Lippd Ontario Pdma 3-30-10

Lean, Integrated
Product & Process Development

Brent Wahba
March 30, 2010
brentwahba@strategyscienceinc.com
www.strategyscienceinc.com
(585) 315-7051
All Rights Reserved Please Do Not Copy Without Permission
Brent Wahba
LIPPD Ontario PDMA 3_30_10.ppt
Page 1
Summary
If only we could
develop better,
easier to make
products in half
the timewith
much less stress!!!
I can help you,

but you will
have to LEARN
to THINK & ACT
DIFFERENTLY!
Brent Wahba
Oh thank you
Lean Product
Development
Consulting Man!
Youve saved
the day AGAIN!!!
Page 2
Why Focus on Product Development?
< 20% Of new

products achieve
their commercial
objectives
Only 1 in 3,000
ideas becomes
a commercial
success
Brent Wahba
Page 3

Time to Market
1 month delay = 10% gross profit loss (average) (Sopheon)
Units, Revenue, or Profit
12 Month delay = 50% revenue loss in slow markets, 90% in fast markets (IBS)
Optimal
Entry
Late
Entry
Total Units, Revenue, or Profit
Introduction
Growth
Maturity
Brent Wahba
Decline
Time
Page 4
Are We Working on the Wrong End?

Accounting Cost vs. Ability to Change Cost:
80%
70%
Accounting Cost
60%
Ability to Change Cost
50%
40%
30%
20%
10%
0%
Design
Material
Burden
Brent Wahba
Labor
Page 5
What % of your Product Development

time is typically Value-Added?
Brent Wahba
Page 6
Brent Wahba
Page 7
What Would be the Impact of*:

75% Fewer
engineers to
design a car?
Knowing which
5 7 criteria
customers buy
based on?
50% Less
development
lead time,
30% lower total cost,
with 25% fewer
resources?
75% Less
Production
Scrap?
95 % Less
prototype
lead time?
> 75%
Commercial
successes?
*Your results may vary

Brent Wahba
Page 8
Albert Einstein, Lean Thinker:
You cant solve todays

problems at the same level
of thinking you were at when
you created them.
Brent Wahba
Page 9
Definition: Value Streams

2500 Per day
27 Styles
99.7% Defect-free
Acme Mug Company

AAA Ceramic
Powder
2 P.O. / Week
Fax
1 Order / Day
Phone
Sales
Production
Control
1 Shipment
/ Week
In
2
Coffee
Job
Packet
Production
Authorization
P/T = 15 min
L/T = 600 min
%C&A = 95%
In
1
FIFO
P/T = 5 min
L/T = 120 min
%C&A = 98%
Mug-O-Rama
1 Shipment
/ Day
Phone
Mix
I
1
Form
I
500
Glaze
I
500
Fire
I
2000
Pack
I
1
P/T = 30 min
L/T = 1200 min
%C&A = 95%
P/T = 1 min
L/T = 250 min
%C&A = 99%
P/T = 1 min
L/T = 250 min
%C&A = 65%
Brent Wahba
P/T = 960 min

L/T = 1080 min
%C&A = 85%
P/T = 1 min
L/T = 180 min
%C&A = 65%
Page 10
Companies are Really Quite Simple
Customers
Product Development:
Creating Production
Value Streams
Make / Deliver Operations:

Operating Production
Value Streams
Product Development
Make / Deliver Operations
Strategy & Marketing
Sales & Marketing
R&D
Manufacturing
Design
Supply Chain
Supplier Selection
Distribution
Process Development
Service
Value Stream Design
Continuous Improvement
Customers
Tooling Implementation
Test and Validation
Continuous Improvement
Brent Wahba
Page 11
Product Development
Customer Needs
Problems to solve
What customers value
What they will pay for
Voice of the Customer
Organizational Needs
Strategy, growth, profit
Standardized work
Internal requirements
Regulatory requirements
Competitive, profitable,
capable, optimized:
Simple, Standardized,
Efficient, Robust,
Development Process
Brent Wahba
Product Definition,
Service Definition,
Process Definition &
Production Value Streams
Page 12
Lean is Ancientand Often Misunderstood
Scientific Method
Egypt, Socrates, Bacon, Galileo
1600 BC 1600 AD
1st
Ransom Olds
Auto Assembly Line
1901
WWII
Takt Time, TWI
1940s
Venetian Arsenal
Standardization, Quality
1320
Honor Blanc
Interchangeable Parts
1780
Ford, Highland Park Plant

Frederick Taylor
Scientific Management Linked & Paced Assembly
1913
1911
Deming
PDCA, People, Quality
1950s
Eliyahu Goldratt
Constraints, Systems
1984
Brent Wahba
Meat Packing
(Dis)assembly Line
1867
Sakichi Toyoda, Taiiichi Ohno

JIT, Defect Prevention
1920 - 1990
Today
1991
Page 13
Lean
Delivering the most customer value
while consuming the fewest resources
Customer focus
Respect & leverage our people

Constant reuse, learning, problem solving
Efficiency, effectiveness, prosperity
Brent Wahba
Page 14
What is Lean Product Development?

There really is no common definition
Lean
Product
Development
(LPD)
Design
For
Six Sigma
(DFSS)
Project
Management
Systems
Engineering
(SE)
Brent Wahba
Page 15
Potential Lean Product Development Paths

Lean
Manufacturing
/ Design
Factory
Modified
6 Sigma /
Problem
Solving
Toyota
Queuing
Theory /
Flow
Waste
Reduction
Design
Tools
Project
Management
Systems
Engineering
/ Software
Methods
Fake
Lean
Al
Ward
Organic
Growth
Model
Which is best?
What problem(s) are you solving?
Do you want to change process and / or culture?
Brent Wahba
Page 16
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
Brent Wahba
Page 17

Pull systems:
Knowledge, customer-driven milestones

Distributed project management
Visual management
Systems Engineering framework
Explore alternatives
Increase learning
Manage high risk / high reward alternatives
Brent Wahba
Page 18

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
Brent Wahba
Page 19
Organic Growth Model:

Every Organizational Level Has Problems to Solve
P
A Adjust Plan
Check Do
Executives
A P
C D
Strategies
Business Objectives
Financial Performance
C
Learning /
Problem Solving
Cycle
Managers
Teams &
Individuals
A P
C D
A P
C D
A P
C D
Grasp
A P
Cthe
D
Situation
A P
C D
A
C
Goals
Budgets
Operations
P
Schedules
D
Projects
A P
C D
A P
C D
Assignments
Rates
Quality
Standards
Source (modified): Lean Transformations Group, LLC

Brent Wahba
Page 20
Organic Growth Model of Lean Development

P
Grasp
the situation,
Create pull for
change
End
customers
Production
Customer
Business
Needs
Pull
Projects
Reuse
Learn
first
Experiments
Failures
Fast
Learning
Cycles
C
Lean
Product
Development
System
Small
batch
Managing
Prioritized
Work
Overburden
Quality @ source
Visual
Project management process
Product
Design
Process design
Value stream design
Production validation
Production handoff
Preparing
for Lean
Production
Team-owned
Solution
emerges
LPD System from experiments
Value stream mapping
Design &
Continuous A3 Problem solving
Improvement Simple tools
Integration & reflection
Brent Wahba
Page 21
Customer Needs:
Untested Market Hypotheses?
Brent Wahba
Page 22
Brent & Pattys Car-Buying Journey:

Learning and Decision Loops
Past
brand and
dealership
experience
Pattys
car needs
service,
getting
old
News
stories
of great
rebates &
deals
What
models?
Check ads
Online
research,
narrow
consideration
set
Biased
analysis,
car
selected
Consider
image impact
where Patty
works
Test drive,
form / verify
opinions
Investigate
pricing and
discounts
Check
ads, decide
potential
dealers
Compare
dealer
prices,
assess
honesty
Negotiate
deal,
purchase
Pick up
car, quality
items not
fixed
Bad
service /
bad salesman
experience
Bad
service
experience,
complaints
Brent Wahba
Page 23
Linking to the Customer Journey:

Integrating Constant Learning
Customer Journey
(End customers, influencers, channels)
What We
Can Do
Strategic
Planning
Market
Research
Product
Management
Pricing /
Placement /
Promotion
Selling
Service
/ Help
Feedback
Inbound Marketing, Sales, Outbound Marketing, Service

What Customers Need
Basic
R&D
Product /
Value
Specific
Process
Stream
Start-Up Production
R&D
Development Implement
Product Development
Service
/ Help
Feedback
Make / Deliver
Brent Wahba
Page 24
QRD
Market A
Market B
Market C
Us
Competitor X Competitor Y Competitor Z
Attribute 1
2L
Attribute 2
10
20
10
7J
15
20
Attribute 3
Attribute 4
Yes
No
Yes
Attribute 5
Blue
Blue, red
Red
Attribute 6
5 ppm
3 ppm
12 ppm
Local rep.
Regional rep.
Local rep.
Use Visual
management
to highlight
gaps
Attribute 7
Delivery
Service
Attribute 8
etc. etc.
Critical Attributes
Performance
Capturing & Communicating Customer Needs:

Value Proposition Example
Attribute 9
Attribute 10
Attribute 11
Attribute 12
Attribute 13
What are the

significant
attributesChina,
for Korea
China
customer buy
decisions?
All-Asia
Attribute 14
Attribute 15
Foam
Cardboard
Market,
Customer,
Program
Wood
Call out
requirement
used for
comparison
Attribute 16
Brent Wahba
Page 25
And Some Needs are Better Left Un-Served

News in Brief
Fork Manufacturer Introduces Fifth Tine To

Accommodate Growing American Mouthfuls
February 17, 2010 | ISSUE 4607
EVANSVILLE, INIn an effort to keep pace with the rapid growth of American mouthfuls, flatware
manufacturer KitchenMaster announced yesterday the addition of a fifth tine to its line of dinner
forks. "These days, a traditional four-tined fork is just not enough to handle the quantities of food
people shove down their throats," said company spokesman Ken Krimstein, holding up a fork
supporting six separate tortellini, two turkey sausages, and some mashed potatoes. "To stay
relevant 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
25 percent deeper spoons and

3-gallon gravy boats.
would soon be followed by
Source: The Onion

Brent Wahba
Page 26
Lean Product Development System Design:

Value Stream Mapping
Review
Proposal
Customer
Higher level /
less detail than
manufacturing
mapping
Review /
Approve
Quote
Review /
Approve
Design
Create
Planning Strategic
Plan
Marketing
Commercial
Sales
Select
Markets
Product
Engineering
Prototype
Test
Manufacturing
Engineering
Purchasing /
Supply Chain
Manufacturing
Process
Tooling
Buyer
Study
Business
Case
Prepare
Quote
Finance
Design
Trigger
Project
Prospect
Current state:
Customer value,
Quality & rework,
Delays & interruptions,
Knowledge growth,
Biases / assumptions,
Prioritize problems
Study
Design
Design
Concept
Future state:
All customer needs,
Quality at handoffs,
Existing solutions,
Solution experiments
Study
Process
Review
Data
Update
Concept
Study
Process
Review
Data
Update
Concept
Study
Investment
Review
Data
Update
Concept
Build
Concept
Test
Concept
Process
Concept
Study
Supply
Base
Select
Suppliers
Quote
Suppliers
Review
Data
Study
Mfg.
Mfg.
Concept
Study
Mfg.
Cost
Review
Data
Brent Wahba
Page 27
Update
Concept
Fast Learning Cycles
If HP knew what HP knew,

we would be
3 times as profitable.
Lou Platt,
Former CEO,
Hewlett-Packard
Brent Wahba
Page 28
Why Learning First Works

Typical Point-Based Product Development
Concept #1
Perceived
Customer
Requirements
Design
Development
Process
Solution
Selected
Process
Development
Production
Concept #3
Design
Solution
Selected
Concept #4
Rework
Rework
Rework
Rework
Rework
Concept #2
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
Brent Wahba
Page 29
Learning First + Controlled Narrowing

Sub-System
Mapping the
Design / Process /
Customer Space
Define
Narrowing
Criteria
Concept #1
Customer
Concept Narrowing
And Integrating
Final
Definition &
Validation
#1
Technology
Sub-System
A
Concept #2
Concept #3
Manufacturing
Cost
#2
#2&#3
#3
Quality
Concept #4
Suppliers
#4
#4
Concept #1
Customer
#1
#1
#2
#2
Technology
Sub-System
B
Concept #2
Concept #3
Manufacturing
Cost
Choose optimal
intersection of
sub-systems
Suppliers
Final
Concept
#3
Quality
Concept #4
Final
Concept
Brent Wahba
Page 30
Learning First + Controlled Narrowing
Learning Cycle
Concept Narrowing While:

Increasing Knowledge
Increasing Detail & Functionality
Increasing Optimization & Robustness
Increasing Quality / Reducing Risk
Outline
System
Structure
Detailed
Design,
Process,
Value Stream,
Validation
Mapping the
Design / Process /
Customer Space
Learning, Narrowing,
& Integrating
Fast,
Standardized,
No Surprises
Final
Design,
Process, &
Value Stream
in Production
No Rework
Only Production
Continuous
Improvement
Workload Leveled
Brent Wahba
Page 31
Linked Learning Cycles

Leads to More Useful Knowledge
Strategy
Customer
Needs
Internal
& Partner
Capabilities
A P
C D
Product
Development
Process
Brent Wahba
Page 32
Learning Through Failures

Swiss Federal Institute of Technology study of
the causes of catastrophic structural failure:
1) Insufficient knowledge ........................................... 36%
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%
Brent Wahba
Page 33
Product Development
Process Issues
Knowledge
Management
Issues
2) Underestimation of influence ................................. 16%
Managing Work:
Common Project Management Evolution
1. Under-defined, wasteful, inadequate development process
2. Standardized statements of work by organizational function
3. 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?
Brent Wahba
Page 34
Lean Project Management

Projects are the deployment of a strategy
Value Stream Implementation
Product Development
Continuous
Improvement
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?
Brent Wahba
Page 35
Question-Based Lean Project Management

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?
Brent Wahba
Page 36
Integrating Learning Loops

Into Project Management
Customers &
Deliverables
Target
Customers
Strategy
Quote /
Specs
Prototype
1
Quote /
Specs
Prototype
2
Quote /
Specs
Approval
Parts
Production
Parts
What is the
Product?
What is the
Process?
What is the
Value Stream?
Do we Meet
Customers
Requirements?
Do we Meet
Internal
Requirements?
Learning /
Problem
Solving
Brent Wahba
Page 37
Managing Work:
Organizational Capacity vs. Requirements
Market A
Product
3
Market C
Product
1
Market B
2008
2008 1/2
2009
2009 1/2
2010 1/2
2011
2011 1/2
2012
All Good
Product
2
Warning
All Good
Product
4
Value
Stream
1
2010
All Good
Danger!
Value
Stream
2
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
Brent Wahba
Page 38
Visual Project Management Example

Customer
Milestones
Requirements
Defined
Quote
Prototype
Plan:
9/1/05
10/1/05
Actual:
9/1/05
10/1/05
Validation
Production
Design
Start of
Production
Continuous
Improvement
11/1/05
1/15/06
2/1/06
4/1/06
4/15/06
11/1/05
1/15/06
2/1/06
4/1/06
4/15/06
Project 1
Project 2
Plan:
9/1/05
10/1/05
11/1/05
1/15/06
3/1/06
4/1/06
4/15/06
Actual:
9/1/05
11/1/05
12/1/05
2/15/06
3/15/06
4/15/06
5/1/06
Plan:
9/1/05
10/1/05
11/1/05
1/15/06
3/1/06
4/1/06
4/15/06
Actual:
9/1/05
11/1/05
12/1/05
1/15/06
2/1/06
4/1/06
4/15/06
Project 3
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 on
items that are on-track
Brent Wahba
Page 39
Project Kanban Example

Current
1
Week
8
10
11
12
13
14
15
16
17
18
Design
Test
Process
Purchasing
Finance
Manufacturing
Customer
Deliverable
Team
Deliverable
Brent Wahba
Deliverable
is Late!
Page 40
19
20
Preparing for Lean Production:

Creating & Validating Production Value Streams
Its not a product

if you cant make
and deliver it.
Brent Wahba
Page 41
2008 BBB Complaints

Category
Rank
# of Complaints
Cell phones & carriers
35,631
Auto dealers new cars
26,723
Auto dealers used cars
12,958
12
11,157
39
4,303
44
4,073
Auto rental & leasing
61
3,075
Auto manufacturers
108
1,749
Business consultants
127
1,407
Puppets & marionettes
590
2,408
Auto repair & service

Auto parts & supplies
Auto warranty companies
Majority of auto
complaints are
value stream /
service related
Zinc oxide
Brent Wahba
Page 42
KFC Value Stream Debacle

We are so sorry, but due to the overwhelming response to our FREE Kentucky
Grilled 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 Kentucky
Grilled Chicken meal.
Please visit a participating KFC restaurant for a rain check form. Complete the
form, attach your original coupon , and give it to the KFC restaurant manager
or 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 a
free Pepsi with our compliments. Your participating KFC restaurant will provide
you with the form you need.
Please note that the redemption periods of the rain checks will vary. All other
terms and conditions of the original free Kentucky Grilled Chicken coupon will
apply.
Thank you for your understanding,

Roger Eaton
KFC President
Brent Wahba
Page 43
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 as
hot and iced Premium Roast brewed
coffees and hot chocolate. All
McCaf Coffees start with fullyripened Arabica coffee beans from
Central and South America and
Indonesia. From there, each drink is
made to order with quality
ingredients like flavored syrups,
including caramel, hazelnut, vanilla
and sugar-free vanilla, rich
chocolate, frothy steamed milk and
whipped cream.
Brent Wahba
Page 44
Process & Value Stream Design

Often Interact with Product Design
What impact does paint

color have on cycle time?
If we localize solenoid production
in Brazil to reduce duties, can we
use the same solder?
How is labor linearity impacted
by the features we offer?
Brent Wahba
Page 45
Process & Value Stream Design Should

be Treated Like a System Design Problem
2500 Per day
27 Styles
99.7% Defect-free
AAA Ceramic
Powder
2 P.O. / Week
Fax
1 Order / Day
Phone
Sales
Production
Control
1 Shipment
/ Week
In
2
Coffee
Job
Packet
Production
Authorization
P/T = 15 min
L/T = 600 min
%C&A = 95%
In
1
FIFO
P/T = 5 min
L/T = 120 min
%C&A = 98%
Mug-O-Rama
1 Shipment
/ Day
Phone
Mix
I
1
Form
I
500
Glaze
I
500
Fire
I
2000
Pack
I
1
P/T = 30 min
L/T = 1200 min
%C&A = 95%
P/T = 1 min
L/T = 250 min
%C&A = 99%
P/T = 1 min
L/T = 250 min
%C&A = 65%
Brent Wahba
P/T = 960 min

L/T = 1080 min
%C&A = 85%
P/T = 1 min
L/T = 180 min
%C&A = 65%
Page 46
Integrating Process & Value Stream Development

Sub-System
Mapping the
Design / Process /
Customer Space
Define
Narrowing
Criteria
Concept #1
Customer
Concept Narrowing
And Integrating
Final
Definition &
Validation
#1
Technology
Sub-System
A
Concept #2
Concept #3
Manufacturing
Cost
#2
#2&#3
#3
Quality
Concept #4
Suppliers
#4
#4
Concept #1
Customer
#1
#1
#2
#2
Technology
Sub-System
B
Concept #2
Concept #3
Manufacturing
Cost
Choose optimal
intersection of
sub-systems
Suppliers
Final
Concept
#3
Quality
Concept #4
Final
Concept
Brent Wahba
Page 47
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
Brent Wahba
Page 48
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
Brent Wahba
Page 49
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)?
Plan Do Check Adjust
Honest reflection and improvement
Brent Wahba
Page 50
About Us
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, and
driving continuous improvement. We will have achieved that goal when you can maintain
your own desired pace of improvement without us.
We support you with organizational problem analysis, training combined with pilot
projects, and management coaching.
Our work is custom tailored to your specific needs. We work closely with you to jointly
uncover gaps, create solutions, and implement rather than forcing our own set of favorite
solutions.
We are a network of 10 experienced practitioners with extensive knowledge of how to
best implement what we teach.
To learn more, please visit our website: www.strategyscienceinc.com or contact our
president, Brent Wahba, at (585) 315-7051 / brentwahba@strategyscienceinc.com
Brent Wahba
Page 51
Thank You!!!
Brent Wahba
Page 52

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