Lean product development – enabling management factors for waste elimination
01 Jan 2012-International Journal of Technology Management (Inderscience Publishers Ltd)-Vol. 57, pp 71-91
TL;DR: This paper develops and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management, and identifies 1 employee training 2 coaching 3 constructive failure treatment as effective means.
Abstract: Lean development is a promising approach in new product development (NPD). However, despite the successful application of lean thinking and its principles to manufacturing, the adoption of the lean approach to product development is a quite novel undertaking. In this paper, we develop and test hypotheses pertaining to the elimination of waste, which is one of the major objectives of lean management. In particular, our study focuses on the question: What management factors are enablers for the elimination of waste in the context of NPD? We identified: 1 employee training 2 coaching 3 constructive failure treatment as effective means.
Furthermore, implications for management practice are considered. Testing our hypotheses, we refer to data from 108 firms in the automotive supplier industry in German-speaking countries, i.e., Germany, Austria, Switzerland and Liechtenstein.
Citations
More filters
Book•
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period
1,793 citations
TL;DR: In this paper, a taxonomy for lean, resilient and green supply chain management practices at three levels: upstream, organization and downstream, is presented to identify possible practices to achieve their sustainability goals.
254 citations
TL;DR: In this article, the authors investigated the relationship between lean, green and process innovation practices and green supply chain (GSC) performance and found that green practices including eco-design, life cycle assessment, green manufacturing, reverse logistics, and waste management significantly and positively affect GSC performance.
146 citations
TL;DR: In this paper, the authors compare and contrast the lean product development (LPD) and green product development concepts through a systematic literature review including 102 journal publications and conclude that LPD is superior to GPD.
143 citations
Cites background from "Lean product development – enabling..."
...Which activities add value in product development is unclear, even though there is a consensus that value is added in product development when useful information is generated, and therefore the key areas of value creation in the NPD process remain unresolved (Schulze and Störmer, 2012)....
[...]
...Schulze and Störmer (2012), in their study of 108 companies located in Germany, Switzerland and Austria, found evidence that employee training and coaching are important management means to achieve LPD....
[...]
...The application of the lean concept to product development is still in its infancy, despite the success of lean initiatives within manufacturing (Schulze and Störmer, 2012)....
[...]
TL;DR: In this article, the authors investigated a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 40 technologies, with the aim of developing a new pattern for operational excellence through the grounded theory methodology.
Abstract: This research investigates a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 40 technologies The aim is the development of a new pattern for Operational Excellence through the grounded theory methodology Data collection involved interviewing Italian manufacturing managers in ten case organisations as well as a direct observation of practices linked to Industry 40 and LSS integration at one of the selected case organisations Results of the study aligns with preliminary literature supporting LSS providing platform to achieve effective outcome from Industry 40 application The integration needs reinvented mapping tools and implies a horizontal integration and a vertical, end-to-end integration The latter requires the company to reengineer the ERP modules, while in the horizontal integration the real ultimate goal is to reach a complete automatic synchronisation of the processes named Autonomous Process Synchronisation Moreover, all the data gathered from production processes and offices needs the development of new analytics at all levels This is amongst first few studies that answers how to achieve integration between LSS and Industry 40 technologies and thus have several research and managerial contributions in advancing operational excellence research
100 citations
References
More filters
TL;DR: The nature of the core capabilities of a firm is examined, focusing in particular on their interaction with new product and process development projects, and two new concepts about core capabilities are explored here.
Abstract: This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.
6,310 citations
"Lean product development – enabling..." refers result in this paper
...These arguments are in line with those of Leonard-Barton (1992), who states that the skills and knowledge embodied in people are the most relevant core capabilities in NPD. Summing up, we agree that training targeted at the elimination of waste will enrich engineers’ skills....
[...]
Book•
01 Jan 2003
TL;DR: The authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking.
Abstract: If The Machine That Changed the World is a description of the Toyota system in the industry of its origin, Lean Thinking is a generalization of the basic concepts so they can be applied to any company in any industry. The authors begin by summarizing the five inherent principles in any lean system: 1 correctly specify value so you are providing what the customer actually wants, 2 identify the value stream for each product family and remove the wasted steps that don't create value but do create muda (waste), 3 make the remaining value-creating flow continuously to drastically shorten throughput times, 4 allow customer to pull value from your rapid-response value streams as needed (rather than pushing products toward the customer on the basis of forecasts), and 5 never relax until you reach perfection, which is the delivery of pure value instantaneously with zero muda. (The first part of Lean Thinking devotes a chapter to each of these principles.) In the second part, the authors describe in detail how managers in a wide range of companies and industries - small, medium and large, North American, European and Japanese - transformed their business by applying the principles of lean thinking. Chapters are devoted to Pratt and Whitney, Wiremold, Lantech in North America, Porsche in Germany, and Showa Manufacturing in Japan. Lean Thinking has sold more than 300,000 copies in the English language hard-cover version alone, because it's an indispensable companion for every manager making the lean journey.
5,071 citations
TL;DR: In this paper, the authors organize the product development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving, and synthesize research findings into a model of factors affecting the success of product development.
Abstract: The literature on product development continues to grow. This research is varied and vibrant, yet large and fragmented. In this article we first organize the burgeoning product-development literature into three streams of research: product development as rational plan, communication web, and disciplined problem solving. Second, we synthesize research findings into a model of factors affecting the success of product development. This model highlights the distinction between process performance and product effectiveness and the importance of agents, including team members, project leaders, senior management, customers, and suppliers, whose behavior affects these outcomes. Third, we indicate potential paths for future research based on the concepts and links that are missing or not well defined in the model.
3,824 citations
"Lean product development – enabling..." refers background in this paper
...(Brown and Eisenhardt, 1995)....
[...]
...In particular, researchers and practitioners alike have been focusing on value-adding activities, pursuing the objective of efficiency with faster product development, fewer engineering hours, improved manufacturability of products, etc. (Brown and Eisenhardt, 1995)....
[...]