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 A3’s are presented.
- 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.
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:
A3 Problem Solving:
- Teach and coach students through each step of the A3 problem solving methodology. Students are expected to select an actual challenge/problem they are currently facing in their workplace as the basis for the session.
- Students will then be guided step-by-step through the A3. Specifically, they will learn how to:
- define a problem statement
- set a clear objective
- conduct root cause analysis
- select countermeasures
- create an implementation plan
- follow up to verify completion
- It is expected that students will begin their A3 during the classroom session and will complete the A3 PDCA cycle as “homework” in the weeks to come.
Case Studies & Applications:
– Case Study Experiments by companies with Lean PD techniques including:
• Set-Based Design
• Decision Flow Mapping
• Prototype Shop transformation
• Engineering Analysis team transformation
– Applications of Lean PD at a company that previously attended the class (as schedules permit)
Day Five:
Summary of Lean Product & Process Development System
- 13 principles of Lean Product Development are reviewed
- 7 Lean Product Development cultural characteristics are presented
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:
- Implementation lessons learned are discussed
- Implementation rollout approaches are presented
- Implementation examples from companies on the Lean Product Development journey
- Open discussion
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