lean ovation by cecile roche and luc delamotte, thales
TRANSCRIPT
www.thalesgroup.comOPEN
Lean’OvationFrom ideas flow to innovative products flowsFrom creativity to innovation !
2016 APRIL - CÉCILE ROCHE, LUC DELAMOTTE
2OPEN
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LEAN - Customer value creation & people development
FIRST
TO DO
THE RIGHT SOLUTION
3OPEN
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LEAN - Customer value creation & people development
Customers
People
FOCUS RELENTLESSLY ON WHATCUSTOMERS VALUE
to completely satisfy them
DEVELOP PEOPLE CONTINUOUSLY
To give them the abilityto create more value
TO DO
THE RIGHT SOLUTION
RESULTING ININCREASED REVENUE
4OPEN
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LEAN - Customer value creation & people development
Customers
People
RESULTING ININCREASED REVENUE
FOCUS RELENTLESSLY ON WHATCUSTOMERS VALUE
to completely satisfy them
DEVELOP PEOPLE CONTINUOUSLY
To give them the abilityto create more value
5OPEN
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LEAN - Technics & Leadership
TO DO
IT RIGHT !
THEN
6OPEN
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LEAN - Technics & Leadership
People
Just in Time
BUILD QUALITY UPSTREAM
to stop the transmissionof defects & eliminate non quality
PULL, FLOW & CADENCE
to enable agility &accelerate value delivery
DEVELOP PEOPLE CONTINUOUSLY
to give them the ability to continuously improve their job
Jidoka
RESULTING IN DECREASED COSTS
TO DO
IT RIGHT !
7OPEN
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LEAN – the global view
BUILD QUALITY UPSTREAM
to stop the transmissionof defects & eliminate non quality
PULL, FLOW & CADENCE
to enable agility &accelerate value delivery
DEVELOP PEOPLE CONTINUOUSLY
to give them the ability to continuously improve their job
Customers
People
Just in Time Jidoka
TO DO the RIGHT solution
RIGHT
DEVELOP PEOPLE CONTINUOUSLY
To give them the abilityto create more value
8OPEN
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Instead of learning to surf, conventional organizations try to
control the waves! This almost never works.” –
Allen Ward
9OPEN
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Do the right thing ....
Do it faster....
... then do it right !
10OPEN
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The biggest wastes ??
A product that doesn't fit the customers’ needs
A product that doesn't fit the company capabilities
A product development process that doesn’t fit the “VUCA” context
11OPEN
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Root causes?
Lack of knowledge ... about our customers (competitors, market ...)
Lack of knowledge ... about our own capabilities (technology, supply chain, manufacturing, ...)
Lack of knowledge ... about how to learn faster
12OPEN
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Gain Knowledge?
Problems
Solving
Solving the right problems closes the gap between what we know and what we need to know to build innovative products that fully satisfy our customers & guarantee increased revenue
Gap of knowledgeWhat we knowDriven by the Vision
Move the limits and establish new baselines for tomorrow
13OPEN
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Do we know what we know?
14OPEN
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Capture what you know
Design Checklist
Trade-off/limit curves
A3 Knowledge Brief
Standard Building blocksStandard of work
Standardize our knowledge
15OPEN
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Do the right thing ....
Do it faster....
... then do it right !
16OPEN
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Do we have a
problem worth solving?
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Focus on problems experienced by the customers
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A customers’ problem is a gapbetween what he really needsand what he experiences with
current products
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What do they really need?
20OPEN
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This is not a faster horse
21OPEN
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To identify the right problem we need to understand what customer value
Perceived Value = KVA
Key Value Attributes express value each customer seeks in the product These KVA are affected by wastes created by bad design decisions
Wastes
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Identify & qualify the Key Value Attributes that drive customer value perception
23OPEN
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Any good ideas to solve customers’ problems?
24OPEN
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Ideation
Gap of knowledge
Flow of Ideas(Fed by current knowledge – Pulled by Knowledge Gaps)
What we know
Favor creativity while focusing the ideas flow on knowledge gaps
Recombination between ideas and
knowledge
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Time
EffortThe current expenditure pattern
Delay & overcosts
The target expenditure pattern
Front load efforts
Front load
Implement co-engineering upfront to accelerate ideas generation and knowledge sharing
Collaborate earlier
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Make Obeya a more collaborative work space for connecting ideas
27OPEN
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To learn deeper, explore broaderRather than selecting the “best” idea, explore a set of alternatives
Explore a set of alternativesPick one concept early
28OPEN
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Do the right thing ....
Do it faster....
... then do it right !
29OPEN
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To learn faster, experiment fasterConsider each idea as a new hypothesis to experiment through
Rapid Learning Cycles
A Rapid Learning Cycle is structured as a fast iterative PDCA cycle that
creates & captures knowledge as it tests each new hypothesis
Gap of knowledgeWhat we know
“Rapid Learning Cycles are the Engine of Innovation” – K. Radeka
Flow of knowledge(Expanded by the flow of ideas)
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Visualize & share the newly gained knowledge
Takt time of hypothesis analysis
A3-knowledge briefs
Ideas - Hypotheses Backlog
People share about hypothesis testing & make
the reusableknowledge visible in the
engineering Obeya
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Gap of knowledgeWhat we know
Flow of knowledge(Expanded by the flow of ideas)
Translate Knowledge into Product Design Decisions
Product Design
Decisions
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Do the right thing ....
Do it faster....
... then do it right !
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To do better, decide laterDecide when you have enough knowledge to do so confidently
Guide convergence by gradually narrowing sets through
design decisions
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Deploy all these steps in a effective way
Customer problem identification+
Set of alternatives generation, exploration & narrowing
+ Co-engineering upfront
=Set-Based Concurrent Engineering?
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Set-Based Design in practice
Optical Department Mechanical Department Manufacturing DepartmentMap the Design SpaceGenerate new ideas
Explore set of alternatives
Intersection of feasible sets
Narrow sets graduallyCustomer Value
Capture Voice of Customer
Concept PaperCommunicate in a synthetic way about VoC, target cost, alternative concepts, key requirements & constraints, innovation drivers
Converge to the best Design with highest value
Set of design optionsManufacturing
capabilities
Fully satisfy our customers
Next
Extend knowledge
Target Costing
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A Product Obeya
Product Board
Customer Board
Pull Scheduling Board
Actions Board Problems Board
Indus. Board
Target Costing Board
New innovative goggles1. Higher performance2. At Target cost3. On Time to Market
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Gap of knowledgeWhat we know
Flow of knowledge(Expanded by the flow of ideas)
Implement a “new innovations takt”To pull the flow of innovative products by the market
Flow of innovative
products(Irrigated by the knowledge flow)
Gap of knowledgeWhat we know
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Flow of knowledge
Flow of innovative products
Flow of Ideas
SBCE1 - Pulling continuously innovative ideas to the market
1 - SBCE: Set Based Concurrent Engineering
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