1 itzhak ben-levy lean expert © lean product development (lpd) october 2012 itzhak ben-levy - lean...
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1Itzhak Ben-Levy LEAN Expert ©
LEAN Product Development(LPD)
October 2012
Itzhak Ben-Levy - LEAN Expert972-523579166
2Itzhak Ben-Levy LEAN Expert ©
"A systematic approach to identifying
and eliminating Waste through
continuous improvement "
Lean Definition
Lean is about our people – Train them, Empower them, Trust them,
Motivate them, Engage them
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The Development Problems
• Long development cycle times
• Many redevelopment cycles
• High development costs
• Long production cycle times
• High production costs
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In The BoxOut Of The Box
What is the best way to understand what is going on?
Each one Separately see
Part of the picture
Everyone see together all
the picture
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LEAN
LEAN Manufacturing
LEAN Product Development
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The main Principles Of Lean Product Development
• Establish customer-defined value • Front-load the product development
process • Create a level product development
information flow • Organize to balance functional expertise
and cross-functional integration • Align your project through simple visual
communication
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IPT PRINCIPLES
• Focus on a product
• Multidisciplinary team
• Co - location
• Team working
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IPT Integrated Product Team
Engineering
StressManufacturi
ngQuality &System Safety
Production
IPT Leader
SUPLIER
Analysis
CUSTOMER
Ron
Bill
RonnyDanSam
Gil
Neb
RothBob
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LPD principle
TOOLS LEAN
FACILITATOR
IPT
PROJECT MANAGERLPD workshop
LPD TOOL
TO DO LIST
Just Do It!
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Workshop TO DO LIST
N° PROBLEM / ISSUE / OPPORTUNITY COUNTERMEASURE / EXPECTED RESULTS START COMPLETERESPONSIBLE STATUS
Project : Team Leader: DATE :
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Development plan workshop
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LPD Gates
1. SRR – SYSTEM REQUIREMENT REVIEW
2. DRR – DESIGN READINESS REVIEW
3. PDR – PELIMINARY DESIGN REVIEW .
4. CDR – CRITICAL DESIGN REVIEW.
5. TRR –TESTS READINESS REVIEW
6. TRDR– TEST RESULT DESIGN REVIEW
7. PRR– PRODUCTION READINESS REVIEW
8. FAI – FIRST ARTICLE INSPECTION
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The process
Time – days / weeks / month
ACTIVITIES
LEGENTFUNCTIONAL
DEPARTMENTS
Main milestones
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• Templates for capturing new data and information
• A focus on value creating activities
• New insights into the development process
• Real time reallocation and synchronization activities
• Discover Unknown - unknown
• Team identity and emotional commitment
• Common language among team members
• To do list identifying new corrective actions
Outcome of LPD workshop Reducing development lead time and cost by:
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Value to the customer
• Solving customer Problems
• Exploiting Opportunities
• The product should Look good
• The Customer should Feel good
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QFD shorten cycle time by:
1. Understanding value to the customer
2. Exploiting customer needs
3. Deriving and consolidation of the requirements from customer needs
4. Prioritizing requirements
5. Allocating requirements to the project team
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ONCE
PRICE = PROFIT + COST
What the customer
pays
"by product" of the design
Determined by the
corporate
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NOW
COST = PROFIT - PRICE
Determined by the
corporate
Determined by the
competitorsDetermined
to the project manager
DTC - Design To Cost
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How the engineer now how to design?
casting welding
machiningforging
Sub contracting riveting
The cost target determined it
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Not important
Important
Low High
Requirements(QFD)
Accept all
Consider to delete
delete
challenge
ImplementationCost)DTC(
Reduce requirementsAnd cost
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Cost Reduction workshop
Projectmanager
DFMA ToolsFacilitator
Challenge the design
Multidisciplinary Team
• Requirements• Architecture• Technology• Assembly
• Reuse• COTS• Standards• Symmetry
• Tolerances• No. of Parts• Tests• Commonality
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How to integrate the production and procurement into development process
The project manager should requirea real cost status in each gate
Multidisciplinary Team
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Engineering
Requirements ReductionCost Reduction
Supplier
Suppliers costs reduction
Costs drivers
Requirements Priorities
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"What's it in for me?" Project Manager
• Shorten Time to Market • Reducing manufacturing costs• Reduction of problem solving meetings of the
project. • The project team itself solves the most problems
and takes its responsibilities without management involvement.
• Information provided to management is more reliable and realistic with maximum transparency
• Introduction of a culture that allows to deal with complex issues and find solutions agreed upon in a very short time.