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.

- 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; 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

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download