Michael Ballé's presentation at the 1st European Lean IT Summit held in Paris in October 2011

1. Copyright © Institut Lean France 2011
Kaizen spirit in design work
Dr Michael Ballé

2. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Kaizen spirit in design work
Dr. Michael Ballé

3. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
The lean perspective
• If you focus on producing value for your
customers and engaging your people in
eliminating waste
• Sales will go up
• Profit and cash will increase sustainably

4. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Lean is built on mutual trust
• Trust from customers that your products will give
them complete satisfaction, reliably at a good
price
• Trust from employees that they will work in a
safe and stable environment, where they have an
input on running and designing the workplace

5. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
LEAN = KAIZEN + RESPECT

6. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
KAIZEN = Improving our own
work step-by-step to
better understand
technical processes
and make smarter
decisions

7. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
RESPECT = Taking into account
people’s opinions and
supporting them to
succeed in their own
work and in working
with others in the
value chain

8. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Kaizen is eliminating waste
Waste is all the unnecessary cost created
by our wrong ideas and wrong decisions

9. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Design work generates waste
CUSTOMERS: Added cost for customers when the
product doesn’t solve their problem
completely or when they have to
compensate, fix and maintain it
MANUFACTURING: Added cost to the manufacturing process
in terms of Bought Out Parts (weight and
supply chain), oversized investment to
realize the product and unnecessary labor
because too difficult to assemble
ENGINEERING: Misunderstandings that generate conflict,
long feed-back loops and reworks,
unsolved problems that pop up right at
start of production and, in the end,
technical solutions that don’t satisfy
customers or manufacturing

10. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
CUSTOMERS
Ahh!

11. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
CUSTOMERS
GRR!

12. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
MANUFACTURING
• Too many expensive
parts
• Too many difficult
operations
• Over-complex, over-
sensitive technical
processes
• Over-complex flow
• Over-complex supply
chain

13. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
13
ENGINEERING
Poorly
understood
customer usage
Technical solutions not
taking account other
aspects of the
product/process
Tools and
protoypes ignore
full speed
production
constraints
Detailed solutions
reinventing the
wheel and
untested

14. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Lean design strategy
From:
Concept Design Rework
To:
Concept Design Rework

15. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
15
SOP

16. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Sure, but HOW?

17. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
JOB = WORK + KAIZEN

18. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Kaizen gets people thinking
About the waste THEY create
because of their technical
choices
About what to challenge and
what NOT (standards)

19. © Copyright Institut Lean France. Textes et illustrations tous droits réservés

20. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Looking for waste
I learn to analyze
my own work in
detail
To better
understand the
waste I generate
for others
Root cause
about my work
Root cause
problem solving
teaches me to
think deeply
about my work
And to better
work with others
to solve design
problems

21. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Kaizen tools
• Kaizen tools are
analytical tools to help
recognize waste
• Summarize problems
as gaps to standards
• Investigate the root
cause
• And study our
countermeasures

22. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Four phases
CUSTOMER
CONCEPT
SET-BASED
CONCURRENT
ENGINEERING
DETAILED
DESIGN
WITH
STANDARDS
LEAN
PROTOTYPING
AND
TOOLING

23. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Takt time
What is the product
takt time? The
innovation takt time?
Where do we want to
take the product?

24. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Concept paper
How well do we
understand our
customers?
They want YET:
Light Strong
Fast Quiet
Many features Handy
Our target customers want
to solve their -----
problems:
What will be our key
technical and
organizational challenges?

25. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Tear down
How well do we
understand our
competitors?

26. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Target cost
Can we sell at market
cost and make a
profit?

27. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Set based concurrent engineering
Exploring the design
space on critical
issues to avoid
endless feed-back
loops

28. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Design standards
Standards are what
we KNOW about:
• Architecture
• Interfaces
• Parts
• Technical processes
• Design
28

29. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Slow build
Assembling the
product part by part
to look for kaizen
opportunities

30. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Production preparation
How will the cell
work for operators
and flow of
components?

31. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
A3 problem solving
Have we thought this
through?

32. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Kaizen always produces greater insight
KAIZEN:
Visualizing problems
Formulating the problem
Seeking root cause
Studying
countermeasures
ORGANIZATIONAL
CAPABILITY:
Chief engineer
Autonomous design teams
Design standards
Managers are teachers

33. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
A leadership paradigm shift
People make great designs, not systems

34. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
A managerial revolution
MANAGERS = TEACHERS

35. © Copyright Institut Lean France. Textes et illustrations tous droits réservés
Challenge, open mind, teamwork
Page : 35
Broadening leadership skills
Deep rooted expertise

36. Copyright © Institut Lean France 2011
www.lean-it-summit.com