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Author: Matic Golob

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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LAA-Blog---1.2.2-CAREL-Compact-Teams

CAREL, an Italian HVAC-R started its Lean Product Development Journey back in 2009. One of the highlights of CAREL’s lean product development are so called compact teams; teams of 4 to 5 employees, responsible for one project from start to finish. Continue reading to get more insights in CAREL’s evolution from traditional to compact teams and find out how this affected their product development effectiveness. [su_spacer...

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LAA-Blog---Lean-Journey-MUNTERS

Munters, a global leader and partner in energy efficient air treatment solutions, commenced their lean product development journey in 2011. The purpose? To decrease time to market, streamline R&D processes and ensure company’s vision flows throughout the organization. [su_spacer size="20"] To develop its lean product development implementation strategy, Munters performed a thorough assessment of the various elements including: R&D enablers, surrounding partners, strategy definition and alignment, usage...

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LAA-Blog---Lean-Journey-TELEFONICA

Telefónica is one of the world’s leading telecommunication service providers, operating in 21 countries, employing around 120,000 people, and serving over 360 million customers around the globe. In 2011, the continuous and rapid changes in the telecommunications market led Telefónica to reinvent itself and transform into a digital telecommunications company. The combination of traditional telco assets combined with digital ones, enable its customers to access and...

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LAA-Blog---Lean-Journey-CMI

Continuous growth and market demanding shorter development times, lead CMI Defence, a weapon systems manufacturer from Belgium, to transform its product development approach. In 2013, the company embarked on its Lean Product Development journey by setting up for lean. This initial step aimed at producing a strategic roadmap for the implementation of different lean product development enablers to systematically develop, implement and roll-out several smaller...

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LAA-Blog---Lean-Journey-CAREL

CAREL, an Italian HVAC-R company (heating, ventilation, air conditioning and refrigeration) started its Lean Product Development Journey back in 2009 with the reorganization and introduction of new compact teams. The Lean Analytics Association (LAA) team carried out an interview and Gemba Walk at their facilities to document their lean product development best practices and discover how the application of lean thinking in the product development process...

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