Lean Product Process Development as a Learning System, Michael Ballé
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What do we need to learn about our customers, products and processes? How do we learn what we need to know? What organizational structures and routines will support the learning? Find out the answers shared by Michael Ballé at the LPPDE conference in April 2016.
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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