Lean 3P Design ConceptsWhat Is 3P?Lean 2PWhy Does 3P Work? Separating R from D Horizontal Development Rapid Learning Differences between Traditional Product and Process Design, and Lean 3P DesignTime Commitment of the Stakeholders Lean 3P’s Place in the Product Development ProcessApplying Lean 3P to New Product Development Voice of the Customer Case StudiesLean 3P within Existing Product Development Processes Phase-Gate Product DevelopmentPoint-Based EngineeringSet-Based Concurrent Engineering Set-Based Concurrent Design Applying Lean 3P Design and Gaining LeverageIntroductionConcurrent Product and Process Design Using 3PIs One 3P Event Enough?The Role of OperationsLeverage Case StudyGaining Leverage The "Best" Time to Make Improvements The "Better" Time to Make Improvements The "Necessary" Time to Make Improvements Getting StartedThe Case for ChangeThe Flow of a Lean 3P Event Information Innovation Prototyping and Rapid Redesign OptimizationKey Participants in a 3P EventSpace Required for a 3P EventMaterials and Tools3P Event CharterPre-Event Orientation and TrainingGetting Started Recap The Countdown and Overview of the 3P Event WeekTiming ConsiderationsPreparing for a Lean 3P Event Two to Three Months Before One to Two Months Before One to Two Weeks Before The Day BeforeOverview of the 3P Event Week Day One Day Two Day Three Day Four Day Five Kickoff, Charter, and 3P GoalsKickoffThe 3P Event CharterIntroducing Lean 3P Design GoalsEach Part, Each Interval (EPE or EPE I)Summary of the 3P Design GoalsKickoff, Charter, and 3P Goals Recap Product Planning and Process Evaluation CriteriaProduct PlanningProduction Evaluation Criteria3P Process Design Criteria Takt Time One-Piece Flow Pull System People Involvement Automatic Unloading Load-Load Operations Low-Cost Automation Mistake-Proof (Poka Yoke) Minimal Capital Minimal Space Required Low-Motion Waste 100% Gauging Maximum Operator Value-Add Changeover Time Tool Room Maintenance Tooling Quality or Tooling Cost Safety, Ergonomics, and Health (and Possibly Security) Environmental Impact Internal Waste Collection Simple as Possible Standard or Off-the-Shelf Equipment Process Capability Ratio (Cp) Known ProcessFuture Challenge Maintenance Free Technical Advantage Autonomation Development Time or In-House Development Scalability FlexibilitySelecting the Evaluation CriteriaProduct Planning and Process Evaluation Criteria Recap Defining Value-Adding FunctionsProduct Features and Process Steps versus Value-Adding FunctionsProduct ConsiderationsProcess ConsiderationsEvaluating Product and Defining the Value-Added Process Steps Concurrent Product and Process Evaluation Product Features and Process Step Value-Adding Functions Recap 3P Example—Kathryn’s Finest Flow Diagrams, Developing Seven Alternatives, and Selection of the Better Three AlternativesFlow DiagramSpaghetti DiagramDeveloping the Seven Alternatives from NatureConsidering Industrial AlternativesIndustrial Application of the Seven Alternatives from NatureDeveloping the Seven AlternativesEvaluation and Selection of the Top Three AlternativesThe Pugh Method or Decision MatrixSummary of ProgressFlow Diagrams, Developing Seven Alternatives, and Selecting the Better Three Alternatives Recap Process at a Glance, Selecting Teams, Constructing the Three PrototypesProcess at a Glance Team SelectionSafety Reminder Getting Started with the Three Prototypes Utilizing the Assigned Space The Need for Speed Researching New Concepts Identifying Risk Constructing the Three Prototypes Concept Viability Safety and Power Tools Process at a GlanceProcess at a Glance, Selecting Teams, Constructing the ThreePrototypes Recap Rapid Evaluation of the Three Prototypes, Selecting the Final PrototypeIntroductionRapid Evaluation of the Three PrototypesEvaluation ParticipantsProcess at a Glance and Complete Process OverviewCongregate around the Prototype Being ReviewedProcess at a Glance and Evaluation CriteriaTake Some PicturesSelecting the Best Process Steps from the Three Prototypes System Impact People ImpactValue-Adding Function SelectionSummary of ProgressRapid Evaluation of the Three Prototypes, Selecting the Final Prototype RecapDeveloping the Final Prototype, Incorporating Evaluation Criteria, and Measuring Effectiveness—Final Report-OutDeveloping the Final PrototypeIncorporating the Evaluation CriteriaAdd in the Transitions and Transfer OperationsMeasuring 3P EffectivenessFull Construction of Final PrototypeLayout with Material and Tool Storage IdentifiedProcess at a GlanceCalculation of Takt TimeAssessment of Evaluation CriteriaAssessment of Event GoalsFinal Cost EstimateResource Plan and TeamsProject Timeline with MilestonesSpaghetti Diagram of New OperationChangeover PlanReview of Bucket-List Items and Action ItemsFinal Report-Out SessionSummaryDeveloping the Final Prototype, Incorporating Evaluation Criteria, and Measuring Effectiveness, Final Report-Out Recap 3P Project Management, Potholes and Stumbling Blocks3P Project ManagementCommunication and InvolvementA3 Problem SolvingNew Wine in Old WineskinsOut-of-the-Gate PerformancePotholes and Stumbling BlocksParticipant SelectionJudges’ (Critical Evaluators) SelectionJudges’ (Critical Evaluators) RoleParticipant PairingLet It BreatheTime ManagementLeadershipSet Big ExpectationsBelieve in the 3P Process and Stick with ItPostevent Expectations Evergreen Lean 3P Design, ConclusionsEvergreen Lean 3P DesignThe A3 Process Applied to Small-Scale 3P Design Problem Statement Background Current Condition Goals Analysis Countermeasures Action Items Follow-UpConclusions AppendixFlow Diagram of Lean 3P Design ProcessLean 3P Event Charter TemplateLean 3P Event Materials ChecklistLean 3P Pre-Event Activity ChecklistChildren’s Book SelectionsPotential Design Evaluation CriteriaPotential Design Evaluation Criteria ChecklistSeven Alternatives TemplateSeven Alternatives with Evaluation Criteria TemplateProcess at a Glance TemplateProcess at a Glance with Evaluation Criteria TemplateWorks Cited and Bibliography Index
