Integration

Integration

1. Between product design and manufacturing process design

   • Marketing, purchasing, finance, and more

2. TOYOTA

   • Six organizational practices
     • Social Processes
       • Mutual adjustment
         • Focused meetings on one problem with reports through all decision processes
       • Close supervision
         • Mentoring supervisors involved in all steps of the design, instructing and teaching new hires
       • Integrative leadership from product heads
         • Chief engineers act less as managers and more as lead designers
         • Organized around functions rather than products
         • Conflict = everyone sharing their perspective
     • Standardization
       • Standard skills
         • Training within the company, not outsourced
         • Rotation within functions
       • Standard work processes
         • Work procedures, milestones, consistent development
         • Standardization of the basic process, custom design of specifics
       • Design standards
         • Engineering checklists to guide design work
         • Organizational learning across models and generations of vehicles

3. Benefits

   • Stable longterm employment
   • Continuous overlapping product cycles
   • Stability and power

4. Principles

   • Integrated product-development processes should be developed and implemented as coherent systems
   • Well-designed systems should balance the demands of functional expertise and cross-functional coordination