punching through the barriers in new product development

Punching through the

barriers in new product development

Daniel Aldridge

R&D and Technical Support Manager

Carl Zeiss Microscopy Ltd

Barriers

• Towers of Power.

• Priorities unclear or too

dynamic.

• Slow decision making.

• ….

Visual Management of Priorities

FMEA

Ris

k A

nal

ysis

Visual Management of Skills

EO D

esig

n

PC

B L

ayo

ut

Elec

tro

nic

s D

esig

n

Firm

war

e

Stru

ctu

ral F

EA

CFD

Name 1 Design

Name 2 Design

Name 3 Design

Name 4 Design

Name 5 Physics

Name 6 Physics

Name 7 Physics

Name 8 Physics

Coloured category indicates current

priority for personal development plans

Level 2: Active mentee

Level 1: Potential mentor Level 1: Potential mentee

Level 3: Active mentor

Daily Visual Management

Daily Visual Management

• Ratio of functional to project standups >2:1

• ~45 R&D-hours per week devoted to functional

standups

• Ratio of function to project work is 1:3

• Duplication of tasks on functional and project

boards

• Split resources across multiple projects

• Project managers managing multiple projects

Challenge

• Achieve one daily

standup in R&D.

• Roles of Functional

Managers compared to

Project Managers made

clearer.

• Does not replace other

project meetings.

Visual Project Management

Product Definition

Product Development

Production

1 2 n

Learning cycle

Learning cycle

Learning cycle

Success Assured

Decision Logic

Knowledge Gaps

• Identify the knowledge

gaps.

• Use a process to close

the gaps.

• Make decisions based

on facts and knowledge.

• Knowledge-based PD.

• Visualize facts.

• Rapid development

cycles.

• Simulation.

• Rapid prototyping.

A3 Decision Making

Doc num, rev level, date

A – Outline of decision

and proposed solutions

(A1) What is the decision?

(A2) What is the

background?

(A3) What alternatives are

proposed?

(A4) How to explore the

alternatives?

(A5) Agreement to proceed

B – Overview of data

(B1) Supporting data (trade off curves…)

(B2) Recommended decision

(B3) Fit to market requirements

C – Solution

(C1) Future state

(C2) Impact on product architecture

(C3) Impact on product (safety, cost…)

D – Risk tracking

(D1) Risk tracking (e.g. IP, obsolescence….)

Managing Requirements

• Dedicated Requirements Engineer.

• Elicits information and translates into technical

deliverables.

• Develops acceptance tests for each

requirement.

• Recognized requirements come from multiple

stakeholders, including Production.

3P

• Senior managers on-board - AME Toronto 2013.

• Two green belts trained in October 2014.

• Book club started March 2015.

• First 3P workshops held soon after.

• Major 3P event held June 2015.

Vision for Product Development

Value Stream Mapping

• You can’t fix what you can’t see.

• Visual Management not Visual Information.

• Disciplined decisions based on knowledge.

• Strong leadership.

• Keep it simple.

Takeaways…

Recommended Resources

Thank You!

Please complete the session survey at:

www.ame.org/survey

ThP/51

Punching through the barriers in new product

development

Daniel Aldridge

Carl Zeiss Microscopy Ltd

daniel.aldridge@zeiss.com