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Top 10 Things Engineers Can Do for Lean PD

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Business-Finance

Published on October 24, 2008

Author: lkennebrew

Source: authorstream.com

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The Top 10 Things An Engineer Can Do to Get into LEAN PRODUCT DEVELOPMENT and how the PTC Product Development System can help you : The Top 10 Things An Engineer Can Do to Get into LEAN PRODUCT DEVELOPMENT and how the PTC Product Development System can help you Indiana PTC Users Group November 6, 2007 In short: YOU, LPD, & PTC : In short: YOU, LPD, & PTC Indiana PTC Users Group November 6, 2007 Agenda : 3 Agenda About ProductSpace and Speaker Introduction to Lean Product Development Top 10 Things Engineers Can Do to Get Into LPD Questions About ProductSpace and Speaker : 4 About ProductSpace and Speaker ProductSpace Solutions helps companies adopt better product development practices and software technology Apply theory to practice Implement People, Process, and Technology solutions Help you maintain the solutions for long-term success H. Lewis Kennebrew, II VP, Operations @ ProductSpace BS, Aerospace Engineering MBA, NPD and Ops Mgmt 13 years in Engineering & Management Consulting 7 years of Windchill Business/Process experience 2 years Lean Product Development experience What is Lean Product Development : 5 What is Lean Product Development Lean Manufacturing Lean Product Development Toyota Motor Corporation is famous for the Toyota Production System Commonly referred to as Lean Manufacturing in the West Lean Product Development is Toyota’s complementary system Both systems deliver business results and eliminate waste ! Toyota Motor Corporation (TMC) is a Leader in Product Development : 6 Toyota Product Development Excellence: Faster – ½ the time of US competitors Better – Consistently highest quality ratings Cheaper – 4X the engineering productivity of US competitors Source: NCMS (National Center for Manufacturing Sciences) Joint Technology Exchange, Nov 5-7, 2002 Http://www.jdmag.wpafb.af.mil/1 Toyota Motor Corporation (TMC) is a Leader in Product Development J. D. Power and Associates 2006 Initial Quality StudySM: TMC captures 11 of 19 awards Lexus models win in every segment where they compete Toyota vehicles are top rated in 5 segments Toyota is the Most Profitable Discrete Manufacturer in the World 7.4 Million Vehicles per Year, $186B/year Eighth Largest Company in World Backup Lean Product Development Results! : 7 Lean Product Development Results! 4x more development productivity 2-3x less development cycle time 2-3x less development cost 2-10x more innovation 2-5x less development risk “BEFORE” “AFTER” Key aspects of Lean Product Development : 8 Key aspects of Lean Product Development It is a SYSTEM … A unifying culture of service and community responsibility A focus on learning efficiency instead of task efficiency A carefully nurtured supply web An expert and powerful manufacturing/assembly organization An expert and powerful engineering organization Disciplined and frequent exploration of design spaces Lean – low latency – information flow throughout the value web ‘Kelly Johnson’ chief engineers Highly granular modularization of design intellectual property A system that attacks waste : 9 A system that attacks waste Source: Lean Product & Process Development by Allen C. Ward ©2007 A SYSTEM that attacks waste : 10 A SYSTEM that attacks waste Hand-offs: cause information losses, accountability losses External quality reinforcement: inspection by others delays information generation Waiting: “… rampant in PD. … major source of long queues and long lead times” Transaction waste: e.g., bidding multiple suppliers, long negotiations, big SOWs Re-invention waste: evidence of ELD (Enterprise Learning Disability) Weak schedule discipline: worsens task inter-arrival time variation and lengthens cycles High variation in process capacity and task inter-arrival times System over-utilization: as utilization reaches capacity, cycle times balloon non-linearly Large information batches: create variation in process capacity and task inter-arrival times Redundant tasks: e.g., the check-checkers’ work is checked by the check-check-checkers … Stop and go tasks: frequent shut down and set up diffuses attention Unsynchronized concurrent work: manufacturing goes out too far on the limb High Performance Product Development: A Systems Approach to a Lean Product Development Process, James M. Morgan, unpublished dissertation, 2002 Fundamentals of Lean Product Development : 11 Fundamentals of Lean Product Development Entrepreneurial System Designer Leadership Leveled PD Process Flow Cadence Flow Pull Set-Based Concurrent Engineering Team of Responsible Experts Value Focus Knowledge for profitable operational value streams Sets Vision and Plan Meets Deliverables & Milestone Dates Creates many solution sets at sub-assy level Integrates options to meet design intent Top 10 Things Engineers Can Do to Get into Lean PD : 12 Top 10 Things Engineers Can Do to Get into Lean PD Study Lean Product Development Apply LAMDA Daily Develop Standard Work Capture and Reuse Knowledge Front Load the Development Process Become a Responsible Expert Partner for Success Put the Design back in Design Review Become an Entrepreneurial System Designer Level the Product Development Process Flow Experience & Responsibility 1. Study Lean Product Development : 13 1. Study Lean Product Development 2. Apply LAMDA Daily : 14 2. Apply LAMDA Daily LAMDA is the cycle of knowledge creation for Knowledge Workers. In Lean Manufacturing and TQM circles its PDCA LOOK (go and see) ASK (why? and who?) MODEL (e.g. Pro/E, Mathcad) DISCUSS (e.g. Windchill) ACT Source: LAMDA: PDCA for Knowledge Workersby Katherine Radeka, Whittier Consulting Group © 2007 3. Develop Standard Work : 15 3. Develop Standard Work Standard Engineering Calculations Standard Change Process Standard Simulation Methodology Standard work definitions improve task efficiency through increased predictability and reliability, and also provide the basis for continually identifying and institutionalizing improvements. 4. Capture & Reuse Knowledge : 16 4. Capture & Reuse Knowledge How frequently do you find yourself “solving” the same problem more than once? How are insights gained from one project applied to other projects? How well do you reuse design lessons-learned? How do you capture and share product and process knowledge across a distributed organization? How many places do you have to look to find what you need? Is cross-discipline knowledge in multiple places? When do you provide access to knowledge (push / pull)? Solve problems at their root and add to the stock of knowledge. This reduces the number of problems to address and allows you to use knowledge from past learning in future work to improve products and processes. 5. Front-Load the Development Process : 17 5. Front-Load the Development Process Explore the range of possibilities early on, evaluating multiple product and production process options without committing in advance to any given alternative. This provides flexibility when encountering problems and increases the chances of arriving at an optimal solution with safe performance envelope. 6. Become a Responsible Expert : 18 6. Become a Responsible Expert Be responsible for contributing to the success of project results, as a whole, not just your specialty or your tasks. Be a important part of the team by developing and sharing deep expertise. Focus on overall project success Create new knowledge Communicate it Represent it(conflict to consensus) 7. Partner for Success : 19 7. Partner for Success Involve all those with a stake in successful volume production of the product. Team members who are responsible for downstream execution provide critical insight that should be included early in the design to minimize costly surprises later. Supplier collaboration is harder to do when Purchasing is beating the supplier up on price 8. Put the Design back in Design Review : 20 8. Put the Design back in Design Review Global collaboration tools Design review preparation and execution Global access to latest data By continuously resolving issues as they arise, design review focuses on convergence of design rather than solving large batches of accumulated design problems. The result is more efficient decision-making with continuous momentum towards a coherent total design that will best fit customers’ needs. 9. Become an Entrepreneurial System Designer : 21 9. Become an Entrepreneurial System Designer Be the ONE responsible for designing a profitable value stream! Lean Product Development requires a leader who, like an entrepreneur, is responsible for developing a PROFITABLE product! Products are a reflection of the chief designer! 10. Level the Product Development Process Flow : 22 10. Level the Product Development Process Flow Your Portfolio of Projects should level the demand on resources and workload The portfolio should contain: Cadence means projects are scheduled to a predictable rhythm Flow means knowledge & material are available when needed Pull means everyone responds directly to the needs of their customers, producing as required LPD and PTC: A Recap : 23 LPD and PTC: A Recap LPD and PTC: A Recap : 24 LPD and PTC: A Recap Questions? : 25 Questions?

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