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There is great value in applying lean philosophies and methods to the product creation process, especially in today's competitive environment. Customers now demand better quality (especially a better fit with the product's intended use) and new products with even greater frequency than in the past. The integration of lean methodology throughout product creation is an obvious choice as a systematic way of meeting customer demands. Lean methods result in shorter time to market because understanding and meeting customer wants and needs is an integral starting point in the process. A more in-depth use of lean methods results in better quality and a reduced cost of product creation. Because of more frequent product changes, the cost of the product determined during product creation becomes even more critical. Further, if product creation costs are not reduced, the cost to the customer will increase, putting the product and the company in a less competitive position.

Successful simultaneous engineering requires a team with a high degree of engineering skill and experience, knowledge of the latest materials, processes, and methodologies; and it also requires finely honed people skills. Designing the workplace for people (DFP) can facilitate collaboration, increase quality and other significant metrics, and lead to an enhanced product greatly appreciated by the customer. Design for People applies the principles of performance technology to select and retain outstanding engineers, systematically train and educate for future competency needs, and reward and motivate through traditional and non-traditional approaches. Examples of best practice enable other organizations to apply the concepts of DFP.

The world is in an information era which requires consistent and targeted training. Engineers must keep pace with engineering changes through continuous, lifelong learning. An effective method for determining engineering training plans is through individual and department skill gap analyses. Gap analysis is also an effective method for assisting engineering managers in the budgeting and planning processes. A research study of 12,000 engineers by a major automotive company resulted in the development of the Skills Gap Identifier and the Skill Needs Identifier, for targeting engineering training.