punching through the barriers in new product development
TRANSCRIPT
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