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