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.

Lean Product Development (LPD) Enablers for Product Development Process Improvement

2015 ◽  
pp. 31-57 ◽  
Author(s):  
Guilherme Luz Tortorella ◽  
Diego de Castro Fettermann ◽  
Giuliano Almeida Marodin ◽  
Flávio Sanson Fogliatto
Keyword(s):  
Product Development ◽  
Process Improvement ◽  
Development Process ◽  
Product Development Process ◽  
Lean Product Development

Conceptual Model Driven Architecture to Support Global Product Development

2008 ◽  
Author(s):  
Javier Pereda ◽  
Mauricio Hincapie ◽  
Arturo Molina
Keyword(s):  
Product Development ◽  
Conceptual Model ◽  
Development Process ◽  
Manufacturing System ◽  
System Development ◽  
Development Project ◽  
Product Development Process ◽  
Model Driven Architecture ◽  
Model Driven ◽  
Product Development Project

For a rapid configuration of a given product development process, taking into account today unavoidable market’s requirements as is the integrated product, process and manufacturing system development considering their entire lifecycles, in this paper, an enterprise holistic framework, consisting in a three dimensional model, is described to support the model driven architecture (MDA) concept for global product development projects (GPDP). The holistic framework has been established based on the integration of three fundamental areas of research: concurrent engineering (CE), product lifecycle, and enterprise integration engineering (EIE). The integration of these three fields of knowledge, using a 3D holistic framework, generates a solid support for a model driven architecture. As a result, through a 3D matrix, more important elements of the product development process can be combined and modeled following their natural interactions through the project realization. Questions about a global product development project like: What needs to be developed? Who will develop it? Where will be developed? How will be developed? When is being developed? can be generated during the planning and execution of the project but, as part of this research effort, these questions are answered in an organized manner using the proposed enterprise holistic framework. The conceptual model (enterprise holistic framework) for the global product development project was established as a base to capture, store and configure a project including the integration of product, manufacturing process and manufacturing system development considering their entire lifecycles in the enterprise context.

Role of R&D Practices for Effective Product Development Process in NPD

2019 ◽  
pp. 140-159
Author(s):  
Sudeshna Roy ◽  
Pranab K. Dan ◽  
Nipu Modak
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Structural Equation ◽  
Success Factors ◽  
Development Process ◽  
Product Development Process ◽  
Primary Data ◽  
Fuzzy Front End ◽  
Technological Developments

The necessity of new product development (NPD) in the global competition is a well-established fact. Imperativeness of research and development (R&D) practices and product development process (PDP) in NPD are inevitable. In case of R&D practices, fuzzy-front-end (FFE) activities and improvisation are the two sub-factors which are not directly related to R&D but motivate it indirectly with their actions. For PDP, modular product development (MPD) and market analysis are recognized as the factors directly influencing the PDP of the firm for NPD success. This chapter considers product quality and technological developments as performance attributes for development of comprehensive framework by structural equation modeling (SEM) approach. Primary data from 263 experts of Indian manufacturing industries has been collected for analysis purpose. This empirical research portrays the role of R&D practices along with its indirectly related success factors for effectively controlling PDP along with its sub-factors for developing high quality products with technological developments.

Partnership development between product customer and tool and die supplier

2005 ◽  
Vol 219 (4) ◽  
pp. 365-376 ◽  
Author(s):  
D Tang
Keyword(s):  
Product Development ◽  
Decision Model ◽  
Development Process ◽  
Product Development Process ◽  
Collaborative Partnership ◽  
Performance Measurements ◽  
Know How ◽  
Partnership Development ◽  
The Right ◽  
Development And Management

Generally, the tool and die industry is acting as a tooling supplier for customers' product development. It is widely acknowledged that tool and die suppliers are now more than ever having to improve the cooperation or collaboration level with their customers to gain the tooling market. However, real cooperation or collaboration between product customer and tool and die supplier cannot be achieved before an appropriate partnership is developed. Moreover, the partnership needs to be adaptive to the changing market and requirement levels of customers. The purpose of the present research is to investigate adaptive partnership development between product customer and tool and die supplier through several steps. A set of performance measurements are defined to help the product customer evaluate the capability of tool and die supplier candidates. Different interfaces between product customer and tool and die supplier are analysed. How to develop the right interface structure for adaptive partnership between them is discussed. According to the rational early supplier involvement (ESI) methodology, the adaptive partnership requires the tool and die supplier to justify its role as an active partner along the entire product development process chain, and a decision model is established to specify the ESI partnership between product customer and tool and die supplier. It is suggested that the collaborative partnership be implemented through stronger integration of the tool and die supplier's know-how into the customer's product development process. It is hoped that this research idea can provide comprehensive support for partnership development and management between product customer and tool and die supplier.

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