Download - Lean in new Product Development by Jim Morgan

engineering excellence Copyright James Morgan, 2013

Lean Product Process Development and the pursuit of enterprise excellence

Discussion Workshop

James Morgan

[email protected]


Incredibly complex, hypercompetitive, highly technical, environment of automotive product development

Extreme global competition

Significant investment

Increased customer expectations and product complexity

Product globalization and market micro-segmentation

Contribute to manufacturing competitiveness – across the enterprise and around the world

Product development capability core competency and critical competitive advantage

Body Exterior, Safety and SBU Engineering


Mutually supportive & aligned elements

people

process tools

lean product/process

development system

Socio-Technical Systems Model Of Lean Product / Process Development


Complex Systems

Elements do not exist in isolation Systems have behaviors that are not exhibited in any single element. These behaviors are the product of interaction between elements.

Emergent (Desirable / Undesirable) Designed

Critical to think holistically in complex systems analysis & design

Design to obtain & suppress undesirable behaviors. Maximize robustness & sustainability of desirable behaviors.


The best people create the best products So we develop people & products simultaneously

people

process tools


development system


The best people create the best products So we develop people & products simultaneously

people

process tools


development system

PEOPLE

Developing Mastery (Towering Technical Competence) Leadership in LPPD Systems Organizing For LPPD Culture Organizational Learning

“When you pay attention to the data, you can make a decision. When you pay attention to the people, you can make a

difference.”


Developing Skilled People - Mastery

How do you transform A brand new college graduate

into a Technically Mature, Highly Skilled and Efficient Employee?

E = MC2


Develop Towering Technical Competence in All Engineers

Hire: Japan classes of 200-300 from Kyoto or Tokyo University Body and Structures Engineering

2 Ph.D. 198 M.S. 100 B.S.

Production Engineering B.S. now required for all positions

Tool and Die Associates degree or trade school

Significant hiring rigor 1.1% hired of those applying for engineering (Kramp). Must start right to make a major investment (18,700 applied – 220 hired)

Toyota Hiring Process – Selection



Toyota “T” ⊥ TOWERING TECHNICAL COMPETENCY Body and Structures

One month general training 3-4 months in assembly plant 2-3 months in dealership Series of interviews and evaluations before engineering area selection 4-8 months “freshman project” (Mentor assigned) 2 years intensive OJT in specialty Engineers do own CAD work

Minimum 3 years to first grade body engineer

Serious performance evaluations 3 times per year (new bonus system) Equal emphasis on process or results Specialize by component At least 8 years to create a good door engineer At least 10-12 years to make staff leader Working engineers “protected” from meetings (20 mins beginning of shift)

Toyota Career Path – Body and Structures



Honor technical excellence and value creation @ Ford Developing engineers as a priority

TMM ITDP Mentoring & targeted assignments Design reviews Technical mastery

Strong functional organizations Foster deep technical knowledge – going deep Provide an infrastructure for learning & continuous improvement Organize around the value stream Create a true competitive advantage


Technical Maturity Model @Ford

Technical Maturity Models (TMM) around Critical Functions

Skills required for Every Phase of PD mapped to key Functions Mixture of Industry/Specialized Training/On-Job Experiences Defined to meet requirements of “Novice”, “User”, “Expert” System must teach Employees what they do not learn in school. “Body Structures 101” Mentoring role of Functional leaders Global alignment on skills requirements


Design Reviews

For developing great products and great people

Cross-functional and escalation mechanisms

Rigorous, candid…and challenging

Prep work for review critical for learning

Critical questions…Did you consider?…..How did you arrive at that?...What’s the data say?.....Have you thought of?....What are your benchmarks?.....How does it impact your customer?

Scientific Method: Go and see, develop a hypothesis, execute tests, analyze, action plan

Bring it back to foundation documents - document

Global and cross-functional alignment


Some thoughts on Product Development Leadership

Technical depth and strong process knowledge (tough to lead what you don’t understand)

Passion for the product and vision for the team

Communicating “Context”

Passion for your team (right fit, develop, challenge, hug, )

Humility (comes from actually making stuff) and curiosity (especially with larger scope)

Sufficient band width, ability to focus and communication skills

Courage, “heart” and Candor (team integrity and trust)

Energy and drive to keep stretching the team and moving the product forward


Chief Engineer to Lead Development From Start to Finish

OVERVIEW OF THE CE (A special kind of leader) The Chief Engineer system is fundamental to the Toyota PD system and

any effective product development system. But difficult to develop. Chief Engineers are groomed as super engineers and superb leaders.

Deep foundation, strategic assignments and assistant C.E. Chief Engineers have responsibility without commensurate “authority”. Chief Engineers must work through people to be successful. Drive for results. Very strong personalities. Unreasonable and demanding

– but focused. Chief Engineers represent the voice of the customer and must use intuition

as well as technical understanding. Chief Engineers success depend on success of the vehicle, win and you

get to play again. The success of the chief engineers depends on all the other P.D. systems

and functional organizations.

Original Source: Optiprise


Role of Chief Engineer at Toyota



Assistant CEs

All engineers (not a cross-functional team)

Assistant integrators: typically two sets of responsibilities Subsystem – interface with functional group Overall vehicle – e.g. vehicle weight, vehicle cost, prototype build

Head workgroups to hammer out critical cross-functional issues

e.g. engine compartment packaging, NVH

Complement the skills, expertise of CE

Rotated within project for broad exposure

Original Source: Optiprise (From Allen Ward)


ORGANIZATION Toyota Technical Centers

Center Head Chief Engineer Functional Manager

Com

pone

nt a

nd s

yste

m d

evel

opm

ent

Center I

Center II

Center III

Adapted from: Cusumano and Nobeoka, Thinking Beyond Lean, 1998


Toyota Engineering Organization

Body and Structures Engineering General Manager

Exterior Manager

Interior Manager

Kino Manager

Trim Manager

Electrical Manager

Frt End Structure BIW Closures Underbody

CAMRY Staff Leader

2 Frt End

2 BIW

2 Closures

2 Underbody

AVALON Staff Leader

1 Frt End

2 BIW

2 Closures

1 Underbody

Chief Engineer AVALON

Chief Engineer CAMRY

Front End MDT

BIW MDT

Closures MDT

Underbody MDT SI

MU

LTA

NEO

US

ENG

INEE

RIN

G

8 to 10 team members per group

TOYOTA TECHNICAL CENTER

Organize to balance functional expertise and cross-functional integration


Ford Functional Matrix Organization GLOBAL BODY EXTERIOR, SAFETY & STAMPING ENGINEERING

Create a high performance global team to deliver great global products. Organize around the value stream.

Jim Morgan Director Global Body Exteriors

& SBU Engineering

North America Europe FAPA FSA

Body Structures

Exterior Systems

Stamping Program Mgt

Stamping

Business Office

Safety

Glo

bal F

unct

iona

l Ski

ll Te

ams

Craftsmanship

TDM


Include The Extended Enterprise “Fully integrate suppliers into the system”


Fully Integrate Suppliers Into the PD System

Ford Matched Pair Process “Matched pairs” at Director, Chief & Manager levels in Engineering & Purchasing Speak with one voice of Ford Motor Company Align processes, tools & objectives Deliver “physicals” based savings & maximize customer value Increase understanding & effectiveness Improved quality & speed decision making “Aligned Business Framework” for most large suppliers

Align Engineering & Purchasing to strengthen supplier partnerships


Creative Supplier Strategies Fully integrated TDM into Body Exterior, Safety & SBU Engineering – but maintain unique character & nimbleness

Reduce prototype lead time from 20wks to 12wks and significantly improved on-time delivery through alignment

Added global prototype responsibilities for both I/S & O/S sheet metal to coordinate the full system

Added M1 prototype & bridge parts engineering responsibilities to increase learning – seamless integrations with engineering

Vehicle modification centers (police cars)

Going global…

We went from “Get rid of them” to “What would we do without them” Leverage creative organizational strategies to deliver greater value


Supplier development: APA example… another different approach

In the APA region, we started with two people, six shops, and 12 parts in 2006 (10 days, 4 countries, 28 shops) Completed the delivery of over 750 parts since 2006 Developed 32 die shops in China, Taiwan, & Korea since 2006 to support on-going sourcing on all programs for all regions. Have developed shops capable of delivering dies from simple structural parts to bodysides. Developed 5 casting foundry shops, 6 die standard component shops and 3 material treatment shops to support die shop delivery. Established and grew Ford local die engineering expertise to support programs. Quality & delivery equal to or better than traditional sources Added stamping checking fixtures to strategy. Internal technical competency is critical

Strong focus on active in region supplier development


Build In Learning & Continuous Improvement

“The ability to learn faster than your competitors may be the only truly sustainable

competitive advantage.”

- De Geus (1988)


Two Types of Knowledge

Explicit Knowledge or Information

Tacit Knowledge or Know-How

Easily codified

Transfer without significant loss of integrity

Facts, axiomatic propositions and symbols

Complex and “sticky’

Difficult to transfer

Requires “dense ties” between participants

Long period of time

Most sustainable competitive advantage


Organizational Learning

Develop tacit “know how” knowledge through: Hansei events

Structured mentoring

Learning focused problem solving

On the job training strategies

Strategic and aligned training

Genchi Genbutsu


Deeper Meaning Of Hansei

1. Rooted in Japanese culture 2. Learn growing up (“Do the hansei”) 3. A mental outlook – a mindset:

“Without hansei it is impossible to have kaizen. In Japanese hansei, when you do something wrong, at first you must feel really, really sad. Then you must create a future plan to solve that problem and you must sincerely believe you will never make this type of mistake again.”

- George Yamashina, President, Toyota Technical Center

“Only Toyota would have a structured approach to continuous worrying.” - Jim Womack



Three Types of Hansei

Post-Mortem Reflection: Program summary learning event. Major Program Event Reflection: Held at critical program milestones to reflect on program status and learning opportunities close to actual event. Personal Reflection: Typically assigned by supervisor – written response required.


Learning At The “GEMBA” “Go and See” what is really happening – grasp the situation for yourself Ask questions – deep understanding for all Show Respect Coach and set clear expectations Come back and do it again - CADENCE


The Product Development Learning Network

Supplier technology demonstrations

Competitor tear down analysis (mono-sukuri)

Foundation document checklists, matrices

System of standards

Program manager conferences

Resident Engineers

Learning focused problem solving and A3 reports


PDVSM

eeaq t

uuCCCT

−

+=

12

22

REDUCE VARIABILITY

0 100% Capacity

Lead Time

L = λω

CAPACITY UTILIZATION

STANDARD PROCESS & ARCHITECTURE

people

process tools


development system PERFECT DRAWING PLAN

STANDARDIZATION


people

process tools


development system

PDVSM

eeaq t

uuCCCT

−

+=

12

22

REDUCE VARIABILITY

0 100% Capacity

Lead Time

L = λω

CAPACITY UTILIZATION

STANDARD PROCESS & ARCHITECTURE

PERFECT DRAWING PLAN

STANDARDIZATION

PROCESS

Study/KENTOU (Front Loaded process to create the right product)

Product immersion Chief engineer concept paper Set-based collaboration

EXECUTION (to deliver the product right) Capacity/Capability Enabling process logic Create Flow/Synchronize cross functionally Compatibility before completion/minimum feasible maturity System of standards (fixed and flexible / C.I.)

RUNNING THE BUSINESS BPR process Cadence Obeya system


Product Development as a Process

P/D system must deal with multiple projects simultaneously

Even though many of the specific challenges are unique, much of the work, tasks, and sequences of tasks are common across projects

P/D system can be viewed as a knowledge work “job shop” with multiple work centers and an integrated network of queues

Adapted process management tools and principles can exploit those similarities by reducing variability without destroying creativity


Product Development as a Process

P/D is inherently highly variable

Tends to work in batches

Lots of expediting

Many capacity mismatches

Ever expanding engineering work

Create tremendous system congestion, queues and long lead times


Immersion – Getting the “right” Product Understanding Your Product’s Unique Value Potential

Sienna Rav 4 Lexus


Immersion: Customer Defined Value Understanding and aligning around the “right product” Toyota Chief Engineer – Voice of the Customer

Deep understanding of customer defined value & unique value potential of your product and context/environment Concept paper:

Vision for what the product must be 12-15 pages in length Quantitative & qualitative Operationalizes customer desires & the CE vision Use “catchball” process for aligning product goals

Voice of the customer throughout PD process Establish clear aligned objectives for attribute requirements Integrate individual attributes into a single great product Experience, technical depth and drive to deliver Ownership, accountability, and alignment across the enterprise


Cross-Functional Plan To Deliver In Study Phase

Prior to clay freeze (open multiple clay models)

Cross functional teams align with program on what and how

Align on trade offs

Analyze data and set specific measurable goals and clear DRI

Hundreds of study drawings generated

Set based concurrent engineering

Design in countermeasures (based on pre-program analysis)

Guided by checklists and standards

Cross-functional innovation

PRODUCTION ENGINEERING

PRODUCT ENGINEERING

PRODUCTION

EXTERIOR DESIGN PROGRAM


Front Loaded Study/Kentou – tools and methods to increase understanding, alignment and create the right product

Create mechanisms to align the enterprise around delivering value to the customer

Mono-sukuri – Brings enterprise together to deliver value to the customer Kama-kuri – teardown link to attributes

“Set Based” Approaches Utilize mechanisms to examine multiple designs/solution sets


Build In Critical Metrics & Make Quality Visible

Body Engineering Efficiency Health Charts


Set-Based Concurrent Engineering

“Generating multiple potential solutions to a design or engineering challenge and working through a convergence process to arrive at the best possible solution”

- Al Ward


Two Models of Design

Synthesize Analyze

Modify

ITERATIVE MODEL

CONVERGENT MODEL


Creating Process Flow In Execution Phase Capacity/Capability

Linked Create flexibility Dynamic Capability study

Enabling Process Logic Clear quality of event criteria Scalable Synchronize cross-functionally Built in C.I. mechanism

Create Flow CbC (Compatibility before Completion) MFM (Minimum Feasible Maturity) Virtual / Physical

Standardization

Detailed Scheduling / Execution Discipline Block timing = “traveling hopefully”


Create Flexible Capacity


Develop A Plan For Every Part

• Commodity Specific Development Timing • Defines Engineering Needs and Deliverables By

Milestone To Enable Success – Clear Quality of Event Criteria

• Highlights Any Disconnects Between Program Timing, and Commodity Timing

• Consistent Program to Program • Template for Engineers

PDP Overview – “Recipe for Success” Program level logic

• Enable platform/tophat development strategy

• Scalable • Clear quality of event criteria • Cross functionally synchronized

POWERTRAIN DEVELOPMENT

BUSINESS CASE

P/T CONCEPT POWERTRAIN MANUFACTURING READINESS

VEHICLE CONCEPT

(BRAND ALIGNMENT)

BUSINESS CASE

STYLING CONCEPTS

ENG. CONCEPTS TGT. ALIGNMENT SYS. SELECTION

UNDERBODY DEVELOPMENT

VEH. PLATFORM VERIFICATION

STYLING REFINEMEN

T UPPERBODY (TOPHAT)

DEVELOPMENT

TOOLING CONSTRUCTION

ASSY PLANT LAUNCH

TOOLING READINES

S

VEH. BODY SYSTEM VERIFICATION


Compatibility Before Development Completion Focus on Component Completeness Drives High Levels of Rework

Compatibility Should be a subset of completeness, virtual (CAD/CAD) checks done prior to CAD freeze for robust CAE. Includes spatial interfaces

Completeness Engineering thoroughness of given design including design analysis for failure mode avoidance and verification

CONCLUSION LPPD synchronizes the processes of compatibility and completeness minimizing rework, lead time and workload Understanding MFM level is critical

Lean PPD Process

Traditional

Release Point

Part Detail

Verify Attributes

Resolve Package

Identify Parts

Program Start

Synchronization Sequencing value-added work to eliminate rework loops


Digital Pre-Assembly

Engineering Compatibility

DPA 0 DPA 1

• Clearances • Positional correctness

• Interface

DPA 2

• Design Concept • Fits • Operation Grains / Gloss

DPA 3

• VSA Focus studies agreed by Design, Program & VO

DPA 4

• Removal • Access • Adjustment • Damageability

DPA 5

• Formability • Assembly Process

• Ergonomics • Process Control

DPA 6

• Ingress/Egress • Reach • Vision • Accessibility • Spacial Relationships


Functional Build

Die costs are largest single fraction of body development costs.

Over 20% of die cost is in re-working of dies often exceeding $20 million (Hancock and Hearst)

Much of that cost is to achieve nominal dimensions and 10% - 20% of component dimensional issues account for 80%-90% of the rework costs (Harnett, Wahl, Baron)

As launch approaches, tolerances are “negotiated” and many components shipped out of spec


Functional Build – System Focused Optimization

A F/B is an ongoing series of engineering build events that replicate production processes relative to the part assembly datums and locators used at each geometry station in order to identify system compatibility issues early in the process

Purpose of the F/B Event is to optimize the nominal values and tolerances of the Body in White during the stamping tooling development

The intent is to achieve the Body in White requirements while simultaneously driving down the time & cost required for die tryout

These builds will not only validate product design but also validate the assembly process, locators, and geo welds

The team will diagnose and determine root cause to resolve and design, quality or process issues via DCIS sheets


Basic D&R Engineer Development Management Tools Synchronization

Design Development Chart (Perfect Drawing Plan)

Compatibility

DPA Checklist

Completeness

Verification Matrix


Global Standards

Process Driven Product Design (PDPD) Standard Architecture

Perfect Drawing Plan (PDP)

“Today's standardization is the necessary foundation on which tomorrow's improvements will be based… the best you know today… to be improved tomorrow. But if you think of standards as confining, then progress stops” - Henry Ford

Global Standard Press Equipment

Leverage Standards

Efficient Design Level

Best Practices Quality History Launch Lessons Learned

Quality Foundation Documents Hood Design Rules

Global BOP/BOD PDPD MDS

Best Practices Quality/Reliability Cost Benchmarking

Benchmark CBP TVM

Cost Material Utilization Extrusion Strategy SCT Strategy AEDL

Inputs

SDS Attribute Performance ES DPA VVT

Program Specific Attributes PAL Strategy Benchmarking Best Practices

Inpu

ts

Engineered Template

Quality Cost

Function MFG

50o

Φ

65o

Adult Head

Child Head

Upper leg

Lower leg

50o

Φ

65o

Adult Head

Child Head

Upper leg

Lower leg

OR

Upper Leg max 6p

Lower Leg max 6p

Child Head max 12p

Adult Head max 12p

50o

Φ

65o

Adult Head

Child Head

Upper leg

Lower leg

50o

Φ

65o

Adult Head

Child Head

Upper leg

Lower leg

OR

Upper Leg max 6p

Lower Leg max 6p

Child Head max 12p

Adult Head max 12p

Pedestrian Protection

Stamping FEA

Consistent Process & Design Yields Predictable Results

MUD – Optimization

Common Assembly Equipment

CAE Hood Bending Results

New Failur

e Mode

1. Hood Inner Asy from Station 10

4. Hood Palm Dimpler (Optional)

3. Hood Strut or Grille Reinf Rh / Lh (Optional)

2. Hood Hinge Reinf Rh

Current Margin 4.0 mm BIC Margin 3.0 mm

Hood Assembly – Standard BoD/BoP


Standards Taxonomy

CAE Templates • Correlation to Testing • Template/Simplify Analysis

- Functional Checklist

Foundation Documents • SDS • MDS • DFMEA • Health Chart • PDP

GAP Architecture • Hood • Roof • Doors • BOD/BOP…

Design Rules (“Hows”) • “Engineering Cookbook” • Draft Angles • Beam Depth • Craftsmanship • PDPD

Parameters/Design Spec • Parameter Sheets • Target Management Tool

Lessons Learned

Engineered CAD Templates • Catia Templates • Assoc. Design • Checklist and Health Charts

1 Std Architecture

1 Global BOD/BOP

50 SDS 30 MDS 1 DFMEA

80 Design Rules

30 Parameter Sheets

2 CATIA

1 CAE

Hood Standard Architecture


Enabling Standards & Innovation Enabling standards and strong foundational knowledge allow innovation in complex systems A challenging environment Skilled, creative, motivated people working collaboratively. An enabling process. And drive – often stressful Effective design reviews Response to complex and conflicting market/regulatory demands (“mother of invention”). Front end challenge: design leadership/pedpro/LSD/crash/aero & CO2 emissions “Adjacent innovation” to change an industry…

Scallop Blanks Prog Die vs. In-Die Automation Magnesium Liftgate

Hydroforming Hydro-Forming Process: 1. Rolled tube 2. Pre-bend part to approximate configuration 3. Pre-crush the bent tube with an internal

pressure in the tube of approximately 1000 psi to control the deformed shape

4. Pressurize tube to achieve final geometry 5. Final Trim and Pierce

1,000 psi

10,000 psi

PSH Process

Laser Welding

BIW Topology Optimization


Detailed Schedule (Fundoshi)


Running The Development Business

Enterprise alignment on objectives and priorities through BPR Process

Provide context

The power of cadence – critical elements with discipline

Short management cycles and unambiguous, timely decisions

Clear direction and accountability (DRI)

Simple visual tools and vital few critical metrics OBEYA system

“Gentchi-Genbutsu”

Stretch


Running The Business

Tools To Align and Stretch Your Team A3 / Business Planning Process

Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting

STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE

B.P.R. METRICS


Running The Business Obeya System for Continuous Improvement & Transparency

GPDS Creation / Organizational Process Improvement / Running The Business


Tools That Enable People & Processes

people

process tools


development system


people

process tools


development system

Tools That Enable People & Processes

TOOLS and TECHNOLOGY

Adapt Powerful Technology to Fit Your People and Process to Fully Leverage Their Capabilities. Create a Seamless Digital Value Stream Align Your Organization Through Simple, Visual Communication Use Powerful Tools to Support a System of Standardization


“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.

The second is that automation applied to an inefficient operation will magnify the inefficiency”

- Bill Gates


Adapt Technology to Fit Your People and Processes

Integrate technology seamlessly into existing technologies and PD system before using it

Use technology to support lead development processes – not vice versa

Technology should enhance people, not replace them

Do not look for silver bullets to enhance your PD performance – there are no short cuts

“Right Sized” not “Super Sized”


The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy

“Communicating digitally” across the value stream and around the globe

Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability

Stage 3 : Parameter Sheet

200 AL - Parameters

Nom Tol (+/-) Max Min Nom Tol (+/-) Max Min

A BDY SD OTR 27846 MATL THK mm 0.79 0.84 0.70 Dent & Ding: BY#### 0.75 200al bs_test_1 length

B A PLR REINF 513A12 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_2 length

C A PLR INR 202A66 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_3 length

E Standard Design Gap mm 3.0 E Coat Drainage Squeak & Rattle 200al bs_test_5 length

F A Line Offset mm 1.5 0.0 Dynamic Seal 200al bs_test_6 length

G Tangent Offset (from radii on flange) mm 3.0 200al bs_test_7 length

H A66 - AB WELD FLAT mm 13.4 18.1 14.5 14.6 16.0 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_8 length

J A66 - ANGLE OFF AB FLANGE deg 99.6 123.8 112.3 93.0 124.5 200al bs_test_9 length

K A66 - FIRST SWEEP OFF AB THEO LENGTH mm 11.9 18.3 21.0 13.6 6.5 200al bs_test_10 length

L A66 - INSIDE SURF FLAT LENGTH mm 15.6 N/A N/A 12.9 12.2 200al bs_test_11 length

M A66 - W/S WELD FLAT mm 15.4 18.9 14.5 13.3 16.8 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_12 length

N A66 - ANGLE OFF W/S FLANGE deg 82.6 99.5 91.3 93.0 78.0 200al bs_test_13 length

Where Used

Program Specific Engineering Target

Uni

ts Baseline Engineering Guideline

S197

C17

0

D38

5

Description UnitsDim Engineering Requirement 2

Engineering Requirement 1 Parameter ID

D21

9/D

258

CD

338

U38

7/38

8

CAD/Engineering Templates

Studio Stamping Feasibility

Analytical Prototypes

Virtual Crash Simulation

Virtual Manufacturing

Shop Floor Die Design Viewing, Measurement, &

Markup

Lighting Simulation

From Beginning… to End VIRTUAL ENGINEERING DIGITAL SHOP FLOOR

Digital Design Verification


“Communicating digitally” across the value stream and around the globe

Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability

The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy

Detailed Die Build and Machining Plan

High Speed Pattern Machining

Sand Print Casting

Production Tool Simulation

Digital Scan & Optical Forming Analysis

High Speed Machining / Machine Intensive Die Manufacture

Images Source: Verosoft Inc.

Shop Floor 2D Linear Cutterpath Creation

From Beginning… to End


“Intelligent” Parametric CAD Tools Historical

2D Sections Establish 75% Feasibility 3D Explicit Design Late In Process Discrete, Non-sync. Work Streams Verbal Engineering Direction

• Fully Engineered Standardized 3D Process

• Enhanced Integrated Team 3D Process

• Verbal & Parametric Design Engineering Direction

Stage 3 : Parameter Sheet

200 AL - Parameters

2 D – Data Early

Data Available at FC3

CAD/Engineering Templates

• Early 3-D CAD enables early learning and product optimization while solution space is broad • Templates insure standard construction and maintain critical parameters/attributes

CATIA V5 – Parametric Templates


Assembly Review Process

Workability DA

Digital Tools for Assembly Compatibility

Comply with standard BOP Build countermeasures into process Safety and Ergonomics Capacity planning Built from plant scans and product design 3D data Lean manufacturing principles


Medical Analogy - Standard Architecture Strategy

Autopsy

Ford

Prevention Genetic Engineering

8-D/Lesson Learned

Engineering Disciplines - FMEA - Design Rules - Specifications - DPA

Engineering Templates

Standard Architecture & Knowledge Base Engineering

• What could provide a step function improvement in Quality • Standard Architecture


Standards: Standard Architecture


Standard Bill of Process

Optimal manufacturing process for: Safety Ergonomics Cost (investment and variable) Product Quality / Craftsmanship Manufacturing Efficiency and Flexibility

Global, standard foundation for “lean manufacturing” Provides standard footprint, tasks/sequence of tasks/locators etc.

drives equipment/process design and development guides sourcing decisions

Must align with the Bill of Design/standard architecture Key to platform strategy Central to manufacturing DPA process Built into digital system and checklists

Built in continuous improvement process


Create Standard Manufacturing Processes

Standard Process “Hows” enablers to meet Efficient Process

Process Driven Product Design (PDPD)


Standards: Craftsmanship

Every Panel has a Standard “Hows” for Crown, Sweeps and Radii


Checklists

Provide guidelines for new designs

Improve quality of products

Reduce variation in products

Assist in part commonization

Improve design for manufacturability


Quality Matrix Usage at Toyota

Quality matrices are carried over from the previous model redesign

Intersections between column and row element items are looked at in order of importance (based on column rankings)

All intersections should have an existing standard already in place to deal with the implied relationship – otherwise, a new standard must be agreed upon before continuing with the development process


Toyota Type Component Quality Matrix

HEADER COLUMNS Represent different phases of product development cycle Each development issue (specific characteristic) is ranked in importance by the number of quality characteristics (rows below) that it significantly determines Each column is indexed


Toyota Type Component Quality Matrix

SIDEBAR COLUMNS Represent different aspects of product quality and manufacturability Each specific point is somehow affected by upstream characteristics of the product development process (listed in the Header characteristics) Each row is indexed


Make Quality Visible: Health Charts

Standards Criteria Status Quality Panel

Milestone Requirement

PS

PSC

PTCC

PTC

PA

FDJ

PD Development Process Early HC Assessments

• Health Chart of performance/design rules to meet customer “WHAT” and “HOW” • Evaluate Health Chart early in the program to evaluate countermeasure content


Standard Efficiency Metrics – BIW Dashboard


Completeness Component Verification Matrix

Part Name

Attribute

Categories / Linkage

Requirement # / Detail

DVM # / Detail

Acceptance Criteria

Test Completion Plan / Actual Date Test Results

Status per item:

Plan, Complete, Issue

Added: Cost & weight

verification

Countermeasures

Functional Responsibility


Compatibility DPA Checklist

Part Identification

List of Interfacing

Parts

Assignee

Actual Clearance

Judgments

Countermeasures

Required Clearance

DPA 0

DPA 1

DPA 2

DPA 3

DPA 4

DPA 5

DPA 6


DCIS (Detailed Concern Information Sheet)

Provides Issue Description

Root Cause Identification

Correction Identification

Interim Corrections Needed

Permanent Corrections Needed

Tracks the Timing of Permanent Correction

Validates Issue Closure

Issues are Binned Relative to: Quality Process Design Coordination needed


Running The Business

Tools To Align and Stretch Your Team A3 / Business Planning Process

Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting

STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE

B.P.R. METRICS


A3 Reports

“Force yourself to filter and refine your thoughts to fit on one sheet of paper in such a way that management has all of their (major) questions answered by reading a singe sheet of paper” - the essence of lean

“Imagine how it would make you think if you wanted to give me a report, but I said you must draw a single picture that summarizes the report – don’t give me a written memo”

“It’s much more about discipline thinking than about any particular A3 writing technique”

“Only very short A3 training available – maybe an hour or two – A3 report writing skill is learned from your supervisor and a lot of experience”


4 Types of A3 Stories

PROPOSAL STORY

PROBLEM SOLVING STORY

STATUS STORY

INFO STORY

PROPOSAL TYPE STORIES

REPORT TYPE STORIES

Problem Consciousness Current Situation

• The standard • Current situation • Discrepancy / Extent of the problem Rationale for picking up the problem (Importance to business activity, goals, or values of the organization)

PROBLEM SITUATION

Measurable description of what you want to change; quantity, time

TARGET / GOAL

PROBLEM: Potential Causes Most likely direct cause: Why? Why? Why? Why? Root Cause:

CAUSE ANALYSIS

(Resulting from Cause Analysis) • Temporary Measure • Long Term Countermeasure

COUNTERMEASURES

IMPLEMENTATION

• Unresolved issues and actions to address them • How will you check effects? • When will you check effects? • How will you report finding? • When will you report findings?

FOLLOW-UP

Answers the question – “What are we trying to do?”

THEME

PROBLEM SOLVING REPORT STORY EXAMPLE

AUTHOR: ________________________

DATE: ______________

WHAT WHERE WHO WHEN Actions to be taken

Responsible person

Times, dates


Commodity Business Plan

Five year business and technical plan for critical commodities Align commercial and technical vision anticipate changes and develop initiatives Benchmark competitors, other industry Supplier strategy development Manufacturing footprint development Value chain analysis


Lean Product/Process Development System

Lean product/process development is a powerful system that is profoundly different than traditional methods of

product development and a key to a truly lean enterprise…


Beyond Original Toyota Research…

Ford Goodyear Northrop Grumman Ship Systems Menlo Innovations Scania LEI focus in 2014


THANK YOU

people

process tools


development system

Download - Lean in new Product Development by Jim Morgan

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