Version 1
: Received: 3 November 2023 / Approved: 6 November 2023 / Online: 6 November 2023 (10:24:41 CET)
How to cite:
Gomes, M.; Correia, M.; Marques, F.; Alves, A.C. Lean Product and Process Development in an Automotive Company. Preprints2023, 2023110303. https://doi.org/10.20944/preprints202311.0303.v1
Gomes, M.; Correia, M.; Marques, F.; Alves, A.C. Lean Product and Process Development in an Automotive Company. Preprints 2023, 2023110303. https://doi.org/10.20944/preprints202311.0303.v1
Gomes, M.; Correia, M.; Marques, F.; Alves, A.C. Lean Product and Process Development in an Automotive Company. Preprints2023, 2023110303. https://doi.org/10.20944/preprints202311.0303.v1
APA Style
Gomes, M., Correia, M., Marques, F., & Alves, A.C. (2023). Lean Product and Process Development in an Automotive Company. Preprints. https://doi.org/10.20944/preprints202311.0303.v1
Chicago/Turabian Style
Gomes, M., Filipe Marques and Anabela C. Alves. 2023 "Lean Product and Process Development in an Automotive Company" Preprints. https://doi.org/10.20944/preprints202311.0303.v1
Abstract
Product Development Process is widely known among industry and automobile companies. With the advance of technology and the need to improve product efficiency, many companies have been applying Lean Thinking principles. Their benefits lead those companies to implement their concepts and tools, like Value Stream Design in Indirect Areas, Obeya, Just-in-time (JIT) which is based on the production control system developed and implemented by Toyota. This article describes the case study of the implementation of Lean Product & Process Development (LPPD) on the current Product Development Process (PDP) in an automotive company. The PDP was created by the organization and adapted from Advanced Product Quality Planning (APQP). The main findings were a Value Stream Design model of an improved PDP as a useful and successfully contribution for the company. These improvements reduced the product development lead time from 700 days to 369 days. The process efficiency increased from 68% to 85%. The communication and transparency between the cross-functional team (CFT) was improved and show promise for achieving a successful launch of new products.
Keywords
lean thinking; product development process; value-stream mapping
Subject
Engineering, Industrial and Manufacturing Engineering
Copyright:
This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
