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Lean Development in Lean Six Sigma

The 13 Lean Development principles are:

  1. Establish customer value
  2. Front-load the Product Development process
  3. Levelled Product Development process flow
  4. Rigorous standardisation
  5. A Chief Engineer System to integrate development
  6. Balance functional and cross-functional expertise
  7. Towering technical competence in Engineers
  8. Integrate suppliers into the PD system
  9. Build in learning and continuous improvement
  10. Build a culture to support excellence and relentless improvement
  11. Adapt technology to fit your people and processes
  12. Align the organisation through visual communication,, ensuring problems are visible
  13. Enable organisational learning
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Lean Six Sigma TIM WOOD in engineering

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

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Lean started withThe Wright approach to product development

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:

  • construction of the sustaining wings
  •  generation and application of power
  • balancing and steering of the machine

Between 1900 and June  1903 the brothers:

 

Devised

•Lift and drag measurement techniques for kites and gliders
•A wind tunnel
•Balances for measuring lift, drag and drift

Discovered

•Lift and drag calculations that others were using were incorrect
•Optimum wing shapes and ratios
•Optimum control surface areas
Invented
•Wing warping technology to control the plane in flight
•A highly efficient propeller
•A lightweight powerful engine
•The science of aeronautics

They conducted and meticulously recorded extensive experiments.

These often challenged and proved wrong the existing ‘knowledge’ and wisdom of the time.

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Lean Product Development Model

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

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Lean Set Based Engineering

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.

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Lean Engineering in Lean Six Sigma

– Manufacturing has a relatively small influence on the overall cost and quality of the product or service supplied.  Remember the Value Stream?
– When Lean principles are applied across all the functions in the value stream,   true competitive advantage can be gained. This is sometimes known as Lean Enterprise
– Lean Product Development demands an integrated multi-disciplined approach.

A Lean product development process typically has four phases:

    1. Concept  The Vision for the product produced by the programme lead   who is a technical expert  and is responsible for the product   from concept to market
    2. System design   Set based concurrent engineering looks for all possible    problems and tries to resolve them early in the process. ‘Sets’   of possible solutions are generated (diverge) then gradually   narrow as learning and understanding increases i.e. design   converges. Progressively reducing specifications and   resolving ambiguity actually shortens development time.   The system design team will be multi-functional and often   located together.
    3. Detailed design.
    4. Proto type & tooling.

 

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Lean Engineering

Manufacturing has a relatively small influence on the overall cost and quality of the product or service supplied.

Remember the Value Stream?

When Lean principles are applied across all the functions in the value stream, true competitive advantage can be gained.

This is sometimes known as Lean Enterprise Lean Product Development demands an integrated multi-disciplined approach.

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Lean Six Sigma is applicable outside volume manufacturing

Volume manufacturing (automobiles) is where Lean thinking and tools were developed.
We use a volume manufacturing exercise (VSM)  to learn the techniques – we can visualise ‘things’ easier.
But Lean is not a ‘manufacturing’ concept, it is a volume concept.
Wherever you have volume you have processes which are dynamic.
Lean is being applied outside manufacturing; the potential is huge since for an advanced industrial economy:-
–80% non-manufacturing
–and of the 20% that is manufacturing, only 20% of that has prices driven by direct manufacturing labour.
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Lean Six Sigma with Poka Yoke

‘Poka Yoke’ is a technique for eliminating errors, used by Black Belts for solution generation and preparing implementation;

such that it is …Impossible to make mistakes, …Inexpensive, …Very effective, …Based on simplicity and ingenuity.

“poka” means an inadvertent mistake, “yoke” means to prevent, it originates by mr. Shigeo Shingo (1909-1990) in Japan.

Error proofing is a very simple technique.

You should keep it in mind at all times, but particularly when you are designing the solution or the improvement

Ideally you should prevent all possibility of the problem occurring, elmination;

If you can’t do this, you should then try to

  • flag (identify quickly, every time the problem occurs),
  • facilitate (make it difficult to create the problem)
  • mitigate (reduce the effects when the problem does occur)

…in that order!

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Lean Six Sigma Value Stream Mapping

During the Lean Six Sigma projects the Black Belts we learn them mapping a value stream, using symbols we understand, we have identified ways to reduce Lead time.
This means that the time spent on value add activities as a % of total time spent is increased,
But we haven’t changed any of the value add activities. We haven’t bought new high tech expensive equipment or tried to get people to work harder, we have simply improved the system.
We haven’t calculated benefits but you get the  feeling that the ‘future state’ system will perform better for OTOQD and cost.
We used a volume manufacturing example because it’s easier to visualise value streams with physical things; now let’s look at non-manufacturing.
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