lean product and process development - university...
TRANSCRIPT
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 DevelopmentIn 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 A3’s 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 Learning’s
- (Several) Individual and Team-Based Exercises; ApplicationDesign 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 ModulesDesign 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 DevelopmentIn 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