Using Lean to Transform the Product Development Process in a Marine Company: A Case Study

Abstract

The motivation of this research is to investigate if the Lean concept can be used to improve a company’s product development (PD) process and thereby providing cost-effective methods for development, engineering and manufacturing of products to sustain competitiveness. This longitudinal study builds upon an initial assessment of Lean practices in a company in the Nordics Marine sector starting in 2017. An improvement opportunity identified was defining measures to ensure improved integration of functional areas, especially manufacturing, from the beginning of the PD process. As a follow-up of the assessment, we studied the application of a set of new PD practices outlined for the development stage of a new, optimized tunnel thruster. The purpose of this paper is to share our findings related to the application of these practices and their effect on a Lean transformation in PD. Data collection was done through a participatory approach for observing team activities, including two workshops with key people in the thruster project. The results indicate that early integration of manufacturing competence in PD is important to improve production (integration), reduce time and cost. In addition, the use of design demonstrators and physical testing enable improved cost control and leverage learning throughout the PD process. A re-assessment of company practices relative to Lean, made during the autumn of 2020, identifies that six out of thirteen capabilities are improved in terms of the gap between current and desired future states. However, increased capability gap is identified in utilizing rigorous standardization to reduce variations, since existing company standards are challenged by new project innovations. It is concluded that the effect of introducing new PD practices to reduce capability gaps in Lean Product Development (LPD) is promising, especially for principles that are managed within the project control.