# Characterization of Integrated Lean Tools, Adapted to the Upstream Phase of the Product Life Cycle of Stäubli Electrical Connectors SAS

Sébastien Maranzana, Nedjwa Elafri, Rose Bertrand

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Sébastien Maranzana, Nedjwa Elafri, Rose Bertrand. Characterization of Integrated Lean Tools, Adapted to the Upstream Phase of the Product Life Cycle of Stäubli Electrical Connectors SAS. 19th IFIP International Conference on Product Lifecycle Management (PLM), Jul 2022, Grenoble, France. pp.641-651, 10.1007/978-3-031-25182-5_62. hal-05420939

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# Characterization of Integrated Lean Tools, Adapted to the Upstream Phase of the Product Life Cycle of Stäubli Electrical Connectors SAS

Sébastien Maranzana<fnref n="1" />,<fnref n="2" />✉, Nedjwa Elafri<fnref n="2" />,<fnref n="4" />✉, and Rose Bertrand<fnref n="2" />,<fnref n="3" />✉

**Abstract.** Evolution of markets induced by strong competitive and technological pressure that forces companies to constantly evolve to gain in performance and remain attractive. Customer needs are also evolving and become more complex with ever shorter deadlines. In this context, the launch of a new product represents a challenge for companies.

Lean methodology appears as an interesting way for companies to improve their performance. Native from the manufacturing industry, Lean Manufacturing has widely demonstrated its effectiveness in improving the performance of production workshops. Today it is derived for a large number of activities that are grouped under the methodology of Lean Management and are adapted to different environments such as services, information technologies, software development, ...

Key period for the success of a new product, the upstream phase of the product life cycle relies mainly on the efficiency of operational and strategic processes as well as the information systems of the company.

Deploying a Lean approach to improve the performance of the organization in the launch phase of a new product means intervening in different interconnected environments: product development, administration and information technology. An integrated Lean approach that compiles the tools of Lean IT, Lean Office and Lean Product Development is interesting.

In this article we will first try to establish the characteristics of integrated Lean adapted to the first stages of the product life cycle of the company Stäubli Electrical Connectors SAS by a study case approach. In a second step we will define by a bibliographic analyze tools of Integrated Lean and their fields of application. The objective of this article is to show the interest of a global Lean approach in the upstream phase of the product life cycle rather than a spitted vision by environment.

**Keywords:** Lean Management · Product life cycle · Lean tools · Integrated Lean

<footnote n="1">¹ Stäubli Electrical Connectors SAS, Hésingue, France</footnote>

<footnote>s.maranzana@staubli.com</footnote>

<footnote n="2">² Laboratoire ICUBE, Strasbourg, France</footnote>

<footnote>elafrinedjwa@gmail.com, bertrand.rose@unistra.fr</footnote>

<footnote n="3">³ Université de Strasbourg, Strasbourg, France</footnote>

<footnote n="4">⁴ Université de Constantine, Constantine, Algeria</footnote>
# 1 Research Methodology

This research work use a Bottom Up research strategy based on the Case Study approach [1]. To introduce this study, we will start by presenting the industrial context and issues based on the Company Stäubli Electrical Connectors SAS. And then, we will continue by presenting the framework of this study: the upstream stage of the product life cycle.

## 1.1 Stäubli Electrical Connectors SAS

Stäubli Electrical Connectors SAS is a company specialized in the manufacture of electrical connectors. These connectors are based on the Multilam® contact technology, which provide to Stäubli products high performance even in strict environments. Based in Hésingue (France), the company belongs to the Electrical Connectors division of the Stäubli Group. This division is composed of six sites, three of them have been historically located in the Three Border Region (Germany, Switzerland and France) around the city of Basel. This location is the result of a desire to promote exchanges between the three sites and to ensure national representation. Stäubli EC SAS is the competence center of the Group for railways and E-mobility Markets.

Hésingue factory has a complete industrial tool: project and sales teams, design office, purchasing and quality department, a modern production tool (assembly) and a complete test laboratory. These resources allow us to manage strong R&D activities.

The range of products developed and manufactured by Stäubli EC SAS is very wide and varied, from standard products (in the catalog) to specific solutions for customer applications, including a large part of R&D solution development to follow the markets. This important product mix implies a great variability in terms of production mean, volumes and required deadlines. This imposes a great complexity of the Supply Chain management modes.

## 1.2 Industrial Issues

Stäubli EC SAS is present on markets that are constantly changing and subject to strong competitive and technological pressure. The company must continually evolve to improve its performance by optimizing the cost-quality-delivery triptych. One of the factor of success is the ability to develop and produce complex and varied solutions to meet the needs of customers within short deadlines.

Since 2000, the electrical connector market has seen the establishment of new actors based in low production costs countries, and the opening up of markets has given customers access to a wide choice of suppliers. Historical and leading players are particularly sensitive to this competitive pressure.

Among the key cost-quality-delay factors taken into account by customers, product quality and price are no more the only differentiating factor. Through decisive elements: delivery time and customer care, are taken into consideration by the customer in the choice of suppliers. In addition, the market and needs are changing. Now customers are more looking for global solutions that provide a complete function rather than a supplier of components to be integrated.
This change of consumption model is leading to increased product complexity and
changes in manufacturers (specialization and/or change of core business).

The electrical connector market is characterized by a rapid evolution of technologies, norms and standards as well as the constant arrival of new applications. This evolution offers interesting opportunities, however to take advantage of these, it is essential to develop the ability of design more complex products in a shorter time frame.

The company have to adapt to the needs of the Market and their customers: Offer the right products in the right timeframe. To achieve this objective, Stäubli EC SAS want to improve its industrial performance and reactivity during the upstream phase of the product life cycle. Starting with the definition of the specifications before the design of the product until the first deliveries to the customer.

The launch of a new product represents a key period. The whole success depends particularly on the performance of the operational processes in place and the ability of the various stakeholders in the company (Project, Design Office, Purchasing, Planning, Production, etc.) to communicate effectively each other.

The industrial performance of a company is therefore based on its ability to adapt its organization, its operational processes and its communication system to meet the needs of its customers. To perform on the market, companies have to improve their industrial performance in the upstream phase of the product life cycle.

## 1.3 Upstream Stage of Product Life Cycle

The concept of product life cycle appeared for the first time in the 1950s and 1960s, following the analysis of the characteristic evolution of the markets and products, since their appearance until their disappearance.

The product life cycle is commonly represented by a “life curve”: this bell-shaped curve represents the three characteristic phases of the evolution of the product during its life. The first phase represents an expansion phase corresponding to the marketing of the product and its possible adaptations to needs. The second phase takes the form of a flat line representing the period of use of the product by users. The last and third phase: the recession which corresponds to the obsolescence of the product mainly linked to the technological evolution or to the modification of the consumption practices. The usual representation shows the evolution over time of the “satisfaction index” translated into accounting units: sales, turnover, etc. [2].

The upstream phase of the product cycle is particularly interesting for us, because it condenses key factors of the product (quality/cost/delay) and processes used will depend on the industrial performance of companies.

The “birth” of a new product is closely linked to the innovation process used by the company. The purpose of representing the innovation process is to describe the different functions and trades mobilized as well as the mechanism and the different steps/milestones. The innovation process allows decisions to be made to arrive at the development of a new product [3].

The innovation process is intended to define the organization of activities throughout the process and to enable decision making. Each stage becomes more complex and costly, as the commitment of the company to product development increases.
The proper conduct of this process ensures the maturity and viability of the project and its product.

Nevertheless, this project management-oriented vision remains distant from the company operational activities. The link between the “project” activity and the “operational activity” is very important, because often the same actors act on several projects simultaneously in addition to their operational activities outside the project phases. It is also necessary for project managers to be aware of the operational tasks at all levels of the project life cycle [4].

We often forget that it is on the operational processes that depend a part of the industrial performance. Indeed, in the innovation process, the actions allowing the launch of a product are based on the operational process, its actors and how they communicate together. In the upstream stage of product life cycle the industrial performance is linked to the integration of companies’ operational process in their innovation process.

# 2 Lean Method

In this part, we will first introduce the Lean method as a global approach. In a second time we will make a focus on its use in the upstream phase of the product life cycle and try to characterize the Integrated Lean notion.

## 2.1 Lean Basics

Since its appearance at the end of the 1970s, Lean has demonstrated its effectiveness in improving the industrial performance of manufacturing companies.

The definition of Lean varies according to the authors. However, it can be defined as a philosophy or a set of practices aimed at achieving improvements by following the most economical paths while focusing on reducing waste [5].

The book “Lean Thinking” [6], is a retrospective study of Lean practice, synthesizes the Lean philosophy into five principles:

- Accurately identify the added value of products, from a customer perspective.

- Determine the value chain of products.

- Establish continuous value flows.

- Pull the flows through the customer.

- Aim for excellence.

Lean has its origin in practices developed by the automotive company TOYOTA and its production system: The Toyota Production System (TPS). These practices were analyzed and transposed in the book “The Toyota Way” [7]. The TPS is based on the elimination of non-value added. Seven types of waste (Muda) have been identified: overproduction, overstock, unnecessary transport, unnecessary processes, unnecessary movements, errors and rejects and waiting time. Two other types of non-value added were also defined: variability (Mura) and work overload (Muri).

In the early 2000s, Lean leaves production workshops and its principles are declined to different environments. First, in the world of management (Lean Management) and
Services (Lean Service) and then adapted to many activities as: administrative ser-
vices (Lean Office), product development (Lean Product Development) or Software
development (Lean Software Development) [8].

2.2 Integrated Lean

We have seen that the success of a company is linked to its industrial performance, its
ability to “deliver the right product at the right time at the right price”. All these key
characteristics for the success of a product are defined during the upstream phase of the
product life cycle.

The Lean methodology has now proved its worth in improving industrial perfor-
mance, and its use has been democratized and adapted to different environments.

The use of Lean in the upstream phase of the product life cycle is therefore an
interesting way to improve the industrial performance of Stäubli EC SAS.

When we schematize the upstream phase of the product life cycle (Fig. 1), two
processes appear. The innovation process, which groups together all activities linked to
the project and the operational process, which groups together all the functional activities
of the company. These two processes are interconnected and linked by an ecosystem of
information systems.

<figure><img src="image_4.png" /><figcaption>**Fig. 1.** Representation of the different processes that compose the upstream phase of the Stäubli EC SAS product cycle (Source: Stäubli EC SAS)</figcaption></figure>

The upstream phase of the product life cycle is therefore based on three distinct but
linked environments:

- “Project” environment, which consists of developing new products.

- Company operational environment, which is common to all projects, in the upstream phase of the product life cycle corresponds mainly to administrative activities.

- Information systems ecosystem: all of the company's internal communication resources.
For each of these environments an adaptation of the Lean methodology exists: Lean Product Development for new product development [9], Lean Office for administrative activities [10] and Lean IT for information systems [11].

These different environments are interconnected and inseparable. Each action has a direct or indirect impact on the other activities in the upstream phase of the product life cycle. It is therefore difficult and limited effectiveness to conduct a focused and unilateral Lean approach on a separate environment in this product life cycle phase.

A holistic and integrated approach of Lean in the upstream phase of the product life cycle and focused to eliminating Lean waste (Muda) seems interesting. A new approach to improving industrial performance named Integrated Lean. Who integrates components of Lean IT, Office and Product Development characterized by a global approach in the upstream stage of product life cycle [11].

# 3 Integrated Lean Tools

In this part we are going to present our bibliographical analysis work. At first, define major Integrated Lean Tools and then make the link between these tools and their uses.

## 3.1 Definition of Integrated Lean Tools

### Goal

The aim of this study is to define the major Integrated Lean tools available for the upstream stage of product life cycle by using the knowledge already present in the Lean literature.

### Methodology

To define the major Integrated Lean tools, we performed a literature review based on forty articles from Google Scholar Data base (show in annex). The notion of Integrated Lean in the upstream phase of the product life cycle is new and poorly described in the literature. We get interested by these components: The Lean IT, Product Development, Office. For each component of Integrated Lean, we identified the different tools and their recurrences in the bibliography.

### Result

Figure 2 shows the result of the review. Forty-three Lean tools have been identified in overall. Six tools are found in both three components of Integrated Lean: VSM, Standard Work, KPI's, A3 problem solving, Heijunka (reduce variability) and DMAIC. Some other tools are available in two components: Kaizen, 5S, Just in Time, Kanban and Gamba Walk. Other tools appear only in one components. We also note that the tool VSM come the most offen in this review.

### Analyze

The first observation we can make concerns the representation in the different components of the integrated Lean of each tool.

Tools common for the three components IT, Product Development and Office are the most versatile and able to act on the whole upstream stage of product Life cycle. These six tools defined during our analysis appear as the major tools of Integrated Lean.
<figure><img src="image_5.png" /><figcaption>Fig. 2. Recurrence of lean IT/Product development/Office tools</figcaption></figure>

Several tools are present in a recurrent number on two of the three components of Integrated Lean. Versatile enough to act on several part of the upstream phase of the product life cycle, these secondary tools of Integrated Lean are useful to improve numerous activities but not on the whole upstream phase.

The last group of tools that appears from this analysis seems to act only on one of the components of Integrated Lean. They are specific tools dedicated to specialized activities and environments. These tools are not part of the Integrated Lean toolbox and remain dedicated to their components.

We also notice some frequency variations between the principal tools of Integrated Lean: VSM tool is much more frequent than the DMAIC tool for example. This difference is perhaps related to the ease of implementation or a particular interest of the authors for this tool and its value. The last statement concerns the literature review itself. Not all components of Integrated Lean are at the same level of maturity. Lean Office seems to be more explored and described than Lean Product Development or IT which promise interesting opportunities.

## 3.2 Integrated Lean Tools and Associate Muda

### Goal

Now that we have defined the major tools of Integrated Lean, we tried to establish the link between these tools and their use against Lean waste, the seven Muda.

### Methodology

For the six major Integrated Lean tools identified earlier, we reviewed twenty-two articles from Google Scholar database to identify the impacts of each tool on the different Lean wastes. Specifically, for each integrated Lean tool, we examined the literature to identify the link between the use of this tool and its efficacy on each Muda.

### Results

Figure 3 shows the impact of the six selected Integrated Lean tools on the Lean Muda.

We observe that some tools impact almost all Muda: VSM and A3 problem solving. The others tools like Standard Work, Heijunka, DMAIC, KPI impact only some Muda. As in the previous analysis, the tool VSM appear the most often in this review.
We saw also that the six tools selected as Integrated Lean tools cover all seven Muda: Inventory and Waiting come back in a more recurrent way in the field of action of identified tools. Muda Motion seems to be the least impacted.

<table><caption>**Fig. 3.** Impacts of integrated Lean tools on the seven Lean Muda.</caption><thead><tr><th>Tools / Muda</th><th>Over productivity</th><th>Waiting</th><th>Inventory</th><th>Transportation</th><th>Over processing</th><th>Motion</th><th>Defects</th><th>Authors</th></tr></thead><tbody><tr><td>VSM</td><td>X</td><td>X</td><td>X</td><td></td><td>X</td><td>X</td><td>X</td><td>(Perdana and Tiara, 2020), (Garza-Reyes, Romero, Govindan, Cherrafi and Ramanathan, 2018), (Kosasih, Sriwana, Sari and Doaly, 2019), (Guo, Jiang, Xu and Peng, 2019), (Jamil and Al., 2020), (Parab and Shirodkar, 2019), (Maalouf and Zaduminska, 2019)</td></tr><tr><td>Standard Work</td><td>X</td><td>X</td><td>X</td><td></td><td></td><td></td><td></td><td>(Vajna and Tangl, 2017), (Okpala, 2014)</td></tr><tr><td>KPI</td><td></td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td>(Leksic, Stefanic and Veza, 2020), (Maulina, 2021)</td></tr><tr><td>A3</td><td>X</td><td>X</td><td>X</td><td>X</td><td>X</td><td>X</td><td>X</td><td>(Anouar and Al., 2022), (Flug and Nagy, 2016)</td></tr><tr><td>Heijunka</td><td></td><td></td><td>X</td><td>X</td><td>X</td><td></td><td></td><td>(Gerger, 2019), (Aoki and Katayama, 2017), (Bebersdorf and Huchzermeier, 2022)</td></tr><tr><td>DMAIC</td><td></td><td>X</td><td>X</td><td>X</td><td></td><td></td><td></td><td>(Ferreira and Al., 2019), (Arafeh, 2015), (Guo and Al., 2019), (De Barros and Al., 2021), (Rifqi, Zamma, Souda and Hansali, 2021), (Jamil and Al., 2020)</td></tr></tbody></table>

## Analyze

We can draw the following interpretations. VSM et A3 problem solving impact almost all Muda, they are therefore versatile in treating all Lean wastes. Other Integrated Lean tools are more specialized against specific Muda. As evoked by the distribution of the impacts on the Muda: the joint use of these tools would make it possible to reduce all type of waste define in the Lean literature.

In addition to targeting Muda, some tools are known to act against other forms of non-value added. Heijunka is a tool used to limit the variability (Mura) and Standard Work is an efficient way to reduce overburden processes (Muri). The more specific tools can therefore also have effects on other non-value added than Muda.

Knowledge of the impact of Integrated lean tools on the Muda will allow for a better choice of tools according to the needs and priority of the company.

## 4 Conclusion and Opportunities

We are going to conclude on this bibliographical analysis work and open on the limits and opportunities that it offers.
## 4.1 Conclusion

The upstream phase of the product life cycle appears to be a key moment in the success of a product and the stage that defines the industrial performance of the company. Lean, is a well-known way to improve industrial performance and is now widely used and adapted to many environments and activities. This upstream stage composed of three linked and interconnected environments: operational and innovation processes support by information ecosystem. A global and common Lean approach on the upstream phase of the product lifecycle is necessary and interesting. The Integrated Lean, that includes the components of Lean IT, Office and Product Development. This study based on the Lean literature allowed to define the major tools of Integrated Lean: VSM, Standard Work, KPI's, A3 problem solving, Heijunka and DMAIC. Secondly, we analyzed the impact of these tools on the Muda of Lean. This enables us to describe that some tools can cover all the Muda and that others seem to be more specialized.

These elements highlighted by this study will help Stäubli Electrical Connectors SAS in its deployment of an Integrated Lean strategy.

## 4.2 Opportunities

This study based on the review of Lean literature shows the limits of the bibliographic approach: data's does not come from the field but from the existing state of the art. To establish and validate conclusions, a field assessment is required. To confirm elements highlighted in this study. It would be necessary to set up a field study with companies implementing a Lean approach in the upstream phase of the product life cycle. The scientific methodology we want to apply is a crossed approach based on "Case study" method, benchmarking and analysis industrial practices and the "Grounded theory" a bibliographic approach [12].

The final objective would be to set up a roadmap for the deployment of Integrated Lean based on the knowledge of the Lean tools and their impacts on Muda associated with methodology crossing theory of constraints and influence modeling [13].
Annex: Integrated Lean Tools Definition

<table><tbody><tr><td rowspan="4">Lean IT tools</td><td>Kobus, (2016)</td><td>Standard Work, KPI, Trainings, Skills Matrix, Daily Team Meeting, VSM, Capacity Management, Demand Smoothing, Activity Implementation Plan</td></tr><tr><td>Kobus et al., (2018)</td><td>5S, Kanban, KPI</td></tr><tr><td>Kobus, Westner, & Strahringer, (2017)</td><td>Information Boards, 5S, Kanban, Overall Equipment Effectiveness, Pull Work, VSM</td></tr><tr><td>Ferreira, Almeida, & Grilo, (2018)</td><td>VSM, SIPOC, A3 problem solving, DMAIC, Gemba Walk, Kanban, Standard Work, KPI, Heijunka, Hoshin</td></tr><tr><td rowspan="16">Lean Office tools</td><td>J. C. Chen & Cox, (2012)</td><td>VSM</td></tr><tr><td>(Sabur & Simatupang, (2015)</td><td>Customer Focused Approach</td></tr><tr><td>Tapping & Shuker, (2003)</td><td>VSM</td></tr><tr><td>Chiarini & Gabberi, (2020)</td><td>VSM</td></tr><tr><td>Tonkin, (2019)</td><td>Customer Focused Approach</td></tr><tr><td>Power, Sinnott, & Mullin, (2021)</td><td>Last Planner System</td></tr><tr><td>Magalhães, Alves, Costa, & Rodrigues, (2019)</td><td>KPI, 5S, Standard Work</td></tr><tr><td>J. Monteiro, Alves, & do Sameiro Carvalho, (2017)</td><td>Standard Work, Kaizen, VSM, 5S, Poka Yoke</td></tr><tr><td>F. Costa, Kassem, & Staudacher, (2021)</td><td>A3 - Problem solving</td></tr><tr><td>Rossiti, Serra, & Lorenzon, (2016)</td><td>VSM</td></tr><tr><td>Rüttimann, (2019)</td><td>Andon, VSM, Kaizen, DMAIC, Kanban</td></tr><tr><td>Freitas & Freitas, (2020)</td><td>ICT Lean, 5S, VSM</td></tr><tr><td>Pontes, Silva, Martins, Santos, & Siqueira Silveira, (2019)</td><td>Just In Time Jidoka, Team Work</td></tr><tr><td>Gauze, Souza, & Vaccaro, (2017)</td><td>Kaizen</td></tr><tr><td>Macedo, Silva, & Freitas, (2021)</td><td>Just in Time, Team Work, Jidoka, Heijunka, Kaizen</td></tr><tr><td>Santos, Freitag, & Quehas, (2020)</td><td>VSM</td></tr><tr><td>Sastre, Saurin, Echeveste, de Paula, & Lucena, (2018)</td><td>Continuous Flow, VSM, 5S, Standard Work, Takt Time, Heijunka, Kaizen</td></tr><tr><td>M. F. J. R. Monteiro, Pacheco, Dinis-Carvalho, & Paiva, (2015)</td><td>Team work, Gemba Walk, 5S, A3-problem solving</td></tr><tr><td>NÄFTANAILÄ & MOCANU, (2014)</td><td>5S</td></tr><tr><td>Antonioli, Lima, Argoud, & Batista de Camargo Jr, (2015)</td><td>VSM, Just In Time, Kaizen</td></tr><tr><td>Danielsson, (2013)</td><td>ICT Lean</td></tr><tr><td>Rossiti et al., (2016)</td><td>Kaizen</td></tr><tr><td>Rüttimann, Fischer, & Stöckli, (2014)</td><td>Kaizen</td></tr><tr><td>Rüttimann & Stöckli, (2016)</td><td>Kaizen, Just In Time</td></tr><tr><td>Sukma, Amrina, & Hasan, (2018)</td><td>VSM</td></tr><tr><td>L. De Souza, Tortorella, Cauchick-Miguel, & Nascimento, (2018)</td><td>VSM</td></tr><tr><td>De Siqueira & Da Silva, (2020)</td><td>VSM</td></tr><tr><td>Strandhagen, Vallandingham, Alfnes, & Strandhagen, (2018)</td><td>VSM</td></tr><tr><td>Cavdar, Yagmahan, Oguzcan, Arslan, & Sahan, (2018)</td><td>VSM</td></tr><tr><td>Jiménez Calzado, Domínguez Somonte, Espinosa, Awad Parada, & Romero Cuadrado, (2021)</td><td>ICT Lean</td></tr><tr><td rowspan="4">Lean Product Dev. tools</td><td>Gershenson & Pavnaskar, (2003)</td><td>VSM, Just In Time, Quick Response Product Development, Heijunka, Machigaiyoke, Single Minute Exchange Of Projects, Kaizen</td></tr><tr><td>León & Farris, (2011)</td><td>VSM, A3, Just In Time</td></tr><tr><td>Wang, Ming, Kong, Li, & Wang, (2012)</td><td>Market Segment, Kano Model, Quality Function Deployment Analysis, Puch Value Engineering, Conjoint Analysis, Design Of Experience, FMEA, Set-Based Concurrent Engineering, Standard Work, Why-Why Analysis, VSM</td></tr><tr><td>Marodin, Frank, Tortorella, & Netland, (2018)</td><td>Just In Time</td></tr><tr><td></td><td>Albuquerque, Torres, & Berssaneti, (2020)</td><td>VSM</td></tr><tr><td></td><td>Cooper & Appell, (2021)</td><td>VSM, DMAIC, KPI, Kano Model</td></tr></tbody></table>

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