Product  development kaizen (pdk)
Upcoming SlideShare
Loading in...5
×
 

Product development kaizen (pdk)

on

  • 699 views

 

Statistics

Views

Total Views
699
Views on SlideShare
699
Embed Views
0

Actions

Likes
1
Downloads
7
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Product  development kaizen (pdk) Product development kaizen (pdk) Presentation Transcript

  • PRODUCT & PROCESS DEVELOPMENT KAIZEN LPPDE, DENVER, COLORADO APRIL 21-23, 2008 Improving the Probability of Success starts with credible programmatic and technical processes 1
  • 2 Product and Process Development Kaizen Is A Full Contact Team Sport
  • 3 Steps to Improvement Using Kaizen Increasing value to the organization
  • Three Steps to Product and Process Improvement 4 Defining the Controls … That Assures Process Usage … Results in Reduced Waste The existing process, development, and operational controls assessed for effectiveness, efficiency and applicability. These incremental improvements are made using the principles of Kaizen guided by eliminating the 7 Wastes. Control applications applied to standard work. Standard work does not mean constrained, over controlled, draconian. It means “what we do for our customers as a firm is known, defined, and adds value in ways acknowledged by all participants. Using Kaizen as well as other process and product improvement process, search for, remove, and replace Waste Reducing process, products and service.
  • PDK does not require Japanese 5  改 (kai) Change or the action to correct  善 (zen) Good
  • Process Development Kaizen 6  Kaizen is a Japanese word which roughly translates into “continual improvement”.  Kaizen is about fine–tuning processes that already exist
  • Three Core Principles of Kaizen 7  Consider a process and the results, the products (not just the results) so that actions to achieve the desired outcomes are surfaced.  Systematically think of the whole process and not just what is immediately in view.  Learn through a non-judgmental, non- blaming approach and intent allows for the re-examination of the assumptions that resulted in the current process.  Blame, judgment, rehashing the past and all that “we used to do it this way” are wastes (無 駄 Muda)
  • Making the outcome clear and concise 8  Define the deliverables in visible and measures terms – what does “Done” look like for this round of effort?  Connect effort, duration, and risk with these deliverables  Arrange them in a sequence that assures increasing maturity along the way to completion  But in fact we are never complete in the conventional sense – we are always continually improving
  • Turning the process from a linear, waterfall; To an iterative, incremental, continuously improvement set of activities; That delivers continuous value to the stakeholders. This is the theoretical basis of all Agile development methods 9
  • Conducting a PDK Event 10  Flush out opportunities at multiple levels  Point out waste visually through process flow diagrams  Determine impact on overall business and / or business units  Create buy-in “on the spot”  Incorporate change management as part of overall improvement strategy
  • The Kaizen Event from the Program Management Office Point of View 11 Kaizen Activity Questions that need answers in order to improve A structured product and process maturity assessment Where have we come from? What worked in the past? What didn’t work? What can be improved? What can be used from AS IS for the TO BE? Evaluate risk and probability for success If we attempt to make improvements, what are the inhibitors to success? What mitigations can be taken? Visibly track the increasing maturity of products and services How can we recognize we’re actually making improvements? What are the units of measure? Provide visibility to sponsors and stakeholders Can we have the sponsors concur we’re making improvements? Have the discipline to follow through to rollout and operations phase What accountabilities need to be in place for us to be successful? Can we make this accountabilities appear at this time? If not now, when?
  • Conducting the PDK, means … 12 …Turning on the light
  • Starting point for making improvements 13  Seek small opportunities for improvement in the development process and the product definition  Find and root out mistakes of the past in all activities around product and service development and deployment  Improve the system not the people  Devote time to measuring
  • Doing a PDK is an interactive process 14
  • The raw materials of process modeling 15  Nouns  Documents  Data  Information  Evidentiary materials  Verbs  Transformation of nouns into new nouns  «Noun»  «Verb»  «Noun»
  • Sample process flow 16
  • The Seven Process Wastes (Remember TIM WOOD) Use these as test questions for Process Improvement or Development  Transportation  Unnecessary Inventory  Unnecessary or Excessive Motion  Waiting  Overproduction  Over or Inappropriate Processing  Defects 17
  • Transportation 18 Any movement or motion from one place to another that adds no value  Make the distance over which something is moved as short as possible
  • 19 Reduce the amount of work-in- process within the system  Ensure that work arrives at the downstream process when it is required and does not sit (no in basket overflow) Unnecessary Inventory
  • 20 Unnecessary or Excessive Motion Processing steps that add no value to the product or service  Avoid looking, searching, or wasting effort that burdens the value of the product or service
  • 21 Waiting Someone or something waiting with nothing to do …  Keep people productively active  Avoid paper or decisions around the paper from sitting around before being processed  Provide adequate staffing at the bottlenecked operations
  • 22 OverproductionProduction of products, services, documentation, or facilities ahead of demand  Establish a flow sequence to satisfy the downstream customer  Create workplace guidelines and standards for each process and follow them at all times
  • 23 Over or Inappropriate Processing Activities still performed but no longer needed or poor planning and organizational flow  Remove unnecessary steps  Stop copying everyone on emails  Stop sending reports and see who complains  Stop unnecessary signoffs and reviews
  • Defects 24 Activities that result in error, rework, work arounds, or quality defects prevent the customer from accepting the product or service  Error proof the process steps  Use standardized work instructions  Continuous customer feedback
  • Most failures to realize potential return on process and product improvements start by committing one of these Seven Sins The Seven Sins of Process Improvement Process not traceable to strategy Improvements don’t involve the right people Teams not given a clear charter and held accountable Top management focused on change not improvement Change to the people not considered Focused on redesign rather than implementation Failure to leave measurement system in place Improving Performance, How to Manage the White Space on the Organization Chart, 2nd Edition, Geary A. Rummler and Alan P. Brache, Jossey Bass, 1995
  • 26/5Glen B. Alleman, Copyright © 2012