9_mit_sys_engmfg

9_mit_sys_engmfg - Bridging Design and Manufacturing in the...

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1 Bridging Design and Manufacturing in the Lean Enterprise Using Lean Systems Engineering As a Catalyst to Achieve Customer Satisfaction! Massachusetts Institute of Technology Allen C. Haggerty October 12, 2005 Lean Thinking Lean emerged from post-WWII Japanese automobile industry as a fundamentally more efficient system than mass production. This talk focuses on applying Lean Thinking to Engineering Source: Lean Enterprise Value: Insights from MIT’s Lean Aerospace Initiative, Palgrave, Craft Mass Production Lean Thinking Focus Task Product Customer Operation Single items Batch and queue Synchronized flow and pull Overall Aim Mastery of craft Reduce cost and increase efficiency Eliminate waste and add value Quality Integration (part of the craft) Inspection (a second stage after production) Inclusion (built in by design and methods) Business Strategy Customization Economies of scale and automation Flexibility and adaptability Improvement Master-driven continuous improvement Expert-driven periodic improvement Worker-driven continuous improvement
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2 Lean Engineering:Doing the Right Thing Right • Creating the right products… – Creating product architectures, families, and designs that increase value for all enterprise stakeholders. • With effective lifecycle & enterprise integration… – Using lean engineering to create value throughout the product lifecycle and the enterprise. • Using efficient engineering processes. – Applying lean thinking to eliminate wastes and improve cycle time and quality in engineering. Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004 Framework based upon a decade of Lean Aerospace Initiative research and industry/government implementation Creating the Right Products: Creating product architectures, families, and designs that increase value for all enterprise stakeholders. Source: Fabrycky & Blanchard Conceptual/ preliminary Design Detail design/ development Production and/or construction Product use/ support/ phaseout/disposal 100% 80% 66% Ease of Change LCC committed Cost Incurred Early decisions are critical - Disciplined lean systems engineering process is essential! “Fuzzy Front End” Challenges Understanding what the customer values Deciding which product to pursue from amongst many opportunities Selecting the right product concept
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3 Customer Defines Product Value Schedule Customer Value Price Product Quality Cost Product Value is a function of the product Features and attributes to satisfy a customer need Quality Quality or lack of defects Availability relative to when it is needed, and Price and/or cost of ownership Price and/or cost of ownership to meet customer requirements Source: Slack, R.A., “ The Lean Value Principle in Military Aerospace Product Development”, LAI RP99-01-16, Jul 1999.
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9_mit_sys_engmfg - Bridging Design and Manufacturing in the...

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