Post on 13-Jan-2015
description
engineering excellence Copyright James Morgan, 2013
Lean Product Process Development and the pursuit of enterprise excellence
Discussion Workshop
James Morgan
jmor990@aol.com
engineering excellence Copyright James Morgan, 2013
Incredibly complex, hypercompetitive, highly technical, environment of automotive product development
Extreme global competition
Significant investment
Increased customer expectations and product complexity
Product globalization and market micro-segmentation
Contribute to manufacturing competitiveness – across the enterprise and around the world
Product development capability core competency and critical competitive advantage
Body Exterior, Safety and SBU Engineering
engineering excellence Copyright James Morgan, 2013
Mutually supportive & aligned elements
people
process tools
lean product/process
development system
Socio-Technical Systems Model Of Lean Product / Process Development
engineering excellence Copyright James Morgan, 2013
Complex Systems
Elements do not exist in isolation Systems have behaviors that are not exhibited in any single element. These behaviors are the product of interaction between elements.
Emergent (Desirable / Undesirable) Designed
Critical to think holistically in complex systems analysis & design
Design to obtain & suppress undesirable behaviors. Maximize robustness & sustainability of desirable behaviors.
engineering excellence Copyright James Morgan, 2013
The best people create the best products So we develop people & products simultaneously
people
process tools
lean product/process
development system
engineering excellence Copyright James Morgan, 2013
The best people create the best products So we develop people & products simultaneously
people
process tools
lean product/process
development system
PEOPLE
Developing Mastery (Towering Technical Competence) Leadership in LPPD Systems Organizing For LPPD Culture Organizational Learning
“When you pay attention to the data, you can make a decision. When you pay attention to the people, you can make a
difference.”
engineering excellence Copyright James Morgan, 2013
Developing Skilled People - Mastery
How do you transform A brand new college graduate
into a Technically Mature, Highly Skilled and Efficient Employee?
E = MC2
engineering excellence Copyright James Morgan, 2013
Develop Towering Technical Competence in All Engineers
Hire: Japan classes of 200-300 from Kyoto or Tokyo University Body and Structures Engineering
2 Ph.D. 198 M.S. 100 B.S.
Production Engineering B.S. now required for all positions
Tool and Die Associates degree or trade school
Significant hiring rigor 1.1% hired of those applying for engineering (Kramp). Must start right to make a major investment (18,700 applied – 220 hired)
Toyota Hiring Process – Selection
engineering excellence Copyright James Morgan, 2013
Develop Towering Technical Competence in All Engineers
Toyota “T” ⊥ TOWERING TECHNICAL COMPETENCY Body and Structures
One month general training 3-4 months in assembly plant 2-3 months in dealership Series of interviews and evaluations before engineering area selection 4-8 months “freshman project” (Mentor assigned) 2 years intensive OJT in specialty Engineers do own CAD work
Minimum 3 years to first grade body engineer
Serious performance evaluations 3 times per year (new bonus system) Equal emphasis on process or results Specialize by component At least 8 years to create a good door engineer At least 10-12 years to make staff leader Working engineers “protected” from meetings (20 mins beginning of shift)
Toyota Career Path – Body and Structures
engineering excellence Copyright James Morgan, 2013
Develop Towering Technical Competence in All Engineers
Honor technical excellence and value creation @ Ford Developing engineers as a priority
TMM ITDP Mentoring & targeted assignments Design reviews Technical mastery
Strong functional organizations Foster deep technical knowledge – going deep Provide an infrastructure for learning & continuous improvement Organize around the value stream Create a true competitive advantage
engineering excellence Copyright James Morgan, 2013
Technical Maturity Model @Ford
Technical Maturity Models (TMM) around Critical Functions
Skills required for Every Phase of PD mapped to key Functions Mixture of Industry/Specialized Training/On-Job Experiences Defined to meet requirements of “Novice”, “User”, “Expert” System must teach Employees what they do not learn in school. “Body Structures 101” Mentoring role of Functional leaders Global alignment on skills requirements
engineering excellence Copyright James Morgan, 2013
Design Reviews
For developing great products and great people
Cross-functional and escalation mechanisms
Rigorous, candid…and challenging
Prep work for review critical for learning
Critical questions…Did you consider?…..How did you arrive at that?...What’s the data say?.....Have you thought of?....What are your benchmarks?.....How does it impact your customer?
Scientific Method: Go and see, develop a hypothesis, execute tests, analyze, action plan
Bring it back to foundation documents - document
Global and cross-functional alignment
engineering excellence Copyright James Morgan, 2013
Some thoughts on Product Development Leadership
Technical depth and strong process knowledge (tough to lead what you don’t understand)
Passion for the product and vision for the team
Communicating “Context”
Passion for your team (right fit, develop, challenge, hug, )
Humility (comes from actually making stuff) and curiosity (especially with larger scope)
Sufficient band width, ability to focus and communication skills
Courage, “heart” and Candor (team integrity and trust)
Energy and drive to keep stretching the team and moving the product forward
engineering excellence Copyright James Morgan, 2013
Chief Engineer to Lead Development From Start to Finish
OVERVIEW OF THE CE (A special kind of leader) The Chief Engineer system is fundamental to the Toyota PD system and
any effective product development system. But difficult to develop. Chief Engineers are groomed as super engineers and superb leaders.
Deep foundation, strategic assignments and assistant C.E. Chief Engineers have responsibility without commensurate “authority”. Chief Engineers must work through people to be successful. Drive for results. Very strong personalities. Unreasonable and demanding
– but focused. Chief Engineers represent the voice of the customer and must use intuition
as well as technical understanding. Chief Engineers success depend on success of the vehicle, win and you
get to play again. The success of the chief engineers depends on all the other P.D. systems
and functional organizations.
Original Source: Optiprise
engineering excellence Copyright James Morgan, 2013
Role of Chief Engineer at Toyota
Original Source: Optiprise
engineering excellence Copyright James Morgan, 2013
Assistant CEs
All engineers (not a cross-functional team)
Assistant integrators: typically two sets of responsibilities Subsystem – interface with functional group Overall vehicle – e.g. vehicle weight, vehicle cost, prototype build
Head workgroups to hammer out critical cross-functional issues
e.g. engine compartment packaging, NVH
Complement the skills, expertise of CE
Rotated within project for broad exposure
Original Source: Optiprise (From Allen Ward)
engineering excellence Copyright James Morgan, 2013
ORGANIZATION Toyota Technical Centers
Center Head Chief Engineer Functional Manager
Com
pone
nt a
nd s
yste
m d
evel
opm
ent
Center I
Center II
Center III
Adapted from: Cusumano and Nobeoka, Thinking Beyond Lean, 1998
engineering excellence Copyright James Morgan, 2013
Toyota Engineering Organization
Body and Structures Engineering General Manager
Exterior Manager
Interior Manager
Kino Manager
Trim Manager
Electrical Manager
Frt End Structure BIW Closures Underbody
CAMRY Staff Leader
2 Frt End
2 BIW
2 Closures
2 Underbody
AVALON Staff Leader
1 Frt End
2 BIW
2 Closures
1 Underbody
Chief Engineer AVALON
Chief Engineer CAMRY
Front End MDT
BIW MDT
Closures MDT
Underbody MDT SI
MU
LTA
NEO
US
ENG
INEE
RIN
G
8 to 10 team members per group
TOYOTA TECHNICAL CENTER
Organize to balance functional expertise and cross-functional integration
engineering excellence Copyright James Morgan, 2013
Ford Functional Matrix Organization GLOBAL BODY EXTERIOR, SAFETY & STAMPING ENGINEERING
Create a high performance global team to deliver great global products. Organize around the value stream.
Jim Morgan Director Global Body Exteriors
& SBU Engineering
North America Europe FAPA FSA
Body Structures
Exterior Systems
Stamping Program Mgt
Stamping
Business Office
Safety
Glo
bal F
unct
iona
l Ski
ll Te
ams
Craftsmanship
TDM
engineering excellence Copyright James Morgan, 2013
Include The Extended Enterprise “Fully integrate suppliers into the system”
engineering excellence Copyright James Morgan, 2013
Fully Integrate Suppliers Into the PD System
Ford Matched Pair Process “Matched pairs” at Director, Chief & Manager levels in Engineering & Purchasing Speak with one voice of Ford Motor Company Align processes, tools & objectives Deliver “physicals” based savings & maximize customer value Increase understanding & effectiveness Improved quality & speed decision making “Aligned Business Framework” for most large suppliers
Align Engineering & Purchasing to strengthen supplier partnerships
engineering excellence Copyright James Morgan, 2013
Creative Supplier Strategies Fully integrated TDM into Body Exterior, Safety & SBU Engineering – but maintain unique character & nimbleness
Reduce prototype lead time from 20wks to 12wks and significantly improved on-time delivery through alignment
Added global prototype responsibilities for both I/S & O/S sheet metal to coordinate the full system
Added M1 prototype & bridge parts engineering responsibilities to increase learning – seamless integrations with engineering
Vehicle modification centers (police cars)
Going global…
We went from “Get rid of them” to “What would we do without them” Leverage creative organizational strategies to deliver greater value
engineering excellence Copyright James Morgan, 2013
Supplier development: APA example… another different approach
In the APA region, we started with two people, six shops, and 12 parts in 2006 (10 days, 4 countries, 28 shops) Completed the delivery of over 750 parts since 2006 Developed 32 die shops in China, Taiwan, & Korea since 2006 to support on-going sourcing on all programs for all regions. Have developed shops capable of delivering dies from simple structural parts to bodysides. Developed 5 casting foundry shops, 6 die standard component shops and 3 material treatment shops to support die shop delivery. Established and grew Ford local die engineering expertise to support programs. Quality & delivery equal to or better than traditional sources Added stamping checking fixtures to strategy. Internal technical competency is critical
Strong focus on active in region supplier development
engineering excellence Copyright James Morgan, 2013
Build In Learning & Continuous Improvement
“The ability to learn faster than your competitors may be the only truly sustainable
competitive advantage.”
- De Geus (1988)
engineering excellence Copyright James Morgan, 2013
Two Types of Knowledge
Explicit Knowledge or Information
Tacit Knowledge or Know-How
Easily codified
Transfer without significant loss of integrity
Facts, axiomatic propositions and symbols
Complex and “sticky’
Difficult to transfer
Requires “dense ties” between participants
Long period of time
Most sustainable competitive advantage
engineering excellence Copyright James Morgan, 2013
Organizational Learning
Develop tacit “know how” knowledge through: Hansei events
Structured mentoring
Learning focused problem solving
On the job training strategies
Strategic and aligned training
Genchi Genbutsu
engineering excellence Copyright James Morgan, 2013
Deeper Meaning Of Hansei
1. Rooted in Japanese culture 2. Learn growing up (“Do the hansei”) 3. A mental outlook – a mindset:
“Without hansei it is impossible to have kaizen. In Japanese hansei, when you do something wrong, at first you must feel really, really sad. Then you must create a future plan to solve that problem and you must sincerely believe you will never make this type of mistake again.”
- George Yamashina, President, Toyota Technical Center
“Only Toyota would have a structured approach to continuous worrying.” - Jim Womack
Original Source: Optiprise
engineering excellence Copyright James Morgan, 2013
Three Types of Hansei
Post-Mortem Reflection: Program summary learning event. Major Program Event Reflection: Held at critical program milestones to reflect on program status and learning opportunities close to actual event. Personal Reflection: Typically assigned by supervisor – written response required.
engineering excellence Copyright James Morgan, 2013
Learning At The “GEMBA” “Go and See” what is really happening – grasp the situation for yourself Ask questions – deep understanding for all Show Respect Coach and set clear expectations Come back and do it again - CADENCE
engineering excellence Copyright James Morgan, 2013
The Product Development Learning Network
Supplier technology demonstrations
Competitor tear down analysis (mono-sukuri)
Foundation document checklists, matrices
System of standards
Program manager conferences
Resident Engineers
Learning focused problem solving and A3 reports
engineering excellence Copyright James Morgan, 2013
PDVSM
eeaq t
uuCCCT
−
+=
12
22
REDUCE VARIABILITY
0 100% Capacity
Lead Time
L = λω
CAPACITY UTILIZATION
STANDARD PROCESS & ARCHITECTURE
people
process tools
lean product/process
development system PERFECT DRAWING PLAN
STANDARDIZATION
engineering excellence Copyright James Morgan, 2013
people
process tools
lean product/process
development system
PDVSM
eeaq t
uuCCCT
−
+=
12
22
REDUCE VARIABILITY
0 100% Capacity
Lead Time
L = λω
CAPACITY UTILIZATION
STANDARD PROCESS & ARCHITECTURE
PERFECT DRAWING PLAN
STANDARDIZATION
PROCESS
Study/KENTOU (Front Loaded process to create the right product)
Product immersion Chief engineer concept paper Set-based collaboration
EXECUTION (to deliver the product right) Capacity/Capability Enabling process logic Create Flow/Synchronize cross functionally Compatibility before completion/minimum feasible maturity System of standards (fixed and flexible / C.I.)
RUNNING THE BUSINESS BPR process Cadence Obeya system
engineering excellence Copyright James Morgan, 2013
Product Development as a Process
P/D system must deal with multiple projects simultaneously
Even though many of the specific challenges are unique, much of the work, tasks, and sequences of tasks are common across projects
P/D system can be viewed as a knowledge work “job shop” with multiple work centers and an integrated network of queues
Adapted process management tools and principles can exploit those similarities by reducing variability without destroying creativity
engineering excellence Copyright James Morgan, 2013
Product Development as a Process
P/D is inherently highly variable
Tends to work in batches
Lots of expediting
Many capacity mismatches
Ever expanding engineering work
Create tremendous system congestion, queues and long lead times
engineering excellence Copyright James Morgan, 2013
Immersion – Getting the “right” Product Understanding Your Product’s Unique Value Potential
Sienna Rav 4 Lexus
engineering excellence Copyright James Morgan, 2013
Immersion: Customer Defined Value Understanding and aligning around the “right product” Toyota Chief Engineer – Voice of the Customer
Deep understanding of customer defined value & unique value potential of your product and context/environment Concept paper:
Vision for what the product must be 12-15 pages in length Quantitative & qualitative Operationalizes customer desires & the CE vision Use “catchball” process for aligning product goals
Voice of the customer throughout PD process Establish clear aligned objectives for attribute requirements Integrate individual attributes into a single great product Experience, technical depth and drive to deliver Ownership, accountability, and alignment across the enterprise
engineering excellence Copyright James Morgan, 2013
Cross-Functional Plan To Deliver In Study Phase
Prior to clay freeze (open multiple clay models)
Cross functional teams align with program on what and how
Align on trade offs
Analyze data and set specific measurable goals and clear DRI
Hundreds of study drawings generated
Set based concurrent engineering
Design in countermeasures (based on pre-program analysis)
Guided by checklists and standards
Cross-functional innovation
PRODUCTION ENGINEERING
PRODUCT ENGINEERING
PRODUCTION
EXTERIOR DESIGN PROGRAM
engineering excellence Copyright James Morgan, 2013
Front Loaded Study/Kentou – tools and methods to increase understanding, alignment and create the right product
Create mechanisms to align the enterprise around delivering value to the customer
Mono-sukuri – Brings enterprise together to deliver value to the customer Kama-kuri – teardown link to attributes
“Set Based” Approaches Utilize mechanisms to examine multiple designs/solution sets
engineering excellence Copyright James Morgan, 2013
Build In Critical Metrics & Make Quality Visible
Body Engineering Efficiency Health Charts
engineering excellence Copyright James Morgan, 2013
Set-Based Concurrent Engineering
“Generating multiple potential solutions to a design or engineering challenge and working through a convergence process to arrive at the best possible solution”
- Al Ward
engineering excellence Copyright James Morgan, 2013
Two Models of Design
Synthesize Analyze
Modify
ITERATIVE MODEL
CONVERGENT MODEL
engineering excellence Copyright James Morgan, 2013
Creating Process Flow In Execution Phase Capacity/Capability
Linked Create flexibility Dynamic Capability study
Enabling Process Logic Clear quality of event criteria Scalable Synchronize cross-functionally Built in C.I. mechanism
Create Flow CbC (Compatibility before Completion) MFM (Minimum Feasible Maturity) Virtual / Physical
Standardization
Detailed Scheduling / Execution Discipline Block timing = “traveling hopefully”
engineering excellence Copyright James Morgan, 2013
Create Flexible Capacity
engineering excellence Copyright James Morgan, 2013
Develop A Plan For Every Part
• Commodity Specific Development Timing • Defines Engineering Needs and Deliverables By
Milestone To Enable Success – Clear Quality of Event Criteria
• Highlights Any Disconnects Between Program Timing, and Commodity Timing
• Consistent Program to Program • Template for Engineers
PDP Overview – “Recipe for Success” Program level logic
• Enable platform/tophat development strategy
• Scalable • Clear quality of event criteria • Cross functionally synchronized
POWERTRAIN DEVELOPMENT
BUSINESS CASE
P/T CONCEPT POWERTRAIN MANUFACTURING READINESS
VEHICLE CONCEPT
(BRAND ALIGNMENT)
BUSINESS CASE
STYLING CONCEPTS
ENG. CONCEPTS TGT. ALIGNMENT SYS. SELECTION
UNDERBODY DEVELOPMENT
VEH. PLATFORM VERIFICATION
STYLING REFINEMEN
T UPPERBODY (TOPHAT)
DEVELOPMENT
TOOLING CONSTRUCTION
ASSY PLANT LAUNCH
TOOLING READINES
S
VEH. BODY SYSTEM VERIFICATION
engineering excellence Copyright James Morgan, 2013
Compatibility Before Development Completion Focus on Component Completeness Drives High Levels of Rework
Compatibility Should be a subset of completeness, virtual (CAD/CAD) checks done prior to CAD freeze for robust CAE. Includes spatial interfaces
Completeness Engineering thoroughness of given design including design analysis for failure mode avoidance and verification
CONCLUSION LPPD synchronizes the processes of compatibility and completeness minimizing rework, lead time and workload Understanding MFM level is critical
Lean PPD Process
Traditional
Release Point
Part Detail
Verify Attributes
Resolve Package
Identify Parts
Program Start
Synchronization Sequencing value-added work to eliminate rework loops
engineering excellence Copyright James Morgan, 2013
Digital Pre-Assembly
Engineering Compatibility
DPA 0 DPA 1
• Clearances • Positional correctness
• Interface
DPA 2
• Design Concept • Fits • Operation Grains / Gloss
DPA 3
• VSA Focus studies agreed by Design, Program & VO
DPA 4
• Removal • Access • Adjustment • Damageability
DPA 5
• Formability • Assembly Process
• Ergonomics • Process Control
DPA 6
• Ingress/Egress • Reach • Vision • Accessibility • Spacial Relationships
engineering excellence Copyright James Morgan, 2013
Functional Build
Die costs are largest single fraction of body development costs.
Over 20% of die cost is in re-working of dies often exceeding $20 million (Hancock and Hearst)
Much of that cost is to achieve nominal dimensions and 10% - 20% of component dimensional issues account for 80%-90% of the rework costs (Harnett, Wahl, Baron)
As launch approaches, tolerances are “negotiated” and many components shipped out of spec
engineering excellence Copyright James Morgan, 2013
Functional Build – System Focused Optimization
A F/B is an ongoing series of engineering build events that replicate production processes relative to the part assembly datums and locators used at each geometry station in order to identify system compatibility issues early in the process
Purpose of the F/B Event is to optimize the nominal values and tolerances of the Body in White during the stamping tooling development
The intent is to achieve the Body in White requirements while simultaneously driving down the time & cost required for die tryout
These builds will not only validate product design but also validate the assembly process, locators, and geo welds
The team will diagnose and determine root cause to resolve and design, quality or process issues via DCIS sheets
engineering excellence Copyright James Morgan, 2013
Basic D&R Engineer Development Management Tools Synchronization
Design Development Chart (Perfect Drawing Plan)
Compatibility
DPA Checklist
Completeness
Verification Matrix
engineering excellence Copyright James Morgan, 2013
Global Standards
Process Driven Product Design (PDPD) Standard Architecture
Perfect Drawing Plan (PDP)
“Today's standardization is the necessary foundation on which tomorrow's improvements will be based… the best you know today… to be improved tomorrow. But if you think of standards as confining, then progress stops” - Henry Ford
Global Standard Press Equipment
Leverage Standards
Efficient Design Level
Best Practices Quality History Launch Lessons Learned
Quality Foundation Documents Hood Design Rules
Global BOP/BOD PDPD MDS
Best Practices Quality/Reliability Cost Benchmarking
Benchmark CBP TVM
Cost Material Utilization Extrusion Strategy SCT Strategy AEDL
Inputs
SDS Attribute Performance ES DPA VVT
Program Specific Attributes PAL Strategy Benchmarking Best Practices
Inpu
ts
Engineered Template
Quality Cost
Function MFG
50o
Φ
65o
Adult Head
Child Head
Upper leg
Lower leg
50o
Φ
65o
Adult Head
Child Head
Upper leg
Lower leg
OR
Upper Leg max 6p
Lower Leg max 6p
Child Head max 12p
Adult Head max 12p
50o
Φ
65o
Adult Head
Child Head
Upper leg
Lower leg
50o
Φ
65o
Adult Head
Child Head
Upper leg
Lower leg
OR
Upper Leg max 6p
Lower Leg max 6p
Child Head max 12p
Adult Head max 12p
Pedestrian Protection
Stamping FEA
Consistent Process & Design Yields Predictable Results
MUD – Optimization
Common Assembly Equipment
CAE Hood Bending Results
New Failur
e Mode
1. Hood Inner Asy from Station 10
4. Hood Palm Dimpler (Optional)
3. Hood Strut or Grille Reinf Rh / Lh (Optional)
2. Hood Hinge Reinf Rh
Current Margin 4.0 mm BIC Margin 3.0 mm
Hood Assembly – Standard BoD/BoP
engineering excellence Copyright James Morgan, 2013
Standards Taxonomy
CAE Templates • Correlation to Testing • Template/Simplify Analysis
- Functional Checklist
Foundation Documents • SDS • MDS • DFMEA • Health Chart • PDP
GAP Architecture • Hood • Roof • Doors • BOD/BOP…
Design Rules (“Hows”) • “Engineering Cookbook” • Draft Angles • Beam Depth • Craftsmanship • PDPD
Parameters/Design Spec • Parameter Sheets • Target Management Tool
Lessons Learned
Engineered CAD Templates • Catia Templates • Assoc. Design • Checklist and Health Charts
1 Std Architecture
1 Global BOD/BOP
50 SDS 30 MDS 1 DFMEA
80 Design Rules
30 Parameter Sheets
2 CATIA
1 CAE
Hood Standard Architecture
engineering excellence Copyright James Morgan, 2013
Enabling Standards & Innovation Enabling standards and strong foundational knowledge allow innovation in complex systems A challenging environment Skilled, creative, motivated people working collaboratively. An enabling process. And drive – often stressful Effective design reviews Response to complex and conflicting market/regulatory demands (“mother of invention”). Front end challenge: design leadership/pedpro/LSD/crash/aero & CO2 emissions “Adjacent innovation” to change an industry…
Scallop Blanks Prog Die vs. In-Die Automation Magnesium Liftgate
Hydroforming Hydro-Forming Process: 1. Rolled tube 2. Pre-bend part to approximate configuration 3. Pre-crush the bent tube with an internal
pressure in the tube of approximately 1000 psi to control the deformed shape
4. Pressurize tube to achieve final geometry 5. Final Trim and Pierce
1,000 psi
10,000 psi
PSH Process
Laser Welding
BIW Topology Optimization
engineering excellence Copyright James Morgan, 2013
Detailed Schedule (Fundoshi)
engineering excellence Copyright James Morgan, 2013
Running The Development Business
Enterprise alignment on objectives and priorities through BPR Process
Provide context
The power of cadence – critical elements with discipline
Short management cycles and unambiguous, timely decisions
Clear direction and accountability (DRI)
Simple visual tools and vital few critical metrics OBEYA system
“Gentchi-Genbutsu”
Stretch
engineering excellence Copyright James Morgan, 2013
Running The Business
Tools To Align and Stretch Your Team A3 / Business Planning Process
Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting
STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE
B.P.R. METRICS
engineering excellence Copyright James Morgan, 2013
Running The Business Obeya System for Continuous Improvement & Transparency
GPDS Creation / Organizational Process Improvement / Running The Business
engineering excellence Copyright James Morgan, 2013
Tools That Enable People & Processes
people
process tools
lean product/process
development system
engineering excellence Copyright James Morgan, 2013
people
process tools
lean product/process
development system
Tools That Enable People & Processes
TOOLS and TECHNOLOGY
Adapt Powerful Technology to Fit Your People and Process to Fully Leverage Their Capabilities. Create a Seamless Digital Value Stream Align Your Organization Through Simple, Visual Communication Use Powerful Tools to Support a System of Standardization
engineering excellence Copyright James Morgan, 2013
“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.
The second is that automation applied to an inefficient operation will magnify the inefficiency”
- Bill Gates
engineering excellence Copyright James Morgan, 2013
Adapt Technology to Fit Your People and Processes
Integrate technology seamlessly into existing technologies and PD system before using it
Use technology to support lead development processes – not vice versa
Technology should enhance people, not replace them
Do not look for silver bullets to enhance your PD performance – there are no short cuts
“Right Sized” not “Super Sized”
engineering excellence Copyright James Morgan, 2013
The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy
“Communicating digitally” across the value stream and around the globe
Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability
Stage 3 : Parameter Sheet
200 AL - Parameters
Nom Tol (+/-) Max Min Nom Tol (+/-) Max Min
A BDY SD OTR 27846 MATL THK mm 0.79 0.84 0.70 Dent & Ding: BY#### 0.75 200al bs_test_1 length
B A PLR REINF 513A12 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_2 length
C A PLR INR 202A66 MATL THK mm 1.89 1.47 Safety: 1.40 200al bs_test_3 length
E Standard Design Gap mm 3.0 E Coat Drainage Squeak & Rattle 200al bs_test_5 length
F A Line Offset mm 1.5 0.0 Dynamic Seal 200al bs_test_6 length
G Tangent Offset (from radii on flange) mm 3.0 200al bs_test_7 length
H A66 - AB WELD FLAT mm 13.4 18.1 14.5 14.6 16.0 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_8 length
J A66 - ANGLE OFF AB FLANGE deg 99.6 123.8 112.3 93.0 124.5 200al bs_test_9 length
K A66 - FIRST SWEEP OFF AB THEO LENGTH mm 11.9 18.3 21.0 13.6 6.5 200al bs_test_10 length
L A66 - INSIDE SURF FLAT LENGTH mm 15.6 N/A N/A 12.9 12.2 200al bs_test_11 length
M A66 - W/S WELD FLAT mm 15.4 18.9 14.5 13.3 16.8 12.2 Welding: ES-4G13-1N261-AC 200al bs_test_12 length
N A66 - ANGLE OFF W/S FLANGE deg 82.6 99.5 91.3 93.0 78.0 200al bs_test_13 length
Where Used
Program Specific Engineering Target
Uni
ts Baseline Engineering Guideline
S197
C17
0
D38
5
Description UnitsDim Engineering Requirement 2
Engineering Requirement 1 Parameter ID
D21
9/D
258
CD
338
U38
7/38
8
CAD/Engineering Templates
Studio Stamping Feasibility
Analytical Prototypes
Virtual Crash Simulation
Virtual Manufacturing
Shop Floor Die Design Viewing, Measurement, &
Markup
Lighting Simulation
From Beginning… to End VIRTUAL ENGINEERING DIGITAL SHOP FLOOR
Digital Design Verification
engineering excellence Copyright James Morgan, 2013
“Communicating digitally” across the value stream and around the globe
Common language from studio to shop floor Eliminate data conversion steps, errors & other waste Same data globally Enabler for global PD strategy and re-usability
The Digital Value Stream Leverage Digital Technologies For Speed & Accuracy
Detailed Die Build and Machining Plan
High Speed Pattern Machining
Sand Print Casting
Production Tool Simulation
Digital Scan & Optical Forming Analysis
High Speed Machining / Machine Intensive Die Manufacture
Images Source: Verosoft Inc.
Shop Floor 2D Linear Cutterpath Creation
From Beginning… to End
engineering excellence Copyright James Morgan, 2013
“Intelligent” Parametric CAD Tools Historical
2D Sections Establish 75% Feasibility 3D Explicit Design Late In Process Discrete, Non-sync. Work Streams Verbal Engineering Direction
• Fully Engineered Standardized 3D Process
• Enhanced Integrated Team 3D Process
• Verbal & Parametric Design Engineering Direction
Stage 3 : Parameter Sheet
200 AL - Parameters
2 D – Data Early
Data Available at FC3
CAD/Engineering Templates
• Early 3-D CAD enables early learning and product optimization while solution space is broad • Templates insure standard construction and maintain critical parameters/attributes
CATIA V5 – Parametric Templates
engineering excellence Copyright James Morgan, 2013
Assembly Review Process
Workability DA
Digital Tools for Assembly Compatibility
Comply with standard BOP Build countermeasures into process Safety and Ergonomics Capacity planning Built from plant scans and product design 3D data Lean manufacturing principles
engineering excellence Copyright James Morgan, 2013
Medical Analogy - Standard Architecture Strategy
Autopsy
Ford
Prevention Genetic Engineering
8-D/Lesson Learned
Engineering Disciplines - FMEA - Design Rules - Specifications - DPA
Engineering Templates
Standard Architecture & Knowledge Base Engineering
• What could provide a step function improvement in Quality • Standard Architecture
engineering excellence Copyright James Morgan, 2013
Standards: Standard Architecture
engineering excellence Copyright James Morgan, 2013
Standard Bill of Process
Optimal manufacturing process for: Safety Ergonomics Cost (investment and variable) Product Quality / Craftsmanship Manufacturing Efficiency and Flexibility
Global, standard foundation for “lean manufacturing” Provides standard footprint, tasks/sequence of tasks/locators etc.
drives equipment/process design and development guides sourcing decisions
Must align with the Bill of Design/standard architecture Key to platform strategy Central to manufacturing DPA process Built into digital system and checklists
Built in continuous improvement process
engineering excellence Copyright James Morgan, 2013
Create Standard Manufacturing Processes
Standard Process “Hows” enablers to meet Efficient Process
Process Driven Product Design (PDPD)
engineering excellence Copyright James Morgan, 2013
Standards: Craftsmanship
Every Panel has a Standard “Hows” for Crown, Sweeps and Radii
engineering excellence Copyright James Morgan, 2013
Checklists
Provide guidelines for new designs
Improve quality of products
Reduce variation in products
Assist in part commonization
Improve design for manufacturability
engineering excellence Copyright James Morgan, 2013
Quality Matrix Usage at Toyota
Quality matrices are carried over from the previous model redesign
Intersections between column and row element items are looked at in order of importance (based on column rankings)
All intersections should have an existing standard already in place to deal with the implied relationship – otherwise, a new standard must be agreed upon before continuing with the development process
engineering excellence Copyright James Morgan, 2013
Toyota Type Component Quality Matrix
HEADER COLUMNS Represent different phases of product development cycle Each development issue (specific characteristic) is ranked in importance by the number of quality characteristics (rows below) that it significantly determines Each column is indexed
engineering excellence Copyright James Morgan, 2013
Toyota Type Component Quality Matrix
SIDEBAR COLUMNS Represent different aspects of product quality and manufacturability Each specific point is somehow affected by upstream characteristics of the product development process (listed in the Header characteristics) Each row is indexed
engineering excellence Copyright James Morgan, 2013
Make Quality Visible: Health Charts
Standards Criteria Status Quality Panel
Milestone Requirement
PS
PSC
PTCC
PTC
PA
FDJ
PD Development Process Early HC Assessments
• Health Chart of performance/design rules to meet customer “WHAT” and “HOW” • Evaluate Health Chart early in the program to evaluate countermeasure content
engineering excellence Copyright James Morgan, 2013
Standard Efficiency Metrics – BIW Dashboard
engineering excellence Copyright James Morgan, 2013
Completeness Component Verification Matrix
Part Name
Attribute
Categories / Linkage
Requirement # / Detail
DVM # / Detail
Acceptance Criteria
Test Completion Plan / Actual Date Test Results
Status per item:
Plan, Complete, Issue
Added: Cost & weight
verification
Countermeasures
Functional Responsibility
engineering excellence Copyright James Morgan, 2013
Compatibility DPA Checklist
Part Identification
List of Interfacing
Parts
Assignee
Actual Clearance
Judgments
Countermeasures
Required Clearance
DPA 0
DPA 1
DPA 2
DPA 3
DPA 4
DPA 5
DPA 6
engineering excellence Copyright James Morgan, 2013
DCIS (Detailed Concern Information Sheet)
Provides Issue Description
Root Cause Identification
Correction Identification
Interim Corrections Needed
Permanent Corrections Needed
Tracks the Timing of Permanent Correction
Validates Issue Closure
Issues are Binned Relative to: Quality Process Design Coordination needed
engineering excellence Copyright James Morgan, 2013
Running The Business
Tools To Align and Stretch Your Team A3 / Business Planning Process
Business Planning Process 1. Global BPR Process 2. A3 Hierarchy / Clear Objectives 3. Master Schedules 4. B.P.R. Metrics 5. Global Leadership Week 6. All Hands Meeting
STRATEGIC PLAN A3 DOCUMENT MASTER SCHEDULE
B.P.R. METRICS
engineering excellence Copyright James Morgan, 2013
A3 Reports
“Force yourself to filter and refine your thoughts to fit on one sheet of paper in such a way that management has all of their (major) questions answered by reading a singe sheet of paper” - the essence of lean
“Imagine how it would make you think if you wanted to give me a report, but I said you must draw a single picture that summarizes the report – don’t give me a written memo”
“It’s much more about discipline thinking than about any particular A3 writing technique”
“Only very short A3 training available – maybe an hour or two – A3 report writing skill is learned from your supervisor and a lot of experience”
engineering excellence Copyright James Morgan, 2013
4 Types of A3 Stories
PROPOSAL STORY
PROBLEM SOLVING STORY
STATUS STORY
INFO STORY
PROPOSAL TYPE STORIES
REPORT TYPE STORIES
Problem Consciousness Current Situation
• The standard • Current situation • Discrepancy / Extent of the problem Rationale for picking up the problem (Importance to business activity, goals, or values of the organization)
PROBLEM SITUATION
Measurable description of what you want to change; quantity, time
TARGET / GOAL
PROBLEM: Potential Causes Most likely direct cause: Why? Why? Why? Why? Root Cause:
CAUSE ANALYSIS
(Resulting from Cause Analysis) • Temporary Measure • Long Term Countermeasure
COUNTERMEASURES
IMPLEMENTATION
• Unresolved issues and actions to address them • How will you check effects? • When will you check effects? • How will you report finding? • When will you report findings?
FOLLOW-UP
Answers the question – “What are we trying to do?”
THEME
PROBLEM SOLVING REPORT STORY EXAMPLE
AUTHOR: ________________________
DATE: ______________
WHAT WHERE WHO WHEN Actions to be taken
Responsible person
Times, dates
engineering excellence Copyright James Morgan, 2013
Commodity Business Plan
Five year business and technical plan for critical commodities Align commercial and technical vision anticipate changes and develop initiatives Benchmark competitors, other industry Supplier strategy development Manufacturing footprint development Value chain analysis
engineering excellence Copyright James Morgan, 2013
Lean Product/Process Development System
Lean product/process development is a powerful system that is profoundly different than traditional methods of
product development and a key to a truly lean enterprise…
engineering excellence Copyright James Morgan, 2013
Beyond Original Toyota Research…
Ford Goodyear Northrop Grumman Ship Systems Menlo Innovations Scania LEI focus in 2014
engineering excellence Copyright James Morgan, 2013
THANK YOU
people
process tools
lean product/process
development system