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Lean in new Product Development by Jim Morgan

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Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

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Lean in new Product Development by Jim Morgan

  1. 1. engineering excellence Copyright James Morgan, 2013 Lean Product Process Development and the pursuit of enterprise excellence Discussion Workshop James Morgan jmor990@aol.com
  2. 2. engineering excellence Copyright James Morgan, 2013 Incredibly complex, hypercompetitive, highly technical, environment of automotive product development Extreme global competition Significant investment Increased customer expectations and product complexity Product globalization and market micro-segmentation Contribute to manufacturing competitiveness – across the enterprise and around the world Product development capability core competency and critical competitive advantage Body Exterior, Safety and SBU Engineering
  3. 3. engineering excellence Copyright James Morgan, 2013 Mutually supportive & aligned elements people process tools lean product/process development system Socio-Technical Systems Model Of Lean Product / Process Development
  4. 4. engineering excellence Copyright James Morgan, 2013 Complex Systems Elements do not exist in isolation Systems have behaviors that are not exhibited in any single element. These behaviors are the product of interaction between elements. Emergent (Desirable / Undesirable) Designed Critical to think holistically in complex systems analysis & design Design to obtain & suppress undesirable behaviors. Maximize robustness & sustainability of desirable behaviors.
  5. 5. engineering excellence Copyright James Morgan, 2013 The best people create the best products So we develop people & products simultaneously people process tools lean product/process development system
  6. 6. engineering excellence Copyright James Morgan, 2013 The best people create the best products So we develop people & products simultaneously people process tools lean product/process development system PEOPLE Developing Mastery (Towering Technical Competence) Leadership in LPPD Systems Organizing For LPPD Culture Organizational Learning “When you pay attention to the data, you can make a decision. When you pay attention to the people, you can make a difference.”
  7. 7. engineering excellence Copyright James Morgan, 2013 Developing Skilled People - Mastery How do you transform A brand new college graduate into a Technically Mature, Highly Skilled and Efficient Employee? E = MC2
  8. 8. engineering excellence Copyright James Morgan, 2013 Develop Towering Technical Competence in All Engineers Hire: Japan classes of 200-300 from Kyoto or Tokyo University Body and Structures Engineering 2 Ph.D. 198 M.S. 100 B.S. Production Engineering B.S. now required for all positions Tool and Die Associates degree or trade school Significant hiring rigor 1.1% hired of those applying for engineering (Kramp). Must start right to make a major investment (18,700 applied – 220 hired) Toyota Hiring Process – Selection
  9. 9. engineering excellence Copyright James Morgan, 2013 Develop Towering Technical Competence in All Engineers Toyota “T” ⊥ TOWERING TECHNICAL COMPETENCY Body and Structures One month general training 3-4 months in assembly plant 2-3 months in dealership Series of interviews and evaluations before engineering area selection 4-8 months “freshman project” (Mentor assigned) 2 years intensive OJT in specialty Engineers do own CAD work Minimum 3 years to first grade body engineer Serious performance evaluations 3 times per year (new bonus system) Equal emphasis on process or results Specialize by component At least 8 years to create a good door engineer At least 10-12 years to make staff leader Working engineers “protected” from meetings (20 mins beginning of shift) Toyota Career Path – Body and Structures
  10. 10. engineering excellence Copyright James Morgan, 2013 Develop Towering Technical Competence in All Engineers Honor technical excellence and value creation @ Ford Developing engineers as a priority TMM ITDP Mentoring & targeted assignments Design reviews Technical mastery Strong functional organizations Foster deep technical knowledge – going deep Provide an infrastructure for learning & continuous improvement Organize around the value stream Create a true competitive advantage
  11. 11. engineering excellence Copyright James Morgan, 2013 Technical Maturity Model @Ford Technical Maturity Models (TMM) around Critical Functions Skills required for Every Phase of PD mapped to key Functions Mixture of Industry/Specialized Training/On-Job Experiences Defined to meet requirements of “Novice”, “User”, “Expert” System must teach Employees what they do not learn in school. “Body Structures 101” Mentoring role of Functional leaders Global alignment on skills requirements
  12. 12. engineering excellence Copyright James Morgan, 2013 Design Reviews For developing great products and great people Cross-functional and escalation mechanisms Rigorous, candid…and challenging Prep work for review critical for learning Critical questions…Did you consider?…..How did you arrive at that?...What’s the data say?.....Have you thought of?....What are your benchmarks?.....How does it impact your customer? Scientific Method: Go and see, develop a hypothesis, execute tests, analyze, action plan Bring it back to foundation documents - document Global and cross-functional alignment
  13. 13. engineering excellence Copyright James Morgan, 2013 Some thoughts on Product Development Leadership Technical depth and strong process knowledge (tough to lead what you don’t understand) Passion for the product and vision for the team Communicating “Context” Passion for your team (right fit, develop, challenge, hug, ) Humility (comes from actually making stuff) and curiosity (especially with larger scope) Sufficient band width, ability to focus and communication skills Courage, “heart” and Candor (team integrity and trust) Energy and drive to keep stretching the team and moving the product forward
  14. 14. engineering excellence Copyright James Morgan, 2013 Chief Engineer to Lead Development From Start to Finish OVERVIEW OF THE CE (A special kind of leader) The Chief Engineer system is fundamental to the Toyota PD system and any effective product development system. But difficult to develop. Chief Engineers are groomed as super engineers and superb leaders. Deep foundation, strategic assignments and assistant C.E. Chief Engineers have responsibility without commensurate “authority”. Chief Engineers must work through people to be successful. Drive for results. Very strong personalities. Unreasonable and demanding – but focused. Chief Engineers represent the voice of the customer and must use intuition as well as technical understanding. Chief Engineers success depend on success of the vehicle, win and you get to play again. The success of the chief engineers depends on all the other P.D. systems and functional organizations. Original Source: Optiprise
  15. 15. engineering excellence Copyright James Morgan, 2013 Role of Chief Engineer at Toyota Original Source: Optiprise
  16. 16. engineering excellence Copyright James Morgan, 2013 Assistant CEs All engineers (not a cross-functional team) Assistant integrators: typically two sets of responsibilities Subsystem – interface with functional group Overall vehicle – e.g. vehicle weight, vehicle cost, prototype build Head workgroups to hammer out critical cross-functional issues e.g. engine compartment packaging, NVH Complement the skills, expertise of CE Rotated within project for broad exposure Original Source: Optiprise (From Allen Ward)
  17. 17. engineering excellence Copyright James Morgan, 2013 ORGANIZATION Toyota Technical Centers Center Head Chief Engineer Functional Manager Componentandsystemdevelopment Center I Center II Center III Adapted from: Cusumano and Nobeoka, Thinking Beyond Lean, 1998
  18. 18. engineering excellence Copyright James Morgan, 2013 Toyota Engineering Organization Body and Structures Engineering General Manager Exterior Manager Interior Manager Kino Manager Trim Manager Electrical Manager Frt End Structure BIW Closures Underbody CAMRY Staff Leader 2 Frt End 2 BIW 2 Closures 2 Underbody AVALON Staff Leader 1 Frt End 2 BIW 2 Closures 1 Underbody Chief Engineer AVALON Chief Engineer CAMRY Front End MDT BIW MDT Closures MDT Underbody MDT SIMULTANEOUSENGINEERING 8 to 10 team members per group TOYOTA TECHNICAL CENTER Organize to balance functional expertise and cross-functional integration
  19. 19. engineering excellence Copyright James Morgan, 2013 Ford Functional Matrix Organization GLOBAL BODY EXTERIOR, SAFETY & STAMPING ENGINEERING Create a high performance global team to deliver great global products. Organize around the value stream. Jim Morgan Director Global Body Exteriors & SBU Engineering North America Europe FAPA FSA Body Structures Exterior Systems Stamping Program Mgt Stamping Business Office Safety GlobalFunctionalSkillTeams Craftsmanship TDM
  20. 20. engineering excellence Copyright James Morgan, 2013 Include The Extended Enterprise “Fully integrate suppliers into the system”
  21. 21. engineering excellence Copyright James Morgan, 2013 Fully Integrate Suppliers Into the PD System Ford Matched Pair Process “Matched pairs” at Director, Chief & Manager levels in Engineering & Purchasing Speak with one voice of Ford Motor Company Align processes, tools & objectives Deliver “physicals” based savings & maximize customer value Increase understanding & effectiveness Improved quality & speed decision making “Aligned Business Framework” for most large suppliers Align Engineering & Purchasing to strengthen supplier partnerships
  22. 22. engineering excellence Copyright James Morgan, 2013 Creative Supplier Strategies Fully integrated TDM into Body Exterior, Safety & SBU Engineering – but maintain unique character & nimbleness Reduce prototype lead time from 20wks to 12wks and significantly improved on-time delivery through alignment Added global prototype responsibilities for both I/S & O/S sheet metal to coordinate the full system Added M1 prototype & bridge parts engineering responsibilities to increase learning – seamless integrations with engineering Vehicle modification centers (police cars) Going global… We went from “Get rid of them” to “What would we do without them” Leverage creative organizational strategies to deliver greater value
  23. 23. engineering excellence Copyright James Morgan, 2013 Supplier development: APA example… another different approach In the APA region, we started with two people, six shops, and 12 parts in 2006 (10 days, 4 countries, 28 shops) Completed the delivery of over 750 parts since 2006 Developed 32 die shops in China, Taiwan, & Korea since 2006 to support on-going sourcing on all programs for all regions. Have developed shops capable of delivering dies from simple structural parts to bodysides. Developed 5 casting foundry shops, 6 die standard component shops and 3 material treatment shops to support die shop delivery. Established and grew Ford local die engineering expertise to support programs. Quality & delivery equal to or better than traditional sources Added stamping checking fixtures to strategy. Internal technical competency is critical Strong focus on active in region supplier development
  24. 24. engineering excellence Copyright James Morgan, 2013 Build In Learning & Continuous Improvement “The ability to learn faster than your competitors may be the only truly sustainable competitive advantage.” - De Geus (1988)
  25. 25. engineering excellence Copyright James Morgan, 2013 Two Types of Knowledge Explicit Knowledge or Information Tacit Knowledge or Know-How Easily codified Transfer without significant loss of integrity Facts, axiomatic propositions and symbols Complex and “sticky’ Difficult to transfer Requires “dense ties” between participants Long period of time Most sustainable competitive advantage
  26. 26. engineering excellence Copyright James Morgan, 2013 Organizational Learning Develop tacit “know how” knowledge through: Hansei events Structured mentoring Learning focused problem solving On the job training strategies Strategic and aligned training Genchi Genbutsu
  27. 27. engineering excellence Copyright James Morgan, 2013 Deeper Meaning Of Hansei 1. Rooted in Japanese culture 2. Learn growing up (“Do the hansei”) 3. A mental outlook – a mindset: “Without hansei it is impossible to have kaizen. In Japanese hansei, when you do something wrong, at first you must feel really, really sad. Then you must create a future plan to solve that problem and you must sincerely believe you will never make this type of mistake again.” - George Yamashina, President, Toyota Technical Center “Only Toyota would have a structured approach to continuous worrying.” - Jim Womack Original Source: Optiprise
  28. 28. engineering excellence Copyright James Morgan, 2013 Three Types of Hansei Post-Mortem Reflection: Program summary learning event. Major Program Event Reflection: Held at critical program milestones to reflect on program status and learning opportunities close to actual event. Personal Reflection: Typically assigned by supervisor – written response required.
  29. 29. engineering excellence Copyright James Morgan, 2013 Learning At The “GEMBA” “Go and See” what is really happening – grasp the situation for yourself Ask questions – deep understanding for all Show Respect Coach and set clear expectations Come back and do it again - CADENCE
  30. 30. engineering excellence Copyright James Morgan, 2013 The Product Development Learning Network Supplier technology demonstrations Competitor tear down analysis (mono-sukuri) Foundation document checklists, matrices System of standards Program manager conferences Resident Engineers Learning focused problem solving and A3 reports
  31. 31. engineering excellence Copyright James Morgan, 2013 PDVSM e ea q t u uCC CT       −        + = 12 22 REDUCE VARIABILITY 0 100%Capacity Lead Time L = λω CAPACITY UTILIZATION STANDARD PROCESS & ARCHITECTURE people process tools lean product/process development system PERFECT DRAWING PLAN STANDARDIZATION
  32. 32. engineering excellence Copyright James Morgan, 2013 people process tools lean product/process development system PDVSM e ea q t u uCC CT       −        + = 12 22 REDUCE VARIABILITY 0 100%Capacity Lead Time L = λω CAPACITY UTILIZATION STANDARD PROCESS & ARCHITECTURE PERFECT DRAWING PLAN STANDARDIZATION PROCESS Study/KENTOU (Front Loaded process to create the right product) Product immersion Chief engineer concept paper Set-based collaboration EXECUTION (to deliver the product right) Capacity/Capability Enabling process logic Create Flow/Synchronize cross functionally Compatibility before completion/minimum feasible maturity System of standards (fixed and flexible / C.I.) RUNNING THE BUSINESS BPR process Cadence Obeya system
  33. 33. engineering excellence Copyright James Morgan, 2013 Product Development as a Process P/D system must deal with multiple projects simultaneously Even though many of the specific challenges are unique, much of the work, tasks, and sequences of tasks are common across projects P/D system can be viewed as a knowledge work “job shop” with multiple work centers and an integrated network of queues Adapted process management tools and principles can exploit those similarities by reducing variability without destroying creativity
  34. 34. engineering excellence Copyright James Morgan, 2013 Product Development as a Process P/D is inherently highly variable Tends to work in batches Lots of expediting Many capacity mismatches Ever expanding engineering work Create tremendous system congestion, queues and long lead times
  35. 35. engineering excellence Copyright James Morgan, 2013 Immersion – Getting the “right” Product Understanding Your Product’s Unique Value Potential Sienna Rav 4 Lexus
  36. 36. engineering excellence Copyright James Morgan, 2013 Immersion: Customer Defined Value Understanding and aligning around the “right product” Toyota Chief Engineer – Voice of the Customer Deep understanding of customer defined value & unique value potential of your product and context/environment Concept paper: Vision for what the product must be 12-15 pages in length Quantitative & qualitative Operationalizes customer desires & the CE vision Use “catchball” process for aligning product goals Voice of the customer throughout PD process Establish clear aligned objectives for attribute requirements Integrate individual attributes into a single great product Experience, technical depth and drive to deliver Ownership, accountability, and alignment across the enterprise
  37. 37. engineering excellence Copyright James Morgan, 2013 Cross-Functional Plan To Deliver In Study Phase Prior to clay freeze (open multiple clay models) Cross functional teams align with program on what and how Align on trade offs Analyze data and set specific measurable goals and clear DRI Hundreds of study drawings generated Set based concurrent engineering Design in countermeasures (based on pre-program analysis) Guided by checklists and standards Cross-functional innovation PRODUCTION ENGINEERING PRODUCT ENGINEERING PRODUCTION EXTERIOR DESIGNPROGRAM
  38. 38. engineering excellence Copyright James Morgan, 2013 Front Loaded Study/Kentou – tools and methods to increase understanding, alignment and create the right product Create mechanisms to align the enterprise around delivering value to the customer Mono-sukuri – Brings enterprise together to deliver value to the customer Kama-kuri – teardown link to attributes “Set Based” Approaches Utilize mechanisms to examine multiple designs/solution sets
  39. 39. engineering excellence Copyright James Morgan, 2013 Build In Critical Metrics & Make Quality Visible Body Engineering Efficiency Health Charts
  40. 40. engineering excellence Copyright James Morgan, 2013 Set-Based Concurrent Engineering “Generating multiple potential solutions to a design or engineering challenge and working through a convergence process to arrive at the best possible solution” - Al Ward
  41. 41. engineering excellence Copyright James Morgan, 2013 Two Models of Design Synthesize Analyze Modify ITERATIVE MODEL CONVERGENT MODEL
  42. 42. engineering excellence Copyright James Morgan, 2013 Creating Process Flow In Execution Phase Capacity/Capability Linked Create flexibility Dynamic Capability study Enabling Process Logic Clear quality of event criteria Scalable Synchronize cross-functionally Built in C.I. mechanism Create Flow CbC (Compatibility before Completion) MFM (Minimum Feasible Maturity) Virtual / Physical Standardization Detailed Scheduling / Execution Discipline Block timing = “traveling hopefully”
  43. 43. engineering excellence Copyright James Morgan, 2013 Create Flexible Capacity
  44. 44. engineering excellence Copyright James Morgan, 2013 Develop A Plan For Every Part • Commodity Specific Development Timing • Defines Engineering Needs and Deliverables By Milestone To Enable Success – Clear Quality of Event Criteria • Highlights Any Disconnects Between Program Timing, and Commodity Timing • Consistent Program to Program • Template for Engineers PDP Overview – “Recipe for Success” Program level logic • Enable platform/tophat development strategy • Scalable • Clear quality of event criteria • Cross functionally synchronized POWERTRAIN DEVELOPMENT BUSINESS CASE P/T CONCEPT POWERTRAIN MANUFACTURING READINESS VEHICLE CONCEPT (BRAND ALIGNMENT) BUSINESS CASE STYLING CONCEPTS ENG. CONCEPTS TGT. ALIGNMENT SYS. SELECTION UNDERBODY DEVELOPMENT VEH. PLATFORM VERIFICATION STYLING REFINEMEN T UPPERBODY (TOPHAT) DEVELOPMENT TOOLING CONSTRUCTION ASSY PLANT LAUNCH TOOLING READINES S VEH. BODY SYSTEM VERIFICATION
  45. 45. engineering excellence Copyright James Morgan, 2013 Compatibility Before Development Completion Focus on Component Completeness Drives High Levels of Rework Compatibility Should be a subset of completeness, virtual (CAD/CAD) checks done prior to CAD freeze for robust CAE. Includes spatial interfaces Completeness Engineering thoroughness of given design including design analysis for failure mode avoidance and verification CONCLUSION LPPD synchronizes the processes of compatibility and completeness minimizing rework, lead time and workload Understanding MFM level is critical Lean PPD Process Traditional Release Point Part Detail Verify Attributes Resolve Package Identify Parts Program Start Synchronization Sequencing value-added work to eliminate rework loops
  46. 46. engineering excellence Copyright James Morgan, 2013 Digital Pre-Assembly Engineering Compatibility DPA 0 DPA 1 • Clearances • Positional correctness • Interface DPA 2 • Design Concept • Fits • Operation Grains / Gloss DPA 3 • VSA Focus studies agreed by Design, Program & VO DPA 4 • Removal • Access • Adjustment • Damageability DPA 5 • Formability • Assembly Process • Ergonomics • Process Control DPA 6 • Ingress/Egress • Reach • Vision • Accessibility • Spacial Relationships
  47. 47. engineering excellence Copyright James Morgan, 2013 Functional Build Die costs are largest single fraction of body development costs. Over 20% of die cost is in re- working of dies often exceeding $20 million (Hancock and Hearst) Much of that cost is to achieve nominal dimensions and 10% - 20% of component dimensional issues account for 80%-90% of the rework costs (Harnett, Wahl, Baron) As launch approaches, tolerances are “negotiated” and many components shipped out of spec
  48. 48. engineering excellence Copyright James Morgan, 2013 Functional Build – System Focused Optimization A F/B is an ongoing series of engineering build events that replicate production processes relative to the part assembly datums and locators used at each geometry station in order to identify system compatibility issues early in the process Purpose of the F/B Event is to optimize the nominal values and tolerances of the Body in White during the stamping tooling development The intent is to achieve the Body in White requirements while simultaneously driving down the time & cost required for die tryout These builds will not only validate product design but also validate the assembly process, locators, and geo welds The team will diagnose and determine root cause to resolve and design, quality or process issues via DCIS sheets
  49. 49. engineering excellence Copyright James Morgan, 2013 Basic D&R Engineer Development Management Tools Synchronization Design Development Chart (Perfect Drawing Plan) Compatibility DPA Checklist Completeness Verification Matrix
  50. 50. engineering excellence Copyright James Morgan, 2013 Global Standards Process Driven Product Design (PDPD) Standard Architecture Perfect Drawing Plan (PDP) “Today's standardization is the necessary foundation on which tomorrow's improvements will be based… the best you know today… to be improved tomorrow. But if you think of standards as confining, then progress stops” - Henry Ford Global Standard Press Equipment
  51. 51. Leverage Standards Efficient Design Level Best Practices Quality History Launch Lessons Learned Quality Foundation Documents Hood Design Rules Global BOP/BOD PDPD MDS Best Practices Quality/Reliability Cost Benchmarking Benchmark CBP TVM Cost Material Utilization Extrusion Strategy SCT Strategy AEDL Inputs SDS Attribute Performance ES DPA VVT Program Specific Attributes PAL Strategy Benchmarking Best Practices Inputs Engineered Template Quality Cost FunctionMFG 50o Φ 65o Adult Head Child Head Upper leg Lower leg 50o Φ 65o Adult Head Child Head Upper leg Lower leg OR Upper Leg max 6p Lower Leg max 6p Child Head max 12p Adult Head max 12p 50o Φ 65o Adult Head Child Head Upper leg Lower leg 50o Φ 65o Adult Head Child Head Upper leg Lower leg OR Upper Leg max 6p Lower Leg max 6p Child Head max 12p Adult Head max 12p Pedestrian Protection Stamping FEA Consistent Process & Design Yields Predictable Results MUD – Optimization Common Assembly Equipment CAE Hood Bending Results New Failur e Mode 1. Hood Inner Asy from Station 10 4. Hood Palm Dimpler (Optional) 3. Hood Strut or Grille Reinf Rh / Lh (Optional) 2. Hood Hinge Reinf Rh Current Margin 4.0 mm BIC Margin 3.0 mm Hood Assembly – Standard BoD/BoP
  52. 52. engineering excellence Copyright James Morgan, 2013 Standards Taxonomy CAE Templates • Correlation to Testing • Template/Simplify Analysis - Functional Checklist Foundation Documents • SDS • MDS • DFMEA • Health Chart • PDP GAP Architecture • Hood • Roof • Doors • BOD/BOP… Design Rules (“Hows”) • “Engineering Cookbook” • Draft Angles • Beam Depth • Craftsmanship • PDPD Parameters/Design Spec • Parameter Sheets • Target Management Tool L e s s o n s L e a r n e d Engineered CAD Templates • Catia Templates • Assoc. Design • Checklist and Health Charts 1 Std Architecture 1 Global BOD/BOP 50 SDS 30 MDS 1 DFMEA 80 Design Rules 30 Parameter Sheets 2 CATIA 1 CAE Hood Standard Architecture
  53. 53. engineering excellence Copyright James Morgan, 2013 Enabling Standards & Innovation Enabling standards and strong foundational knowledge allow innovation in complex systems A challenging environment Skilled, creative, motivated people working collaboratively. An enabling process. And drive – often stressful Effective design reviews Response to complex and conflicting market/regulatory demands (“mother of invention”). Front end challenge: design leadership/pedpro/LSD/crash/aero & CO2 emissions “Adjacent innovation” to change an industry… Scallop BlanksProg Die vs. In-Die AutomationMagnesium Liftgate Hydroforming Hydro-Forming Process: 1. Rolled tube 2. Pre-bend part to approximate configuration 3. Pre-crush the bent tube with an internal pressure in the tube of approximately 1000 psi to control the deformed shape 4. Pressurize tube to achieve final geometry 5. Final Trim and Pierce 1,000 psi 10,000 psi PSH Process Laser Welding BIW Topology Optimization
  54. 54. engineering excellence Copyright James Morgan, 2013 Detailed Schedule (Fundoshi)
  55. 55. engineering excellence Copyright James Morgan, 2013 Running The Development Business Enterprise alignment on objectives and priorities through BPR Process Provide context The power of cadence – critical elements with discipline Short management cycles and unambiguous, timely decisions Clear direction and accountability (DRI) Simple visual tools and vital few critical metrics OBEYA system “Gentchi-Genbutsu” Stretch
  56. 56. engineering excellence Copyright James Morgan, 2013 Running The Business Tools To Align and Stretch Your Team A3 / Business Planning Process Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE B.P.R. METRICS
  57. 57. engineering excellence Copyright James Morgan, 2013 Running The Business Obeya System for Continuous Improvement & Transparency GPDS Creation / Organizational Process Improvement / Running The Business
  58. 58. engineering excellence Copyright James Morgan, 2013 Tools That Enable People & Processes people process tools lean product/process development system
  59. 59. engineering excellence Copyright James Morgan, 2013 people process tools lean product/process development system Tools That Enable People & Processes TOOLS and TECHNOLOGY Adapt Powerful Technology to Fit Your People and Process to Fully Leverage Their Capabilities. Create a Seamless Digital Value Stream Align Your Organization Through Simple, Visual Communication Use Powerful Tools to Support a System of Standardization
  60. 60. engineering excellence Copyright James Morgan, 2013 “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency” - Bill Gates
  61. 61. engineering excellence Copyright James Morgan, 2013 Adapt Technology to Fit Your People and Processes Integrate technology seamlessly into existing technologies and PD system before using it Use technology to support lead development processes – not vice versa Technology should enhance people, not replace them Do not look for silver bullets to enhance your PD performance – there are no short cuts “Right Sized” not “Super Sized”
  62. 62. engineering excellence Copyright James Morgan, 2013 The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy “Communicating digitally” across the value stream and around the globe Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability Stage 3 : Parameter Sheet 200 AL - Parameters Nom Tol (+/-) Max Min Nom Tol (+/-) Max Min A BDY SD OTR 27846 MATL THK mm 0.79 0.84 0.70 Dent & Ding: BY#### 0.75 200al bs_test_1 length B A PLR REINF 513A12 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_2 length C A PLR INR 202A66 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_3 length E Standard Design Gap mm 3.0 E Coat Drainage Squeak & Rattle 200al bs_test_5 length F A Line Offset mm 1.5 0.0 Dynamic Seal 200al bs_test_6 length G Tangent Offset (from radii on flange) mm 3.0 200al bs_test_7 length H A66 - AB WELD FLAT mm 13.4 18.1 14.5 14.6 16.0 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_8 length J A66 - ANGLE OFF AB FLANGE deg 99.6 123.8 112.3 93.0 124.5 200al bs_test_9 length K A66 - FIRST SWEEP OFF AB THEO LENGTH mm 11.9 18.3 21.0 13.6 6.5 200al bs_test_10 length L A66 - INSIDE SURF FLAT LENGTH mm 15.6 N/A N/A 12.9 12.2 200al bs_test_11 length M A66 - W/S WELD FLAT mm 15.4 18.9 14.5 13.3 16.8 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_12 length N A66 - ANGLE OFF W/S FLANGE deg 82.6 99.5 91.3 93.0 78.0 200al bs_test_13 length Where Used Program Specific Engineering Target Units Baseline Engineering Guideline S197 C170 D385 Description UnitsDim Engineering Requirement 2 Engineering Requirement 1 Parameter ID D219/D258 CD338 U387/388 CAD/Engineering Templates Studio Stamping Feasibility Analytical Prototypes Virtual Crash Simulation Virtual Manufacturing Shop Floor Die Design Viewing, Measurement, & Markup Lighting Simulation From Beginning… to EndVIRTUAL ENGINEERING DIGITAL SHOP FLOOR Digital Design Verification
  63. 63. engineering excellence Copyright James Morgan, 2013 “Communicating digitally” across the value stream and around the globe Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy Detailed Die Build and Machining Plan High Speed Pattern Machining Sand Print Casting Production Tool Simulation Digital Scan & Optical Forming Analysis High Speed Machining / Machine Intensive Die Manufacture Images Source: Verosoft Inc. Shop Floor 2D Linear Cutterpath Creation From Beginning… to End
  64. 64. engineering excellence Copyright James Morgan, 2013 “Intelligent” Parametric CAD Tools Historical 2D Sections Establish 75% Feasibility 3D Explicit Design Late In Process Discrete, Non-sync. Work Streams Verbal Engineering Direction • Fully Engineered Standardized 3D Process • Enhanced Integrated Team 3D Process • Verbal & Parametric Design Engineering Direction Stage 3 : Parameter Sheet 200 AL - Parameters 2 D – Data Early Data Available at FC3 CAD/Engineering Templates • Early 3-D CAD enables early learning and product optimization while solution space is broad • Templates insure standard construction and maintain critical parameters/attributes CATIA V5 – Parametric Templates
  65. 65. engineering excellence Copyright James Morgan, 2013 Assembly Review Process Workability DA Digital Tools for Assembly Compatibility Comply with standard BOP Build countermeasures into process Safety and Ergonomics Capacity planning Built from plant scans and product design 3D data Lean manufacturing principles
  66. 66. engineering excellence Copyright James Morgan, 2013 Medical Analogy - Standard Architecture Strategy Autopsy Ford Prevention Genetic Engineering 8-D/Lesson Learned Engineering Disciplines - FMEA - Design Rules - Specifications - DPA Engineering Templates Standard Architecture & Knowledge Base Engineering • What could provide a step function improvement in Quality • Standard Architecture
  67. 67. engineering excellence Copyright James Morgan, 2013 Standards: Standard Architecture
  68. 68. engineering excellence Copyright James Morgan, 2013 Standard Bill of Process Optimal manufacturing process for: Safety Ergonomics Cost (investment and variable) Product Quality / Craftsmanship Manufacturing Efficiency and Flexibility Global, standard foundation for “lean manufacturing” Provides standard footprint, tasks/sequence of tasks/locators etc. drives equipment/process design and development guides sourcing decisions Must align with the Bill of Design/standard architecture Key to platform strategy Central to manufacturing DPA process Built into digital system and checklists Built in continuous improvement process
  69. 69. engineering excellence Copyright James Morgan, 2013 Create Standard Manufacturing Processes Standard Process “Hows” enablers to meet Efficient Process Process Driven Product Design (PDPD)
  70. 70. engineering excellence Copyright James Morgan, 2013 Standards: Craftsmanship Every Panel has a Standard “Hows” for Crown, Sweeps and Radii
  71. 71. engineering excellence Copyright James Morgan, 2013 Checklists Provide guidelines for new designs Improve quality of products Reduce variation in products Assist in part commonization Improve design for manufacturability
  72. 72. engineering excellence Copyright James Morgan, 2013 Quality Matrix Usage at Toyota Quality matrices are carried over from the previous model redesign Intersections between column and row element items are looked at in order of importance (based on column rankings) All intersections should have an existing standard already in place to deal with the implied relationship – otherwise, a new standard must be agreed upon before continuing with the development process
  73. 73. engineering excellence Copyright James Morgan, 2013 Toyota Type Component Quality Matrix HEADER COLUMNS Represent different phases of product development cycle Each development issue (specific characteristic) is ranked in importance by the number of quality characteristics (rows below) that it significantly determines Each column is indexed
  74. 74. engineering excellence Copyright James Morgan, 2013 Toyota Type Component Quality Matrix SIDEBAR COLUMNS Represent different aspects of product quality and manufacturability Each specific point is somehow affected by upstream characteristics of the product development process (listed in the Header characteristics) Each row is indexed
  75. 75. engineering excellence Copyright James Morgan, 2013 Make Quality Visible: Health Charts Standards Criteria Status Quality Panel Milestone Requirement PS PSC PTCC PTC PA FDJ PD Development Process Early HC Assessments • Health Chart of performance/design rules to meet customer “WHAT” and “HOW” • Evaluate Health Chart early in the program to evaluate countermeasure content
  76. 76. engineering excellence Copyright James Morgan, 2013 Standard Efficiency Metrics – BIW Dashboard
  77. 77. engineering excellence Copyright James Morgan, 2013 Completeness Component Verification Matrix Part Name Attribute Categories / Linkage Requirement # / Detail DVM # / Detail Acceptance Criteria Test Completion Plan / Actual Date Test Results Status per item: Plan, Complete, Issue Added: Cost & weight verification Countermeasures Functional Responsibility
  78. 78. engineering excellence Copyright James Morgan, 2013 Compatibility DPA Checklist Part Identification List of Interfacing Parts Assignee Actual Clearance Judgments Countermeasures Required Clearance DPA 0 DPA 1 DPA 2 DPA 3 DPA 4 DPA 5 DPA 6
  79. 79. engineering excellence Copyright James Morgan, 2013 DCIS (Detailed Concern Information Sheet) Provides Issue Description Root Cause Identification Correction Identification Interim Corrections Needed Permanent Corrections Needed Tracks the Timing of Permanent Correction Validates Issue Closure Issues are Binned Relative to: Quality Process Design Coordination needed
  80. 80. engineering excellence Copyright James Morgan, 2013 Running The Business Tools To Align and Stretch Your Team A3 / Business Planning Process Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE B.P.R. METRICS
  81. 81. engineering excellence Copyright James Morgan, 2013 A3 Reports “Force yourself to filter and refine your thoughts to fit on one sheet of paper in such a way that management has all of their (major) questions answered by reading a singe sheet of paper” - the essence of lean “Imagine how it would make you think if you wanted to give me a report, but I said you must draw a single picture that summarizes the report – don’t give me a written memo” “It’s much more about discipline thinking than about any particular A3 writing technique” “Only very short A3 training available – maybe an hour or two – A3 report writing skill is learned from your supervisor and a lot of experience”
  82. 82. engineering excellence Copyright James Morgan, 2013 4 Types of A3 Stories PROPOSAL STORY PROBLEM SOLVING STORY STATUS STORY INFO STORY PROPOSAL TYPE STORIES REPORT TYPE STORIES Problem Consciousness Current Situation
  83. 83. • The standard • Current situation • Discrepancy / Extent of the problem Rationale for picking up the problem (Importance to business activity, goals, or values of the organization) PROBLEM SITUATION Measurable description of what you want to change; quantity, time TARGET / GOAL PROBLEM: Potential Causes Most likely direct cause: Why?  Why?  Why?  Why? Root Cause: CAUSE ANALYSIS (Resulting from Cause Analysis) • Temporary Measure • Long Term Countermeasure COUNTERMEASURES IMPLEMENTATION • Unresolved issues and actions to address them • How will you check effects? • When will you check effects? • How will you report finding? • When will you report findings? FOLLOW-UP Answers the question – “What are we trying to do?” THEME PROBLEM SOLVING REPORT STORY EXAMPLE AUTHOR: ________________________ DATE: ______________ WHAT WHERE WHO WHEN Actions to be taken Responsible person Times, dates
  84. 84. engineering excellence Copyright James Morgan, 2013 Commodity Business Plan Five year business and technical plan for critical commodities Align commercial and technical vision anticipate changes and develop initiatives Benchmark competitors, other industry Supplier strategy development Manufacturing footprint development Value chain analysis
  85. 85. engineering excellence Copyright James Morgan, 2013 Lean Product/Process Development System Lean product/process development is a powerful system that is profoundly different than traditional methods of product development and a key to a truly lean enterprise…
  86. 86. engineering excellence Copyright James Morgan, 2013 Beyond Original Toyota Research… Ford Goodyear Northrop Grumman Ship Systems Menlo Innovations Scania LEI focus in 2014
  87. 87. engineering excellence Copyright James Morgan, 2013 THANK YOU people process tools lean product/process development system

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