Bernd Aures, AUDI AG, Ingolstadt, Germany
https://www.xing.com/profile/Bernd_Aures
Twitter: @bernd_aures
GameDesign for a Lean (Food) Simulation at AUDI AG
3
Product line up AUDI AG, >50 models, >1,800,000/a
each individually configured by customer(Jan 2017)
R8
R8 Coupé
R8 Spyder
TT
TT Roadster
TTS Coupé
TTS Roadster
TT RS Coupé
TT Coupé
TT RS Roadster
Q7
Q7
Q7 e-tronquattro
SQ7
Q5
Q5
SQ5
Q3
Q3
Q2
Q2
A8
A8 L
A8 L W12
S8
S8 plus
A8
A7
S7 Sportback
RS 7 SB performance
A7 Sportback
A6
RS6 Avant
A6 Avant
A6 allroadquattro
S6 Limousine
S6 Avant
A6 Limousine
RS6 Avantperformance
A5
S5 Cabriolet
A5 Sportback
A5 Cabriolet
S5 Coupé
S5 Sportback
A5 Coupé
A4
A4 Avant
A4 allroadquattro
S4 Limousine
S4 Avant
A4
A3
A3 Sportback
A3 SB e-tron
A3 Limousine
A3 Cabriolet
S3
S3 Sportback
S3 Limousine
S3 Cabriolet
RS3 Limousine
A3
A1
A1
A1 Sportback
S1
S1 Sportback
4
used senses in training try something unusual
Typical: touch, see, hear Unusual: taste, smell
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5
Finding the key element – far enough for a game – close enough for portability
• suitable for „production“ through participants
• suitable for “individualization” trough customer
• suitable for “improvement” in product & process
• low cost for ingredients and tools
• …
List and weight the elements to teach and find an
“element” to show and transport this information
Focus: Idea: individual ordered sandwiches
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6
Customer-driven design – try to derive aspects from real problems
• typical automotive (press, body, paint, assembly, …)
• administrative processes
• process & product design
• point-KAIZEN & system-KAIZEN
step into participants view: list and transfer typical
issues from shopfloor and office into your game
product – building order:
• using a toothpick for fixation – mount it in bodyshop
> causes waste in paint-shop
> can later be transferred to assembly
(where it’s really needed)
Necessary Elements: Example:
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7
CIP means optimization – can you make it happen?
• once or repeatable?
• how to show the optimization?
• how many stages?
• time needed?
use of 3 stages:
• basis
• point-KAIZEN (5S, optimum reach, in/out)
• system-KAIZEN (layout, balancing, FIFO, …)
Building the puzzle Example:
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8
Keeping the balance – overall view
• overall process – could it work at all?
• balancing (e.g. cycle times) – in all stages
• interdependencies – what side effects are possible?
• clear message – still on track?
• …
take a look and adjust, change elements from the
overall perspective
press-shop:
• cycle-time way to fast in comparison to other jobs
> should produce inventory (waste)
• Idea: integration of a little oven?
+ will rise taste of sandwich
- will rise cycle-time > not suitable for stage 1/2
+ can visualize the batch-process at stage 1/2
- will arise the need for a flow-oven in stage 3
- will rise invest cost, need for power-supply
- risk of hot surface, injuries
decision: don’t integrate
Tasks: Example:
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9
Integrating theory
• is additional theory necessary?
• how is it linked to the game?
• can it be explained directly in the game or are
additional slides necessary?
• blocked or geared model theory/game?
Idea:
• make the participants to employees, link the need of
optimization directly to the results of the recent phase
of the game
Examples:
• disorder in delivery?
> „Customers complain because of not being served in
the right order!“
• explanation of the power of a target
> „Our target is a lead time of 2min!“
Aspects: Example:
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10
MVP – the art of prototyping
• will it work at all?
• which tools, material, etc. do we need around the basic
elements?
• test the rules and premises > will it lead to the
expected results?
• get a first participants feedback!
• …
and don’t forget to have fun!
• sandwiches – which bread to use?
• purchasing – what exactly in which packaging?
• use ceramic or paper-plates?
Aspects: Examples:
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11
Role of the trainer, rules, etc. – how to lead the game!
• is the storyline working?
• how to explain what to do?
• how far/narrow set the rules?
• how to get the participants involved?
• develop possible interventions for typical situations
• …
get in touch to the variety of different groups!
• how many “help” is useful to get the participant to an
“expected next step”?
• how to react to unexpected solutions?
Aspects: Examples:
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12
Keep the learnings – support & spread the trainers knowledge
• which elements are stable and can therefore be fixed?
• typical optimization material available?
• for what is explanation necessary, which can be learned
by reading?
• are visual instructions possible?
• 5S, standards & co
• what are the core ideas to tell?
• explanation of the “logic” of the game
(typically this can’t be observed!)
• coach and discuss the recent situations and how to
react on them
be free to accept similar, but individual ways to do the
training – each trainer/training is unique!
Supporting material: Train the trainer:
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