Summary of the adhesion of each one of the cases to the elements of analysis from LPD and APM
| Element | Adherent situation | Case 1 | Case 2 | Case 3 |
|---|---|---|---|---|
Value stream mapping | Processes are mapped and known. There is focus on activities which add value to the client Pulled production | No process is mapped/optimized; Pushed production | No process is mapped/optimized; Pushed production | Recent revisions, although nothing was formalized. Pushed Production |
No Adherence | No Adherence | Low Adherence | ||
SBCE | Discussion of sub-optimal solutions, prototyping and use of lessons learned | Technical designs are fully developed before being delivered | Technical designs are developed independently by each specialty. There is little compatibility between the specialties | Technical designs are elaborated independently by each subcontracted designer and submitted only to in-house specialty expert approval Erroneous decisions are realized only at the end an reworks are |
No Adherence | No Adherence | Low Adherence | ||
Visual management | Communication flow with the team is optimized. Visible information about project’s scope, issues, quality indicators and costs | Non-structured communications (verbally or e-mail) | Non-structured communications (verbally or e-mail) | Non-structured communications (verbally or e-mail) |
No Adherence | No Adherence | No Adherence | ||
Voice of the customer | Constant involvement of the client | Client is not involved on the development process | Periodic meetings with the client’s designers | Periodic meetings with client’s designers and specific meeting with future designer’s executors (contractors) |
No Adherence | Low Adherence | Low/Average Adherence | ||
Flexible and constant planning | Constant planning, focused on short-term goals, and periodically revised. Plan gets more mature as the project's objectives are becoming more defined | Planning is virtually nonexistent | Detailed schedules which are updated biweekly | Simple schedules which are updated biweekly |
No Adherence | No Adherence | No Adherence | ||
Iterative development | Iterative development through deliveries, validated in a constant and periodic way | Full deliveries of finished products | Full deliveries of finished products | Full deliveries of finished products |
No Adherence | No Adherence | No Adherence | ||
SELF-DIRECTED TEAMS | Independent cells, multidisciplinary and with physical proximity | Responsible engineer and his team are in the same room and have great autonomy | Each area has autonomy over its specialty. Team members share the same building floor, but each area stays in a different one | Subcontracted designers have very little autonomy. Project managers and technical experts impose their will on the subcontracted |
Average Adherence | Low Adherence | No Adherence |
| Element | Adherent situation | Case 1 | Case 2 | Case 3 |
|---|---|---|---|---|
Value stream mapping | Processes are mapped and known. There is focus on activities which add value to the client Pulled production | No process is mapped/optimized; Pushed production | No process is mapped/optimized; Pushed production | Recent revisions, although nothing was formalized. Pushed Production |
No Adherence | No Adherence | Low Adherence | ||
SBCE | Discussion of sub-optimal solutions, prototyping and use of lessons learned | Technical designs are fully developed before being delivered | Technical designs are developed independently by each specialty. There is little compatibility between the specialties | Technical designs are elaborated independently by each subcontracted designer and submitted only to in-house specialty expert approval Erroneous decisions are realized only at the end an reworks are |
No Adherence | No Adherence | Low Adherence | ||
Visual management | Communication flow with the team is optimized. Visible information about project’s scope, issues, quality indicators and costs | Non-structured communications (verbally or e-mail) | Non-structured communications (verbally or e-mail) | Non-structured communications (verbally or e-mail) |
No Adherence | No Adherence | No Adherence | ||
Voice of the customer | Constant involvement of the client | Client is not involved on the development process | Periodic meetings with the client’s designers | Periodic meetings with client’s designers and specific meeting with future designer’s executors (contractors) |
No Adherence | Low Adherence | Low/Average Adherence | ||
Flexible and constant planning | Constant planning, focused on short-term goals, and periodically revised. Plan gets more mature as the project's objectives are becoming more defined | Planning is virtually nonexistent | Detailed schedules which are updated biweekly | Simple schedules which are updated biweekly |
No Adherence | No Adherence | No Adherence | ||
Iterative development | Iterative development through deliveries, validated in a constant and periodic way | Full deliveries of finished products | Full deliveries of finished products | Full deliveries of finished products |
No Adherence | No Adherence | No Adherence | ||
SELF-DIRECTED TEAMS | Independent cells, multidisciplinary and with physical proximity | Responsible engineer and his team are in the same room and have great autonomy | Each area has autonomy over its specialty. Team members share the same building floor, but each area stays in a different one | Subcontracted designers have very little autonomy. Project managers and technical experts impose their will on the subcontracted |
Average Adherence | Low Adherence | No Adherence |
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