Browsing by Author "Sorli, Mikel"

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    The Conceptual LeanPPD Model
    (2012-06-30) Al-Ashaab, Ahmed; Shehab, Essam; Alam, Rahman; Sopelanad, Amaia; Sorli, Mikel; Flores, Myrna; Taisch, Marco; Stokic, Dragan; James-Moore, Mike; Jerzy, Pokojski; Shuichi, Fukada; Jozef, Salwinski
    This paper is presenting the conceptual Lean Product and Process Development (LeanPPD) model which is a project funded by the EU-PF7. The project is addressing the needs of European manufacturing companies of a new model that goes beyond lean manufacturing, to ensure the transformation of the enterprise into lean environment. This is a respond to the market demand of value creation, incorporating sustainability and customisation as well as ensuring business growth through the development of high quality products in a cost effective manner at the shortest time. The authors believe that significant change in enterprise performance can be achieved through the adoption of lean thinking throughout the product life cycle. The paper presents the LeanPPD enablers which represent the building block of the model.
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    Towards lean product and process development
    (Taylor & Francis, 2013-12-31T00:00:00Z) Khan, Muhammad Sharjeel; Al-Ashaab, Ahmed; Shehab, Essam; Haque, Badr; Ewers, Paul; Sorli, Mikel; Sopelanad, Amaia
    Successes in lean manufacture have led researchers and practitioners to consider extending ‘lean' to different parts of the engineering enterprise, including product and process development (PPD). Lean product development (PD) has been understood to mean lean manufacture applied to PD, while the roots of lean PD - just like lean manufacture - go back to Toyota. This article presents the methodology adopted in order to pave the way towards a coherent lean PD model that combines lessons from the Toyota product development system (TPDS) with other best practises. The article provides a unique review of the lean PD research area, and a reference framework for the enablers that Toyota has employed for lean PD. An investigation of five engineering enterprises undertaken to search for evidence of the implementation of lean PD enablers through observation, document analysis and interviews is also presented. Some enablers have been informally applied, while few have been formally implemented, and no model was found to formally combine lean PD enablers into a coherent whole. This is the first article to critique attempts to describe lean PD and provide a definition for Lean PD.