Successes and Challenges in Implementing Lean Product Development

2019 ◽  
Author(s):  
Hrushikesh Godbole ◽  
Marcos Esterman ◽  
Shridhar Palekar ◽  
Alvaro Rojas Arciniegas
Keyword(s):  
Product Development ◽  
20Th Century ◽  
Academic Community ◽  
Successful Management ◽  
Lean Thinking ◽  
Management Philosophy ◽  
Implementation Challenges ◽  
Lean Product Development ◽  
Knowledge Repository ◽  
Successes And Challenges

Abstract Lean thinking is a successful management philosophy that originated in the production dominated mid-20th century. More recently, these principles have been contextualized in a product development setting. However, few companies have successfully adopted lean product development. The gap between the existing knowledge within the academic community and the current practices within the industry motivated an industry-academia research roundtable to identify the successes and challenges in implementing lean product development. This paper shares the successful practices, and the implementation challenges that industry faces in the context of lean product development, which include nomenclature, visual management and metrics, knowledge repository and lean education & training. The paper concludes with a roadmap of research required to enable the adoption of lean product development in the industry.

Lean product engineering in the South African automotive industry

2015 ◽  
Vol 26 (5) ◽  
pp. 703-724 ◽  
Author(s):  
Klaudia Mund ◽  
Koot Pieterse ◽  
Sheila Cameron
Keyword(s):  
Product Development ◽  
Product Design ◽  
South African ◽  
The South ◽  
Lean Thinking ◽  
Local Conditions ◽  
Content Type ◽  
Lean Product Development ◽  
Local Product ◽  
Product Engineering

Purpose – The puropse of this paper is to explore the extent to which principles of lean product development are applied to product design and engineering at automotive companies in South Africa (SA). Survey, interview and observational data form the basis for an adaptation of Toyota’s lean product development system (LPDS) (Morgan and Liker, 2006) to the South African automotive product engineering context. Design/methodology/approach – All seven automotive manufacturers then operating in SA (including Toyota) were investigated, together with sample of those suppliers carrying out product engineering and/or design locally. A questionnaire based on the LPDS, and follow-up interviews were used to ascertain the extent to which lean principles informed product engineering, and identify areas where there was scope for improvement. Findings – The survey established that while SA automotive companies have a strong manufacturing focus there is very limited local product design and development (PD&D), as this tends to be carried out centrally for multinationals. However, global product designs require modifications to suit local conditions and many decisions about manufacturability are taken locally. This broad area of design-related activity will be termed product engineering. The study found considerable scope for increasing the extent to which aspects of product engineering were influenced by lean thinking. An adapted version of the LPDS is proposed to aid lean thinking in product engineering in this context. Originality/value – This study provides information on the application of lean thinking in product engineering, an area that has attracted far less attention than manufacturing and PD&D. Furthermore it addresses a significant sector of an important emerging economy, and contributes a practitioner perspective to what is predominantly a theoretical literature.

A Conceptual Model for the Implementation of Lean Product Development

2018 ◽  
Vol 9 (1) ◽  
pp. 1-9 ◽  
Author(s):  
Daniel Aikhuele ◽  
Faiz Turan
Keyword(s):  
Product Development ◽  
Conceptual Model ◽  
Success Factors ◽  
Development Process ◽  
Measuring Method ◽  
Product Development Process ◽  
Clear Understanding ◽  
Performance Measurements ◽  
Lean Thinking ◽  
Lean Product Development

Companies are faced with the need to address their product development challenges innovatively in order to stay competitive in today's market. One way of doing that is the integration of lean thinking in their product development process. However, due to the lack of clear understanding of the lean thinking performance measurements, the near absent of a holistic and unifying measuring method and the near or non-existence of an evaluating conceptual model to allow for the evaluation of the performance of the lean product development processes, many companies are unable to fully implement the lean thinking principle in their Product development process. In dealing with these issues, this article has therefore proposed a conceptual model which is based on some core critical success factors for the examination of lean performance in the product development process.

Implementation of Lean Tools and Methodologies in Design

2012 ◽  
Author(s):  
Mohamed E. M. El-Sayed
Keyword(s):  
Product Development ◽  
Design Process ◽  
Lean Manufacturing ◽  
Development Process ◽  
Fundamental Principle ◽  
Product Development Process ◽  
Lean Thinking ◽  
Lean Principles ◽  
Lean Product Development ◽  
Lean Tools

Research efforts in lean design are usually focused on enabling lean manufacturing or managing the product development processes. Very few efforts, however, have been directed towards the design process itself. While the most successful lean applications started with the manufacturing process, due to its nature and the ability to identify the process wastes, the full impact of lean thinking can only be achieved when applied at the beginning of the product development process starting with early design phases. Considering that the first and most fundamental principle in lean thinking is to realize value from the customer’s perspective, it is essential that a lean product development process implementation assures the flow of this value throughout the process. This can only be accomplished when lean principles, tools, and methodologies are utilized in all phases from concept development in the design phase to manufacturing in the production phase. In this paper, the utilization of lean principles, tools, and methodologies during the design process is discussed. In addition, the adaptation of several lean tools and methodologies to assist in applying the lean principles throughout the different phases of the design process is demonstrated. To illustrate the concepts, adaptation process, and implementation some examples are presented.

The lean product development: an application to refrigeration industry

2017 ◽  
Author(s):  
Mayara Silvestre de Oliveira ◽  
Jaime Lozano ◽  
Jader Barbosa ◽  
Fernando Forcellini
Keyword(s):  
Product Development ◽  
Lean Product Development

Reintroducing John Maurice Clark to the Accounting Academy

2019 ◽  
Vol 46 (1) ◽  
pp. 19-33 ◽  
Author(s):  
Deirdre M. Collier
Keyword(s):  
20Th Century ◽  
Academic Community ◽  
Differential Analysis ◽  
Managerial Accounting ◽  
Accounting History ◽  
Citation Counts ◽  
Book Studies ◽  
Short Time

ABSTRACT This paper reintroduces economist John Maurice Clark to the accounting academic community while investigating his role in the development of managerial accounting. Clark was a prominent American economist during the early half of the 20th century, whose first major book, Studies in the Economics of Overhead Costs (Clark 1923a), has been described by diverse authors as foundational to the field of managerial accounting, especially overhead estimation and differential analysis. An overview of Clark's life is provided, followed by discussion of the importance of his work to accounting. Citation counts of his work in various accounting journals reveal that although widely referenced by accounting scholars for a short time after the publication of Overhead Costs, his name then disappeared from the literature, and indicates that his work is underappreciated. The paper discusses why this lacuna in accounting history is significant, and gives possible explanations for why Clark's work has been overlooked.

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