02 01 PDDM Lean NPI Lecture

Lean New Product Introduction
History
• There are two components to this section:

1. Lecture/discussion on Lean New Product Introduction
2. Game to highlight and provoke discussion on Lean New Product Introduction
• Developed in 2003 as part of the UK Lean Aerospace Initiative research
programme
• The game has been played within many institutions and several thousand
people
3
Aims and objectives
• Introduce the concept of the lean principles and their application to

design management
• Illustrate the need for change within the New Product Information (NPI)
process
• Show the importance of enhancing value and eliminating waste within NPI
• Demonstrate the importance of common tools and lean enablers to lean
NPI
• Demonstrate the need for joined-up thinking between the lean principles
and Project Management
Promote the use of management techniques & lean enablers and

encourage the promotion of effective design management
4
Agenda
• Product Development
• Principles of Lean
• Lean enablers
• Transformation process
An open mind to waste
“Those companies who already have a well established process modelling

tool ... are mainly interested in new approaches to value and waste
elimination”
Diet and
Surgery
exercise
Changes
Quick fix current
process
Instant Addition of a
results new process
Has not
addressed Sustainable
the process
Source: Browning (2003) On customer value and improvement in product development processes. Systems Engineering, 6, 49-61
6
Academic Dog!
7
All industries are feeling the effect of reducing product

development lead times
• Business models have changed significantly over the last twenty years and
will continue to change to meet our changing demands
• Industry has to adapt to these changes if they are to continue successfully
in business
Aerospace Automotive Pharmaceutical Food
• Current development • Vehicle development • Global impact due to • Convenience food

time of three years time expected to health tourism • Year round
• Requirement to shrink from 24 • Medicines older than availability and
reduce development months to 10 months five years account for seasonal change
times by 75% by in the future more than 90% of • Increased global
2022 total revenue impact awareness
• The expiry of these • Greater pressure to
patents could cost lower prices
an estimated $157
billion USD worth of
sales to ‘generic
erosion’
Source: AEROSPACE INNOVATION AND GROWTH TEAM 2003. An independent report on the future of the UK Aerospace industry.
Department of Trade and Industry; MORGAN, J. M. & LIKER, J. K. 2006. The Toyota product development system: integrating
people, process, and technology, New York, Productivity Press;
http://medicaltourismmag.com/detail.php?Req=296&issue=14 (date accessed 17/03/2010
8
Improvement Examples
Company
Rolls-Royce Component development lead-time reduced from 3.5 years to
(Aero engines) one year
Time to prototype Greater flexibility for change during evolution of the design
H&R Johnson Lead-time reduced from 10 days to 2 days
(Ceramic Tiles) Pipeline inventory reduced by three weeks
Time to supply Product range increased by 400 lines
Service levels up to 96%
Coats Vyella Design lead-time reduced by 75%
(Knitwear) Improved quality of information
Time to market Reductions in process inventory
Short Brothers Supplier lead-time reduction from 16 weeks to 2 days
(Aerospace) Removal of £3.5 million of current stock
Time to Receive 400 part numbers removed
Massey Ferguson Reduced cell lead-time by 70 days for 29 items
(Tractors) Increase in stock turn ratio of 24%
Time to 10% reduction in inventory
manufacture
Source: Gregory, I.C., Rawling, S.B., Profit from Time, McMillan Press
NPI Lead Time Opportunities
Value- Added
Rework 25% (necessary work)
30% • working on the right
• fixing errors things
• re-design • doing the right things
right
• doing the right things
25% most of the time
10% • working at the right place
10%
Un-necessary
• useless meetings Not Working
• reports read by no-one
Non-Value Added • vacation
• waiting
but necessary
• reports
• travel
Causes of Poor Product Introduction
Moving Policy Functional
Targets Delays Mismatch
Unstable Unresolved policy Inadequate knowledge
Poor Technology Sequential Issues other functional capabilities
Screening Working
Inadequate No Common
Market Organisation
resources Vision
changes Structure
Poor Project Interference Role of Snr. Poor
Execution Too many
Changes in Management communication
projects
requirement
Poor Product
Poor
Introduction
Technology Idea
Inadequate Resource
Strategy Generation
focus Planning Poor
Not unique
Communication Marketing
Poor
Overestimating Strategy Long lead time
Lack of Technical
Learning Technical Skills Product
Capabilities Project Strategy
Screening Low entry barriers
for Competition
Technical Poor Problem Lack of Product

Problems Solving Distinctiveness
12
Agenda
• Lean enablers
13
Origins of Lean
14
The five lean principles
Specify value
• This element can only be defined by the customer
Identify the value stream

• The core set of actions required to deliver a product
Make the value flow

• The method of aligning the processes to facilitate the
critical path
Let the customer pull

• The customer should begin to “pull” product on an as-
needed basis
Pursue perfection
• Develop and amend the processes continuously in pursuit
of perfection
Source: WOMACK, J. P. & JONES, D. T. 1996. Lean Thinking: Banish waste and create wealth in your corporation, London, Simon &
Schuster.
15
Lean thinking starts with Identifying Value and Eliminating

Waste within a process or product
• Within manufacturing lean thinking concentrates on reducing individual

cycle times by eliminating and/or streamlining stages that do not add
value to the end product
• Once mapped, stages of a process can be classified into one of three
areas:
Type 2 Muda
Value Adding Type 1 Muda
Those actions that do
Those which create Those which create no
not create customer
value as perceived by value but are required
value and can be
the customer by product development
eliminated immediately
Try to enhance value Try to eliminate waste
Source: WOMACK, J. P. & JONES, D. T. 1996. Lean Thinking: Banish waste and create wealth in your corporation, London, Simon &
Schuster.
16
Taichi Ohno is credited with the identification of seven areas of

waste within manufacturing; these can be translated to NPI
Ohno’s Wastes NPI Equivalent
Overproducing Producing more or earlier than the next process needs
Waiting Waiting for materials, information, or decisions
Conveyance Moving material or information from place to place
Processing Doing unnecessary processing on a task or an unnecessary task
Inventory A build up of material or information that is not being used

What wastes can you
Motion instantly
Excess motion or activity during task identify within
execution
a Product Development
Inspection to catch quality problems or fixing an error already
process?
Correction
made
Source: MORGAN, J. M. & LIKER, J. K. 2006. The Toyota product development system: integrating people, process, and technology,
New York, Productivity Press.
Breakdown of ontology concepts and sub-concepts
Level 2 Level 3 Level 4

Level 1
Sub- Sub- Sub-
Concept
Concept1 Concept2 Concept2
Waiting for
decisions
Lack of correct
Human Resource
Waiting Lack of resources
Etc.
Waste Conveyance Etc.
Etc.
1 Based on Morgan & Liker’s Seven Product Development Wastes

2 Based on Morgan & Liker, Haque & James-Moore, McManus and own research
18
Concentrating on eliminating muda (waste) within product

development will result in an unbalanced, unstable set of processes
• There are three interrelated aspects

of waste to consider
– Muda (non-value-added)
• Any activity that adds time and/or
cost to a product is muda.
– Muri (overburden)
• Pushing an element
Mura Muda
(machinery/people/process) to its
natural limit.
– Mura (unevenness)
• General imbalance of work across
the process.
Muri
Concentrating on one aspect over any of the
others will result in an unbalanced system
19
Agenda
• Lean enablers
– Value Stream Mapping
– Visual Management
– Standard Work
– 5S
20
Many of the Lean enablers evident within manufacturing are

transferrable to product development
Value Stream Visual Standard 5S

Mapping Management Work
• Used to map • Used to • Common • Simple
the flow of a display team working method of
product/infor roles, practice to improving
mation milestones, ensure housekeeping;
through a performance repeatable can be applied
process measurement quality to physical and
virtual items
Source: MCMANUS, H. 2005. Product Development Value Stream Mapping (PDVSM) Manual - Release 1.0. Lean Aerospace
Initiative, MiT.
21
VALUE STREAM MAPPING

22
Example of a Value Stream Map
Source: MCMANUS, H. 2005. Product Development Value Stream Mapping (PDVSM) Manual - Release 1.0. Lean Aerospace Initiative,
MiT.
23
Kaizen (Change for the Better) Event
• As-Is or current State Map

– Generated by ‘walking’ a value stream, mapping (and timing) every element
along the way
• Analysis
– Completed the map is analysed for value, waste and ‘necessary’ waste
– Plans are made to eliminate waste
• To-Be or Future State map
– A future state map is generated based on the current state map
– Improvement events are run to work towards this future state
• Value stream maps are not limited to manufacturing
– They have been successfully implemented in areas such as Product
Development, Accounting and Healthcare
• Standard mapping shapes are available
– However, the point of the exercise is not to develop a neat map but to analyse
waste and value within a value stream
Source: MCMANUS, H. 2005. Product Development Value Stream Mapping (PDVSM) Manual - Release 1.0. Lean Aerospace Initiative,
MiT.
24
Lean Tools for the Analysis Phase

• A3 Problem solving
– A3 Sheets Sections
• Background of problem
• Present situation
• Set goals and objectives
• Root cause analysis (RCA)
• Countermeasure
• Implementation strategy
• Confirmation of effect and follow-up
Source: https://www.latestquality.com/a3-problem-solving/
• Root Cause Analysis (Ishikawa Diagram)

25
Value Stream Mapping Comments

• Value stream maps are not limited to manufacturing
– They have been successfully implemented in areas such as Product
Development, Accounting and Healthcare
• Standard mapping shapes are available, e.g. Microsoft Visio
– However, the point of the exercise is not to develop a neat map but to analyse
waste and value within a value stream
Rother, M., Shook, J. (1999), “Learning to

See: Value Stream Mapping to Add Value
and Eliminate MUDA, Lean Enterprise
Institute.
26
VISUAL CONTROL
(KAMISHIBAI)
27
Within a company behaviour is highly influenced by the

effectiveness of its communication stream
• Visual management systems, used to monitor and display the status of a

project or process, are widespread within manufacturing, e.g. Andon
boards
• An effective visual management system offers teams a snapshot of the
current state of a project
– The information contained on the board must contain useful details and not
high volumes of computer generated meaningless data
• Used correctly a visual management system will alert teams to potential
issues within the project and when to take corrective action
Project Summary HELP
Configuration Graphs ERROR REPORT
1 2 3 4 5 6 7 8 9 10 11
CS Con Dev Fre FD Eq Ind PP Lau Rel End
Project Management
Market
Engineering
Manufacturing
Purchasing & Supply
After Market (CST)
Finance
ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL ALL
ROLES ROLES ROLES ROLES ROLES ROLES ROLES ROLES ROLES ROLES ROLES
1 2 3 4 5 6 7 8 9 10 11
CS Con Dev Fre FD Eq Ind PP Lau Rel End
Start Product change Initiation
Gate 1 Concept study gate/decision
Gate 2 Concept Gate Final Development Equipment Industrialisation
gate/decision gate gate/decision
Gate 3 Development gate decision Development
Freeze
gate Pre-production
Gate 4 Freeze gate gate/decision

Final
gate Launch
gate/decision
Gate 5 Final development gate decision Concept

gate
Detailed
Development
Development
Release
Concept study
Gate 6 Equipment gate gate/decision
gate
Concept
Gate 7 Industrialisation gate/decision Study Development End
gate
Gate 8 Pre-production gate Pre
Industrialisation
Product
Gate 9 Launch gate decision change
Initiation
Study
Gate 10 Release gate Follow-up

Gate 11 End gate
29
Seven aspects of visual management
• Information displayed must be relevant to the team

Keep it simple • Do not display data just because you have it!
• Resist the urge to translate the data to an electronic format

Use physical boards • The physical confines of a board prevents data from expanding infinitely
• Overcomes the common trend of open plan offices

Use mobile boards • Able to move the data with the product
• Initiatives are easier to sustain when there is senior management buy-in

Get buy-in • Passing ownership of the board to the team will ensure team buy-in
• Accept that a vanilla style approach may not be effective

Allow differences • Allow teams to subtly change their own team boards
Involve customers and • External parties rarely see the internal process of their partners
suppliers • Allow partners to see when they are causing bottlenecks
• Metrics can be used as secondary data to quantify process efficiency

More than metrics • Avoid the temptation for metric madness simply because the data is there
Source: TURNER, C. & PARRY, G. 2005. The Advantages of Visual Management. UK Lean Aerospace Initiative, Warwick
Manufacturing Group.
30
STANDARDISATION
31
Standard work is an important principle, especially within

larger organisations
Order Request from My Company to Your Company

I require a drawing of a pig from everyone
Known requirements:
They must all be the same
You have five minutes to deliver
Time’s
Start
Up!
32
This is what I required ... did you ask?
1 2 3
5 6
7 8 9
33
A standard pig requires standard shapes
1 2 3 Intersection
4 5 6
Rightward Arc
7 8 9
Spiral Line W-shape Upward Arc
Circle Filled Circle M-shape Downward Arc

34
Grid for a standard pig (Page 2 of Handouts)
1 2 3
4 5 6
7 8 9
35
NO. REVISION DATE SHEET ..1... OF ...13..
1 First Revision 26/11/09

WORK INSTRUCTION SHEET PREPARED BY:
OPERATION NO. OPERATION DESCRIPTION TOOLS PENCIL / PEN
1 Drawing a pig
NO. MAIN STEPS NO. OPERATING DESCRIPTION KEY POINTS EXPLANATION / EXAMPLES / DIAGRAMS
1 Draw ears 1 Pick up pencil/pen
2 Go to area 1 and 2 on grid

1 2 3
3 At lower intersection of 1 and 2 draw Centre of letter M to be at
a letter M point of intersection (see
diagram) 4 5 6
7 8 9
36

1 Drawing a pig
1 Draw legs 1 Pick up pencil/pen

1 2 3
3 At upper intersection of 8 and 9 draw Centre of letter W to be at
a letter W point of intersection (see
diagram) 4 5 6
7 8 9
37

1 Drawing a pig
1 Draw legs 1 Pick up pencil/pen

1 2 3
3 At upper intersection of 7 and 8 draw Centre of letter W to be at
a letter W point of intersection (see
diagram) 4 5 6
7 8 9
38

1 Drawing a pig
1 Draw back 1 Pick up pencil/pen
2 Go to area 2 on grid
1 2 3
3 From right hand side of M draw See diagram for position of arc
upward arc to lower intersection of 2
and 3 4 5 6
7 8 9
Start of arc at right of M
End of arc at intersection

39

1 Drawing a pig
1 Draw back 1 Pick up pencil/pen
1 2 3
3 From upper intersection of 5 and 6 See diagram for position of arc
draw rightward arc to upper right
hand side of W 4 5 6
7 8 9
Start of arc at upper

intersection of 5 and 6
End of arc at upper right
of W
40

1 Drawing a pig
1 Draw belly 1 Pick up pencil/pen
1 2 3
3 Draw downward arc joining the two See diagram for position of arc
Ws together
4 5 6
7 8 9
Start of arc End of arc

41

1 Drawing a pig
1 Draw nose 1 Pick up pencil/pen
1 2 3
3 Draw a circle approximately 10mm in See diagram for position of
diameter at centre of area 4 circle
4 5 6
7 8 9
42

1 Drawing a pig
1 Draw neck 1 Pick up pencil/pen
1 2 3
3 Draw a straight line from base of See diagram for start and end
circle to start of W in area 7 of line
5 6
7 8 9
Start
End
43

1 Drawing a pig
1 2 3
3 Draw a straight line from top of circle See diagram for start and end
to start of M in area 1 of line
5 6
7 8 9
Start
End
44

1 Drawing a pig
1 2 3
3 Draw two small circles approximately See diagram for position of the
5mm apart in 10mm circle along the circles
centre of the axis 5 6

4 Fill in the circles with pencil/pen
7 8 9
45

1 Drawing a pig
1 Draw mouth 1 Pick up pencil/pen
1 2 3
3 Draw a straight line (approximately See diagram for start and end
15mm) starting from middle of the of line
line below the nose at a 45° angle 5 6

towards the centre of the page
7 8 9
Start End
46

1 Drawing a pig
1 Draw eye 1 Pick up pencil/pen
1 2 3
3 Draw a circle approximately 4mm in See diagram for position of
diameter just below upper circle
intersection of area 4 and 5 5 6

4 Fill in circle with pencil/pen
7 8 9
47

1 Drawing a pig
1 Draw tail 1 Pick up pencil/pen
1 2 3
3 From the lower intersection of area 2 See diagram for position of
and 3 draw a spiral approximately spiral
10mm long 5 6
7 8 9
48
With Standard Work the Customer requirement has been met
1 2 3
5 6
7 8 9
49
Grid for a standard wolf!
1 2 3
4 6
7 8 9
50
Standard Platform (The “Go-Cart”)

51
Various body shells for different brands

52
53
Standard Engines
54
There are three elements of standardisation
Design standardisation
• Standard products and components

• Proven standard parts across platforms
Process standardisation
• Standard tasks, work instructions and NPI process sequence
Engineering skill-set standardisation

However,
• Standard skills inventories standardisation must
• Standard training approach not inhibit design flair
within NPI
55
5S
56
5S (also known as 5C) is a simple method of improving

housekeeping and eliminating physical waste
5S 5C
• Commonly used in manufacturing
through the use of shadow boards and • Sort Clear out
Andon boards Seiri
• Can also be applied to the design office,
for example:
– Computer files • Straighten Configure
Seiton
– Data location
• Can be very useful when team members
are absent and you need to access their
• Sweep Clean & check
data Seiso
• Standardise Conformity
Seiketsu
• Sustain Custom
Shitsuke
Implementation of the 5 C’s
Clear out Configure
Unnecessary
Clean and check Conformity Custom and practice

MAY 1996
JUNE 1996
JULY 1996 5 C Checklist
 Floors clean
 Tools stored

5C Gages clean
 Std WIP
 Safety
Guards
58
Shadow Boards for storage of tools, a form of visual management
A place for everything and

everything in its place!!
http://www.evolvingexcellence.com/blog/examples_of_excellence/page/2/
59
Is this the right adaptation for an office?

60
Numbers Game – illustrating the impact of 5S
• You have 60 seconds to cross out the numbers on sheet 3 of your handout
• You must start at number 1
• You must cross the numbers out sequentially up to number 49
• All numbers must be crossed out diagonally, bottom left to top right 15
DO NOT TURN OVER THE SHEET UNTIL INSTRUCTED

61
Round 1 – Time allowed: 60 seconds START

Aim – Cross out the numbers 1-49 in order
66 72
6 15 9
45
60
39 85 54
75 21 69 79
29 78 53 52
38
23
41
11 59 77 17 62 26
80
64
37
76 49 31 16
73 4 34 Time’s Up!
55 28 67
86 58
61 What was
the highest
number?
Source: NHS - INSTITUTE FOR INNOVATION AND IMPROVEMENT 2008. Releasing time to care: The Productive Ward.
62

6 15 9
45
39
21
29
38
23
41
11 17 26
37 49 31 16
4 34 Time’s Up!
28
What was
the highest
SORT number?
63

6 15 9
45
39
21
29
38
23
41
11 17 26
37 49 31 16
4 34 Time’s Up!
28
What was
the highest
STRAIGHTEN
number?
64

Numbers from 1 to 49
1 3 6 8
5
16
14
10 13
20 22 27
29 34
33
32
37 38 40 43 45
48 Time’s Up!
What was
SWEEP the highest
number?
65

Numbers from 1 to 49
1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18
19 20 21 22 23 24 25 26 27
28 29 30 31 32 33 34 35 36
37 38 39 40 41 42 43 44 45
Time’s Up!
46 47 48 49
What was
STANDARDISE the highest
number?
68
Lean tools are evident within many different

processes ... consider the world of Motorsport
The pit stop process
-3 mins Team Strategist gives the word for the pit crew to go into position
-2 mins Driver reminded (via radio and pit-board) to enter pit lane on next lap
-1 min Lollipop man steps into the centre of the pit lane
0 sec Lollipop comes down in front of driver’s visor. Refuelling starts immediately
1 sec Front and rear jack-men lift the car, each of the four wheel-men simultaneously
remove their single wheel nut
2 secs At each wheel one man removes the wheel while another places the new tyre ready;
driver’s visor wiped
3 secs New tyres are fitted; Air intakes checked for blockages
4 secs Wheel nuts replaced; each mechanic holds their airgun aloft to signal the nut is tight
5 secs Jack men lower the car; the lollipop is flipped over to 1st gear
6+ secs Refuelling finished, hose removed and raised;
Lollipop man ensures clear driver’s exit, raises
What lean enablers can
lollipop to signal the driver to accelerate
away you identify within this
process?
Source: HART, J. 2005. On your marks for a quick change. The Sunday Times (MPH Supplement). London.; Image courtesy of
http://www.motorshots.com/all_free_pictures_free_f1_pictures_s_49_f_5.html
69
Other Important Lean Tools
• Set Based Concurrent Engineering

• Poka Yoke
– Mistake proofing, part of the Design Review
process
• Single Minute Exchange of Dies Single
Minute Exchange of Tasks
• Design for X
– e.g. Design for Manufacture, Design for Assembly,
Design for Target Cost, Design for Sustainability
etc.
Design for Manufacture
Cast and
Machined
Cast
Fabricated
Design
Intent
Design for Assembly: What’s
Wrong?
71
Design for Assembly
4 Nuts, 4 bolts, 4 Washers, 1

machined casting for boss
1 Nut, 1 bolt, 1 Washer, 1

machined bar for boss
73
Agenda
• Lean enablers
74
Transformation process ... how do I get from what you’ve told

me to where I need to be?
• Change does not happen with a magic bullet

– It takes time and considerable effort
Establish Develop Develop & Test, refine and

Identify & Maintain
business case detailed provide roll out full-
prioritise improvement
for lean transformation support scale
improvements momentum
transformation plans infrastructure improvements
“ ... Lean should not be regarded as a state, to be

reached after a certain time, but as a direction ...”
(Karlsson & Ahlstrom)
Source: KARLSSON, C. & AHLSTRÖM, P. 1996. The difficult path to lean product development. Journal of Product Innovation
Management, 13, 283-295; UK LAI & LAI 2001. Lean Enterprise Self Assessment Tool.
75
Project management and the lean principles must work

together in order to ensure a smooth NPI process
NPI Process
Project
Lean tools
Management
76
Further Reading
• www.leanppd.eu
• Sobek, D., Ward, A. and Liker, J. (1999).Toyota’s Principles of Set-Based
Concurrent Engineering. [online] MIT Sloan Management Review. Available
at: https://sloanreview.mit.edu/article/toyotas-principles-of-setbased-
concurrent-engineering/
• Roos, D., Womack, J. and Jones, D. (2014), The machine that changed the
world, Free Press.
• Jones, D. and Womack, J. (2014).Lean thinking, Free Press.
• Morgan, J. and Liker, J. (2008), The Toyota product development system, New
York, NY: Productivity Press.
• Ohno, T. (1988),Toyota production systems. Cambridge, Mass.: Productivity
Press.
• Morgan, J. and Liker, J. (2019), Designing the future, New York: McGraw-Hill
Education.
• Ward, A., Shook, J. and Sobek, D. (2014), Lean product and process
development. Cambridge, MA: Lean enterprise Institute.

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Lean New Product Introduction

• There are two components to this section:

Aims and objectives

• Introduce the concept of the lean principles and their application to

Promote the use of management techniques & lean enablers and

“Those companies who already have a well established process modelling

All industries are feeling the effect of reducing product

Aerospace Automotive Pharmaceutical Food

• Current development • Vehicle development • Global impact due to • Convenience food

Technical Poor Problem Lack of Product

The five lean principles

Identify the value stream

Make the value flow

Let the customer pull

Lean thinking starts with Identifying Value and Eliminating

• Within manufacturing lean thinking concentrates on reducing individual

Try to enhance value Try to eliminate waste

Taichi Ohno is credited with the identification of seven areas of

Ohno’s Wastes NPI Equivalent

Overproducing Producing more or earlier than the next process needs

Waiting Waiting for materials, information, or decisions

Conveyance Moving material or information from place to place

Processing Doing unnecessary processing on a task or an unnecessary task

Inventory A build up of material or information that is not being used

Level 2 Level 3 Level 4

Waste Conveyance Etc.

1 Based on Morgan & Liker’s Seven Product Development Wastes

Concentrating on eliminating muda (waste) within product

• There are three interrelated aspects

Many of the Lean enablers evident within manufacturing are

Value Stream Visual Standard 5S

VALUE STREAM MAPPING

Example of a Value Stream Map

Kaizen (Change for the Better) Event

• As-Is or current State Map

Lean Tools for the Analysis Phase

• Root Cause Analysis (Ishikawa Diagram)

Value Stream Mapping Comments

Rother, M., Shook, J. (1999), “Learning to

Within a company behaviour is highly influenced by the

• Visual management systems, used to monitor and display the status of a

Gate 4 Freeze gate gate/decision

Gate 5 Final development gate decision Concept

Gate 10 Release gate Follow-up

Seven aspects of visual management

• Information displayed must be relevant to the team

• Resist the urge to translate the data to an electronic format

• Overcomes the common trend of open plan offices

• Initiatives are easier to sustain when there is senior management buy-in

• Accept that a vanilla style approach may not be effective

• Metrics can be used as secondary data to quantify process efficiency

Standard work is an important principle, especially within

Order Request from My Company to Your Company

This is what I required ... did you ask?

A standard pig requires standard shapes

Spiral Line W-shape Upward Arc

Circle Filled Circle M-shape Downward Arc

Grid for a standard pig (Page 2 of Handouts)

NO. REVISION DATE SHEET ..1... OF ...13..