2011/05 - Meetup - Lean Development

Lean

„Speed in a complex environment“ Lean @ PTJan Majoros

26.05.2011

13.04.23 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.2

::Agenda

Lean_Thinking()

Lean_Principles()

Lean_Tools()

Lean_Organization()

Lean_@_PT()


::Lean Thinking

It is not enough anymore to work well around a conference table or in the laboratory; it is not enough to know how to build internal consensus and effective team decision making; it is not even enough to work well as a

cross-functional team on concurrent engineering or horizontal processes.

Unless you know how to manage within and across the new organization, you

lose. The only way to survive is to manage the external environment.

* Ancona, D., Kochan, T., Scully, M., van Maanen, S., Westney, D., 2009. Managing for the Future, South-Western


::Lean Thinking / Production / Manufacturing / Development

Lean name is given by MIT researches to describe system also known as Toyota Production System

Toyota credo: “Good Thinking, Good Products” “Quality and Efficiency”

Two pillars: Continuous Improvement and Respect for People


::Lean Principles

Management applies and teaches lean thinking, and bases decisions on this long-term philosophy.

Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safety

Respect for People

- don’t trouble your ‘customer’

- ‘developer peole, then build products’

- no wasteful work

- teams & individuals evolve their own practices and improvements

- build partners with stable relationships, trust, and coaching in lean thinking

- develop teams

Continuous Improvement

- Go See

- Kaizen - spread knowledge - small, relentless - retrospectives - 5 Whys - Eyes for waste

- perfection challenge

- work toward flow

Product Development

- long-term great engineers- mentoring from manager-engineer-teacher- cadence- cross-functional- team room + visual management- entrepreneurial chief engineer/product manager- set-based concurrent development- create more knowledge

14 Principles

long-term, flow, pull, less, variability & overburden, Stop & Fix, master norms, simple visual management, good technology, leader-teacher from within, develop exceptional people, help partners be lean, Go See, consensus, reflection & kaizen


::Lean Tools

Value Stream Mapping

Technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer

Current state / Future state

Eliminating waste


::Lean Tools

Go See

For managers ‘go see with their own eyes”

“See the whole”

Managers as teachers

Mentality: "Let's stop and understand the root causes of problems.“


::Lean Tools

Kaizen

Managers and workers

Personal attitude and practices

"My work is to do my work and to improve my work“

Small, incremental, relentless change of anything

Plan-Do-Check-Act (PDCA)

Shu Ha Ri

Retrospectives


::Lean Organization / Paradigm Shift

Line Manager Leader/Teacher

Project Manager

Architect

Developer SM, PO, Team Member

Tester

QA QMiP

CM CMiP


::Lean Organization / Lean Implementation example

Management agree and discuss their lean vision

Management brainstorm to identify project leader and set objectives

Communicate plan and vision to the workforce

Ask for volunteers to form the Lean Implementation team

Train the Implementation Team in the lean tools

Select a Pilot Project to implement

Run the pilot for 2–3 months - evaluate, review and learn from mistakes

Roll out pilot to other factory areas

Evaluate results, encourage feedback

Stabilize the positive results by teaching supervisors

Once satisfied with a habitual program, consider introducing the next lean tool


::Lean Organization / Lean Implementation roadmap

Pricing&

Update manufacturing

process

Marketing&

Production

Customer doc&

Performance test

Analysis&

Customer test

Implementunit test

Expand

2 year improvement goal

6 year goal

Current Definition of

Done


::Lean @ PT „Speed in a complex environment“

Particle Therapy New Domain HW and SW development Facility construction, integration Young organization ~ 400 people

High number of: Subsystems Suppliers


::Lean @ PT / Basic Principles


::Lean @ PT / Visualization


::Lean @ PT / Visualization


::Lean @ PT / Program approach

Thank you for your attention!

Technology

2011/05 - Meetup - Lean Development