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Deborah Nightingale. Garza, Laura A., 1970- System Design and Management Program. System Design and Management Program. 2006-11-08T16:43:51Z 2006-11-08T16:43:51Z 2005 2005 http://hdl.handle.net/1721.1/34819 60503106 Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2005. Includes bibliographical references (p. 109-111). Lean principles have been applied throughout the manufacturing industry with noted success although the process of integrating them into the entire enterprise has been complex and slow. Certain areas of the automotive industry, specifically product development, require a deeper study of its readiness to transition to lean. This thesis analyzes the product development enterprise at a large North American based auto manufacturer with respect to cultural and procedural inhibitors to becoming lean. The traditional lean principles and historical advancements in lean techniques are presented along with a description of the area studied. The scope of analysis focuses on three major phases in product development; the early concept phase, the middle core design phase and the launch phase. Recently, there has been difficulty in translating the lean principles into the product development environment. In this study, unique product development definitions of the lean principles are required and used to develop a framework for analysis. Inhibitors or barriers were discovered through interviews, observations, documentation and experience, each causing significant amounts of waste (muda). By understanding how these inhibitors affect the product development lean principles, the course of transitioning to lean can be illuminated. The system effects of the barriers and inhibitors are also described using system dynamics. Finally, conclusions are developed in order to guide the company in its quest to become lean in product development and throughout the entire enterprise. by Laura A. Garza. S.M. 111 p. 6399800 bytes 6413162 bytes application/pdf application/pdf eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 System Design and Management Program. Integrating lean principles in automotive product development : breaking down barriers in culture and process Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="57242f15-d6d2-43c2-9612-4ec4f39f9bba"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Integrating lean principles in automotive product development : breaking down barriers in culture and process</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2005</PublicationDate> <Authors> <Author> <DisplayName>Garza, Laura A., 1970-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>System Design and Management Program.</Keyword> <Abstract>Lean principles have been applied throughout the manufacturing industry with noted success although the process of integrating them into the entire enterprise has been complex and slow. Certain areas of the automotive industry, specifically product development, require a deeper study of its readiness to transition to lean. This thesis analyzes the product development enterprise at a large North American based auto manufacturer with respect to cultural and procedural inhibitors to becoming lean. The traditional lean principles and historical advancements in lean techniques are presented along with a description of the area studied. The scope of analysis focuses on three major phases in product development; the early concept phase, the middle core design phase and the launch phase. Recently, there has been difficulty in translating the lean principles into the product development environment. In this study, unique product development definitions of the lean principles are required and used to develop a framework for analysis. Inhibitors or barriers were discovered through interviews, observations, documentation and experience, each causing significant amounts of waste (muda). By understanding how these inhibitors affect the product development lean principles, the course of transitioning to lean can be illuminated. The system effects of the barriers and inhibitors are also described using system dynamics. Finally, conclusions are developed in order to guide the company in its quest to become lean in product development and throughout the entire enterprise.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>