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Product development > Lean product development > Flashcards

Lean product development Flashcards

1
Q

what is set-based design process?

A

Three strategies:

  1. Gradually narrow the initial requirements
  2. Aggressively test the concepts to eliminate inferior alternatives
  3. Reduce the extensions/space of each concept through development work, testing
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2
Q

A common design problem?

A

we cannot simultaneously optimize everything

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3
Q

What is a trade-off curve?

A
  1. Relating different variables
    - often counteracting variabels
  2. find the form of the curve through tests or mathematical relationships

(the curve changes with time)

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4
Q

Michael Kennedy LPD process?

A

Knowledge buildup in time
—> run projects to build things with the knowledge
—> each project will become Better and better with knowledge and time

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5
Q

LAMDA?

A 
Learning cycle of knowledge creation
- look
—> go and see
- ask
—> why? and who knows?
- model
—> visualize knowledge and models
- discuss
—> get input and decide
- act
—> implement your decision
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6
Q

LPD according to Jeffrey Liker

A

The triangle:
1. skilled people
2. process
3. Tools and technology
are the main focus to be able to have a lean product development system
(with more on skilled people/ management applications than other methods)

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7
Q

How can we shorten the time to market at the same time as we get premium product quality?

A
  1. Lean production

2. Lean product development (LPD)

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8
Q

name some good reasons to shorten the “time to market”!

A
  1. First on the market opportunity
    —> become top seller
    —> possibility to charge a comparatively high price
    —> set technology standard
  2. The product development process aims at a moving target
    —> need for continuous change and improvement
    —> the quicker PD process, more accurately launching
  3. Keep up with competitors
  4. Cost,
    —> Engineering time is expensive
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9
Q

What is the Toyota philosophy?

A

Product development is not about developing cars, it is about developing KNOWLEDGE about cars

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10
Q

How is the work done according to the Toyota philosophy?

A
  1. keeping everything simple
  2. Making it visible
  3. Trusting everybody to do the right thing
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11
Q

Problems with listening to customers?

A
  1. Customers are bad at innovations
    —> extending knowledge a step further is not developing science (faster horses ideas did not result in the locomotive)
  2. The customer often mix up true quality and substitute quality
    —> thinks they want a bigger engine because they want higher speed but maybe they rather need optimized streamline design eg.
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12
Q

What is the difference between True quality (TQ) and substitute quality (SQ)?

A

True quality is what the customer really wants but instead they often ask for substitute quality believing that SQ is a prior condition of true quality (TQ)

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13
Q

Name some often observed PROBLEMS in western PD projects?

A
  1. schedules, detailed requirements and system concept are set early
  2. Decisions on the product are made
    —> before customer needs are well understood
    — >without understanding why past product failed
    —> before feasibility is proven
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14
Q

How do western companies spend their PD time?

A
  • 20% value adding
  • 20% not value adding but neccessary
  • 60% waste
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15
Q

give some examples of waste?

A
  1. poor tools and methods
    —> e.g. not using experimental methodology
    —> making too many experiments instead of putting time on designing the experiments
  2. Wishful thinking
    - making decisions without data
    - discarding knowledge
    —> “unsuccessful” experiments ( but there is no such thing)
    —> not properly documenting
    —> “dead ends”
    - testing to specifications
    —> missing relevant circumstances and perspective that we have missed in the specification
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16
Q

What does discarding of knowledge usually depend on?

A

Lack of understating and useful systems and routines for capture proper storage, generalization, dissemination and reuse of knowledge

17
Q

How should we make PD tests?

A

Always test to failure!

  • Always susccessively increasingly the variable until something “breaks” reach a sure limit
  • always try to find limits
18
Q

why are design limits important to know?

A

because if we stay within the limits when we design our product won’t break

19
Q

Name some differences between experimenting with traditional product development and lean product development!

A 
1. Number of concept
Traditional:
—>one/few concepts: 
Lean:
—> many concepts
2. experiment method
Traditional:
—> non-destructive methods
Lean: 
—> test to failure
3. Experimental stage in the PD process
Traditional: 
—> late
Lean: 
—> early
4. economical perspective
Traditional: 
—> complicated and expensive
Lean: 
—> simple and inexpensive
5. Why we experiment
Traditional: 
—> to VERIFY something we think we already know
Lean: 
—> to learn things we don't know
20
Q

what did the Wright Brothers want to do?

A

To build a manned, heavier-than-air flying device

21
Q

What knowledge gaps did the wright brothers identify?

A
  1. How can we create lift?
  2. How can we create propulsion?
  3. How can we control the device in flight?
22
Q

What did the wright brothers use for their experiments?

A
  1. kite
  2. manned gliders
  3. airfoil models on bicycles
  4. windtunnels
23
Q

What did the wright brothers have to design?

A
  1. an engine
  2. propellers (good even by todays standards)
  3. wing warping to control the airplane
24
Q

In what sense did the wright brothers use a lean knowledge-based approach?

A
  1. they acquired knowledge before they designed
  2. They experimented at an early stage to gain knowledge
  3. they used simple and inexpensive experimenting
25
Q

Describe the Write Brothers PD process!

A

TDB (Test- Design- Build)
-Test to learn

  1. Decide on what to accomplish but not the solution
    —> solution-independent problem formulation
  2. Study the existing knowledge
    —> which might turn out to be incorrect
  3. identify the key problems to solve
  4. identify the knowledge gaps
  5. Close the knowledge gaps
    —> learn through inexpensive and safe experimentation and testing of components to understand performance and limitations
  6. Base design choices on what you have learned
    —> knowledge-based design
  7. Design and build the full product
26
Q

what is set-based concurrent engineering?

A
  1. try to come up with as many alternative solutions as you can
  2. Successively eliminate inferior alternatives
  3. Make all necessary decisions as late as possible
27
Q

What does set in set-based concurrent engineering mean?

A
  1. The set of technically different concepts

2. The set of different alternatives without within each concept, represented by different parameter combinations

28
Q

what can we say about meticulously recorded data?

A

Non-glamorous lab work is absolutely crucial to the success of a project

29
Q

Name an advantage of set-based data?

A

Set-based data from LPD experiments can in many cases also be generalized to represent many other cases!
—> which adds further value

30
Q

name some various ways of describing the concepts?

A
  1. collection of data from experiments
  2. diagrams
  3. sketches
31
Q

How can a trade-off curve be pushed into the “not possible right now” area,

A
  1. through further development of the existing design

2. Through development of new concepts, with or without new technology

32
Q

What does it mean when a trade-off curve is pushed into the “not possible right now” area?

A

It means that a concept has better performance

33
Q

What are trade-off curves primary a tool for within Toyota?

A
  1. Understand
  2. Communication
    —> between developers and managers
  3. Communication and negotiation
    —> between specialists and functions (?)
    —> between customers and suppliers
  4. Train new engineers
  5. Record knowledge
  6. Conduct design reviews
  7. Design quality into the product
  8. tool to compare data
34
Q

what can we see from the stress analysis diagram regarding the stress in the cylindrical tank? (PPT- t/D=sqrt(3/4)*p/sigma_b))

A
  1. Safe area above the line (it won’t break)
    —> design space
  2. The wall thickness increases directly proportional to the diameter for constant pressure and fracture stress
  3. If the ratio t/D is kept constant, the pressure can be increased directly proportional to the fracture stress
  4. If the ratio (t/D)/(p/sigma_b) is constant, any of the four variables can be expressed in the other three
  5. We have a tool for comparing data from different tank ruptures in the hope of finding a pattern
35
Q

How does a constant safety factor impact the trade-off(?) curve?

A

The curve gets steeper

36
Q

In what way can we use the diagram (trade-off curve?) to illustrate the operating conditions?

A

The location of the point of operation gives us a visual impression of the safety margin

37
Q

Name some possibilities to increase the safety margin for the stress in cylindrical tank problem?
(make the curve steeper)

  • t/D=(sqrt(s)/4)*(p/sigma_b)
A
  1. Increasing the fracture stress (sigma_b) at the same pressure
  2. Lower pressure

(decrease the pressure/stress ratio)

  1. Make the wall thicker
  2. Decrease the diameter

(increase the thickness/diameter ratio)

38
Q

What is within the R&D scope and engineering scope within a lean product development process?

A

R&D:
Continuous development of existing knowledge and development of new
—> test to failure
—> gain a knowledge base

Engineering:
Application of knowledge within a project
—> Generate concepts, combine, find more limits, evaluate and eliminate
—> further develop
—> documentation and feedback of new knowledge from the project

Product development (8 decks)

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