The Lean Product Design and Development Journey

Abstract

of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made.

A roadmap for a leanness company to emerge as a true lean organization

“…In the LWS metaphor, the lean elements are rooted as the hub elements interfacing one with each other (Pessôa and Trabasso, 2017). The LWS elements considered in this method are defined in Table 2 and the “core lean elements” composed by: value, waste, and continuous improvement had their definitions criteria adopted from the literature.…”

Smart design engineering: a literature review of the impact of the 4th industrial revolution on product design and development

“…Some Japanese companies, notably Toyota, embraced practices that were later defined as lean product design and development. These practices included those similar to those of integrated product development but incorporated a more organic view of the process, particularly in terms of reinforcing the integration of the value pulled by the customer and streamlining the flow not only inside the factory but also though the value chain, including product-related services (Morgan and Liker 2006;Pessoa and Trabasso 2017). Another important design and development trend was towards agility by focusing on the information flow rather than the documentation (Beck et al 2001;Cohen et al 2004).…”

Wanxiang Innovation Energy Fusion City: Recommendations for Developing an Innovation Cluster

“…This is partly compensated by a developed resident engineer program that allows professionals from supplier companies to work with Toyota designers for periods between six months and three years. This program contributes to better communication between automakers and suppliers and fosters learning and innovation through technology transfers (Pessôa and Trabasso, 2016).…”