LPD Transformation Workshop LPPDE June 4, 2014 Pontus Lindström & Johan Koskenniemi LPD Transformation Introduction Berotec – established 2000 in Stockholm 200 Technical and Management Consultants Industrial customers in different business areas Family, Free-time, the Firm, the Future – we have created not only a business concept but also a lifestyle Value driven – - We trust ourselves and others - We respect ourselves and others - We enjoy helping out LPD Transformation Introduction AGENDA Celebration of the memory of Stefan Bükk Prerequisites for LPD Transformation Case studies Workshop LPD Transformation Stefan Bükk Born February 24 1962 Passed away June 20 2013 Introduction LPD Transformation Introduction I owe a great deal of gratitude to Stefan, both personally and professionally. He first contacted me in 2007 to invite me to do a “Sweden Tour,” as he called it, on lean product development. The week I spent in Sweden that fall caused me to fall in love with Sweden and Swedish culture. Through Stefan I made numerous professional contacts that I have continued to this day. While “on tour,” he helped initiate a conversation that eventually resulted in me being able to spend a sabbatical year with my family in Gothenburg from August 2011 – June 2012. I consider the year we spent in Sweden to be the most professionally fulfilling period of my career; and if it were not for Stefan, it may have never happened. It is impossible to overestimate the impact Stefan had on me and my family. I can’t believe he’s gone…. Stefan was also a tremendously creative thinker, and brought many new ideas that continue to challenge my own thinking and that of others I know. He has contributed significantly to the growth of lean product development within Sweden and beyond. In particular, his encouragement for me to continue developing set-based design along practical lines was especially meaningful to me. I enjoyed and benefited from each interaction I had with Stefan, and only wish I could have spent more time with him. He is greatly missed. In sympathy, Durward K. Sobek II Professor, Montana State University Bozeman, Montana, USA LPD Transformation Introduction Objective Process Organisation Introduction LPD Transformation Product & Process Development Marketing, Sales & Aftersales DEVELOPMENT BUSINESS Leadership & Management MANAGEMENT OPERATIONS Production & Logistics Introduction LPD Transformation Study Plan Follow up Empower Execute Train Introduction LPD Transformation Present state & Objective Measure effects New present state Study Plan Follow up Execute the change Empower Execute Train “Train the trainer” Learning by doing Plan & Organisation Inspiration for employees and management Pilot project Introduction LPD Transformation WHAT X HOW = RESULTS WHAT Think Do HOW Get results RESULTS CHOOSE DEVELOP CASH IN LPD Transformation Introduction OBJECTIVE CREATE LONG TERM PROFABILITY THROUGH PRODUCT DEVELOPMENT ”...release your full capacity” LPD Transformation Prerequisites Prerequisites LPD Transformation Competence Brand Company Vision Environment Corporate assets WHAT Technology plan Product strategy Product plan LPD Transformation Remember the history Prerequisites LPD Transformation The Cynefin Framework (David Snowden) Prerequisites Prerequisites LPD Transformation Prerequisites THE CUSTOMER KUNDEN KNOWLEDGE & LEARNING LÄRANDE OCH KUNSKAP LEADERSHIP LEDARSKAP ORGANISATION THE ORGANIZATION OPERATIONS OPERATIVT ARBETE ABILITY TO IMPROVE FÖRBÄTTRINGSFÖRMÅGA LPD Transformation Understanding Customer Needs Prerequisites LPD Transformation Prerequisites Leadership Prerequisites LPD Transformation Operations Knowledge gap Last integration event (IE) Start of production (SOP) time All important knowledge gaps are closed Detail design and preparation of production Delay the design decision until we have a principle solution that works. Then start with detailed design. LPD Transformation Prerequisites Knowlede & Learning Understand the problem and the possibilities Identify knowledge gaps • Unstructured brainstorm • Checklists Classify knowledge gaps • Complex problems • Complicated problems • Simple problems • Importance Evaluate ideas Create knowledge and ideas Fill knowledge gaps using • LAMDA • Set Based • Trade off curves • Calculation • Simulation • Testing Document knowledge • A3 reports • Trade off curves • Integration events • Testing Implementation LPD Transformation Prerequisites Organization LPD Transformation Prerequisites Improvement VISION & ROADMAP Source: M Kennedy Prerequisites LPD Transformation Improvement LOOK – Go to the place of interest, look for you self ASK – Identify the root cause, ask questions, (5-Why) ACT– Act to verify that the conclusions was correct or that the results is repetetive MODEL – Use pictures, diagrams, scetches and trade-off curves to visualize and minimize the risk of misunderstanding DISCUSS – Talk to all involved parties and with everyone that could help. Learn by trying to resolve disagreements Source: M Ward Prerequisites LPD Transformation Prerequisities for change Vision Competence Motivation Resources Action Plan Change Competence Motivation Resources Action Plan Confusion Motivation Resources Action Plan Anxiety Resources Action Plan Slow change Action Plan Frustration Vision Vision Competence Vision Competence Vision Competence Motivation Motivation Resources False starts LPD Transformation Case Studies including Arcam ABB Coesia Flexlink Skandia Elevator Case Studies LPD Transformation Case Studies Arcam AB Berotec made an analysis of present stat – Berotec Temp – at Arcam. The Beortec Temp includes: - LPD Inspiration - Web survey - Interviews - Workshop - Presentation Case Studies LPD Transformation Arcam AB Inspiration Websurvey Interviews Workshop Presentation Next step Subject Project Prio Non conforming products Visualize High Non conforming products Problem solving methods High Pre development phase Set Based Design High Pre development phase Requirements engineering Medium Leadership Employee engagement High LPD Transformation Case Studies Arcam AB Case Studies LPD Transformation Arcam AB Sammanfattning Alla 1 64 st 2 3 4 ,6 1. Kunden 4 5 M 4,6 3 ,2 3,2 4 ,7 4,7 2. Ledarskap 3 ,1 3,1 4 ,4 4,4 3. Operativt arbete 2 ,6 2,6 4 ,6 4,6 4. Lärande och kunskap 2 ,4 2,4 4 ,6 4,6 5. Organisation 3 ,1 3,1 4 ,5 4,5 6. Förbättringsförmåga 2 ,9 2,9 Δ 1,4 1,5 1,7 2,1 1,5 1,6 Så borde det vara Så är det nu Så borde det vara Så är det nu Så borde det vara Så är det nu Så borde det vara Så är det nu Så borde det vara Så är det nu Så borde det vara Så är det nu LPD Transformation Case Studies BEROTEC TEMP LPD Transformation Case Studies SKANDIA ELEVATOR Visual planning 5 - 10 minutes daily meeting and 15 – 30 minutes once a week 1. Create post-it notes (prior to the meeting) 2. Report problems 3. Report next step 4. Share knowledge and plan ahead 31 LPD Transformation Case Studies SKANDIA ELEVATOR Visual planning - Build the system together - Start simple and develop - Transform by living Lean Learning by doing! LPD Transformation Case Studies ABB LPD Transformation Case Studies ABB LPD Transformation Case Studies COESIA FLEXLINK Purpose: • To optimize and prioritize • To improve process and project deliveries • Share competence • Puls: Weekly • • • • • Projects Resources Inbox Imrovements/Prio Delivieries/Decisions Case Studies LPD Transformation COESIA FLEXLINK Time Resource Quality Finance GMT PD Ward PrD CMT Department Resource Puls Meeting Weekly 2-5 /week Monthly Monthly Quarterly LPD Transformation Case Studies COESIA FLEXLINK COMMITTEMENT! LPD Transformation Case Studies COESIA FLEXLINK Global Sites Visual planning PULS PULS-EDSPL, EDSMY PULS-Maintenance LPD Transformation Case Studies WORKSHOP What is your status regarding visual management? What is your next step? Discuss 2 minutes in groups of three Further steps LPD Transformation Present state & Objective Measure effects New present state Study Plan Follow up Execute the change Empower Execute Train “Train the trainer” Learning by doing Plan & Organisation Inspiration for employees and management Pilot project LPD Transformation Different pictures and objectives Further steps Objective Time to get started with the improvement Process Organisation Organisation not ready to improve Further steps LPD Transformation Integration events Market analysis Set-based Design Detail Design A. Decide WHAT B. Optimize the SOULUTION C. EFFICIENT development 2. Efficient decisionmaking 3. Optimal soulution and minimal effort 1. Efficient use of recources Source: L Holmdahl Case Studies LPD Transformation SONY MOBILE Wanted steps as we level off Stakeholders Backlog Dev.Team WIP Case Studies LPD Transformation LEAN GOVERNANCE Customer Society Values Strategy Management team CEO Owners Targets Operative management Plans Planning boards Visual Management Indivi duals LPD Transformation Workshop A3 WORKSHOP Contact information Berotec Management & Improvement Pontus Lindström +46(0)70-866 04 02 [email protected] www.berotec.se
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