Lean Product Development.ppt
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1、Lean Product DevelopmentHow to Use Risk Determination to Increase Velocity of Product Development1Quality-OneLeeDDawson2482804800Lean Product DevelopmentProductDevelopmentisthelifebloodofanorganization.SuccessfulFutureproductandserviceofferingskeepthecustomerscomingback.Westriverelentlessly,forprodu
2、ctsandserviceswhichdelightourcustomersassuringloyaltyandfuturesuccess.Withsomuchridingonproductdevelopmentandtheeverincreasingcomplexityofourproductsandservices,howdowedecreasethepotentialforfailureandsimultaneously,increaseourvelocitytomarket?2Lean Product DevelopmentIncreasedVelocitytomarketwithap
3、roductorservice,“thatexceedsthecustomersexpectations”somesayisimpossible.Moretime“notless”isrequiredtoassurereliability.Thepurposeofthisdiscussionistochallengethenotionthatspeedandeffectivenessarenotcompatible.Takinglesstimetogetaproductinthemarketplaceisindeedpracticalandpossible.3Lean Product Deve
4、lopmentRiskcanplayacriticalroleasameasureofprogressandanindicatoroffuturereliabilityandquality.Themeasurementofriskasasubstituteforactualfailurehasledteamstofasterproduct/serviceintroduction(10%+faster)withfarfewerconcernsthanifdrivenbyphysicaltestfailuresofprototypes(60%lessissues).ManagingRiskinpr
5、oductdevelopment,asaprimaryindicator,keepstheteamsfocusedandprovidesdisciplineinDesignReviews,TestPlanning,EffectiveandleastexpensiveQualityControlsatlaunch4Premise of Lean Product DevelopmentWhatisLeanProductDevelopment?LeanPDisatermwhichdescribestheremovalofwastefulstepsthatmayexistwithinthePDproc
6、ess.Often,successofLeanPDhasbeentranslatedintotwomeasuresSpeedtomarketImprovedReliability5Premise for Lean Product DevelopmentReliabilityandgoingfastarebelievedtobemutuallyexclusiveandinreversecorrelationtooneanother.Andmanytimestheycanbe.ThisisduetospecifictypeofwastethatexistsinPD6What waste exist
7、s in PD?WastecomesinseveralbasicformsMuda-NonproductiveornonvalueaddedMura-UnevennessMuri-Overburdened7What waste exists in PD?MuriIsthespecificwastethatexistsinProductDevelopmentOver-burdening(Muri)PDcomesfromtwooftheseven wastesOverprocessingTryingtodotoomuchinalimited(typicallyreduced)timetomarke
8、topportunity.InPD,arelationshipexistsbetweencontentchangeandtimetomarket.WaitingTimeiswastedbetweenthetimeafailureiscreatedfromthepointintimeitisfound.Toomuchemphasisonevidencebeforetakingcountermeasures8Trying to do Too Much.Overprocessing9The Failure FactoryProductDevelopmentisaFailureFactoryEachc
9、lickofamouseinaCADsystem,materialselection,orprocessmethodselectedbringswithitthepotentialforfailure.FailureisanactoftheDesign Engineer bothproductandprocessFailuremustbeavoidedorcontrolledbeforetheproductcancomeincontactwiththecustomer.Buthowmanyfailuresaretheretofindandprevent/control?This is the
10、great unknown of Product Development1011Number of failures found01 Failure Mode CreationCost of developing Counter-measure2 Failure Mode Discovery(3 Counter Measure adopted)Number of counter-measuresT1T2T3T4T5Trying to Do Too MuchTheintegralorareaunderthecurveisdeterminedbythequantityofchangethatisb
11、eingmanagedinthePDprocessSmallamountofchangelowerstheheightofthecurveLargeamountofchangecreatesahighercurve.Thevolumeofthecurveisalso“unfortunately”unknownWedonotknowthenumberoffailuresthatexistwhenwearecreatingvalueinnewproductsorservicesTonotacknowledgetheamountoffailurecanoftenleadto:Issuesatlaun
12、chReducedlifeoftheproductorservice.13Number of failures found01 Failure Mode CreationCost of developing Counter-measure2 Failure Mode Discovery(3 Counter Measure adopted)Number of counter-measuresT1T2T3T4T5ProgramRiskManaging Program RiskProgramNeworChangedContentismanagedthroughtheuseofaRiskModelRi
13、skModelsseparatethenewcontentintoseveralcategories.Red-PrimaryFunctionandImpactonSafetyOrange-PerformanceaffectingCustomeracceptanceYellow-AnnoyancemanagedwhenhighlylikelyGreen-LowRiskwhichisoptimizedinPD14Managing Program RiskAnestablishedStandardCriteriaforProgramRiskLevelisintegraltoLeanPD.A70/30
14、Ratioisthegreatestamountofriskthatcanbemanagedforvelocitytomarket.70%Validated 30%New/Changed/Poor History/EnvironmentLess is better but may not be avoidable.15Program Risk GuidelinesRedRiskgreaterthanorequalto10%ortotalnewormodifiedchanges(includingpastfailure)requiresresourceassessment.Personnel“P
15、ersonHours”Timetotask“estimated”CAEorsimulationcapabilityandavailabilityDistanceinCollaboration“Co-Located”Difficultytoachieve“DesignRiskRanking”TimeEstimateisestablishedbasedonassessment.OrangeRiskgreaterthan20%aloneor30%accumulatedwithRedRiskrequiresresourceassessment.YellowRiskismanagedasexceptio
16、nsasexperienced.16Risk Model IllustrationPrimaryNewFunction/SafetyMinorRiskBusiness/ControlRiskPerformance/Satisfaction30%MaxRequirement/orspecificationsChange70%validatedStandardWorkManufRisk.QFDMatrixDefine Level of Program RiskRed Risk TechnicalRiskAssessmentDueDiligenceDesignReviewsOrange RiskTe
17、chnicalRiskAssessmentDesignReviewsYellow RiskKaizenprojectsasneededGreen Risk ManageasexceptiononlyProcessCapabilityHistoryDesignRiskQFDMatrixDesignChangesSafety/RegulatoryTechnology/MaterialsSuppliedProductRiskAssessmentSupplierRiskDesignRiskManuf.TechnologyQFD(QualityFunctionDeployment)isagreatris
18、ktoolExpected ResultsDefiningtotalamountofRiskpermittedinaprogramallowsfordetailedresourceplanningbasedontimeandavailablepersonnelKeepingtheriskat30%accumulated:NewContentChanges/ModificationtocurrentproductandorprocessPastHistoryofFailureCanreduceby10%thetimetoMarket19Excess Time for Counter Measur
19、es.Waiting20Excess Time for Counter MeasuresFailuremodesdiscoveredlateinPDResultinlatechangesduetotheinescapableneedforcounter-measureswhenfailureisfound“Every Failure Will Be Found”.Basedonwhencounter-measuresaredetermined,theremaybeinsufficienttimetoverifyandvalidate.Ifsomecounter-measuresdonotwor
20、k,somefailuremodeswillescapeintothefield.Thisleadstocustomerdissatisfactionandwarranty21Excess Time for Counter MeasuresFindingFailureearlytranslatestothemeasurementofriskandsubsequentmitigation.LookingforRiskinPDinvolvesusing:ComputerAidedEngineering(CAE)andSimulationTechnologyReliabilitybyDesign/Q
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