Coletta The Lean 3P Advantage

A Practitioner's Guide to the Production Preparation Process
Erscheinungsjahr 2012
ISBN: 978-1-4665-5923-3
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 336 Seiten

How do you take talented engineers and surround them with the elements needed to create brilliant designs that lead to market-changing products? Lean 3P is how.

Winner of a 2013 Shingo Research and Professional Publication Award !

Written from an operations perspective, The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process explains how to build collaborative thinking and innovation into the front end of the design process. Describing how to develop successful new products concurrently with new operations, the book illustrates real-world scenarios with numerous examples and case studies to help newcomers succeed the first time around. For those familiar with 3P, the book supplies the basis to explore Evergreen 3P—a process for applying 3P to small-scale design projects for similar benefits.

- Details the 3P Lean Design process, explaining how and why it works so effectively

- Includes case studies and examples of real-world applications

- Presents time-tested methods based on the combined experience of numerous practicing companies

Coverage includes product planning and evaluation criteria, selection of alternatives, timing considerations, construction of prototypes, and measuring effectiveness. This book will help you and your team develop holistic designs that foster innovation and deliver products and production operations that effectively utilize people and exceed the expectations of all stakeholders.

Zielgruppe

Product development and operations managers, design and process engineers associated with manufacturing functions, and consultants.

Autoren/Hrsg.

Coletta, Allan R.

Fachgebiete

• Technische Wissenschaften Technik Allgemein Konstruktionslehre und -technik
• Wirtschaftswissenschaften Betriebswirtschaft Management Forschung & Entwicklung (F&E), Innovation

Inhaltsverzeichnis

Lean 3P Design Concepts
What Is 3P?
Lean 2P
Why Does 3P Work? Separating R from D Horizontal Development Rapid Learning Differences between Traditional Product and Process Design, and Lean 3P Design
Time Commitment of the Stakeholders

Lean 3P’s Place in the Product Development Process
Applying Lean 3P to New Product Development Voice of the Customer Case Studies
Lean 3P within Existing Product Development Processes Phase-Gate Product Development
Point-Based Engineering
Set-Based Concurrent Engineering Set-Based Concurrent Design
Applying Lean 3P Design and Gaining Leverage
Introduction
Concurrent Product and Process Design Using 3P
Is One 3P Event Enough?
The Role of Operations
Leverage Case Study
Gaining Leverage The "Best" Time to Make Improvements The "Better" Time to Make Improvements The "Necessary" Time to Make Improvements
Getting Started
The Case for Change
The Flow of a Lean 3P Event Information Innovation Prototyping and Rapid Redesign Optimization
Key Participants in a 3P Event
Space Required for a 3P Event
Materials and Tools
3P Event Charter
Pre-Event Orientation and Training
Getting Started Recap
The Countdown and Overview of the 3P Event Week
Timing Considerations
Preparing for a Lean 3P Event Two to Three Months Before One to Two Months Before One to Two Weeks Before The Day Before
Overview of the 3P Event Week Day One Day Two Day Three Day Four Day Five
Kickoff, Charter, and 3P Goals
Kickoff
The 3P Event Charter
Introducing Lean 3P Design Goals
Each Part, Each Interval (EPE or EPE I)
Summary of the 3P Design Goals
Kickoff, Charter, and 3P Goals Recap
Product Planning and Process Evaluation Criteria
Product Planning
Production Evaluation Criteria
3P Process Design Criteria Takt Time One-Piece Flow Pull System People Involvement Automatic Unloading Load-Load Operations Low-Cost Automation Mistake-Proof (Poka Yoke) Minimal Capital Minimal Space Required Low-Motion Waste 100% Gauging Maximum Operator Value-Add Changeover Time Tool Room Maintenance Tooling Quality or Tooling Cost Safety, Ergonomics, and Health (and Possibly Security) Environmental Impact Internal Waste Collection Simple as Possible Standard or Off-the-Shelf Equipment Process Capability Ratio (Cp) Known Process Future Challenge Maintenance Free Technical Advantage Autonomation Development Time or In-House Development Scalability Flexibility
Selecting the Evaluation Criteria
Product Planning and Process Evaluation Criteria Recap
Defining Value-Adding Functions
Product Features and Process Steps versus Value-Adding Functions
Product Considerations
Process Considerations
Evaluating Product and Defining the Value-Added Process Steps Concurrent Product and Process Evaluation Product Features and Process Step Value-Adding Functions Recap 3P Example—Kathryn’s Finest
Flow Diagrams, Developing Seven Alternatives, and Selection of the Better Three Alternatives
Flow Diagram
Spaghetti Diagram
Developing the Seven Alternatives from Nature
Considering Industrial Alternatives
Industrial Application of the Seven Alternatives from Nature
Developing the Seven Alternatives
Evaluation and Selection of the Top Three Alternatives
The Pugh Method or Decision Matrix
Summary of Progress
Flow Diagrams, Developing Seven Alternatives, and Selecting the Better Three Alternatives Recap
Process at a Glance, Selecting Teams, Constructing the Three Prototypes
Process at a Glance Team Selection
Safety Reminder Getting Started with the Three Prototypes Utilizing the Assigned Space The Need for Speed Researching New Concepts Identifying Risk Constructing the Three Prototypes Concept Viability Safety and Power Tools Process at a Glance
Process at a Glance, Selecting Teams, Constructing the Three
Prototypes Recap
Rapid Evaluation of the Three Prototypes, Selecting the Final Prototype
Introduction
Rapid Evaluation of the Three Prototypes
Evaluation Participants
Process at a Glance and Complete Process Overview
Congregate around the Prototype Being Reviewed
Process at a Glance and Evaluation Criteria
Take Some Pictures
Selecting the Best Process Steps from the Three Prototypes System Impact People Impact
Value-Adding Function Selection
Summary of Progress
Rapid Evaluation of the Three Prototypes, Selecting the Final Prototype Recap

Developing the Final Prototype, Incorporating Evaluation Criteria, and Measuring Effectiveness—Final Report-Out
Developing the Final Prototype
Incorporating the Evaluation Criteria
Add in the Transitions and Transfer Operations
Measuring 3P Effectiveness
Full Construction of Final Prototype
Layout with Material and Tool Storage Identified
Process at a Glance
Calculation of Takt Time
Assessment of Evaluation Criteria
Assessment of Event Goals
Final Cost Estimate
Resource Plan and Teams
Project Timeline with Milestones
Spaghetti Diagram of New Operation
Changeover Plan
Review of Bucket-List Items and Action Items
Final Report-Out Session
Summary
Developing the Final Prototype, Incorporating Evaluation Criteria, and Measuring Effectiveness, Final Report-Out Recap
3P Project Management, Potholes and Stumbling Blocks
3P Project Management
Communication and Involvement
A3 Problem Solving
New Wine in Old Wineskins
Out-of-the-Gate Performance
Potholes and Stumbling Blocks
Participant Selection
Judges’ (Critical Evaluators) Selection
Judges’ (Critical Evaluators) Role
Participant Pairing
Let It Breathe
Time Management
Leadership
Set Big Expectations
Believe in the 3P Process and Stick with It
Postevent Expectations

Evergreen Lean 3P Design, Conclusions
Evergreen Lean 3P Design
The A3 Process Applied to Small-Scale 3P Design Problem Statement Background Current Condition Goals Analysis Countermeasures Action Items Follow-Up
Conclusions

Appendix
Flow Diagram of Lean 3P Design Process
Lean 3P Event Charter Template
Lean 3P Event Materials Checklist
Lean 3P Pre-Event Activity Checklist
Children’s Book Selections
Potential Design Evaluation Criteria
Potential Design Evaluation Criteria Checklist
Seven Alternatives Template
Seven Alternatives with Evaluation Criteria Template
Process at a Glance Template
Process at a Glance with Evaluation Criteria Template
Works Cited and Bibliography
Index

Über Autor(innen)

Allan R. Coletta is a chemical engineer with extensive manufacturing operations, supply chain, and engineering experience gained while working in the chemical process and health-care diagnostics industries. His Lean experience started while serving as site manager for ICI Uniqema’s largest specialty chemicals plant in North America and continued to expand his role as Senior Director of Engineering for Siemens Healthcare Diagnostics. His passion for manufacturing and engaging people in continuous improvement continues to grow through personal application of Lean principles.

Allan serves on the Delaware Manufacturing Extension Partnership’s Fiduciary and Advisory Boards and is a member of the Delaware Business Mentoring Alliance. He is also a member of the American Institute of Chemical Engineers and the Association for Manufacturing Excellence (AME).