Lean Engineering Product Development Professor Debbie Nightingale September 25, 2002
Lean Engineering Product Development Professor Debbie Nightingale September 25, 2002
Lean Engineering Learning Points Lean applies to engineering ngineering requires a process Different from manufacturing Lean engineering process eliminates waste and improves cycle time Make sequential processes flow seamlessly Managing iteration to avoid unplanned rework Efficient and standard process enables better engIneering Integrated Product and Process development(IPPD)is critical for lean enterprise Deborah Nightingale, MIT@ 2002
2 Deborah Nightingale, MIT © 2002 Lean Engineering Learning Points Lean applies to engineering Engineering requires a process Different from manufacturing Lean engineering process eliminates waste and improves cycle time Make sequential processes flow seamlessly Managing iteration to avoid unplanned rework Efficient and standard process enables better engineering Integrated Product and Process development (IPPD) is critical for lean enterprise
Process is Important in Engineering For this discussion, Engineering"is defined as preliminary and detailed design and analysis, process design, and validation and verification Phases of Product Development Most relevant to processes in these phases Concept System-Level Detail Testing and Production Development Design Design Refinement p-Up Ramp From Ulrich& Eppinger, Product Design and Development, 1995 Deborah Nightingale, MIT@ 2002
3 Deborah Nightingale, MIT © 2002 Process is Important in Engineering For this discussion, “Engineering” is defined as preliminary and detailed design and analysis, process design, and validation and verification Concept Development System-Level Design Detail Design Testing and Refinement Production Ramp-Up From Ulrich & Eppinger, Product Design and Development, 1995 Phases of Product Development Most relevant to processes in these phases
Lean Engineering Requires a Process Invention is 1% inspiration and 99%perspiration"-TA Edison Engineering processes often poorly Inspiration defined, loosely followed LAl Case Studies) Value Pure Added 40% of design effort“ pure waste”29% Waste “ necessary waste (LAl Workshop Survey) Necessary Waste 30% of design charged time setup and waiting” (Aero and Auto Industry Survey Product development is 1% inspiration, 30% perspiration, and 69% frustration"-HL McManus Deborah Nightingale, MIT@ 2002
4 Deborah Nightingale, MIT © 2002 Lean Engineering Requires a Process Engineering processes often poorly defined, loosely followed (LAI Case Studies) 40% of design effort “pure waste” 29% “necessary waste” (LAI Workshop Survey) 30% of design charged time “setup and waiting” (Aero and Auto Industry Survey ) Pure Waste Value Added Necessary Waste Inspiration “Invention is 1% inspiration and 99% perspiration” - TA Edison “Product development is 1% inspiration, 30% perspiration, and 69% frustration” - HL McManus
Application of Lean to Engineering Traditional womack and jones Precisely specify value by specific produc Identify the valy stre im for each product Make value flow without interruptions Let the customer value from the producer Pursue perfecti Understand Eliminate Waste Radical Change Process Lean Deborah Nightingale, MIT@ 2002
5 Deborah Nightingale, MIT © 2002 Application of Lean to Engineering - Traditional Womack and Jones Understand Process Eliminate Waste Radical Change Precisely specify value by specific product Identify the value stream for each product Make value flow without interruptions Let the customer pull value from the producer Pursue perfection