DRM ASSOCIATES

CAPABILITIES
WITH LEAN PRODUCT
DEVELOPMENT (LPD)

Contact: Kenneth Crow | Tel: 310-377-5569 | Email: k.crow@npd-solutions.com

2007 DRM ASSOCIATES

KENNETH CROW
30+ years consulting in product
development & manufacturing
Former Director, Mfg. Consulting,
Ernst & Young
President, DRM Associates
Recognized expert in product
development, project management,
design to cost, QFD, VA, DFM
and lean practices
Certified New Product Development Professional
Frequent international speaker and author
Former President & Director of the Society of
Concurrent Product Development
2007 DRM ASSOCIATES

For further information on Ken, see

www.npd-solutions.com/kcrow.html

DRM ASSOCIATES
Firm with recognized expertise in new product
development & core focus on value
Kenneth Crow is the firms Principal consultant
Nine highly-experienced consultants
Extensive client list - Fortune 500 and international
clients
Led consortium to identify 270 best practices of product
development
Extensive training experience and materials conducted over 200 workshops

2007 DRM ASSOCIATES

For further information on DRM Associates, see

www.npd-solutions.com

LEAN THINKING
Lean refers to a way of thinking and specific practices
the emphasize less of everything less resources, less
work-in-process, less time, and less cost to produce
something, either a physical product, knowledge product
(e.g. product design), or service product.

2007 DRM ASSOCIATES

LEAN THINKING PRINCIPLES

The five Lean Principles are:
1. Define value to the customer
2. Identify the value stream and eliminate waste
3. Make the value-creating steps flow
4. Empower the team
5. Learn and improve

2007 DRM ASSOCIATES

COMPARING MANUFACTURING & DEVELOPMENT

Characteristic

Production Process

Thing Worked On Materials, Parts &

Products
Activities

Fabrication, Assembly
& Test

Deliverable

Physical Product

2007 DRM ASSOCIATES

Product Development
Process
Information &
Documents
Definition, Acquisition,
Transformation &
Integration
Product Definition

Voice of the Customer

Quality Function Deployment
Lean Design
Platforms & Design Reuse
Rapidly Explore Alternatives
Value Stream Mapping
5S Workplace
Standardized Work
Pipeline Management
Flow Process & Pull Scheduling
Reduced Batch Sizes
Synchronize Activities
Delay Commitment
Cross Functional Team
Workforce Empowerment
Right Resources
Amplify Learning

LEAN PD PRACTICES & TOOLS

Lean Product Development Practices and Tools

Practice Number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
1. Define value to the customer
2. Identify the value stream & eliminate waste
3. Make the value-creating steps flow
4. Empower the team
5. Learn and improve

2007 DRM ASSOCIATES

LEAN PD PRACTICES
1. Voice of the Customer provides an input to maintain focus on what is of value
to the customer.
2. Quality Function Deployment transforms customer needs into product
specifications and plans oriented to maximizing the customer value proposition.
3. Lean Design minimizes waste (high cost and poor quality) and maximize value
in the design of the product.
4. Platforms and Design Re-Use to reduce the cost of development, increase
product value, and enable smaller batch sizes.
5. Rapidly Explore Alternatives is important to develop more optimal solutions
to maximixe customer value. Set-based design explores alternatives in parallel,
gradually narrowing alternatives until the solution emerges.
6. Value Stream Mapping analyzes the process, increasing process value and
eliminating waste
7. 5S Workplace organizes workplace and data to minimize time needed to find
information and perform development activities.
8. Standardized Work establishes a common way of doing things standard
process, document templates, checklists, etc.
9. Pipeline Management avoids overloading the pipeline, smoothes out release
of work, and prevents buildup of work-in-process and queue time.
2007 DRM ASSOCIATES

LEAN PD PRACTICES
10. Flow Process and Pull Scheduling pulls work in a steady flow when
resources are available. Team planning and visual management provide a
better understanding of development status and required actions.
11. Reduce Batch Sizes through standardization and platform development,
working without complete information, etc., which allows a smoother flow and
more level staffing.
12. Synchronize Activities frequently with project team members and use tools
like design structure matrix to understand interactions and visual
management techniques to determine status and issues.
13. Delay Commitment where appropriate to keep options open and respond to
change, avoiding premature decisions and improving customer value.
14. Cross-Functional Team is a way to create a workcell with required
disciplines to more rapidly conduct development activities.
15. Workforce Empowerment enables teams to plan their own projects and
determine how to best provide value to the customer.
16. Right Resources in terms of the right number of people, at the right times,
and with the right skills and experience enable lean product development.
17. Amplify Learning with knowledge capture and feedback and use iterative
development to take advantage of learning.
2007 DRM ASSOCIATES

VOICE OF THE CUSTOMER

Maximize value by understanding what
customers need and what customers value

Market
Analysis &
Definition

Voice of the
Customer
Investigation

Customer
Needs Data
Dictionary

Us
New

Co A
Prod 2
Co B

Co A
Prod 1

Us
Prod 1

2007 DRM ASSOCIATES

Target Price
& Cost
Analysis

QFD Product
Planning
Matrix

Product
Specification

PRODUCT REQUIREMENTS & CHANGE

A major difference between traditional and lean/agile
product development is in the way change is handled
Traditional Product Development
Goal is to finalize requirements early in the project and
minimize subsequent changes. However in most projects,
especially with technology, requirements will likely change.
Lean Product Development
Accepts that requirements will change & aims to reduce
the cost of changes by:
Recognizing them as early as possible with frequent
customer feedback
Providing flexible architectures
Deferring design decisions until as late as possible
2007 DRM ASSOCIATES

LEAN DESIGN
Objective:
Minimize resources (product cost) while maximizing
value to the customer (value proposition)

ize
m
i
x
a
M
lue
a
v
r
e
custom

2007 DRM ASSOCIATES

ze
i
m
i
n
i
M
st
o
c
d
n
sa
e
c
r
u
o
res

LEAN DESIGN vs. LPD

Lean Design is a subset of Lean Product Development

Lean Product
Development

Lean Design

2007 DRM ASSOCIATES

DESIGN IMPACT ON COSTS

Costs
Committed

Costs
Incurred
Concept
Development
& Feasibility
2007 DRM ASSOCIATES

Product
& Process
Design

Testing &
Production
Launch

Production

LEAN DESIGN PROCESS

Target cost
calculation
Establish
market segment;
assess customer
needs, competitive
solutions & target price

QFD
(Product
planning
matrix)

Value analysis

Product
cost model

Brainstorming

DFM / A
Establish
target cost

Develop
Business
case

Define
product
reqmts

Develop
alternative
concepts & cost
reduction ideas

Conjoint
Analysis

Estimate cost
of
alternatives

NO

Meet
goals?

Value
analysis
Target cost
tracking

YES

Develop
design &
reduce cost

Metric: actual
cost vs. cost
target

QFD
(Concept selection
matrix)

Requirements

2007 DRM ASSOCIATES

Concept
Development

Assembly
Design

Part Design

Process
Design

SIMPLIFY DESIGN
Product Line Simplification/
SKU Minimization

Assembly Simplicity
Part
Count
Complexity

Architecture/Concept
Design Modules/Interconnections
Unique
Parts

Assembly Design &

Number of Parts/Materials

Part Simplicity
Part
Geometry

Complexity

Piece Part Design & Number/

Complexity of Features
Process Design &
Number of Operations
2007 DRM ASSOCIATES

Part
Features

LEAN DESIGN SCHEDULE IMPACT

Lexmark experience with concurrent engineering &
DFM/A (key elements of lean design) impact on
development schedule
Concept
Development

Detailed
Design

3%

27%

Build, Test, Fix

Redesign Iterations

Manufacturing
Ramp-Up

55%

15%

Traditional Approach

20%

13%

22%

Concurrent Engineering /
DFMA Approach

2007 DRM ASSOCIATES

5%

40%

DESIGN REUSE PHILOSOPHY

The more a company can leverage its existing
products, knowledge, and expertise with new
product designs, the more it can reduce the
need to invest resources and time in creating
those products

2007 DRM ASSOCIATES

PLATFORMS & DESIGN RE-USE

Platform Strategy
& Planning
Part
Standardization
2007 DRM ASSOCIATES

Custom

Design Re-use

100%

Find the right balance between custom and

common parts and platform use based on your
business & product strategy

0%

Common

100%

RAPIDLY EXPLORE ALTERNATIVES

While an emphasis on value and time with lean practices
would suggest not wasting time exploring alternatives
when an acceptable solution exists, this is not the case
Greatest value when multiple alternatives can be rapidly
explored this is the only way to move towards a more
optimum solution
Set-Based Design involves
developing multiple sets of solutions
parallel & relatively independently.
As the design progresses, the sets
of solutions are gradually narrowed
based on additional information from
development, testing, the customer,
etc., and the best solution 'emerges'

2007 DRM ASSOCIATES

in

IDENTIFY THE VALUE STREAM & REMOVE WASTE

The Seven Wastes The Seven Wastes in Product Development
in Manufacturing
1. Inventory
1. Pipeline overload; development work in
progress
2. Processing
2. Excessive reviews & paperwork; extra steps;
serial process with excessive iterations;
unnecessary data conversions
3. Overproduction
3. Extra/low priority features; too much detail;
unnecessary information; redundant development, over-dissemination of information
4. Motion
4. Excessive mental motion; task switching;
effort to find needed information
5. Transportation
5. Handoffs; translating data, formats, & information; lack of direct access to information
6. Waiting
6. Delays; time waiting for others inputs
7. Defects
7. Design rework; incomplete/ambiguous information; defects in requirements or design;
misinterpretation of design by suppliers
2007 DRM ASSOCIATES

VALUE STREAM MAPPING & ANALYSIS

Request
1 hr

2
Queue
20 hrs

Approve
1 hr

4
Queue
40 hrs

Prelim.
Architect.
72 hrs
8 hrs NVA

4
Queue
40 hrs

Build/Test
Iteration
68 hrs
16 hrs NVA

2
Queue
20 hrs

Deploy
2 hr

4 Iterations

Value-Added Activities
An activity that transforms material or information
And the customer wants it
And its done right the first time
Non-Value-Added, but Needed Activities
Activities creating no value but which cannot be eliminated based on
current state of technology or thinking
Required (regulatory, customer mandate, legal)
Necessary (due to non-robust process; current risk mitigation)
Non-Value-Added Activities
Activities that consume resources but create no customer value
Pure waste
If you cant get rid of the activity, it turns to yellow
2007 DRM ASSOCIATES

STANDARDIZE WORK
Standardize the development process to simplify
planning and avoid relearning
Define multiple processes as required to support
different development needs
New products
Product enhancements & product line extensions
Technology development or platform development
that does not lead directly to a new product
Facilitates training and process documentation (e.g.,
ISO 9001)

2007 DRM ASSOCIATES

STANDARDIZE DEVELOPMENT PROCESS

Phases
Tasks
Responsibilities
Templates for
documents/
deliverables

2007 DRM ASSOCIATES

Source: www.pd-trak.com

MAKE THE VALUE CREATING STEPS FLOW

Factors affecting cycle time:
Product/project flow variability

Complexity of processes

Inventory or work in process

(WIP)

2007 DRM ASSOCIATES

STRATEGY - SCHEDULE vs. UTILIZATION

Traditional Cost-Based View
Utilization in excess of
100% is positive - it lowers
costs
Multiple project
assignments assure that
everyone is busy

Time-to-Market View
Time to
Market
(schedule)
Target

Overtime is an expected
solution; process shortcuts
are overlooked
If a significant schedule
problem exists, shift
resources to catch up
2007 DRM ASSOCIATES

100%

Capacity Utilization

AVOID OVERLOADING PERSONNEL

Project priorities are not clear individual performers
make decisions on priorities which may be counter to
organizational objectives
Part-time involvement slows down all projects
Task switching reduces efficiency and adds to cost

Project A

Project B

Plan and Manage Resources

2007 DRM ASSOCIATES

PIPELINE MANAGEMENT
Manage the number of projects in the pipeline and
their release to avoid overloading resources and
increasing work in process
O
Software Engineer
Base Headcount:
+New Hires,Contractors/-Losses
-Non-Project Utilization Factor (%)
Total Available Resources
Total Project Requirements
+Available/-Shortage
System Engineer
Base Headcount:
+New Hires,Contractors/-Losses
-Non-Project Utilization Factor (%)
Total Available Resources
Total Project Requirements
+Available/-Shortage

2002
N
D

2002
F
M

5.0 5.0 5.0 5.0 5.0

1.0
0.8 0.8 0.8 0.8 0.9
4.3 4.3 4.3 4.3 5.1
4.5 4.5 4.7 5.0 6.0
-0.3 -0.3 -0.5 -0.8 -0.9
4.0 4.0 4.0
1.0
0.8 0.8 1.0
3.2 3.2 4.0
3.5 3.5 3.5
-0.3 -0.3 0.5

4.0
1.0
1.0
4.0
3.9
0.1

4.0
1.0
1.0
4.0
3.9
0.1

2003
M
J

2003
A
S

5.0
1.0
0.9
5.1
5.5
-0.4

5.0
1.0
0.9
5.1
4.8
0.3

5.0
1.0
0.9
5.1
5.1
0.0

5.0
1.0
0.9
5.1
5.5
-0.4

5.0
1.0
0.9
5.1
5.0
0.1

5.0
1.0
0.9
5.1
5.0
0.1

5.0
1.0
0.9
5.1
5.0
0.1

4.0
1.0
1.0
4.0
3.9
0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
3.7
0.3

4.0
1.0
1.0
4.0
3.7
0.3

4.0
1.0
1.0
4.0
3.7
0.3

Description
Field Strength Analyzer
Network Tester
Broadband Optical Detector
Network Driver Software
Optical Sensor
ATM Switch
DWDM Optical Power Meter
Optical Coupling Module
10GB Optical Transceiver
Optical Demux
Optical Multiplexer
DSP Measurement Engine
Next Gen Optical Sensor
1000GB Core Technology

2007 DRM ASSOCIATES

FY2003
Q1

FY2003
Q2

FY2003
Q3

FY2003
Q4

FY2004
Q1

FY2004
Q2

FY2004
Q3

FY2004
Q4

STRATEGY - FEWER PROJECTS

FY Start

FY End
Project 1
Project 2

Project 6
Project 3

Project 4

Project 7

Project 5
Project 2

Proj.
7

Project 4

Project 1
Project 3

Project 5
Project 6

Focus resources on highest priority projects to finish sooner;

dont start other projects until resources become available
2007 DRM ASSOCIATES

ASSURING A SMOOTH FLOW

Project start dates and completion dates should not be
bunched together - a steady flow (and constant new
news to the market) and not a log jam
Description
Field Strength Analyzer
Network Tester
Broadband Optical Detector
Network Driver Software
Optical Sensor
ATM Switch
DWDM Optical Power Meter
Optical Coupling Module
10GB Optical Transceiver
Optical Demux
Optical Multiplexer
DSP Measurement Engine
Next Gen Optical Sensor
1000GB Core Technology

FY2003
Q1

2007 DRM ASSOCIATES

FY2003
Q2

FY2003
Q3

FY2003
Q4

FY2004
Q1

FY2004
Q2

FY2004
Q3

FY2004
Q4

Description
Field Strength Analyzer
Network Tester
Broadband Optical Detector
Network Driver Software
Optical Sensor
ATM Switch
DWDM Optical Power Meter
Optical Coupling Module
10GB Optical Transceiver
Optical Demux
Optical Multiplexer
DSP Measurement Engine
Next Gen Optical Sensor
1000GB Core Technology

FY2003
Q1

FY2003
Q2

FY2003
Q3

FY2003
Q4

FY2004
Q1

FY2004
Q2

FY2004
Q3

FY2004
Q4

CONTROL PROJECT RELEASE

1. Gate process to rigorously evaluate projects and kill less
opportune projects

2. Portfolio management process to prioritize projects and

determine what projects can be undertaken
Portfolio Bubble Chart

Active

1.2

Proposed/On hold

BU/Prod Line

Project mgr

Process

Marketing
lead
Ken Smith
Harry Brown
Ken Smith
Harry Brown
Frank Smith
Tom Wright
Ken Smith
Harry Brown
Ken Smith
Harry Brown
Mike Brown
Tom Wright
Ken Smith
Harry Brown
Mike Brown
Tom Wright

Description

Probability of success

0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
0

10

20

30

40

50

60

70

PORTFOLIO INFORMATION

MPS baseline date: 10/10/03

PROJECT NAME

1.1

Technology
Standard
Technology
Standard
Industrial
Standard
Industrial
Standard
Technology
Standard
Industrial
Standard
Industrial
Standard
Industrial
Standard

Virgo
DWDM optical power meter
Gemini
Leo
Aquarius
3GHz signal
generator
Aries Aries
Capricorn
High speed
compressor
Taurus
Capricorn
Virgocompressor
High power
Cancer Leo
8GHz spectrum analyzer
Aquarius
High power compressor
Gemini
Micro compressor
Taurus
High80
efficiency compressor

Status
Next review
Active
7-Nov-03
Active
22-Sep-03
Closed
26-Jan-03
Proposed
6-Sep-03
Closed
7-Nov-02
Active
27-Sep-03
Active
7-Nov-03
Proposed
1-Nov-03

L Gate
P Gate
Review
M Gate

L Gate
P Gate
L Gate
Start

Project
cost
Remaining
cost
$2,331k
$391k
$2,331k
$861k
$1,209k
-$1k
$2,331k
$51k
$2,331k
$1k
$903k
$143k
$2,331k
$401k
$403k
$403k

Sales
over life
Profit
over life
$29.5M
$23.2M
$58.5M
$30.5M
$13.3M
$6.9M
$10.5M
$4.0M
$5.9M
$2.2M
$6.1M
$2.2M
$42.1M
$16.1M
$4.6M
$1.8M

NPV

DPI

R-Factor

Prob. Of
Success
92.6
80%
35.3
50%
1000.0
75%
74.5
60%
1000.0
80%
19.2
75%
76.2
95%
4.9
50%

$45.2M
10.0
$60.8M
13.1
$13.5M
5.7
$6.3M
1.7
$2.3M
0.9
$3.6M
2.4
$32.1M
6.9
$3.9M
4.5

Score

90.8
84.2
82.3
81.5
80.3
77.9

Project
Portfolio

66.1
40.1

NPV

3. Pipeline management process to determine availability of

resources or plan what actions to take to execute a project
O
Software Engineer
Base Headcount:
+New Hires,Contractors/-Losses
-Non-Project Utilization Factor (%)
Total Available Resources
Total Project Requirements
+Available/-Shortage
System Engineer
Base Headcount:
+New Hires,Contractors/-Losses
-Non-Project Utilization Factor (%)
Total Available Resources
Total Project Requirements
+Available/-Shortage

2007 DRM ASSOCIATES

2002
N
D

2002
F
M

5.0 5.0 5.0 5.0 5.0

1.0
0.8 0.8 0.8 0.8 0.9
4.3 4.3 4.3 4.3 5.1
4.5 4.5 4.7 5.0 6.0
-0.3 -0.3 -0.5 -0.8 -0.9
4.0 4.0 4.0
1.0
0.8 0.8 1.0
3.2 3.2 4.0
3.5 3.5 3.5
-0.3 -0.3 0.5

4.0
1.0
1.0
4.0
3.9
0.1

4.0
1.0
1.0
4.0
3.9
0.1

2003
M
J

2003
A
S

5.0
1.0
0.9
5.1
5.5
-0.4

5.0
1.0
0.9
5.1
4.8
0.3

5.0
1.0
0.9
5.1
5.1
0.0

5.0
1.0
0.9
5.1
5.5
-0.4

5.0
1.0
0.9
5.1
5.0
0.1

5.0
1.0
0.9
5.1
5.0
0.1

5.0
1.0
0.9
5.1
5.0
0.1

4.0
1.0
1.0
4.0
3.9
0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
4.1
-0.1

4.0
1.0
1.0
4.0
3.7
0.3

4.0
1.0
1.0
4.0
3.7
0.3

4.0
1.0
1.0
4.0
3.7
0.3

Resource
Plan
Examples from PD-Trak software, www.pd-trak.com

LEAN GATE REVIEW PROCESS

Transition from hard to soft gates
Hard gates require completion of all phase
activities before the review & no subsequent
work is started until gate approval
Soft gates allow some work in subsequent
phase to proceed in parallel with planning
and conducting the gate review
Avoid creating too many gates; place at key
points where decisions need to be made about
significant investments in a program
Avoid getting into too much detail and covering
topics that would be covered in a design review
Tolerate some uncertainty and risk too much
risk reduction will cause more development to
be done and mitigate the value of an earlier
gate review
2007 DRM ASSOCIATES

Phase 1

Phase 1

Phase 2

Phase 2

CRITICAL CHAIN PROJECT MANAGEMENT

Traditional Project Management Issues:
Task estimates are padded to better insure meeting schedule
Tasks started late because of other pressing demands
Work fills available time
By coordinating via start and finish dates, effort spent finishing
early often wasted
Lateness is always passed on - cant be made up without
reducing scope or increasing resources

Critical Chain Project Management (CCPM) can

significantly reduce the development schedule
Noncritical
Task
Critical
Task
2007 DRM ASSOCIATES

Feeder
Buffer
Critical
Task

Critical
Task

Project
Buffer

REDUCE BATCH SIZES

As resource utilization and batch size
increase, cycle time increases

New Module 3

Project 1

New Subsystem 2

New Module 1

New Module 5

Project 1

New Module 2

Existing Platforms
(Modules & Subsystems)

New Subsystem 1
Design Integration

New Module 3
New Module 4

New Subsys. 3
New Module 5

New Subsystem 4

Existing
Modules &
Subsystems

Technology Proj 1

Matl Qual Proj 3

New Technology

New Qualified Material

Platform Project 2
New Module 1

New Subsystem 2

Platform Project 4
New Module 4

New Module 2
2007 DRM ASSOCIATES

Design Integration

New Subsys. 3

SYNCHRONIZE ACTIVITIES
Development activities can
be better synchronized by:
Collocation of development
personnel
Visual management tools to
show status and
performance
Frequent, short
coordination meetings
Tools to share information

2007 DRM ASSOCIATES

DEFER DECISIONS
Initiate development activities as late as possible to
allow for flexibility with changing requirements
Baseline Case
Complete definition
before development
begins. Development
of all modules starts
immediately.
Alternative 1
Phased definition.
Definition & development of modules
deferred to allow
flexibility for changes.
Alternative 2
Phased definition. If
one module not on
the critical path
requires significant
leadtime to build,
begin sooner.
2007 DRM ASSOCIATES

Module 1 Design
Product Definition

Module 2 Dsgn

Integration

Build & Test

Integration

Build & Test

Mod 3 Dsgn
M1 Def.

Module 1 Design
M2 Def.

Sys. Def.

Module 2 Dsgn

M3 Def. Mod 3 Dsgn

M1 Def.
Sys. Def.

Module 1 Design
M2 Def.

Module 2 Dsgn

M3 Def. Mod 3 Dsgn

Integration
Build

Build & Test

USE CROSS-FUNCTIONAL TEAMS

"It is a common belief in management practice today
that one of the most effective ways to shorten
development cycles is through the collaborative work of
cross-functional development teams. But if anything is
easier said than done, it is that marketing people,
development engineers, and manufacturing engineers
should collaborate rather than 'throw product
specifications over the wall' to one another.
The Return Map: Tracking Product Teams, Harvard Business
Review, Charles H. House and Raymond L. Price

2007 DRM ASSOCIATES

EMPOWER THE TEAM

EMPOWER (def.) give power or authority
to; to authorize; to enable; to delegate

Functional managers empower team

members to represent functional discipline
without approval for decisions or actions
Self directed teams - describe what is
required; let teams determine how
Requires more management planning
& capable, trained personnel
Results in greater commitment and
ownership

2007 DRM ASSOCIATES

PROVIDE THE RIGHT RESOURCES

Right skills and experience

Right level of resources

Resources available when

needed
2007 DRM ASSOCIATES

AMPLIFY LEARNING
Learning is amplified when it is captured as knowledge,
organized, and made readily available to others in the
enterprise

Learning

2007 DRM ASSOCIATES

Knowledge Learning

LPD SERVICES
LPD Process Assessment
Assess the current development process, gather data, and
perform value stream mapping where appropriate
Training
Conduct LPD Workshop
LPD Process Implementation
Assist in leaning the process, establish supporting tools and
methodolgies, and create metrics
LPD Project Facilitation
Facilitate project teams with lean project planning, using
lean practices, and developing lean designs

2007 DRM ASSOCIATES

LPD WORKSHOP AGENDA

1.

Voice of the Customer

2.

Quality Function
Deployment

10. Flow Process and Pull

Scheduling.
11. Reduce Batch Sizes

3.

Lean Design

12. Synchronize Activities

4.

Platforms and Design

Re-Use

13. Delay Commitment

5.

Rapidly Explore
Alternatives

6.

Value Stream Mapping

7.

5S Workplace

8.

Standardized Work

9.

Pipeline Management

2007 DRM ASSOCIATES

14. Cross-Functional Team

15. Workforce
Empowerment
16. Right Resources
17. Amplify Learning

For further information on the workshop, see

www.npd-solutions.com/leanws.html

LPD EXPERT SERIES WORKSHOPS

Lean Project Management (2 days)
See www.npd-solutions.com/leanpmws.html

Voice of the Customer (2 days)

See www.npd-solutions.com/vocws.html

Quality Function Deployment (3 days)

See www.npd-solutions.com/qfdws.html

Target Costing / Design to Cost (3 days)

See www.npd-solutions.com/targetws.html

Design for Manufacturability/Assembly (3 days)

See www.npd-solutions.com/dfmws.html

Value Analysis/Value Engineering (3 to 5 days)

See www.npd-solutions.com/vamod1ws.html

2007 DRM ASSOCIATES

DRM CONSULTANTS
Jim Rains
Expert in value analysis/function analysis,
design to cost, and lean manufacturing
Value analysis projects have averaged
20% cost savings
Gene Kania
Expert in lean project management and
pipeline and portfolio management
Jim Ayers
Expert in supply chain management,
design to cost, and quality function
deployment
2007 DRM ASSOCIATES

For further information on our consultants, see

www.npd-solutions.com/consultants.html