OPTIMIZATION OF NVH TESTING AND ANALYSIS PROCESSES THROUGH THE INTEGRATION OF LEAN MANAGEMENT

The paper provides an in-depth analysis of how Lean management principles can be applied within the framework of NVH (Noise, Vibration, and Harshness) testing and analysis, particularly in the context of braking systems. The decision to introduce Lean was driven by the need to streamline complex workflows, reduce repetitive or non-value-adding activities, and establish a more structured and transparent process for evaluating vibroacoustic behavior. Rather than approaching Lean as a rigid set of rules, the study explores its integration as a flexible methodology, adapted to the technical and organizational realities of engineering research and development. Special attention is given to the coordination between simulation and experimental testing phases, where clear communication and timely data exchange are critical. The study also considers how interdepartmental collaboration can be supported through Lean practices, particularly in multidisciplinary teams where responsibilities are often shared across modeling, measurement, and interpretation. Organizationally, the implementation of Lean required certain adjustments to working habits and task ownership, encouraging more structured planning and accountability without imposing excessive procedural overhead. By focusing on the specifics of the NVH domain where small deviations in input can significantly affect perceived quality the research highlights how Lean can be tailored to environments that rely heavily on data accuracy, reproducibility, and cross-functional decision-making. This approach supports a more coherent and consistent engineering process, ultimately contributing to the development of more refined and technically validated products.