LPPDE Europe 2019 Malmö
Success Is Assured -- June 11-13, 2019
LPPDE Europe 2019 takes place from 11-14 June 2019 in beautiful Malmö, Sweden. Malmö is just 20 minutes from the Copenhagen airport in Denmark and serves the perfect setting for our days of learning and networking. We will meet in one of Sweden's most beautiful industrial buildings, The Slagthuset, which hosts events, concerts, and social events throughout the year.
Join your peers as we explore the theme "Success is Assured" through a combination of keynotes, breakout sessions, hands-on learning, optional workshops and networking.
- Workshops for beginners and experts
- Keynotes from industry leaders
- Lean practitioners sharing their success stories
- Hands-on workshops built into the agenda
- Extended times of networking at breaks, meals, and reception
Note: you will be taken to our
partner’s registration website
I have a story!
LPPDE Europe 2019 Malmö hosts speakers of, amongst others, the following companies
9:00 - 16:00
Introduction to Lean Product Development, Durward Sobek of Montana State University & Göran Gustafsson of Chalmers
Designed specifically for people who are just getting started in lean product and process development, this workshop will introduce participants to the key concepts and terminology in the field. They will learn how these concepts work together to address the major wastes commonly found in product development organizations and realize dramatic gains in innovation effectiveness and productivity.
This one-day interactive session introduces participants to applying lean thinking upstream in the product lifecycle. Content will be organized around foundational principles, illustrated by examples from a number of renowned companies. Topics include the LAMDA cycle of learning; pull, flow and cadence in product / process development; set-based innovation; growing expertise for sustained innovation; and the entrepreneurial system designer role. The workshop is designed specifically for newcomers to the community to help on-board them in the basic concepts so they can get the most from the main conference sessions. But it is also useful for people wanting to get a complete picture of lean product and process development as a system.By the end of the workshop, participants will:
- Be able to define lean product and process development (LPPD).
- Understand the foundational principles of LPPD.
- See how the principles can be translated to action and how they work together to achieve the primary aims of new product development.
- Understand how companies can resolve the paradox of enhancing innovation while consistently introducing new products on schedule and under budget.
Durward K. Sobek II is a Professor in and Program Coordinator of Industrial and Management Systems Engineering at Montana State University, located in Bozeman, MT, USA. He holds Ph.D. and M.S. degrees in Industrial and Operations Engineering from the University of Michigan, and an A.B. degree in Engineering Sciences from Dartmouth College.
Dr. Sobek has been researching lean product development and lean healthcare for two decades, focusing on how organizations can increase their performance capacity through the application of lean principles. He is a co-founder of the Lean Product and Process Development Exchange, Inc., and has published numerous articles in publications such as Harvard Business Review, Sloan Management Review, and IEEE Transactions on Engineering Management. He is also co-author of two books: Lean Product and Process Development, 2nd edition; and Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System
9:00 - 16:00
Success Is Assured: Knowledge Based Product Development, Michael Kennedy of Targeted Convergence, Penny Cloft of P K Lean Consultants, and Bob Melvin of Teledyne Marine Systems
This workshop is designed for people who are not getting the desired results from their product development improvement initiatives.
Based on the tools and methods described in the book “Success is Assured”, the workshop will give participants hands on learning on how and when to apply these techniques for the greatest impact. We will also explore the critical role of leadership in product development, specifically how their metrics and culture hinder your attempts to move from a schedule based to a knowledge driven decision-based product development process.
We will provide practical proven visual methods and tools to lead your leadership. Finally, we will see real examples from a company practicing “Success is Assured” that has changed its philosophy and habits to deliver products to its customers that meet their interests the first time!
9:00 - 16:00
Advanced Lean Product Development, Peter Palmér & Norbert Majerus, LPPDE
This workshop teaches the advanced principles of lean product development with hands-on activities, simulations and examples.
For this workshop it is assumed that participants know at least the basic concepts and tools of lean product development. The workshop examines the five stages of the “Lean Wheel,” which represents a proven path for starting and/or improving a lean initiative:
1. Identification of customer value and waste
2. Understanding the value stream through gemba observations
3. Application of flow methods to create a stable and faster process
4. Application of pull techniques (e.g., kanban) and standardization
5. Continuous improvement of the lean process and striving for perfection
The workshop also addresses other lean concepts related to lean product and process development and subjects such as organization forms and knowledge management.
The workshop focuses on the following topics:
- The prerequisites of a good lean product development process
- Five stages of the Goodyear Wheel that guide a lean initiative
- Implementing a continuous improvement system
- Basic principles of knowledge management and other lean product development tools
- Lean tools and principles, including the Goodyear Wheel, value-stream mapping, advanced knowledge management, lean project management, flow management, Little’s Law, cadence, visual planning and visual management, pull, kanbans, and continuous improvement
-Many hands-on activities and simulations
By attending this workshop, what will attendees be able to do upon returning to work on Monday?
- Efficiently roll out a lean R&D initiative
- Re-energize an existing lean R&D initiative
- Communicate and engage others in a proven roadmap for the improvement
Level of appropriate lean experience for workshop participants:
Intermediate (3 to 5 years)
Advanced (6+ years)
Who should attend this session:
- Leaders, managers, and practitioners in R&D organizations
- People engaged in non-manufacturing processes (banks, insurances, healthcare, etc.
8:00 - 8:10
Welcome by Göran Gustafsson, Conference Co-Chair
8:10 - 9:05
Keynote: Michael Kennedy, Targeted Convergence – Success is Assured; The Leadership Challenge
There is no doubt that the adoption of lean practices to achieve “Success is Assured” Product development has been slow – late design rework, schedule and budget misses are still commonplace. This conference focuses on why and how to dramatically accelerate that adoption. In his presentation, Michael will discuss the root causes, including the leadership behaviors that must change. He will challenge the conference attendees to learn sufficiently at this exchange to immediately begin building the “Success is Assured” mentality in their companies.
9:05 - 10:00
Keynote: Penny Cloft, P K Lean Consultants - Removing the Obstacles
Addressing the root causes impeding “Success is Assured” can appear daunting.
In her presentation Penny will add to Michael’s message by providing tested methods to overcome Success is Assured obstacles, including leadership behaviors. You will learn how and why companies are sub optimizing their product development process by ignoring system level knowledge flow. You will see examples of simple visuals that will get immediate leadership understanding and attention to this issue. Lastly you will see a clear path for moving your company to “Success is Assured”.
10:00 - 10:15
10:15 - 11:00
Breakout 1: Cliff Hazell, Agile42 – Beyond the Cargo Cult
10:15 - 11:00
Breakout 1: Myrna Flores, Speeding-Up Innovation with Hackathons
Open Innovation looks forward to identifying complex business challenges to co-develop solutions in a collaborative way, bridging problems to external ideas to fuel the development process. As a result, organizations are establishing creative and entrepreneurial ecosystems, which not only empower their employees but also involve many others to co-create new solutions, such as: Universities, suppliers, customers, start-ups, etc. In this presentation, a methodology to organize hackathons will be presented, providing the insights and success factors for orchestrating successfully very different hackathons to solve a variety of challenges:
1) Continental in Mexico – how to evolve to the mobility of the future?
2) CEMEX in UK: how to engage employees in the innovation process and
3) The Graphic Industry in the Netherlands, how to Hack the Graphic industry towards the future
4) How to mind the Digital Talent Gap – Design Thinking Olympics organized in 5 countries in collaboration with more than 20 companies from diverse sectors.
A hackathon is an event with an element of competition, where participants work in teams over a set and short period of time to ideate, collaborate, design, rapidly prototype, test, iterate and pitch their solutions to a determined challenge. Hackathons provide the perfect setting and space to mobilize and inspire participants to propose creative out-of-the-box ideas and co-create solutions, applying the Design Thinking and Lean Innovation practices among others.In this presentation, a methodology to organize hackathons will be presented, critical success factors and lessons learned will be shared.
Dr. Flores has over 20 years of experience collaborating as internal or external consultant in different manufacturing and services organizations, leading several initiatives related to Lean Thinking, Business Process improvement, Six Sigma, Supply Chain, Change Management, Open Innovation, Digital Transformation and Human Centered Service Design; providing also training and coaching.She is co-founder and president of the Lean Analytics Association (LAA) and scientific collaborator at the College of Management of the Ecole Polytechnique Fédérale de Lausanne (EPFL) in Switzerland.She carried out her Post-doc at EPFL collaborating at the Lean Product and Process (LeanPPD) FP7 European project from 2009 to 2013. She completed her PhD in 2006 at the Politecnico di Milano studying Open Innovation Models to enable Industry-University collaboration for innovation. She obtained her Master’s Degree in Manufacturing Systems in 1999 and a Bachelor’s Degree in Mechanical Engineering from Monterrey Tec (ITESM) in 1996.
11:00 - 11:15
11:15 - 12:00
Breakout 2: Jeffrey Hastie, Bose – Lean in Engineering Education
How would your organization benefit from hiring the best engineers graduating from the local University? Would it be a benefit to hire engineers with capability in Lean thinking and problem solving?
In this session, Jeffrey Hastie tells the story of how Bose was challenged to bring Lean education to the local Universities where they work. He will describe the process that Bose piloted and then expanded that not only benefits Bose Corporation with the introduction of Lean Thinkers and problem solvers coming into the workforce right out of University, but is also a win for the students, the University as well as the local industry as a whole. Jeff will describe the:
- Process for benchmarking to understand how to engage The University
- engagement process to demonstrate value and a win win
- The plan to expand the value and transfer knowledge to the University
- Intent to build a sustaining Lean Enterprise Center of Excellence Global expansion of this capability in communities where we work
Jeffrey Hastie is the Global Director – Lean Enterprise at Bose Corporation. During his 18 years at Bose he has led Lean Six Sigma programs in Manufacturing and Global Supply Chain, Sales and Marketing, Product Development, Research and Corporate Administration including IS, HR, Finance and Legal. He is the thought Leader and coach for the Enterprise wide deployment of Lean Enterprise for the Company.Prior to Bose, Jeff was employed at Wyman-Gordon Company, producers of technically advanced structural and engine components for the Aerospace Industry. Over his 19 years at Wyman-Gordon, he held a variety of leadership roles in Industrial Engineering, Manufacturing Operations, Quality Assurance and Continuous Improvement. Jeff has over 40 years of Manufacturing and Operational Excellence experience in the Wood Products, Metal Working, Aerospace Forging and Consumer Electronics Industries. He has spent the last 23 years dedicated to leading Enterprise wide programs to accelerate business value. Jeff holds a Bachelor of Science Degree in Wood Products Engineering from the State University of New York and a Bachelor of Arts Degree in Business Administration from Syracuse University. He is a Certified Lean Six Sigma Master Black Belt.
11:15 - 12:00
Breakout 2: Christer Lundh, American Axle & Manufacturing – Implementing KBD the Second Time - Different Approach, Why?
Share lessons learned from years of deploying Knowledge-Based Development (KBD).
Why using a different approach implementing KBD the second time. Both cases are from the automotive industry.
In this session I will share lessons learned from years of deploying Knowledge-Based Development (KBD), Success is Assured. See what happens when you don’t include certain key elements in the transformation and what happens when you do. As we are currently implementing KBD the second time, using a different approach, has run into and dealt with some of the key obstacles to transformation.
Will explain the pros and cons of the two ways.
Will put focus on obstacles, challenges, and my belief in the importance of changing the structure first.
To succeed there are thousands of small steps in the new direction. You must develop and empower your people. And they will find the way. Second attempt focused on empower people and strengthening accountability, through small Function Teams (function = customer value). Introduced cadence and flow; three-week takt, Kanban Flow Boards and Daily Stand-up. Teams flow efficiency started at 5-15%. Lately teams have reached 30-50% (cycle time 4x shorter). Next steps are continuous improvements to maximize value and further reduce cycle time. First attempt focused too much on adapting the overall development process first and first then applying robust learning through A3 problem solving, LAMDA technique and Set-based.
Christer lead electrification homeroom for AAM, responsible for development of electric motors for hybrid and electric vehicles, to the global automotive industry. Managing R&D including mechanical and electrical HW, SW and controls, test and prototyping. Kick started in this position 2017, aiming to start learn faster than the competitors.Before AAM, starting 2010, Christer was Managing Director, acting as Entrepreneurial System Designer leading a start-up, e-Power Nordic AB. Developed a new business for the mother company Kongsberg Automotive (KA). Established business in a new segment and developed new category products, power electronics for hybrid and electric vehicles. Introduced Knowledge Based Development (KBD). Benefit from learnings growing from early customers’ feedback.As R&D Director at KA, Christer lead the first attempts on set-based concurrent engineering back in 2005.
12:00 - 13:00
13:00 - 13:45
Breakout 3: Kerli Kustola, Cellink AB – Transferring to set-based product development to mitigate design error root-causes
Presenting the study of
mitigating design error root-causes with LPPD methodologies based on Philips BG
Coffee development department. Going through the analysis and countermeasure
evaluation for improving the product development process and eventually
implementing a set-based development structure step-by-step.
Product quality is largely determined by the success of the development project. Effective exploration and knowledge gathering phase contribute to the “error free” system creation. Identification of critical interactions and their thorough testing are the foundation of a robust product. In order to maintain control over the design process and product life-cycle, trace-ability of actions (and documentation) have to support the project for a successful execution. The process framework will determine the quality of the output – so it is important to eliminate variables of the process which increase the possibility of design errors.
We’ll be defining design errors through the design task’s influential factors. Explain the variations of six determined categories (organisational, knowledge, execution, communication, analysis and change) and distinctive feature of each.
From addressing the short-comings of the current state of the development process “Why do design errors occur in the development process?” to linking them to several root-causes. Eventually, mapping them across the categories to find most prominent areas of improvement with examples from BG Coffee.
Moving towards improvement, we’ll cover a short review of lean tools and their evaluation dependent on the organisational situation and finding the most “bang for the buck” methods. Starting from the current system set-up to integration of lean tools by introducing new processes or replacing set practices. Crafting the future framework for development and then creating a step-by-step roll-out plan for transition between states.
To support the theoretical framework, we’ll discuss
examples of steps towards transformation which serve the purpose of continuous
improvement and quick feedback loops. Learnings from experimenting with
set-based projects, A3’s, causal maps and knowledge checklist based on pilot
runs in BG Coffee with Suzanne van Egmond.
A recent Chalmers University of Technology Product Development Master’s graduate. Currently working in a biotechnology growth firm Cellink as a Quality Team Lead. Interested in exploring and applying lean principles in start-ups and building processes with the LPPD mindset while rapidly expanding to a larger organisation. The presented study itself was supervised by Suzanne van Egmond and Göran Gustafsson who I am thankful for guiding me to the LPPD community and introducing the essence of lean.
Actively facing the challenges of balancing between
staying agile and increasing organisational structure. Going through the
‘growing pains’ of implementing more robust processes in quick-action
development and expanding product portfolio in order to adapt to the thriving
market and leading the way of innovation. Determined to integrate lean values
within the company from the start by building effective communication channels
and knowledge streams through-out the product life-cycle.
13:00 - 13:45
Breakout 3: Sharon Craggs, Left Shift to Assure Success
When does product development start? How early in your product life cycle can Lean thinking help?At Thales we’ve started a ‘Left Shift’ - learning that it’s never too soon to start understanding what you know, what you don’t know and what’s the difference?
Come and hear about our experiences and some of our methods!
Sharon Craggs is a lean sensei within the Thales group. She caught the lean bug at the beginning of her career (back when we called it Total Quality Management) and it quickly grew into a lifelong love of developing people to deliver competitiveness. With diverse experience across production, services, quality and engineering she shares her Lean experience with senior leaders around the world.
13:45 - 14:15
14:15 - 15:00
Breakout 4: Flemming Moss, NovoNordisk – Set-Based at Portfolio Level (or alike)
Companies and project teams often face challenges when applying Set Based principles in at project level. Initiating a set of projects aiming at the same product- and market segment can assure success.
The business environment may justify initiation of sets of projects competing to develop solutions for the same target. Use of a set based approach at portfolio level may be in situations where -
• Future competitive landscape has high uncertainty
• Project failure or delay is not an option
• Development cycles are long (highly regulated, large volume, high investments)
• Choice of concept, architecture and technology potentially have significant downstream implications
• Keeping sets open inside the projects would delay progress on the closing the knowledge gaps
Tools and methods used to assure success set based approach at portfolio level will be presented. The case will be explained and discussed based on a case in medical device development.
Education in Engineering and Business supplemented with courses in Management of Medical Product Innovation and Executive Coaching. He has 27 years of experience from R&D in the medical device industry. He is specialist and consultant in R&D processes, driving change and improvements with R&D professionals. His personal ambition is to ‘Become excellent in developing new business through new products’. As a R&D LEAN business partner Flemming has been responsible for application of LEAN principles and leadership in R&D. As a senior consultant he has been responsible for driving process improvements applying a variety of methods and tools. He is known for his ability to engage the organisation at all levels. He is continuously practicing and improving his skills in change management, communication, coaching, training and event facilitation.
14:15 - 15:00
Breakout 4: JOAKIM BJURSTRÖM, BTP - TOYOTA KATA, A WAY TO DEVELOP SCIENTIFIC THINKING!
Develop scientific thinking into an organizations daily work! The way to get people comfortable in the unknown!
Toyota Kata, or TK as it is commonly called, is a skill-building process to shift our mindset and habits from a natural tendency to jump to conclusions, to a tendency to think and act more scientifically. Best of all you only need to practice for 20 minutes once or twice a day, under the guidance of your coach.
Toyota Kata has become a tried & trusted way to develop a test-learn-adapt, “growth” mindset in any team or organization. It’s practiced in thousands of organizations and schools worldwide,and the number keeps growing. TK helps you make improvement, adaptiveness and innovation an everyday thing!You will learn, with some practical examples:- How our brain jumps to conclusion- How we as humans have a hard time to say “I don’t know”- How to find what we need to know
Joakim has a long and solid background in a manufacturing company in Sweden. There he made a successful Lean transformation, from 2002 to 2007. He has been working as a Lean consultant since 2007, helping numerous companies on their way, both in Manufacturing- and Service-organizations. He translated the book Toyota Kata into Swedish in 2013 and considers himself a proud ”Kata geek”. This has lead him to develop the TWI Kata program with Oscar Roche with whom he now shares the global Master Trainer responsibility. Joakim is a passionate TWI practitioner and an appreciated trainer. Joakim is today a partner in BTP and he is currently developing the TWI market in Sweden and Scandinavia
15:00 - 15:30
15:30 - 17:30
Breakout 5: Hands On Session: Arnoud Herremans of Y47 Consultancy & Sannah Vinding of Visual Communications Company – Engaging & Leading Professionals in lean process & product Development
Lean facilitators may have proficient experience in leading people in production, however dealing with professionals in a scientific arena can pose us for an engagement challenge of the next level.
What drives professionals to excel? And how can we engage professionals in LPPD. Who are we to tell academics how perform their research.
This workshop will draw a picture of what intrinsically motivates professionals, how intrinsic motivation can be addressed and how situational leadership, positive coaching and ownership development plays a critical role.
The workshop will subsequently show how Lean thinking incorporates these themes and how this concept can be used. After the workshop participants will walk away with new inspiration on how to drive LPPD successfully, with compassion and respect for people. Thus creating an environment where people can flourish.
Sannah Vinding is a Marketing & Product Development executive with 20+ years of innovative leadership developing corporate strategies and growing revenues in electronic components, consumer electronics and medical devices. She is a creative and innovative visual change agent who applies lean principles and main lean tools into every process, project and product deliverable. Through her career, she has successfully deployed innovative products through lean methodologies globally in organizations of all sizes and diverse cultures.She has been a speaker at LPPDE a few times and joined the LPPDE board last year, her mission is to inspire and help other professionals reflect and succeed with their business challenges through lean thinking.
She holds a M.SC in Mechanical Engineering and lives in San Diego, California
links to some of my lean blogs:
15:30 - 17:30
Breakout 5: Hands On Session: Bob Melvin, Teledyne Marine Systems – Dental Floss Workshop
17:30 - 19:00
Networking Reception & Light Hors d'oeuvres
8:00 - 8:05
Reflection – Suzanne van Egmond, Conference Co-Chair
8:05 - 9:00
Keynote: Jane Zuidema & Suzanne van Egmond, Mans/Philips – The Perfect Kick-Off
The emotional matureness of a project team is decisive for the success of a project. We all know that we will have to deal with unruly stakeholders, problems with resources, too optimistic planning, rotating team members, and so on and so forth. In this keynote “The Perfect Kickoff” we will dive into this.
• Make a quick & dirty matureness analysis of your organisation and/or team(s) health
• Get an insight into how to anticipate on phase specific resistance that is inevitable and useful
• Experience the role of decision based planning as a process and teambuilding tool
Jane: Director and in-house innovator at MANS Consultancy Innovation facilitator at Philips, ASML, Aviko etc.Personal Coach of inventors, boardroom consulting. Author of : “De Perfect Kick Off” (2018), ”Slow down to speed up, The CEO’s Innovation Squeeze (2014)” and “The Base, user guide for human beings (2015)” and “The base, Project Excellerator (2016)”
Suzanne: Suzanne van Egmond worked all her working life, more than 20 years, in product development roles in Philips. In the last ten years, seven are spent on training, coaching and advising actors in product development area: project teams, project managers, development leaders, etcetera. In those years, Suzanne developed a sound capability in the area of lean product development.This capability strengthened in the last couple of years, in which she has “returned” to project management, applying her own advice and deepening the skills on using lean product development for real. Suzanne is a board member of the Lean Product and Process Development Exchange and also she recently started Nabla lean product development, a Lean PD advisory company, as a side-job.
9:00 - 9:15
9:15 - 10:00
Breakout 6: Håkan Swan, Ivolver & Peter Palmér, LPPDE
9:15 - 10:00
Breakout 6: Thordis Reynisdottir Marel – The Human Factor: Trust in product development teams
What are the key elements of successful teams in Product development? How does the team dynamic affect the success of the resulting product? What is a team and how to you build it and create trust? What does a team need, in their day to day work and from their leadership?
Based on my personal experience of working with agile
teams, both in mechanical and software development, I will share with you my
answers to these questions. I will share how it feels being a part of a
successful team with strong leadership, as well as the challenges and pitfalls
that I have faced as being part of building agile teams
My agile and LPD journey in began as a student in Chalmers Sweden doing my thesis and case study at Marel to see if Scrum can be used in Mechanical Product Development.
What I have learned is that in order to be agile we have to trust each other. Work-systems are great, and can also be very different depending on the teams. But the teams don’t become great or develop awesome products because of the work-system. It is how the diverse individuals come together and build trust, resulting in a team, that then build great work-systems, to develop the latest and greatest products.
What trusting teams can do is amazing. But building trust can be hard and a bit fuzzy. I want to tell you my experience of feeling and building trust, the challenges and pitfalls, and my recommendations to you on assuring success in building your teams.
Þórdís has broad experience of product development from different perspectives.She studied Product Development (MSc) at Chalmers in Sweden, and did her master thesis in cooperation with Marel, on Scrum in Mechanical product development, supervised by Göran Gustafsson. Marel is the leading global provider of advanced processing systems and services to the Poultry, Meat and Fish industries. Þórdís has now worked for Marel for over 5 years, in different roles all relating in different ways to products and product development. She currently works as an Innovation Project Manager within Marel’s Innovation team in Iceland.
10:00 - 10:15
10:15 - 11:00
Breakout 7: John Vellema, BTP - Enabling Your Full Potential
Do you often experience your creative people suddenly having personal blocks in their creative processes? Starting to doubt their potential or the project? Getting mad over small details? Will not finish a project, as it will never be good enough? And so on…
These normal types of behavior come up when your inner conflict is tricking a unconscious defense. This makes it difficult to reach the result in due time, at the right cost and without team conflicts. Whenever we want to create something new there are a lot of emotions in play – these emotions can become our friend or our enemy in the creative process. So, how can we learn to become friends with our emotional side? How do we learn to set your emotional power free?
In this session we will take a harder look at emotional power and look at how we can start blocking unintended defense that is holding you back and thereby reveal to you and your colleagues full potential in the creative processes.
Partner and Senior consultant
Educated coach with engineering degree from SDU
Author of SHINGO Award-winning book "The Global Learning Organization"
Teaches TWI and organizational psychology and offers Dynco Coaching
Teaches in the following languages: Danish, German and English
John has started and owns Business Through People as well as TWI Institute Scandinavia & Switzerland. He is a TWI Master Trainer, trained at the official TWI Institute in the US by TWI experts. John teaches TWI 10-hour courses and TWI 40-hour courses and offers coaching services and teaching in organizational psychology.John's teaching method is about learning through mutual interaction. His way of teaching is very calm and appreciative, both in groups and in individual sessions. He focuses on honest, kind and direct communication in the relationship between himself as a teacher and those who are taught. John started his career as a tool maker. This has given him a special insight into the processes that take place on the production floor and which cannot be taught in a classroom. Later, John served in the Danish defense as a Sergeant stationed in Kosovo. After that, John took an engineering degree at the University of Southern Denmark in Manufacturing and Management. John has worked for the LEGO Group for many years and has accumulated a lot of experience from his time at the HR department, where he worked on implementing the Global Job Training Organization. John has also been a coach of the Danish rowing association, where he trained talented young rowers supported by Team Denmark.John lives in a terrace house in Kolding. He loves to cook good healthy food and devotes himself to a lot of physical and mental training.John@BTP.dk
10:15 - 11:00
Breakout 7: Amer Ćatić, Volvo Trucks
Knowledge flow based on pull from knowledge reuse – how to do it, and why? This session reveals insights from problems and trade-offs discovered during the journey of developing and implementing a knowledge management framework in Volvo Group Trucks
Key takeaways from an 8 year long journey are presented alongside the details of the implemented KM framework itself. Knowledge flow chronologically always starts with knowledge creation followed by capture and (hopefully) reuse. Traditionally this has also been the sequence in which frameworks to manage knowledge with processes, methods and tools have been implemented. In 2011, as part of the program for Lean transformation of R&D in Volvo Group, a different take on implementing knowledge management was applied. With lean philosophy, a knowledge management framework was implemented from the perspective of knowledge reuse to ensure “flow based on pull” rather than “inventory-building based on push”. It has been a bumpy ride and several trade-offs have been discovered (some of which go to the core of Lean Product Development fundamentals). The bumps and the trade-offs of this implementation journey will be in focus of this session alongside an in-depth description of the KM framework itself
Amer Ćatić has a PhD from Chalmers University of Technology in on the topic of Knowledge Management in Product Development. Since 2011 he has been working with implementing knowledge management in development functions of Volvo Group Trucks and continued to do research on topics of Lean Product Development with focus on data driven and knowledge based development as well as visual management
11:00 - 11:15
11:15 - 12:00
Keynote: Bob Melvin, Teledyne Marine Systems – Knowledge Based Product Development
Knowledge Based Product Development has been alive and well at our Teledyne facility since Michael Kennedy’s presentation and first book caught the eye of our GM in 2004. Here we are 15 years later and the philosophy continues to drive success.
In my keynote I will share with everyone how the system works. It starts with respect and a team working together. It includes making your work visible, problem solving through root cause analysis, and continuous improvement. It ends with leadership invoking the traits of a Chief Engineer.
Join me as I describe my personal journey to enlightenment.
Bob Melvin is a Vice President of Engineering at Teledyne Marine, board member of the Lean Product & Process Development Exchange, and organizer of the Northeast Savvy Consortium. He holds a Master of Science degree in Electrical Engineering and multiple patents. Bob directs the engineering for six product lines in three locations, San Diego, Cape Cod, and Iceland.
Since 2007 Bob has advanced their Lean development process and knowledge library, including writing the book, Knowledge Based Product Development, A Practical Guide. Bob considers himself a practical engineer, always looking for ways to improve himself and the company.
12:00 - 12:25
Closure Reflection: Michael Kennedy, Targeted Convergence – Is Success Assured?
At this point of the exchange we have heard many speakers about even more interesting topics. Michael Kennedy, being a thought leader on lean product development will use this slot to reflect on what was presented. He will also include his ideas on why a significant portion of this type of tools end up stalling out before they achieve the high productivity levels.
In an interactive session, Michael will present his big take-aways from the presentations, Q&A, and exchanges the conference, and then open the floor to the participants’ to share their big take-aways and ask any questions the audience might like to ask of him or any of the presenters, now that they’ve had time to discuss and sleep on all that happened.
12:25 - 12:35
Closure: Peter Palmér, LPPDE Board Chairman
12:35 - 13:30
Dismissal or Networking Lunch for Afternoon Workshop Participants
13:30 - 16:30
Lean Project Management - Suzanne van Egmond, Philips & Anders Hugnell - Lean Project Management / Projects Half Double x 2
In this exciting half-day workshop we will discuss the management of projects. How can you approach product development projects, particularly in their early phases, using a lean approach?
Project management is a topic on its own, and a lot of useful tools and techniques are offered by e.g. the Project Management Institute (PMI). The problem with these tools and techniques is that they take a one-size-fits-all approach that does not always match the situation. Project managers are trained to make plans (project management plan, risk management plan, stakeholder management plan, communications plan, and many more) and follow up on those. We will turn this around by taking an contents and value focus onto project management: how can the project manager pull a knowledge based, decision based way of working in his/her project? Let’s reflect on our project management profession and strengthen it with lean product development aspects!
The workshop will cover:
- Characteristics of front-end product development
- The role of the project manager
- Lean project planning: lean scheduling and rapid learning cycles
- Focus on knowledge: decision making in front-end Stakeholder communication
Suzanne van Egmond worked all her working life, more than 20 years, in product development roles in Philips. In the last ten years, seven are spent on training, coaching and advising actors in product development area: project teams, project managers, development leaders, etcetera. In those years, Suzanne developed a sound capability in the area of lean product development.This capability strengthened in the last couple of years, in which she has “returned” to project management, applying her own advice and deepening the skills on using lean product development for real. Suzanne is a board member of the Lean Product and Process Development Exchange and also she recently started Nabla lean product development, a Lean PD advisory company, as a side-job.
Anders Hugnell has a PhD in ME with focus on product development and lean. Anders has over 25 years of experience in running global both academic and industrial training programs as well as consulting in lean and innovation. When at the Royal Institute of Technology in Stockholm he started two MSc tracks in innovation and product development.He is a trusted adviser to top executives in both strategic and operational issues. Among other things he is senior hall of fame lecturer at several executive programs.He divides his time equally between training and hands on consulting and have a huge network across the globe within both lean and innovation.
13:30 - 16:30
The Lean Machine 6+1 - Dantar Oosterwal, Develop Lean
In 2003 Harley-Davidson was awarded the Outstanding Corporate Innovator award by the Product Development Management Association (PDMA) yet a short time later the same organization was able to deliver over 4 times as much innovation. Through a significant investment in production capacity, the backlog of motorcycle demand Harley-Davidson had enjoyed in the 1990’s drastically reduced. In order to generate product demand, Harley-Davidson adopted lean product development methods to their product development system powering this dramatic improvement in innovation output and demand.
Not many people recognized the business significance of the article in the November 2005 issue of Easy Rider Magazine. At a glance it was like every other article in every other bike magazine with a write-up on the latest products launches and the new model line-up for Harley-Davidson. After all, Easy Rider is not generally considered a scholarly journal. The headline of the article proclaimed in big bold print, “The Sleeping Giant Awakens”. The Sleeping Giant Awakens?
Harley-Davidson had seen 24 quarters of record sales and record profits. But these were bike guys and they were blown away by the torrent of new products flowing from the motor company. The largest introduction of new products they had ever seen.Harley-Davidson’s lean product development efforts resulted in 50% reduction in time to market and a 4-fold increase in throughput while maintaining a quality level of 98% repurchase intent. Later as the Vice President of Innovation for Sara Lee, Dantar once again applied these principles in leading the creation and implementation of Sara Lee’s global Innovation process resulting in 35% improvement in R&D efficiency and 5 fold increase in revenue from new products. Over the years, Dantar has worked with numerous companies as an adviser, coach, and consultant to help them learn and implement these techniques. In his book Shingo Prize awarded book, ‘The Lean Machine’, Dantar shares the story from this product development transformation. In this session, he will share lessons from his learning journey as he tells his story of applying lean product development principles in a corporate environment that didn’t want to change. He will explore the complexities, the challenges, and the pitfalls associated with creating organizational change to improve the innovation process. He will also discuss key principles of ‘Knowledge based product development’ and how you can utilize them to improve any product development system to improve innovation flow, revenue growth, and profitability.6 Keys to successful Lean Product Development that will be covered include:
• Set-Based• Visible Knowledge
• Visual Management• Close to the Customer
• Lead with Entrepreneur System Designers
• Portfolio Cadence & Flow
These 6 key aspects to Lean Product Development and the all important connection to the business are summarized in a one page document called Lean Product Development in a nutshell and can be downloaded here: https://www.developlean.com/lean-product-development-in-a-nutshell
5 Take-aways you can expect from this session:
• What Lean Product Development is and why it is sometimes referred to as Knowledge-Based or Set-Based Product Development
• The benefits of Lean Product Development for the organization
• Key aspects of Lean Product Development which can be applied to improve product development in any organization
• Why moving lean from manufacturing upstream to product development doesn’t work
• How to apply and integrate Lean Product development to an organization
Dantar has a passion for Innovation and an enthusiasm for the improvement of Business Systems. At the intersection of these two interests, Dantar is a leader in the application of lean methods in new product development creating dramatic improvements in effectiveness and efficiency. Besides the award winning book, ‘The Lean Machine’, Dantar has also co-authored together with Durward Sobek the publication of Allan Ward’s manuscript, ‘Visible Knowledge for Flawless Design’.You can learn more at http://theleanmachine.org/ Or you can learn about Dantar’s latest initiative at DevelopLean.com Dantar holds a BS degree in Mechanical Engineering from The University of Michigan and a Masters degree in Management from the Sloan School of Management at MIT. Dantar can be contacted at; Dantar@TheLeanMachine.org
- Main 1-1/2 day Conference 1395 USD
- Optional Half-day Workshops 495 USD
- 2 Optional Half-day Workshops 795 USD
- Optional Full-day Workshops 795 USD
- 50% Academic Discount for Main Conference Only - Register with Discount Code "ACADEMIC"
- Purchase a copy of Michael Kennedy's latest book, Success is Assured, for only 25 USD
GROUP DISCOUNT: Groups of 3 or more are eligible for 10% off each registration when using "grouprate" as your Discount Code. Contact us at firstname.lastname@example.org for groups of 10 or more.
CANCELLATION POLICY: Full refunds will be issued, minus a $150 USD processing fee, if cancellation is received on or before 60 days prior to the conference start date. If cancellation is received within 30 to 60 days of the conference date a 50% refund will be issued. No refunds are available within 30 days of the conference start date. Substitutions are allowed without penalty.
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Jörgen Kocksgatan 7A, 211 20 Malmö, Sweden
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