In un progetto Lean i processi di sviluppo prodotto hanno un ruolo importante. Come rendere Lean lo sviluppo prodotto ?

1. How PLM Technology Catalyzes
Lean Product Development
Global Services Director

2. PTC Partnership with Toyota Motor Corporation
Celebrated Milestones
June 2004 June 2006
October 2003
New Strategic PLM and Toyota confirms plans for
2001 Toyota and PTC join in
Process Improvement Web Based Product Data
Development effort for
Toyota’s first large Solutions Deployment for Management Deployment in
Powertrain
implementation of Toyota’s Powertrain marks August 2006
Development System
Pro/ENGINEER Milestone of Multi-year Joint
May 2002
R&D Agreement Between
Toyota selects
PTC and Toyota
Pro/ENGINEER for
Powertrain
“PTC has been a skilled and experienced partner to us in this major
undertaking to improve our processes throughout the powertrain
division. PTC’s comprehensive Product Development System clearly
aligns with Toyota’s approach to product design and development …”
Mr. Miko Satoh, Toyota’s general manager of Corporate IT
Toyota Engineers
PTC’s Largest Customer (2004 - 2006) PTC HQ in Needham, MA
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3. Overview
Framework for Understanding Lean Product Development
… People, Process, Technology
Demystifying Lean Process Initiatives
… in a Global Development context
Role of Technology in enabling Lean Process Initiatives
Customer Scenarios
Next Steps
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4. Lean Product Development Framework
Commitment To Total Customer Value
People
Multi Skilled Technical Personal Responsibility for
Leadership by Example
Workforce Performance
Process
Technology
PTC Proprietary and Confidential © 2007 PTC

5. Lean Product Development Framework
Commitment To Total Customer Value
People
Multi Skilled Technical Personal Responsibility for
Leadership by Example
Workforce Performance
Flowing Processes
Process
Integral Product Development System
Technology
PTC Proprietary and Confidential © 2007 PTC

6. Importance of Information Flow to Product Development Processes
Information is created during development, how well it flows is critical
Ideal design creates information with minimum waste
Continuous flow of small batches of information reduces waste
Converting information to reusable knowledge reduces waste
Physical
SUPPLIERS Product
Digital
Product
MANUFACTURING
Digital Physical CUSTOMERS
ENGINEERING
Product Product
PROCUREMENT
Release to
Manufacturing
MARKETING
Digital SALES Digital
Product Product
SERVICE
Hoult et al., MIT DoD Program Analysis
Digital Product Value Chain “Cost Awareness in Design: The Role of Data Commonality”
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7. Importance of Technology Infrastructure to Information Flow
Disconnected Procurement Manufacturing
Many separate applications and databases Engineering Partners
Many manual transfers of information Marketing Sales
Little information flow
Integrated (System Integrated)
Procurement Manufacturing Procurement Manufacturing
Brittle connections
Engineering Partners Engineering Partners
Information lost in transfer
Marketing Sales Marketing Sales
A challenge to integrate, maintain, extend
Information flows in bursts or slowly Point to Point Hub & Spoke
Integral System
Procurement Manufacturing
A single source of truth
PRODUCT DEVELOPMENT
High fidelity information flow Engineering
SYSTEM
Partners
Easy to maintain, extend
Marketing Sales
Information flows rapidly and consistently
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8. Process and Technology in Lean Product Development
Commitment To Total Customer Value
People
Multi Skilled Technical Personal Responsibility for
Leadership by Example
Workforce Performance
Flowing Processes
Process
Systematic
Visual Mfg and Efficient
Standard Knowledge
Front Loading Planning and Supplier Design
Work Capture and
Tracking Partnering Review
Reuse
Integral Product Development System
Technology
Rich Design Distributed Enterprise Document
Visualization Manufacturing
Authoring Collaboration Content & Authoring &
& Process
& & Process Dynamic
Mockup Planning
Simulation Planning Management Publishing
PTC Proprietary and Confidential © 2007 PTC

9. Role of Technology in enabling Lean Process Initiatives
Lean Process Initiatives
Systematic
Visual Mfg and Efficient
Front Standard Knowledge
Planning and Supplier Design
Loading Work Capture and
Tracking Partnering Review
Reuse
Rich Design
Authoring &
Simulation
Key Supporting Technology
Distributed
Collaboration &
Planning
Enterprise
Content &
Process
Management
Visualization &
Mockup
Document
Authoring &
Dynamic
Publishing
Manufacturing
Process
Planning
PTC Proprietary and Confidential © 2007 PTC

10. Some examples of how technology can enable each initiative
Lean Process Initiatives
Systematic
Visual Mfg and Efficient
Front Standard Knowledge
Planning and Supplier Design
Loading Work Capture and
Tracking Partnering Review
Reuse
Rich Design
Authoring &
Simulation
Key Supporting Technology
Distributed
Collaboration &
Planning
Enterprise
Content &
Process
Management
Visualization &
Mockup
Document
Authoring &
Dynamic
Publishing
Manufacturing
Process
Planning
PTC Proprietary and Confidential © 2007 PTC

11. Visual Systematic
Mfg And Efficient
Front
Front Planning Standard Knowledge
Supplier Design
Loading and Work Capture And
FRONT LOADING Loading Tracking Reuse
Partnering Review
Explore the range of possibilities early on, evaluating multiple product
and production process options without committing in advance to any
given alternative. This provides flexibility when encountering problems
and increases the chances of arriving at an optimal solution with safe
performance envelope.
How predictable is your development cycle?
How much unanticipated design rework do you do downstream?
How effectively do you reuse existing designs?
How many candidate designs do you explore? Does your process support this?
How well is your product architected to evaluate multiple alternatives?
CONCEPT
SELECTED
Set Based Design
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12. Rich Design Distributed Enterprise Document
Manufacturing
Authoring & Collaboration Content & Visualization Authoring &
Process
FRONT LOADING Simulation & Planning Process
Management
& Mockup Dynamic
Publishing
Planning
Example …
CONCEPT
SELECTED
Set Based Design
PTC Proprietary and Confidential © 2007 PTC

13. Visual Systematic
Mfg And Efficient
Front Visual Planning
Planning Standard Knowledge
Supplier Design
Loading And Work Capture And
VISUAL PLANNING & TRACKING and Execution
Tracking Reuse
Partnering Review
Provide transparency for all into current key project activities and design
performance indicators, making it easier to work in smaller batches of
intellectual property. This facilitates smoother product development flow
than typically found in large-batch stage/gate project execution.
How easy is it for distributed
stakeholders to access rich current
project information?
How do you determine whether a
distributed project is on schedule?
How much time and money are
invested before key issues
surface?
How are participants notified of
changes that affect their work?
PTC Proprietary and Confidential © 2007 PTC

14. Rich Design Distributed Enterprise Document
Manufacturing
Content & Visualization Authoring &
Authorign & Collaboration & Mockup Process
VISUAL PLANNING & TRACKING Simulation
& Planning
Process
Management
Dynamic
Publishing
Planning
Example …
Expose live critical project and product KPIs to geographically distributed teams
PTC Proprietary and Confidential © 2007 PTC

15. Visual Systematic
Mfg And Efficient
Front Planning Standard Knowledge
Loading and
StandardWork
Work Capture And
Supplier Design
STANDARD WORK Tracking Reuse
Partnering Review
Develop and continually evolve best practices for work activities, based on
practical experience. Standard work definitions improve task efficiency
through increased predictability and reliability, and also provide the basis
for continually identifying and institutionalizing improvements.
How consistently is work carried out by
knowledge workers?
Step 1
Is it difficult to balance workload because key ---------------------------
knowledge resides in the heads of a few? Link to Best Practices
Step 2:
How do you ensure that knowledge does not ---------------------------
Link to Template
leave with retirees or contractors? ---------------------------
Step 3:
How do your knowledge workers identify and ---------------------------
---------------------------
institutionalize improvements to work
Link to Library
methods?
How easy is it for a global team to access up
to date standard work definitions?
PTC Proprietary and Confidential © 2007 PTC

16. Rich Design Enterprise
Enterprise Document
Rich Design Distributed Manufacturing
Authoring & &
Authoring Collaboration Content & &
Content Visualization Authoring &
Process
Process & Mockup
STANDARD WORK Simulation
Simulation & Planning Process
Management
Dynamic
Publishing
Planning
Management
Examples …
Standard Engineering Standard Simulation Standard Change
Calculations Methodology Process
PTC Proprietary and Confidential © 2007 PTC

17. Systematic
SYSTEMATIC KNOWLEDGE Front
Visual
Planning Standard
Systematic
Knowledge
Knowledge
Mfg And
Supplier
Efficient
Design
Loading and Work Capture And
CAPTURE & REUSE Tracking
Capture and
Reuse
Reuse
Partnering Review
Solve problems at their root and add to the stock of knowledge. This
reduces the number of problems to address and allows you to reuse
knowledge from past learning in future work to improve products and
processes.
How frequently do you find yourself ENGINEERING CALCULATIONS
“solving” the same problem more than
once?
How are insights gained from one project
applied to other projects? PROJECT PLANS
How well do you reuse design lessons-
learned? PROCESS WORKFLOWS
How do you capture and share product
and process knowledge across a
distributed organization? TECHNICAL DOCUMENTS
How many places do you have to look to
find what you need? PROBLEM SOLVING
DOCUMENTS
Is cross-discipline knowledge in multiple CAD PART
places? TEMPLATES
CLASSIFIED PARTS and FEATURE
When do you provide access to LIBRARIES
knowledge (push / pull)?
Examples of Knowledge Capture
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18. SYSTEMATIC KNOWLEDGE Rich Design Distributed Enterprise
Content & Visualization
Document
Authoring &
Manufacturing
Manufacturing
Authorign & Collaboration & Mockup Process
Process
CAPTURE & REUSE Simulation & Planning Process
Management
Dynamic
Publishing
Planning
Planning
Example …
1. Planning Requirements
Partial Physical Architecture
Analyze Inputs
Design Interfaces
Concept Design
Complete Inputs
Requirements Management
Complete? Concept Development
System Design
Insource/
Outsource Outsourced Design
Incorporate Intent & Req
Create Design Manufacturing Planning
Evaluate and Learn Verification & Validation
Approve?
2. Creation
3. Documentation
Complete Deliverables
Review for Release Manufacturing Planning
Approve?
Final Design
Design Documentation
4. Release
Design in validated manufacturing strategies Typical Detailed Design process
PTC Proprietary and Confidential © 2007 PTC

19. MANUFACTURING & SUPPLIER Front
Visual
Planning Standard
Systematic
Knowledge
Manufacturing
Mfg And
Supplier
Efficient
Design
Loading and Work Capture And and Supplier
PARTNERING Tracking Reuse
Partnering
Partnering
Review
Key to front loading product development is involving all those with a stake
in successful volume production of product. Team members who are
responsible for downstream execution provide critical insight that should
be included early in the design to minimize costly surprises later.
How early is manufacturing involved in
product development?
How well is manufacturability addressed in
your current design process?
How early do you consult with your
suppliers during design?
How much do you benefit from the
experience of your suppliers during
design?
Is your product well architected for
distributed development?
PTC Proprietary and Confidential © 2007 PTC

20. MANUFACTURING & SUPPLIER Rich Design
Distributed
Distributed
Collaboration
Enterprise
Content & Visualization
Document
Authoring &
Manufacturing
Authorign & Collaboration & Mockup Process
PARTNERING Simulation & Planning
& Planning
Process
Management
Dynamic
Publishing
Planning
Example …
Data Sheet Manufacturing Collaboration
Requirements CAD Model
Evaluate ‘Manufacturability’
Software Code
MarketingEngineering
Test Plan
Manufacturing
Viewable
Analysis Sales
Supplier Collaboration
Investigate New Component
Marketing Procurement Engineering
Supplier A Design Partner
Europe
Sales Manufacturing Finance
Supplier B Supplier C
Asia North America
Team Coordination
Complex Engineering Change
Engineering
Europe Supplier
Engineering Program
North America Manager Design Partner Manufacturing
Global Collaboration
PTC Proprietary and Confidential © 2007 PTC

21. Visual Systematic
Mfg And
Front Planning Standard Knowledge
Supplier
Efficient Efficient
Design
Design
Loading And Work Capture And
EFFICIENT DESIGN REVIEW Tracking Reuse
Partnering Review
Review
By continuously resolving issues as they arise, design review focuses on
convergence of design rather than solving large batches of accumulated
design problems. The result is more efficient decision-making with
continuous momentum towards a coherent total design that will best fit
customers’ needs.
How many problems are discovered or
missed during formal design review?
How much valuable design time is spent
preparing for design reviews?
Do you compromise on reviews because
they are difficult to prepare for? Batch
Problems resolution
Is live design data available to the Open
distributed team all for frequent virtual
review?
How easy is cross-discipline Continual
resolution
communication?
Do fixes to a problem cause regressions
elsewhere?
PTC Proprietary and Confidential © 2007 PTC

22. Enterprise
Rich Design Distributed
Distributed
Enterprise Document
Manufacturing
Content & &
Content Visualization
Visualization Authoring &
Authorign & Collaboration
Collaboration
Process & Mockup Process
EFFICIENT DESIGN REVIEW Simulation & Planning
& Planning
Process
Management & Mockup Dynamic
Publishing
Planning
Management
Examples …
Global access to Global collaboration Design review preparation
latest data tools and execution
PTC Proprietary and Confidential © 2007 PTC

23. Role of Technology in enabling Lean Process Initiatives
Lean Process Initiatives
Systematic
Visual Mfg and Efficient
Front Standard Knowledge
Planning and Supplier Design
Loading Work Capture and
Tracking Partnering Review
Reuse
Rich Design
Authoring &
Simulation
Key Supporting Technology
Distributed
Collaboration &
Planning
Enterprise
Content &
Process
Management
Visualization &
Mockup
Document
Authoring &
Dynamic
Publishing
Manufacturing
Process
Planning
PTC Proprietary and Confidential © 2007 PTC

24. Overview of Key Supporting Technology
Rich Design
Engineering calculations
Authoring
& MCAD/CAM/CAE …
Simulation
Data sharing
Distributed Collaboration tools
Collaboration
& Project management
Planning Reporting …
MCAD/ECAD/Software/
Enterprise Document management
Content & Lifecycle management
Process
Workflow
Management
Change processing …
PTC Proprietary and Confidential © 2007 PTC

25. Overview of Key Supporting Technology (cont)
Document visualization
Visualization
Mechanical and electrical
& visualization and verification
Mockup
Digital Mockup …
XML authoring
Document
Authoring & Technical illustrations
Dynamic Dynamic document assembly
Publishing
Multi-format publishing …
Manufacturing process
Manufacturing definition
Process
Planning Manufacturing resource
management
PTC Proprietary and Confidential © 2007 PTC

26. Customer Scenarios

27. Toyota Motor Corporation
Technical Focus Areas for Improvement
Integrated Quick CAE
Full 3D annotation to remove
drawings from critical path
Integrated and associative NC
planning and machining
Improved internal and supply
chain collaboration & mobility
Managed storage and reuse of
existing knowledge
Web-based database centralizing
and controlling design data and
processes
Driven by Process Improvement Goals and Studies …
PTC Proprietary and Confidential © 2007 PTC

28. PING
New Product Introductions Quintupled and Time to Market Reduced
Goal
Increase Innovation Flow
Decrease Time To Market
Lean out Product Development Process
Update Technology
Solution
Used PTC software to expand product development
capacity, explore simultaneous new designs, and refine
engineering strategies. Also developed an action plan
for a lean enterprise.
Gains: 2000 - 2006
CAD Efficiency – Increased 2000%
Overall Engineering Efficiency – 4X
Time to Market – Reduced 62%
Product Introductions – Up 367%
PTC Proprietary and Confidential © 2007 PTC

29. Next Steps

30. Optimizing Your Product Development Processes
PTC Mission
Help our customers improve their
product development processes
Keys to Customer Success
Integral Product Development System
Focus on Realized Value outcome
PLAN VALUE BUILD VALUE REALIZE VALUE
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31. Value
The PTC Value Roadmap Identification
Configurable knowledge base for use with PTC Customers
Supports a guided discussion
Ensure Strategies are Successful
Strategize
Strategy Initiatives Operations Capabilities
Product Actions taken to Processes A product
Development create value throughout the development
strategies that through changes in digital product system that must
enhance people, process or value chain be in place for an
business value. technology. where initiatives initiative to be
are implemented. successful.
Value Business
Processes Capabilities
Opportunities Initiatives
Align
Tie Processes and Initiatives to Corporate Objectives
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32. What you can do today …
Learn more at PTC resource websites for
Global and Lean Product Development
Explore process improvement
opportunities within your organization
Schedule working session to review the PTC
Value Roadmap
Take advantage of PTC Global Services
expertise to take your next steps in Global
and Lean Product Development
PTC Proprietary and Confidential © 2007 PTC