How can Lean tools help you identify new product opportunities?

NPD and lean NPD has mostly stage gate projects Need to study and monitor the target of business case Lean tools can be applied to confirm the business case milestones Like Growth/ are we filling market gap/ or we are improving market share Are we hitting cost, using Prato, targeting 80/20 ratios Are we achieving quality/performance by using 8D and 5 why analysis There is long list

NPI During NPI phases P1 ,P2 , EVT,DVT,CRB builds we can see the actual results with prospective to targets and each builds we have to consider all 4M Part. With the help of Value streaming part we can get the good results during all the builds. We also seen that during each builds we have learn many things how to improve the product efficiency, capabilities and cost efficiency, 7 wastage. Thanks

Lean tools aid in identifying new opportunities and products through techniques like value stream mapping, which identifies waste and improvement points, and kaizen, fostering continuous improvement. Gemba walks involve direct workplace observation to pinpoint improvement opportunities and new product ideas. Lean thinking also promotes rapid experimentation and customer feedback for efficient product iteration. The Lean Startup methodology advocates creating a Minimum Viable Product (MVP) to test ideas before significant resource investment, fostering a market-oriented approach and reducing waste.

Além do próprio VSM, uma ferramenta muito importante é o gráfico de balanceamento. Este, alinhado ao Takt da demanda, gera uma observação precisa da operação, permitindo a identificação de gargalos. Aliado a isso, é possível aprofundar os estudos por meio de cronoanálise e sequenciamento de tarefas, assim, poderá implementar um fluxo contínuo e balancear toda a operação eliminando os gargalos existentes.

PARTE 1 DE 2 As ferramentas Lean oferecem uma abordagem sistemática para identificar novas oportunidades de produtos. Começando com o mapeamento do fluxo de valor, podemos visualizar todo o processo de produção e identificar desperdícios, ineficiências e gargalos. Isso nos permite direcionar nossos esforços para áreas específicas que podem ser melhoradas ou redesenhadas para criar valor adicional para o cliente. Além disso, a utilização de técnicas como o mapeamento do estado atual e futuro, análise de causa raiz e kaizen eventos, nos permite entender profundamente os problemas e oportunidades existentes.

5 whys method is a root cause analysis tool in manufacturing that helps pinpoint a problem’s cause by asking the question "why?" multiple times. Each question leads to another question, forming a chain of cause-and-effect that gradually gets closer to the root cause. Although five is considered to be the number that’s generally sufficient to reach a problem’s root cause, it’s possible for more (or less) questions to be necessary to complete an analysis.

Desde mi punto de vista es una herramienta muy util y simple para poder llegar al problema que ocasiona las fallas y con esto poder dar acciones enfocadas al problema y Eliminar o reducir ese modo de falla.

The 5 Whys methodology is more than just a series of questions; it's a mindset, a systematic approach to uncovering the root causes of problems rather than merely addressing their symptoms. With each "why," we delve deeper, peeling back the layers of complexity until we reach the core issue.

The 5 Why tool is one tool what can be use by non complex issues. So be careful when complex Situation occures or may be you get a feeling about complexity.The 5 Why tool request in addition every time the the"therfore" Question if this is done in a good way the cause is adressing the right Root cause. Take the right Action, check the effectivness, and learn..PDCA

Las 5 why es un buen método y usado frecuentemente en la empresa para llegar a la causa raíz, te hace reflexionar en repetidas ocasiones, te hace cuestionarte, hasta llegar a la causa raíz, en raras ocasiones puede ser que hagas mas de 5 porqués, pero es una herramienta efectiva, un punto importante es que cuando lleves a cabo este proceso esté presente un equipo multidisciplinario que represente las diferentes áreas involucradas de la empresa, por ejemplo, mantenimiento, calidad, operaciones, logística, compras, etc.

Gemba walk meaning the real place. The word 'Real' itself reveals what actually happened. It's gives us some picture on where to start. Gemba walk should be a team walk and should have people from all metiers ( SMQDC- Safety, Maint, Quality, Production, Cost controller ). I would strongly believe gemba walk with these frontline teams would help us in having a efficient shop floor tour, having interaction with Operating staffs, spending minutes with them in identifying their pain points , problems related to ergonomics, repeated machine issues etc which would help us in understanding where we are and how to proceed in reaching our KPI's and indirectly it will also builds good relation with Operating staffs -directly boosts us called TRUST.

Ferramentas de qualidade são instrumentos que nos ajudam a chegar nas conclusões de forma rápida e concreta. Mas a resposta está sempre no gemba, estar no chão de fábrica, olhando de forma crítica os produtos e processos, conversando com as pessoas, analisando de forma sistêmica todo o conjunto de informações que a operação diz, é fator determinante para evoluir de forma consistente!

Gemba is a key 🔑 concept for new opportunities…… In most of the companies there is a common practice of discussing any problem & gap in a closed meeting room instead of going at real place(Gemba). So, true Gemba attitude play a vital role to improve our present situation & find out new opportunities too.

É muito mais fácil entender o processo quando se está nele, entender realmente as dificuldades, propor melhorias e focar nos objetivos a serem alcançados

This tool it's one of the most important in the Lean Process. And we need to understand how to do that in the right way. I have seen some companies that just made a 10-minute walk on the process and after that started to give ideas for improvement. Three of the most important points in the GEMBA are: First to stay the maximum of time we need and understand the complete process. The second it's about who stays in GEMBA. And the last it's how we decide de best idea, the brain storm could be the real key to faster and real improvement.

Gemba walk, specially by the leadership team, is an absolutely essential management practice. It demonstrates the commitment of leaders, it gives opportunities to the leaders to have the first hand information and most importantly, when Gemba is done with a very focused objective, the real improvement will happen

One exapmple I have seen is -Rapid Prototyping: Lean methodologies advocate for quickly creating and testing prototypes to gather feedback and iterate on product ideas. Tools like rapid prototyping software or 3D printing enable organizations to quickly visualize and test new product concepts with minimal investment.

Through the lean we should go to collect the VOC ie voice of customer and we can now work on house of quality ie QFD and now whenever we are going to convert the voice of customer to technical aspects then automatically we find some opportunities to develop some features in existing product or add this feature in new product development. The one thing that is important is to continue VOC and collect the exact customer data in different way in term of Forms , Google link, advertisement, physical meet etc but need to collect exactly data.

Lean tools can be instrumental in identifying new product opportunities by fostering a culture of continuous improvement, customer focus, and waste elimination.

Elenco abaixo pela experiência já vivida, pontos de atenção para o ciclo ser efetivo: 1. Tudo comeca com uma analise estatística sincera. Evite: utilizar dados para confirmar o que você acha. Experimente se desafiar. 2. Antes de comecar o planejamento, comunique ao time. Evite: Fazer top-down , busque o engajamento. Envolva-os. 3. Estabeleca metas. Evite: Não ter propósitos ou destino, se não, qualquer lugar serve. 4.Faça. Haja. Priorize. Defina prazos e responsáveis. Evite: Procrastinar. Começe, o ótimo e inimigo do bom. 5. Faça periodicamente o acompanhamento do planejamento. Verifique. Evite: não monitorar os progressos. 6. Corrija desvios. Se algo sair fora do rumo, replaneje. Evite: insistir em estrategias que não dão resultados.

O relatório A3 para solução de problemas é uma ferramenta poderosa criada pela maior montadora de automóveis da atualidade, a Toyota, e é usado desde a produção até engenharia, compras, vendas e finanças. Seu objetivo é estruturar a solução de problemas de modo que a chance de reincidência do problema seja mínima.

The A3 Report is a structured problem-solving and communication tool that encourages concise and focused analysis of issues or projects on a single A3-sized sheet of paper. By using the A3 Report format, teams can document their understanding of a problem, analyze root causes, propose countermeasures, and establish action plans. This structured approach helps organizations systematically address challenges and identify opportunities for new products or innovations by providing a framework for thorough analysis and decision-making.

El uso de A3 para el análisis y resolución de un problema garantiza el seguimiento del ciclo PDCA y ayuda a evitar saltar directamente a la implementación de acciones sin analizar la causa raíz. Mediante el trabajo en equipo durante la resolución del problema en el mismo A3, con el adecuado soporte de un líder en el papel de coach para plantear las preguntas correctas, se consiguen resultados extraordinarios. Resulta vital, en la fase final (ACT del PDCA) verificar la eficacia de las acciones realizadas para la resolución del problema. Una vez resuelto el problema, el propio A3 es la historia de la propia resolución concentrada en una hoja, ideal para compartir el conocimiento y exponer los resultados obtenidos fácil y rápidamente.

The A3 report, named after the international paper size, condenses problem-solving onto a single sheet, emphasizing clarity and brevity. Its structured format ensures consistent reporting across teams, fostering collaboration and alignment. By maintaining the same metrics throughout the process, the A3 report enables accurate tracking of progress and outcomes. This simplicity and focus on key elements make it a valuable tool for driving continuous improvement and effectively addressing complex problems in various industries.

Esta ferramenta fornece uma estrutura para abordar problemas complexos de forma estruturada e colaborativa. Ao usar um relatório A3 para analisar uma situação atual e propor soluções, você pode identificar áreas para novos produtos que resolvam problemas específicos do cliente.

In Lean Six Sigma projects, the Voice of the Customer (VOC) is crucial for understanding customer needs. Gather feedback to identify critical-to-quality (CTQ) metrics and prioritize requirements based on their impact. Integrate VOC into the Define phase to align project goals with customer expectations. Validate solutions with customers throughout the project to ensure effectiveness. Continuously monitor customer satisfaction using VOC metrics to track improvements and address emerging issues.

Lean tools do an excellent job of identifying opportunities for improvement in a given process . Effectiveness, however, can oftentimes be limited by the constraints of the product itself. Utilizing lean results to drive product development and evolution provides a platform to build a stronger, more lean value stream. This, combined with constant customer focus, can result in increased product value and overall profitability.

If there is no support from the plant's upper management that is an instant failure. The QMS does not just pertain to the quality department. Quality is everyone's responsibility.

Além dessas ferramentas, considerar a colaboração multidisciplinar, o feedback do cliente e a análise de mercado também pode ajudar a identificar novas oportunidades de produtos que atendam às necessidades e desejos do cliente.

Although its a concept in popular conversation currently. Its important to not get hung up in the technicalities of this process itself and try to solve whatever it is or do an overview based within a broad faced issue whether it be loss of product or slow assembly in a way most efficient to your teams needs.