Abstract
Headlights’ development for the automotive industry is gaining a lot of volatility due to frequent changes in features, styling and design, hardware interfaces, and software upgrades required by the OEM, supplier, or new trends in regulations. Standard development models based on V-cycle compliant with CMMI are not responding with reactivity on constant changes. The article proposes an approach based on mixed development strategies over the different core domains with Lean, Scrum, Feature-Driven Development, and VDI to satisfy the APQP milestones, with a proposal of a canvas-type model, the rapid delivery of headlights is portrayed. The efficiency and effectiveness of the model are assessed based on the assumed number of changes for new high-end headlights, based on experience and real cases. A delivery baseline LED-based Headlight development—planned versus actual—chart is presented and explained.
Highlights
Advanced Product Quality Planning (APQP) is the development methodology used mainly by the automotive industry to align on a set of procedures and generic templates to reduce the amount of time spent on documentation and to be able to re-use cross-products the documentation when possible [9]
Advanced Product Quality Planning (APQP) is the development methodology used mainly by the automotive industry to align on a set of procedures and generic templates to reduce the amount of time spent on documentation and to be able to re-use crossproducts the documentation when possible [9]
original equipment manufacturer (OEM)’s, must set set and avoid any changes on the headlights once the development started; any change and avoid any changes on the headlights once the development started; any change willwill add on delivery delays and cost increases, whereas the other customer-oriented models are involving the customer and are providing the medium to deliver upon its needs
Summary
Vehicles and electronic control units continue to increase in complexity [1,2]; the software is allowing the customer to demand new functionalities with higher frequency, and the unpredictability environment forced suppliers towards flexible and value-driven approaches like agile project management [3]. Software products with their given value proposition and malleability open the opportunity to combine Agile with the Lean methodology for the software domain [4]. The paper ends with a meaningful and up-to-date list of references
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