Implementation Workshop: High Performance Work Organizations

Since the rise of the industrial revolution, there are few challenges that compare in scale and scope with the challenge of implementing lean principles in order to achieve high performance work systems. This report summarize key insights and learning by representatives from a cross section of organizations who are on this journey. Specifically, we report on findings from the first Lean Aircraft Initiative (LAI) Implementation Workshop, which was held on February 5-6, 1997.

The Wrong Kind of Lean: Over-Commitment and Under-Represented Skills on Technology Teams

This paper reports on results from five companies in the aerospace and automotive industries to show that over-commitment of technical professionals and under-representation of key skills on technology development and transition teams seriously impairs team performance. The research finds that 40 percent of the projects studied were inadequately staffed, resulting in weaker team communications and alignment. Most importantly, the weak staffing on these teams is found to be associated with a doubling of project failure rate to reach full production. Those weakly staffed teams that did successfully insert technology into production systems were also much more likely than other teams to have development delays and late engineering changes. The conclusion suggests that the expense of project failure, delay and late engineering changes in these companies must greatly out-weigh the savings gained from reduced staffing costs, and that this problem is likely going to be found in other technology-intensive firms intent on seeing project budgets as a cost to be minimized rather than an investment to be maximized.

Performance-Driven Microfabrication-Oriented Methodology for MEMS Conceptual Design with Application in Microfluidic Device Design

Performance and manufacturability are two important issues that must be taken into account during MEMS design. Existing MEMS design models or systems follow a process-driven design paradigm, that is, design starts from the specification of process sequence or the customization of foundry-ready process template. There has been essentially no methodology or model that supports generic, high-level design synthesis for MEMS conceptual design. As a result, there lacks a basis for specifying the initial process sequences. To address this problem, this paper proposes a performance-driven, microfabrication-oriented methodology for MEMS conceptual design. A unified behaviour representation method is proposed which incorporates information of both physical interactions and chemical/biological/other reactions. Based on this method, a behavioural process based design synthesis model is proposed, which exploits multidisciplinary phenomena for design solutions, including both the structural components and their configuration for the MEMS device, as well as the necessary substances for the chemical/biological/other reactions. The model supports both forward and backward synthetic search for suitable phenomena. To ensure manufacturability, a strategy of using microfabrication-oriented phenomena as design knowledge is proposed, where the phenomena are developed from existing MEMS devices that have associated MEMS-specific microfabrication processes or foundry-ready process templates. To test the applicability of the proposed methodology, the paper also studies microfluidic device design and uses a micro-pump design for the case study.

Implementation Workshop: High Performance Work Organizations

Since the rise of the industrial revolution, there are few challenges that compare in scale and scope with the challenge of implementing lean principles in order to achieve high performance work systems. This report summarize key insights and learning by representatives from a cross section of organizations who are on this journey. Specifically, we report on findings from the first Lean Aircraft Initiative (LAI) Implementation Workshop, which was held on February 5-6, 1997. The report is not a “cookbook” or a “how to” manual. Rather, it is a summary of the first phase in a learning process. It is designed to codify lessons learning, facilitate diffusion among people not at the session, and set the stage for further learning about implementation.