lean and agile innovation 1 © the delos partnership 2004 lean and agile applying the ideas to the...
TRANSCRIPT
Lean and Agile Innovation 1 © The Delos Partnership 2004
Lean and AgileLean and Agile
Applying the ideas to the Design side
Lean and Agile Innovation 2 © The Delos Partnership 2004
The Delos ModelThe Delos Model
VisionVision
StrategyStrategy
PrioritisationPrioritisation
InnovationInnovationDemandDemand
SupportSupport
SupplySupply
Lean and Agile Innovation 3 © The Delos Partnership 2004
Impact of Innovation and Impact of Innovation and DesignDesign
Design has a significant potential on an organisation’s Lean and Agility potential
• Complexity of product and process
• Cost
• Speed of design capability
• Customer responsiveness
Lean and Agile Innovation 4 © The Delos Partnership 2004
Value Proposition - DesignValue Proposition - Design
StrategyStrategy
Sales and Marketing
Operations/
Supply Chain
Design/
Development
Operational Operational ExcellenceExcellence
Products that are functional and low cost
Products that can easily be made
Products that do not take long to develop
Customer Customer SolutionsSolutions
Products that meet the customers precise need
Products that have lots of variation
Intimate involvement of customer in design
Product Product LeadershipLeadership
Thinking out of the box
High and leading edge Technology
Novel designs with new materials and processes
Lean and Agile Innovation 5 © The Delos Partnership 2004
Integrated Business Plan
Integration of InnovationIntegration of Innovation
Innovation Supply Chain
Lean and Agile Innovation 6 © The Delos Partnership 2004
Integration with Supply Integration with Supply ChainChain
Design
Purchase
Intermediate Manufacture
Sub-assemble
Finish
Distribute
Cumulative Lead TimeCumulative Lead Time
Insert NewProducts Here
Insert NewProducts Here
Lean and Agile Innovation 7 © The Delos Partnership 2004
Management of InnovationManagement of Innovation
Stage/Gate Process
Formal Process for Managing Project
Gate0
Gate0
Gate1
Gate1
Gate2
Gate2
Gate3
Gate3
Gate4
Gate4
Stage 0Stage 0 Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3 Stage 4Stage 4
Review
InvestigateInvestigate FinancialCase
FinancialCase
DevelopDevelop TestTest LaunchLaunch
Where is value added in this process ?
Lean and Agile Innovation 8 © The Delos Partnership 2004
Parallel or Serial ?Parallel or Serial ?
Design
Trial
Small Scale
Scale Up
Mass manufacture
Lean and Agile Innovation 9 © The Delos Partnership 2004
Parallel or Serial ?Parallel or Serial ?
Design
Trial
Small Scale
Scale Up
Mass manufacture
Faster to MarketEasier to Make
Faster to MarketEasier to Make
Lean and Agile Innovation 10 © The Delos Partnership 2004
Variety is compoundVariety is compound
Tablet Family
BottleBottle CapCap LabelLabel CaseCase LeafletLeaflet
5 7 10 4 5
= _______variants ?
Lean and Agile Innovation 11 © The Delos Partnership 2004
Pack Size
Can Height& Size
Actual Gravity Brew Analysis
Core High Gravity Brews
Variety Funnel - BrewingVariety Funnel - Brewing
Lean and Agile Innovation 12 © The Delos Partnership 2004
Glass Process Bulb Form Tube Form Coil Fit
6 6 6 400
Variety funnel Television Variety funnel Television TubesTubes
Lean and Agile Innovation 13 © The Delos Partnership 2004
Mass customisationMass customisation
- Hewlett Packard - deskjet printers: power supply module, power cords & manual
mfg D.C.
Factory localisation
D.C.mfg
Distribution Centre localisation
Lean and Agile Innovation 14 © The Delos Partnership 2004
Lean and Agile DesignLean and Agile Design
Lean Design – fewer parts; less variety
Agile Design – Build in uniqueness late in process
Lean and Agile Innovation 15 © The Delos Partnership 2004
The design process: waste?The design process: waste?
RunRun
RunRun Setup
Setup
ReceiveReceiveEngineeringChange Request
EngineeringChange Request
InspectInspect StoreStore
PickPickSetup
Setup QueueQueue
InspectInspect QueueQueue Setup
Setup RunRun InspectInspect
StoreStoreQueueQueueInspectInspectStoreStore
Lean and Agile Innovation 16 © The Delos Partnership 2004
Product rationalisationProduct rationalisation
Where should the future product focus be?Which products are losing the company
money?
cumulativeunit
productcontribution
100%
products ranked in order of contribution
Lean and Agile Innovation 17 © The Delos Partnership 2004
Structure of Bills of Materials Structure of Bills of Materials and Routingsand Routings
Principle :
Bills of materials and Routings together describe the way that we make things
Issue :
Do we do this through the use of Part numbers or Operations ?
Lean and Agile Innovation 18 © The Delos Partnership 2004
Simplify StructureSimplify Structure
• Fewer levels means fewer transactions
• Fewer levels makes bottom up re-planning easier
• Fewer levels takes up less computing resource
Lean and Agile Innovation 19 © The Delos Partnership 2004
Planning FamilyPlanning Family
Blue OptionPart Number 12346
Blue OptionPart Number 12346
Red OptionPart Number 12345
Red OptionPart Number 12345
Black OptionPart Number 12347
Black OptionPart Number 12347
Green OptionPart Number 12348
Green OptionPart Number 12348
Common Parts46783
Common Parts46783
Pen Family43785
Pen Family43785
20 % = 0.2
30 % = 0.3
15 % = 0.15
35 % = 0.35
Forecast = 200/mth
100 % = 1.0
Lean and Agile Innovation 20 © The Delos Partnership 2004
Design impactDesign impact
• Lean and Agile Design should look to build in :– Commonality of components to minimise
product differentiation– Uniqueness as late as possible into the
manufacturing/distribution process– Product/components that are easily
available in short lead times
Lean and Agile Innovation 21 © The Delos Partnership 2004
Lean Design requires Lean Design requires integrationintegration
Design Manufacturing
And SupplyChain
SalesAnd
Marketing