1. Organizational Change31 March, 2005Organizational Change31 March, 2005

2. Organizational Change31 March, 2005 Product Development – Process based approach

3. Organizational Change31 March, 2005 Process based approach

4. Organizational Change31 March, 2005 Product Development Time: –25% - value-adding necessary work Doing the right things correctly at the right time –10% - necessary work that didn’t add value Travelings, writing reports, etc... –30% - rework Fixing errors and redesigning products –25% - other activities than work Vacantions and waiting –10% - Unneeded work Attending meetings and writing reports that no one read Process based approach LOST TIME ( 35% )

5. Organizational Change31 March, 2005 Product Development – Information based approach

6. Organizational Change31 March, 2005 Information based approach Advantages: Reduce development time Costs reduction Increase market share More flexibility and reactivity Reduce information gaps and bottlenecks What is need? Learn with the Lean-manufacturing techniques More and better team work Skilled Leadership Improve information flux

7. Organizational Change31 March, 2005 Iceberg model of TPS (Toyota Production System) Kanban Cells Slogans Charts SS Teams Andon Value Stream Maps Culture Change: Involve people in continuous improvement to eliminate waste through The Toyota Way.

8. Organizational Change31 March, 2005 Model of Top Leadership’s “commitment to lean” journey

9. Organizational Change31 March, 2005 Model of effects of lean production on employees Model of the effects of lean production on work characteristics and employee outcomes. (*) hypothesized relationships that are not tested in the current study. *

10. Organizational Change31 March, 2005 The Learning Organization

11. Organizational Change31 March, 2005 Thanks for your attention ! ! !