PD

Chief engineer is a leader and technical integrator, but no project manager. He has to understand both, the customer and the producer. Qualitative market research is obligatory.

Create a confidential but still competitive working relation. Integrate guest engineers in your development teams.

Value Stream Mapping:         

model of material and information stream

Value Stream Design:           

 optimization of value stream, elimination of non-value activities

Value Stream Planning:         

organizational aspects

Value Stream Design: Evaluation (alternative costs and feasibility)

V-Model VDI 2206, validation of customer fulfillment (customer wishes, demands)

Good results and improvement if processes are stable.

1. Overproduction: products need to be stored until sold
2. Useless Processes
3. Useless Motions
4. Defects, Reword, Scrap
5. Overstocking: storage area also costs money
6. Waiting: different cycle times in production sequence, waiting for decision
7. Transportation: large distance between two operations

Kaizen aims to eliminate waste by improving standardized programs and processes continuously over long time (not short time - quick)

What – Functions

Who – Customer group

How – Alternative Technologies

Identify deficits and competences

Detect potentials

Clustering of technologies (high, medium, low)

Engine – combustion, electric

Energy resource – gasoline, battery, fuel cell

Sensors – rain sensor, adaptive cruise control, lane keeping assist

Material – steel, aluminum, CFK, GFK

Phase I: Task definition – Aufgabe klären

Phase II: Conceptualizing – Konzipieren

Phase III: Embodiment – Entwerfen

Phase IV: Detailing – Ausarbeiten

VDI 2221 better for mechanical components

VDI 2206 better for electronic components

Relevant:                    apply to functions, solution concepts, components of products

Free of conflicts:         are not in conflict to other requirements

Consistent:                 are consistent and coherent

Definite:                      formulated comprehensible

Quantifiable:               could be quantified and divided in different characteristics

Measurable:                could be measured

Internal analysis could leave relevant requirements undetected.

Learn from analogous markets – don’t make same mistakes

Must-be characteristics: are expected – cellphone with call-function

Quality characteristics: are satisfying – cellphone with 12 MP camera

Delighter characteristics: are surprising / pleasing – cellphone with slow-motion function

Lead users lead relevant trends. They therefore encounter needs much earlier than the general marketplace. Lead users are creative persons and often experts from outside the mainstream user segments.

F. e. extreme users, technology experts from analogous markets

Pyramidig

Screening

Pyramiding, because of recommendation of lead users

1: Definition of the search field

2: Identification of trends

3: Identification of lead users

4: Development of innovative solutions

No, fairly ineffective for innovative products.

Strong customer oriented method, but no existing market for innovative products.

Out of company

Market into company

Into and out of company

Out of company:         Target costs depending on own possibilities. Main parameters like development effort and production facilities are relevant for the target costs. Low market orientation f. e. public call for proposals

Market into company:            Target costs depending on market/competitors. Original approach of target costing. Market and competitor oriented. Comparison with competitive products and correlating pieces.

Into and out of company:       Combination of both methods. Definition of a target agreement process, no fixed market oriented value

When there is no competitive market that is ruling the price.

Function / Quality – Cost / Price – Time

Example airplane seat: mechanic lasts 10 years, electronic lasts less or outdated

Customer from consumer good industry:

Anonymous, huge crowd, indirect information of wishes

Customer from industrial good industry

Personally known, detailed requirements available

No differences of output and input -> method of production leveling / smoothing

delivery: just-in-time or just-in-sequence -> direct assembly and no storage

Product volume – Product mix – Product sequence

Because there is no production of large batches, there can’t be large batches of defective products. Problems can be solved, defects reworked, and next batch produced without defects.

Heijunka in product development requires basic stability in a process, clear stages, standard amount of time and engineering hours.

Functional structure:

functions

sub functions

product structure

components

modules

Obeya = “big room”. All involved individuals of the product development process meet up in one room to speed up communication and decision making.

Used for team spirit improvement at an administrative level.

Genchi genbutsu = “go and see”. It’s a key approach in problem solving. If the problem exists on the shop floor, it can only be understood and solved on the shop floor.

Skilled people

 tools & technology

• Front-load the product development process to explore thoroughly alternative solutions.
  (Front-Load in der Produktentwicklung hilft alternative Lösungen zu entdecken.)
  (Front-Load: Anforderungen frühzeitig festlegen, Entscheidungen frühzeitig treffen)
• Utilize rigorous standardization to reduce variance and create flexibility and predictionable outcomes.
  (Verwenden Sie eine strenge Standardisierung, um Abweichungen zu reduzieren und Flexibilität und vorhersagbare Ergebnisse zu schaffen.)
• Establish customer-defined values (customer = starting point)
• Create a leveled product development flow

Synchronize processes across functional departments, reduce rework, create short and frequent management meetings, minimize queues