The Integration of the Japanese
Tear-down Method with
Design for Assembly and Value
Engineering
IIE International Conference
June 3, 2009
Jim Rains, CVS, FSAVE
Agenda
Japanese Tear-down (TD) method
Design for Assembly
Background
Concept
Integration of DFA with TD
Japanese history
USA history
Elements of Japanese TD
Manual DFA Method
VA/VE Integration
Benefits
Case Studies
Conclusion
Father of Japanese Tear-down
Yoshihiko Sato, CVS, FSAVE
History of Japanese Tear-down
In the early 1900s The original American style of Tear Down,
as called Inspection by Disassembly. was started by American
auto-makers,
1971 - The tear-down concept was introduced to Isuzu by
General Motors.
1972 - Isuzu began to apply the concept to their work (Yoshihiko
Sato was in charge).
1976 - Sato developed his own version of the Tear Down
concept.
1976 - Following public introduction, Satos Tear Down
concept began to be adopted within domestic industry.
1998 - The concept and method was organized as a more
systematic technical manual.
History of Japanese Tear-down
In the USA
2004 - Sato and Kaufman collaborate on tear-down book.
2005 - Sato teaches tear-down course at SAVE Conference
2006 Sato repeats tear-down course
2006 Sato and Rains team-up for first real full blown
tear-down workshop for automotive supplier.
2006/2007 Rains conducts tear-down workshops;
integrates DFA and VE.
2008 Sato and Rains team-up again for tear-down
workshop for security system company.
Fundamental Difference Between
US and Japanese Tear-down
Japanese tear-down is a comparative method used
in analyzing the value of the various equipment,
parts, data, etc. that are in a disassembled state. It is
a technique by way of clarifying how the
disassembled items differ from each other and take
any advantage from the difference.
Original US methods is only an overview
examination.
Elements of Japanese style tear-down
Reduce number
of assembly
processed
Commonize
parts
Matrix
(common)
Standardize
production
processes
Process
Static
Coordinate
studies,
collect ideas
Dynamic
Cost
Material
Reduce
part cost
Reduce
material
cost
Improve cost competitiveness
Reduce investment; Improve productivity
Each tear-down element has its own focus/objective
Dynamic Tear-down
Dynamic TD applies the principle of
comparative analysis to the assembly
process. Essentially the comparisons are
focused on the effort and time it takes to
assemble and disassemble the products being
studied.
Cost Tear-down
The focus of the Cost TD element is to
make detailed comparisons of your product
components with that of your competitors.
Each component part may have many slight
differences. Each difference then is noted
and a cost estimate for this difference is
determined.
Material Tear-down
Material TD focuses on material choices,
material surface treatments and altering
material chemical properties through
various treatments such as heat treating
and stress relief. Another sub-element of
Material TD is to analyze material offal
for metal parts and resin waste for
injection molded parts.
Matrix Tear-down
Matrix TD works to drive for part
commonization. Matrix TD will further
de-proliferation efforts by reducing part
numbers through the utilization of
common parts on different products in the
same or different product family.
Process Tear-down
Once part commonization is mastered,
process standardization can also be
mastered. When common processes can
be institutionalized process development
time and production rates can be
minimized. This results in lower capital
and tooling investments and in lower
piece part costs. It also results in faster
time to market, especially in a high
capital intensive business.
Static Tear-down
Static TD represents the original element
of tear-down presented to Mr. Sato by
General Motors many years ago. In Static
TD the component parts are appropriately
displayed to enable on-going investigation
and cost reduction.
Design for Assembly Background
Became popular in the late 1980s
In 1990, Delco Products a division of General
Motors used DFA as a pre-workshop
assignment for all product design studies.
Commercial software has been developed;
probably the most popular is the Boothroyd
Dewhurst product.
Several less formal manual methods have been
developed.
Design for Assembly Concept
DFA strives toward design simplification by
focusing on part number reduction.
The probability of a perfect product goes down
exponentially as the number of parts increases.
Automation becomes more difficult and more
expensive when more parts are handled and
processed.
Design for Assembly Concept
Costs related to purchasing, stocking, and
servicing also go down as the number of parts
are reduced.
Inventory and work-in-process levels will go
down with fewer parts.
As the product structure and required operations
are simplified, fewer fabrication and assembly
steps are required, manufacturing processes can
be integrated and lead-times further reduced.
DFA Key Questions
To determine the theoretical minimum number
of parts, ask the following:
Does the part move relative to all other
moving parts?
Must the part absolutely be of a different
material from the other parts?
Must the part be different to allow possible
disassembly?
How To Integrate DFA with the
Tear-down Process
DFA/TD workshop needs at least five days
Analysis only; no creativity or evaluation
Workshop duration depends on product
complexity and number of competitors
Should be performed two to three weeks
before value engineering workshop
Best performed as an element of the Dynamic
Tear-down
Can be performed as a pre-workshop
assignment
Value Engineering/Analysis
DFA and Tear-down are part oriented
methodologies.
Value methodology is function oriented.
Thus the DFA and Tear-down activity is used
as only the Information Phase of the Value
Methodology Job Plan.
SELECT
TEAM MEMBERS
PROJECT
SELECTION
PRODUCT ENGINEER
DESIGN RELEASE ENGINEER
PORTFOLIO TEAM MEMBER
SPECS
EPC&L
DESIGNER
ENGINEERING GROUP MGR
DESIGN LEADER
PROCESS
PROCEDURE
LOOK FOR NEW
OPPORTUNITIES
INFORMATION
PHASE
OBJECTIVES
SCOPE
COSTS
FACTS
FUNCTION ANALYSIS
PHASE
DETERMINE FUNCTIONS
REDEFINE PROJECT AND SCOPE
ANALYZE FUNCTION
DETERMINE COST-FUNCTION
RELATIONSHIP
VALUE METHODOLOGY
WORKSHOP
PROCESS
CREATIVE PHASE
CREATIVITY
APPLY IMAGINATION
ALLOW INCUBATION
DETERMINE NUMEROUS ALTERNATE
METHODS OF PERFORMING FUNCTIONS
REPORTING & FOLLOW-UP
PHASE
COMMUNICATE TO CREATIVITY TEAM
MONITOR CHANGES
RECONVENE AS NECESSARY
DOCUMENT RESULTS
REPORT PROGRESS
PRESENTATION
PHASE
EVALUATION PHASE
DEVELOPMENT
PHASE
IMPLEMENTATION
PHASE
CHAMPION RESPONSIBILITY ASSIGNED
OVERCOMING ROADBLOCKS
RECOMMEND SPECIFIC AND PRECISE
ACTION
IMPLEMENT SPECIFIC & PRECISE PROJECT
ACTION PLANS
DETERMINE AN ACTION PLAN FOR
COMPLETION
REFINE AND DEVELOP IDEAS
ESTABLISH BENEFITS
OVERCOME OBSTACLES AND
OBJECTIONS
DETERMINE AN IMPLEMENTATION
PLAN
ELIMINATE IDEAS WHICH DEFINITELY
WILL NOT WORK
COMBINE IDEAS
DETERMINE WHICH IDEAS
WILL WORK
IDENTIFY THE MOST PROMISING
IDEAS
Not a One Time Event
The best benefits come from repeated use of
this process year after year.
As you repeat the analyses of your
competitors you begin to learn what design
trends they are using. Once you can document
a trend then you can begin to predict
competitor design changes before the are
implemented and get into the marketplace.
Integrated Workshop at
HVAC Company
Integrated Workshop
Multi-discipline team
Four competitors
DFA/Tear-down - 4 days
Value Engineering 4 days
Results:
Significant savings to existing design
Developed brand new product to fill a gap in the
market place
Case Study: ISUZU
Imitation of GM Method
Isuzus Own Method
Integration of DFA
Integration with VE
Standardization of Process
Characteristics of
Target Management Activities
Example of new vehicle
Front loading [Cost planning activities born out of a failure ]
Develop. Process
Product
proposal
Product
planning
Engng.& product. Engng. Product &
preparation
sales preparation
Production & sales
preparation
Design drawing
Major parts [Link] parts dwg 2nd proto dwg. Final dwg.
Product Concept
Study of feasibility
Prototype
Pilot
Volume [Link]
Business plan
Engng. concept
Bench test
Start preparation of jig & dies
(strategy,economy Target cost distribution
Actual vehicle test
Sales strategy
Commonization concept
Technology Cost Change
Price table
VE
DFMAconcept
Past ECRVA proposals
Cost evaluation
Mini-VE
DFMA
1 Day CR
Target
Achieving target
Achieving with margin
Conclusion
All western world companies that have made
progress in utilizing the techniques developed
in Japan by Mr. Sato have found them to be
beneficial and an important element of their
product development strategy. It is not
enough to only fully understand your
products, including its design strengths and
weaknesses, cost detail, performance,
functional elements, and selling features. This
same information must be known on the
competitions products as well. Following the
Japanese tear-down methodology with
integrity has certainly proven to be necessary
in improving corporate profitability.
Conclusion
Now with the full integration of the Japanese
style of tear-down, Design for Assembly and
Value Engineering the potential results are
further enhanced. A company can no longer
afford the luxury of picking a single value
improvement practice to effectively manage
its costs and satisfy its customers.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
