Focus on implementation: a framework for lean product development

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to introduce a step-by-step implementation framework for lean product development (LPD), from the marketing research on product development process, product design to the launch of final production. Design/methodology/approach -The research approach taken in this paper is built around the primary industry cases, practical approaches and partial solutions available within the existing literature. Findings -The most recent improvement of LPD, from the authors' perspective, focuses on tools and implementation for LPD. In this paper, a detailed step-by-step implementation is given after the framework is introduced. Led by value and waste analysis in product development, different tools and techniques which can be used to eliminate wastes were discussed briefly, and then the implementation from Doing the Right Thing to Doing the Right Thing for company transition to lean were proposed elaborately.Research limitations/implications -Due to time and economic environment limitations, the authors have not covered and implemented this approach in all existing different environments to ensure that it is robust. Originality/value -The approach described here seeks to overcome other frameworks' weaknesses in terms of the realistic aspect and feasibility, and combines more existing best practice from industry, consultancy and academia into a step-by-step framework for the achievement of effective LPD.

A road map for implementing lean and agile techniques in SMEs product development teams

“…Some lean techniques, such as Kano models, Value Engineering, Standardisation, among many others in literature such as Wang et al (2012) describes, proved unfitted to be applied directly to each company context, since each one has different levels of learning and aptitude to change. We find that these methods should be introduced with caution in companies, since it is necessary to break down barriers and inhibitors, or else the process can generate significant amounts of waste that it wants to prevent.…”

“…Sehested and Sonnenberg (2011) present their key principles for lean innovation: Gemba sessions (Japanese term meaning "the real place"); front loading; visual management; timeboxing; one-piece flow; takt timing; and prototyping; these principles would be key to the process of converting knowledge to value. Wang et al (2012) discuss briefly different tools and techniques that can be used to eliminate waste in product development. Baines et al (2006) confirms that lean can be applied with benefits not only on the factory but in other environments such as new product development.…”

Práticas E Ferramentas Para O Lean Product Development: Proposta De Framework

“…Assim, ferramentas e técnicas com foco na integração e coordenação de desenvolvimento de produto são essenciais para melhorar o fluxo dentro da organização como um todo (LETENS, FARRIS & VAN AKEN, 2006;RAUNIAR & RAWSKI, 2012). Wang et al (2012) argumentam que existem três principais aspectos necessários para o estabelecimento de LPD: (i) experiência em grupos de projeto, (ii) design e desenvolvimento de produto e (iii) engenheiro-chefe e técnicas de organização. Womack, Jones e Roos (1991), identificaram um conjunto de práticas de LPD principais, sendo elas, a existência de gerentes de projeto, equipes multifuncionais, tomada de decisão envolvendo todos os membros da equipe e engenharia simultânea.…”

Purchasing manages and optimises existing product variance

“…The state of the art is an approach which focuses on cost optimisation across the procurement chain through the elimination of product variance from the beginning of the product development process, abbreviated PDP (Douglas et al, 2015;Christopher, 2005;Droege, 1999;Liker, 2004, Wang et al, 2011. For Adobor and Mc Mullen (2014), Danilovic (2006), Sjoerdsma and van Weele (2015) and Wynstra et al (1999) this problem could be covered within the supply chain by early supplier integration in the PDP.…”

“…In order to meet this challenge is an agile supply chain strategy necessary which is defined through flexibility by adapting quickly, effectively to rapidly changing customer needs (Krieg, 2004) and a cost optimisation approach across the procurement chain (Huang et al, 2002;Christopher and Towill, 2000;Droege, 1999). One important approach of cost optimisation across the procurement chain is the elimination of waste in form of reduction of unnecessary product variants (Douglas et al, 2015;Christopher, 2005;Droege, 1999;Liker, 2004, Wang et al, 2011. In parallel, companies increasingly rely on externally supplied services and products, which often account for more than half of the company's spend (Schiele, 2007;Bals et al, 2009;Cox et al, 2005;Smeltzer and Ogden, 2002).…”