Agile for Physical products: the case study of Dainese (EN)
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The document discusses Dainese's agile approach to product development, particularly focusing on the Ag770 helmet project, highlighting the transition from traditional waterfall methods to agile practices. It mentions the key features of the helmet, the roles within the agile team, and the benefits of continuous learning and incremental releases. Additionally, it addresses areas for improvement such as team fragmentation and sourcing delays.
Agile for Physical products: the case study of Dainese (EN)
- 1. 19 & 20 septembre 2023 - Paris, Niort Agile for physical products: the case-study of Dainese Massimo Terzo – Gianluca Galliano
- 2. PLATINUM SPONSOR GOLD SPONSOR SILVER SPONSOR PARTENAIRE
- 3. The speakers Gianluca Galliano Helmets R&D Director Massimo Terzo Agile Coach
- 4. Agenda 1 Dainese, company presentation 2 The product and its context 3 The Agile approach 4 Continuous learning 5 Conclusions 6 Q & A
- 5. 1. Dainese, a market leader
- 6. Dainese: Technology, Innovation and Design 2022 Dainese Acquires Momodesign licence
- 7. The Guardian Angel of the Champions
- 8. Comprehensive head-to-to product offering
- 9. AGV range helmet introduction
- 11. Motorbike helmet specification Multi density EPS Visor Sun Visor Shell Component s Component s
- 12. 2. The product and its context
- 13. The product: the AG770
- 14. Project AG770 – basic traits • Composite fiber shell • Integrated intercom • High performance ventilation • Aerodynamics • Comfort enhanced • Made internally by Dainese in Viet Nam …to a better one! From a good product… • Weight 1400 gr • Composite fiber shell • Comfort • Integrated sunvisor • DD chin-strap
- 15. Project AG770: a complex environment E2E process to manage New plant in Viet Nam Suppliers in Viet Nam to be scouted and validated New homologation ECE2206 Technology not mastered
- 16. 3. The Agile approach
- 17. Functional organisation (Silos and Project Manager) Team Style Team Mech Design Team Interiors Simulation & Labs Charles Monozukuri Purchasing Team Product Manager R & D
- 18. Agile organisation (cross-functional team) Core Team Extended Team Style Mech Designers Interiors Simulation Labs PO’s Purchasing Monozukuri Quality SM
- 19. Dual Ownership Business Product Owner (PO) • Is responsible for Return on Investment • Defines priorities for the functional side • Is the interface with stakeholders Technical Product Owner (TPO) • Ensures technical coherence and integration • Defines technical guidelines • Takes technical decisions
- 20. Traditional approach (waterfall) to create a helmet Shells EPS Interiors Components Industrialisation Testing & Homologation Size S Size M Size L Year 1 Year 2 Year 3 Tool supplier scouting & supply SOP • Traditional waterfal approach: one phase triggers and feeds the following • All sizes are delivered at the end of the development process • Manufacturing and Purchasing teams involved at the end of the development process
- 21. Agile approach to create a helmet Shells Components + EPS Interiors Industrialisation Testing & Homologation Size L Size M Size S Year 1 Year 2 SOP • Overlapping of phases • «Incremental» releases of the sizes • Possibility to test earlier on the road the helmet • Start of Production date is anticipated • Manufacturing and Purchasing teams involved since the beginning Tool supplier scouting & supply
- 23. Agile approach to create a helmet Option 1: sharp edges Option 2: smooth edges Hypothesis: Are the current edges at entrance of the chin vent performant enough?
- 24. Nicola create the detailed mechanical design Fast Learning cycles Stylist Mechanical Draftsman Simulation Expert Stefano prepares different solutions for a specific component Elisabetta run the simulation and compare the results of the different solutions
- 25. Use of Build – Measure – Learn cycle Build Measure Learn
- 26. Fast Learning Cycles – Chin air vent 1. The team identify what element is critical to focus on 2. The stylist prepares the solution which is tranformed into a precise 3D design 3. The simulation expert completes the mechanical design and runs the simulation 4. The whole team discuss the results and take decisions 5. The purpose is to indicate a direction for the product development: at early stages a rough-cut indication is OK
- 27. Drawings and simulation For rough-cut ideas and defining directions. Low Res-Prototypes 3D printing with components (like EPS and Interiors) from other helmets. Advanced Prototypes Hi-Fi 3D printing of shell, EPS and AG770 components. Parts done manually High-Res Prototypes Shell and EPS from the suppliers, some components from 3D printing. To use for internal homologation. Final prototype The helmet is almost equal to the one from the production line. To be used of homologation Sequence of prototypes
- 28. Use of crown pad from existing helmets for initial tests Paper prototype to test assembly and fit Handmade prototypes Final prototype with production materials and tools Type of prototype What to test Initial tests of the product Assembly and fit Fit, feel & touch and materials Producibility, final look, homologation Accuracy of prototype Low High Fast Learning cycles for interiors
- 29. Story mapping for physical products Releases Each “slice” is a helmet of a specific size and market Themes The product has been divided in different themes, each containing some Backlog items
- 30. Product Roadmap Stage and Gate + Sprints A mixed approach was used
- 31. Transparency on decisions to be taken Time is important! Decisions must be taken at the last responsible moment, when data are available Decisions to be made The list of the decisions is updated at any time
- 32. 5. Conclusions
- 33. What works well Higher ownership on the product: the whole team feel the ownership on the product which is no more a business of the Project Leader alone Continuous improvement on the way of working of the team Fast decisions making: all the required competencies are around the table Test and Learn: the team base their work on rapid tests and simulations to take decisions based on data
- 34. Areas of improvement Fragmentation of the team: team members are not assigned 100% to the team and someone is heavily involved in other projects Co-location of the team: the team members do not share the same space and that can reduce the effectiveness of the communication Involvement of stakeholders: lack of attendance of some key roles at the sprint review Sourcing: there are delays in scouting the right suppliers in Viet-Nam as the team is new
- 35. Thank you!
- 36. Votre feedback nous intéresse! GIANLUCA GALLIANO gianluca.galliano@dainese.com terzo.massimo@gmail.com
Editor's Notes
- #32: Importanza di prendere delle decisioni informate Prendere le decisioni al momento giusto?