lean development, ján majoroš
TRANSCRIPT
Lean
„Speed in a complex environment“ Lean @ PTJan Majoros
26.05.2011
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.2
::Agenda
Lean_Thinking()
Lean_Principles()
Lean_Tools()
Lean_Organization()
Lean_@_PT()
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.3
::Lean Thinking
It is not enough anymore to work well around a conference table or in the laboratory; it is not enough to know how to build internal consensus and effective team decision making; it is not even enough to work well as a
cross-functional team on concurrent engineering or horizontal processes.
Unless you know how to manage within and across the new organization, you
lose. The only way to survive is to manage the external environment.
* Ancona, D., Kochan, T., Scully, M., van Maanen, S., Westney, D., 2009. Managing for the Future, South-Western
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.4
::Lean Thinking / Production / Manufacturing / Development
Lean name is given by MIT researches to describe system also known as Toyota Production System
Toyota credo: “Good Thinking, Good Products” “Quality and Efficiency”
Two pillars: Continuous Improvement and Respect for People
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.5
::Lean Principles
Management applies and teaches lean thinking, and bases decisions on this long-term philosophy.
Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safety
Respect for People
- don’t trouble your ‘customer’
- ‘developer peole, then build products’
- no wasteful work
- teams & individuals evolve their own practices and improvements
- build partners with stable relationships, trust, and coaching in lean thinking
- develop teams
Continuous Improvement
- Go See
- Kaizen- spread knowledge- small, relentless- retrospectives- 5 Whys- Eyes for waste
- perfection challenge
- work toward flow
Product Development
- long-term great engineers- mentoring from manager-engineer-teacher- cadence- cross-functional- team room + visual management- entrepreneurial chief engineer/product manager- set-based concurrent development- create more knowledge
14 Principles
long-term, flow, pull, less, variability & overburden, Stop & Fix, master norms, simple visual management, good technology, leader-teacher from within, develop exceptional people , help partners be lean, Go See, consensus, reflection & kaizen
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.6
::Lean Tools
Value Stream Mapping
Technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer
Current state / Future state
Eliminating waste
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.7
::Lean Tools
Go See
For managers ‘go see with their own eyes”
“See the whole”
Managers as teachers
Mentality: "Let's stop and understand the root causes of problems.“
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.8
::Lean Tools
Kaizen
Managers and workers
Personal attitude and practices
"My work is to do my work and to improve my work“
Small, incremental, relentless change of anything
Plan-Do-Check-Act (PDCA)
Shu Ha Ri
Retrospectives
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.9
::Lean Organization / Paradigm Shift
Line Manager Leader/Teacher
Project Manager
Architect
Developer SM, PO, Team Member
Tester
QA QMiP
CM CMiP
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.10
::Lean Organization / Lean Implementation example
Management agree and discuss their lean vision
Management brainstorm to identify project leader and set objectives
Communicate plan and vision to the workforce
Ask for volunteers to form the Lean Implementation team
Train the Implementation Team in the lean tools
Select a Pilot Project to implement
Run the pilot for 2–3 months - evaluate, review and learn from mistakes
Roll out pilot to other factory areas
Evaluate results, encourage feedback
Stabilize the positive results by teaching supervisors
Once satisfied with a habitual program, consider introducing the next lean tool
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.11
::Lean Organization / Lean Implementation roadmap
Pricing&
Update manufacturing
process
Marketing&
Production
Customer doc&
Performance test
Analysis&
Customer test
Implementunit test
Expand
2 year improvement goal
6 year goal
Current Definition of
Done
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.12
::Lean @ PT „Speed in a complex environment“
Particle Therapy New Domain HW and SW development Facility construction, integration Young organization ~ 400 people
High number of: Subsystems Suppliers
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.13
::Lean @ PT / Basic Principles
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.14
::Lean @ PT / Visualization
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.15
::Lean @ PT / Visualization
02.10.11 SIEMENS PSE SK Siemens Program and System Engineering s.r.o.16
::Lean @ PT / Program approach
Thank you for your attention!