Innovation through Lean Product and Process Development Europe - Innovation through... · 1 Innovation through Lean Product and Process Development Your Path to a World Class Corporate

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Innovation through

Lean Product and Process Development

Your Path to a World Class Corporate R&D

JMA

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Since more than 70 years, we work closely with our

customers to achieve innovative and sustainable

improvements to ensure a World Class Business

Performance.

Our mission is “Contributing to the sustainable

progress of business organizations and

(consequently) of Society.”

JMA group have been providing consulting and

training activities to over 80% of the Nikkei 225 Index

(TSE).

The company in a nutshell

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The strength of JMA group is to rely

on a global network of more than

1600 consultants, spread all over the

world.

Japan

Europe

Asia China

ASEAN

Australia

Our corporate history

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‘40 ‘50 ‘60 ‘70 ‘80 ‘90 ‘00 ‘10 ‘… ’40s ’50s ’60s ’70s ’80s ’90s ‘00 ’10 ‘…

1942: JMA - Japan Management

Association is established

1969: JIPM (Japan Institute of

Plant Maintenance) is

established

1980: JMA Consultants

(JMAC) is

constituted

JMAC in Europe

1988: JMAC in Milan

1999: JMAC in Goteborg

2008: JMAC in Madrid

2010: HCM is started: a consortium for spreading the Lean Management culture in Healthcare environments

1958: Shigeo Shingo

develops the

SMED technique

1955: Shigeo Shingo

launches the P-Course

at Toyota: the TPS

is born 1970: Seiichi Nakajima sets

the TPM © Total

Productive

Maintenance ’80s - ’90s: Okada

develops the KI - Visible

Planning®

2001: JMAC starts supporting the introduction of TPS in the Toyota network in Europe

1980: A. Koudate e T. Suzue develop the VRP ® - Variety Reduction Program techniques

2009: The JMAC Dōjō training is set out. A “gym” where to learn and experience methods upon the “Learning by doing” concept

2013: JIPM Solutions (JIPM-S) and JMA Consultants Inc. merge and combine their know-how. The TPM projects get more effective.

2010: Opening ceremony at the Kart Factory by JMAC in Italy: a new way of training is born.

2011: Inauguration of Service Factory in Italy with experiential Lean training for service companies and support functions

S E R V I C E F A C T O R Y

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Our reference model: the 3P scheme

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Process People

Continuous

improvement

Develop successful products

Increase efficiency in

product development

Activate individuals and the organization

Lean Thinking principles

Product

Market / Voice of Customer Each intervention starts

from the analysis of the

market-voice of the

customer and

encompasses the three

dimensions of

Product, Process and

People, by leveraging

on Lean Thinking

principles and related

tools.

The continuous

improvement

processes have a key

role for company

growth and

development.

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Rethinking of processes according to the value for internal and

external customers.

6 - Knowledge

Lean thinking principles for Product Development

1 - Value

2 - Mapping

3 - Flow

4 - Pull

5 - Perfection

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Identify and eliminate product muda (product standardization,

modular approach to the design, etc.) and process muda (eliminate

waste in the process, both the “visible" that those "hidden").

Create a fluent process stream, designing at same time the entire

value stream (the product and its production process).

Customer driven stream, in both physical (Pull Product

Development) and informative way (Pull Communication).

Managing the continuous improvement (kaizen) of product,

product development process and of people involved

(organizational development).

Managing Knowledge (technology, product, process) as a key

factor in the innovation process.

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Monodzukuri* Framework for Innovation

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JMAC has developed an assessment framework to

measure and improve company capabilities in R&D,

with reference to “Japanese/World class benchmark”.

The “Seven Flowers model” involve 7 different

capabilities and sub-areas.

Strategy deployment

Idea Generation and research

Product development

Knowledge growth and diffusion

Risk control

Collaboration

Improvement

*Monodzukuri refers to the Japanese manufacturing philosophy by which manufacturing means not just

production, but the synergic effort of the whole company and its processes – including R&D – all aware of

their common aim of creating things.

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The starting point: your benchmark vs World Class Companies in R&D

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The assessment involves 7

capabilities:

1. Strategy deployment

2. Idea creation and

research

3. Product development

4. Knowledge growth and

spread

5. Risk control

6. Collaboration

7. Improvement

The benchmark is based on R&D Surveys performed by JMAC Tokyo on medium/big size companies in the period 2001-

2012. The companies analyzed are representatives of all industries, (i.e. Automotive, Chemicals , Construction ,

Electronics, Food & Pharma, Mechanics , Precision Mechanics, Steel, Transport vehicles, Others).

4. World Class

3. High Level

2. Improved

1. Poor

0%

10%

20%

30%

40%

50%

60%

2001

2007

2010

4. World Class

Ahead of competition, best

profitable growth in their

industry.

3. High Level

Competiveness growth and

profitability above average.

2. Improved

Winning and loosing in the

competition. Average profit

and growth performance

1.Poor

Loosing in the competition.

Below average profit and

growth performance.

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Good to Great – Your path toward success

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The aim of our customer companies is to

improve their business performances in the R&D

area to reach a world class level.

Our role is to help them grow and make their

target sustainable.

PERFORMANCE

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We perform a joint assessment about company R&D capabilities, according to the Seven

Flower Model.

We provide benchmark against Japanese/World Class companies.

We support the company to increase its performances and PDCA application capability.

The Approach

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BENCHMARK

GAP ANALYSIS

ASSESSMENT

PHASE

PDCA

IMPROVEMENT

PHASE

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We help our customers to reach their business objectives and to spread initiatives at all

levels within the organization.

Our belief is that people enactment and management thinking is the key element that

makes the difference.

All our interventions are inspired by this “Dual Target” principle.

We raise your profitability through intangible assets

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Level Target What How

Executive Global, Corporate or

Group R&D managers

Sponsorship and Change

Management, Corporate R&D

strategy deployment,

Continous Improvement

Coaching and Consulting,

Auditing

Middle

Management

R&D Department or

Division Managers

Product Planning, Technology

Roadmapping,

Continous Improvement

Individual and Group

Coaching,

Auditing

Operative

Team

R&D Country

Managers, R&D Team

Managers

Product Development,

Continous Improvment

Training on Methodologies,

Support on Projects,

Meeting facilitations,

Auditing

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JMA Consultants Inc.

Tokyo 105-8534 Japan

4 Fl., Shuwa Daini Shibakoen 3-chome Building

3-22-1, Toranomon, Minato-ku

+81 3 3434.7331

www.jmac.co.jp

JMAC Europe S.p.A.

20123 Milano – Italia

Corso Magenta, 42

+39 02 72138318

[email protected]

www.jmaceurope.com

Contacts