1. Closed loop lifecycle management
For fundamentally reducing environmental burden dueto artifacts and their production processes, it isessentially important to realize a pre-designed closedproduct life cycle, and to manage it for less productsand energy flow without excessive overhead load.This concept has been well implemented for large scaleindustrial products and facilities, but not for massproducedconsumers' durable goods. For improvingthis situation, we have proposed a methodology fordesign and management of a closed product life cycle,based on the following idea: promoting the informationsharing among manufacturers and users, motivatingusers to participate in design and managementactivities, incorporating product take-back processesinto product basic functionality, and innovating aconcept and structure of products and their life cycle.A method consists of four steps: design of productlife cycle by tight adaptation to product usage modes ofmass customers, creation of new life cycle scenariowhere users can play an active role for closing the lifecycle, creation of new product concept and structurewhich is adapted to the proposed life cycle scenario, designing efficient methods for managing productionand maintenance/recycling facilities for new productsand production systems. Many technical issues forthose steps are still under discussion. Somepreliminary explanation and case studies are given inthis paper for further elaboration of the method.
F Kimura - Proc. 33th CIRP Int. Seminar on Manufacturing, 2000 - ptech.pcd.go.th
2. Sustaining engineering
Sustaining engineering often can be more challenging than developing a new piece of code. It requires a complete and comprehensive understanding of the existing architecture, design goals, key technologies, and functionality as it was originally envisioned. It demands a disciplined approach to provide a workable solution under a tremendous time pressure while introducing zero regression.
Phases:
Ramp up: Short ramp up with fundamentals, foundational skill set, environment, formal technology training, process training, knowledge acquisition through deep dive, explorative testing, and ad-hoc testing
Productive: Able to perform simple tasks, continuous self-paced training, and occasional formal training. Work products by the individual contributors are reviewed internally (buddy review, group review) and externally by our customer’s engineering team
Efficient: Able to solve and carry out more complex issues, and occasionally requires help from other experienced engineers. Focus on improving deeper understanding of finer details of product issues
Optimal: Equivalent level of proficiency as the existing experienced engineers. Improving or fine tuning process
Reaching the steady state is achieved by rigorous training, feeding and caring of the team members, providing technical guidance and oversight, and proactive performance management.
Augmentum, Product development outsourcing, sustaining engineering, 2010
3. Product and portfolio management
Effective portfolio management is vital to successful product innovation. Portfolio management is about making strategic choices—which markets, products, and technologies our business will invest in. It is about resource allocation—how you will spend your scarce engineering, R&D, and marketing resources. It focuses on project selection—on which new product or development projects you choose from the many opportunities you face. And it deals with balance—having the right balance between numbers of projects you do and the resources or capabilities you have available.
Portfolio management for product innovation – picking the right set of development projects – is critical to new product success. This article reports on the new product portfolio practices and performance of a large sample of firms in North America. Reasons why portfolio management is important are identified, followed by the relative popularity of the different portfolio techniques: financial methods are first, followed by business strategy methods, bubble diagrams and scoring models. Next, how the various portfolio methods fare in terms of six performance metrics is probed. Financial methods, although the most popular and rigorous, yield the worst results overall, while top performing firms rely more on non-financial approaches – strategic and scoring methods. The details of how some of these more popular methods are employed by firms to rate and rank development projects are also provided. Finally, managerial implications, including suggestions for making portfolio management more effective in industry, are outlined.
New Product Portfolio Management: Practices and Performance
Robert G. Cooper, Scott J. Edgett, Elko J. Kleinschmidt, 12 AUG 2004, DOI: 10.1111/1540-5885.1640333
Portfolio management for new product development: results of an industry practices study
Robert Cooper, Scott Edgett, Elko Kleinschmidt, 17 DEC 2002, DOI: 10.1111/1467-9310.00225
4. Depreciation time
The tool planning problem is to determine how many tools should be allocated to each tool group to meet some objectives. Recent studies aim to solve the problem for the cases of uncertain demand. Yet, most of them do not involve cycle time constraints. Cycle time, a key performance index in particular in semiconductor foundry, should not be ignored. The uncertain demand is modeled as a collection of scenarios. Each scenario, with an occurrence probability, represents the aggregate demand volume under a given product mix ratio. A genetic algorithm embedded with a queuing analysis is developed to solve the problem. Experiments indicate that the proposed solution outperforms that obtained by considering only a particular scenario.
The cost of tools that a mechanic uses in the normal operations of the business can be depreciated. Depreciation expense is deducted over the course of the tools' useful life. The number of years to use in calculating your depreciation will vary depending on the type of tools; a large tool such as a floor jack has a longer useful life than a small hand tool such as a wrench. Consult Internal Revenue Publication 946 for help in determining the number of years to use in calculating the depreciation.
How to Depreciate a Mechanic's Work Tools, Johanna Miller, December 1, 2010
A tool planning approach considering cycle time constraints and demand uncertainty, Muh-Cherng Wu, Yai Hsiung and Hsi-Mei Hsu, DOI 10.1007/s-0003-2030-2
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