Lean Product Process Development as a Learning System, Michael Ballé

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<ul><li><p>Lean Product Process Development as a Learning System</p><p>Michael Ball, Ph. D.</p></li><li><p> Ball 2016</p></li><li><p>Once upon a time</p><p> Ball 2016</p></li><li><p>The problem: remember 2008?</p><p> Ball 2016</p></li><li><p>What happened:</p><p> Ball 2016</p></li><li><p>Smart zero energy solutions</p><p> Ball 2016</p></li><li><p>Q1: What do we need to learn about our customers, products and processes?</p><p> Ball 2016</p></li><li><p>How can we help customers do what they want to do? </p><p> 4.59% absenteeism in French companies</p><p> 1% absenteeism generates a 1.87% increasein labor costs</p><p> Better ergonomics is a clear opportunity for improvement</p><p>Source: Jarlaud 2015</p><p> Ball 2016</p><p>http://www.daf-mag.fr/Thematique/social-rh-1032/Breves/Tribune-absenteisme-impact-performance-votre-entreprise-259488.htm</p></li><li><p>First westerner at Japanese karakuri (mechanical devices to lighten the ergonomic burden) </p><p>competition!</p><p> Ball 2016</p></li><li><p>Fix problems with the existingproduct to discover what value means</p><p> Ball 2016</p></li><li><p>Do our solutions actually satisfycustomers? How do we understandtheir preferences?</p><p> Ball 2016</p></li><li><p>What is the product takt? Eachproduct is a value stream</p><p> Ball 2016</p></li><li><p>Q2: How do we learnwhat we need to know?</p><p> Ball 2016</p></li><li><p>Determine at the outset what isfixed and what is flexible</p><p>Concept paperCritical changes to existingdesign</p><p> Ball 2016</p></li><li><p>Produce knowledge as well as work: from design standards to production standards</p><p>Design standards Production standards</p><p> Ball 2016</p></li><li><p>How do you grow products?</p><p> Ball 2016</p></li><li><p>Grow the roots throughcontinuous on the job training</p><p>In engineering In production</p><p> Ball 2016</p></li><li><p>Support creative problem solvingin day to day managementCustomer problem solving in engineering Suggestions in production</p><p> Ball 2016</p></li><li><p>Develop deep thinking through bettertesting models and exploration of new tech</p><p>Testing New tech</p><p> Ball 2016</p></li><li><p>Q3: What organizationalstructures and routines willsupport the learning?</p><p> Ball 2016</p></li><li><p>Chief engineer is responsible for VA and VE thinking</p><p> Ball 2016</p></li><li><p>Teams and team leaders to organize for learning</p><p> Ball 2016</p></li><li><p>Kanban as a tool for kaizen, to coordinate engineering, production and supply chain</p><p>Engineering kanban Supply chain kanban</p><p> Ball 2016</p></li><li><p>Teamwork, the individual skill to workacross organizational boundaries</p><p>Intensify collaboration Slow builds</p><p> Ball 2016</p></li><li><p>Regular learning reviews, to manage the learning curves</p><p>Design reviews Ramp-up review</p><p> Ball 2016</p></li><li><p>Q4: What do we need to learn about our customers, products, processes and platforms?</p><p> Ball 2016</p></li><li><p>New applications, new platforms</p><p>Integrate the machine in the prodution layout</p><p>Design and producepropietary components</p><p> Ball 2016</p></li><li><p>In the end</p><p> Ball 2016</p><p>TOYOTASCHNEIDER</p><p>AIRBUSTHALESALSTOM</p><p>DASSAULTZODIACSAFRAN</p><p>EUROCOPTER</p></li><li><p>So what?</p><p> Ball 2016</p></li><li><p>Output doesnt mean outcome</p><p>What they are doing is creating a Buddha image and forgetting to inject </p><p>soul in it</p><p>Hajime Oba</p><p> Ball 2016</p></li><li><p>1. Product Quality Performance (our </p><p>promise)</p><p>Quality (how well do we hold our promise?)</p><p> Cost of use (at what total cost for the user?)</p><p> Ball 2016</p></li><li><p>2. Lead-time</p><p>Misconceptions</p><p>Muri, Mura Muda</p><p>Concept Design Redesign</p><p>Lead-time</p><p> Ball 2016</p></li><li><p>3. Costs</p><p> Ball 2016</p></li><li><p>Always go back to fundamentals</p><p> Ball 2016</p></li><li><p>Michael@Michael_Balle</p></li></ul>

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