Modern automotive engineering is extremely complex: A new vehicle can take 2-4 years to develop, with a cost of delay of about $2 million per day. Shortening feedback loops and minimizing handoff delays has massive impact in reducing product lead time.
We will cover:
• ·Why new product development provides rich opportunities for continuous process improvement
• Benefits and challenges of transferring Agile software techniques to hardware design and development
• How to visualize work, focus on flow and increase cross-functional collaboration using kanban
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Accelerating Product Development FLOW: Kanban at Jaguar Land Rover
1. 1
Kanban Coaching Exchange 10 Nov 2016 Hamish McMinn
Accelerating Product Development FLOW
Kanban at Jaguar Land Rover
hamish@flowlogic.co
2. 2
Who? Why?
Hamish McMinn M.A. PMP®
• Engineering Apprentice MOD Aquila
• IT Operations
• Project Manager (Automotive & IT) 2003
• Kanban epiphany 2012
Objectives:
• How Automotive NPD offers rich opportunities for
improving time, cost and quality equations
• Challenges transferring agile software techniques into
hardware development
• Highlights of our learning
hamish@flowlogic.co
3. 3
What Happened?
Kanban proof of concept
Independent study reported delivery rate and quality up
Delivery rate and quality up with 30% fewer resources
2nd vehicle programme
Rollout to all new vehicle programme
Quantitative data on time & cost improvements, quality improvements
dec jan feb mar apr may jun jul aug sep oct nov dec jan feb mar apr
Users 60 60 60 60 60 60 60 80 80 80 80 80 180 220 280 330 380
Support 2 2 2 2 2 2 2 2 2 2 2 3 4 4 4 10 10
4. 4
Time: 2-4 years
cost of delay - Clark, Chew, Fujimoto estimated nearly $1M/day in 1987
(over $2M / day in today’s dollars)
Cost: £100M - >£1B (9 to 11 figure sums)
Quality: cost of poor quality:
defect containment (inspect, palliatives)
escaped defects:
warranty
cost of lost sales
So What?
Sources:
Kim B. Clark, W. Bruce Chew, and Takahiro Fujimoto Product Development in the World Auto Industry
US Bureau of Labor Statistics, CPI Inflation Calculator, www.bls.gov/data/inflation_calculator.htm
Investment
Return
Cashflow
-45
-35
-25
-15
-5
5
15
25
35
45
TimeBreakeven
Cash
5. 5
Project Scaling
PCDS v2 345
Pilot
PCDS v2 666/664
Time
Pilot vs PCDS v2
UNV1 UPV0 UNV2 UPV1 UPV2 UPV3
Pilot delivered a 666 scale programme with 345 resource
(30% fewer) and improved timing and quality
Planned
Planned
Actual
7. 7
1. How do they ensure compatibility of their design?
2. What parts do they need to interface to? Give clearance to?
3. What is latest design intent?
4. How can they collaborate effectively?
5. Software complexity (lines of code)
• Boeing 787 14M
• F35 Fighter 24M
• Modern Luxury Car 100M
The Challenge for Engineers
Source: http://www.informationisbeautiful.net/visualizations/million-lines-of-code/
11. 11
1. Queues are the root cause of the majority of economic waste in product development
2. Queues are the analogue of inventory
3. We do not measure or manage queues (practically no one does)
4. Every transaction in product development is a potential queue
5. We have thousands of transactions (opportunities to improve)
To improve data supply stability:
1. Make process visible
2. Limit WiP (optimise batch sizes)
3. Focus on flow
4. Identify and reduce blockages and feedback delay
Flow and Kanban
Donald G. Reinertsen The Principles of Product Development Flow: Second Generation Lean Product Development 2009
David J. Anderson Kanban: Successful Evolutionary Change for Your Technology Business 2010
12. 12
Applying Software Development Techniques
Constraints in physical product development
• Minimum viable product
• Architectural hard points
• 6 degrees of freedom to control
• Material requirements and properties
• Material lead times
• Production representative prototype parts
• Build time and cost
• Duplication time and cost
• Modular design constrained by all of the above
Mitigation
• Decompose interim releases (internal
customers)
13. 13
Automotive Product
Development Lead Time
Source: James M. Morgan, Jeffrey K. Liker: The Toyota Product Development System: Integrating People, Process, and Technology 2006, 71
Concept
Styling
CAD Design
Prototype
Mfr. Eng.
Tooling
Launch
Design Concept Start of ProductionTime
Marketing Business Model
Clay Model Theme Selection
CAD Engineering Change
Launch Support
Product QualityProcess Development
Tooling Construction
Supplier Development
= Non Value Add Time (Waste)
= Value Add Time
14. 14
Automotive Product
Development Lead Time
Concept
Styling
CAD Design
Prototype
Mfr. Eng.
Tooling
Launch
Design Concept Start of ProductionTime
= Non Value Add Time (Waste)
= Value Add Time
Value Added Time is only a very small percentage of the Lead-Time
Source: James M. Morgan, Jeffrey K. Liker: The Toyota Product Development System: Integrating People, Process, and Technology 2006, 71
15. 15
Automotive Product
Development Lead Time
Concept
Styling
CAD Design
Prototype
Mfr. Eng.
Tooling
Launch
Design Concept Start of ProductionTime
= Non Value Add Time (Waste)
= Value Add Time
Value Added Time is only a very small percentage of the Lead-Time
Source: James M. Morgan, Jeffrey K. Liker: The Toyota Product Development System: Integrating People, Process, and Technology 2006, 71
16. 16
Virtual
Virtual Series
CAD Progression
UNV1
CAD Progression
UNV2
CAD Progression
UPV2
CAD Progression
UPV3
Analysis
Issue
Resolution
Data
Freeze
Data
Freeze
Data
Freeze
Data
Freeze
Analysis
Issue
Resolution
Analysis
Issue Resolution
Analysis
Issue Resolution
Virtual Series Loops
10-16 weeks duration
Data
Freeze
M1 Prototype Release
VP Prototyp
Release
M1 Build and Test
Physical
17. 17
Virtual Series
CAD Progression
UNV1
CAD Progression
UNV2
CAD Progression
UPV2
CAD Progression
UPV3
Analysis
Issue
Resolution
Data
Freeze
Data
Freeze
Data
Freeze
Data
Freeze
Analysis
Issue
Resolution
Analysis
Issue Resolution
Analysis
Issue Resolution
Virtual Series Loops
10-16 weeks duration
Data
Freeze
Current batch sizes and feedback delay render virtual series data delivery systemically
unstable, forcing a stark choice: scale upstream resource, or tolerate delays
Defect Created
Defect Detected
Defect Resolved
Detection DelayResolution Delay
18. 18
Late “hockey stick”
delivery results in
asynchronous
engineering i.e low
quality, incompatible
data.
Sprint 1 Sprint 2 Sprint 3 Sprint 4
The Hockey StickGatewayDataReadiness
-12 -9 -6 -3
Countdown (weeks)
+2
100%
Av loop slip 2 weeks
Reduced delta represents
improved compatibility at the
same point
Data flow is driven by Sprint
glidepaths, not single deadline.
Data integrity improved
27. 27
Daily Stand up Meetings
In front of the board, three questions:
1. What did we accomplish yesterday?
2. What will we do today?
3. What obstacles are impeding our
progress?
Objective is not to discuss details in the
meeting, but to agree offline help required
28. 28
So What is the Board Telling Us?
The board is a signalling system, its effectiveness relies on our ability to read the signals and
raise the questions it prompts. E.g.:
• What needs to happen to progress these items?
• Why is this item blocked?
• Who has the next action?
• What is date to green?
• When will overdue be ready?
30. 30
Highlights of Our Learning to Date
• Visual Management
• Decompose large batches
• Accelerate feedback
• People’s behaviour (not tools) delivers outcomes
• WIIFM
• Success breeds success
• Replicate good practice
• Deep vs superficial learning
31. 31
Summary
• Reduced batch size
• Shortens feedback loops
• Reduces defects / rework / technical debt
• Increases throughput and quality
• Adopt Kanban / visual management to enable intense collaboration
• Result – complex programme achieved in less time with
• Improved quality
• 30% fewer resources
• What Next?
• Deeper enterprise integration
• ?
hamish@flowlogic.co