Lean Product and Process Development - University viewProgram Agenda Day One: Introduction of Lean Product Development: - The origins of Lean Product Development and how it supports Lean Manufacturing - Definition of 12 Wastes found in product development - Toyota benchmarking ...

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Lean Product and Process Development

Program Agenda

Day One:

Introduction of Lean Product Development:

- The origins of Lean Product Development and how it supports Lean Manufacturing

- Definition of 12 Wastes found in product development

- Toyota benchmarking study overview

- Lean Product Development Model: Process, People, Tools & Technology

Lean Product Development Simulation Round #1 Traditional Product Development

In this simulation round, teams of 6 participants will create drawings; build prototype components and final prototypes using a traditional product development process. This round will illustrate the typical wastes found within product development and metrics will be tracked to quantify these wastes.

Lean Process Techniques:

Kentou Overview of the Study phase of development at Toyota

Set-Based Concurrent Engineering definition and examples of a convergent method of development (vs. traditional iterative development approach)

Introduction to Queuing Theory key principles of queuing related to development are explored including: effects of batching, system-utilization.

Flexible Capacity strategies are shown to reduce effects of system-utilization.

Problem Solving concept of Genchi Genbutsu (Go and See) and effects of early problem solving on development resource loading is discussed.

People Systems:

Organization structures to balance technical competence with strong system integration are discussed.

Developing Towering Technical Competence selection process, technical mentoring, evaluation and career paths are presented

Chief Engineer System role of system integrator, development of integration skills, career path and examples from Toyota are presented.

Day Two:

Lean Tools and Technology Organizational Learning & Continuous Improvement

Supplier Technology demonstrations How Toyota integrates suppliers new technology into their development process

Engineering Checklists Examples of structuring repositories of knowledge including capture and updating.

Quality Matrix Unique approach to DFMEA at Toyota to identify, classify and resolve potential product risks throughout a development project

Hansei Reflection approach at Toyota and other companies are compared and contrasted.

Hansei Exercise: A case study is done by participants to learn the Hansei approach and to reflect on class learnings to date.

Lean Tools and Technology Tools for Alignment and Communication

Hoshin: A classic method at Toyota for aligning, deploying and reviewing improvement projects.

A3 Reports: A simple 1 page reporting method is presented. Examples of Proposals, Status, Informational and Problem Solving A3s are presented.

A3 Exercise: Participants will practice using A3 to resolve an engineering problem.

Nemawashi: An informal but important approach to consensus building at Toyota is presented.

Obeya: Visual management techniques for PD are discussed. In particular, program management using the Obeya (Big Room) approach used at Toyota along with examples from other companies.

Summary of Lean Product & Process Development System

13 principles of Lean Product Development are reviewed

Day Three:

Value Stream Mapping Overview:

Introduction: Overview and Background of VSM is presented.

Adaptation of VSM to apply to product development process

VSM icons traditional and product development-specific are shown.

Current State Map:

Mapping building blocks are presented

Current State Map Exercise an engineering example will be worked through in class. The instructor will map one stream with participants and then participants will map a stream.

Current State Analysis a method to analyze PD maps is presented. Participants will learn by going through the classroom example together.

Future State Map:

A method to develop PD maps is presented.

The classroom engineering example will be used to illustrate the approach.

Implementation:

Implementation strategies for rolling out VSM approach including tips from implementation at companies will be discussed.

Day Four:

Design for Error Proofed Lean Manufacturing & Assembly

-Different Ways of Thinking

If Manufacturing is becoming Lean; what changes are needed in our products?

Toyota vs. US OEM launch problems

Chief Production Engineer / more on Obeya

Error Proofing Your Designs

What is error proofing?

What is systematic error proofing in key design stages?

Conducting Error Proofing mis-builds

Database and Capturing Key Learnings

(Several) Individual and Team-Based Exercises; Application

Design for Lean Manufacturing & Assembly

DFx terms defined

Impact of Design on Total System Costs

Toyota Big Differences: Engineering changes; freeze; cost examples

Four additional launch tips with lean manufacturing

OEM-Supplier Relations

DFA individual and team-based exercises; application

Building with Modules

Design for Error Proofed Lean Manufacturing & Assembly Checklist and Summary

Day Five:

Tools for Lean Launch:

-Overview of methods to improve product launch phases

-Introduction to 3P (Product & Production Preparation) method with examples.

-Preparations for Lean Manufacturing:

Lean Equipment Design: Selection criteria for lean equipment to support lean manufacturing

Staffing and Standard Work: Operator balance and intro to standard work

Plan for Every Part: link from bill of material to part launch in plants

Lean Material Handling: Product/process design considerations to minimize material handling

Lean Product Development Simulation Round #2 Lean Product Development

In the second round, the same team of 6 participants will apply the tools and techniques learned throughout the week to the simulation product development process. The goal is to demonstrate the effects of applying the tools using a systems approach. Metrics will be collected again to measure the size of the changes relative to the first round.

Leading Lean Product Development:

-Summary of 7 Lean Product Development cultural characteristics are presented

-Implementation lessons learned are discussed

-Implementation rollout approach is presented

-Implementation examples from companies on the Lean Product Development journey

-Open discussion

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