Integration of DFSS,Lean Product Development and Lean Knowledge Management
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Integration of DFSS,Lean Product Development and Lean Knowledge Management

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  • As we discussed in previous section, the very nature of the product development process is about knowledge and information creation. Specifically, product development process consists of information mining, information transformation and knowledge creation. An ideal product development process should be such that it creates information and knowledge at the highest efficiency, speed and quality. At the same time, the waste of information and knowledge in the product design is at a minimum. Within actual product development processes, the waste of information and knowledge is difficult to be identified and is running rampant in many companies. An effective knowledge and information management system is crucial in a lean product development process. In this subsection, we are going to discuss the following approaches in lean knowledge and information management.
  • From the previous discussion, a well-structured knowledge and information supermarket that can provide all the right kind of knowledge and information for a product development process at right time and right place is essential to effectively create product design with minimum waste. This knowledge and information supermarket will only be possible with the aid of computer technology, and this framework will be named as computerized lean knowledge management system. The main functions of this computerized lean knowledge management system should include: Capture the relevant external explicit knowledge base for product development, such as relevant patents, technology information obtainable from open source, such as university, internet, competitors’ products benchmarking and so on. Capture, maintain and update the marketing and voice of customer information.(Omar, Harding et al. 1999) Capture, maintain and update corporation’s internal explicit knowledge base, such as computer files of standardized or customer made design modules, testing procedures, design check lists, technical reports, testing results and so on. Capture, convert and share tacit knowledge of company employees, and possibly suppliers. Facilitate easy access of all information for all kind of internal users, regardless of their profession affiliation, and location. Manage the knowledge contents to ensure that the contents are well organized, constantly updated, and free of errors.

Integration of DFSS,Lean Product Development and Lean Knowledge Management Integration of DFSS,Lean Product Development and Lean Knowledge Management Presentation Transcript

  • The Integration of DFSS, Lean Product Development and Lean Knowledge Management Professor Industrial and Manufacturing Engineering Wayne State University, Detroit, Michigan Kai Yang
  • Performance Metrics for Product Development Product Value Product Quality PD Lead Time
  • Efficiency Flexibility Life Cycle Cost
  • Design for Six Sigma Design for Six Sigma is centered at applying effective tools to strengthen every stage of the product development process Every Company adapts DFSS for its own needs DOE Taguchi Method/ Robust design Trouble shooting and diagnosis 4. Process Design Taguchi Method/Robust Design DOE, RSM, Design for X Simulation/ Optimization Reliability based design/ testing and estimation 3. Product Parameter Design and Prototyping TRIZ (Theory of Inventive Problem Solving) Axiomatic Design, DOE Simulation/ Optimization 2. Concept Design Voice of Customer data collection Ethnographic/Observation VOC Data Analysis QFD 1. Customer and business requirements study DFSS Tools Design Tasks/Stages
  • How DFSS Helps Product Development? Product Value VOC, Innovation tools Product Quality In current practice, DFSS is not used to redesign the PD process DFSS Tools PD Lead Time Indirectly Efficiency Indirectly Flexibility Indirectly Life Cycle Cost Reduction of Quality Cost
  • How Individual Design Task is Performed ( Toshiba’s DFSS-KM) What we wan to achieve How we want to achieve it Transform Input Conversion Output Information/ knowledge Knowledge Information/ knowledge
  • Product Development Process Domain to Domain Mapping CAs . . . PVs . . . FRs . . . DPs . . . Physical Mapping Process Mapping Y=f(x ) Y=f(x) Functional Domain Customer Domain Physical Domain Process Domain Information/knowledge Sources External Customers Internal Customers Mining of Technology Information Mining of Voice of Customer Design Specifications
  • A Lean Product Development Should
    • Maximize information/knowledge creation
    • Minimize Loss in information flow and transformation
    • Minimize information/knowledge waste
    • Minimize information consumption in product design
    Lean Product Development Principles
    • Product Development is an Information/Knowledge Creation Process
    • --Information mining, transformation, creation
    • Product Design consumes information
  • Waste in Product Development/R&D
    • Waste sales opportunities due to poor product value
      • Inability to capture and deploy accurate VOC
      • Poor choice of technology
      • Poor innovation capabilities
    • Can be improved by DFSS
    • Waste in manpower, resources, and time
      • Non value added activities
      • Overburden
    • Can be imprved by lean task management
    • Waste in knowledge and information
      • Information/knowledge loss/reinvention
      • Miscommunication
    • Can be improved by lean knowledge management
    • Waste due to poor design practice
      • Overdesign/excessive complexity
      • Poor product architecture
    Can be improved by lean design
  • Lean Product Development Approaches
    • Lean Task Management
    • (Toyota Product Development System,
    • D. Reinertsen, R. Mascitelli)
    • Lean Design
    • (Toyota, Huthwaite, Suh)
    • Lean Knowledge Management
    • (Toyota, Toshiba, Nonaka)
  • Waste Elimination Through Lean Methods ( Mascitelli) Our goal if to eliminate Type 2 wherever possible, and minimize the waste in Type 1’s through the use of Lean Methods. Lean Task Management Value Type 1 Enablers Type 2 Waste Value Type 1 Enablers A lean “ Future State”
  • (Toyota): Create Leveled Product Development Process Flow
    • Synchronize activities across function
    • Level the work load, no idle, no overload
    • Create stead speed job flow for design engineers
    • Stagger the release of data from one function to the next
    • Use flexible capacity to deal with to fill the gap in high workload
    • periods.
    • Use checklists, standard test plans, standard architecture etc
    • to drive out task variation
    3 Ms Muda: (Non-value added) Muri: (Overburden) Mura: (Unevenness)
  • Minimize Information Consumption in Product Design --Lean Design (Huthwaite, Suh)
    • Reducing unnecessary product functions and parts
    • Best Practice/Standardization
    • Loosening up unreasonable tolerances
    • Using standard/out of shelf parts
    • Controlling technical immaturity
    • Avoiding complicated user/operator requirements
    • Avoiding complicated interface requirements
    • Lean Knowledge Management
      • An ideal product development process should be such that it creates information and knowledge at the highest efficiency, speed and quality .
      • Waste of information and knowledge in the product design is at a minimum.
    • Knowledge and Information Supermarket
      • Information and knowledge is always fresh and up to date;
      • Information and knowledge is sufficient to serve all the needs of the PD
      • Know where each information and knowledge is stored
      • Information is ready to be pulled at the right time, the right kind and right amount.
    • Explicit and tacit knowledge (Polanyi)
      • Tacit knowledge refers to a knowledge which is only known by an individual and that is difficult to communicate to the rest of an organization
      • Explicit knowledge is knowledge that has been or can be articulated, codified, and stored in certain media
      • (Reports, codes, formula, flow charts, books)
      • Process of transforming tacit knowledge into explicit knowledge is
      • codification or articulation.
    • T acit knowledge and explicit knowledge are not totally separate but are mutually complementary entities. (Nonaka)
    • Nonaka’s work is a good start point of identify the nature of the knowledge, but this frame is insufficient towards the complexity of knowledge management requirements.
    • Main functions of the lean knowledge management system
        • Capture the relevant external explicit knowledge base for product development
        • Capture, maintain and update the marketing and voice of customer information.
        • Capture, maintain and update corporation’s internal explicit knowledge base,
        • Capture, convert and share tacit knowledge of employees, and possibly suppliers.
        • Facilitate easy access of all information for all kind of internal users, regardless of their profession affiliation, and location.
        • Manage the knowledge contents to ensure that the contents are well organized, constantly updated, and free of errors.
  • Some Lean Knowledge Management Practices A3 Report (Toyota)
    • Toyota’s A3 Problem-Solving Tool refers to a standardized communication format , a disciplined process of expressing complex thoughts accurately on a single sheet of paper.
    • A3 is a standardized technical writing methodology to create a report on one side of a standard size piece of paper to guide problem solving and achieve clear communication across functional specialties.
    • A3 writing is a process of transferring tacit knowledge into explicit knowledge
  • Toyota A3 Report (Cont’D)
  • Toyota’s V-Comm System
    • Pull files and documents
    • Show Virtual Build
    • Pull Knowledge base
    • World Wide Virtual
    • Conference
  • Knowledge Database
    • Best Practice Files
    • Past Issues, quality hazards
    • Recommended key specifications
    • Even sound file of a latch/lock
    V-Comm’s Knowledge Database Main Success Factors
    • Right on the main traffic points of the PD process
    • Ready to pull information when needed at the right place
    • Updated, comprehensive, easy to search information
  • Wikipedia is a near perfect example of “Information and Knowledge Supermarket”
  • How Lean PD Helps Product Development? Product Value Waste Reduction, Better Flow Product Quality Less Waste PD Lead Time Indirectly Efficiency Indirectly Flexibility Life Cycle Cost Lower PD Cost, better design practice Set Based Design, less rigid process
  • How Lean KM Helps Product Development? Product Value Quick pull of knowledge/information Product Quality PD Lead Time Efficiency Flexibility Life Cycle Cost Quick pull of knowledge, faster reaction time Use of most appropriate technique/method Access to best practices, avoid same mistakes Quick pull of knowledge/information, reducing redesign Indirectly
  • Designs for Six Sigma and lean product development are complementary of each other and they can be implemented in parallel. Lean knowledge management system should be built gradually in order to be seamlessly integrated into our daily working practice. Integration Strategy
  • Q & A Thank You!