Zentral und unweit des Hauptbahnhofs erwartet das stilvolle Maritim Hotel Würzburg seine Gäste. Direkt am Mainufer gelegen, bietet es einen herrlichen Ausblick auf die Festung Marienberg, die hoch über der Stadt thront. Die barocke Innenstadt mit ihren zahlreichen Sehenswürdigkeiten lässt sich bequem zu Fuß erkunden. Elegantes Ambiente, verbunden mit herzlicher Gastfreundschaft, und der direkte Anschluss an das Congress Centrum Würzburg schaffen ideale Voraussetzungen für jeden Reisezweck.

Generally, mastering the process dimension is the prerequisite for mastering the product dimension

1. Establish customer value
2. Front-load the Product Development process
3. Levelled Product Development process flow
4. Rigorous standardisation
5. A Chief Engineer System to integrate development
6. Balance functional and cross-functional expertise
7. Towering technical competence in Engineers
8. Integrate suppliers into the PD system
9. Build in learning and continuous improvement
10. Build a culture to support excellence and relentless improvement
11. Adapt technology to fit your people and processes
12. Align the organisation through visual communication,, ensuring problems are visible
13. Enable organisational learning

Pursue Perfection through Standardisation;

Now that improvements have been made it is important that they become the new STANDARD and the team do not fall back into the old ways of working. It does not stifle creativity, it enhances it.

Transportation:  Excessive data or information handoffs

Inventory: Requirements, specifications, documents waiting to be processed, test data waiting to be validated

Motion: Searching for information, or data, attending unnecessary, ineffective meetings

Waiting:  Inter-task variation, bottlenecks, failure of supplier to meet customer need dates

Over Production: Mass document releases, Preparing excessive reports, broadcast email of information

Over Processing: Gold plated designs (Including design features not required by customer, Re-inventing what has already been designed

Defects: Faulty, incomplete or inaccurate data, data translations

So how did two hobbyists manage to achieve what many well funded, full time, industry backed inventors had failed to achieve?

They collected the existing knowledge on what experiments and tests had already been carried out then studied the results.

They soon realised that many thousands of hours and dollars were being spent for very little time in the air – 5000 hours of design & build time for 5 seconds air time was typical.

They identified 3 critical knowledge areas:

• construction of the sustaining wings
•  generation and application of power
• balancing and steering of the machine

Between 1900 and June  1903 the brothers:

Devised

Discovered

- Align organisation through simple visual communication More difficult for Engineering .

- Use powerful tools for standardization & organizational learning Lean organisation (reducing number of layers…)

• Creating a strong vision to ensure that design engineers care about what the customer thinks of their future services and products
• Limit the number of late design changes by striving for Perfect Drawings and Zero EC after production drawing release
• Focus on precise and tightly scheduled industrialised drawing production to increase effectiveness
• Focus on quality and cost of production itself to ensure build is with the cost bracket

- Chief Engineer Role in Development phase (misunderstood in Aerospace Industry)

- Balance functional expertise & Programme integration

-  Suppliers/Partners integration into Product Development

-  Build in learning & Continuous Improvement

- Build a culture to support Excellence & Relentless Improvement

1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)

2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments

3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)

4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components

1991 – The machine that changed the world – This was the first time Toyota opened it’s doors to external consultants based on the TPS (Toyota Production System) developed by Womack and the Massachusetts Institute of Technology. “The 5 Steps to Lean” (specify value, identify the value stream, make the value flow, let the customer pull, pursue perfection) were defined in this book.

1996 – Lean Thinking (Womack and Jones) – Easier to read, still based on TPS (Manu) with Case Studies

1997 – Concurrent Engineering Effectiveness – Jeff Liker and based on some of Toyota’s Engineering Principles

2002 – Lean Enterprise Value  -

2004 – The Toyota Way – Jeff Liker – Business Philosophy and 14 Management Principles

2006 – The Toyota Product Development System – Jeff Liker – based on the product development system not manufacturing. The product development system is the key behind the TPS and this is the first book that explores Toyota’s PDS and this is their main competitive advantage. Easier to replicate the TPS than the PDS. 13 Principles broken down, easy to read and you can dip in and out of the book.

2007 – Toyota Talent -  Jeff Liker – How to develop engineers

2007 – The Lean Product Development Guidebook -