optimizing quality: enhance your lean manufacturing journey

OPTIMIZING QUALITY:ENHANCE YOUR LEAN

MANUFACTURING JOURNEY Sponsored by

2 SPONSORED BY DASSAULT SYSTEMES

This eBook was compiled from a series of articles written for the

Manufacturing Transformation Blog on Lean manufacturing.

Just as the world of Lean has a

goal of continuous improvement – so too is the learning of how to continue on your Lean journey.

We hope you find this collection of articles interesting, thought

provoking and educational.

SPONSORED BY DASSAULT SYSTEMES 3

ContentsIt’s Time for a Lean Manufacturing Makeover 4

Taking Lean to the Supply Chain 6

Taking a Lean Approach to Quality 8

Three Ways to Improve Quality with Lean Manufacturing 10

A Lean Approach to Management 12

Lean Management Part 2: Continuous Improvement 14

Golf Lessons from Lean, Six Sigma and TOC 16

Lean Manufacturing and the World of Warcraft 18

The Authors 20


IT’S TIME FOR A LEAN MANUFACTURING MAKEOVER - BY FRED THOMAS

Manufacturing has changed a lot since the 1950s when Toyota Motor Company of Japan introduced the concept of implementing an integrated process to more efficiently manage equipment, materials and its workforce throughout the production cycle. Over time, this technique allowed Toyota to deliver more reliable, higher-quality products faster — and at a lower cost — than other mass produced automakers. By the time we entered the 1980s and 1990s, the practice of eliminating waste to create customer value with fewer resources had caught on in the U.S. and other countries.

Fast-forward to 2014: While the concept and best practices of the Lean production system remain intact, the implementation on the plant floor faces a major facelift. That’s simply because the entire manufacturing dynamic has transformed to include new technology, new global competition, new government regulations, and a hyper-connected world of intelligent devices and social networks that enable seamless communication between companies and their customers.

Times have changed. And, in order to remain an agile manufacturer, Lean methodologies must adapt and change too. Otherwise, organizations will remain stuck in the 1950s while the competition soars into 21st century manufacturing.

Before rushing into a new Lean manufacturing model, however, it’s a worthwhile exercise to take a step back to identify what’s different and the direct impact it has on Lean processes.


1. Technology is a good thing Early pioneers of Lean systems pursued strategies of removing IT from production processes, viewing this technology as an additional step which could be “leaned” out of processes to remove waste. This philosophy was probably reasonable in the 1970s when technology was in its early, nascent stages; today, however, is a completely different situation with a level of complexity that necessitates reliance on IT systems to remove the waste of manual processes.

2. Leveraging the right technology Manufacturing Execution Systems (MES), Manufacturing Operations Management (MOM) and Enterprise (MI) have become instrumental in the quest to add efficiency into scheduling production, tracking inventory, synchronizing material flows and increasing visibility across the supply chain. The Just-in-Time mentality to deliver product is now being transplanted by a need to be more predictive and insightful. Manufactures need to know what customers want—and for that, they are turning to Big Data and predictive analytics. While Big Data deals with different data sets that don’t always seem relevant to the plant floor, everything in the from the supply chain, plant floor, enterprise, and beyond must be interconnected in today’s day and age. Therefore, it’s time to analyze the impact of every data stream on the production of goods.

3. Global competition Cost pressure and the need to locate closer to end users has only accelerated the push to go global; as a result, the need to understand foreign cultures and designing new products and services for them has never been more acute. Lean must now be agile to support continuous innovation while comprehending the complexity associated with an ever-changing, fast-paced global world. All of these elements require a fresh look at Lean manufacturing practices.

4. Government regulations New regulations emerge in specific industries all of the time, forcing companies to reexamine processes. The Food Safety Act, for example, is a sweeping reform of food safety laws. That means, back to the drawing board for many companies—especially those companies that are still paper-based. Time to digitize processes and reevaluate how quality practices are implemented, tracked, and audited.

5. Hyper-connected communication The new customer service interface is social media—especially from a mobile device. This means someone can post a comment or photo about your product anytime, anywhere. And, they expect an immediate response. Manufacturers must somehow capture the information—down to every last tweet—and sift through it to identify trends that can be pushed back into the research, development, and production cycles.

Lean manufacturing is still a very relevant business practice. But, like everything else in manufacturing, the process must progress to keep pace with the organizational shifts happening all around it. Perhaps that means new conversations will have to take place between CIOs and manufacturing executives. Or, that traditionally accepted best manufacturing practices have to get better. Either way, Lean is not going away, it’s just in a new phase of innovation and transformation.

What will your Lean strategy look like in the future?


TAKING LEAN TO THE SUPPLY CHAIN - BY RICK GALLISA

Most large manufacturers today have established Lean or Six Sigma programs for their own operations. It’s practically a requirement to be competitive.

But the line between a manufacturer’s “own” operations, and those of its partners, is getting fuzzier all the time. With today’s increasingly connected supply chains, demand-driven supply networks, and global operations, it only makes sense that big opportunities for performance improvement and cost reduction might be out there in the supply chain, just waiting to be discovered.

The benefits of a Lean supply chain might be a good thing – or might not, depending upon your perspective. But is it realistic? Considering that Lean and Six Sigma programs are all about consistency and control, and involve cultural and operational transformation, can a manufacturer really expect to extend these practices outside of its own organization? And, at what cost?

Pundit Perspective A new report from Gartner, “Transform Your Supply Chain to Become Demand-Driven,” cautions that creating a Lean supply chain is a journey, and won’t be easy. The authors write, “Companies striving to become demand-driven must recognize that functional integration is a prerequisite — and that it is extremely difficult to achieve. Fewer than 10% of companies that have assessed their supply chain maturity, rate it as integrated.”

Nevertheless, Gartner recommends enterprises pursue the goal, and many are starting to do just that.


Early Signs of Success A recent article in Industry Week called “Lean into the Supply Chain” describes several examples of global manufacturers who have taken up the challenge, some with striking success:

• Pratt & Whitney, the aircraft engine manufacturer, aims to triple jet engine production by 2020, with hundreds of suppliers. To keep control, the company has created an “Operations Command Center,” which gathers and shares information about the delivery status of 400 suppliers worldwide, with early warnings if schedules might slip.

• USG Corp., which produces and distributes gypsum wallboard, joint compound and related construction products, has trained all 100 employees in its supply chain organization in Lean and Six Sigma; the company saved almost $10 million last year while improving operational efficiencies. Says a spokesman, “If we have a warehouse in one region with stock-out problems, we’ll involve production, transportation, logistics, etc., to solve that problem. We’ll use enterprise value stream mapping from several locations throughout the entire process.”

• MTU America, a Rolls-Royce Power Systems and Daimler subsidiary, created a 400,000 square-foot aftermarket logistics center. They report “huge gains” in on-time delivery and productivity, but say “the biggest accomplishment has been improved customer satisfaction.”

• Even healthcare, an industry that traditionally has lagged behind in this kind of technology, is “leaning” its supply chain. Intermountain, a non-profit healthcare system of more than 20 hospitals in the southwest United States, opened a 327,000 square-foot Supply Chain Center equipped with the “latest warehousing technology, such as a new warehouse management system, a cubing and dimensioning system, and an automated conveyor system.” They hoped to save $80 million in five years. Instead, they did it in two!

Supporting and enabling all these efforts, of course, is ever-advancing technology that makes it possible for more and more people and operations to communicate and synchronize. As Paul Myerson, professor of supply chain management at Lehigh University, says in the article, “technology not only enables lean but it can help identify and eliminate waste by substituting information for inventory.”

In other words, success with applying Lean manufacturing methodologies across a distributed global supply chain is heavily dependent upon visibility, control and synchronization of material flows such that as issues present themselves, they can be quickly remedied to avoid potential for large disruptions.

Based on the experience of these companies, it looks like information is a lot cheaper to store and manage than inventory. And, it certainly can be transported far more easily!

What do you think? Is your enterprise ready to “Lean into the supply chain”?


TAKING A LEAN APPROACH TO QUALITY - BY MILOSZ MAJTA

We live in a world where every manufacturing process is under intense scrutiny, with objectives ranging from improving efficiency, cutting waste or reducing costs. By now, most of the “low hanging fruit” has been picked. That means it is getting more and more difficult to continue the quest for continued process improvement. New processes might now require new and different approaches to how you do business.

Have you considered a world where your raw materials or Work In Process (WIP) is received with perfect quality – for every shipment from your suppliers? What if your quality tests were already performed and passed for all of the materials you received from your suppliers?

This concept may not be as far-fetched as you might think.

To start, you need to have suppliers that are willing to work with you to establish a “collaboration interface” that connects your production processes to theirs. Times of economic uncertainty and challenges present opportunistic windows to negotiate new terms and conditions as a way to ensure future orders …

Instead of doing an inspection at the receiving dock when the goods come from your supplier, what if the delivery was accompanied by the inspection results of key tests that has already been performed, having been agreed upon between manufacturers and their suppliers. Implementing this vision could significantly reduce the time, resources and costs associated with ensuring your quality standards are strictly adhered to.


This process improvement could literally redefine how your production processes are executed, as the raw materials could be scheduled to arrive as they are used, in exactly the right quantity and with exactly the right quality. Production delays could be significantly reduced, and idle inventory could be reduced, helping to support your Lean manufacturing initiatives. In fact, your delivery schedules could be better synchronized with increased visibility to your supplier’s operations, helping to improve efficiency by receiving supplies not only just in time, but also in sequence, if applicable, even if a supplier disruption occurred from one of your key partners.

The above concept can be implemented with a modern manufacturing execution system capable of extending visibility into your product supply network. Suppliers submit their quality control data (i.e. the results from the tests performed, etc.) directly into your system – electronically – becoming part of your As-built records, suitable for tracking, tracing and genealogy requirements, including root cause analysis.

Having all this data in your system lets you combine it with your other manufacturing data, simplifying the calculation of the cost of poor quality (COPQ) due to line stoppages, scrap/rework processing, warranty issues or recall costs resulting from supplier quality issues. Further, this intelligence creates a basis for corrective actions with suppliers, helping manufacturers to further engage suppliers in the quality improvement processes where real “ownership” can be established, managed and maintained. Just imagine a world where such strict quality controls could be implemented and managed before a part even entered your warehouse!


THREE WAYS TO IMPROVE QUALITY WITH LEAN MANUFACTURING - BY MILOSZ MAJTA

I have been involved in at least two major projects in the past year that involved combining a Lean program with quality process improvements, which got me thinking about the combination of the two.

In one case, we’re performing quality as an in-line process – instead of an external process performed in ERP, which held the master data for quality inspections. This process improvement has eliminated delays caused by constant exchanges between ERP and shop floor operations. Inspection results are obtained in real-time and thus immediately available for final usage decisions, reducing overall process lead time. Material throughput has accelerated along the production line for a faster, cleaner workflow.

There’s a lot of talk and thinking about Lean squeezing out every last penny from the manufacturing floor – down to turning off lights or reducing an arm’s movement by a single second – I approve of that message.

But in the meantime, being Lean with your quality process can sometimes seem like a forgotten dark corner. How many manufacturers are installing halogen bulbs and making sure unused lights are turned off, when their quality process is comparatively chaotic? Perhaps this oversight is happening because Lean initiatives in quality are not entirely intuitive. Nobody realizes there is potential because they can’t imagine it any other way.


So, I will try and do my part to help raise awareness of this opportunity for reducing waste (or “muda”) from your manufacturing operations. Here are three tips, based on what I am seeing some of Apriso’s customers do in their efforts to apply Lean to quality:

1. Perform your quality inspections as close to the shop floor as possible. This means embedding your quality process within production, warehouse, receiving and other operations; this approach requires real-time visibility and control over your material flows and processes, and most likely, just-on-time deliveries to perform these processes efficiently.

2. Inspect early in the process. One of the highest costs of quality is a defective part or material that forces you to discard an entire batch; the farther along in the process, the more pain and cost involved. So, you need to inspect with intelligence, using flexible sampling rules and inspection plans that can be adjusted to the specifics of the product, production line, manufacturing process, etc.

3. Implement and enforce the use of best practices. What I mean here is to start thinking seriously about how you can replicate your quality processes across not only the production line at one plant, but across all facilities; as new best practices are identified and validated, get them in place everywhere. A Center of Excellence (or COE) is a great way to accomplish this task. Shared and enforced global inspection plans and processes are a great way to make the most efficient processes the standard for the company, thereby further amplifying the benefits of your Lean program.


A LEAN APPROACH TO MANAGEMENT - BY TUAN NGUYEN

Manufacturing enterprises have invested heavily in Lean practices for many years, wringing the inefficiencies out of every operation in the production process. Supply chains have been tightened, inventories reduced or virtually eliminated with just-in-time processing, and production operations at every stage streamlined and optimized.

But there is one area in the Lean revolution that often is not considered—not because it doesn’t matter, but because it has been so difficult to deliver a solution. That neglected area? The management decision-making process.

Consider a global manufacturer that has practiced continuous improvement for a decade. Products roll off the assembly line with precision. The Quality team is on top of production worldwide, so yields are consistently high. Warehouses operate at top efficiency. And then one day, a supplier problem develops. A key component, let’s say, begins trending out of spec.

What does the company do? That depends on the managers who have responsibility. How quickly can they identify the problem? What actions do they take? How soon can they correct the problem, and how accurately?

Leverage manufacturing intelligence to gain insights

on how to improve the management process.


Applying a Lean Approach to Management All of these things depend on information getting to that decision-maker in a timely way. And this is where Lean systems can fall down. Global manufacturers have complex supply chains and multiple plants that often capture data in different ways and report in different formats. That data has to be gathered, transformed, cleaned, stored and analyzed, and then delivered to each person in the enterprise who needs it, in a form appropriate for their role.

The plant manager may spot a problem quickly, based on local data. But what if it’s a regional problem that is only apparent when looking at aggregated data? Then it will take longer, perhaps a good deal longer. There are companies that are happy if they get aggregated global manufacturing reports on a weekly basis. But a lot can happen in a week. Faulty products can ship. Quality can get bogged down with testing. Warehouses can accumulate parts waiting for a management decision.

A New Use Case for Enterprise Manufacturing Intelligence This is why some enterprises are now implementing a new generation of manufacturing intelligence systems that provide global management reporting and analysis in close to real-time. This approach requires more than a graphical front-end that simply “dresses up” disparate or incomplete data. It requires real-time information gathering from all the plant floors, the ability to clean and aggregate the data from multiple sources, and the means to deliver that data up the corporate chain “as it happens”—all the way to the corner office if needed.

Such a system is not trivial to implement, and IT may grumble about yet another information project that will stretch its already thin resources. But there are solutions on the market that are relatively easy to deploy, and the investment is small compared to the efforts already expended on global Lean initiatives.

Besides, without a manufacturing intelligence system, Lean organizations are only Lean when nothing unexpected happens. And, as every manufacturing enterprise knows, that is almost never the case! One unexpected event can undo months of savings and efficiencies.


LEAN MANAGEMENT PART 2: CONTINUOUS IMPROVEMENT - BY TUAN NGUYEN

Visibility into real-time manufacturing intelligence can let management improve and enhance Lean programs. This improvement can be accomplished with access to real-time production information, ideally aggregated from across the enterprise. Better, faster access to information allows management to act with greater efficiency, which contributes to improved Lean performance.

But what if we took the idea even further? What if manufacturers could continuously improve the management process itself, in the same way that they continuously improve a production process?

After all, they are both processes. When something happens in the enterprise that requires judgment and decisions, such as a quality crisis or a market shift, a management process is initiated. Management receives information (or doesn’t), investigates the situation (or not), and takes action (or fails to). Furthermore, there are meaningful metrics involved, such as time to discovery, time to resolution, outcome of resolution, and profit/loss impact.

M

anagement Process

Continuous Improvement

Act Plan

Check Do


Looking at Management as a Process If management decisions affect Lean performance, and if there are metrics that can be tracked, compared, and improved upon, then in theory, couldn’t we use this information to continuously improve the actual management processes? I think the answer is yes.

When a manufactured part begins to trend out of performance, you know this because you are tracking all such parts being produced globally. If one part from one plant is out of spec, you take action. Perhaps you find the plant is not following best practices, so you take steps to correct the problem and deploy the proper processes.

The same approach can apply to management decision-making. If an enterprise tracked how managers performed in these situations, I’ll wager there would be significant differences discovered. Some management teams would accomplish more with fewer resources. Some would resolve problems faster. Some would deploy new processes more effectively than others. These differences could be tracked by an information system—let’s call it a Management Intelligence System.

Management Intelligence System Suppose, for example, that a particular Lean production initiative was being deployed globally. If we had a Management Intelligence System, we could track and compare how different regions deployed the initiative at the management level. We might find that one region was far ahead of the others in certain key metrics. For instance, we might find that the successful management team accomplished more with fewer resources, but had more regular inter-departmental meetings to facilitate problem-solving.

We could then identify and deploy these management best practices around the enterprise, just as we deploy best production practices.

Is this Concept Possible, or Just Fantasy? Well, in theory, this type of system could be created using the manufacturing intelligence technologies available today. It would simply require the creation of a new set of metrics—time spent, resources used, departments contacted, etc. This data could be captured by the same system that managers use to investigate production issues, through their computers and mobile devices.

The data is probably there; it’s simply a matter of figuring out how to access and use it.

Let me be clear—I’m not proposing that “big brother” automate the management process. That would be small minded and doomed to failure. Management, by definition, involves human judgment and will never be as cut-and-dried as a production process. But certain elements of management could be measured and improved. What about “Mean time to Resolution?” And if used judiciously and fairly, a Management Intelligence System could yield significant information about how management is performing, and more importantly, where it could be improved.

In other words: Lean management based on continuous improvement.


After taking golf lessons from several coaches, I noticed some very fundamental differences between their approaches. My current coach is very good at giving a single point of advice based on my current swing. Although one day I would like to swing like Ernie Els, right now I have settled on my ugly swing, but I am experiencing notable score improvement after every lesson.

My experience has been quite different from the lessons that my friend took. His coach basically asked him to forget all he had learned and tried to revolutionize his swing in order to take him to the next level. Now he is scared to go to the course because he is stuck with a setback before he can get any better. However, he does believe that he is taking the necessary steps towards his goal of turning professional someday.

It occurred to me that continuous improvement methodologies could be applied to golf in my search for an ever improving handicap. And, like golf, the choice on what approach is best for you is tied to your long and short term goals. Do you want to work on a specific part of your game, say your grip illustrated with (a) below, or your backswing (b) or your stance (c)?

GOLF LESSONS FROM LEAN, SIX SIGMA AND TOC - BY JAMES MOK


Lean: If you think Lean is your best approach, then you should focus on eliminating muda in your swing. Do not try to “push” the club head towards the ball but rather let a synchronized body turn to naturally “pull” the club head in order to achieve a smooth flow of your swing. The game of golf is a process of relentless continuous improvement. We do not generally recommend you to invest too much energy to your tools because dependence on such frequently undermines the development of the correct mindset. If you focus on improving every little piece, your efforts will eventually show up in your score and hence your handicap, which should not be your ends but means to the way of golf.

Six Sigma: Alternatively, if you think consistency is your best path to improvement, then you should embrace a Six Sigma approach. Focus on reducing variability of your swing. Establish a set of statistical tools to measure the defects of your swing as well as scientific instruments to monitor and track your progress. You need to certify your skills from green to black belts. Through leveraging the right tools with scientific measurement and objective feedback, you will ultimately reduce your swing variability with a Six Sigma approach.

TOC (Theory of Constraints): If you think that you need a whole new approach on how you learn, then perhaps applying the Theory of Constraints is your best angle. You can maximize the return on your practice time by focusing on identifying and improving the bottleneck of your game. At every stage of your skill development, there is a constraint that determines the throughput of your entire game. At one point it may be the grip or the address or the swing plane or approach shot or putt … but the point is that the bottleneck moves. By identifying the bottleneck and concentrating on it, you will be able to get a notable handicap reduction within the shortest time. While Lean and Six Sigma can get you closer to the “perfect” swing, TOC is taking a holistic look at your game and hence focusing on improving the one point that can quickly improve your score.

Whatever the approach you pick to improve your golf game or to help transform your manufacturing operations, you can benefit from applying technology that automatically records your current swing (or process) to then give you instant feedback on what to improve. In my opinion, there is no better example than golf to illustrate how your actual execution can be deceptive to the best intended plan.


Any seasoned Lean manufacturing expert will tell you that implementing Lean is not just about JIT, Heijunka or any sort of tools. It is about implementing a Lean culture of continuous process improvement. Toyota considers their ultimate competitive advantage to be the “intoxication of improvement” by every employee, from the shop floor to the top floor. Thousands of improvement ideas are created every day, even for the smallest, mundane tasks. This strategy is in stark contrast to the “don’t fix what isn’t broken” mindset that prevails in many other organizations.

What Toyota believes is one thing. But, can this approach be scientifically validated? Can we simulate this kind of organizational behavior and measure its output? And if we can, what can we learn about managing thousands of new ideas, and then distilling them into action every day?

John Seely Brown: The Knowledge Economy of World of Warcraft http://youtu.be/RZG6WTRP-6E

In this video, Dr. John Seely Brown, one of my favorite business writers, talks about idea innovation dynamics that are taken to a whole new level within the game of World of Warcraft (WoW), which happens to be my favorite on-line video game. At the end, Brown states “This may be the first time that we are able to prove exponential learning … and figure out how to radically accelerate what you’re learning.” Indeed, I have found this game could interestingly cast a new light on the social dynamics of Lean culture and how it might evolve in the future.

LEAN MANUFACTURING AND THE WORLD OF WARCRAFT - BY JAMES MOK


Guild Structure and Quality Circles The WoW now has about 12 million players worldwide. It is not unusual to find 12,000 new ideas that were generated in a single night … a good night might yield 20,000 or more. As Brown explains, “The only way to get anything done seriously is to join a Guild … there is so much knowledge being produced every single day that without the Guild structure to help process this kind of knowledge, you would simply be overwhelmed.” A Guild in the WoW is a group of 20-200 people that work together to help process ideas. This structure greatly resembles the Quality Circle (QC) movement where employees form small groups that constantly seek ways to self-improve.

Everything is Measured; Everyone is Critiqued In the WoW, it is easy to record every action and measure performance. There are after-action reviews on every high-end raid where everyone is critiqued by their peers. This resembles the typical PDCA (Plan-Do-Check-Act) process used in QC. The challenge, however, is that in the manufacturing world there is still too much information recorded on paper. Or, if recorded electronically, on multiple, segregated systems. This has inhibited the sharing, retrieval and analysis of prior activities. In the same way, in the WoW you need to craft your own dashboard to measure your own performance. Within such a highly dynamic environment, static KPIs that were identified as once being important quickly become obsolete. The future of performance measurement technology appears to be going in the direction of more detail, delivered in real-time and with a high degree of personalization.

Exponential Learning In order to proceed to new levels in WoW, learning speed must increase exponentially, which includes the sharing of best practices from one Guild to another. One might argue that manufacturers are no different – best-practices need to be shared across and within the organization. Effective Continuous Improvement could lead to a state of exponential learning that constitutes the ultimate competitive advantage. In a sense, the computer world of WoW is able to simulate the social dynamics of how to accelerate learning and Continuous Improvement. The future evolution of Lean culture might learn from what innovations are regularly occurring within the present World of Warcraft.

What do you think? Are there any other WoW gamers that feel the same way, also working in the world of manufacturing?


THE AUTHORS

Fred Thomas is an industry director for discrete manufacturing at Dassault Systèmes in their DELMIA brand. Fred covers aerospace & defense, automotive and industrial machinery & equipment. Likes include big metal objects, engines and horsepower, especially when there are four wheels involved. Dislikes: recalls and people who doubt the US can compete globally.

James Mok is a director of strategic planning at Dassault Systèmes in their DELMIA brand, focused on the high-tech industry. In addition, he is a strategist, evangelist, consultant, project manager and implementer. He has experience with enterprise software in manufacturing in automotive, high-tech, electronics, industrial, consumer goods and healthcare sectors.

Rick Gallisa is focused on just about anything you’ll find in the grocery store and consume quickly, from pharmaceuticals to toilet paper. If it’s a product that belongs on a store shelf, chances are Rick works with the companies that make it.

Milosz Majta is a director of product management at Dassault Systèmes in their DELMIA brand. He began his career in a Professional Services capability for the first five years, and then transitioned to a product management role. With a strong services and applications background, he is passionate about addressing customer pain points surrounding manufacturing operations.

Tuan Nguyen led several product management roles, most recently at Dassault Systèmes in their DELMIA brand. His focus at DELMIA was managing the Apriso manufacturing intelligence product suite. With a Ph.D. in Business Administration with a focus in Operations Research, he brought quite a bit of intelligence to the team.

Europe/Middle East/AfricaDassault Systèmes10, rue Marcel DassaultCS 4050178946 Vélizy-Villacoublay CedexFrance

AmericasDassault Systèmes175 Wyman StreetWaltham, Massachusetts02451-1223USA

Asia-PacificDassault Systèmes K.K.ThinkPark Tower2-1-1 Osaki, Shinagawa-ku,Tokyo 141-6020Japan ©

2019

Das

saul

t Sys

tèm

es. A

ll ri

ghts

rese

rved

. 3DEX

PER

IENCE®

, the

Com

pass

icon

and

the

3DS

logo

, CA

TIA

, SO

LID

WO

RKS

, EN

OVI

A, D

ELM

IA, S

IMU

LIA

, GEO

VIA

, EXA

LEA

D, 3

D V

IA, B

IOVI

A, N

ETVI

BES

, and

3D

XCIT

E ar

e co

mm

erci

al tr

adem

arks

or

regi

ster

ed tr

adem

arks

of D

assa

ult S

ystè

mes

or i

ts s

ubsi

diar

ies

in th

e U

.S. a

nd/o

r oth

er c

ount

ries

. All

othe

r tra

dem

arks

are

ow

ned

by th

eir r

espe

ctiv

e ow

ners

. Use

of a

ny D

assa

ult S

ystè

mes

or i

ts s

ubsi

diar

ies

trad

emar

ks is

sub

ject

to th

eir e

xpre

ss w

ritt

en a

ppro

val.

Our 3DEXPERIENCE® platform powers our brand applications, serving 12 industries, and provides a rich portfolio of industry solution experiences.

Dassault Systèmes, the 3DEXPERIENCE® Company, provides business and people with virtual universes to imagine sustainable innovations. Its world-leading solutions transform the way products are designed, produced, and supported. Dassault Systèmes’ collaborative solutions foster social innovation, expanding possibilities for the virtual world to improve the real world. The group brings value to over 220,000 customers of all sizes in all industries in more than 140 countries. For more information, visit www.3ds.com.

optimizing quality: enhance your lean manufacturing journey

Documents