Streamlined from the Start

2006 ◽  
Vol 128 (03) ◽  
pp. 30-32 ◽  
Author(s):  
Scott Miller ◽  
James Richmond ◽  
Aron Bowman
Keyword(s):  
Product Development ◽  
Production Process ◽  
Production System ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Development Process ◽  
Toyota Production System ◽  
Lean Product Development ◽  
Innovative Products

This article discusses the importance of lean product development in the manufacturing industry. Lean manufacturing is a concept developed by Toyota more than 30 years ago. It was motivated by the desire to build better and more innovative products with lower costs. The result was the evolution of what is commonly known as the Toyota production system. This system increases efficiency and reduces waste in each area of the production process by eliminating unnecessary efforts and empowering all levels of the workforce. Lean product development is based on the theory of lean manufacturing. The processes focus on simplicity and effectiveness. Lean product development allows for communication between multi-departmental teams, simplifying and keeping the development process moving forward. Using lean product development to manage projects puts accountability on the project owners.

Implementation of Lean Tools and Methodologies in Design

2012 ◽  
Author(s):  
Mohamed E. M. El-Sayed
Keyword(s):  
Product Development ◽  
Design Process ◽  
Lean Manufacturing ◽  
Development Process ◽  
Fundamental Principle ◽  
Product Development Process ◽  
Lean Thinking ◽  
Lean Principles ◽  
Lean Product Development ◽  
Lean Tools

Research efforts in lean design are usually focused on enabling lean manufacturing or managing the product development processes. Very few efforts, however, have been directed towards the design process itself. While the most successful lean applications started with the manufacturing process, due to its nature and the ability to identify the process wastes, the full impact of lean thinking can only be achieved when applied at the beginning of the product development process starting with early design phases. Considering that the first and most fundamental principle in lean thinking is to realize value from the customer’s perspective, it is essential that a lean product development process implementation assures the flow of this value throughout the process. This can only be accomplished when lean principles, tools, and methodologies are utilized in all phases from concept development in the design phase to manufacturing in the production phase. In this paper, the utilization of lean principles, tools, and methodologies during the design process is discussed. In addition, the adaptation of several lean tools and methodologies to assist in applying the lean principles throughout the different phases of the design process is demonstrated. To illustrate the concepts, adaptation process, and implementation some examples are presented.

Method for evaluation via benchmarking of the lean product development process

2016 ◽  
Vol 23 (4) ◽  
pp. 792-816 ◽  
Author(s):  
Ana Julia Dal Forno ◽  
Fernando Antonio Forcellini ◽  
Liane Mählmann Kipper ◽  
Fernando Augusto Pereira
Keyword(s):  
Product Development ◽  
Case Studies ◽  
Lean Manufacturing ◽  
Development Process ◽  
Process Management ◽  
National Level ◽  
Product Development Process ◽  
Content Type ◽  
Lean Product Development ◽  
Quantitative Manner

Purpose – The purpose of this paper is to describe benchmarking to evaluate the product development process (PDP) from a lean perspective. Design/methodology/approach – The work was conducted by means of case studies at large companies in Brazil that develop products, based on a gap in the literature involving a lack of indicators to diagnose how lean are PDPs considering the principles and practices of the lean approach. Findings – The results indicate in a quantitative manner that the 12 companies of the multiple case study are implementing the lean approach in their PDPs in an isolated or systematic manner through the categories – process, management, structure, people, product, client, supplier and waste. Research limitations/implications – The large companies in the case studies are located in different positions of the supply chain and the year that the company began introducing lean manufacturing was not considered, or the maturity of each firm. Practical implications – Based on the diagnosis, it was possible to propose a set of actions so that the PDP at each company can be structured in a lean manner, improving competitiveness. Originality/value – The main contribution of the study is a simple, useful and reproducible method that has a set of measurable indicators and graphic representation identifying the lean product development practices, as well as a structured guide to the implementation of improvements that allow companies from different sectors to be compared at a national level and also in the international market.

Experience Design Applied to Research

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Andrea CAPRA ◽  
Ana BERGER ◽  
Daniela SZABLUK ◽  
Manuela OLIVEIRA
Keyword(s):  
Information Technology ◽  
Product Development ◽  
Design Process ◽  
Development Process ◽  
Product Development Process ◽  
Experience Design ◽  
Low Resolution ◽  
Design Concepts ◽  
Innovative Products ◽  
Technological Products

An accurate understanding of users' needs is essential for the development of innovative products. This article presents an exploratory method of user centered research in the context of the design process of technological products, conceived from the demands of a large information technology company. The method is oriented - but not restricted - to the initial stages of the product development process, and uses low-resolution prototypes and simulations of interactions, allowing users to imagine themselves in a future context through fictitious environments and scenarios in the ambit of ideation. The method is effective in identifying the requirements of the experience related to the product’s usage and allows rapid iteration on existing assumptions and greater exploration of design concepts that emerge throughout the investigation.

Lean Product Development (LPD) Enablers for Product Development Process Improvement

2015 ◽  
pp. 31-57 ◽  
Author(s):  
Guilherme Luz Tortorella ◽  
Diego de Castro Fettermann ◽  
Giuliano Almeida Marodin ◽  
Flávio Sanson Fogliatto
Keyword(s):  
Product Development ◽  
Process Improvement ◽  
Development Process ◽  
Product Development Process ◽  
Lean Product Development

Accelerating Production Readiness Using Lean Product Development

2009 ◽  
Author(s):  
Michael J. Parsons ◽  
Nicholas M. Josefik
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
Scale Up ◽  
New Product ◽  
Time To Market ◽  
High Performing ◽  
Lean Product Development ◽  
Value Stream ◽  
Development Cycle

Lean manufacturing and accelerated product development, two forces when combined into lean product development, can accelerate time-to-market and manufacturing scale-up, achieving production readiness in the shortest possible time. This paper presents what is possible when the two underlying themes of lean manufacturing and new product development unite with the orchestrated chaos of a high performing team. A benchmark value stream has been documented along with product development cycle time examples ranging from 4 to 16 months for concept-to-production readiness.

Ensuring Reliability in Lean New Product Development

2011 ◽  
Author(s):  
John J. Paschkewitz
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Lean Manufacturing ◽  
New Product ◽  
Shop Floor ◽  
Design Decisions ◽  
Lean Product Development ◽  
Critical Characteristics ◽  
Reliability And Robustness ◽  
First Time

Many companies have begun their lean journey. This typically begins on the shop floor with lean manufacturing methods. This soon leads to applying lean to other processes including new product development. Lean New Product Development (Lean NPD) creates value and eliminates waste by creating knowledge up front to enable informed design decisions and eliminate rework loops. From a quality and reliability perspective, this should be viewed positively because it offers the opportunity to do what is needed up front to ensure robust and reliable products. This paper provides an introduction to Lean NPD and shows how it can be applied to reliability needs definition, design decisions, risk assessment and mitigation, critical characteristics and process control, product testing, failure analysis and corrective action to improve product reliability and robustness. Lean product development changes the focus of how design and development are done, and reliability and robustness tasks are part of the up front knowledge development that facilitates better decisions to get the product right the first time and eliminate the waste of rework and repeated development loops.

scholarly journals Identifikasi dan Eliminasi Pemborosan Aktivitas pada Proses Produksi Suku Cadang dengan Pendekatan Lean Manufacturing

2019 ◽  
Vol 12 (2) ◽  
Author(s):  
Agustian Suseno ◽  
Hengky Hengky
Keyword(s):  
Human Resources ◽  
Production Process ◽  
Production System ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Spare Parts ◽  
Value Stream Mapping ◽  
Lot Size ◽  
Value Stream ◽  
Engine Maintenance

PT. Trijaya Teknik Karawang is a manufacturing company that produces spare parts, namely the piece pivot. The increased demand make the company parties need to analyze the ability to do the production to make it more effective and efficient in order to win the competition. Preliminary observations on the production floor they still present problems that are categorized as waste. Based on it, lean manufacturing Approach used to solve these problems. First of all the waste identified by mapping the flow of production using Value Stream Mapping (VSM). Then determined the dominant waste going through weighting waste using Waste Assesment Model (WAM) with the result that the inventory is the dominant waste. Next choose a detail mapping tools with Value Stream Analyze Tools (VALSAT) and determine the cause of waste inventory with fishbone diagrams that result, the causes of waste inventory is the breakdown of the machine, the operator of conduct material handling and less nimble, the distance between the machine and the system far, the production batch manufacture. Recommendations for improvements are the application of the system production of one-piece flow with investing buying transfer dies and adds to the human resources division maintenance. The identification of the problem causing factors of the dominant waste activity, namely waste inventory using Fishbone diagrams is lack of engine maintenance because it does not have a maintenance division and the production system used is batch manufacture that produces goods in lot size so that there are WIP parts in each production process.

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