Thus there are 2 dimensions to Lean in Engineering / Product Development:
Generally, mastering the process dimension is the prerequisite for mastering the product dimension
Thus there are 2 dimensions to Lean in Engineering / Product Development:
Generally, mastering the process dimension is the prerequisite for mastering the product dimension
The 13 Lean Development principles are:
The key to world class flexibility and high quality is the ability to understand at a glance what is going on in the workplace. Visual Management helps everyone in the workplace become involved in monitoring progress and customer service. Visual Management guarantees increases in efficiency, quality levels, productivity, and reductions in man hrs on the job. VM not only makes problems obvious, it provides a means to solve them The purpose of VM is to make everybody’s job easier VM uses all 5 senses to create a simpler, self regulating facility, resulting in increased Quality, productivity and morale.
Pursue Perfection through Standardisation;
Now that improvements have been made it is important that they become the new STANDARD and the team do not fall back into the old ways of working. It does not stifle creativity, it enhances it.
Waste in Engineering Examples
Transportation: Excessive data or information handoffs
Inventory: Requirements, specifications, documents waiting to be processed, test data waiting to be validated
Motion: Searching for information, or data, attending unnecessary, ineffective meetings
Waiting: Inter-task variation, bottlenecks, failure of supplier to meet customer need dates
Over Production: Mass document releases, Preparing excessive reports, broadcast email of information
Over Processing: Gold plated designs (Including design features not required by customer, Re-inventing what has already been designed
Defects: Faulty, incomplete or inaccurate data, data translations
Wilbur and Orville Wright ran a bicycle repair shop in Dayton, Ohio USA but set to designing and building the first aeroplane in their spare time working in their shed!
So how did two hobbyists manage to achieve what many well funded, full time, industry backed inventors had failed to achieve?
They collected the existing knowledge on what experiments and tests had already been carried out then studied the results.
They soon realised that many thousands of hours and dollars were being spent for very little time in the air – 5000 hours of design & build time for 5 seconds air time was typical.
They identified 3 critical knowledge areas:
Between 1900 and June 1903 the brothers:
Devised
Discovered
They conducted and meticulously recorded extensive experiments.
These often challenged and proved wrong the existing ‘knowledge’ and wisdom of the time.
– Adapt technology to fit your People & Process; In some organisations it could be the opposite (Technology has to be mature first in accordance withTechnical Readiness Level process)
– Align organisation through simple visual communication More difficult for Engineering .
– Use powerful tools for standardization & organizational learning Lean organisation (reducing number of layers…)
People & Partners
– Chief Engineer Role in Development phase (misunderstood in Aerospace Industry)
– Balance functional expertise & Programme integration
– Suppliers/Partners integration into Product Development
– Build in learning & Continuous Improvement
– Build a culture to support Excellence & Relentless Improvement
Lean Process principles
1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)
2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments
3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)
4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components
Toyota is the most documented Lean Company, talking about Lean Production.
1991 – The machine that changed the world – This was the first time Toyota opened it’s doors to external consultants based on the TPS (Toyota Production System) developed by Womack and the Massachusetts Institute of Technology. “The 5 Steps to Lean” (specify value, identify the value stream, make the value flow, let the customer pull, pursue perfection) were defined in this book.
1996 – Lean Thinking (Womack and Jones) – Easier to read, still based on TPS (Manu) with Case Studies
1997 – Concurrent Engineering Effectiveness – Jeff Liker and based on some of Toyota’s Engineering Principles
2002 – Lean Enterprise Value –
2004 – The Toyota Way – Jeff Liker – Business Philosophy and 14 Management Principles
2006 – The Toyota Product Development System – Jeff Liker – based on the product development system not manufacturing. The product development system is the key behind the TPS and this is the first book that explores Toyota’s PDS and this is their main competitive advantage. Easier to replicate the TPS than the PDS. 13 Principles broken down, easy to read and you can dip in and out of the book.
2007 – Toyota Talent – Jeff Liker – How to develop engineers
2007 – The Lean Product Development Guidebook –
Detailed design Variability in the process is reduced here through high levels of standardisation of skills, processes and the designs themselves. This helps eliminate waste and rework which allows greater flexibility of capacity. Detailed standardisation also maximiseslearning and continuous improvement.
Prototype /Tools Two sets of prototype tooling are usually produced, not to test solutions but to choose the different sub-systems and check their integration. Engineering changes will not be accepted after this phase. This is an intensive period for system design manufacturing and quality engineers.
Set based engineering enables many different solutions for a design can be worked on and matured at one time. As the development time increase and moves closer to the start of production unsuitable solutions are stopped but kept on file so potentially could be used for the next new product. The main advantage of set based concurrent engineering is that if the design concept that is chosen fails to meet customer requirements it can be quickly replaced by a robust and mature alternative solution.
Conventional engineering usually starts with the generation of new concepts and ideas too, however the main difference is that the final solution is agreed at a very early stage of the development. This could be before all the other component final designs are decided/understood. Therefore, as the design stages mature if problems are found the solution may have to be reworked several times to ensure it still meets the customer requirements. The major disadvantage of this process is that usually problems are not found until later in the development stages, sometimes as late as after the start of manufacturing. Fixes problems that occur at this stage is much more expensive as you are now trying to change actual components instead of designs on paper.