Leannovazione R&D project management: processes

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Technology Centre-ABB- ITALY P. Bertolotto - December 14st 2015

Leannovazione

R&D project management: processes

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R&D project management

Agenda

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Reasons of structured approach

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R&D processes, methods and tools

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The industrial development process

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Gate model

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Visual (Lean) development – “Oobeja” method

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Lesson learned

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R&D project management

Agenda

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Gate model

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Lesson learned

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What is the ultimate purpose of developing a new product for a

company?

New product More innovative Portfolio completion Gap covering More safety More reliable New technology New application Environmental impact © ABB Group March 23, 2016 | Slide 4

Business

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R&D project development flow

§Specifica di prodotto §Specifica Tecnica §Studio Preliminare §Disegni Costruttivi §Prototipo §Prove di sviluppo

§Disegni definitivi R&D

§Igegnerizzazione §Prove di tipo § e certificazioni §Officina campioni §Sala Prove § (sperimentale ed EMC) §R&D ed Ingegneria §Responsabile §di progetto R&D §Serie zero §Progettisti e §disegnatori R&D §Feasibility Studies §Dwgs §Prototyping §Development Tests

R&D Final Dwgs and Engineering processes §Certification §Tests §Zero Series Workshop prototyping R&D Designer R&D PM Test Lab R&D and Engineering §Product Spec §TRS Retroacting actions based on development phase results

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R&D project management

Agenda

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Gate model

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Lesson learned

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New product development process: from creativity

phase to the market

The main phases to develop a new product: creative and innovative phase, the market and customer requirements, the potential development alternatives and the evaluation of the feasible solutions, new concepts validations, the production phase and the validation of the development results as they are the business process and production process

Ø Innovation

Ø Idea Selection Criteria: from Funnel to tunnel

Ø MRS Ø TRS Ø Planning Ø Feasibility Ø Development Ø Product Qualification/Certification Ø Review Ø Industrialization Ø Production validation Ø Marketing Promotion Ø Lesson learned © ABB Group March 23, 2016 | Slide 7

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R&D project management

Agenda

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Gate model

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Lesson learned

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Parameters to assess the project efficiencies

At the end of each Gate a document is released that assesses the project

status by a negative/positive vote according to a trafficlight model. The main

parameters on which is based the assessment are:

•

On

target

– product cost

•

On

time

– development time

•

On

budget

– according to the assigned budget

Gate Assessor and Project Owner, according

to the gate assessment, take the decision

about the future of the project :

§

go ahead

§

go ahead with actions

§

stop the gate and demote it

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Modello a Gate: modello universale

Descrizione

Gate

Una immobiliare investe nella realizzazione di un complesso residenziale

Un privato vuole ristrutturare casa

Una Amministrazione Comunale vuole costruire un Centro Sociale

G0

Si stila una specifica tecnica ed economica

Si cerca un progettista che proponga una soluzione

Si bandisce una gara per un progetto

G1

Viene fatto un progetto che soddisfa le richieste e/o applica deviazioni positive

G2

Il progetto viene approvato dagli enti preposti

Si redigono gli esecutivi, si scelgono i materiali, le finiture, ecc.

Si scelgono le ditte, si stila una piano (contratto) esecutivo

G3

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Modello a Gate: modello universale

Descrizione

Gate

Si costruisce l’opera

G4

La si collauda e la si rende disponibile ai potenziali utilizzatori

G5

Si verifica dopo un tempo significativo:

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Il costo effettivo

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Il tempo di realizzazione effettivo

- eventuali difetti dell’opera

G6

Si verifica il ritorno d’investimento

G7

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Agenda

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Gate model

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Lesson learned

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March 23, 2016 | Slide 14

Visual Development

TC Dalmine contribution to the PPMV R&D Quality Initiative

In order to contribute to the PPMV R&D Quality Initiative, Dalmine TC is

proposing to apply the visual development method (generally called

Oobeya method) to innovative projects

In the next slides the results of a real experience and a few very common method concepts and theoretical benefits are presented

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Project development process

Project goal: please refer to the improvement of something

which is tangible and measurable (e.g. time, money);

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Four key indicators

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Timing: deviation from the planning

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Cost: deviation from the targeted value

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Development: deviation from the project budget

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Quality: number of project deviation from MRS or

mistakes after G5

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Measurable scale must be defined before project starting

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Gate model will be applied in parallel in order to guarantee

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Project development process

Lean development applied to HySec project Pilot at Dalmine TC

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Target: develop 24 kV 630 A 16 kA integrated circuit

breaker, line disconnector and earthing switch

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4 KPIs

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Development Time: deviation from planning ≤

20 %

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Product Cost: deviation from targeted value ≤

2 %

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Development Cost: deviation from project budget ≤

20 %

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Quality: no relevant claims by customers for 2 years from

G5 date

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Detailed targets values released at G2

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Visual Development

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Visual Development: Oobeya rules

§ Mission must be clear to everybody.

§ There is a common feeling of urgency.

§ No “title or qualification” will drive the team but the leadership and the capability to take decision.

§ If somebody delays, he must be helped by the team

§ Discipline must be rigorous.

§ Toll creative usage must be emphasized and promoted.

§ Bureaucracy must be eliminate (no activity without any added value).

§ The best data must be used also if they will be in rough type.

§ There is a real consequence on the customer and on the team in case of delay.

§ Frequently project team meeting should be done

§ The meeting should be very short and effective

§ No pending issues will be leave at the meeting end

§ Face-mail on e-mail

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R&D project management

Visual Development: Oobeya benefits

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Lead time and development time reduction

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Higher planning (timing) reliability

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Less long meetings and less bureaucracy

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The main information are visible to everybody

(communication and sharing)

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Best comprehension and sharing of issues and

criticalities with consequent risks reduction

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Knowledge sharing increased

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Quality enhancement (right the first time)

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Increasing of problem finding e problem setting tool

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Higher cooperation and best work atmosphere

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Easiest trade-off learning and solutions

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1. Innovation

Concepts and methods to structured innovation. TrIz, Nine windows, etc. The risks of innovations. The patents as source of innovation.

Ø Breakthrough Innovation

Ø Incremental innovation

Ø Innovation perceived

Ø Random methods: Brainstorming – Synectics – Reframing -Lateral thinking - SCAMPER...

Ø Unstructured innovation

Ø Triz

Ø Nine Windows

Ø Forecasting Innovation

Ø Inspiration from nature: Biomimetics, Bionics, Biomimicry Taxonomy

Ø Technology & Technical Innovation

Ø Aesthetics innovation

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Creativity, innovation and future

“

Technology is nothing. What’s important is that you have a faith in people, that

they’re basically good and smart, and if you give them tools, they’ll do

wonderful things with them”

“………..creativity is just connecting thing……”

“because I did not know you couldn't do, I felt able to do it”

by Steve Jobs

Creativity is the base of the innovation

The innovation is the gate for the future

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Agenda

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Gate model

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Oobeja

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Lesson learned

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Project development process

Lesson learned

§

The Product Development by R&D in

Industry is based on three main pillars:

Ø

Competencies

Ø

Product

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