DRIVING HIGH PERFORMANCE IN PRODUCT AND PROCESS DEVELOPMENT
Designing The Future 2019: Changing the way new value is created.
Thank you for your interest in our 2019 Designing The Future Conference. This conference is for those who know that the best way to predict your future is to design it. Doing the same thing you’ve always done, just a little better, is no longer enough - creating a steady stream of new products and services that your customers love is the surest path to sustained success.
Lean Product and Process Development (LPPD) principles and practices comprise a unique and highly effective way to design and deliver new products and services. This year’s conference will once again feature some of the most successful LPPD practitioners, from a wide variety of industries, who will share insights gained through years of real world experience.
If you were with us last year then you already know what a great experience this conference can be. We are working diligently to make this year’s event even better. Consider joining us in beautiful Traverse City on June 27 and 28 for what we hope will be the most important conference you attend this year. Hope to see you there!
Why You Need a Product Focus for an Enterprise Transformation
Many organizations have successfully implemented lean practices in isolated areas, but a complete lean enterprise transformation eludes them. And while these “pockets of excellence” are good, they fall far short of the potential of an aligned and inspired enterprise.
Now think about this … Creating customer defined value is the first principle of lean and the reason your organization exists. Your organization’s core products and services are the ultimate manifestation of all your value-creating activities and their true measure of success. Your products also form the most important connections across functions and consequently create a potent platform for organizational change. Everyone is included – everyone is important! Product and process development are where all the interests and skills of all the various groups intersect and it’s where your customer will experience the greatest impact. The key is to move our focus up stream to development and maintain that value creating product focus throughout the entire value stream.
Jim will share what he experienced as a global engineering director at Ford during the greatest product-led enterprise transformation in recent history under then-CEO Alan Mulally as well as what he is witnessing now at pioneering companies across a variety of industries -- lean product and process development principles and practices are a powerful way to bring the enterprise together and optimize their various lean efforts into a single focused transformation effort.
Plenary & Breakout Sessions
Envisioning the Future
A prosperous future begins with an idea. Great ideas are informed by the big trends shaping our world while leveraging your company’s strengths. In this presentation, you’ll learn some of the trade-craft involved in bringing about the world you want to see — not simply for the prosperity of your organization, but for the benefit of all stakeholders.
- How to stay up to date on trends;
- How to know which lines of business should take up bold visions of the future;
- How to align the broader organization on where to focus innovation efforts – and, equally important, where not to focus;
- How to generate bold ideas for maximum impact;
- How to resource this work;
- How to know when it’s time to kill an idea – and when to keep it going.
How to Create a Great Company Culture on Purpose
You can create a good company culture by accident, but a great culture takes purpose.
Tyler Schilling, president of TechnipFMC Schilling Robotics, and Andy Houk, vice president of product development, will explain from experience why culture is no different from any other project – it takes a lot of thought and work to get great results.
They’ll explain how purposeful guidance of culture happens through leadership behaviors. And they’ll reveal what behaviors move a company forward -- and what ones set it back.
You’ll also hear how focusing on lean product and process development provided a framework for leadership behaviors that supercharged cultural guidance at Schilling, which makes the robotic vehicles and manipulators needed to search for oil and gas in extremely harsh environments like the deep ocean.
Partnering Across the Extended Enterprise to Achieve Excellence in Product Development
Successful and sustainable product development requires a strong partnership across functional organizations and supply chain constituents. In this presenteation, Susan DeSandre, an executive leader with experience spanning manufacturing operations and procurement, shares her real-world insights gained from extensive experience as a senior executive leader at Apple and at Ford Motor Company during its historic product-led transformation.
Successfully engaging the extended enterprise in lean product development starts with a strong partnership between internal functional organizations. Through a shared vision, aligned objectives, mutual respect and accountability, and open and honest communication, organizations can unleash the full capability of their entire organization. Susan outlines how the powerful “matched pair” strategy and the pursuit of true supplier partnerships enables exceptional collaboration and leads to better development performance, plus a better working environment for all.
Perspectives from a Chief Engineer: Caterpillar’s Next Generation Hydraulic Excavator
The first newly developed platform in over 25 years, Caterpillar’s 320 and 323 Next Generation Hydraulic Excavators were designed to serve the global excavator market from a common platform.
Steve Shoemaker served as the chief engineer for the excavator portfolio from 2012 to 2017, overseeing the new product from concept to production. Based in Akashi, Japan, Shoemaker was responsible for the company’s Hydraulic Excavator Design Center as well as the global team with offices in China, Germany, and the US. Shoemaker will share his insights on leading an engineering organization in Japan and developing a new product from the view of a chief engineer.
Re-Thinking Value Creation in Product and Process Development
Lean Product and Process Development (LPPD) calls for starting with value for the customer. This is the “kentou” or study phase. And teams from sales, marketing, finance, engineering, and operations (purchasing too) need to be involved, led by a chief engineer. But the path of least resistance, particularly for design engineers, is to bound the problem by thinking mainly about the personal value for the target consumer (individual or organization) of a discrete good or service. The idea is to optimize personal/organizational utility gained from the product while minimizing waste and cost.
However, in the world today a bit of expanded kentou shows that customers often seek a solution to a complex problem involving many products rather than a single product: Mobility rather than a car, health support to prevent disease rather than just an insurance policy to cover the cost of disease, hassle-free shelter rather than a piece of real estate, etc. So LPPD needs to expand its scope in the study phase to consider the broader context. And this is not easy in practice.
Similarly, goods and services today live increasingly in a broader environmental context. So, the value of a product is not just measured by the customer’s personal utility but also by the good and bad consequences for society more broadly of the production of the product and its use through the life cycle.
Product development teams often find these considerations exasperating and default to bounded product analysis, designing as necessary to current regulations. And the consequences are often severe. A current example is designing electric vehicles without any life-cycle plan for the batteries or a low-carbon source of electricity. What looks like a minor issue at low sales volume suddenly explodes into a big problem as sales ramp and products age.
Jim Womack, senior advisor at the nonprofit Lean Enterprise Institute, will explore ways to consider value in a larger context without creating an impossibly complex kentou challenge.
James P. Womack
Tearing Down the Barriers: How Honda Is Using LEAN Principles to Prepare for The Future
Frank Paluch spent five years as president of Honda’s R&D facilities in North America. During that time, he helped implement lean principles to improve communication and problem solving throughout R&D. This resulted in better quality, cost, and delivery.
In his new role as executive vice president of Honda’s North American manufacturing operation, Frank is leading the effort to expand lean principles beyond R&D to connect factories, suppliers, and purchasing on a much greater scale. During this session, Frank will:
- Explain how Honda used visual management, value stream mapping, and other lean tools to improve communication and problem solving resulting in better quality, cost and delivery.
- Explain how R&D challenged itself to transform technical systems by utilizing digital tools for validation of design.
- Share the power of the collaborative environment and how the one-floor concept changed R&D and the role it will play in Honda’s future.
"Impossible - it can't be done!" was the reaction of the CEO of a well known robot company. Her reaction came when I announced my intent to build a 50 pound payload mobile robot platform with a BOM of ~$500 to a packed room of robot enthusiasts in Silicon Valley. In this talk we are going to tell the story of how we did just that using a wide variety of known Lean tools, experimental methods and a shoestring team. We are going to talk about some of the surprising results achieved by making it easy for your team to experiment rather than making it easy for them to do what you tell them to and why you might want to under-fund the development of your most challenging and innovative big product.
The High-Tech Anthropology™ (HTA) process is a lean way to put UI designs into the hands of users and get real feedback. Low fidelity, structured prototypes can be created quickly and cheaply, which makes testing with real users a viable option. Using this type of testing, Valerie Cole and Garry Everett at TechnipFMC Schilling Robotics were able to evaluate multiple concepts and find patterns that did or did not help users accomplish goals.
They report that the ability to gather this feedback before a single line of code is written has been incredibly valuable to their projects in a complex development environment, where it can take weeks to implement one UI design. With HTA, they have been able to iterate several designs quickly and learn what is going to work for users.
As a result, their High-Tech Anthropologists have been able to act as the voice of users during the design phase, supporting decisions with real data, and helping to create software that satisfies users. In this session, they’ll share their knowledge and experiences with HTA to give you:
- An accelerated introduction to the HTA process.
- A demonstration of the benefits of HTA, including the cost-effectiveness of quick prototyping.
- Participation in an example project of developing the user experience (UX) for a mobile app.
- An overview of each step in the HTA process.
- Involvement in activities demonstrating the most critical HTA concepts.
In 2016 TechnipFMC launched the Subsea 2.0 program as a response to the oil price collapse with the goal of revolutionizing the subsea oil and gas industry to restore its competitiveness.
The Subsea 2.0 vision was to pull fundamental change through development of a transformative new product platform. It would be simpler, have fewer parts, weigh less, and be so much more cost effective that the company and industry would have to scrap their project-driven cultures.
Alan Labes, chief engineer of Subsea 2.0, and Allison Weber, chief engineer of the 15kpsi Subsea 2.0 tree systems, will share their learnings from the development program. They’ll describe the challenges, the set-backs, and overwhelming successes seen by implementing lean product and process (LPPD) tools and processes in a globally distributed product platform development program.
- Implementing the role chief engineer
- Using the concept paper tool to align project purpose and scope;
- Applying set-based concurrent engineering and trade off curves;
- Deploying a project management system with milestones, obeya, visual management, and team of experts;
- Examples of system core components and developments.
Take home how-to ideas for applying lean development principles in daily work by learning how Michigan Medicine does it with its 6-phase Clinical Design and Innovation (CDI) process.
In this highly interactive session, you’ll learn a proven process to “just get started” and then how to iterate and improve the process. CDI Manager Paul Paliani and LPPD Coach Matt Zayko will take you through a hands-on, interactive exercise using current and past prototypes, schedules, and agendas from real programs.
- A replica of the CDI obeya room in Ann Arbor and the tools used to manage it;
- The evolution of the obeya and standup meeting processes from startup through 3 iterations;
- Examples of current program schedules and “game plan” walls;
- How the same methodology to develop products is used all over Michigan Medicine
Finally, Paul and Matt will guide you through a “blank sheet” brainstorming exercise where you’ll generate ideas for applying visual management to a particular goal or product when you get back to work.
Finding the best solution for our customers’ needs is a challenging aspect of product development. There are many conflicting needs and tradeoffs that must be considered to ensure we maximize customer value while achieving our company’s goals. Lean Product & Process Development (LPPD) helps you meet these conflicting challenges by front-loading the development process to thoroughly explore alternative solutions while there is a maximum design space.
In this session, you will compare and contrast the differences between traditional point-based design and LPPD set-based design approaches. Through an interactive exercise, you will experience the quantitative and qualitative benefits of set-based design. We will also discuss the impact of point-based versus set-based design on team dynamics. In addition, we’ll analyze a case study on the application of set-based concurrent engineering.
In this session, you’ll learn:
- What is set-based concurrent engineering methodology
- What are the benefits of set-based design through a hands-on exercise
- How to get started in applying set-based principles in your product development system
Tired of seeing the same problems over and over? Frustrated by an inability to really leverage what you learn during a development project? Not seeing the desired improvement in lead-time or innovation from project to project despite your organization’s best efforts? If so, this session is for you!
Based on a manuscript by Allen Ward, this session will introduce you to a powerful knowledge management approach he called “visible knowledge.” Visible knowledge increases innovative capacity by helping developers “see” and understand the design space, creating a currency for real dialog about design limits and trade-offs, and forming an objective foundation for cross-functional collaboration. Visible knowledge can be retained, reused, and expanded in future projects, enabling ever increasing performance improvement. Through a combination of presentation and interactive activities, you will:
- Understand the central role of knowledge management in lean product/process development.
- Explore simple, practical ways to apply a visible knowledge mindset.
- Learn a practical approach to generating visible knowledge through cause-effect diagrams and trade-off curves.
The summit is designed to be the best networking venue in the Lean Community by providing formal and informal ways for you to connect with counterparts facing the same challenges as you:
- Networking Happy Hour (continue conversations and compare notes after the first day)
- Networking Breaks (30 minutes to allow time for a phone call, cup of coffee, and conversation)
- Lunch Roundtables (attendee-led discussions on topics you've told us are important to you)