Conference Presentations

• Raytheon
• NASSCO Ship Builders
• Dynacon, Inc.
• Club Car
• DICKEY-john
• The Boeing Company
• Teradyne
• Maytag
• Rockwell Collins
• CAM-I

CASE STUDY
Systems Approach to Lean Design

Daniel F. Cheeseman
Senior Engineering Director
Raytheon

The current complexity of today’s systems require significant system engineering discipline to assure not only a performance based design but a truly affordable one that achieves the essence of a Six Sigma Design. Using the current systems model deployed on the US Army Excalibur Precision Attack System, a review will be made of the current model's tools and strategies being deployed by Raytheon Missile Systems to assure that customer satisfaction is achieved in cost, schedule and performance. A cradle to grave approach.

CASE STUDY
Effectively Applying Lean Design in the Shipbuilding Industry

Lee A. Duneclift
Senior Project Engineer
NASSCO

This presentation will review program lessons learned from company-wide deployment to achieving bottom line results, including addressing issues at all levels of the organization and setting expectations. Mr. Duneclift will highlight both benefits and potential pitfalls including the all important implementation phase. The key takeaways will be experience-based recommendations for anyone who is anticipating deploying Lean Design.

During the past 16 years at NASSCO in San Diego he has played a leadership role in all ongoing commercial and government programs, including the National Shipbuilding Research Program and Navy sponsored R&D projects. He is published in the Journal of Ship Production for his work on Concurrent Engineering, Machinery Space design and unitization manufacturing techniques.

CASE STUDY
Applying Lean Design Principles to Re-Engineer and Existing Product in a Small Company Context

Stephen J. Sorocky
CEO and Director
Dynacon, Inc.

While lean design provides its largest benefits when applied from the start in new product development—the so-called clean sheet design— this talk will address the application of lean design to an existing clinical laboratory automation product in the field that requires improvements to cost, serviceability and reliability. Lessons learned and results will be presented as well as the considerations resulting from implementing lean design within the constrained resources of a small company and short schedule.

CASE STUDY
Clean Sheet—The Lean By Design Development of the Precedent Golf Car

Dave Hardy
Executive Program
Director
Club Car, Inc.

In January 2004, Club Car Inc., a division of Ingersoll Rand introduced the Precedent golf car to rave reviews from the market place. The radically redesigned product focused on features and benefits that golfers and golf course owners love.

Mr. Hardy will walk you through the "clean sheet" approach that Club Car took to both its product design and manufacturing processes. By implementing "Lean By Design" principles throughout the process, Club Car was able to: reduce parts (operations and fasteners) by 40%, create a new manufacturing environment focused on quality and a lean supply chain and gain substantial efficiencies in transportation, order entry and other operational areas.

Dave Hardy graduated from New Jersey Institute of Technology in Newark, NJ with a BS in mechanical engineering in 1970. He did graduate level work at the University of South Carolina in Columbia, SC also concentrating on mechanical engineering. He entered the golf car industry in January, 1976 with the E-Z-Go division of Textron in Augusta, GA as a Design Engineer. He began his employment with Club Car Inc. in 1978 also as a Design Engineer and is still employed there today. He has held the title of Design Engineer, Manager of Testing and Development, Manager of Product Safety, Marketing Manager, Director of Product Development, Director of Product Safety and Executive Program Director. As Executive Program Director, Mr. Hardy was given responsibility for the development of the Precedent golf car.  Mr. Hardy is the past President of the National Golf Car Manufacturers Association. During his tenure with the Manufacturers Association, he was instrumental in the development of safety standards for golf cars and personal transport vehicles as well as guidelines for their use.

CASE STUDY
Incorporating Lean Design into Traditional Product Development

Paul Layton
Product Development
Manager
DICKEY-john

This case presentation will review the development process for DICKEY-john’s new Hand Held Grain Moisture Tester, the M3G. Mr. Layton will discuss DICKEY-john’s incorporation of Lean Design Methodology to its traditional concurrent engineering approach to product development and the resultant impact on design time, company-wide communication and cost. Lessons learned and remaining obstacles will be examined.

Paul Layton earned a B.S.E.E. Louisiana State University in 1986. With ESCO Corporation, he was assigned to the design team responsible for the RADAR Set Test Station, which is used for rapid test and repair of the F/A-18 weapons RADAR. He later assumed multiple design, test, and manufacturing roles with Long Elevator and Machine, a passenger elevator company. Paul is currently a Product Development Manager with DICKEY-john Corporation. His 18-year involvement in design and manufacturing includes a variety of positions, most with significant leadership responsibility. It was in his current role that he was exposed to the Munro Lean Design philosophy and has championed its use in product development at DICKEY-john.

CASE STUDY
The Boeing 7E7—Developing the New Interior for the New World

Peter S. Guard 7E7 Interior Architecture Leader The Boeing Company	Nancy E. McCutchin 7E7 Interior Architecture Leader The Boeing Company

The 7E7 Interior development project is utilizing breakthrough teaming and engagement methods to influence the way we design and build airplanes. One of  the core methods we are using to drive our culture change is "Lean Design". By having a lean and efficient design, we enable lean manufacturing and can drastically reduce part count and flow of the 7E7 assembly process.  We will share our design& manufacturing process by following "A Day In the Life of an Interior Part" as it moves through the value stream.

Pete Guard is facilitating the 7E7 interior development and integration. He holds BS in Polymer Chemistry from Syracuse University and has held leadership positions at Boeing, GE and Brunswick focused on transportation development in aerospace, automotive and marine market segments.

Nancy McCutchin is facilitating the 7E7 development and integration.  She attended Pacific Lutheran University and has a BA in Music Education.  As a Manufacturing Supervisor for Boeing, she managed the installation of interiors for the 777.  Previous assignments include Business Management and Continuous Quality Improvement activities.

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CASE STUDY
Controlling New Product Costs Through Trend Analysis

Terry Ayer
Value Engineering
Program Manager
Teradyne

In today's competitive market it is necessary to confirm product costs as early as possible in order to maintain profit margins. New product funding is normally based on early estimates of cost. Changes during development often impact the final cost. How can these changes be monitored to insure the cost targets have not been exceeded?

Mr. Ayer will examine the use of trend analysis as a technique to more accurately estimate the cost of a new product. Analysis data is used to develop a target bill of material. DFMA software is used to evaluate early concepts for comparison to the target.

Terry Ayer has been in his current position for four years and heads a department exploring how to influence design in the development stages. Their current objective is to accurately estimate the cost of new products and control that cost through development. Prior to his work at Teradyne, Terry spent years at Xerox Corp and fourteen years with Digital Equipment Corp introducing new products into manufacturing. He has an extensive background in electro-mechanical and electronic component fabrication as well as broad experience in the processes required to assemble components into a final product.

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CASE STUDY
Getting From Where We Are
To Where We Want To Be

Jay Mortensen
Director of Target Costing
and Cost Engineering
Maytag

How do we go from where we are to where we want to be in the Target Costing process? This presentation focuses on the tactics and techniques for applying Target Costing tools into an existing robust product development process. It assumes most organizations are already using some aspects of target costing but not the complete process. Topics covered include reducing product development time, early identification of the cost of design, joint development of products with the supply base, tracking the impact of design changes, and elimination of "gaps" before production begins. Lessons learned about resource requirements, team building, and gaining inter-departmental support are integrated into the presentation.

Jay Mortensen is the Director of Target Costing and Cost Engineering at Maytag. He is a C.P.A. and holds a B.S. in Accounting from the University of California. He has over twenty years experience in manufacturing and related responsibilities at Deloitte Touche Tohmatsu, Toyota, Mercury Marine, and Maytag. His current focus is the implementation of the Target Costing process at Maytag.

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CASE STUDY
What You REALLY Need to Know About Target Costing: 5 "gotta knows" for Yielding Appropriate Cost Product Designs

Greg Olson
Principal Manufacturing Program Specialist
Rockwell Collins

This is not another Target Costing seminar.  Rather, it is a collection of "gotta knows" gleaned from several pleasant successes (and a few miserable failures) in the product development trenches.  The presenter will begin with a (very) brief overview of Target Costing fundamentals followed by brief "mini presentations" of his 5 Target Costing "gotta knows."  If you mess up on any one of these five simple points, your project will suffer.  If you successfully apply these five simple points, your project will benefit.  No prior knowledge of Target Costing (or related disciplines) is assumed.

Greg Olson is currently a Principal Manufacturing Specialist in charge of CAIV (Cost As Independent Variable) for a large military communications development program at Rockwell Collins in Cedar Rapids, Iowa.  He has held various positions at Rockwell Collins for the past 18 years (RF/microwave design for GPS receivers, project engineering, DTC (Design to Cost) / Target Costing) and has been actively involved in both the "nuts and bolts" and management of Design to Cost, Target Costing, and CAIV since 1995.  From 1998 – 2003, he served as a participant in the CAM-I CMS Target Costing Interest Group. Greg is a BSEE, 1983 graduate of University of Texas at Arlington.

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FEATURED PRESENTATION
Hitting the Target, The CAM-I Target Costing Implementation Guide

Tami L. Capperauld Leader of the Market- Driven Target Costing Implementation Group Boeing Commercial Airplanes	Dr. Shahid L.  Ansari Professor of Accounting Information Systems California State University Northridge

The Consortium for Advanced Manufacturing – International (CAM-I), Target Costing Best Practice Interest Group developed an actionable Target Costing Implementation guidebook that will enable companies to understand the how, when and why of implementing this important strategic management process. This presentation will cover the key learning points from the guidebook outline.

• Build a Support Base
• Establish Charter for Target Costing
• Develop Implementation Plan
• Build Teams for Target Costing
• Provide Training
• Acquire Tools
• Develop Action Plan to Achieve Goals
• Institutionalize the Target Costing Process

Tami Capperauld, Senior Finance Business Analyst and Leader of the Boeing Market Driven Target Costing (MDTC) Implementation & Support Group, has been a member of Boeing Commercial Airplanes (BCA) for 14 years focusing on development and implementation of advanced cost management methods and processes. As a pioneer in Target Costing for BCA, she has both led and participated in implementing MDTC on several major airplane programs.

Tami is currently the Lead and Subject Matter Expert for MDTC Implementation in Boeing Commercial Airplanes and a Steering Committee Member for the Boeing Company Affordability Process Action Team. She is responsible for conducting Program Leadership Team overviews, Program Process Maturity Assessments, preparing implementation plans and tailoring the implementation strategy and approach. She is a highly rated MDTC Workshop Instructor for The Boeing Company.

Dr. Shahid L. Ansari has many years of experience in teaching, scholarly research, and consulting.  He received his Ph.D. in Accounting and Organizational Behavior from Columbia University and has taught in graduate and undergraduate programs at UCLA, NYU, and the Naval Postgraduate School.  He has also been a Visiting Faculty at INSEAD, Fontainebleau, France, Macquarie University, Australia and Pretoria University, South Africa, Marshall School at USC, and the Shell Learning Center in Houston and Holland and Rice University. Dr. Ansari has won several awards and honors for distinguished teaching during his career.