Improving the NPD by appling lean

Improving the NPD Process by Applying Lean Principles: A Case Study
Bimal P. Nepal, Texas A & M University
Om Prakash Yadav, North Dakota State University
Rajesh Solanki, RTI International Metals

Abstract: This article extends the new product development
(NPD) literature by presenting a case study of a lean product development (LPD) transformation framework implemented at a
U.S. based manufacturing firm. In a departure from typical LPD methods, in this article the design structure matrix and the cause and effect matrix are integrated into the lean transformation framework, allowing analysis of the underlying complexity of a product development (PD) system, and thus facilitating determination of the root causes of wasteful reworks. Several strategies to transform the current PD process into a lean process are discussed. Besides the two-phase improvement plan, a new organizational structure roadmap and a human resources plan are also suggested to support the recommended changes in the
NPD process. The results of the first phase show a 32% reduction in PD cycle time due to the proposed NPD process. The article concludes with lessons learned and implications for engineering managers based on the case study.
Keywords:
Lean Product Development, New Product
Development, Case Study, Design Structure Matrix
EMJ Focus Areas: Innovation & New Product Development

A

dvances in manufacturing and operations management have succeeded in shrinking the manufacturing productivity gap. For instance, in the automotive industry, this gap has shrunk from 16.5 hours per vehicle in 1996 to 7.33 hours per vehicle in 2005 (Teresko, 2007). This trend essentially suggests that manufacturing efficiency will no longer be an order-winning strategy, although its importance should not be underestimated. On the other hand, researchers argue that the success of any company depends on the organization’s ability to innovate and introduce new desirable products

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