Post on 03-Aug-2020
Accelerating Innovation Norbert Majerus
Lean Frontiers Webinar – Nov. 2017
If I had only one thing to focus on, it would be SPEED
Fast is better than slow…
Competitive advantage
Faster Learning, better risk
management
Better cash flow
Collaterals of efficiency
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• First-mover benefits
• Tap new technology
• Agile capability
• Faster learning and process improvements
• Capitalize quickly on cost savings
• Better cash flow and faster return on investment (ROI)
• Motivated and engaged engineers
• …………
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Fast is better than slowThe faster you flow, the lower the cost (Brian Maskell L/F San Antonio 2016)
After safety, quality, and delivery, focus on improving the speed of your process.
Fast is Better Than Slow
Modeling and knowledge reuse
Rapid learning cycles / MVP
Quick prototypes and very fast but comprehensive testing
LEAN Horizontal Project management
Overlapping activities
Concurrent work
Flow and Pull
Visual management
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Manage incoming work
Eliminate waste
Schedule to Capacity
Single piece flow or CONWIP
Level work with (70% of) capacity
Standard work / flexible capacity
Matrix / Project Management
Bottleneck management
Late start
Colocation
TCP : Technology Creation Process
Phase CProof ofConcept
Phase BConceptScoping
Phase DDetailed
Assessment
GateB
GateC
GateD
GateA
ICP: Innovation Creation Process (Global)
(Global)
(Regional)
Product Leadership Strategy
Transition Phase
5
PCP Roadmap
Goodyear TWO Processes
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TCP : Technology Creation Process
Phase CProof ofConcept
Phase BConceptScoping
Phase DDetailed
Assessment
GateB
GateC
GateD
GateA
ICP: Innovation Creation Process (Global)
(Global)
(Regional)
Product Leadership Strategy
Transition Phase
6
PCP Roadmap
Goodyear TWO Processes
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Regardless of the PHASE
• Collaboration
• Concurrent Work
• Mange Work in Small Pieces
Win at the Intersection
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InnovationExcellence
“Great products meeting consumer
needs”
Sales & MktgExcellence
“Consumer-centricdriven pull”
Operational Excellence
“Right tires, rightplace, right cost”
Collaborate and align to win at the intersection
Goodyear R&D Process
Value Stream Collaboration
• All functions engaged from the beginning
• Targets set JOINTLY – but they evolve
• CONCURRENT development
• Functional and personal agenda take a back seat to the value for the customer and the growth of the company
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Tetris Principle
Short Cycles to- Learn faster- Schedule easier- Manage the risk better
Short Cycles - Are easier to schedule- Allow better risk management- Create knowledge faster
Goodyear Iteration Process
Goodyear Iteration Process
TCP : Technology Creation Process
Phase CProof ofConcept
Phase BConceptScoping
Phase DDetailed
Assessment
GateB
GateC
GateD
GateA
ICP: Innovation Creation Process (Global)
(Global)
(Regional)
Product Leadership Strategy
Transition Phase
16
PCP Roadmap
Goodyear TWO Processes
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Execution
• Fast, Predictable (on time)
• Lean Principles• The cost of time
• Eliminate Waste
• Visual Management
• Schedule to capacity (70% of it)
• Single piece flow
• Overlapping Activities
• Late Start
• Pull/kanban
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Winning With Innovation
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The Cost of Time/Delay
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Performance
Development Cost
Time
Cost to the BUSINESS
Time
No product
Missing Feature
Additional resources
Goodyear Fuelmax
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Waste
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TransportationInventory
Motion
Waiting
Overproduction
Overprocessing
Defects
Underutilization
1,500+ new SKU’s globally every year1,000+ Projects at one time4,000 learning cycles/year30 min business meeting every 2 weeks
Visual Planning
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Visual Planning TO CAPACITY
75-80% lineBuffer
75% of weekly plant capacity:
4 prototype sets per week
Schedule product development processes at 70 % –80% utilization or lower.
More Traffic Analogies
5:00 AM 5:00 PM
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Utilization and Cycle Time
• As utilization approaches 100%, cycle time rises rapidly.*
• High variability in arrival time and/or processing time magnifies this effect.
Strategies to reduce the utilization impact:
• Flexible capacity – matrix organization / outsourcing
• Make queues visible• Schedule at less than 100%• Level work between functions
*The basic relationship:
CT = Average Processing Time * (Utilization Ratio / (1-Utilization Ratio)).Search “Kingman’s formula” and related for more information.
Little’s Law
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Th
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Multitasking • Exercising, listening to music and talking or cooking and talking on the cell
phone could be considered doing two or more things at the same time!
• Doing two projects at the same time is not as easy – normally one is being worked on, the other one waits.
• This multi-task game may be a little like trying to handle too many projects at the same time…
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Stop and Go• A lot of people who think they multitask are actually only working on one
task at the same time – all other tasks wait.
• This leads to “stop-and-go.”
• Doing a task in “stop-and-go” mode adds extra time due to “restart delays.”
• A good analogy is traffic:• Red lights
• Stop Signs
• Roundabouts
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Tire Build
Tire Build
Design
MoldEng.
Mold Mfg.
Construction Modeling
Tire Testing
Concurrent Engineering
Materials Development
Single Piece Flow Focus Resources and Eliminate WaitTimes
Design
MoldEng.
Mold Mfg.
Construction Modeling
Tire Testing
Materials Development
Prepare
Prepare
Prepare
Prepare
Prepare
Prepare
Prepare
ITERATION
KICKOFF
MEETING
Kickoff Meeting SharedInformation / Up-FrontPreparation
Teamwork / Parallel Engineering
Downstream Activities arePlanned / Scheduled
Late Start
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Late Start
• Dealing with perishable information
• Manage changes
• Lock in designs as late as possible
• Dealing with engineers (Parkinson Principle)
• Investment
• WIP or inventory
• Latest technology and opportunities
Every iteration is started as late as possible but with
enough time to finish, including a small buffer to account
for variability
Push and Pull
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Work Authorization - Kanban
TCP : Technology Creation Process
Phase CProof ofConcept
Phase BConceptScoping
Phase DDetailed
Assessment
GateB
GateC
GateD
GateA
ICP: Innovation Creation Process (Global)
(Global)
(Regional)
Product Leadership Strategy
Transition Phase
35
PCP Roadmap
Goodyear TWO Processes
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The Fashion Model
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Innovation Cycle
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DIVERGE CONVERGE
TEST
LEARN
BUILD
Name functionor work to do
TO DO IN PROGRESS DONE
Time Period
Goal, deliverable ….
Quick Learning Cycles - SCRUM
• Easier to schedule - Use time limit if no logical break
• Team/customer/stakeholders set/reset goals for every cycle
• Easier to manage risk – allocate money in small batches
• Frequent pivot/reflection and decision points
• Logical sequence – go/no go
• Teams self organizing, sometimes self directing
• Faster learning
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Google Venture
11/3/2017
Decision Tree Scheduling
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Most critical assumption to be verified orMost critical question to be answered
Quickest and simplestExperimentStudyModel…
Continue Freeze
Minimum Viable Products
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Knowledge Reuse and Modeling• Use knowledge to build good computer modeling or
“predictive” tools
• Test to validate/improve the models
• Allows quick set based and DOE’s
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Tires for Chevy “VOLT” (electric) were developed virtually with a vehicle model supplied by GM – no tire/car built before “approval”
Tires and vehicle were developed concurrently
TCP : Technology Creation Process
Phase CProof ofConcept
Phase BConceptScoping
Phase DDetailed
Assessment
GateB
GateC
GateD
GateA
ICP: Innovation Creation Process (Global)
(Global)
(Regional)
Product Leadership Strategy
Transition Phase
42
PCP Roadmap
Goodyear TWO Processes
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Contact
• 330 801 3184