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Although less publicized
and harder to comprehend than the Toyota Production
System, the Toyota Product Development System is also
unique and arguably more important for the ongoing
success of the company. Increasingly, companies are
applying the same lean principles of production into
product development in a continuing attempt to mimic
Toyota�s success. While this will achieve incremental
gains, it will not capture the essence of Toyota�s
excellence,
nor achieve the breakthrough improvements which are
possible. This can only be done by understanding why
they do what they do and integrating that thinking into
the company culture and company paradigms. This workshop
is based on the findings of a two year National Center
for Manufacturing Sciences (NCMS) study on the world�s
best practices in new product development.
Specific
Learning Objectives
Workshop participants will learn:
-
The
principles and cornerstones of the Toyota Product
Development System
-
How
to achieve 50% faster product development cycle
times(and the associated lower development costs)
and 4x the productivity of your engineering
department
-
How
to minimize or eliminate design loop-backs
-
How
to achieve smooth product launches (and hit the
target deadlines)
-
How
to create, capture, share, and reuse robust
technical knowledge across design projects
-
Why
merely copying the Toyota processes seldom achieves
the desired results and what to do about that
-
How other companies
are making this change, what works, what does not
work, and how they score on relevant metrics
Michael C. Gnam, Executive Director, Lean
Product Development Initiative (LPDI), for the National
Center of Manufacturing Sciences (NCMS), is currently
responsible for managing all LPDI activities. This
encompasses new and continuing research in this topic
and providing presentations, seminars, workshops, and
consulting in the area of Lean Product Development based
on the Toyota principles. Mr. Gnam managed a two year
collaborative project which studied the world�s best
practices in Product Development with a focus on
engineering productivity and fast-to-market issues.
Prior to his current position, Mr. Gnam was Director of
Engineering for a medical equipment manufacturer. As
such, he was responsible for all R&D and Manufacturing
Engineering functions and, additionally, was responsible
for the company�s 3 year Deming style TQM
transformation. Mr. Gnam has over 27 years of experience
in new product and process development and 15 years at
NCMS performing studies of the world�s best practices in
numerous business and management areas. |
