Download - Lean Management Methods in Product Development – A Case Study

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Daniel Soares1, João Bastos2,3, Diana Gavazzo1, João Paulo

Pereira1 and A.J. Baptista1

Lean Management Methods in

Product Development – A Case Study

1 INEGI – Instituto de Engenharia Mecânica e Gestão Industrial2 INESC TEC – Instituto de Engenharia de Sistemas e Computadores do Porto3 ISEP – Instituto Superior de Engenharia do Porto

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CONTENTS

1. Introduction

2. Lean manufacturing vs Lean product development

3. Reference model development

4. The “stopper” concept in the PDCA cycle

5. Implementation examples

6. Results and final considerations

Lean Management Methods in Product Development

A Case Study

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1. Introduction

Top Management Commitment


A Case Study

Difficulties of Lean Implementations and Continuous Improvement

� The (common) human resistance to change

“Making Change Work: Practical Tools for Overcoming

Human Resistance to Change” Book by Brien Palmer

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1. Introduction


A Case Study

Difficulties of Lean Implementations and Continuous Improvement

� Have an accurate assessment of the “AS IS” (initial) state

Visible components of the system

� Processes

� Procedures

� Tools

Invisible components of the system

� Culture

� Behaviours

� Mentality

� Habits

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2. Lean manufacturing vs lean product development


A Case Study

Manufacturing

� Visible flux of materials and WIP

� Easier identification of wastes

(stocks, WIP, disorganization,

bottlenecks, failures, etc.)

� Repeatable tasks and processes

Product Development

� Invisible flux of data and

information

� More difficult to identify waste

(over-engineering, poor

knowledge management, slow

access to information, etc.)

� Strong process variability (less

repetitive tasks)

Ability to influence teams

productivity and the customer

defined value and costs Ability to influence product

quality, operation costs and

productivity

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3. Reference model development


A Case Study

Culture of the organization

Supportive Management

Improved Quality – Reduced Cost

Reduced Lead Time – Improved Security – High Morale

Lean Management

Re

spe

ct f

or

Hu

ma

nit

y

Co

nti

nu

ou

s

Imp

rov

em

en

tInformation

flows

• Clear

• Accurate

• At the right time

Value

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4. The “stopper” concept in the PDCA cycle

Time

Imp

rove

me

nt

Standardization stable levels

(classic lean approach)


A Case Study

An “anti-rollback mechanism” during change transition

Objectives

� Analyse failure modes or

weaknesses for the process

improvement implementation

� Find intrinsic motivation within

the team for the change

� Avoid unpredicted issues for

the change before it happens

� Secure the improvement

progress until the complete

standardization stable level

Change transition

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A Case Study

Respect for Humanity: Skills and intrinsic motivation matrix

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A Case Study

Respect for Humanity: Skills and intrinsic motivation matrix

Objectives

� Get a information about each team

member Skills (Self Evaluation) and

hidden talents

� Get a information about each team

member intrinsic motivation (Self

Evaluation)

� Match adequate team member skills for

the project and which he/she is more

motivated for those technical areas

� Detect insufficient technical capabilities

within the team

� Manage team knowledge more

effectively both for projects and training

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A Case Study

Overcoming information access issues and time waste burden

Problems

� Get to know for the entire team

useful and essential information

(technical or general)

� Avoid long time waste searching

information and long clicking

sequences

� Avoid resistance and blocking

attitudes for folder directory re-

organization by 5S tool application

Objectives

� Aggregate and compile

information at “one click distance”

� Create a visible link for a digital

box of suggestions and issues

reporting

� Create an robust and simple

method to change file folder

systems organization without

impact normal day work

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SF3

SF2

SF1

Main Folder


A Case Study


SubFolder 1

SubFolder 2

SubFolder 3Target File

Target File

Spaghetti line length - elapsed time

Main Folder

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SF3

SF2

SF1

Main Folder


A Case Study


SubFolder 1

SubFolder 2

SubFolder 3Target File

Target File

Ideal Solution = Direct way

Main Folder

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A Case Study


“Real world inspiration”: temporary bridge

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A Case Study


“Digital inspiration”

Invisible meta data linked to organized visible icons

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A Case Study


Stoppers: Use of wide spread Power Point software and attractive features for the team (both technical and for social team integration)

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A Case Study


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A Case Study

Other issues and implemented solutions

� Standardized Project Folder Structure (reduced time for new project members)

� Standardized file name convention

� Technical Library re-organization (with Endnote, more than 1000 files catalogued)

� List of contacts (team members, clients, suppliers)

� List of suppliers capabilities and evaluation by technical areas

� Development of advanced timesheets for time and task control

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6. Results and final considerations


A Case Study

� Development of an adapted Reference Model for Lean Implementations in

Product Development Projects

� Development of conceptual strategies for dealing with the change process

� Lean thinking and continuous improvement introduction within the team

� Centralization and broad availability and awareness of essential and useful

information for the team

� Standardization of name convention for files and folders (documental management)

� Identifying team technical skills weakness, hidden talents and knowledge level

� Increased motivation of team members by knowing and using their intrinsic

motivations and opinion (suggestions and issues reporting)

� Estimated gains of 2300 hours / annum (within a 15 elements group)

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Daniel Soares1, João Bastos2,3, Diana Gavazzo1, João Paulo

Pereira1 and A.J. Baptista1 [[email protected]]

Lean Management Methods in

Product Development – A Case Study