With PDM as the foundation, a small engineering services firm has adapted lean principles to product design in an attempt to reduce waste, drive efficiencies, and deliver better value to customers.
Archive for the ‘Product Lifecycle Management’ Category
by Professor C. Visvanathan from the School of Environment, Resources and Development Asian Institute of Technology, Thailand. Posted 10/27/2011.
In 2009, there were 27 million displaced people due to military conflicts alone. Cyclone Nargis in Myanmar (2009), the floods in Pakistan (2010), and the 2011 earthquake and tsunami in Japan highlight the number of devastating disasters occurring around the world in the recent past. Apart from deaths, the number of displaced communities due to these anthropogenic or natural disasters is a huge issue to tackle. Provision for safe drinking water is among the highest priorities during and after any disaster situation.
ShapeLogic creates Custom Board Design (CBD) for Firewire Surfboards, an online system that lets consumers custom tailor a high-end surfboard.
Whether it’s picking the colors and trim on a pair of high-end sneakers or choosing the right set of options for a vehicle, consumers love the idea of custom tailoring the products they order on the Web. Although most online sites offer a configure-to-order buying experience, a partnership between a computer-aided design (CAD) solution provider and a high-end surfboard company has pushed the concept a step further, delivering what may be the first consumer-oriented online engineer-to-order system.
A cell phone crashes or a Notebook laptop ceases to function. There are countless reasons why these unwanted events happen. It could stem from human body electrostatic discharge (ESD), software operating issues, an incompatible application loaded into the platform, memory errors heat or even errata in the main Central Processor Unit (CPU). This article will focus on errata in CPUs and how computer designers and other corporate personnel, such as project managers, can better manage CPUs through knowledge and tools for a specific product’s life cycle .
By simulating human motion in a virtual world, Santos is helping companies and the U.S. military develop safer, more ergonomically correct factories and products.
What do the U.S. Army, Ford Motor Company, and a handful of leading global manufacturers have in common? They are among the pioneers experimenting with a new method for human motion prediction that is the first to incorporate physics.
The Xerox iGen 4 development team modified lean principles to take a systems-level view of design, ensuring that its large-scale digital production press met both customer requirements and aggressive time-to-market goals.
In building a product as complex as a large-scale digital production press, there are constant fluctuations in everything from market requirements to the way those requirements translate into design and configuration changes. Managing those variations inevitably extends the development cycle, and Xerox Corporation did not have the luxury of time on its iGen4 project, the next-generation color digital production press intended to be the successor to the iGen3.
A pollution prevention/waste minimization opportunity assessment was conducted for a metal finishing and fabricating facility (Company X). The scope of the business activity of that company included the design, production, assembly, and sale of rubber-coated rollers for office automation equipment; the design, production, and sale of valve stem seals, oil seals and O-rings for automotive engines and components; and the design, production, and sale of custom-molded commercial-grade rubber products. Company X is a supplier for several major automobile, copier, and printer industries. The main activities of Company X took place in three buildings: machining (Building I), plating operations (Building II), and rubber mixing and molding operations (Building III).
By leaning on PLM, medical device maker automates key processes around product development, aiding in ISO compliance and accelerating time to market.
For companies competing in the medical device sector, time to market is a critical concern, as is getting designs to meet the rigorous compliance requirements set by the U.S. Food and Drug Administration (FDA). Although all kinds of factors can put a crimp in a company’s ability to move quickly, manual processes—particularly those related to managing and tracking engineering changes—can inject inefficiencies into product development that can hamper even the most innovative and well-run businesses.
In lieu of traditional prototyping processes, KOR EcoLogic drives significant time efficiencies by creating the entire body of its Urbee vehicle using rapid prototyping technologies.
Beyond its revolutionary teardrop shape and aggressive design goal of up to two hundred miles per gallon on a hybrid electric/gasoline engine, the Urbee is blazing new ground with a prototyping strategy that involves 3-D printing, not just for individual components, but for the entire body of the car. Read More »
By creating a culture of learning and knowledge capture, the medical device manufacturer has bolstered innovation, reduced R&D costs, and streamlined time to market.
Companies have become adept at applying lean concepts to operations and manufacturing, but the methodology has remained elusive in the area of product development as research and development (R&D) groups still tend to rely on the traditional iterative practice of design, build, and test as a path to innovation. Read More »
