Lean Product Process Development as a Learning System, Michael Ballé
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The document discusses the lean product process development approach as a learning system, addressing customer needs, product quality, and optimization of processes. It emphasizes the importance of understanding customer preferences, continuous on-the-job training, and collaborative organizational structures to enhance learning and problem-solving. The key takeaway is that improving product performance and customer satisfaction requires systematic learning and the elimination of inefficiencies in design and production.
Lean Product Process Development as a Learning System, Michael Ballé
- 1. Lean Product Process Development as a Learning System Michael Ballé, Ph. D.
- 2. © Ballé 2016
- 3. Once upon a time… © Ballé 2016
- 4. The problem: remember 2008? © Ballé 2016
- 5. What happened: © Ballé 2016
- 6. Smart zero energy solutions © Ballé 2016
- 7. Q1: What do we need to learn about our customers, products and processes? © Ballé 2016
- 8. How can we help customers do what they want to do? • 4.59% absenteeism in French companies • 1% absenteeism generates a 1.87% increase in labor costs • Better ergonomics is a clear opportunity for improvement Source: Jarlaud 2015 © Ballé 2016
- 9. First westerner at Japanese karakuri (mechanical devices to lighten the ergonomic burden) competition! © Ballé 2016
- 10. Fix problems with the existing product to discover what value means © Ballé 2016
- 11. Do our solutions actually satisfy customers? How do we understand their preferences? © Ballé 2016
- 12. What is the product takt? Each product is a value stream © Ballé 2016
- 13. Q2: How do we learn what we need to know? © Ballé 2016
- 14. Determine at the outset what is fixed and what is flexible Concept paper Critical changes to existing design © Ballé 2016
- 15. Produce knowledge as well as work: from design standards to production standards Design standards Production standards © Ballé 2016
- 16. How do you grow products? © Ballé 2016
- 17. Grow the roots through continuous on the job training In engineering In production © Ballé 2016
- 18. Support creative problem solving in day to day management Customer problem solving in engineering Suggestions in production © Ballé 2016
- 19. Develop deep thinking through better testing models and exploration of new tech Testing New tech © Ballé 2016
- 20. Q3: What organizational structures and routines will support the learning? © Ballé 2016
- 21. Chief engineer is responsible for VA and VE thinking © Ballé 2016
- 22. Teams and team leaders to organize for learning © Ballé 2016
- 23. Kanban as a tool for kaizen, to coordinate engineering, production and supply chain Engineering kanban Supply chain kanban © Ballé 2016
- 24. Teamwork, the individual skill to work across organizational boundaries Intensify collaboration Slow builds © Ballé 2016
- 25. Regular learning reviews, to manage the learning curves Design reviews Ramp-up review © Ballé 2016
- 26. Q4: What do we need to learn about our customers, products, processes and platforms? © Ballé 2016
- 27. New applications, new platforms Integrate the machine in the prodution layout Design and produce propietary components © Ballé 2016
- 28. In the end… © Ballé 2016 TOYOTA SCHNEIDER AIRBUS THALES ALSTOM DASSAULT ZODIAC SAFRAN EUROCOPTER
- 29. So what? © Ballé 2016
- 30. Output doesn’t mean outcome What they are doing is creating a Buddha image and forgetting to inject soul in it Hajime Oba © Ballé 2016
- 31. 1. Product Quality • Performance (our promise) • Quality (how well do we hold our promise?) • Cost of use (at what total cost for the user?) © Ballé 2016
- 32. 2. Lead-time Misconceptions Muri, Mura Muda Concept Design Redesign Lead-time © Ballé 2016
- 33. 3. Costs © Ballé 2016
- 34. Always go back to fundamentals © Ballé 2016