Lean Product Development: Slashing Time-to-Market and Improving Resource Utilization

Lean Product Development
Slashing Time-to-Market and Improving Resource Utilization

Madison ASQ January 10, 2012
Wil Cox Sr. Manufacturing Specialist Wisconsin Manufacturing Extension Partnership cox@wmep.org (608) 335-3203
About WMEP
Wisconsin Manufacturing Extension Partnership
helps Wisconsin manufacturers succeed

Since 1996 WMEP has served more than 2,500 Wisconsin manufacturers WMEP is Wisconsins market leader in providing services that deliver proven top-line and bottom-line results
WMEP is Measured by Our Clients Impact
WMEP state and federal funding depends on the quantified impact and ROI each client reports Last year $130 million in impact was reported by the small and mid-sized manufacturers we served In the past five years, nearly $1 billion in impact and more than 4,800 new or retained jobs have been reported by WMEP clients as a result of successful project work
Next Generation Manufacturing

Six Attributes will Define Future Success Advanced Talent Management Customer-Focused Innovation Systemic Continuous Improvement Extended Enterprise Management Sustainable Product and Process Development Global Engagement
WMEP Provides a Wide Range of Services Under Each of These Six Attributes
Advanced Talent Management: Mid-level Leadership Development & Skills Certification Customer Focused Innovation: Existing or New Product Growth & Marketing Needs Systemic Continuous Improvement: Lean Initiatives, Quality, and Problem-solving Processes Extended Enterprise Management: Developing Suppliers & Partners for Long-term Growth Sustainable Product and Process Development: Profitable Conservation of Energy & Resources Global Engagement: International Growth & Exporting Opportunities
Lean Product Development

Agenda
Part 1 - Introduction to Lean Product Development Part 2 How to Implement a Lean Development Process Part 3 Defining Market Requirements Part 4 - Managing Cost During the Design Phase Part 5 - Tools for Rapid Project Execution
Copyright 2009 Technology Perspectives
The Three Dimensions of Excellence in Product Design and Development
Lean Innovation Rapid Innovation Scenario Brainstorming Set-Based Design
Production Cost
Lean Product Design Design for Manufacture Toyota 3P Process Value Engineering Design for Six Sigma
Time-to-Market
Lean Product Development Slashing Time-to-Market and Improving Resource Utilization is the Focus of this Workshop
What is Lean Product Development?

Its all about productivity -
= = = = = = =
Profits generated per hour of design time Efficient utilization of designers / developers Faster time-to-market More projects completed per unit time Higher profits for your firm More customers satisfied more of the time More fun for designers who are freed from wasteful, boring activities.
Our enemy is wasted time Lean Product Development provides both the mindset and the tools to fight back!
Benefits of Lean Product Development

$$$
Typical Project
$$$$$$$$
Lean Project
$ = Profits = Resources
Project Duration 20% 60% Reduction in Design Cycle Times >50% Improvement in Resource Utilization 10 % 50% Increase in Gross Margins >30% Gain in Product Design Capacity Dramatic Improvement in Schedule Predictability
* Based on reported results from firms spanning several industries, 1999 - 2009
Why Tolerate Waste?
Profit?
Non-ValueAdded Work
Error Loops Unnecessary Steps Poor Handoffs Undefined Roles Low Value Meetings Lack of Information Missed Target Costs Excessive Multitasking Lack of Prioritization Constant Interruptions
Value-Added Work
Wasted Time May Represent Your Biggest Product Development Cost!
Top Ten Sources of Product Development Waste

Chaotic work environment constant interruptions Lack of available resources resource bottlenecks Lack of clear prioritization of projects / tasks Poor communication across functional barriers Poorly defined product requirements Disruptive changes to product requirements Lack of early consideration of manufacturability Over-designing, analysis paralysis, gold-plating Too many @!%&* meetings E-mail overload the e-mail avalanche
11
How Time-to-Market Impacts Product Success
Growth of Early Market
Market Matures
Revenues Decay as Market Slowly Saturates
Products Time Has Come Initial Monopoly Profits
Time
New Competitors Enter Market Commoditization of Product Many Equivalent Substitutes
End of Market Life
B Typical Launch Points for a New Product
Obsolescence or Replacement
Profits
Obsolescence or Replacement
Unit Sales
12
Manufacturing Cost Must Be Addressed Early in the Product Development Process

100
80
Lifetime Product Costs (Cumulative Percentage)
60
40
20
0 Concept Design Prototyping Testing Production

13
A Typical Day in the Life of a Design Team Member

Janes Daily Logsheet Activity Coffee, e-mails, voice mail, etc. Project status meeting (yuck!) Resource planning meeting Customer call (nightmare!) GM dog and pony show Trip report, calls, etc. Get node list from Bob Revise SW test routine per node list DARN! This is an OLD list! Fix errors.... Start 7:00 8:00 9:00 10:00 10:45 1:15 2:00 3:00 4:00 End 8:00 9:00 10:00 10:45 1:15 2:00 3:00 4:00 5:00 Value 15 MIN 5 MIN 5 MIN 10 MIN 0!! 10 MIN 0! 1 HR 0! 1.75 HR Waste 45 MIN 55 MIN 55 MIN 35 MIN 2.5 HR 35 MIN 1 HR 0 1 HR 8.25 HR
CAN YOU BELIEVE THIS ??!!
How much does your workday resemble Janes?
16
Comparative Results from Firms in Several Sectors
Firm No. 1 2 3 4 5 6 7 8 9 10
Description Major Aerospace Firm Major Aerospace Firm Factory Controls and Sensors Auto Parts Manufacturer Aerospace Supplier High Technology Hardware Sporting Goods Manufacturer Division of Insurance Firm Solar Energy Systems Farm Equipment Manufacturer Industry Averages
Approx. No. of Employees 100,000 80,000 10,000 7,000 4,000 1,500 400 250 150 130
Hours of Value 1.2 1.1 1.5 1.5 1.8 1.0 2.4 1.4 2.3 3.0 1.7
Hours of Enablers 4.0 4.3 5.0 3.9 3.4 4.5 2.0 2.8 2.5 1.5 3.4
Hours of Waste 2.8 2.6 1.5 2.6 2.8 2.5 3.6 3.8 3.2 3.5 2.9 17
Practical, Common-Sense Tools for Slashing Waste

Common Sense is genius dressed in its working clothes.
- Ralph Waldo Emerson
Common Sense is something that you already know... once someone points it out to you. - Ron Mascitelli
=
18
Agenda
19
Attributes of a Successful Team Leader The Zen Policeman

The leader of an Integrated Project Team should: Provide focus without micromanagement. Inspire creativity while maintaining order. Arbitrate disputes fairly and impartially. Be a good listener and mentor. Gather inputs and make clear decisions. Help the team learn from the past and present. Understand diverse personalities and harness them to achieve breakthrough innovations. The greatest leader is one whose subjects do not realize they are being led at all
20 Sun Tzu - The Art of War
Integrated Product Team Reduces Functional Silos

The key to lean product development is building an effective and empowered Integrated Product Team (IPT)...
Product Business Case

Project Leader Design Engineers Marketing
Core IPT
Examples only! Your team membership may be different
Technicians Mfg. Engineering Software Engineers
Extended IPT
Consultants Sales / Service Customer Quality Purchasing Suppliers
IPT Infrastructure
Senior Management Finance Human Resources Information Technology Facilities Administrative
21
The Over-the-Wall Development Process

Over-the-Wall is a leftover of commodity mass production and is the enemy of speed and innovation...
Revised Specifications Engineering Prototype New Product Specifications Engineering Change Orders
Unacceptable Unit Cost Finished Product Design
Commercialization
Marketing
Engineering
Manufacturing
23
10
The Phase / Gate Development Process

The Phase / Gate product development process was developed for NASA and DOD megaprojects to reduce technical risk and coordinate vast numbers of sub-contractors...
Gate 1 Concept/ Planning Design Gate 2 Gate 3 Execution Gate 4 Verification
Prototyping
Redesign
Eng. Change
Eng. Change
The Phase / Gate process can be used as a transition stage from over-the-wall development, but it is not an end in itself!
24
Potential Sources of Waste in a Typical Phase / Gate Process
TOO MANY GATE REVIEWS TOO MANY PROCESS-MANDATED ACTIVITIES PROCESS DRAINS TIME FROM VALUE CREATION PROCESS IS DIFFICULT TO SCALE DOWN PHASES / GATES DISTORT THE CRITICAL PATH In short, phase / gate is heavy on command and control, but doesnt provide an efficient way to design and develop a new product!
11
Attributes of a Lean Development Process
Project work never stopsunless the project is cancelled. The process has a light touch on working-level team members. Exception management is used for status reporting. Requirements changes are carefully screened for net value. Arbitrary gates, reviews, documents, approvals, etc. are minimized. The critical path of the project is enabled and prioritized. Risks are managed proactively and aggressively. Process is scaleable to the type of product under development.
Overview of a Lean Product Development Process

Market Rqmts. Planning / Risk
Optional Decision Points
Start
Market Position Segmentation Prioritized Rqmts. Prioritized Features
Basic Project Plan Milestone Schedule Risk Mgmt. Plan Mitigation Actions
Lean Workflow Management 3P/Cost Reduc.

Production Plan Purchasing Plan Value Engineering Innov. Brainstorming Milestone Events
Design Review
Prod. Readiness
Prototype Data Design Validation Cost Validation Design Freeze
Factory Layout Supply Chain Test / Inspection Launch Plan
Floating Events
VoC Workshop Innovative ProblemSolving
Make Money!
28
12
Quick-Start LPD Allows Immediate Improvement to Phase / Gate
Highly efficient collaborative events drive value-creation, rather than vague phases. Quick-Start LPD does not distort the critical path of a project the Events will naturally align with the critical path. The focus is on the actual work of product design, rather than administrative gate reviews, arbitrary deliverables, etc. The command and control part of phase / gate is covered through visual tools and exception management.
You can either embed Quick-Start Events into your existing phase / gate processor just use Quick-Start by itself as a stand-alone development process!
Agenda
31
13
What Constitutes a Great New Product Opportunity?
Highly Differentiated
Manageable Risk
Aligned with Core Competencies
Great Product
Leverages Manufacturing Capability
Supports Firms Strategic Direction
High Net Present Value (NPV)
32
Various Methods for Harvesting the Voice-of-the-Customer

Ways to become more intimate with your customers (and their problems)
Focus Groups Alpha Customers Customer Surveys Iterative Prototyping Indwelling Internal Surrogates Probe-and-Learn Polling the Sales Force
33
14
A Lean Starting Point for Any Project The Market Requirements Brief
1. Product Designation: ____________________________________________________ 2. What specific customer problem(s) does the product solve? _______________________________________________________________ 3. Who are the target customers? _______________________________________________________________ 4. Most Likely Sales Volumes: Year 1 = _________ Year 2 = __________ Year 3 = ___________ 5. Target Market Price: __________________ (dollars per unit) 6. Target Manufacturing Cost: __________________ (dollars per unit) 7. Target Market Entry Date: __________________ 8. Overt Benefits / Key Attributes: i. _____________________________________________________________ ii. _____________________________________________________________ 9. Critical Physical Characteristics: i. (Example: Weight) ii. (Example: Dimensions) 10. Critical Performance Requirements: i. ________________________________________________ ii. ________________________________________________ 11. Critical Features: i. ________________________________________________ ii. ________________________________________________ 12. Other Critical Requirements or Constraints: i. ________________________________________________ ii. ________________________________________________
A one-page concise summary!
34
The Market Requirements Event
Objective To transform voice-of-the-customer (market) data Into a prioritized list of product design requirements that maximize customer value, market acceptance, and profits. Key Outputs Market Positioning Statement Top Five Customer Benefits / Key Differentiators Prioritized List of Features & Performance Levels Action Assignments to Execute the Above
35
15
What Does Market Positioning Mean?

A products position in the market is its unique combination of performance / features, price, and quality. Ideally, that position is large and well-defined enough to provide a robust business case.
Competitors Products Quality
Your Product Price
39
The Market Positioning Statement

A market positioning statement (aka, value proposition) is a one or two sentence phrase that captures the who, what, and why of your new product. WHO is the intended target market for the product? WHAT are the benefits that the new product provides? WHY would a customer buy your product over others? Example: The new Model XYZ Speedboat represents a breakthrough in performance, appearance, and sport technology, that targets youthful, affluent, waterskiing and scuba-diving enthusiasts. With nearly twice the acceleration, a lightweight allcarbon-fiber hull, and a three-color gel-coat finish the Model XYZ is as fast as it is eye-catching.
40
16
What are the Top Five Key Differentiators?

Our goal for this Event is to translate customer needs into prioritized design requirements for your new product.
Key Diff. #1
Key Diff. #2 Customer Needs Prioritized Design Requirements
Key Diff. #3
Key Diff. #4
Key Diff. #5
The Top Five Key Differentiators are the five greatest opportunities for your product to succeed in the marketplace in the customers own language!
41
Worked Example Using the Lean VoC Tool

Top Five Key Differentiators Rapid Acceleration High Top Speed Supports Scuba Supports Waterskiing Cumulative Weighted Score
7.5 3 5 -1 2 1 0 2 5 2 0 41.1 69.0 42.9 54.0 30.0 13.7 37.5 24.0 0.0 X 1 3 2 5 7 4 6
Possible Features / Performance Levels that Could Deliver Key Differentiators
4.3 200 HP Engine 400 HP Twin Engines Split Hull Design Carbon Fiber Hull Nitrous Oxide Injectors 3-color Gel-Coat Finish Optional Scuba Deck Automated Tow Rope Feed Custom Storage for Gear Fish-Finder Sonar 2 5 -1 3 5 0 -1 0 0 0
5.0 2 5 -3 3 5 0 -2 0 0 0
6.0 0 0 1 0 0 5 -2 0 -1 0
Appearance
For a Speedboat Product
5.0 0 0 2 0 0 0 5 0 3 0
-10.8 X
Priority Ranking
X 46
17
Do You Need to Match the Competition?

In addition to differentiating your product from competitors, you may need to match one or more attributes of their products to ensure parity in non-differentiating aspects of your new product. The goal is to avoid a negative that might dissatisfy a customer and cause you to lose market share or pricing power. Examples include: Achieving the same approvals, certifications, etc. as your top competitors. Meeting industry standards for interfaces, outputs, etc. Updating technologies to avoid giving an edge to your competition. Matching your top competitors basic features or Copyright 2009 performance levels. Technology Perspectives
The Final Step: Setting Clear Priorities for Product Features / Performance Levels
48
18
Applications of Must / Should / Could Prioritization

Prioritization of Optional Product Features
Prioritization of Key Performance Targets
Must / Should / Could Prioritization
Prioritization of Product Versions, Sizes, etc.
Establishment of M/S/C levels for Testing, Quality, Defects, etc.

49
Cost / Schedule Problems Can Be Solved by Trimming Could-Haves

If Project Schedule Slips or Cost Grow Highest priority requirements or features are front-end loaded to allow scope flexibility at the end of project.
Beginning of Project
Must Haves
Should Haves
Could Haves
Scope reduced to meet target cost or time-to-market goals

50
19
Identifying Must / Should / Could Priorities

Highest scoring features / performance levels from Lean VoC, plus Key requirements that ensure parity with competitors products. Middle scoring features / performance levels from Lean VoC, plus Key requirements that increase the products strategic fit or commonality with other products from your firm. Lower scoring features / performance levels from Lean VoC, plus Relatively high risk innovations that might delight the customer, but are unproven or optional. 51
Critical Output: The Master Action List Maintains Team Focus

The Master Action List is created, maintained and updated throughout the project to track long-term actions and manage unplanned work.
Event Actions / Risk Mitigation Actions Responsible Team Member
Jane M.
Planned Completion Date Actual Completion Date
Priority (High, Med., Low)

High
Comments
Assemble Prototype Kits in Advance
4/27/09
Some parts are still missing
Get Feedback on Draft Test Plan
Joe P.
5/1/09
5/8/09
Med.
Complete
Run Alternative Circuit Simulations
Cedrick M.
5/1/09
High
Need Resources!!
Make Reservations with Key Suppliers
Joline Q.
5/5/09
Med.
Give Customer Early Perf. Feedback
Harry P.
5/10/09
Low
Verify Availability of Lab Technicians
Dave N.
5/10/09
Low
53
20
Agenda
54
Trite but True: The Cost Lever
Benefit of Cost Reduction Efforts at Each Stage of Product Development...
Product Design 100 : 1
Process Design 10 : 1
Manufacturing 1:1
High-Value Product
21
A More Explicit View of the Cost Lever (Reprise)

100
80
Lifetime Product Costs (Cumulative Percentage)
60
40
20
0 Concept Design Prototyping Testing Production

56
There Are Five Cost Knobs that Designers Can Use to Control Costs
Cost Knob Direct Labor Possible Opportunities for Design Team Simplify product assembly Automate manual operations Reduce test and inspection requirements Use lower cost materials Use high-volume materials Reduce scrap and wastage Simplify initial factory set-up Reduce the number and variety of parts used Reduce material handling and storage Reuse existing design elements Purchase commercial-off-the-shelf components Accelerate the design process Design product for existing processes / equip. Select processes with low tooling costs. Reduce product tolerances
Direct Material
Indirect Overhead
Design Costs
Capital Equipment
59
22
The Twenty Cost Levers Four Levers For Each Cost Knob
Simplify Processes
Reduce Skill Level
Reduce Scrap
Eliminate Parts
Eliminate Batches
Outsource Processes
Design Reuse
Eliminate No Factory Complexity Changes
Reduce WIP
I
C
Automate Processes
II
D C D
High-Vol. Parts
III
C
Optimize Tooling
IV
D C D
Optimize Make/Buy
V
C
Reduce Handling
D
Reduce Consumables
Reduce Low-Cost Test Costs Materials
No Dedicated Avoid Equip. Gold Plating
Direct Labor
Direct Materials
Assignable Capital
Design Costs
Factory Overhead
60
Two Critical Definitions
Critical-to-Cost:
Any design- or process-related factor that has high potential impact on the new products unit production cost.
Critical-to-Quality:
Any design- or process-related factor that may have high impact on yield, defects, rework, customer returns, assembly time, etc.
62
23
Sources of Critical to Quality / Cost Issues for Manufactured Products

Four categories of improvement opportunity for the 3P / Margin Optimization Event 1. The highest-ranking customer satisfaction issues for products similar to the one under consideration. Source: Customer service data / Common Knowledge / FMEA Outputs 2. The highest-ranking defect / quality / rework issues for the manufacture of similar products. Source: Defect Lists / Corrective Action Lists / FMEA Outputs 3. The highest-material-cost components or design elements for the product under review. Source: BOMs / Cost Data on Similar Products 4. The highest-labor-cost components or design elements for the product under review. Source: BOMs / Labor Data on Similar Products
65
Prioritizing Improvement Opportunities
Ease of Improvement ( E )
How easy would it be to improve an identified cost or quality opportunity?
Impact ( I )
How much impact could that improvement have on the cost / quality of the new product?
Use a subjective 1-to-5 scale to rank each factor, where higher scores imply greater impact and greater applicability.
E x I = Action Priority Number

66
24
A Simple Way to Determine Which Opportunities to Address
5 Ease of Improvement 4 3 2 1 1 2 3 Impact 4 5
68
Agenda
69
25
An Integrated System for Workflow Management
Stand-up meetings, combined with visual project board allow for optimized team communication and efficiency. Visual board can be made available to team members at other locations by either using a webcam, or by posting a digital picture of the board on the intranet.
Stand-up Meeting
Visual Project Board (Obeya Light)
70
Element #1 The Management Status Tool
Key Milestone
Responsible Team Member

David Copperfield
Planned Actual Completion Completion Date Date

6/7/09 6/7/09
Cost Status
Schedule Status
Tech. Status
Comments
Fabricate Prototype
G G R G Y G G
G Y R R Y G G
G Y Y G G G G
Complete
Prototype Testing
Oliver Twist
4/5/09
First Test Failed
Prototype Validated
Tiny Tim
3/14/09
May Require Rework
Production Tooling
Charles Darney
4/24/09
Supplier Issues
Test Plan Complete
Sydney Carton
4/20/09
Resources Unavailable
Final Drawing Release
Lucy Mannette
5/17/09
Fabricate Qual Units
Charles Dickens
6/14/2009
71
26
Element #2 Team Master Action List
Action Item
Responsible Team Member
Due Date
Completion Date Priority
Comments
Create prototype parts kit
Jane M.
4/27/09
High
Parts missing
Draft test plan out for review
Joe P.
5/1/09
5/8/09
Med
Complete
Complete circuit simulation
Cedrick M.
5/1/09
High
Need Resources!!
Order injection-mold tooling
Joline Q.
5/5/09
Med
Meet with key supplier
Harry P.
5/10/09
Low
Prepare for customer meeting
Dave N.
5/10/09
Low
74
A Wall Gantt Template for a Single Project

2-week Team Window Member
Mon
Week 1 Wed
Fri
Mon
Week 2 Wed
Fri
Tom Dick Harry Jane Sally Mary

High Priority
Out Out Out Out
Low Priority Out Team member 77 unavailable
Med. Priority
27
Element #3 The Project Timeline

Major Milestones include all five Events, plus any customer / company mandated milestones.
24
20
Actual Time to Completion Scheduled Time to Completion
Cum Duration (weeks)
16
12
Schedule Variance Actual
Plan
0 0 1 2 3
Value Milestone Number
79
7
Element #4 Parking Lot for Issues / Problems

The final quadrant in your project board should provide space for unplanned issues or problems. This section should be accessible 24/7 to team members so they can capture issues as they occur. Issues that are identified will be dispositioned at the next team stand-up meeting.
Issue / Problem Owner Date
80
28
The Visual Project Board is a Living Workflow Management Tool

Management Status
Key Milestone Responsible Team Member
David Copperfield
Two-Week Action Plan

Week 1
Mon Wed Fri Mon
Project Timeline
Fri
Actual Planned Completion Completion Date Date

6/7/09 6/7/09
Cost Status
Schedule Status
Tech. Status
Comments
Fabricate Prototype
Complete
Week 2
Wed
Prototype Testing
Oliver Twist
4/5/09
First Test Failed
Prototype Validated
Tiny Tim
3/14/09
May Require Rework
Production Tooling
Charles Darney
4/24/09
Supplier Issues
Tom Dick Harry Out Out
Test Plan Complete
Sydney Carton
4/20/09
Resources Unavailable
Final Drawing Release
Lucy Mannette
5/17/09
Fabricate Qual Units
Charles Dickens
6/14/2009
Master Action List

Near-Term Action Item Responsible Team Member
Jane M.
Open Issues
Comments
Due Date
Completion M / S / C Date Priority

M
Jane Sally Mary
Out
Out
Issue / Problem Owner Date
Create prototype parts kit
4/27/09
Parts missing
Draft test plan out for review
Joe P.
5/1/09
5/8/09
Complete
Complete circuit simulation
Cedrick M.
5/1/09
Need Resources!!
Order injection-mold tooling
Joline Q.
5/5/09
Meet with key supplier
Harry P.
5/10/09
Prepare for customer meeting
Dave N.
5/10/09
81
Example of a Visual Project Board (aka, Obeya Light)
82
29
Project Coordination Using Team Stand-Up Meetings How to coordinate a project team
Application
Coordinate team with a 15 minute stand-up meeting Establishes a work plan for each team member All other topics are deferred to separate meetings, if needed.
Coordination
Lunch
Benefits
Establishes an urgent beat for project execution Enables immediate course correction and resource reallocation Avoids time batch effects caused by slow feedback 83
Team Schedule
Advantages of Team Coordination by Stand-up Meetings

Weekly Coordination
100 Relative Effort 100 Relative Effort 0 5 High Magnitude of Errors and Waste 4 3 2 1 Work Days Before Meeting 1 High Magnitude of Errors and Waste 1 1 1 1 Work Days Before Meeting
84
More Frequent Coordination
Low
Time Between Meetings
Low
Time Between Meetings
30
Powerful Benefits of Stand-Up Coordination Meetings
Creates a shared language among team members Allows for real-time reallocation of resources Enables a focus on valuecreating activities Establishes a clear work plan for each day Provides a mechanism for cultural change Builds team identity and emotional commitment
85
Frequency of Stand-up Meetings Depends on Project Urgency
Monthly Sustaining activities Long-term strategic projects Weekly Major projects with low schedule pressure 3 per Week Typical projects with high schedule pressure Daily Crunch times within a schedule-critical project Twice Daily Emergencies, fire-fighting, last few days prior to launch Recommended for Most Projects!
88
31
Time-Slicing Techniques Can Clear Time for Focused Project Work

Application
Formal meetings and low-priority interruptions are deferred to late morning and PM. Phone is set to voice mail, and no e-mail activity. Several hours in the AM are allocated for focused project work requiring high level of concentration.
Project Time for Focused Project Work
Lunch
Benefits
Significant increase in valuecreating time per day. Avoids waste due to turbulence. Enables team members to plan their time and meet schedule milestones. Daily Work Schedule
Overcoming Obstacles to Project Time
Hold a group meeting to explain concept and discuss objections.
Start small Perhaps begin by pushing meetings to the afternoon.
Offer project time to everyone in your organization.
Define legitimate emergencies other interruptions can and should wait until project time is over!
32
Lean Product Development Process

Governance Project Prioritization Capacity / Resource Mgmt.
Knowledge-Based Development
Learning Cycle Event(s) Design Review & Freeze Event(s) Visual Workflow Management Process 3P Event Production 3P Event
Market Rqmts. Event
Project Planning / Risk Mitigation Event
Production Process Preparation (3P)
Design 3P Event
Knowledge-Based Development / Learning Organization
References
Anderson, D. M., 1997, Agile Product Development for Mass Customization, Irwin Professional. Barnes, T., 1996, Kaizen Strategies for Successful Leadership, Financial Times Publishing. Bicheno, J., 2004, The New Lean Toolbox , PICSIE Press. Boothroyd, G., Dewhurst, P., and W. Knight, 1994, Product Design for Manufacture and Assembly, 2nd Edition, Marcel Dekker, Inc. Bralla, J. G., 1996, Design for Excellence, McGraw-Hill, Inc. Bralla, J. G., 1999, Design for Manufacturability Handbook, McGraw-Hill, Inc. Christensen, C. M., 1997, The Innovators Dilemma, Harvard Business School Press. Christensen, C. M. and M. E. Raynor, The Innovators Solution, Harvard Business School Press. Clark, K. B. and S. C. Wheelwright, 1993, Managing New Product and Process Development, The Free Press. Cooper, R. G., 1995, When Lean Enterprises Collide, Harvard Business School Press. Cooper, R. and R. Slagmulder, 1997, Target Costing and Value Engineering, Productivity Press. Cusumano, M. A. and K. Nobeoka, 1998, Thinking Beyond Lean, The Free Press. Dimancescu, D., Hines, P., and N. Rich, 1997, The Lean Enterprise, American Management Association. Erhorn, C. and J. Stark, 1994, Competing by Design, Oliver Wright Publications, Inc. Goldratt, E. M., 1997, Critical Chain, North River Press. Henderson, B. A. and J. L. Larco, 1999, Lean Transformation, The Oaklea Press. Ichida, T., 1996, Product Design Review, Productivity Press. Imai, M., 1997, Gemba Kaizen, McGraw Hill, Inc. Kennedy, M. N., 2003, Product Development for the Lean Enterprise, The Oaklea Press.
96
33
References (continued)
Laraia, A. C., Moody, P. E. and R. W. Hall, 1999, The Kaizen Blitz, John Wiley & Sons. Leach, L. P., 2000, Critical Chain Project Management, Artech House. Liker, J. K., 1998, Becoming Lean, Productivity Press. Liker, J. K., 2004, The Toyota Way, McGraw-Hill. Mascitelli, R., 2002, Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits through Lean Project Management, Technology Perspectives. Mascitelli, R., 2004, The Lean Design Guidebook: Everything Your Product Development Team Needs to Slash Manufacturing Cost, Technology Perspectives. Mascitelli, R., 2009, The Lean Product Development Guidebook: Everything Your Design Team Needs to Increase Efficiency and Slash Time-to-Market, Technology Perspectives. McConnell, S., 1996, Rapid Development, Microsoft Press. McGrath, M. E., 2004, Next Generation Product Development, McGraw-Hill. Poppendieck, M., 2003, Lean Software Development, Addison Wesley. Reinertsen, D. G., 1997, Managing the Design Factory, The Free Press. Rother, M. and J. Shook, 1999, Learning to See, The Lean Enterprise Institute. Smith, P. G. and D. G. Reinertsen, 1998, Developing Products in Half the Time,2nd Edition Van Nostrand Reinhold. Suri, R., 1998. Quick Response Manufacturing, Productivity Press. Tufte, E. R., 1983, The Visual Display of Quantitative Information, Graphics Press. Womak, J. P. and D. T. Jones, 1996, Lean Thinking, Simon & Schuster. 97
34

Lean Product Development: Slashing Time-to-Market and Improving Resource Utilization

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Lean Product Development: Slashing Time-to-Market and Improving Resource Utilization

Transféré par

Droits d'auteur :

Formats disponibles

Lean Product Development

Slashing Time-to-Market and Improving Resource Utilization

helps Wisconsin manufacturers succeed

WMEP is Measured by Our Clients Impact

Next Generation Manufacturing

Lean Product Development

Copyright 2009 Technology Perspectives

The Three Dimensions of Excellence in Product Design and Development

Lean Innovation Rapid Innovation Scenario Brainstorming Set-Based Design

What is Lean Product Development?

Benefits of Lean Product Development

Why Tolerate Waste?

Wasted Time May Represent Your Biggest Product Development Cost!

Copyright 2008 Technology Perspectives

Top Ten Sources of Product Development Waste

How Time-to-Market Impacts Product Success

Growth of Early Market

Revenues Decay as Market Slowly Saturates

Products Time Has Come Initial Monopoly Profits

End of Market Life

B Typical Launch Points for a New Product

Copyright 2009 Technology Perspectives

Manufacturing Cost Must Be Addressed Early in the Product Development Process

Lifetime Product Costs (Cumulative Percentage)

0 Concept Design Prototyping Testing Production

A Typical Day in the Life of a Design Team Member

CAN YOU BELIEVE THIS ??!!

How much does your workday resemble Janes?

Copyright 2009 Technology Perspectives

Comparative Results from Firms in Several Sectors

Copyright 2009 Technology Perspectives

Practical, Common-Sense Tools for Slashing Waste

Copyright 2009 Technology Perspectives

Attributes of a Successful Team Leader The Zen Policeman

Integrated Product Team Reduces Functional Silos

Product Business Case

Examples only! Your team membership may be different

Technicians Mfg. Engineering Software Engineers

The Over-the-Wall Development Process

Unacceptable Unit Cost Finished Product Design

The Phase / Gate Development Process

Potential Sources of Waste in a Typical Phase / Gate Process

Attributes of a Lean Development Process

Overview of a Lean Product Development Process

Market Position Segmentation Prioritized Rqmts. Prioritized Features

Lean Workflow Management 3P/Cost Reduc.

Prototype Data Design Validation Cost Validation Design Freeze

Factory Layout Supply Chain Test / Inspection Launch Plan

Copyright 2009 Technology Perspectives

Quick-Start LPD Allows Immediate Improvement to Phase / Gate

Copyright 2009 Technology Perspectives

What Constitutes a Great New Product Opportunity?

Aligned with Core Competencies

Leverages Manufacturing Capability

Supports Firms Strategic Direction

High Net Present Value (NPV)

Copyright 2009 Technology Perspectives

Various Methods for Harvesting the Voice-of-the-Customer

A one-page concise summary!

Copyright 2009 Technology Perspectives

The Market Requirements Event

Copyright 2009 Technology Perspectives