The Toyota Product Development System: Integrating People, Process, and Technology
- 6h 28m
- James M. Morgan, Jeffrey K. Liker
- CRC Press
- 2006
The ability to bring new and innovative products to market rapidly is the prime critical competence for any successful consumer-driven company. All industries, especially automotive, are slashing product development lead times in the current hyper-competitive marketplace. This book is the first to thoroughly examine and analyze the truly effective product development methodology that has made Toyota the most forward-thinking company in the automotive industry.
In The Toyota Product Development System: Integrating People, Process, and Technology, James Morgan and Jeffrey Liker compare and contrast the world-class product development process of Toyota with that of a U.S. competitor. They use extensive examples from Toyota and the U.S. competitor to demonstrate value stream mapping as an extraordinarily powerful tool for continuous improvement.
Through examples and case studies, this book illustrates specific techniques and proven practices for dealing with challenges associated with product development, such as synchronizing multiple disciplines, multiple function workload leveling, compound process variation, effective technology integration, and knowledge management.
This valuable book:
- Highlights the application of value stream mapping methodology to product development.
- Identifies and defines the categories of waste that are specific to the product development process.
- Presents countermeasures and proven practices, based on Lean principles, developed for the product development process used at Toyota.
- Illustrates and clarifies the methodology by presenting actual case examples at Toyota and a U.S. competitor.
Readers of this book can focus on optimizing the entire product development value stream rather than focus on a specific tool or technology for local improvements.
About the Authors
Dr. James Morgan has more than 24 year experience in automotive product development and operations management including almost 20 years at TDM, a tier one automotive supplier of engineering services, tools and vehicle subsystems where he was Vice President. He holds MS and Ph.D. degrees in Engineering from the University of Michigan where he completed a three year, Shingo Award winning comparative study of Toyota and a North American competitor's product development systems.
Dr. Morgan's research has lead to a coherent systems model of lean product development which he has utilized in analyzing and improving the development systems of several Fortune Fifty companies in both the U.S. and Europe. Dr. Morgan has published a number of articles and developed and taught classes and seminars at The University of Michigan, the Lean Enterprise Institute, the Lean Enterprise Academy, and the Society of Automotive Engineers.
Dr. Morgan is currently an Engineering Director at Ford Motor Company.
Jeffrey Liker is associate professor of industrial and operations engineering at The University of Michigan, Ann Arbor. He has been studying Japanese design and manufacturing methods since 1982. In 1991 he co-founded the Japan Technology Management Program at University of Michigan. Dr. Liker has received three Shingo Prizes for Excellence in Manufacturing Research: 1995, 1996, and 1997.
Professor Liker has actively consulted on innovative manufacturing methods for companies such a Whirlpool, Chrysler, Ford, LTV Steel, Renault, Peugeot, Mack Truck, Solar Turbine, and the Industrial Technology Institute. Dr. Liker is also a keynote speaker and he co-founded a company called Optiprise, Inc. He received a BS in industrial engineering from Northeastern University and a Ph.D. in sociology from the University of Massachusetts.
In this Book
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The New Product Development Revolution
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The Lean Product Development System Model
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Establish Customer-Defined Value to Separate Value-Added from Waste
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Front-Load the PD Process to Explore Alternatives Thoroughly
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Create a Leveled Product Development Process Flow
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Utilizing Rigorous Standardization to Reduce Variation and Create Flexibility and Predictable Outcomes
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Create a Chief Engineer System to Lead Development from Start to Finish
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Organize to Balance Functional Expertise and Cross-Functional Integration
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Develop Towering Technical Competence in All Engineers
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Fully Integrate Suppliers into the Product Development System
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Build in Learning and Continuous Improvement
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Build a Culture to Support Excellence and Relentless Improvement
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Adapt Technology to Fit Your People and Processes
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Align Your Organization Through Simple, Visual Communication
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Use Powerful Tools for Standardization and Organizational Learning
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A Coherent System—Putting the Pieces Together
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Eliminating Waste in the Product Development Value Stream
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Getting to Culture Change—The Heart of Lean PD
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Bibliography
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