Capitalizing on lean production systems to win new business : creating a lean and profitable new product portfolio

Content: The Value Stream Map Questions to Consider Introduction Value Stream Mapping: The Basis for Systems-Based Thinking What Are the Three Flows, and Why Are They Relevant to New Product Planning? Information Flow Material Flow People Flow How Will the Value Stream Map Provide the Foundation for New Product Planning? A Skeleton Value Stream Map for a Product Not Currently Produced The Supplier Loop The Work-in-Process Loop The Final Assembly Loop Wrapping Up the Skeleton Value Stream Map Why Is the Utilization of the Skeleton Value Stream Map Important to Your Customer? Why Is the Utilization of the Skeleton Value Stream Map Important to You? Conclusion Deliverable to the New Product Acquisition and Launch Portfolio from Chapter 1  The Plan for Every Part Questions to Consider Introduction What Is a Plan for Every Part? The Plan for Every Part Why Is a Plan for Every Part Necessary? PFEP as a Necessity What Are the Inventory Levels Going to Be in the Purchased Parts Market? The Maximum Inventory Level Determining the Purchased Parts Buffer Storing the Components The Expedite Plan Where Will These Components Be Stored? How Are Parts Reordered Normally? Why Is This Important to Your Customer? Why Is This Important for You? Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 2  Producing the Final Product Questions to Consider Introduction Where to Begin What Factors Need to Be Considered When Setting Up the Assembly Process? Setting Up the Physical Process Floor Space Flexibility Material Delivery How Does Standardized Work Fit into the Design of the Assembly Process? Standardized Work Two Types of Standardized Work Process-Level Standardized Work Standardized Work and the Production Cell Level Why Is This Important to Your Customer? Why Is This Important to You? Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 3  Scheduling and Material Flow Questions to Consider Introduction What Is the Importance of Linking Material Flow and Scheduling? Scheduling and Material Flow Understanding the Importance of Production Control Scheduling a Facility The Finished Goods Market On-Time Component Delivery Pull Signals What Is the Importance of a Timed Delivery Route? The Timed Delivery Route Linking the Schedule, the Pull Signal, and the Timed Delivery Route Our Example How Long Does It Take to Get There? How Do We Deliver the Purchased Components? How and Who Will Design the Material Point-of-Use Delivery Rack? How Long Will It Take to Deliver the Purchased Components? Final Considerations Completing the System Recapping the Route Why Is This Important to Your Customer? Why Is This Important to You? Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 4  Machine Changeover Questions to Consider Introduction If Inventory Is Waste, Why Is It Placed in the System? The Proper Reason and Method of Inventory Handling With Multiple Areas, Machines, and Capital Constraints in a Value Stream, How Can There Only Be One Schedule? Scheduling at One Point in the Value Stream Sizing the Work-in-Process Market Calculating the EPEI Changeover Wheel The Production Pull Board Sizing the WIP Market The Production Schedule Board Operation of the Production Schedule Board Why Is This Important to Your Customer? Why Is This Important to You? Conclusion Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 5  Quality and Continuous Improvement Questions to Consider Introduction Why Is Systems-Based Thinking Important? Why Are Quality and Continuous Improvement Intertwined? Continuous Improvement Production Status Boards Layered Audits Layered Auditing Process The Audit Itself Our Example Conveying This Information to Potential Customers Why Is This Important to Your Customer? Why Is This Important for You?  Training the Production Associates to Produce the Final Product Questions to Consider Introduction What Infrastructure Is Needed to Have an Effective Training Plan for New Products? The Infrastructure What Is a Training Matrix, and How Is It Important to Winning New Business? The Training Matrix Quadrant One Quadrant Two Quadrant Three Quadrant Four How Do You Develop Newly Hired Employees If They Need to Be Hired to Produce the Product? Newly Hired Employees Our Example A Tour of the Facility Why Is This Information Important to Your Customer? Why Is This Information Important to You?  The Time Frame Questions to Consider Introduction What Three Teams Are Needed to Effectively Launch a New Product? The Three Teams Team 1: PFEP and Scheduling Team Team 2: Material Flow Team Team 3: Production Team What Are the Two Phases of Planning to Win New Business? Winning New Business What Does a New Product Launch Plan Look Like? Launching the New Business Production Team Implementation Plan The Materials Team Launch Plan The PFEP Scheduling Team Launch Plan Bringing It All Together Why Is This Important for Your Customer? Why Is This Information Important to Your Suppliers? Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 8  Your Suppliers and Other Considerations Introduction Your Supply Base Your Core Business Workplace Organization Absentee Rates Future Plans Concluding Thoughts Why Is This Information Good for Your Customer? Why Is This Information Important for You? Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 9  New Product Acquisition and Launch Portfolio Questions to Consider Introduction Table of Contents The Value Stream Map The Plan for Every Part Production Plan Material Delivery Plan Work-in-Process Plan Management Practices Appendix: Proposal for the Orange Product Prepared for GMH Industries