN


To Consider all Aspects of Product Designs, Designers should Take the Holistic Approach

Is the thread engagement sufficient for the joint?

Is the required clearance maintained between the parts?

Is the fastener accessible for serviceability?

Can this fillet radius be achieved through the casting process?

Is the hole aligned properly?

Is the correct draft angle applied?

Is uniform wall thickness maintained?

Can this contact area lead to corrosion because of incompatible materials?

Quality

Environment

Reliability

Manufacturing

Service

Assembly

Manufacturing

Assembly

DFX

Design for Assembly

Design for Service

Design for Procurement

Design for Manufacture

Design for Costing

Design for Reliability

Design for Environment

Design for Reuse

Design for Commonality

Design for Disassembly

Design for Safety

Design For eXcellence (DFX) consists of methods, guidelines, standards and checks for creating better products focused on providing benefits in multiple stages of the product lifecycle


3D Model

Manufacturability report

DFMPro NX

Manufacturability and Cost drivers

Optimized design

ReadyFor Manufacturing

Design

SourcingSupplier

Capability

GlobalBest practices

Input OutputCreate

Modify

Competency

Knowledge Capture

Elements of cost

Manufacturing Service

DFMPro for NX Solution

Knowledge Database

DFMPro Enables Organizations to Take Frontload Decisions…


and Comes with Built in Checks for Standard Manufacturing Processes

Injection Molding Sheet MetalMachining

CastingAssembly Additive Manufacturing


Fastener Accessibility

To ensure ease of assembly and maintenance, clear access for

fastening tool has to be provided

ProducibilityServiceability

Rate of productionEase of service


Fastener Clearance

To ensure ease of assembly and error-free operation, sufficient axial and radial

clearance for a fastener should be provided

Clearance beyond bolt projection

Radial Clearance

Axial Clearance for a Screw

Screw

Insert

Boss

QualityBest Practices


Sharp Internal Corner

Sharp inside corners require expensive and machining methods like EDM

ProducibilityCost

QualityRate of Production

Tooling Cost


Deep Radiused Corners

Deep radiused corners require longer end mills prone to breakage, chatter and requiring longer machining times.

QualityCost

Best PracticesTooling Cost


Preferred Holes Size

Standard and uniform drill sizes are preferred to avoid extra tooling and setup time. Ultimately it will reduce cost of manufacturing and reduces cycle time.

ProducibilityRate of Production


Knife Edge

Knife/sharp edges should be avoided for ensuring safety and promote ease of handling, eliminating additional operations cost and preventing fatigue failures

QualitySafety


Three Steps for Successful DFX Deployment for Your Organization

• Define Key priorities for your organization- Time to market, reduce Engineering Changes, improve quality, improve Engineering productivity

• Set up a DFX organization and identify DFX champion

• Identify key rules for business benefits

• Identified key location for deployment

• Configure OOTB DFMPro+Checkmatefor validation based on company standards

• Feedback from various stakeholders on downstream DFX requirements

• Convert DFX requirements to rules for development in DFMPro

• Roll-out, installation, training, customization

• Weekly DFX meetings to track the usage and address key issues

ENTERPRISE DEPLOYMENT

• Deploy DFMPro+Checkmate for all target users

• All locations

• Standard and custom rules covering organizational knowledge base

• Set up a process to ensure continuous knowledge capture & implementation of specific rules

• Continuous improvement by building new rules to avoid occurring Engineering changes and quality issues

• Monthly DFX meeting to track the usage, benefits and new improvements required.

Step 1 -

Define Priorities for your Company

Step 2 -

Pilot deployment

Step 3 -

REALIZATION OF BENEFITS


Designer

SupplierCapability

GlobalBest practices

Competency

Knowledge database

Create Modify

Continues improvement

Closed Loop Quality Feedback Implementation to Avoid Reoccurrence of Changes Related to Quality and Design


NX Design Validation –DFMPro & Check-Mate

NX Unified Design Validation Framework

NX

De

sign

Val

idat

ion

Modeling Standards

Features

Geometry

Drawings, Sketches

PMI checks

File Structure

Modeling practices

Customer specific checks

Manufacturability

Drilling

Milling

Turning

Casting

Injection Molding

Assembly

Standardization

Standard tools

Tolerances

Standard components

Customer Mfg standards Customer Specific rules

DFM

Pro

fo

r N

XC

he

ck-M

ate


Results in Teamcenter

How do DFMPro+Check-Mate results work with Teamcenter?

• DFMPro+Check-Mate can use the Validation Manager

application within Teamcenter to store and manage its

results

• DFMPro+Check-Mate results for a part are stored in a

Validation Master Form under the item revision

• Each check (or profile) is marked as out-of-date or pass/fail


Benefits from Implementing DFX Solution

Hard Savings Soft Savings

Standardization across different R&D locations

1. Features2. Drawings3. Materials4. Design Procedures and processes

Overall improvement in Product quality and capability of the tool to predict and arrest all design related quality issues for NPD

Cost savings from reduced number of ECO’s Improved First time right time to market due to savings in reduced EC’s

Savings from improvement in Engineering productivity

Capture knowledge within organization including supplier’s capability

Reduced Tooling costs and warranty costs Time savings from collaboration between teams and suppliers


Motivation

Reduced Engineering Changes

Design Quality Improvement

Knowledge Capture

Key focus Description Customer Impact

Reduced engineering rework, more time and focus for core R&D activities

Help to meet aggressive schedules in demanding environment with improved efficiency

Reduction in turn-backs from downstream to design

Reduction in downtime/delays in downstream functions. Overall reduction in rework costs

Improved mechanism to capture knowledge in a system

Capture knowledge from Ageing workforce and mitigate risk, improve competency of new engineers

Improving Time to Market

Ship products faster to market compared to competition

Savings in opportunity cost

Reducing Product Costs

Improve standardization and manufacturing time thus reducing the cost of the product

Improved control on effective pricing/higher profits due to lower product costs

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