this is not possible, incoming components can still
investigated before destructive testing.
The product tear down process also stresses
visual management. The intention is to have all
dissected individual components displayed in an
orderly manner and visible to the design team
members. This requires smart selection of location
and environment for displaying the components.
The components are exposed and should be easily
accessible for design team members to hold,
feel and examine. The idea here is to create a
conducive environment for design team members
to tap on human senses, such as sight and feeling,
to the fullest extent thereby allowing them to
generate creative and innovative new designs.
As the product is dissected, complete written
information on every component part such
as description and quantity is recorded. This
information is essential for constructing a bill of
material or BOM.
Step 2 – Prioritization
If the number of blasted components is too
numerous, attempting to improve all of them is
not only difficult but also ineffective. Therefore
it is necessary to prioritize all components and
identify major ones for improvement. Since the
ultimate goal is to reduce cost, it is normal to
prioritize components according to the component
cost per unit of product. The Pareto Principle (also
known as the 80/20 principle) statistical method
is used in prioritization exercises to identify the
few vital components that contribute to 80% of the
total product cost. Focusing on re-designing the
vital few components is essential in lean product
design.
Step 3 – Function Analysis
The objective of function analysis is for the design
team members to understand what and how
every vital component works in fulfilling specific
tasks. The Verb-Noun expression, originated from
value analysis is applied to describe “what” is the
use of a component and “what” it is designed
for. Another accompanying Adverb-Adjective
analysis, called the voice of the product or VOP,
which is also used in the Lean Product Design. It
is used to assess component functions from the
perspective of a customer. In addition a further
analysis, called the voice of customer or VOC
is used to determine customer expectations of
product performance. Three situations involving
the relationships between VOP and VOC can
occur which trigger different design improvement
approaches.
Case 1: VOP < VOC. Customer expectation is
higher than the component can achieve. Therefore
redesigning to improve or add better functionality
is the main priority.
Case 2: VOP = VOC. The component function fulfils
the requirements of the customer. New or added
functionality may not be necessary. However redesigning the component to reduce the cost of
creating the function is important. For example,
using alternative lower cost materials to make the
component but maintaining the same functionality
and quality level.
Case 3: VOP > VOC. The component functionality
of the product exceeds the needs of the customer.
In this case, there is an opportunity to seek out
excessive design parameters and remove them so
that the cost can be driven down. Example, instead
of using thicker material to make a component, a
thinner dimension could be sufficient to serve the
same purpose required by customers.
Step 4 - Comparative Analysis
Comparative analysis is adapted from the Tear
Down Design Concept. Here, the same product,
but made by rival competitors, is dismantled
to identify all the components similar to Step
1 above. The blasted components that are
identified as the vital ones are compared so that
new breakthrough improvements can be rapidly
developed. Four probing questions (Q) are used as
guidelines in comparative analysis.
Q