Program Agenda

Day One: Introduction of Lean Product Development: - The origins of Lean Product Development and how it supports Lean Manufacturing - Definition of 12 Wastes found in product development - Toyota benchmarking study overview - Lean Product Development Model: Process, People, Tools & Technology Lean Product Development Simulation Round #1 Traditional Product Development In this simulation round, teams of 6 participants will create drawings; build prototype components and final prototypes using a traditional product development process. This round will illustrate the typical wastes found within product development and metrics will be tracked to quantify these wastes. Lean Process Techniques: - Kentou Overview of the Study phase of development at Toyota - Set-Based Concurrent Engineering definition and examples of a convergent method of development (vs. traditional iterative development approach) - Introduction to Queuing Theory key principles of queuing related to development are explored including: effects of batching, system-utilization. - Flexible Capacity strategies are shown to reduce effects of system-utilization. - Problem Solving concept of Genchi Genbutsu (Go and See) and effects of early problem solving on development resource loading is discussed. People Systems: - Organization structures to balance technical competence with strong system integration are discussed. - Developing Towering Technical Competence selection process, technical mentoring, evaluation and career paths are presented - Chief Engineer System role of system integrator, development of integration skills, career path and examples from Toyota are presented. Day Two: Lean Tools and Technology Organizational Learning & Continuous Improvement - Supplier Technology demonstrations How Toyota integrates suppliers new technology into their development process - Engineering Checklists Examples of structuring repositories of knowledge including capture and updating. - Quality Matrix Unique approach to DFMEA at Toyota to identify, classify and resolve potential product risks throughout a development project - Hansei Reflection approach at Toyota and other companies are compared and contrasted. Hansei Exercise: A case study is done by participants to learn the Hansei approach and to reflect on class learnings to date. Lean Tools and Technology Tools for Alignment and Communication

Hoshin: A classic method at Toyota for aligning, deploying and reviewing improvement projects. A3 Reports: A simple 1 page reporting method is presented. Examples of Proposals, Status, Informational and Problem Solving A3s are presented. A3 Exercise: Participants will practice using A3 to resolve an engineering problem. Nemawashi: An informal but important approach to consensus building at Toyota is presented. Obeya: Visual management techniques for PD are discussed. In particular, program management using the Obeya (Big Room) approach used at Toyota along with examples from other companies.

Summary of Lean Product & Process Development System - 13 principles of Lean Product Development are reviewed Day Three: Value Stream Mapping Overview: - Introduction: Overview and Background of VSM is presented. - Adaptation of VSM to apply to product development process - VSM icons traditional and product development-specific are shown. Current State Map: - Mapping building blocks are presented - Current State Map Exercise an engineering example will be worked through in class. The instructor will map one stream with participants and then participants will map a stream. - Current State Analysis a method to analyze PD maps is presented. Participants will learn by going through the classroom example together. Future State Map: - A method to develop PD maps is presented. - The classroom engineering example will be used to illustrate the approach. Implementation: - Implementation strategies for rolling out VSM approach including tips from implementation at companies will be discussed. Day Four: Design for Error Proofed Lean Manufacturing & Assembly - Different Ways of Thinking If Manufacturing is becoming Lean; what changes are needed in our products? Toyota vs. US OEM launch problems Chief Production Engineer / more on Obeya Error Proofing Your Designs - What is error proofing? - What is systematic error proofing in key design stages? Conducting Error Proofing mis-builds Database and Capturing Key Learnings - (Several) Individual and Team-Based Exercises; Application Design for Lean Manufacturing & Assembly

DFx terms defined Impact of Design on Total System Costs Toyota Big Differences: Engineering changes; freeze; cost examples Four additional launch tips with lean manufacturing OEM-Supplier Relations DFA individual and team-based exercises; application Building with Modules Design for Error Proofed Lean Manufacturing & Assembly Checklist and Summary Day Five: Tools for Lean Launch: - Overview of methods to improve product launch phases - Introduction to 3P (Product & Production Preparation) method with examples. - Preparations for Lean Manufacturing: Lean Equipment Design: Selection criteria for lean equipment to support lean manufacturing Staffing and Standard Work: Operator balance and intro to standard work Plan for Every Part: link from bill of material to part launch in plants Lean Material Handling: Product/process design considerations to minimize material handling Lean Product Development Simulation Round #2 Lean Product Development In the second round, the same team of 6 participants will apply the tools and techniques learned throughout the week to the simulation product development process. The goal is to demonstrate the effects of applying the tools using a systems approach. Metrics will be collected again to measure the size of the changes relative to the first round. Leading Lean Product Development: - Summary of 7 Lean Product Development cultural characteristics are presented - Implementation lessons learned are discussed - Implementation rollout approach is presented - Implementation examples from companies on the Lean Product Development journey - Open discussion