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All Rights ReservedPlease Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 1
Lean, IntegratedProduct & Process Development
Brent Wahba
March 30, 2010
www.strategyscienceinc.com
(585) 315-7051
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If only we could
develop better,easier to make
products in halfthe timewith
much less stress!!!
Summary
I can help you,
but you willhave to LEARN
to THINK & ACTDIFFERENTLY!
Oh thank you
Lean ProductDevelopment
Consulting Man!Youve saved
the day AGAIN!!!
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Why Focus on Product Development?
< 20% Of new
products achieve
their commercialobjectives
Only 1 in 3,000
ideas becomesa commercial
success
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1 month delay = 10% gross profit loss (average) (Sopheon)
12 Month delay = 50% revenue loss in slow markets, 90% in fast markets (IBS)
Introduction Growth Maturity Decline Time
Units,R
evenue,orProfit
Total Units, Revenue, or Profit
OptimalEntry
Late
Entry
Why Focus on Product Development?Time to Market
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Accounting Cost vs. Ability to Change Cost:
0%
10%
20%30%
40%
50%
60%
70%
80%
Design Material Burden Labor
Accounting Cost
Ability to Change Cost
Are We Working on the Wrong End?
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What % of your Product Development
time is typically Value-Added?
Why Focus on Product Development?
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Why Focus on Product Development?
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What Would be the Impact of*:
75% Fewerengineers to
design a car?
75% Less
Production
Scrap?
Knowing which57 criteria
customers buy
based on?
50% Less
development
lead time,
30% lower total cost,
with 25% fewer
resources?
> 75%
Commercial
successes?
95 % Less
prototype
lead time?
*Your results may vary
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You cant solve todaysproblems at the same level
of thinking you were at when
you created them.
Albert Einstein, Lean Thinker:
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Definition: Value Streams
2000
Mix Form Glaze Fire Pack
AAA CeramicPowder
Mug-O-RamaSalesProduction
Control
P/T = 30 minL/T = 1200min%C&A = 95%
P/T = 1 minL/T = 250 min%C&A = 99%
P/T = 1 minL/T = 250 min%C&A = 65%
P/T = 960 minL/T = 1080min%C&A = 85%
P/T = 1 minL/T = 180 min%C&A = 65%
P/T = 15 minL/T = 600 min%C&A = 95%
P/T = 5 minL/T = 120 min%C&A = 98%
Acme Mug Company1 Order / Day
Phone2 P.O. / Week
Fax
2500 Per day
27 Styles99.7% Defect-free
1 Shipment/ Week
1 Shipment/ Day
1
FIFO
1
1 500 500
Phone
ProductionAuthorization
Job
Packet
2
Coffee
InIn
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Companies are Really Quite Simple
Product Development Strategy & Marketing
R&D
Design
Supplier Selection
Process Development Value Stream Design
Tooling Implementation
Test and Validation
Continuous Improvement
Make / Deliver Operations Sales & Marketing
Manufacturing
Supply Chain
Distribution
Service
Continuous Improvement
Product Development:Creating Production
Value Streams
Make / Deliver Operations:Operating Production
Value StreamsCustomersCustomers
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Simple, Standardized,Efficient, Robust,
Development Process
Product Development
Customer NeedsProblems to solveWhat customers valueWhat they will pay forVoice of the Customer
Competitive, profitable,capable, optimized:
Product Definition,
Service Definition,Process Definition &Production Value Streams
Organizational NeedsStrategy, growth, profitStandardized workInternal requirementsRegulatory requirements
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Lean is Ancientand Often Misunderstood
Venetian ArsenalStandardization, Quality
1320
HonorBlancInterchangeable Parts
1780
Frederick TaylorScientific Management
1911
Meat Packing(Dis)assembly Line
1867
Ransom Olds1stAuto Assembly Line
1901
Ford, Highland Park PlantLinked & Paced Assembly
1913
Sakichi Toyoda, Taiiichi OhnoJIT, Defect Prevention
1920 - 1990
WWIITakt Time, TWI
1940s
Eliyahu GoldrattConstraints, Systems
1984
DemingPDCA, People, Quality
1950s
Scientific MethodEgypt, Socrates, Bacon, Galileo
1600 BC1600 AD
1991 Today
http://www.google.com/product_url?q=http://www.powells.com/cgi-bin/biblio%3Finkey%3D1-9780060974176-18&fr=AIDChBOh9UxWeCExkKYoviAK1DxbfyhRKCH9zcbHyGEBlhTX3104dBKco3p8XDRly1VujpTtU-LBMS2jDBJR4He8UVkeUIzZVkEep1acnoeC7Eeza9b3eMkaKpe0tSwn2kLE2C1wys7RAAAAAAAAAAA&gl=us&hl=en&sa=imagehttp://en.wikipedia.org/wiki/File:EliGoldratt.jpghttp://en.wikipedia.org/wiki/File:W._Edwards_Deming.gifhttp://en.wikipedia.org/wiki/File:WomanFactory1940s.jpghttp://upload.wikimedia.org/wikipedia/commons/0/02/German_plane_bombing_Warsaw_1939.jpghttp://www.optiprise.com/FilesCustom/HTMLEditor/Images/Taichii_Ohno_large.jpghttp://en.wikipedia.org/wiki/File:Sakichi_Toyoda_new.pnghttp://en.wikipedia.org/wiki/File:DaviesPenofHogs.jpghttp://en.wikipedia.org/wiki/File:Olds2.jpghttp://en.wikipedia.org/wiki/File:Highland_Park_Ford_plant.jpghttp://en.wikipedia.org/wiki/File:Frederick_Winslow_Taylor_crop.jpghttp://upload.wikimedia.org/wikipedia/commons/2/2e/View_of_the_entrance_to_the_Arsenal_by_Canaletto,_1732.jpg -
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Delivering the most customer value
while consuming the fewest resources
Customer focus
Respect & leverage our people
Constant reuse, learning, problem solving
Efficiency, effectiveness, prosperity
Lean
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ProjectManagement
There really is no common definition
What is Lean Product Development?
LeanProductDevelopment(LPD)
DesignForSix Sigma
(DFSS)
Systems
Engineering(SE)
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FakeLean
WasteReduction
Potential Lean Product Development Paths
Which is best?What problem(s) are you solving?
Do you want to change process and / or culture?
LeanManufacturing
/ Design
Factory
DesignTools
Queuing
Theory /Flow
ProjectManagement
Modified6 Sigma /ProblemSolving
AlWard
ToyotaSystems
Engineering/ SoftwareMethods
OrganicGrowthModel
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Key Lean Product Development Themes
Development is not a deterministic process
The output of development is reusable knowledge:
How to satisfy customers
How to perform work efficiently and effectively
Validated, lean, capable production value streams
Small batch sizes:
Knowledge, experiments, design elements
Cadence of small, fast learning cycles
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Pull systems:
Knowledge, customer-driven milestones
Distributed project management
Visual management
Systems Engineering framework
Explore alternatives
Increase learning
Manage high risk / high reward alternatives
Key Lean Product Development Themes
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Integrating events instead of quality checks
Late concept selection with more knowledge
Managing organizational capacity versus demand
Project teams own the business
Team leadership, team design, supplier integration
Simple technology to fit team needs and processes
Key Lean Product Development Themes
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Organic Growth Model:Every Organizational Level Has Problems to Solve
StrategiesBusiness Objectives
Financial Performance
Goals
Budgets
Operations
Schedules
Projects
Assignments
Rates
Quality
Standards
Executives
Managers
Teams &
Individuals
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
A P
C D
Source (modified): Lean Transformations Group, LLC
Grasp
the
Situation
Adjust Plan
Check Do
P
D
C
Learning /
Problem SolvingCycle
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Organic Growth Model of Lean Development
Managing
Work
Customer
Needs
LeanProduct
Development
System
Preparingfor Lean
Production
LPD System
Design &
Continuous
Improvement
Projects
ReuseLearn firstExperimentsFailures
Pull
Small batchPrioritized OverburdenQuality @ sourceVisual
Project management process
Team-ownedSolution emerges
from experimentsValue stream mappingA3 Problem solvingSimple toolsIntegration & reflection
Product DesignProcess designValue stream designProduction validationProduction handoff
End customersProductionBusiness
P
D
C
FastLearningCycles
Grasp
the situation,Create pull for
change
C t N d
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Customer Needs:Untested Market Hypotheses?
B t & P tt C B i J
http://en.wikipedia.org/wiki/File:NewCokeCan1985.jpghttp://www.oobject.com/biggest-failure/betamax/83/http://images.google.com/imgres?imgurl=http://www.rickandheather.net/cars/worst20cars/pontiac_aztec.jpg&imgrefurl=http://www.bmwkraftur.is/spjall/viewtopic.php%3Ft%3D23263%26sid%3D9b2acf193da6f904529d805cf260d86e&h=300&w=400&sz=27&tbnid=WiEHxm53p-mXeM:&tbnh=93&tbnw=124&prev=/images%3Fq%3Dpontiac%2Baztec%26um%3D1&start=2&sa=X&oi=images&ct=image&cd=2 -
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Brent & Pattys Car-Buying Journey:Learning and Decision Loops
Pastbrand anddealershipexperience
Pattyscar needsservice,getting
old
Newsstoriesof great
rebates &deals
Whatmodels?
Check ads
Online
research,narrowconsideration
set
Checkads, decide
potentialdealers
Test drive,form / verify
opinions
Biasedanalysis,
carselected
Comparedealerprices,assesshonesty
Considerimage impactwhere Patty
works
Investigatepricing anddiscounts
Negotiatedeal,
purchase
Pick upcar, qualityitems not
fixed
Badservice /
bad salesmanexperience
Badservice
experience,complaints
Li ki t th C t J
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Customer Journey
(End customers, influencers, channels)
Linking to the Customer Journey:Integrating Constant Learning
BasicR&D
SpecificR&D
Product /Process
Development
ValueStream
ImplementStart-Up Production
Service/ Help
StrategicPlanning
Market
Research
ProductManagement
Pricing /Placement /
Promotion
Selling FeedbackService/ Help
Feedback
Product Development Make / Deliver
Inbound Marketing, Sales, Outbound Marketing, Service
What Customers Need
What WeCan Do
C & C C
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Market A Market B Market C Us Competitor X Competitor Y Competitor Z
Attribute 1 1 4 5 2 1 1 4Attribute 2 10 20 10 7 15 20 7
Attribute 3 1 1 2
Attribute 4 Yes No Yes
Attribute 5 Blue Blue, red Red
Attribute 6 5 ppm 3 ppm 12 ppm
Attribute 7
Attribute 8
Attribute 9 Local rep. Regional rep. Local rep.
Attribute 10
Attribute 11
Attribute 12 China China, Korea All-Asia
Attribute 13
Attribute 14
etc.
Attribute 15 Foam Cardboard Wood
etc.
Attribute 16
CriticalAttribu
tes
Performance
QR
D
Service
Deliv
ery
Call out
requirement
used for
comparison
Use Visual
management
to highlightgaps
Market,
Customer,
Program
Capturing & Communicating Customer Needs:Value Proposition Example
What are the
significant
attributes for
customer buydecisions?
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And Some Needs are Better Left Un-Served
News in Brief
Fork Manufacturer Introduces Fifth Tine ToAccommodate Growing American Mouthfuls
February 17, 2010 | ISSUE 4607
EVANSVILLE, INIn an effort to keep pace with the rapid growth of American mouthfuls, flatwaremanufacturer KitchenMaster announced yesterday the addition of a fifth tine to its line of dinnerforks. "These days, a traditional four-tined fork is just not enough to handle the quantities of foodpeople shove down their throats," said company spokesman Ken Krimstein, holding up a forksupporting six separate tortellini, two turkey sausages, and some mashed potatoes. "To stayrelevant to our customer base and bring back some of those who have given up on using utensils
entirely, this was an adjustment we just had to make." Krimstein added that the augmented forks
would soon be followed by 25 percent deeper spoons and3-gallon gravy boats.
Source: The Onion
L P d t D l t S t D i
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Lean Product Development System Design:Value Stream Mapping
UpdateConcept
ReviewData
StudyMfg.Cost
Mfg.Concept
StudyMfg.
Manufacturing
ReviewData
QuoteSuppliers
SelectSuppliers
StudySupplyBase
BuyerPurchasing /Supply Chain
UpdateConcept
ReviewData
StudyInvestment
Tooling
UpdateConcept
ReviewData
StudyProcess
ProcessConcept
StudyProcess
ProcessManufacturingEngineering
TestConcept
Test
BuildConcept
Prototype
UpdateConcept
ReviewData
DesignConcept
StudyDesign
Design
ProductEngineering
StudyBusiness
Case
PrepareQuote
Finance
TriggerProject
ProspectSales
SelectMarkets
Marketing
CreateStrategic
PlanPlanning
Commercial
Review /Approve
Design
Review /Approve
Quote
ReviewProposal
Customer
Higher level /
less detail than
manufacturing
mapping
Current state:
Customer value,Quality & rework,
Delays & interruptions,
Knowledge growth,
Biases / assumptions,
Prioritize problems
Future state:
All customer needs,
Quality at handoffs,Existing solutions,
Solution experiments
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If HP knew what HP knew,
we would be
3 times as profitable.Lou Platt,
Former CEO,Hewlett-Packard
Fast Learning Cycles
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Why Learning First Works
Common causes of failure / rework:
Resources not available
Requirements change (or become known)
Validation failure or does not meet updated customer requirements
Product and process are incompatible / does not meet internal requirements
Project does not meet commercial requirements
No low risk back-up plan
Concept #1
Concept #2
Concept #3
Concept #4
DesignSolutionSelected
DesignDevelopment
Production
PerceivedCustomer
Requirements
ProcessDevelopment
ProcessSolutionSelected
Typical Point-Based Product Development
Rework Rework Rework Rework Rework
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Sub-System
Mapping theDesign / Process /Customer Space
DefineNarrowing
Criteria
Concept NarrowingAnd Integrating
FinalDefinition &Validation
Concept #1
Concept #2
Concept #3
Concept #4
Concept #1
Concept #2
Concept #3
Concept #4
Sub-SystemA
Sub-SystemB
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
#1
#2
#3
#4
#1
#2
#3
# 2 & # 3
# 4
# 1
# 2
FinalConcept
Final
Concept
Choose optimalintersection ofsub-systems
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
Learning First + Controlled Narrowing
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Concept Narrowing While:Increasing Knowledge
Increasing Detail & FunctionalityIncreasing Optimization & RobustnessIncreasing Quality / Reducing Risk
Workload Leveled
Learning First + Controlled Narrowing
LearningCycle Final
Design,Process, &
Value Streamin Production
OutlineSystem
Structure
Mapping theDesign / Process /Customer Space
Learning, Narrowing,& Integrating
DetailedDesign,Process,
Value Stream,Validation
Fast,Standardized,
No Surprises
No ReworkOnly Production
ContinuousImprovement
Linked Learning Cycles
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Linked Learning CyclesLeads to More Useful Knowledge
CustomerNeeds
Strategy
Internal& Partner
Capabilities
Product
Development
Process
A P
C D
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Swiss Federal Institute of Technology study of
the causes of catastrophic structural failure:1) Insufficient knowledge ........................................... 36%
2) Underestimation of influence ................................. 16%
3) Ignorance, carelessness, negligence .................... 14%
4) Forgetfulness, error ............................................... 13%
5) Relying upon others without sufficient control ........ 9%
6) Objectively unknown situation ................................ 7%
7) Imprecise definition of responsibilities .................... 1%
8) Choice of bad quality .............................................. 1%
9) Other ....................................................................... 3%
Learning Through Failures
Knowledg
e
Management
Issues
ProductDevelopm
ent
P
rocessIssues
Managing Work:
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Managing Work:Common Project Management Evolution
1. Under-defined, wasteful, inadequate development process
2. Standardized statements of work by organizational function3. Gates / quality checks
4. Training
5. Major quality reviews
6. Automation
7. Training
8. Kaizen workshop
9. Training
10. New methodology
11. etc
Every change implies a different process. Why?
What problem is each step trying to solve?
What is the real root cause?
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Projects are the deployment of a strategy
Projects are all about creating and applying useful knowledge
What do we need to do?
What do we need to know to do it?
By when, by whom, and how?
Who is the customer of the project management process itself?
Lean Project Management
Continuous Improvement
Product Development Value Stream Implementation
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No box-checking allowed:
1. What is the product and / or service?
2. What are the delivery and service value streams?
3. Does it meet the customers needs?
4. Will it have acceptable quality at every customer touch point?5. Does it fit our strategy?
6. Does it represent an acceptable investment of $s and resources?
7. What has changed and what are our countermeasures?
8. What went wrong and how do we prevent it from happening again?
9. What have we learned and how can we reuse it?
Question-Based Lean Project Management
Integrating Learning Loops
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Integrating Learning LoopsInto Project Management
Customers &Deliverables
TargetCustomers
Quote /Specs
Prototype1
Prototype2
Quote /Specs
Quote /Specs
ApprovalParts
ProductionPartsStrategy
What is theProduct?
What is theProcess?
What is theValue Stream?
Do we MeetCustomersRequirements?
Do we MeetInternalRequirements?
Learning /ProblemSolving
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Managing Work:
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Managing Work:Organizational Capacity vs. Requirements
2008 2008 1/2 2009 2009 1/2 2010 2010 1/2
Product
3
Product
4
Product
1
2011
Value
Stream
1
2011 1/2 2012
Product
2
Value
Stream
2
MarketA
Mark
etB
MarketC Danger!
All Good
All Good
All Good
All Good
Development teams are most efficient / effective at 70 - 80% capacity
Prioritize and balance workload; manage capacity versus requirements
Align organization behind the strategy & priorities
Warning
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Customer
MilestonesRequirements
Defined Quote Prototype ValidationProduction
DesignStart of
ProductionContinuous
Improvement
Project 1
Plan:
Actual:
9/1/05
9/1/05
10/1/05
10/1/05
11/1/05
11/1/05
1/15/06
1/15/06
2/1/06
2/1/06
4/1/06
4/1/06
4/15/06
4/15/06
Project 2
Plan:
Actual:
9/1/05
9/1/05
10/1/05
11/1/05
11/1/05
12/1/05
1/15/06
2/15/06
3/1/06
3/15/06
4/1/06
4/15/06
4/15/06
5/1/06
Project 3
Plan:
Actual:
9/1/05
9/1/05
10/1/05
11/1/05
11/1/05
12/1/05
1/15/06
1/15/06
3/1/06
2/1/06
4/1/06
4/1/06
4/15/06
4/15/06
! ! ! !
Which project is fine? Needs watching? Is in trouble and needs intervention?
Draw attention to where help is needed and do not spend too much time onitems that are on-track
Visual Project Management Example
P j K b E l
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Design
Test
Process
Purchasing
Finance
Manufacturing
Week
Project Kanban Example
TeamDeliverable
CustomerDeliverable
Deliverableis Late!
Current
Preparing for Lean Production:
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Its not a product
if you cant make
and deliver it.
Preparing for Lean Production:Creating & Validating Production Value Streams
2008 BBB C l i t
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2008 BBB Complaints
Category Rank # of Complaints
Cell phones & carriers 1 35,631
Auto dealersnew cars 2 26,723
Auto dealersused cars 7 12,958
Auto repair & service 12 11,157
Auto parts & supplies 39 4,303
Auto warranty companies 44 4,073
Auto rental & leasing 61 3,075
Auto manufacturers 108 1,749
Business consultants 127 1,407
Puppets & marionettes 590 2
Zinc oxide 2,408 0
Majority of autocomplaints are
value stream /service related
KFC V l St D b l
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KFC Value Stream Debacle
We are so sorry, but due to the overwhelming response to our FREE KentuckyGrilled Chicken meal coupon, we can no longer redeem the free coupon at
this time. But we will honor our commitment to giving you a free KentuckyGrilled Chicken meal.
Please visit a participating KFC restaurant for a rain check form. Complete theform, attach your original coupon , and give it to the KFC restaurant manageror postmark per the forms instructions, by May 19, 2009, and well send you a
rain check for your free Kentucky Grilled Chicken meal at a later date, plus afree Pepsi with our compliments. Your participating KFC restaurant will provideyou with the form you need.
Please note that the redemption periods of the rain checks will vary. All otherterms and conditions of the original free Kentucky Grilled Chicken coupon will
apply.
Thank you for your understanding,
Roger EatonKFC President
C ti th M C f V l St
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Creating the McCaf Value Stream
Biggest launch since Egg McMuffin
11,000 Restaurants (just U.S.)
$100 MM in launch costs
Cappuccinos, lattes, mochas, iced
lattes and iced mochas, as well ashot and iced Premium Roast brewed
coffees and hot chocolate. AllMcCaf Coffees start with fully-ripened Arabica coffee beans fromCentral and South America andIndonesia. From there, each drink ismade to order with quality
ingredients like flavored syrups,including caramel, hazelnut, vanillaand sugar-free vanilla, richchocolate, frothy steamed milk andwhipped cream.
Process & Value Stream Design
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What impact does paintcolor have on cycle time?
If we localize solenoid production
in Brazil to reduce duties, can weuse the same solder?
How is labor linearity impactedby the features we offer?
Process & Value Stream DesignOften Interact with Product Design
Process & Value Stream Design Should
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Process & Value Stream Design Shouldbe Treated Like a System Design Problem
2000
Mix Form Glaze Fire Pack
AAA CeramicPowder
Mug-O-RamaSalesProduction
Control
P/T = 30 minL/T = 1200min%C&A = 95%
P/T = 1 minL/T = 250 min%C&A = 99%
P/T = 1 minL/T = 250 min%C&A = 65%
P/T = 960 minL/T = 1080min%C&A = 85%
P/T = 1 minL/T = 180 min%C&A = 65%
P/T = 15 minL/T = 600 min%C&A = 95%
P/T = 5 minL/T = 120 min%C&A = 98%
1 Order / DayPhone
2 P.O. / WeekFax
2500 Per day27 Styles
99.7% Defect-free
1 Shipment/ Week
1 Shipment
/ Day
1FIFO
1
1 500 500
Phone
ProductionAuthorization
JobPacket
2Coffee
InIn
I t ti P & V l St D l t
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Sub-System
Mapping theDesign / Process /Customer Space
DefineNarrowing
Criteria
Concept NarrowingAnd Integrating
FinalDefinition &Validation
Concept #1
Concept #2
Concept #3
Concept #4
Concept #1
Concept #2
Concept #3
Concept #4
Sub-SystemA
Sub-SystemB
Customer
Technology
Manufacturing
Cost
QualitySuppliers
#1
#2
#3
#4
#1
#2
#3
# 2 & # 3
# 4
# 1
# 2
FinalConcept
Final
Concept
Choose optimalintersection ofsub-systems
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
Integrating Process & Value Stream Development
Lean Product Development Example #1:
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Lean Product Development Example #1:Toyota Product Development System
1. Establish customer-driven value
2. Front-load design process to explore alternatives
3. Create level development flow
4. Standardization to reduce project outcome variation
5. Chief Engineer / Super Program Manager
6. Balance functional expertise and cross-functional integration
7. Create Towering Technical Competence
8. Integrate suppliers into development process
9. Built-in learning and continuous improvement
10. Culture to support excellence and relentless improvement
11. Adapt technology to fit people and process
12. Align organization through simple, visual communication
13. Tools for standardization and organizational learning
Sources: The Toyota Way, The Toyota Product Development System, Lean Product and Process Development
Lean Product Development Example #2:
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Lean Product Development Example #2:Apple (?!!!)
Controlled concept narrowing
Fast cycles of learning / cadence of review Simultaneously exploring concepts and developing detailed
implementation plans
Concept is selected at the very end of the process
Strategically focused organization
Small, focused teams
Supplier partners
Market experimentation Narrow set of must have features / functions (value focus)
Look and feel
Pulling It All Together
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Pulling It All Together
Organically grow your own lean product development process:
1. Do not copy Toyota or Apple! (but you can learn from them)2. What are your business needs? What problems do you need to solve?
3. Current state: What works well? Problems & gaps?
What are the real root causes? (not the symptoms)
4. Future state vision: What / Who / How / When? Quality measurements?5. Implementation plan:
When does the business need it completed?
Does the organization have enough capacity?
What are reasonable chunks to work on?
What simple experiments will test your future state vision (hypotheses)?
PlanDoCheckAdjust
Honest reflection and improvement
About Us
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Strategy Science Inc. is a global product development, strategic planning, and sales &marketing consulting / training firm.
We are focused on improving your process efficiency and effectiveness.
Our objective is to teach you to become self-sufficient in learning, problem solving, anddriving continuous improvement. We will have achieved that goal when you can maintainyour own desired pace of improvement without us.
We support you with organizational problem analysis, training combined with pilotprojects, and management coaching.
Our work is custom tailored to your specific needs. We work closely with you to jointlyuncover gaps, create solutions, and implement rather than forcing our own set of favoritesolutions.
We are a network of 10 experienced practitioners with extensive knowledge of how tobest implement what we teach.
To learn more, please visit our website: www.strategyscienceinc.com or contact ourpresident, Brent Wahba, at (585) 315-7051 / [email protected]
About Us
http://www.strategyscienceinc.com/mailto:[email protected]:[email protected]://www.strategyscienceinc.com/ -
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Thank You!!!