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In today’s global economy, the introduction of new methods, designs, products and processes have been accelerating in geometric progression due to changing consumers’ needs in the face of global competitions and technological advancement in product development. Product development managers and design stakeholders are facing real pressure to continuously adopt new system architecture and operational parameters to remain competitive. The viability of the product development and manufacturing firm now depends largely on how well they are able to respond to these changes in order to meet the customer requirements while becoming lean. The study will also provide a tool for monitoring the relationship between product performance and the Lean Product Development Tool (LPDT). It evaluates the relationship between Maggi spice production, of a Consolidated Foods Limited, in Nigeria and its relationship with DMAIC (Define, Measure, Analyse, Improve and Control) model, a lean six sigma tool, for evaluating root causes of product defects. At the end of the lean implementation, product performance of the pilot line, Omori Line 1 increases from 60% to 76% and a cost savings of NGR 12.03 million were realized at the end of the project.

The interest in lean product development in general and the Kanban approach in particular has increased over the years. However, practitioners, in the software development field, have significant challenges in implementing the Kanban approach as it lacks a clear definition of its principles, practices, techniques and tools. This study aims to provide insight into the Kanban approach and its elements (concepts, principles, practices, techniques, and tools) that have been empirically reported by scholars and practitioners. This insight is produced by using the systematic review method to analyze the available literature. A total of 37 primary studies were selected from more than 3,000 unique studies. Our findings show that the primary studies have considered and reported 20 different elements as part of the Kanban approach based upon considerations of being an agile approach or a lean principle; these elements have realized great benefits and improvements to the software development teams. These benefits along with the challenges have been reported in this study. Due to the variety of organization types, contexts, and project sizes reported in the primary studies, it is expected that the results in this study would help in establishing knowledge on what are the different elements of the Kanban approach as well as offering a first step towards developing guidelines for practitioners to help in introducing the Kanban approach to software development organizations.

Purpose – The purpose of the article is to identify suitable existing lean product development (LPD) framework that is useful to implement in Indian manufacturing industry. The number of successful products is one of the most deciding factors in any organization revenue. Lean principles can be applied across product development processes to eliminate waste activities. Thus, to fulfill the objective, the present study has performed validity and reliability analysis on the existing LPD frameworks with the help of empirical data collected from Indian manufacturing sector through a survey questionnaire methodology. Design/methodology/approach – The empirical data was collected from 180 manufacturing organizations from Indian manufacturing sector. The study has gathered the empirical data from respondents from top and middle level personnel. Factor analysis was conducted on the collected empirical data to find the unidimensionality of the each framework. Reliability of each individual framework was determined through Cronbach’s alpha value. Finally, the frequency distribution analysis was performed to find familiar constructs in the selected frameworks sorted on the basis of validity and reliability analysis. Findings – The present study found that only eight LPD frameworks have displayed unidimensionality with respect to the construct, i.e. the LPD it measures. The study also found that those eight frameworks have displayed a high level of reliability. Further, the study tried to find the most familiar constructs from the selected eight frameworks by applying frequency distribution analysis. The frequency distribution analysis has identified that most of the constructs have showed a high value in terms of mode and mean. The study also concluded that there is a need to develop a new LPD framework, which is suitable to fulfill the requirements of Indian manufacturing industry, as well as global manufacturing industry. Research limitations/implications – The study collected empirical data from 180 organizations and all of the respondents were restricted from Indian manufacturing industry. Hence, the study believes that there is a chance some more amplification before being generalizes over across the sectors and countries. Originality/value – The main objective of the present article is to find out the suitability of the existing LPD frameworks to Indian manufacturing sector. The study also anticipates that the products development managers and executives may collect complete information on the existing LPD frameworks and also a chance to executing proper suitable framework in the respective manufacturing organization.

The purpose of this paper is to perform the analysis of literature review of lean production (LP). The analysis involved studying 546 research articles published from 1988 to 2011 in selected 24 operations research journals. The articles are classified by: time distribution of articles, research methodology, research stream, authorship patterns, sector-wise focus, popular elements in lean literature, focus of the articles on lean waste, and implementation status and performance measurement of various existing frameworks/models. Then, the suggestions for the future scope of research possibilities and development are identified. The study provides a taxonomical and integrated review of articles, puts up perspective into the conceptualisation and various critical parameters for research. The findings include: increase in empirical approach research articles, need of applying lean principles in the field of product development and enterprise level areas, need of more interregional research collaborations, nee...

Competing with successful products has become perplexing with several uncertainties and transmutes from time to time as customers’ expectations are dynamic. That is why manufacturing firms exhaustively strive to look for a better competitive frontier using well-established and innovative product development (PD) processes. In this paper, we would like to answer three research questions: (i) What would be the effects of front-loading in PD? (ii) Can we improve our PD process endlessly? (iii) When is the critical time that the firm should take remedial action for improvements? As a contribution to the vast numbers of improvement methods in new product development (NPD), this paper investigates the effects of front-loading using set-based concurrent engineering (SBCE) on cost and lead time. Models are developed and treated using a system dynamics (SD) approach. We assign a hypothetical upfront investment for SBCE and compare its effects on total cost and lead time of the development process. From the research, it is found that the total cost of PD is reduced almost by half—although the front loading is higher in order to encompass multiple design alternatives. The total product lead time is reduced by almost 20 %. The model reveals the critical time for improvement of the PD process. We use SD tool (e.g., STELLA) for simulation and visualization of the complex PD model, using SBCE as one of several strategies to front-load activities in the NPD process.

This article explores opportunities and limitations of implementing and experimenting with Lean Product Development ideas and practices in the design and engineering of a complex hospital project. In this environment, new forms of contracts have given rise to new forms of organizing teams to deliver capital projects in which architects, engineers, and contractors are co-located to promote collaboration and deliver projects with a strong focus on clients’ needs. The Cathedral Hill Hospital (CHH) project is a 1.2 million square feet urban replacement hospital in San Francisco, California. It is not just designed to be a state-of-the-art hospital but also to break new grounds in multiple areas of design, construction and operations. Since the beginning of project validation in 2007, the Integrated Project Delivery Team has been applying and testing Lean ideas, concepts, tools and processes to develop this very complex project. The article’s nurturing proposition is that CHH has implemented most principles re...

New product development is always challenging and creative task in today’s era of globalization. Various internal and external factors are to be considered in the entire product development process. The concerned internal factors are skilled workforce with the organization, Budgetary provision for new product development, infrastructural and other resources available with organizations etc. While the external factors are requirement of the Customers, legal issues, Government policies, market segments and prevailing situations in the market. Considering the complexity in the product development process various new techniques of product development are being introduced by the industries, as well as proposed by researchers and academia. Lean product development, Quality Function Deployment, Six sigma is some of the techniques. In recent years there is a new technique being opted by the industry called as Advanced Product Quality Planning (APQP) .This paper is an attempt to review the developments of APQP and efforts being taken by the researchers in the development of APQP.

ResumenEl propósito del presente artículo es mostrar un ejemplo de cómo una microempresa puede hacer que su desarrollo de productos sea más ágil, flexible y generador de valor empleando Lean. Se tomaron como referentes el proceso genérico de desarrollo de productos, el proceso de desarrollo tradicional en el sector de confecciones, el sistema Toyota de desarrollo de productos y el antiguo sistema de desarrollo de la empresa. Se destacan el rol del lugar de reunión virtual y el papel del ingeniero jefe en el nuevo sistema de desarrollo de productos. Como resultado se obtuvo un sistema más enfocado en el cliente, con mejor velocidad de respuesta y producción Justo a Tiempo.AbstractThis paper presents an example of a small company transforming its product development system to make it more agile, flexible, and value-generating using Lean. We used the generic product development system, the traditional product development system employed in the apparel sector, the Toyota product development system, and the previous development system used in the company, as reference to configure the new one. Two main elements in the new product development system are the virtual meeting place and the role of the chief engineer. As a result, the new system is more client-oriented, has faster response time and has Just in Time production.

Lean product development is considered by many authors to promote learning and knowledge transfer, but studies that relate lean product development to the understanding drawn from the knowledge management field seem to be lacking. This article establishes a link between the concept of lean product development and the field of knowledge management. The transfer of knowledge within any organisation is recognised as a challenging task and mastering that challenge is increasingly important. Numerous studies show that common knowledge transfer tools such as post-project reviews are problematic, which calls for improved ways of transferring knowledge. By relating Lean principles and methods to the knowledge creation framework developed by Nonaka and Takeuchi often referred to as the SECI-model, this article suggests that lean product development offers principles and methods that could provide a way of improving knowledge transfer in product development.

This paper discusses how intrinsic motivation is affected by lean enablers such as clear project objectives and Customer Requirements CR, continuous improvement and cross-functional teams. It is assumed that – if you know what the customer wants, are able to collect a broad variety of ideas and define potential risks as early as possible, and finally continuously work to solve all problems along the way – you probably work according to a lean product development approach. Nevertheless, how does this picture fit into motivation theory and engineer critical psychological states? To investigate this question, a survey was undertaken among Norwegian automotive suppliers. The results show that only the variable CR are significantly related to motivation. Accomplishing CR is seen as the primary activity by product developers and believed to be in closer proximity toan engineer than the other variables.

Lean approaches to product development (LPD) have had a strong influence on many industries and in recent years there have been many proponents for lean in software development as it can support the increasing industry need of scaling agile software development. With it's roots in industrial manufacturing and, later, industrial product development, it would seem natural that LPD would adapt well to large-scale development projects of increasingly software-intensive products, such as in the automotive industry. However, it is not clear what kind of experience and results have been reported on the actual use of lean principles and practices in software development for such large-scale industrial contexts. This was the motivation for this study as the context was an ongoing industry process improvement project at Volvo Car Corporation and Volvo Truck Corporation. The objectives of this study are to identify and classify state of the art in large-scale software development influenced by LPD approaches and use this established knowledge to support industrial partners in decisions on a software process improvement (SPI) project, and to reveal research gaps and proposed extensions to LPD in relation to its well-known principles and practices. For locating relevant state of the art we conducted a systematic mapping study, and the industrial applicability and relevance of results and said extensions to LPD were further analyzed in the context of an actual, industrial case. A total of 10,230 papers were found in database searches, of which 38 papers were found relevant. Of these, only 42 percent clearly addressed large-scale development. Furthermore, a majority of papers (76 percent) were non-empirical and many lacked information about study design, context and/or limitations. Most of the identified results focused on eliminating waste and creating flow in the software development process, but there was a lack of results for other LPD principles and practices. Overall, it can be concluded that research in the much hyped field of lean software development is in its nascent state when it comes to large scale development. There is very little support available for practitioners who want to apply lean approaches for improving large-scale software development, especially when it comes to inter-departmental interactions during development. This paper explicitly maps the area, qualifies available research, and identifies gaps, as well as suggests extensions to lean principles relevant for large scale development of software intensive systems.

The purpose of this article is to describe the diagnostic of the application of a survey conducted with the largest private capital goods companies in terms of income in Brazil. The focus was on identifying the principles and practices of the lean approach that are being used in the Product Development Process such as Value Stream Mapping (VSM), Voice of Customer (VOC), Early Supplier Involvement (ESI), Standardization, Visual Management, Set-Based Concurrent Engineering (SBCE), Virtual Simulation, Project Library and Recording lessons learned. The questionnaire was sent to 17 companies, of which nine responded, for a 53% rate of return. This amount did not allow making generalizations, but it is possible to sketch a scenario for this sector and indicate the practices that are being implemented in an isolated and or systemic manner.

This article presents a transformation process towards lean product development in an aerospace industry. This transformation was achieved in two main stages: the first was to integrate the principles of set-based concurrent engineering into an existing product development model of an aerospace company. This stage included defining activities and associated tools. The second stage was to implement the developed model in a research-based industrial case study, a helicopter engine in this case. Three main outcomes were realised from this work. First, it presented an industrial case of lean transformation in product development, where the leanness of an existing model was enhanced by embedding set-based concurrent engineering principles. Second, the developed model was structured into a set of well-defined activities and associated tools that were previously scattered or redundant. Finally, the developed model was trialled in an industrial project of a helicopter engine, tested to evaluate its value in enhancing the innovation level and reducing risk. The work presented in this article focused on early stage system level design, and future work will extend the implementation of set-based concurrent engineering to sub-system and component levels.

This paper is a continuation of the reporting on the result of the application of systems engineering and (lean) product development techniques in a student team. The project setting is Trondheim, where the multidisciplinary student team (their two systems engineers are co-authors) designed and produced a car to compete in Shell Eco Marathon. The paper introduces approaches and discusses the effects of the student team applying SE in a simple way, using visual planning, modeling, and knowledge briefs of lean product development. The paper includes examples of work-break down structure, A3-documentation, computer-based models, and visual planning, as well as experiences with effective knowledge capture and exchange based on knowledge briefs and the systems architecture. The conclusion is that keeping SE simple and visual helps to motivate team members and makes product development and knowledge exchange between team generations more efficient.

This doctoral thesis is based on a wide analysis of the recent “Lean Management” (LM) literature. Following a Systematic Literature Review (SLR), as suggested by Tranfield et al. (2003), 240 articles published from January 2003 to December 2015 in 25 academic high-quality journals have been identified, examined and classified. The aims of the SLR are: (1) to analyze the state-of-the-art regarding recent “lean” research according to several dimensions, for example: theoretical perspectives, Country of the research, sector of the research, content explored, etc. in order to identify the gaps; (2) to classify the lean articles in three groups (i.e., nascent, intermediate, mature) based on the research-life-cycle and the variables of the model proposed by Edomondson and McManus (2007) and (3) to provide specific suggestions for future research in this field. Among the gaps identified, this doctoral thesis focuses on two of them due to their relevance in the current economic context, i.e.: (1) the need to conduct research on LM applied to product development process (Lean Product Development, LPD) and (2) the need to conduct multi-Country studies. From these, two research questions are formulated: (RQ1) How can theoretical LPD principles and practices be applied in multinational companies? (RQ2) How (and why) can different types of LPD initiatives affect the interactions in the PD process between R&D (Research & Development) units located in different Countries? Two steps are performed in order to answer the first Research Question. First, a theoretical analysis regarding LPD literature has been performed, in order to understand and clarify the definition of this concept and its key elements. Second, a single in-depth case study is presented with the aim to provide a practical and new implementation and re-interpretation of the LPD constructs found in literature. The second Research Question is faced with a multiple-case studies methodology. Four case studies are explored. Each case study is composed by two R&D units: one located in Europe (Italy or Germany) and another one in China. The qualitative data collected are analyzed and operationalized in variables, such as: interaction between the R&D units in terms of type and nature of the object of interaction and the type of LPD initiatives - oriented to process, people or tools - according to the LPD framework proposed by Liker and Morgan (2006). After an analysis of each case (within-case analysis), the values assigned of the variables for each case are compared among them (cross-case analysis) in order to find interesting relationship. Following the theory-building purpose, the results are presented in the form of propositions and theoretical model and reveal that the LPD initiatives implemented in the R&D units located in different Countries are aligned with the management of the dyad and are consistent with the complexity of the products developed. Moreover, the two R&D units are more predisposed to interact in a specific way among three different types, called: methodological transfer, technical cooperation or conceptual collaboration.

Small and medium sized enterprises are the backbone of many economies. Especially in Italy SME's play a major role in the economic system. In the last years many lean methods and approaches were introduced successfully also in small and medium sized enterprises. After a successful introduction in manufacturing the lean approach swapped also on other indirect areas such as engineering and product development. Actually in research we can find only few research on the application of Lean in the R&D departments of SME's. The novelty of this paper is to provide a survey based evaluation of applicability, benefits as well as critical factors of Lean in SME product development. In the survey 54 Italian SME's were asked for their opinion. Further, respondents gave a statement on the introduction of emerging Industry 4.0 techniques in product development and how they can influence the effect of Lean in product development. The main results are that numerous Lean methods can be introduced very quickly promising high potential for improvements and that Lean methods combined with Industry 4.0 technologies act like a booster for efficiency optimization in product development.

Many software products contain unnecessary functionality. Industrial reports show 45% of the features in analyzed software products are never used. Software-centric organizations have been trying to sustain their competitive advantage by re-defining their product development strategy. Recent attempts to re-strategize the product development process tend towards customer-centric approaches. We propose a validation-driven model based around proven lean principles, agile methods, and value-driven design. To increase the model’s likelihood of success, the study discusses suitable guidelines and deployment protocols that have been evolved in industrial settings

Successes in lean manufacture have led researchers and practitioners to consider extending ‘lean' to different parts of the engineering enterprise, including product and process development (PPD). Lean product development (PD) has been understood to mean lean manufacture applied to PD, while the roots of lean PD - just like lean manufacture - go back to Toyota. This article presents the methodology adopted in order to pave the way towards a coherent lean PD model that combines lessons from the Toyota product development system (TPDS) with other best practises. The article provides a unique review of the lean PD research area, and a reference framework for the enablers that Toyota has employed for lean PD. An investigation of five engineering enterprises undertaken to search for evidence of the implementation of lean PD enablers through observation, document analysis and interviews is also presented. Some enablers have been informally applied, while few have been formally implemented, and no model was found to formally combine lean PD enablers into a coherent whole. This is the first article to critique attempts to describe lean PD and provide a definition for Lean PD.

Set-Based Concurrent Engineering (SBCE) is an approach that has the capability to improve the efficiencies of the product development process. SBCE provides an environment where design space is explored thoroughly which lead to enhance innovation. This is achieved by considering an alternative set of solutions after gaining the right knowledge to support decision to narrow down the set of solutions until the single optimal design solution is reached. This paper presents a novel application SBCE in order to generate alternative design to enhance the efficiency of the Surface Jet Pump (SJP) in term of its productivity and performance of producing the oil and gas in oil and gas well.

The term value is rather ambiguous, even in the product development field. This chapter presents how project management, value engineering and lean product development define value and highlights the consequences of these different understandings. We stress that, in lean product design and development, the goal is to understand the value pulled by all stakeholders in the value chain. Although fulfilling the needs from the external stakeholders (user, customer, shareholder/sponsor, etc.) have more impact in product success (do the right product), fulfilling the internal stakeholders’ needs (suppliers, design and development team, production, development partners etc.) guarantee a smoother PDP execution (do the product right). Considering the lean two pillars, we address the jidoka by understanding the value pulled by the external stakeholders, while the just-in-time refers to the internal stakeholders’ needs.

Organizational learning is one of Toyota’s core competitive advantages, as a consequence Toyota’s organizational structure makes it a true leaning organization. This chapter discusses the main aspects related to knowledge management in the lean organization context. Once the lean product development process (as any process that embeds the lean philosophy) shall support knowledge management, here we present some techniques related to knowledge identification, creation, dissemination and use. The LPDO not only learns from itself, but from the customers, the suppliers and the competitors. Useful knowledge, both from the product and from the process, is represented in a way to facilitate not only its future use and dissemination, but also the knowledge management and evolution. Remember that more important than the concepts themselves is the reason and value behind them.

This chapter presents the main aspects related to organizational cultures which support the lean philosophy. Organizational culture is unique for every organization; it is not easily defined and even harder to change. It is essentially the cause and effect of the sum of all the written and unwritten rules, attitudes, behaviors, beliefs, and traditions which contribute to the unique social and psychological environment of an organization. All lean processes, tools and techniques are effective if supported by a lean enabling organizational culture. This culture allows the integration and alignment from all performed processes, regardless of whether they are being supported by lean labeled or non-labeled tools and techniques. Do not forget that are not the tools used by an organization that makes it a Lean Organization, but how it uses these very tools.

This chapter describes the product development phases and activities, which are detailed in Chapters 10 to 13. We consider four phases in the PDP: (1) the portfolio phase, which produces a general vision of the product, both aligned to the value pulled by the market/customers and consistent with the company’s strategy and capacity; (2) the study phase, which includes the identification of the value pulled by both by external and internal stakeholders, the value proposition activities that outline the chief engineer’s vision of the new product, and the value delivery planning for the next phases; (3) the execution phase, including the design, development, production/ramp up of the products and/or services that deliver the pulled value; and (4) the use phase when the resulting product/process is followedup until its discontinuation. The Value Function Deployment (VFD) technique and the Product Development Visual Management Boards (PDVMB), which are also presented in this chapter, support the Lean Product Development Process execution.

Following the understanding of all the Lean Wheel System’s elements comes the moment to assemble your own wheel and start the lean journey by yourself. As we discussed in Chap. 7, adopting lean thinking in a company is a cultural change, as a consequence, changing a Product Development Process into a Lean Product Development Process means changing (sometimes subtly) the mindset as well as different aspects of your company. In order to help you in this endeavor we are going to give you some advice on how to prepare yourself and how to proceed. But always keep in mind what we stated in this book’s introductory chapter, since any company can copy techniques and practices or purchase the tools and technology used by any other company. Successful utilization of such techniques, practices, tools, and technology, though, depends on the ability to customize them in a way that makes them fit to the unique reality of the company using them. Remember that a lean tool can be used in non-lean way and vice versa.

This chapter presents a piratical application of the book’s method during the Thermo Baby development project, which was prepared as partial fulfillment of the requirements for the 2016 Lean Product Development Course we offered in the Mechanic Engineering Graduate Program at the Instituto Tecnologico de Aeronautica (ITA).

Made available in DSpace on 2018-12-11T17:03:50Z (GMT). No. of bitstreams: 0 Previous issue date: 2016-10-01 Abstract: The development of environmentally friendly products is one of the key contemporary trends in the environmental management and planning field of knowledge. Ecodesign is considered a practical mechanism for integrating environmental considerations throughout the life cycle of the product. Within this scope, the aim of this paper is to systematize the publications on ecodesign and to propose the historical evolutionary phases of this area, considering important characteristics such as geographical distribution. To this end, a bibliometric analysis was performed by identifying key papers, authors, and journals that deal with the theme and the history of the number of papers published. Among the results, a recent growth in publications was found, with a wide range of authors conducting research and publishing papers on the subject. The majority of research is conducted in European countries, especially France and Nordic region. Most journals that publish papers on ecodesign are from the environmental field as opposed to those that deal with new product development and innovation and project management. This work also identifies historical research phases; among the most recent, it is possible to notice efforts to link ecodesign with other areas of management, such as the fuzzy method, lean product development, and project management. Department of Production Engineering Sao Paulo State University – UNESP, Av. Engenheiro Luiz Edmundo Carrijo Coube 14-01, PO Box 17033-360 University of Stirling Stirling Management School Centre for Advanced Management Education Centre for Sustainable Practice and Living, 3B66, Cottrell Building, FK9 4LA Department of Production Engineering Sao Paulo State University – UNESP, Av. Engenheiro Luiz Edmundo Carrijo Coube 14-01, PO Box 17033-360

Part 4: Lean Product Development and the Role of PLM; International audience; First developed for manufacturing context of the Toyota Production System, the Lean approach has been extended to product development about 20 years ago. Lean Product Development approach emphasizes on a method to implement a flowing development process. However, some tasks require decision milestones that can interrupt this continuous process flow. The paper focuses on safety engineering, an aspect which requires decision milestones due to standardized validation processes. It proposes a specific way to integrate safety constraints into a continuous and flowing process of Lean Product Development. To perform the safety integration in Lean Product Development, the proposed method simultaneously addresses process improvement of both product development and safety control. The proposal is a five-step method addressing the whole product development process from the requirements engineering step to the validation of the product prototype. This method was tested on an industrial case study and implemented into PLM TeamCenter.

Razcvet startup podjetij je danes viden na vseh področjih. Tako vsake toliko beremo o podjetju, ki mu je uspelo spremeniti tok miselnosti v neki panogi. V ekipi Mignumi smo se lotili razvoja izdelka, ki bo dosegal lastnosti naprav za pripravo smutijev in hkrati ponudil prenosnost, s tem pa ta ne bo več omejen zgolj na domačo uporabo. V magistrskem delu je opisan postopek razvoja izdelka od ideje do prototipa: iskanje inovativne ideje, analiza trga in konkurence, pregled tehničnih rešitev ter izdelava prototipa s pomočjo pridobljenega znanja. Namen razvoja izdelka je postaviti lastno startup podjetje, ki bo proizvajalo omenjeno napravo. World of startup companies is getting more and more visible from time to time we read news, that some new company managed to changed flow of minds in some industry. In Mignumi team we decided to develop our own product, where we wanted to combine smoothie maker with new feature – portability, so it will not be limited to home use any more. In Master thesis I described process of development, from innovative idea, market and competition analysis to development of prototype of portable smoothie maker. Goal of development is startup establishment, with aim to serial produce this appliances.

The purpose of this paper is to analyze articles about Lean Product Development. The works were classified according to principles and practices, the countries that have the applications, the sectors where it is being applied, the journals that publish articles about the issue and other relevant factors. In conclusion, the article presents a table of the authors and practices used. The methodology was a search on Emerald Insight and ISI Web of Knowledge, resulted in a universe of 289 articles published between 2007 and 2011. This paper synthesizes the trends in the literature and the results that are being obtained from the lean product development approach. The results showed that electronics, auto industry and capital goods sectors are those with the most lean product development practices presented in the articles. In terms of methodology, case studies predominate. The countries with the most applications are the United States and the United Kingdom. The lean approach is not always cited directly, in many situations the practices are applied in an isolated manner, given that in 77% of the work a direct connection was found with a lean method. In relation to the practices, the five most common were Simultaneous Engineering-Integration, Process Standardization, Early Supplier Involvement (ESI), Learning Network and Voice of Customer (VOC). Could be observed by the paper's originality that even with many studies in the field, there is still a gap to be explored, which is that there are no indicators to manage the new product development process. Thus, it explores the state of the art about Lean Product Development practices and principles, providing a definition of concepts and a framework for benchmarking to later evaluate how lean are Product Development Processes at the companies.

Presently industries need new generation of knowledge workers who are adept with the dynamics of manufacturing systems. Consequently, application of serious games as a promising learning method has emerged in manufacturing education. Serious game is aimed at learning rather than pure entertainment. Thus, evaluating the effectiveness of a serious game in improving the learning outcome is a paramount issue. In this paper, after reviewing efforts which have been made in serious games’ evaluation, the level of learners’ engagement that played the Set Based Concurrent Engineering (SBCE) game is examined. The game is designed at Politecnico di Milano, Italy to bring a hand-on experience on lean product development for practitioners and academia. The study is based on one company case in Italy. The results show that a high level of engagement among learners is exhibited based on the evaluation framework adopted.

PurposeThe purpose of this paper is to introduce a step‐by‐step implementation framework for lean product development (LPD), from the marketing research on product development process, product design to the launch of final production.Design/methodology/approachThe research approach taken in this paper is built around the primary industry cases, practical approaches and partial solutions available within the existing literature.FindingsThe most recent improvement of LPD, from the authors' perspective, focuses on tools and implementation for LPD. In this paper, a detailed step‐by‐step implementation is given after the framework is introduced. Led by value and waste analysis in product development, different tools and techniques which can be used to eliminate wastes were discussed briefly, and then the implementation from Doing the Right Thing to Doing the Right Thing for company transition to lean were proposed elaborately.Research limitations/implicationsDue to time and economic environment limitations, the authors have not covered and implemented this approach in all existing different environments to ensure that it is robust.Originality/valueThe approach described here seeks to overcome other frameworks' weaknesses in terms of the realistic aspect and feasibility, and combines more existing best practice from industry, consultancy and academia into a step‐by‐step framework for the achievement of effective LPD.

This article extends the new product development (NPD) literature by presenting a case study of a lean product development (LPD) transformation framework implemented at a U.S. based manufacturing firm. In a departure from typical LPD methods, in this article the design structure matrix and the cause and effect matrix are integrated into the lean transformation framework, allowing analysis of the underlying complexity of a product development (PD) system, and thus facilitating determination of the root causes of wasteful reworks. Several strategies to transform the current PD process into a lean process are discussed. Besides the two-phase improvement plan, a new organizational structure roadmap and a human resources plan are also suggested to support the recommended changes in the NPD process. The results of the first phase show a 32% reduction in PD cycle time due to the proposed NPD process. The article concludes with lessons learned and implications for engineering managers based on the case s...

While in the last 20 years a large number of frameworks have been presented in literature, currently there is no consensus on how to define Lean Product Development (PD). We used content analysis to investigate existing approaches and integrated them into a single, coherent framework consisting of 11 Lean PD components. To better understand the nature of the novel definition of Lean PD, we conducted a theoretical investigation of the component interdependencies. We hypothesize that Lean PD needs to be understood as a system of highly interwoven components that only in their concurrency lead to high performance in PD.

A systems view of lean product development is presented integrating people, process, and tools. This systems approach was derived from intensive study of Toyota's product development system. Principles and methods based on this systems model of lean product development were applied with great success at Ford Motor Company helping to bring to market a record number of products that helped fuel a rebuilding of the company to financial success and award winning world-class product quality.

Lean Product Development (LPD) is one of the leading approaches currently being adopted by organizations attempting to maximize value, increase quality, shorten lead times, and lower costs for product development (PD) processes; however, it appears that the mere translation of lean manufacturing principles into PD settings does not necessarily equate to an effective lean PD process, and many organizations continue to struggle to deploy LPD. In order to better understand the theoretical content of LPD research, as well as the potential reasons for implementation difficulties, this article presents results from a systematic review of the LPD literature over the past 21 years. Findings are used to identify trends and themes in the current research, areas for future research, and implications for practicing engineering managers. In particular, we find that current themes in LPD research can be mapped to seven knowledge domains, and we identify practices and principles that have been proposed for deal...

This article proposes a novel taxonomy of post-certification engineering activities as a first step toward true lean product development (PD). Relying on key notions developed in a novel lean engineering performance model, the authors compare the leanness of post-certification versus pre-certification tasks for the design of aerospace parts. Discrete event simulation and integer linear programming models are developed to help ascertain the influence of factors such as multitasking, concurrency, task size, task value, and post-certification budget decision making on lean engineering PD performance. The models developed provide the foundation for enhanced PD performance and the establishment of optimal PD process parameters.

Organizations today face intense and growing pressure to reduce cost, decrease time to market, and maximize stakeholder value in product development (PD). Many organizations have adopted lean product development (LPD) methods in an attempt to improve their PD systems; however, despite two decades of research, there is still much less understanding of the characteristics of effective LPD systems than of effective lean manufacturing systems. LPD systems are complex systems involving multiple organizational levels; however, most LPD research to date has focused only on a single level. There is currently a lack of understanding of the interactions between levels and effective means for managing these interactions. In this article, we propose a multilevel framework designed to capture key LPD system principles at the functional, project, and portfolio levels; tools and practices for implementing principles at each level; and approaches for managing the interactions between levels. A longitudinal case ...

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With the incremental product development, one of the main objectives is to make it more attractive and valuable for the customer, which leads to increased sales and higher profit. When existing product design is modified to improve its perceived value, each change needs resource commitment. It is important to identify and pursue only those changes, which give maximum improvement in the perceived value. In this paper a mathematical model is presented for perceived value and step-by-step methodology is provided to capture the optimized design changes with cost implications. With the help of a case study on automotive vehicle development, we show how proposed model and method can be used for highest value added change selection. Application of optimization model for perceived value and change trade-off in general is presented along with some special policy cases for different scenarios.

OVERVIEW:Recent evidence suggests that productivity in new product development (NPD) is declining; that is, we are seeing less output (measured in terms of impact on the business) for the same relative spending level. This article outlines seven practices or principles which, according to studies of NPD practices and performance, will increase NPD productivity after they are embraced. These principles include familiar concepts such as building in the voice of the customer, front-end loading projects, and taking a more holistic approach to product innovation. However, while they are familiar, it is surprising how many firms have yet to embrace them. Other, less familiar, principles include: relying on spiral rather than linear development; building in metrics, team accountability and continuous improvement; and portfolio management techniques to yield higher value projects. Finally, a number of best performers are redesigning their idea-to-launch processes, moving to the next-generation Stage-Gate® system;...

A team of 400+ which followed V-model lifecycle underwent a dramatic transformation by adapting the Lean Product Development Lifecycle in 2010. The transformation began with a pilot project, based on whose experience; Lean was scaled to other projects in a systematic way. But, that was just the beginning of a crucial journey. There were several challenges the management and the teams faced during and post the transformation. Over a period of 5 years, the team faced and overcame several challenges, pitfalls, and of course achieved success. In this paper, the scaling of the change, the parameters and factors that are vital for such a transformation, lessons learnt and how the team overcame challenges are described. All the above mentioned aspects are analyzed from a 3 dimension point of view: Process, Product and People.

Oftast har produktutveckling samma generella tillvägagångssätt: En specifikation för en ny produkt lämnas från en marknadsföringsavdelning till en produktutvecklingsavdelning. Produktutvecklare tar sedan fram koncept som utvecklas till prototyper för att sedan tillverkas och säljas. Tillvägagångssättet skiljer sig vanligtvis genom att olika modeller som exempelvis Lean product development eller integrerad produktutveckling används i processen. Delen av Lean product development (LPD) som används vid konceptutveckling kallas set based concurrent engineering (SBCE) och dessa begrepp är relativt nya i Sverige. Vad krävs för att arbeta med set based concurrent engineering på ett framgångsrikt sätt? Går det att identifiera viktiga faktorer vid produktutveckling med SBCE hos företag? En litteraturstudie som resulterade i en lista med fem potentiellt viktiga faktorer vid produktutveckling med SBCE gjordes inför en kvalitativ studie av fem företag. Semistrukturerade intervjuer utfördes på Husqvarna, Saab, Furhoffs, Ericsson Radio och GKN Aerospace för att samla in empiri inför analys. I analysen jämfördes företagens sätt att produktutveckla med listan som togs fram i litteraturstudien. Slutsats av studien var att några viktiga faktorer för att lyckas med produktutveckling enligt SBCE är: Bred lösningsrymd, Kunskapsbaserat bortval av koncept, Återvinning av kunskap, Tekniskt kunnig projektledning, Tvärfunktionella arbetsgrupper. Dessutom framkom att en investering i rätt ledarskap kan vara en viktig faktor vid implementering av SBCE då företagets ledning måste ha förståelse för arbetsmodellen om SBCE ska kunna resultera i en positiv effekt. Product development usually has the same general approach: A specification for a new product is provided to the product development department from the marketing department. Product developers then generate concepts which are developed into prototypes before the products are manufactured and sold. The procedure usually differs by the use of different models such as Lean product development or integrated product development in the process. The part of Lean product development (LPD) that is used when developing concepts is called set based concurrent engineering (SBCE) and these are new concepts in Sweden. What is required to work with set based concurrent engineering in a successful manner? Is it possible to identify important factors when developing products using SBCE in companies? A literature study which resulted in a list with five potentially important factors when developing products using SBCE was created before a qualitative study was conducted at five companies. Semi structured interviews were conducted at Husqvarna, Saab, Furhoffs, Ericsson Radio and GKN Aerospace to gather data for an analysis. In the analysis, comparisons were made between the companies’ way of developing products with the list that was created in the end of the literature study. A conclusion of the study was a number of important factors when developing products using SBCE could be: Wide solution space, Knowledge based screening of concepts, Recycling of knowledge, Technically competent project management, Cross functional teams. The study also showed that an investment in the right type of leadership could potentially be an important factor when implementing SBCE since the company management need to understand the working model if SBCE is going to have a positive effect.

Nowadays the management of product innovation and development processes is crucial for the survival of firms and it requires that advanced methodologies and tools should be adopted. Many companies are trying to apply the waste elimination philosophy of Lean operations into the innovation and product development processes. The application of Lean manufacturing concepts in innovation processes (Lean Innovation) is not so immediate and presents several problematic aspects. One of the greatest difficulties is not to distinguish the critical differences between the two fields of application. The aim of this work is to identify and discuss the techniques and tools which constitute Lean Innovation practices. First, the Innovation Pyramid model is proposed in order to define an integrated vision of innovation processes which is based upon three levels of activities: absorb, explore and create. Second, an extensive review of the literature has been carried out aiming to recognize the practices that characterize the “translation” of Lean principles in the innovation processes. Finally, the practices that characterize Lean Innovation are analysed throughout the proposed Innovation Pyramid model. The results of this study highlight that the Lean Innovation practices lie mainly at level 3 of the innovation pyramid (i.e. the create level). This evidence suggests that in order to enhance the firm’s innovation capability it is necessary to integrate the Lean Innovation practices with other good practices coming from different research fields.