book

Lean Development and Innovation

Name: Lean Development and Innovation
Author: Luciano Attolico
ISBN: 9781351059572

by Luciano Attolico

September 2018

Intermediate to advanced

362 pages

9h 49m

English

Productivity Press

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Cover
Half-Title
Title
Copyright
Contents
Foreword
Preface
Acknowledgements
Author
1 Lean Product-Process Innovation and Long-Term Thinking
1.1 A Strategic Question: Excellence in the Long-Term or Mediocrity in the Short-Term?1.2 Innovating to Achieve Success1.3 From Lean Management to the Lean Development and Innovation System1.3.1 Lean Thinking1.3.2 Historical Background of Lean Thinking1.3.3 What Can We Learn from the Toyota Model?1.3.4 Wastes in Product and Innovation Processes1.4 Types of Waste in the Innovation Process1.5 Process Kaizen in Non-Manufacturing Processes1.5.1 Waste “Suffered” and Waste “Generated”1.6 Why Invest in a Lean Development and Innovation System?1.6.1 Integrating People, Processes, and Tools1.7 Each Situation Has Its Own Peculiarities1.8 Summary of Key Points in Chapter 1ResourcesNotes

2 Processes: The Way We Work to Add Value
2.1 When Processes Are Real Solutions to Problems2.1.1 Do Many Things at the Same Time or Arrange Project Activities into a Sequenced Flow?2.1.2 Pay Attention to Small Signals and Accumulate the Knowledge2.1.3 Balancing and Synchronizing Work Loads from a Value Stream Perspective2.1.4 How Can We Ask for the Materials and Information That Are Needed When They Are Needed?2.1.5 Cause and Effect2.2 Make the Customer the Center of Attention: Concept Paper2.2.1 Forming the Project Team and a Sample Concept Paper Format2.2.2 Who Guides the Process?2.2.3 Product and Market History2.2.4 Who Will Use Our Products?2.2.5 Classification of Product Features2.2.6 How Can We Understand What the Customer Wants?2.2.7 Radical Sharing2.2.8 The Importance of a Single Unified Vision2.2.9 One Product or a Family of Products? The Right Choice Could Bring Big Benefits (and) Savings2.2.10 How Can We Standardize the Use of Product Components to Reduce the Final Cost?2.2.11 How Can We Establish Goals at the Beginning of the Project?2.2.12 Why Choose One Goal Value and Not Another?2.2.13 Are These Objectives Really Achievable?2.2.14 What If We Are Already the Market Leader?2.3 Concentrating Efforts at the Beginning of a Project2.3.1 When Does a Project Really End?2.3.2 Starting Out Already Late2.3.3 The Problem of a Sprint Start2.3.4 Iterative Models and Convergent Models of Development2.3.5 Kentou and Set-Based Concurrent Engineering in Practice2.3.6 Development Teams Based on Modules2.3.7 Reuse of Existing Solutions and Knowledge of Previous Critical Areas2.3.8 Simultaneous Convergence of Different Modules2.3.9 The Case of the Prius2.3.10 Group Brainstorming? No Thanks2.3.11 What Happens if the Solutions Are Incompatible with Each Other?2.3.12 Excessive Harmony Does Not Yield Good Products2.3.13 From a Good Product to an Excellent One2.3.14 Two Small Secrets2.3.14.1 First Secret2.3.14.2 Second Secret2.3.15 When the Supplier Teaches Something to the Client: The Denso Case2.3.16 Problem-Solving Resolves Everything… But How Much Does It Cost?2.3.17 When Simple Steps Yield Solutions That Avoid Serious Consequences2.3.18 It Is Advisable to Make Modifications Early On2.3.19 When a Limited Budget Makes No Provision for Additional Expenses2.4 Value Stream Mapping to Understand the Real Current State and Creatively Envision a Desired Future State2.4.1 Value Stream Mapping in Practice2.4.2 The Steps of a Value Stream Mapping Event2.4.3 Why Not Start Immediately with Tried and Tested Solutions?2.5 How to Get the Intellectual Juices Flowing without Obstacles or Interruption2.5.1 The Myth of Multitasking2.5.2 Queuing Theory and Intellectual Efficiency2.5.3 The Eight Principles of Flow in Intellectual Activities2.5.3.1 Level the Arrival of Work2.5.3.2 Minimize the Number of Activities in Process2.5.3.3 Reduce the Size of Activities2.5.3.4 Establish a Regular Cadence2.5.3.5 Plan Results and Not Activities2.5.3.6 Pull Planning2.5.3.7 Avoid Overloading2.5.3.8 Minimize Interruptions2.6 Resource Leveling in a Complex Project2.6.1 A Model for Leveling Workloads between People2.6.2 What Happens if There Are Just a Few of Us or I Am on My Own?2.7 Lean Project Management: The Art of Surfing Applied to Projects2.7.1 Taking Project Times and Deadlines into Account2.7.2 Is the Right Information in the Right Place at the Right Time?2.7.3 Value Creating Management2.7.4 Who Promotes the Principles of Flow on a Project?2.7.5 How Pull Planning Is Put into Practice—A Real Case2.7.6 Detailed Planning of the Flow of Materials and Information: Fundoshi Scheduling2.7.7 The Management System and Review of the Whole Project2.8 Standardization and Creativity: The True Strength of a New Product2.8.1 The Basis of Standardization: Knowing How to Use the Data and Knowledge in Our Possession2.8.2 How Do We Collect Data for a Trade-Off Curve? We Make Better Use of the Way We Already Do Things and the Data Already Available to Us2.8.3 Standardization of Components, Reuse of Know-How, and Corporate Profit2.8.4 Releasing Energies to Make a Real Difference2.9 Summary of Key Points in Chapter 2ResourceNotes
3 People: The Engine for Creativity at the Heart of Long-Term Success
3.1 There Can Be No Innovation without People3.1.1 Are Corporate Productivity and People’s Well-Being Compatible?3.1.2 What Does It Mean to Become Lean? The Principles of Lean Leadership3.2 Coordinating and Integrating Development through the Chief Engineer System3.2.1 Matrix Structure?3.2.2 What Skills Should a Chief Engineer Have?3.3 Cross-Functional Cooperation to Effectively Develop New Products3.3.1 Who Makes the Decisions?3.3.2 What About the Other Departments Not Strictly Related to the Product?3.4 The Value of Competence3.4.1 Example: The Typical Development and Career Path of a Toyota Engineer3.4.2 What Is the Best Way to Develop Human Resources in Your Company?3.4.3 Personnel that Leave and Enter into the Company3.4.4 School, Apprentices, and Artists3.4.5 Superstars or Normal, but Competent People?3.4.6 Specialists or Generalists?3.5 Suppliers or Partners: Mirage or Reality?3.5.1 How Should We Choose Our Supplier-Partners?3.5.2 Different Categories of Suppliers3.5.3 How Do I Know If It Is the Right Supplier for Me?3.6 Constant Learning and Continuous Improvement3.6.1 Big Initiatives3.6.2 Learning and Continuous Improvement: Visible and Invisible Knowledge3.6.3 Making the Intangible TangibleSummary of KeyPoints in Chapter 3ResourceNotes
4 Tools for a Lean and Innovative Company
4.1 Criteria for Choosing the Right Tools4.1.1 Criteria 1: Integration and Ease of Use4.1.2 Criteria 2: Support of Processes4.1.3 Criteria 3: Support People4.1.4 Criteria 4: Reinforce Standardization4.1.5 Criteria 5: Enable Organizational Alignment4.1.6 Criteria 6: Assist Organizational Learning4.2 The Obeya4.2.1 The Effectiveness of Different Means of Communication4.2.2 The Importance of Distances4.2.3 Setting Up an Obeya Room4.2.4 Seeing for Yourself4.3 Simplify Communication and Learning with A34.3.1 Summary of the Basic Principles of an A3 Report4.4 Systematic Reflection in Order to Learn from Experience4.4.1 When Do We Do It? And Who Should Do It?4.4.2 What Is the Difference between Hansei and Lessons Learned?4.4.3 Some Practical Examples4.5 Summary of Chapter 4ResourcesNote
5 Companies That Have Successfully Streamlined and Innovated Their Product Development
5.1 Sacmi Ceramics5.1.1 Mature Technology and Market Leadership. The Quest for Continuous Improvement and Growth5.1.2 Value Stream Mapping—Current State5.1.3 Hansei5.1.4 Value Stream Mapping—Future State5.1.5 Project Start: The Concept Paper5.1.6 Kentou5.1.7 Managing the Project: The Obeya System5.1.8 The “Quick Die Change” Subgroup—Adding Customer Value5.1.9 Conclusions5.2 Laika5.2.1 Innovation and Lean Leadership as a Reaction to Economic Crisis5.2.2 The New Kreos Motorhome Project5.2.3 Coaching and Training5.2.4 Next Steps5.3 Sacmi Closures5.3.1 Cut Costs or Earn More?5.3.2 Current State Value Stream Mapping5.3.3 Hansei and the Future State Value Stream Map5.3.4 Concept Paper5.3.5 From Efficiency to Effectiveness5.3.6 The Project Review System and Management of the Project5.3.7 The Kentou Phase and the Design Execution Phase5.3.8 Modifications: Are We Sure We Know the Causes?5.3.9 The Assembly of the Prototype5.3.10 Conclusions5.4 Continental5.4.1 Not Enough Time to Develop a New Technology?5.4.2 The Problem5.4.3 Getting Started: Scoping, Goal Setting, Partner Selection, and Planning5.4.4 The First Steps: Analysis of the Current Situation and Competitive Benchmarking5.4.5 Project Review System and Test Activities Standardization5.4.6 Set-Based Concurrent Engineering put to the Test: The Evaluation Matrix5.4.7 Trade-Off Curves5.4.8 Chosen Solutions and Conclusions5.5 PSA—Peugeot Citroen: Applying Set-Based Concurrent Engineering5.5.1 Introduction5.5.2 SBCE Approach5.5.2.1 Set-Based Concurrent Engineering—Scoping: What Is Value-Added? Where Do We Need to Search?5.5.2.2 Set-Based Concurrent Engineering—Initialization Workshop5.5.2.3 Convergence Phase5.5.3 ConclusionsAcknowledgments5.6 Lamborghini5.6.1 Applied Research and Bold Product Innovation5.6.2 The Sesto Elemento, a Laboratory of Excellence5.6.3 Frontal Impact Absorption5.6.4 Aventador: The Industrialization of the Product in Carbon Fiber5.6.5 Building Block Approach5.6.6 Advanced Composite Research Center5.6.7 Innovative Processes5.6.8 RTM Lambo5.6.9 Conclusions5.7 The Natuzzi Case—Relaunching a CompanyStarting from Its Products5.7.1 The Company and Its History5.7.2 Today’s Context and Challenges5.7.3 Project Setting and Starting5.7.4 The New Product Development Process5.7.5 Product Architecture and Platforms5.7.6 Operational Management of Industrial Platforms5.7.7 Design to Cost: Design for Manufacturing and Assembly5.7.8 Implementation Phase of the New Principles5.7.9 Results5.7.10 Lessons Learned5.7.11 Next StepsResourcesNotes
Conclusion: The Secrets to Being a Lean, Innovative, and Winning Company
Appendix: Modularity: The Way to Reduce the Total Product Costs While Drastically Increasing the Industrial Flexibility
Glossary
Bibliography
Index

Overview

This book provides a comprehensive framework that supports, step-by-step, the successful application of Lean principles in the innovation and development areas of the company.

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