Method for evaluation via benchmarking of the lean product development process

Abstract

Purpose – The purpose of this paper is to describe benchmarking to evaluate the product development process (PDP) from a lean perspective. Design/methodology/approach – The work was conducted by means of case studies at large companies in Brazil that develop products, based on a gap in the literature involving a lack of indicators to diagnose how lean are PDPs considering the principles and practices of the lean approach. Findings – The results indicate in a quantitative manner that the 12 companies of the multiple case study are implementing the lean approach in their PDPs in an isolated or systematic manner through the categories – process, management, structure, people, product, client, supplier and waste. Research limitations/implications – The large companies in the case studies are located in different positions of the supply chain and the year that the company began introducing lean manufacturing was not considered, or the maturity of each firm. Practical implications – Based on the diagnosis, it was possible to propose a set of actions so that the PDP at each company can be structured in a lean manner, improving competitiveness. Originality/value – The main contribution of the study is a simple, useful and reproducible method that has a set of measurable indicators and graphic representation identifying the lean product development practices, as well as a structured guide to the implementation of improvements that allow companies from different sectors to be compared at a national level and also in the international market.