The Integration of DFSS, Lean Product Development and Lean Knowledge Management

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The Integration of DFSS, Lean Product Development
and Lean Knowledge Management
Kai Yang
Professor Industrial and Manufacturing
Engineering Wayne State University, Detroit,
Michigan
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Performance Metrics for Product Development
Product Value
Product Quality
PD Lead Time
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Efficiency
Flexibility
Life Cycle Cost
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Design for Six Sigma
Design for Six Sigma is centered at applying
effective tools to strengthen every stage of the
product development process
Every Company adapts DFSS for its own needs
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How DFSS Helps Product Development?
Product Value
VOC, Innovation tools
Product Quality
In current practice, DFSS is not used to redesign
the PD process
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How Individual Design Task is Performed
( Toshibas DFSS-KM)
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Product Development Process
Domain to Domain Mapping
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A Lean Product Development Should

• Maximize information/knowledge creation
• Minimize Loss in information flow and
  transformation
• Minimize information/knowledge waste
• Minimize information consumption in product
  design

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Waste in Product Development/RD

• Waste sales opportunities due to poor product
  value
• Inability to capture and deploy accurate VOC
• Poor choice of technology
• Poor innovation capabilities
• Can be improved by DFSS
• Waste in manpower, resources, and time
• Non value added activities
• Overburden
• Can be imprved by lean task management
• Waste in knowledge and information
• Information/knowledge loss/reinvention
• Miscommunication
• Can be improved by lean knowledge management
• Waste due to poor design practice
• Overdesign/excessive complexity
• Poor product architecture

Can be improved by lean design
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Lean Product Development Approaches

• Lean Task Management
• (Toyota Product Development System,
• D. Reinertsen, R. Mascitelli)
• Lean Design
• (Toyota, Huthwaite, Suh)
• Lean Knowledge Management
• (Toyota, Toshiba, Nonaka)

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Waste Elimination Through Lean Methods
(Mascitelli)
Lean Task Management
Our goal if to eliminate Type 2 wherever
possible, and minimize the waste in Type 1s
through the use of Lean Methods.
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(Toyota) Create Leveled Product Development
Process Flow
3 Ms Muda (Non-value added) Muri
(Overburden) Mura (Unevenness)

• Synchronize activities across function
• Level the work load, no idle, no overload
• Create stead speed job flow for design engineers
• Stagger the release of data from one function to
  the next
• Use flexible capacity to deal with to fill the
  gap in high workload
• periods.
• Use checklists, standard test plans, standard
  architecture etc
• to drive out task variation

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Minimize Information Consumption in Product
Design --Lean Design (Huthwaite, Suh)

• Reducing unnecessary product functions and parts
• Best Practice/Standardization
• Loosening up unreasonable tolerances
• Using standard/out of shelf parts
• Controlling technical immaturity
• Avoiding complicated user/operator requirements
• Avoiding complicated interface requirements

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• Lean Knowledge Management
• An ideal product development process should be
  such that it creates information and knowledge at
  the highest efficiency, speed and quality.
• Waste of information and knowledge in the product
  design is at a minimum.

Knowledge and Information Supermarket Information
and knowledge is always fresh and up to
date Information and knowledge is sufficient to
serve all the needs of the PD Know where each
information and knowledge is stored Information
is ready to be pulled at the right time, the
right kind and right amount.
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• Explicit and tacit knowledge (Polanyi)
• Tacit knowledge refers to a knowledge which is
  only known by an individual and that is difficult
  to communicate to the rest of an organization

Explicit knowledge is knowledge that has been or
can be articulated, codified, and stored in
certain media
(Reports, codes, formula, flow charts, books)
Process of transforming tacit knowledge into
explicit knowledge is codification or
articulation.
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• Tacit knowledge and explicit knowledge are
  not totally separate but are mutually
  complementary entities. (Nonaka)
• Nonakas work is a good start point of identify
  the nature of the knowledge, but this frame is
  insufficient towards the complexity of knowledge
  management requirements.

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• Main functions of the lean knowledge
  management system
• Capture the relevant external explicit knowledge
  base for product development
• Capture, maintain and update the marketing and
  voice of customer information.
• Capture, maintain and update corporations
  internal explicit knowledge base,
• Capture, convert and share tacit knowledge of
  employees, and possibly suppliers.
• Facilitate easy access of all information for all
  kind of internal users, regardless of their
  profession affiliation, and location.
• Manage the knowledge contents to ensure that the
  contents are well organized, constantly updated,
  and free of errors.

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Some Lean Knowledge Management Practices A3
Report (Toyota)

• Toyotas A3 Problem-Solving Tool refers to a
  standardized communication format, a disciplined
  process of expressing complex thoughts accurately
  on a single sheet of paper.
• A3 is a standardized technical writing
  methodology to create a report on one side of a
  standard size piece of paper to guide problem
  solving and achieve clear communication across
  functional specialties.
• A3 writing is a process of transferring tacit
  knowledge into explicit knowledge

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Toyota A3 Report (ContD)
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Toyotas V-Comm System

• Pull files and documents
• Show Virtual Build
• Pull Knowledge base
• World Wide Virtual
• Conference

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Knowledge Database

• Best Practice Files
• Past Issues, quality hazards
• Recommended key specifications
• Even sound file of a latch/lock

V-Comms Knowledge Database Main Success Factors

• Right on the main traffic points of the PD
  process
• Ready to pull information when needed at the
  right place
• Updated, comprehensive, easy to search
  information

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Wikipedia is a near perfect example
ofInformation and Knowledge Supermarket
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How Lean PD Helps Product Development?
Product Value
Indirectly
Indirectly
Product Quality
Waste Reduction, Better Flow
PD Lead Time
Less Waste
Efficiency
Flexibility
Set Based Design, less rigid process
Life Cycle Cost
Lower PD Cost, better design practice
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How Lean KM Helps Product Development?
Use of most appropriate technique/method
Product Value
Access to best practices, avoid same mistakes
Product Quality
Quick pull of knowledge/information
PD Lead Time
Efficiency
Quick pull of knowledge/information, reducing
redesign
Flexibility
Quick pull of knowledge, faster reaction time
Life Cycle Cost
Indirectly
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Integration Strategy
Designs for Six Sigma and lean product
development are complementary of each other and
they can be implemented in parallel. Lean
knowledge management system should be built
gradually in order to be seamlessly integrated
into our daily working practice.
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Q A
Thank You!