Agile product development process transformation to support advanced one-of-a-kind manufacturing

Figures & data

Figure 1. Transition from traditional production to agile production

Figure 2. Projection of a house of agile PD Process in one-of-a-kind business environment, based on conducted literature review

Figure 3. An example of two power transformers, where the same functionality is realized with two very different shape models. Agile PD plays a key role in company competitiveness

Figure 4. Research approach. General agile and lean principles were altered according to one-of-a-kind production attributes to optimally accommodate the respective process

Table 1. Summary of applied actions to transform the PD process in Process domain

Development phase	Principle, tool, method used	Result, achievement
1.1 Analysis of state – definition of value and separation of waste	Introduction of applicable lean-based tools: IDEF0, VSM.	Detailed map of existing process architecture, Identification of process weak points – confirmed excessive fragmentation of information field.
1.2 Process improvement – IT development, introduction of advanced software solutions	Implementation of expert system, Unification of data transfer, Introduction of effective data management solutions (PDM/PLM system).	Standardized merging of relevant product data, Transparent information flow, Controlled generation, processing and implementation of data, To some degree automated decision-making (reduced of human factor), Advanced allocation of rights, Setup of a change management protocol, Setup of a functional link between all members of PD personnel, inside scrum team.
1.3 Exploring alternative solutions – working prototypes, both physical and digital, are more important than technical documentation	Development of advanced, highly modular, start-up assemblies, Application of parametric modelling and numerical simulations.	Considerable development and design time savings (approximate average: 3D design: −50%; drawings: −20%; total time: −30%), Significant increase in the product quality, Reduced human factor, Fast and detailed generation of virtual prototypes.
1.5 Enhancing standardization to create flexibility and predictable outcomes	Development of a highly modular design structure, Consolidation of design techniques, Development of a library of standard part subassemblies.	Facilitated exchange of components among coupled subassemblies, Enhanced reusability of components and predictability of design.

Figure 5. Scrum framework is used for self-organised project team

Figure 6. Demonstration of the transformation process of people during the case study. Transition from traditional quasi-concurrent engineering process (left) to fully concurrent engineering process with a robust project team structure (right) resulted in a significant reduction of development and design time, as well as considerable gains in the field of process efficiency

Table 2. Summary of applied actions to transform the PD process in People domain

Development phase	Principle, tool, method used	Result, achievement
2.1 Creating a levelled product development process flow.	Professional growth of crucial personnel, Building up engineering knowledge, Creating a flexible buffer zone with raising skilled, multi-purpose experts.	Boosting up self-confidence, Decrease in waste due to staff dependencies and respective excessive waiting times.
2.2 Developing a functional design team hierarchy with product owner and scrum master – collaboration and problem solving are more important than following a specific procedure.	Formation of project teams and work according to scrum principles, Setting-up a scrum framework, Empowered self-organized teams, Promotion of new project managers and design team leaders.	Positive changes in individual’s attitude, Increased team awareness, Higher autonomy of the self-organised design team, Clear overview over the design and development process, Improved communication between all the respective parties.
2.3 Integration of suppliers – a customer needs to be involved in the development process.	In-depth analysis of bilateral production preferences and capabilities, Product owner has regular contacts with customer.	Building-up awareness about key value-added properties, Prompt validation of virtual prototypes.

Table 3. Summary of applied actions to transform the PD process in Knowledge domain

Development phase	Principle, tool, method used	Result, achievement
3.1 Creating, learning and continuously improving organization – the organization should be able to respond to issues in an agile and flexible manner.	Constant interaction with suppliers, Building up engineering knowledge.	Gained specific production and technology knowledge, Deepened engineering expertise, Sustainable PD process on technological feasibility domain, Sharp decline of rework activities.
3.2 Adapting technology to fit people and process.	Optimization of software tools, Standardization of PD process tasks, Persisting in mutual agreements and applied business strategy.	Consolidated PD process architecture, Reliable, transparent and predicted process flow, Enabled a long-term process perspective.

Figure 7. Synergy of physical and parametric modularity in a highly individualized business environment with smart loops on different levels. Subsystems have been mutually linked with a substantial number of self-aware components. Typical major subassemblies of a power transformer (from the upper left, clockwise): tank, active part, cover, equipment, cooling system and conservator

Figure 8. Fully parametric 3D platform of a magnetic circuit. The scalable platform with built-in modular attributes (marked with red circles) enables the model to be customized and adjusted according to new design parameters and customer specifications in a considerably short amount of time. The efficient iterative process enables late design decisions

Figure 9. Proposed generalized framework of a highly efficient one-of-a-kind PD process transformation according to the principles of agility

Table 4. Complete list of savings, resulting in agile PD process renovation according to agile philosophy

Item	Number of inputs	Number of input sources	Number of outputs	Number of output sources	TPREP [min]	T3D [hrs]	TDRW [hrs]	TTOTAL [hrs]	Project rate [/year]	EC rate [%]
Before implementation	12	9	8	7	60	16	24	40	45	5
After implementation	4	4	4	4	10	5	18	23	78	1
Performance improvement	8	5	4	3	50	11	6	17	33	4
	67%	56%	50%	43%	83%	69%	25%	43%	73%	80 %

Table 5. Proposed generalized framework of a robust, agile process in one-of-a-kind PD environment

Principle		Crucial aspects, goals	Tools, methods, activities
PROCESS DOMAIN	1.0 Individualized customer policy.	Unlimited individualization possibilities represent a key value-added attribute in customer perceived product value.	Standardize the product architecture instead of a set of available components to ensure modular design structure with unlimited interchangeability of components.
	2.0 Standardized design approach.	Turn the development and design departments into efficient and easy manageable environments with predictable outcomes.	Establish a library of standard parts, subassemblies and start-up platforms. Consolidate the design approach and standardize the design techniques.
	3.0 Extensive data management with advanced IT support.	Transparent overview over relevant project data and its appropriate management gets difficult as the complexity of a product increases. Established overall data management is a key feature of robust PD process.	Minimize fault generation, automate and accelerate the design process with IT development. Introduce expert system, establish parametric data flow and apply PDM/PLM systems.
PEOPLE DOMAIN	4.0 Involvement of suppliers.	Timely definition of feasible product regions reduces PD time and enhances product and process efficiency.	Establish long-term partnerships. Develop professional competences (generate new knowledge) with mutual exploration of new design possibilities.
	5.0 Scrum team structure.	Concurrent cooperation of independent experts results in maximum time performance with advanced and deepened special knowledge and skills acquired by individuals.	Establish a clear project team hierarchy in scrum. Promote a project owner, a competent link between customers, suppliers and production, and convert the design team to suit a conveyor belt philosophy.
KNOWLEDGE DOMAIN	6.0 Knowledge generation.	Constant investments into development of products enhances multiple aspects: creativity, productivity and the competitive position of a company.	Establish research and development team(s), responsible for the generation of a new knowledge. Research activities run in parallel with current work. They are tested on concrete projects, predefined milestones and are brought to production after positive, technical and economic validation.
	7.0 Knowledge management.	Preserving and mastering knowledge gained from previous projects is essential for competent and efficient new PD process. Experience shows that almost any ‘new’ solution has once already been discovered.	Establish a knowledge database system. Promote mentoring between senior engineers and new associates. Transform into a continuous-learning organization.
	8.0 Company’s culture transformation to agile.	Every successful change begins with a change in mind-set. A company has to strive for continuous improvement of its processes.	Persist in introduced changes. Taking shortcuts usually return the process to its starting point.

Figure 10. Engineering changes per year in comparison to completed projects