Lean Product Design and Development Journey - Notes

  • Marcus Vinicius Pereira Pessôa and Luís Gonzaga Trabasso are the authors of the book "The Lean Product Design and Development Journey: A Practical View".

  • Preface

    • Product Design and Development is viewed as an information-based factory performing the Product Development Process (PDP).
    • The PDP aims to create a concept/design for product production, reducing risk/uncertainty, and developing an error-free product.
    • Achieved through manufacturing, selling, and delivering to the customer.
    • The PDP is people-based, complex, nonlinear, and characterized by ambiguity and uncertainty.
    • It is susceptible to variables that may result in time/budget overruns and low quality.
    • Discusses systems engineering, design for X (DFX), agile development, integrated product development, and project management.
    • A value-centric approach is taken in the "Lean Journey", and the lean principles applied to PDP let the tools and methods emerge from company-specific observations.
    • Learning LPD involves understanding the philosophy more than learning specific tools.
    • The lean journey requires mindset and culture change rather than just adopting tools and techniques; existing tools might be usable in a lean manner.
    • The book is aimed at university engineering students and professionals in engineering/related fields.
    • The book is targeted at engineering courses (undergraduate and graduate).
    • It's suitable for summer/short courses for practitioners interested in lean product development techniques.
    • Product development is considered a multidisciplinary endeavor involving business/marketing professionals.
    • The book's narrative is practical, light, and straightforward, making it accessible to executives interested in lean philosophy for product and service development.
    • The practical approach is believed to be accessible to a broad audience.

  • Dedication and Acknowledgments

    • Acknowledgment to Liane, João Pedro, Anna Clara, Rachel, Rafael, Gabriel, Tomás, and Júlia for inspiration and support.
    • Gratitude for support from the Brazilian Air Force, including Ricardo Ferreira Gomes dos Santos and Carlos Vuyk de Aquino, for sharing knowledge.
    • Appreciation for discussions with Prof. Warren Seering, Dr. Eric Rebentisch, Dr. Geilson Loureiro, and Dr. Juan Jauregui Becker.
    • Thanks for conversations on integration concepts with Prof. J.R. Hewit and Prof. M.M. Andreasen.
    • Recognition of ITA's lean product development course attendees (2011–2016) for shaping the book.
    • From class 2015, thanks to Priscila Malaguti Guerzoni, Wesley Rodrigues de Oliveira, and André Vinicius Santos Silva for co-authoring chapters.
    • Thanks to researchers at the Competence Center of Manufacturing at ITA (CCM/ITA) for applying the concepts.
    • Special thanks to João Pedro and Anna Clara for preparing figures.
    • Acknowledgment to cited authors whose research provided the foundation for this work and efforts to find copyright holders.

  • Table of Contents Overview:

    • Part I: The Track

    • The Product Development System (Chapter 1)

    • Integrated Product Design and Development (Chapter 2)

    • Lean Thinking (Chapter 3)

    • Part II: The Wheel Hub

    • Value on Product Development (Chapter 4)

    • Waste in Product Development (Chapter 5)

    • Continuous Improvement (Chapter 6)

    • Part III: The Wheel

    • The Lean Product Development Organizational Culture (Chapter 7)

    • The Lean Product Development Organization Knowledge Management (Chapter 8)

    • Part IV: The Tire

    • The Lean Product Development Process (Chapter 9)

    • Study Phase—Identification Activities (Chapter 10)

    • Study Phase—Value Proposition Activities (Chapter 11)

    • Study Phase—Planning Activities (Chapter 12)

    • Execution Phase (Chapter 13)

    • Part V: On The Road

    • Project: Your Lean Journey (Chapter 14)

    • Thermo Baby Development Project (Chapter 15)

    • Robot Based Flight Simulator Development Project (Chapter 16)

    • Appendices, Glossary, and Index

  • Chapter 1: The Product Development System:

    • Introduction:

    • The Product Development System (PDS) manages both product portfolio and individual product development.

    • A high-performance PDS articulates market opportunities aligning with enterprise competencies and executes the Product Development Process (PDP).

    • The PDS interfaces between the enterprise and the market, identifying and anticipating market needs.

    • According to the General Systems Theory, the PDS is an open system influenced by the environment.

    • Key components of the PDS include inputs, outputs, process/throughput, and the environment.

    • The PDS performs the Product Development Process (PDP), transforming information into specifications.

    • Ulrich and Eppinger define Product Development (Process) as activities from market opportunity perception to production, sale, and delivery.

    • Stages of Product development include: Development, Introduction, Growth, Maturity, and Decline

    • The icon of a funnel is used as a visual depiction of the PDP, which implies that product development is a refinement process.

    • The Product Development Process Particularities:

    • The PDP is interdisciplinary, dynamic, uncertain, and risky.

    • Variables can affect PDP, leading to time/budget overruns and low quality.

    • A high-performance product development process should tackle these aspects in an integrated way.

    • Product development performance drivers include the external environment, internal environment, project environment, and resources.

    • Product Development Metrics:

    • Product quality, business case, and cost.

    • Development time, cost, productivity, and capability.

    • Application of the SMART criteria is used to choose the metrics that fit your company: Specific, Measurable, Actionable, Relevant, and Timely

  • Chapter 2: Integrated Product Design and Development:

    • The activities of the product development process according to the simplest model are: needs identification, synthesis of the product, and evaluation of the design alternatives for the product.
    • During the Industrial Revolution, work was divided into specific technical areas and the product development process mirrored the serial production line.
    • Serial product development had several negative consequences such as production not being considered in the conceptual phase and product data fragmentation, among others.
    • The actual incurred cost of the product defined is typically much greater than the defined cost during the conceptual (design) phase of PDP.
    • IPD is all about rescuing the interaction among the technical areas concerning the product, in which requirements are taken into account and balanced for the benefit of the product.
    • Multifunctional Design Teams and IPD tools resources are required to implement the IPD approach.
    • Design by Features (DbF) is a CAD resource that offers benefit in cooperation among the design and manufacturing teams.
    • KBE is a computer-based design environment where the design intent can be captured, executed, and disseminated. It allows one to repeat the dimensioning procedure automatically by a KBE engine.
    • Design for Excellence (DFX) encompass the whole product life cycle integrating the technical areas that also include the environmental or E-business area.
    • Some DFX guidelines are implemented through a method. For instance, Design for Assembly (DFA) which attempts to determine the minimum number of components or parts for any product.
    • Integrative Design Variables (IDV) are variables that affect design decisions easily grasped. They provide some support for the integration issues within IPD, allowing one to measure impact and assess consequences all over the system.

  • Chapter 3: Lean Thinking:

    • Eiji Toyoda, Shigeo Shingo, and Taiichi Ohno at Toyota Motor developed the Toyota Production System (TPS) in the 1950s, applying lean philosophy (waste reduction and value creation).
    • Womack and Jones (2003) specified five Lean Principles: Identify value, Value stream, Guarantee the flow, Pull the value, and Seek perfection
    • In order to guarantee an effective and flexible process and reduce process waste, Just-in-Time can eliminate waste, inconsistencies, and unreasonable requirements, resulting in improved productivity and continuous flow.
    • To deliver a product as quick as possible to customer, product is efficiently built within the shortest possible period of time Kanban systems use product-related data to communicate what parts have been used
    • All parts manufactured and supplied must meet quality standards Jidoka's objective is to "doing it right the first time" by detecting and stopping whenever a default is seen
    • Two pillars (doing a job properly) = deliver the Value = create the correct products: Create product families and projects that create value for all stakeholders of the enterprise architectures - Use effective engineering processes and Eliminate waste and improve cycle time and quality engineering
    • Three Core elements of the LPD
      • Do the right thing
      • Do the thing right
      • Never Rest on previous Successes