Product Design Value Stream Map Procedure

Product Design Value Stream Map Procedure

A product design value stream map process is a highly efficient way to apply the power of value stream mapping to the product development process or product redesign. This is one to two-day “process kaizen” event that allows a team to focus on a specific aspect of the product development process or redesign of a current product for dramatic cost improvement.
The Product Design VSM enables dramatic manufacturing cost reduction. The emphasis is on team activities that can create breakthroughs in material, labor, and overhead cost, while maintaining the highest quality and value for customers. This is an integrated approach to the application of waste-eliminating tools within a single team, or an entire organization.
Participants will review the current structural design elements of the product by creating a current state value stream map, analyze it for potential improvement using the teams cross functional knowledge of the product, and finally generate a future state map to guide your team's improvement efforts. This hands-on process takes the team from the a conference room to the shop floor where the team will review all aspect of the current design with the objective of using VSM techniques to systematically drive out waste from either current equipment or new concept development to successful product launch.
Primary Objective –
1. Identify non-value-added design elements or the opportunity for material changes that reduce cost through material or process changes.
2. Use a step-by-step method for prioritizing improvement opportunities, based on a "current state" value stream map.
3. Create a "future state" map that encompasses all the identified improvements.
4. Deploy the improvement task and assign a champion for each task that will enable an on-going process improvement initiative.
Who Should be Part of the Cross Functional Team -

Product-line managers, team leaders, operations managers, sales, purchasing, process owners, design engineers, key supplying partners and all others with product development responsibilities.
This process will take into account customer priorities and requirements as well as market driven design elements. The team can review the structure and design through the VSM process. The process will expose the non value added waste without affecting safety, quality, and reliability along with any trademark appearances.

Servant Leadership

Servant Leadership

Continuous improvement or lean tools are important foundational strategies, but they can't deliver effective or sustainable results unless we establish an organization that promotes a continuous learning environment. This requires leaders with a teachable spirit or leaders that want to create a safe environment that promotes problem solving through experimentation.

Creating this kind of environment in an organization changes the role of a leader from boss to teacher, from manager to coach or as some would call, a servant leader. If you review the role of a leader you can see that they serve the people they lead by giving them the tools, resources, support, direction and vision that ultimately reach the customer. This type of leadership creates an organization that is continually learning along with developing and organization of problem solvers.

Before you Dismiss a Lean Candidate

“Before you dismiss a lean candidate due to the lack of industry knowledge think of what you could be missing out on”.

I have come across several instances when an organization is looking for a lean manufacturing or continuous improvement leader for a specific industry. In most of these instances the hiring agent would be impressed with the lean knowledge portion of the resume but when the industry specific experience was different from what the organization is looking for they dismiss the candidate. I believe this is a short sighted decision.

In my own experience I have spent 11 years in the aviation technical operation and 11 year in manufacturing with extensive lean manufacturing training and development. When I entered the world of consulting I was exposed to many different industries where I was able to assist multiple companies achieve major improvements that contributed to both the top line and bottom line improvements all without industry specific experience.

These industries varied from pharmaceuticals, paper companies, service industry, automotive remanufacturing, machinery manufacturing, machine shops etc…

It is my own personal opinion from experience that anyone holding a certification in lean enterprise or six sigma with practical experience is able to enter any industry and be a major contributor to the improvement strategy of the organization.

Before you dismiss a candidate due to the lack of industry knowledge think of what you could be missing out on.

• Different view point
• New set of eyes
• Applications of alternate solution to problem solving
• Fresh view
• Proven track record that lean works in different industries
• Increase the depth of knowledge of your team

Joe Perillo

Good leaders inspire people to have confidence in them.

Great leaders inspire people to have confidence in themselves.

Cultural Change

Cultural Change

I am committed to being teachable and driven to create an environment of continuous improvement.

To implement lean or anything associated with business process improvement requires leaders who are honest with themselves and the people they lead

What I am finding out is that people in general are comfortable with not changing, they are happy with the “status quo” its easer not having to confront or challenge current practice.

Teachable Spirit

At he heart of any change is the individual with a teachable spirit, without it change will not happen because the individual believes his or her way is best. The basic principle of continuous improvement is that perfection is pursued and not achieved. If perfection is achieved it is short lived due to changes in technology, material and customer requirements.

Breaking Records

World records are achievements of perfection but records were meant to be broken, history has proven this time and time again.
Individuals who set out to break these records challenged the status quo by confronting the methods of achieving a new world record by becoming faster and stronger.

“An organization that lacks leaders with teachable spirits cannot achieve cultural change”
Joe Perillo

Real Time Cost Data Help Increase Revenues

Operational leaders are relentless in driving efficiencies into an organization and cutting costs. Without real time data you will always be reviewing the past. Not having immediate access to their actual costs does not allow for immediate decisions to redirect or make adjustments.


Real time cost management can give you a competitive advantage to significantly boost the bottom line.

Access to real time cost figures enables:

New sales opportunities to be evaluated for decisions that will help win the most profitable business with increased margins
Timely decisions by sales and operations planning teams of how to price and when to be aggressive
Improved production flow and the prioritization of orders in the factory to optimize revenues while minimizing costs
Help manage inventory cost by keeping the correct amount at the right place at the right time
Help focus on the higher cost processes for continuous improvement priorities
A cost management capability gives visibility into operational costs allowing the opportunity to improve margins and increase revenue.

Leadership Attributes in Good Times and Bad

Leadership Attributes in Good Times and Bad

During this time of recession we have seen our share of articles claiming what leadership skills work best during a down economy. In my opinion I believe leaders need to have certain skills sets no matter what the economic condition is.

I have listed six of the leadership attributes that will benefit any organization during good times and bad.

1. The ability to generate and maintain a vision that will keep everyone focused during rough times as well as good times. During bad time it will help create possibilities rather than a return to past practices that seemed safe. In good times a shared vision will maintain focus on the prize. There is a saying “the enemy of the best is always the good” There are many good things we do throughout our day but are the best thing we could be doing.

2. The ability to inspire individuals to rise above the crisis. This is the opportunity to become better by using every opportunity to learn and grow stronger.

3. It has been said that character is far more important than technical expertise. A leader with integrity gives him or her ability to be honest with themselves and the team they lead in order to move ahead.

4. A leader must create an environment that allows people to take initiative that will improve their work. They must feel safe to fail if you expect them to make improvements. If they feel you expect only perfection they will never attempt any process improvement.

5. A leader must provide the direction and support allowing the organization to provide value to the customer and prosperity for the company.

6. Leaders must be able to duplicate themselves through mentoring this requires a leader to be open and willing to share knowledge. A leader must also create an environment that allows individuals opportunities to develop their skills.