A Model for Value in Lean Product Development

Abstract

Lean product development has been developed and deployed in an effort to enhance company operations. Understanding value is the first step to becoming 'Lean'. However, the mere translation of value from its conventional interpretation in lean production as ``something the customer will pay for`` does not equate to an effective value orientation in product development (PD). In order to better understand the theoretical context of PD value in research, as well as the potential application of a value orientation in practice, further study is necessary. This paper aims to broaden the understanding of PD value by discussing by linking roles in value creation and delivery to different contexts and phases of the product life cycle. Motivation and RequirementsProduct development processes have a critical impact in determining the success of an organisation. This is due to their consumption of approximately 75% of the organisation's resources (Millard, 2001) and their role in materialising the product's specifications (McManus, 2005). Therefore, various tools have been adopted to facilitate management and improvement of product development processes, such as the Design Structure Matrix (DSM) and lean value-oriented approaches. However, because of the complexity of product development and the high levels of uncertainty associated with it, these improvement efforts can be difficult (e.g. Pessoa, 2004). Moreover, available support (e.g. methodologies, methods, tools, recommendations and guidelines) are either very abstract, thus needing adaptation before application in a specific context, or they are very

Trends and Future Research Direction of Lean Product Development

“…Literature review [8,11,[27][28][29][30][31][32] Pure literature review Survey articles [33][34][35] The survey is based on a literature review for a specific problem [36][37][38][39][40][41] Surveys are used for the further development of the conceptual model Theoretical and conceptual papers [1,3,9,[42][43][44][45][46][47][48][49][50][51][52][53][54][55][56][57][58] The theory is based on a literature review [2,[59][60][61][62][63][64][65][66] The theory is based on a survey [7,[67][68]…”

“…Rossi et al [59] explain that the list of NPD process wastes (non-value-adding) derived from literature and practice creates a way to systematically identify wastes and find the priority order to eliminate and reduce wastes. Siyam et al [48,84], Kirner et al [34], and Schuh et al [50] analysed value, waste, and their relationship and presented guidelines for eliminating waste when applying value methods. Belvedere et al [37] conclude that complex projects may be impacted by waste types listed in the LPD publications.…”

“…Previous studies in this field suggest a need for further investigation ( [34,48,50,59,71,84]), but in the past five years, only a few articles have specifically addressed value and waste ( [18,37,57]). Despite being central to Lean, value and waste should be addressed lately as research gaps in LPD.…”

“…[46] Theoretical model for incorporating DfX methods into Lean Design [47,83] Hybrid fuzzy inference system-conceptual model for evaluating LPD performance [48,84] A guideline for eliminating waste when using value methods [49] Compare LPD with traditional PD frameworks.…”

“…2012 2013 [34,48] -lack of relation between value methods and waste types of information -guideline to eliminate waste when applying value methods is presented, along with insight into industrial practice in defining value and waste.…”