"Kaizen spirit in Design work" by Michael Ballé

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Michael Ballé's presentation at the 1st European Lean IT Summit held in Paris in October 2011

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"Kaizen spirit in Design work" by Michael Ballé

  1. 1. Copyright © Institut Lean France 2011 Kaizen spirit in design work Dr Michael Ballé
  2. 2. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Kaizen spirit in design work Dr. Michael Ballé
  3. 3. © Copyright Institut Lean France. Textes et illustrations tous droits réservés The lean perspective • If you focus on producing value for your customers and engaging your people in eliminating waste • Sales will go up • Profit and cash will increase sustainably
  4. 4. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Lean is built on mutual trust • Trust from customers that your products will give them complete satisfaction, reliably at a good price • Trust from employees that they will work in a safe and stable environment, where they have an input on running and designing the workplace
  5. 5. © Copyright Institut Lean France. Textes et illustrations tous droits réservés LEAN = KAIZEN + RESPECT
  6. 6. © Copyright Institut Lean France. Textes et illustrations tous droits réservés KAIZEN = Improving our own work step-by-step to better understand technical processes and make smarter decisions
  7. 7. © Copyright Institut Lean France. Textes et illustrations tous droits réservés RESPECT = Taking into account people’s opinions and supporting them to succeed in their own work and in working with others in the value chain
  8. 8. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Kaizen is eliminating waste Waste is all the unnecessary cost created by our wrong ideas and wrong decisions
  9. 9. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Design work generates waste CUSTOMERS: Added cost for customers when the product doesn’t solve their problem completely or when they have to compensate, fix and maintain it MANUFACTURING: Added cost to the manufacturing process in terms of Bought Out Parts (weight and supply chain), oversized investment to realize the product and unnecessary labor because too difficult to assemble ENGINEERING: Misunderstandings that generate conflict, long feed-back loops and reworks, unsolved problems that pop up right at start of production and, in the end, technical solutions that don’t satisfy customers or manufacturing
  10. 10. © Copyright Institut Lean France. Textes et illustrations tous droits réservés CUSTOMERS Ahh!
  11. 11. © Copyright Institut Lean France. Textes et illustrations tous droits réservés CUSTOMERS GRR!
  12. 12. © Copyright Institut Lean France. Textes et illustrations tous droits réservés MANUFACTURING • Too many expensive parts • Too many difficult operations • Over-complex, over- sensitive technical processes • Over-complex flow • Over-complex supply chain
  13. 13. © Copyright Institut Lean France. Textes et illustrations tous droits réservés 13 ENGINEERING Poorly understood customer usage Technical solutions not taking account other aspects of the product/process Tools and protoypes ignore full speed production constraints Detailed solutions reinventing the wheel and untested
  14. 14. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Lean design strategy From: Concept Design Rework To: Concept Design Rework
  15. 15. © Copyright Institut Lean France. Textes et illustrations tous droits réservés 15 SOP
  16. 16. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Sure, but HOW?
  17. 17. © Copyright Institut Lean France. Textes et illustrations tous droits réservés JOB = WORK + KAIZEN
  18. 18. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Kaizen gets people thinking About the waste THEY create because of their technical choices About what to challenge and what NOT (standards)
  19. 19. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
  20. 20. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Looking for waste I learn to analyze my own work in detail To better understand the waste I generate for others Root cause about my work Root cause problem solving teaches me to think deeply about my work And to better work with others to solve design problems
  21. 21. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Kaizen tools • Kaizen tools are analytical tools to help recognize waste • Summarize problems as gaps to standards • Investigate the root cause • And study our countermeasures
  22. 22. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Four phases CUSTOMER CONCEPT SET-BASED CONCURRENT ENGINEERING DETAILED DESIGN WITH STANDARDS LEAN PROTOTYPING AND TOOLING
  23. 23. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Takt time What is the product takt time? The innovation takt time? Where do we want to take the product?
  24. 24. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Concept paper How well do we understand our customers? They want YET: Light Strong Fast Quiet Many features Handy Our target customers want to solve their ----- problems: What will be our key technical and organizational challenges?
  25. 25. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Tear down How well do we understand our competitors?
  26. 26. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Target cost Can we sell at market cost and make a profit?
  27. 27. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Set based concurrent engineering Exploring the design space on critical issues to avoid endless feed-back loops
  28. 28. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Design standards Standards are what we KNOW about: • Architecture • Interfaces • Parts • Technical processes • Design 28
  29. 29. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Slow build Assembling the product part by part to look for kaizen opportunities
  30. 30. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Production preparation How will the cell work for operators and flow of components?
  31. 31. © Copyright Institut Lean France. Textes et illustrations tous droits réservés A3 problem solving Have we thought this through?
  32. 32. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Kaizen always produces greater insight KAIZEN: Visualizing problems Formulating the problem Seeking root cause Studying countermeasures ORGANIZATIONAL CAPABILITY: Chief engineer Autonomous design teams Design standards Managers are teachers
  33. 33. © Copyright Institut Lean France. Textes et illustrations tous droits réservés A leadership paradigm shift People make great designs, not systems
  34. 34. © Copyright Institut Lean France. Textes et illustrations tous droits réservés A managerial revolution MANAGERS = TEACHERS
  35. 35. © Copyright Institut Lean France. Textes et illustrations tous droits réservés Challenge, open mind, teamwork Page : 35 Broadening leadership skills Deep rooted expertise
  36. 36. Copyright © Institut Lean France 2011 www.lean-it-summit.com

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