 |
 |
 |
|||
 |
|
||||
 |
 |
 |
|
||
 |
|
||||
 |
|
||||
 |
|
||||
|
Vol 32 - No 02 - March 2006 The application of “Lean” in a complex development environment. Complexity, variability and culture are seen, in the development environment, as one of the major barriers to applying lean methodologies. In recent years this problem has been researched by a team led by Lead consultants from PA Business Group Ltd supporting a UK based Airframe design Prime (OEM). Changing the Cultural Mindset As a starting point the acceptance of lean as a viable mindset to improve cost, time and quality drivers within product development presents its own difficulties. The development community (Aircraft architects, stress engineers, design engineers, project managers etc.) perceive ‘lean’ as something that works well in the stable and routine environment of manufacturing. They consider that the degree of variability and complexity encountered in the design of major airframe and systems would make the implementation of lean impossible in this industry. So, in order to introduce lean in this environment, the first step must be to change the current mindset. In order to obtain the buy in and begin to change the mindset, essential for any lean deployment to be successful (particularly in the product development environment) the first question should be, what does lean look like here? In the first instance we need to understand what lean actually is, by taking a look at Toyota manufacturing and other successful deployments in manufacturing around the world. Where possible, this process should consider other manufacturing sectors, away from the traditional automotive industry, enabling analogies to develop that demonstrate the flexibility of the concept. Forming analogies where appropriate in product development is essential. So trainers must have a sound understanding of the development principles. This process enables delegates to follow on the journey and in time start to understand the applicability of ‘lean’ in their own field. The challenge then, is for the delegate to use analogies in real-life situations, assessing where lean can deliver the greatest benefit themselves. Some of the tools and techniques deployed during the deployment of lean into a manufacturing environment are equally as relevant when we move away from the shop floor but…..Don’t assume because something works in manufacturing, it can de directly transposed into a development environment. Even the simplest of tools such as Visual Management and control need to be considered very carefully and tailored effectively to ensure the result is an increase in value, adding activity and not additional workload without any discernable benefits. In order to maximise the potential for lean development it is essential that all contributors to the development value stream are trained to have “eyes for waste” and “eyes for flow”. To understand these concepts further let’s look at an example… An experienced lean change agent can immediately identify waste e.g. high levels of WIP, machinery on stop, excess motion, transportation etc. Now, imagine the same scenario in the product development office. These wastes are not immediately visible. So the first issue to tackle is “What is waste?” In order to begin to answer this question, development staff should to be trained to recognise waste. Utilising an adaptation of the classic “Toyota 7 Wastes” model coupled to appropriate examples, delegates are asked to challenge what they see on a daily basis and thus formulate and agree their own ideas. As with waste, flow is difficult to discern (flow of knowledge, flow of decisions, flow of data and information etc). Value Stream mapping data and information flow gives great insight into this concept. Lateral analysis of the information extracted from databases and work flow tools enable an accurate picture to be created. Evaluating the outputs of this type of exercise gives delegates the understanding required to grasp the concept of flow and to appreciate how improved flow can have a positive impact on time, cost and quality. In this environment Waiting and Over Processing have been identified as the greatest wastes. Complexity and Variability Why is it that changing a culture to adopt a “lean” way of working seems to become more difficult as the environment within which it is to be deployed becomes more complex? Firstly, a complex environment is often one where new ideas are constantly challenged. Robust product development is dependant upon the questioning of ideas, preconceptions and paradigms, so this is the very nature of the engineers working here. To deal with this situation, the change agent must be equipped to present a robust argument in support of lean in order to ensure acceptance. Secondly, the inherent complexity and variability provides a good excuse not to change. Whether we like it or not, people are naturally averse to change and often use the argument that the environment in which they work is creative, complex and variable, almost as the “Get out of Jail Free” card. It is imperative when deploying a lean based cultural shift into a complex environment that we use the complexity of the product as a positive not a negative. By this we mean that assessing the complexity and creative nature of the task, we can effectively plan the workload through that particular area in a realistic and sensible way. In Conclusion The breaking down of cultural barriers can be achieved by creating an environment in which the basic concepts of lean are understood in context and where the people within the value stream have acquired “eyes for flow” and “eyes for waste”. Where effective task planning is possible using complexity and variability as an enabling tool, rather than a barrier, lean will be accepted as a viable concept to drive continuous improvement within a product development environment. Furthermore with the lateral application of lean tools and techniques, it can be deployed into any environment, although the success is very dependant upon the skill and experience of the change agent. Chris Patterson and Ray Parfitt. PA Business Group Ltd Related Topics:
|
