Brochure Lean Development - Staufen

LEAN DEVELOPMENT
GERMANY. SWITZERLAND. CHINA. POLAND. ITALY

Focussing on the essential.
LEADERS IN INNOVATION AND PERFORMANCE DEVELOP LEANER
companies AND GET their products TO THE MARKET QUICKER.
Lean Development reduces lead times in the product creation process through the elimination
of waste. A Lean Development System uses lean principles, based on organisational and operational
methods with the aim of takt-timing development projects efficiently and securing their
results.
These days, complex products are the result of complex development
processes. Competition and market conditions condense
the life cycles of products as well as the ‘time-to-money’.
These challenges cannot be mastered by troubleshooting - the
demands made on modern development organizations have
undergone a fundamental change. At the same time, innovation
and product development represent the most effective
levers for securing lasting corporate success. Minimizing waste
coupled with flexibility and breathability of the development
organization are the starting points whole productivity potentials
can be unlocked to good effect.
The logic of a lean production system can lead to the coherent
development of a product creation process based on minimized
lead times.
1. Absence of faults = robust processes thanks to the widespread
use of standards, FMEA together with immediate clarification in
case of fault and problems during the early stages of a project
2. Flow = continuous communication of development results from
initial customer specifications to the start of series production
3. Rhythm = takt-timing of projects and work packages by project
clarification prior to project start, stringent project control and
short-cycle regular communication
4. Pull = pull principle at the interfaces - information and decisionmaking
is called in by the next downstream processors as required
Transparency and focus instead of authorization to read and a
flood of information
Mentor-mentee dialogue instead of hierarchy and micromanagement
Frontloading instead of resource overloading
Value-stream orientation instead of functional thinking

Orientation on capacity utilisation
(conventional approach)
Orientation on lead times
(LEAN DEVELOPMENT approach)
>> Functional organisation
>> Sequential process
>> Push
>> Full utilization of resources
>> Numerous parallel projects
with changing priorities
>> Shortest possible lead times
>> Value stream oriented
>> Pull / Flow
>> Flexibility through resource
management
>> Staggered projects
The main focus in lean development is on
minimizing lead time together with
increasing efficiency and effectiveness
through waste reduction.
The LEAN DEVELOPMENT system comprises
7 action areas which unlock potentials in
respect of costs, quality, delivery service and
sustainability.
1_ Strategy: Strategically direct your core competences as well as
your development competences towards future-oriented and innovative
product areas.
2_ Technology management: Define coordinated pre-development
and product roadmaps in order to safeguard quality as well as the
level of innovation.
3_ Value-stream organization: Orientation of the organization at
the value stream ensures that all departments involved in the product
creation process contribute towards the projects in the best possible
way, in terms of expertise as well as of time. The predecessorsuccessor
relations within a development project are seen as internal
customer-supplier relations. Negative multitasking is avoided through
segmentation of the organization, i.e. the separation of organizational
units according to main competences/ tasks or respectively time
management in accordance with work packages/ main activities.
4_ Process orientation and frontloading: At the start of the project,
an interdisciplinary approach is used to bring together as much
information on the project tasks as possible in the requirement specifications,
to prioritize and schedule development stages. Risks and
prophylactic measures together with technical properties are recorded
in the product specifications.
5_ Project management and focus on bottlenecks: A bottleneck in
a development system constitutes the resource determining its takttime.
In order to ensure optimum control of a multi-project scenario,
bottlenecks have to be identified and stripped of unnecessary tasks.
The multiproject set-up is then oriented by the bottleneck resource
using prioritization and the staggered dispatching of the individual
projects. A bottleneck resource is always supplied with prioritized
work packages and in case of problems receives full support from its
line management.
6_ Leadership and communication: The timely control of multiple
projects requires regular communication with reactive measures to
deviations, a structured approach to problem solving and the optimum
use of resources. The focus in this is on leadership and decisionmaking
at the actual site of the problem based on transparent visualization
of project progress and actions.
7_ Product design: Based on the inclusion of design guidelines in requirement
and product specifications, products compliant with production,
supply and logistics requirements are defined as target values
- thus avoiding costs and waste in the long term.
Advantages and benefits thanks to
Lean Development
Sustainable reduction in lead times as the result of simultaneous
and interdisciplinary work
Increased project throughput for the same team
Faster reaction times, fault reduction and increased adherence
to schedules
Greater efficiency in communication resulting from a drastic
reduction in unsystematic communication
Optimized use of resources and bottleneck competences

SUCCESSFUL COMPANIES AND
GOOD CUSTOMERS.
Our experts work for renowned companies:
Aerotech Peissenberg GmbH & Co. KG
Albrecht Jung GmbH & Co. KG
Bosch-Siemens Hausgeräte GmbH
ILLIG Maschinenbau GmbH & Co. KG
Infineon Technologies AG
SEW-EURODRIVE GmbH & Co.
Siemens AG
Theben AG
Knowledge makes you smart,
implementation lean.
„Absence of waste and excellence in the development
process are the basis for shortening our project
processes and increasing the reliability of our promises
to external and internal customers.“
Dr. T. Achim Oberacker
Director R&D
Theben AG
Lean development,
faster market launch
Competitive advantages
through Lean Development
Stuttgart: LOG_X 2010
ISBN 978-3-932298-42-4
49 EUR plus p&p
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