lean in new product development by jim morgan

Download Lean in new Product Development by Jim Morgan

Post on 13-Jan-2015

1.263 views

Category:

Education

1 download

Embed Size (px)

DESCRIPTION

Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

TRANSCRIPT

  • 1. engineering excellence Copyright James Morgan, 2013 Lean Product Process Development and the pursuit of enterprise excellence Discussion Workshop James Morgan jmor990@aol.com

2. engineering excellence Copyright James Morgan, 2013 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 3. engineering excellence Copyright James Morgan, 2013 Mutually supportive & aligned elements people process tools lean product/process development system Socio-Technical Systems Model Of Lean Product / Process Development 4. engineering excellence Copyright James Morgan, 2013 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. 5. engineering excellence Copyright James Morgan, 2013 The best people create the best products So we develop people & products simultaneously people process tools lean product/process development system 6. engineering excellence Copyright James Morgan, 2013 The best people create the best products So we develop people & products simultaneously people process tools lean product/process 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. 7. engineering excellence Copyright James Morgan, 2013 Developing Skilled People - Mastery How do you transform A brand new college graduate into a Technically Mature, Highly Skilled and Efficient Employee? E = MC2 8. engineering excellence Copyright James Morgan, 2013 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 9. engineering excellence Copyright James Morgan, 2013 Develop Towering Technical Competence in All Engineers 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 10. engineering excellence Copyright James Morgan, 2013 Develop Towering Technical Competence in All Engineers 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 11. engineering excellence Copyright James Morgan, 2013 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 12. engineering excellence Copyright James Morgan, 2013 Design Reviews For developing great products and great people Cross-functional and escalation mechanisms Rigorous, candidand challenging Prep work for review critical for learning Critical questionsDid you consider?..How did you arrive at that?...Whats 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 13. engineering excellence Copyright James Morgan, 2013 Some thoughts on Product Development Leadership Technical depth and strong process knowledge (tough to lead what you dont 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 14. engineering excellence Copyright James Morgan, 2013 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 15. engineering excellence Copyright James Morgan, 2013 Role of Chief Engineer at Toyota Original Source: Optiprise 16. engineering excellence Copyright James Morgan, 2013 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) 17. engineering excellence Copyright James Morgan, 2013 ORGANIZATION Toyota Technical Centers Center Head Chief Engineer Functional Manager Componentandsystemdevelopment Center I Center II Center III Adapted from: Cusumano and Nobeoka, Thinking Beyond Lean, 1998 18. engineering excellence Copyright James Morgan, 2013 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 SIMULTANEOUSENGINEERING 8 to 10 team members per group TOYOTA TECHNICAL CENTER Organize to balance functional expertise and cross-functional integration 19. engineering excellence Copyright James Morgan, 2013 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 GlobalFunctionalSkillTeams Craftsmanship TDM 20. engineering excellence Copyright James Morgan, 2013 Include The Extended Enterprise Fully integrate suppliers into the system 21. engineering excellence Copyright James Morgan, 2013 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 22. engineering excellence Copyright James Morgan, 2013 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 res

Recommended

View more >