Assumere

la leadership

Organizzare le risorse

per il cambiamento

Definire la struttura

ideale

Identificare

le necessità di agire

LEAN PRODUCT

DEVELOPMENT

Gli sprechi

Your contact:

Giancarlo Oriani

telefono: +39 02 58215346

Traditional Product Development Processes are characterized

by tremendous waste (approx. 75 %)

In most companies, the current product creation process PDP is still characterised by ‘‘waste’

in the process.

Different kind of waste are the greatest single factor, with the effect of extending lead times

and reducing efficiency.

Concept SOP

Value creation Waste

Product creation process - lead time

Source: Diagram based on Morgan; Overview of Lean Product Development; Univ. of Mich.; Engineering; 2002

Blue sections = ‘Value creation’

Grey sections = ‘Waste’

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Lean Development reduces lead times through eliminating waste in

the PCP

Target:

Don't make value creation to become even more value creative, better eliminate or reduce

waste

Value creation Waste

Improvement

Value creation Waste

Concept SOP

Product creation process - lead time

Source: Diagram based on Morgan; Overview of Lean Product Development. Univ. of Mich. Engineering 2002

20100817_Schlank-entwickeln_Siemens _EN.pptx 3

Usare la flip-chart !

Che cosa significa per voi “spreco” nello sviluppo prodotto?

4

We separate value creation from waste - and distinguish between

different kinds of waste

value creation

necessary waste

unnecessary

hidden waste

unnecessary

visible waste

Agreeing customer

specifications

Developing supplier

specifications

Developing design

Developing concept

Drawing/ constructing

Programming

Testing

Conducting field tests

etc.

Proving conformities

Producing user manual

Producing service

documents

Producing milestone

documentation/ proof

Project tracking

Project reporting and

controlling

To much/ too complex

reporting and controlling

Waiting for specialists

Negative multitasking

etc.

Redundant tasks

Too many interfaces in

the process cycle

Design freeze too late

in the process

Waiting times as the

result of too large

release batches

Internal changes

Iterations

Misinterpretations

etc.

20100817_Schlank-entwickeln_Siemens _EN.pptx 5

6

We separate value creation from waste - and distinguish between

different kinds of waste

7

We separate value creation from waste - and distinguish between

different kinds of waste

8

We separate value creation from waste - and distinguish between

different kinds of waste

9

We separate value creation from waste - and distinguish between

different kinds of waste

10

We separate value creation from waste - and distinguish between

different kinds of waste

11

We separate value creation from waste - and distinguish between

different kinds of waste

12

We separate value creation from waste - and distinguish between

different kinds of waste

13

We separate value creation from waste - and distinguish between

different kinds of waste

14

We separate value creation from waste - and distinguish between

different kinds of waste

L’attenzione principale nel Lean Product Deveopment è sul lead time e la

riduzione degli sprechi che porta a maggior efficienza ed efficacia

Approcci allo sviluppo

Orientamento all’utilizzo della capacità

(approccio convenzionale) Orientamento al lead time

(approccio Lean Development)

Functional organisation

PUSH

Sequential processes

Capacity utilisation of resources

Numerous parallel projects with

changing priorities

Shortest possible lead times

Pull / Flow

Value stream oriented

Flexibility ensures performance

20100817_Schlank-entwickeln_Siemens _EN.pptx 15