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Author: Matic Golob

LAA-Library_Cases2016_Goodyear

Goodyear’s Lean Product development journey started in 2005 on solid foundations of past improvement initiatives and continued with a dedicated team from 2006. Norbert Majerus – the Lean Champion at Goodyear, book author and Shingo Prize winner – has led the lean transformation and has described it in detail in his book Lean-Driven Innovation. He has also identified 55 Lean R&D principles applied within Goodyear...

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LAA-Blog---1.3.4-CMI-LeanMindset

Lean Product Development is a paradigmatic approach for new product development that has surfaced in 1990s, which elements, tools and methods have been widely applied across companies around the world and benefits were described by many. However, most companies highlight one particular area as being the foremost challenge in implementing lean in product development and innovation; the human behavior or the mindset of employees across...

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LAA-Blog---1.6.3-Munters-A3

During its lean transformation Munters, a global leader in energy efficient air treatment solutions, underwent a strategy deployment exercise. They needed a way to consistently, simply and quickly capture and communicate policies (vision, mission, goals) between different levels. They found the answer in an A3 Thinking. A3 thinking is primarily a problem-solving approach that uses a single standard A3 format sheet of paper to guide, capture...

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LAA-Blog---1.2.3-CAREL-CI&5S

CAREL, an Italian HVAC/R introduced the Lean to the Product Development process back in 2009. After the R&D reorganization, implementation of visual project management and establishment of PDCA, CAREL decided the need to do more to support its product development teams. In 2012 company launched two Continuous Improvement (CI) initiatives: (1) Dedicated time for CI activities within “focus areas”, and (2) 5S 2.0 initiative for...

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LAA-Library_Most-Used-SD-Tools-Report-Jul2017

This short survey aimed to collect multiple viewpoints on the most commonly used tools and methods in a service design. An extensive research and tool mapping of 30 toolkits and tool libraries was done prior to creating this survey. Therefore, the tools and methods included in the survey were already analysed and summarized. [vc_empty_space height="10px"] Tools were classified in 8 categories, each including approximately 15 tools. [vc_empty_space height="10px"] ...

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LAA-Blog---1.6.2-Munters-IW&VP

Munters is a global leader in energy efficient air treatment solutions. As part of its Lean Product Development efforts, Munters identified and deployed a set of lean tools to help them in their knowledge intense day-to-day work. The toolset is named as ‘Knowledge intense Innovative Work & Visual Planning tools’. [su_spacer size="20"] [row] [column lg="9" md="12" sm="12" xs="12" ] Munters is one of the world’s leading suppliers of air...

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LAA-Blog---1.2.4-CAREL-SBCE-Effectiveness

In 2013 CAREL (an Italian HVAC/R company) began exploring Set-Based Concurrent Engineering (SBCE) to increase their innovation yield and ensure this knowledge-intense part of the product development process is effective and has a stable timeframe. After the initial concept introduction, CAREL established a framework tailored to address its specific needs, while respecting the key principles of this approach. Although the newly established framework resulted in...

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LAA-Blog---1.3.3-CMI-SBCE

In the second half of 2013, CMI Defence, a weapons systems manufacturer from Belgium, started to explore Set-Based Concurrent Engineering (SBCE), its advantages, principles and tools associated with the approach. This is not the first time CMI Defence came across SBCE, but it was the first time they committed to it. The implementation was kicked-off at the engineering department, later followed by a first round...

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LAA-Blog---1.3.2-CMI-Flexible-PM

Technology, businesses and market changes are so fast nowadays that product development needs to be extremely adaptable or it risks a failure. To accommodate to this situation, CMI Defence, a Belgium weapon systems specialist, implemented a flexible project management approach which is based on the agile methodology. While the traditional project management uses the waterfall model where each phase of a product’s life cycle takes...

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