Lean Product and Process Development

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					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

				
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