4 Modeling of Integrated Product Development Processes

Negele, Herbert; Fricke, Ernst; Schrepfer, Lutz; Härtlein, Nicole

doi:10.1002/j.2334-5837.1999.tb00272.x

Cited by 38 publications

(27 citation statements)

References 5 publications

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“…The manual of McManus [2004] is recommended as a practical tool for this phase of the mapping, too. Suggestions for concise characterization and connections of tasks, including inputs and outputs, are available in Negele et al [1999] and Rouse and Boff [2003]. The Design Structure Matrix (DSM) may be used for compact analysis of single-level task precedence and team grouping, supported by Internet software tools [Browning, 1999a].…”

Section: Success Metricsmentioning

confidence: 99%

Lean product development flow

Oppenheim

2004

Systems Engineering

109

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A general holistic framework, also called a process-named "Lean Product Development Flow (LPDF)"-for organizing the engineering work of Product Development (PD), has been proposed as a contribution to the emerging field of Lean Systems Engineering. The framework is based on Lean Principles, with emphasis on PD value-pulling workflow pulsed by takt periods. The value is defined as (1) mission assurance/product quality, (the traditional goals of Systems Engineering) and (2) reduced program cost and schedule achieved by a radical reduction of waste. LPDF is recommended for smaller design programs based on a high degree of legacy knowledge, with technologies mature enough so that the program feasibility is not in question. LPDF may involve limited-scope research, provided that it can be identified early in the program, and carried out separate from the main workflow. The paper is focused on aerospace and defense programs, which are presently burdened with as much as 60-90% of waste, but the process is also applicable to commercial programs. LPDF can be applied to the entire PD, to one or more milestones, and to a multilevel program. LPDF requires both detailed preparations and disciplined execution. The preparations include detailed Value Stream Mapping, separation of research from the main workflow, parsing of the Value Stream map into Takt Periods, architecting the LPDF team using dynamic allocation of resources, and team training. LPDF execution is organized as a flow through a series of short and equal work Takt Periods, each followed by an Integrative Event for structured, comprehensive coordination. Strategic and flexible tactical mitigations of uncertainties must be applied during the flow. LPDF also requires excellent leadership of a Chief Engineer, modeled after Toyota and Honda, who is a dedicated program "owner," an expert systems designer, a strong leader focused on the program and product integrity, and skilled in consensus-building.

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Section: Success Metricsmentioning

confidence: 99%

Lean product development flow

Oppenheim

2004

Systems Engineering

109

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“…To complicate matters, the PD process is more like a network or web than a chain, because of the large number of concurrent, interrelated activities [Negele et al, 1999]. A process model can help provide visibility into and understanding of the structure of interactions between activities.…”

mentioning

confidence: 99%

On customer value and improvement in product development processes

Browning

2003

Systems Engineering

115

101

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In an effort to improve company operations and their results, more firms are applying the principles of Leannot only to manufacturing but also to systems engineering processes. Too often, however, this is done with a shallow understanding of Lean and/or without a systems view, in which case Lean creates new problems and tensions and may not deliver expected results. Lean is not about just minimizing cost, cycle time, or waste. Lean is about maximizing value. In systems engineering or product development (PD), maximizing value may require doing more activities, not fewer. Since a process is a kind of system, a systems view and systems engineering principles are helpful. As the value of a system is more than the value of its individual components, the value of a process is more than the value of its individual activities. Value is driven not only by the presence of necessary (value-adding) activities in the PD process but also by the way those activities work together to ensure that they use and produce the right work products, services, and information at the right time. This paper discusses how value is added in PD through work on activities and the production of deliverables. It integrates findings from several streams of research and provides bases upon which to build improved value models. It shows how the concept of Lean can broaden from asking What wasteful activities can we stop doing? to include insights from asking What helpful activities can we start doing, and when?

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“…The output of one process step can then be used as input for gateways, homework phases, or the next process step. As Negele et al (1999) describe and what is also true here, is that inputs not necessarily enter a process at its starting point and outputs can be assigned to any point in time within the process.…”

Section: Managing Complexity and Change! Incose 2004 -14th Annual Intmentioning

confidence: 95%

2.3.3 A Transparent Way for Process Guidance in Satellite Design

Finkel

Burazanis²

2004

INCOSE International Symp

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This paper describes the development of a satellite design process and its implementation within a process guidance tool (Process Steering Tool -ProST) for the work within a design center environment (Satellite Design Office -SDO). Process and tool have been developed at the Institute of Astronautics (LRT) of the Technische Universität München in cooperation with EADS Astrium Ottobrunn within the BaiCES project (Bavarian Center of Excellence for Satellite Constellation Systems) partially funded by the Bayerische Forschungsstiftung BFS. The work presented in this paper was based on two major aspects, the design center concept and the satellite design process. The paper emphasizes a new way of process guidance, using a web based tool support, against the background of these aspects.The authors present the overall process development and guidance approach, in particular the design and implementation of the satellite design center process within the process steering tool and the process guidance provided by the tool. The paper also highlights the evolution from the idea of developing a HTML based process guidance demonstrator to a dynamic PHP/mySQL based tool. It also shows that this approach is well suited for the guidance of a design center team through a development process. The usability and flexibility of this process was shown during a satellite design workshop at the Institute of Astronautics. At the end of the paper the next steps of the process and tool development will be presented.

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4 Modeling of Integrated Product Development Processes

Cited by 38 publications

References 5 publications

Lean product development flow

Lean product development flow

On customer value and improvement in product development processes

2.3.3 A Transparent Way for Process Guidance in Satellite Design

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