Lean Product Development by Ron Mascitelli

1

Lean Product DevelopmentWorkshop

Prepared and presented by –

Ron Mascitelli, PMPPresident

Technology Perspectives

Phone: (818) 366-7488E-mail: [email protected]: www.Design-for-Lean.comVersion 1.09L Revised – 6.25.09

Copyright 2009 –Technology PerspectivesAll Rights Reserved

2Copyright 2009 -

Agenda

“Visioning” a Lean Product Development Process

Practical Learning –

The Market Requirements Event

Visual Workflow Management

3Copyright 2008 -

The Three Dimensions of Excellence inProduct Design and Development

Mar

ket P

rice

Prod

uctio

n C

ost

Time-to-Market

Lean Product Design –• Design for Manufacture• Toyota “3P” Process• Value Engineering• Design for Six Sigma

Lean Innovation –• Rapid Innovation• Scenario

Brainstorming• Set-Based Design

Lean Product Development –

Slashing Time-to-Market andImproving Resource Utilizationis the Focus of this Workshop

4Copyright 2009 -

What is Lean Product Development?

It’s all about “productivity” -

Profits generated per hour of design timeEfficient utilization of designers / developersFaster time-to-marketMore projects completed per unit timeHigher profits for your firmMore customers satisfied more of the timeMore fun for designers who are freed from

wasteful, boring activities.

Our enemy is wasted time…Lean Product Development provides both the

mindset and the tools to fight back!

=======

Value-AddedWork

Non-Value-AddedWork

Profit?

Rev

enue

Wasted Time May Represent YourBiggest Product Development Cost!

Copyright 2008 -

Why Tolerate Waste?

Error LoopsUnnecessary Steps Poor HandoffsUndefined RolesLow Value MeetingsLack of InformationMissed Target CostsExcessive MultitaskingLack of PrioritizationConstant Interruptions

6Copyright 2009 -

“Top Ten” Sources ofProduct Development Waste

Chaotic work environment – constant interruptions

Lack of available resources – resource bottlenecks

Lack of clear prioritization of projects / tasks

Poor communication across functional barriers

Poorly defined product requirements

Disruptive changes to product requirements

Lack of early consideration of manufacturability

Over-designing, analysis paralysis, gold-plating

Too many @!%&* meetings

E-mail overload – the “e-mail avalanche”

7Copyright 2008 -

Identifying Non-Value-Added Waste

Based on this (strict) definition of value, we can divide the activities of any development project into three categories:

Value = Value-added (essential) tasks

Type 1 (Enabler) = Non-value-added (NVA) but currently necessary

Type 2 (Waste) = NVA and not necessary

“A design / development activity is value-added if it transformsa new product design (or the essential deliverables needed

to commercialize it) such that either the product’sprofit margin and / or market share are positively impacted.”

8Copyright 2009 -

Waste Elimination Through Lean Methods

Our goal is to eliminate Type 2 wherever possible, and minimizethe waste in Type 1’s through the use of Lean Methods.

Current State –

Value Type 1 Enablers Type 2 Waste

Lean “Future State” –

9

The “Over-the-Wall” Development Process

“Over-the-Wall” is a leftover of commodity mass production and is the enemy of speed and innovation...

Marketing Engineering Manufacturing

New Specs

Failed Prototype

Revised Specifications

“Finished” Design

Unacceptable Unit Cost

Engineering Change Orders

Launch

Copyright 2009 -

10

The “Phase / Gate” Development Process

The “Phase / Gate” product development process was developed for NASA and DOD “megaprojects” to reduce technical risk and coordinate vast numbers of sub-contractors...

The Phase / Gate process can be used as a transition stage from“over-the-wall” development, but it is not an end in itself!

Copyright 2009 -

Concept/Planning Design Prototyping Execution

Redesign Eng. Change

Verification

Eng. Change

Gate 1 Gate 2 Gate 3 Gate 4

Copyright 2008 -

Potential Sources of Waste in a “Typical”Phase / Gate Process

TOO MANY GATE REVIEWS

TOO MANY PROCESS-MANDATED ACTIVITIES

PROCESS DRAINS TIME FROM VALUE CREATION

PROCESS IS DIFFICULT TO SCALE DOWN

PHASES / GATES DISTORT THE CRITICAL PATH

In short, phase / gate is heavy on command and control,but doesn’t define an efficient way to design and

develop a new product!

12Copyright 2009 -

Attributes of a Lean Development Process

A process based on the philosophy that information and learning must “flow without interruption”.

Focus of process is on transformation of information, not on artificial structure and heavy-handed governance.

An event-driven approach simplifies collaboration and enables design optimization.

Emphasis on proactively managing risks to schedule, cost,performance, and quality.

Can be scaled to any size project, from a one or two person “team” to a major development effort.

Simple, often visual tools are used to capture learning, trackprogress, set priorities, and solve problems.

13Copyright 2009 -

Overview of a Lean Product Development Process

Planning / RiskBasic Project Plan

Milestone ScheduleRisk Mgmt. PlanMitigation Actions

Start D

Market Rqmts.Market PositionSegmentation

Prioritized Rqmts.Prioritized Features

D

3P/Cost Reduc.Production PlanPurchasing Plan

Value EngineeringInnov. Brainstorming

D

Design ReviewPrototype Data

Design ValidationCost ValidationDesign Freeze

D

Prod. ReadinessFactory LayoutSupply Chain

Test / InspectionLaunch Plan

Make Money!

Optional DecisionPoints

Milestone“Events”

Lean Workflow Management

“Floating” Events

VoCWorkshop

InnovativeProblem-Solving

14Copyright 2009 -

A Practical, Common-Sense Approach to Slashing Waste

“Common Sense is genius dressed in its working clothes.”- Ralph Waldo Emerson

“Common Sense is something that you already know...once someone points it out to you.”

- Ron Mascitelli

=

15Copyright 2009 -

Agenda





16Copyright 2009 -

What Constitutes aGreat New Product Opportunity?

GreatProduct

HighlyDifferentiated

ManageableRisk

LeveragesManufacturing

Capability

SupportsFirm’s Strategic

Direction

High NetPresent Value

(NPV)

Aligned with Core

Competencies

Copyright 2008 -

Product Requirements Must be Driven byHow Customers Perceive Value

Categories of Product Value Performance Esteem Scarcity Retained Value Product Examples

Paper Clip

Gold Tie Clasp

Tap Water

Imported Bottled Water

Decorative Wall Poster

Original Oil Painting

Tickets to Local Movie Theater

Tickets to See Bruce Springsteen

Magnetic Compass

Portable GPS Locator

Generic Office Software

Fully Customized Office Software

Digital Alarm Clock

Swiss Grandfather Clock

RelativeMarket Price

18

Overshoot or Undershoot of Customer NeedsCreates Waste

Copyright 2009 -

Prof

it M

argi

n

Cost of Performance or Added Features

Region of Optimized Profit Margin

Performance / Feature Overshoot

Missed ValueOpportunities

19Copyright 2009 -

A Lean Starting Point for Any Project –The Market Requirements Brief

1. Product Designation: ____________________________________________________2. What specific customer problem(s) does the product solve?

_______________________________________________________________3. Who are the target customers?

_______________________________________________________________4. “Most Likely” Sales Volumes:

Year 1 = _________ Year 2 = __________ Year 3 = ___________5. Target Market Price: __________________ (dollars per unit)6. Target Manufacturing Cost: __________________ (dollars per unit)7. Target Market Entry Date: __________________8. Overt Benefits / Key Attributes:

i. _____________________________________________________________ii. _____________________________________________________________

9. Critical Physical Characteristics:i. (Example: Weight)ii. (Example: Dimensions)

10. Critical Performance Requirements:i. ________________________________________________ii. ________________________________________________

11. Critical Features:i. ________________________________________________ii. ________________________________________________

12. Other Critical Requirements or Constraints:i. ________________________________________________ii. ________________________________________________

A one-pageconcise

summary!

20Copyright 2009 -


Objective –To transform voice-of-the-customer (market) data

Into a prioritized list of product design requirements thatmaximize customer value, market acceptance, and profits.

Key Outputs –Market Positioning StatementTop Five Customer Benefits / Key DifferentiatorsPrioritized List of Features & Performance LevelsAction Assignments to Execute the Above

21Copyright 2009 -

Preparation forThe Market Requirements Event

Initial Product ConceptsCustomer Survey / Interview DataInfo. on Competitors’ ProductsCustomer Satisfaction DataWarrantee / Return DataTarget Cost / PriceManufacturing ConstraintsTarget Customer Group / SegmentProjected Capital RequirementsAssessment of Technical RisksAssessment of Market RisksStrategic Goals for New Product

= Essential Inputs= Valuable Inputs

22Copyright 2009 -

Recommended Participants for The Market Requirements Event

LPD "Events"

Functional RoleMarket

RequirementsPlanning / Risk

Mitigation3P / Cost

ReductionDesign Review &

FreezeProduction Readiness

Team Leader

Core Team Members

Functional Supervisors

Functional Managers

Marketing Manager

Production Supervisor

Production Manager

Line Operators

Procurement

Supply-Chain

Quality Engineering

Cost Accounting

Mfg. / Process Engineers

Strategic Suppliers

Sales Representatives

Test Engineering

Packaging Designer

Lean Champions

23Copyright 2009 -

Typical Agenda for the Market Requirements Event

8:00 – 9:00 Overview of Available Customer Data9:00 – 12:00 Part 1 – Define a Market Position

- Market Positioning Statement- Identify the “Top Five” Benefits

1:00 – 3:30 Part 2 – Prioritize Requirements & Features- Round 1 Lean VoC (High Level)- Compare Outputs to Mkt. Position- Round 2 Lean VoC (Refine)

3:30 – 4:00 Define Prioritized List of Features / Rqmts.4:00 – 4:30 Update Master Action List for Concept Design4:30 – 5:00 Management Outbriefing

One day is the minimum that should be allowed forthe Market Requirements Event – two or more days may

be needed for large or complex projects!

24Copyright 2009 -

What Does “Market Positioning” Mean?

A product’s “position” in the market is its uniquecombination of performance / features, price, and quality.Ideally, that position is large and well-defined enough toprovide a robust business case.

YourProduct

Competitors’ Products

Price

Performance / Features

Qua

lity

25Copyright 2009 -

The Market Positioning Statement

A market positioning statement (aka, “value proposition”)is a one or two sentence phrase that captures the who, what, andwhy of your new product.

WHO is the intended target market for the product?

WHAT are the benefits that the new product provides?

WHY would a customer buy your product over others?

Example: “The new Model XYZ Speedboat represents abreakthrough in performance, appearance, and sport technology, that targets youthful, affluent,waterskiing and scuba-diving enthusiasts. Withnearly twice the acceleration, a lightweight all-carbon-fiber hull, and a three-color gel-coat finish the Model XYZ is as fast as it is eye-catching.”

26Copyright 2009 -

What are the “Top Five” Key Differentiators?

CustomerNeeds

PrioritizedDesign

Requirements

Key Diff. #1

Key Diff. #2

Key Diff. #3

Key Diff. #4

Key Diff. #5

Our goal for this Event is to translate customer needsinto prioritized design requirements for your new product.

The “Top Five” Key Differentiators are the fivegreatest opportunities for your product to succeed

in the marketplace – in the customers’ own language!

27Copyright 2009 -

A Tool to Identify the “Top Five” Key Differentiators

Possible keydifferentiators

(customer benefits)

Relevance to buying decision

( R=1 to 3 )

Degree to which marketneeds are totally satisfied

(N = Percent Satisfied)

Your CurrentProduct

CompetitorProduct A

CompetitorProduct B

DifferentiationOpportunity

D = R

Max. N

Brainstorm onthese!

Top five scoresare your

“Top Five”

Best estimates based onmarket data and

team’s knowledge

3 = High2 = Med.1 = Low

28Copyright 2009 -

Worked Example for a Speedboat Product

Possible KeyDifferentiators

(Customer Benefits)

Relevance to Buying Decision

( R=1 to 3 )

Degree to Which MarketNeeds are Totally Satisfied

(N = Percent Satisfied)

Your CurrentProduct

CompetitorProduct A

CompetitorProduct B

DifferentiationOpportunity

D = R

Max. N

High Top Speed

Rapid Acceleration

High Towing Capacity

Gas Mileage

Appearance

Safety

Supports Scuba Diving

Supports Waterskiing

3

2

2

1

3

2

1

3

50%

20%

80%

40%

50%

90%

10%

30%

60%

30%

90%

50%

40%

90%

20%

20%

70%

40%

90%

30%

50%

80%

20%

40%

4.3 *

5.0 *

2.2

2.0

6.0 *

2.2

5.0 *

7.5 *

* These are the “Top Five” Key Differentiators for this product.

29Copyright 2009 -

Harnessing the “Voice-of-the-Customer (VoC)”

First we enter the Top Five Differentiators in the appropriatelocations (see next slide for a template).

These benefits are “weighted” by their potential todifferentiate the new product (the “D* score”).

Next we list possible features, functions, or performancelevels that the design team believes address the Top Five Differentiators.

Finally, we score each feature / function on a -5 to +5 scale,based on its impact on each of Key Differentiators.

The cumulative weighted score across each row representsthat feature / function’s priority in the new productdesign.

30

Poss

ible

Fea

ture

s / P

erfo

rman

ce L

evel

sth

at C

ould

Del

iver

Key

Diff

eren

tiato

rs

Copyright 2009 -

Weighting Factorsfor “Top Five” Differentiators

( D score)

“Top Five” Key Differentiators

Cum

ulat

ive

Wei

ghte

d Sc

ore

Prio

rity

Ran

king

The Lean VoC Tool

31

For aSpeedboat

Product

Copyright 2009 -

Worked Example Using the Lean VoC Tool

Cum

ulat

ive

Wei

ghte

d Sc

ore

Hig

h T

op S

peed

Rap

id A

ccel

erat

ion

App

eara

nce

Prio

rity

Ran

king

Supp

orts

Scu

ba

Supp

orts

Wat

ersk

iing

4.3 5.0 6.0 5.0 7.5200 HP Engine400 HP Twin EnginesSplit Hull DesignCarbon Fiber HullNitrous Oxide Injectors3-color Gel-Coat FinishOptional Scuba DeckAutomated Tow Rope FeedCustom Storage for GearFish-Finder Sonar

2 2 0 0 35 5 0 0 5-1 -3 1 2 -13 3 0 0 25 5 0 0 10 0 5 0 0-1 -2 -2 5 20 0 0 0 50 0 -1 3 20 0 0 0 0

41.169.0-10.842.954.030.013.737.524.00.0

X1

X325746X

Poss

ible

Fea

ture

s / P

erfo

rman

ce L

evel

sth

at C

ould

Del

iver

Key

Diff

eren

tiato

rs“Top Five” Key Differentiators

Copyright 2009 -

Do You Need to Match the Competition?

In addition to differentiating your product from competitors, you may need to match one or more attributes oftheir products to ensure parity in non-differentiatingaspects of your new product.

The goal is to avoid a “negative” that might dissatisfy a customerand cause you to lose market share or pricing power.

Examples include:

Achieving the same approvals, certifications, etc.as your top competitors.

Meeting industry standards for interfaces, outputs, etc.

Updating technologies to avoid giving an edge toyour competition.

Matching your top competitor’s basic features orperformance levels.

33Copyright 2009 -

The Final Step: Setting Clear Prioritiesfor Product Features / Performance Levels

34

Must / Should /Could Prioritization

Prioritization ofOptional Product

Features

Prioritization of KeyPerformance Targets

Prioritization ofProduct Versions,

Sizes, etc.

Establishment ofM/S/C levels for Testing,

Quality, Defects, etc.

Copyright 2009 -

Applications of Must / Should / Could Prioritization

35

Beginning of ProjectIf Project Schedule Slips

or Cost Grow

Scope reducedto meet target cost

or time-to-market goals

MustHaves

ShouldHaves

CouldHaves

Highest priorityrequirements or

features are front-endloaded to allowscope flexibility

at the end of project.

Copyright 2009 -

Cost / Schedule Problems Can Be Solved by Trimming “Could-Haves”

36Copyright 2009 -

Identifying Must / Should / Could Priorities

Highest scoring features / performance levelsfrom Lean VoC, plus…

Key requirements that ensure parity withcompetitors’ products.

Middle scoring features / performance levelsfrom Lean VoC, plus…

Key requirements that increase the product’sstrategic fit or commonality with otherproducts from your firm.

Lower scoring features / performance levelsfrom Lean VoC, plus…

Relatively high risk “innovations” that mightdelight the customer, but are unprovenor optional.

37Copyright 2009 -

Prioritized Requirements for Our Worked Example

Engineering Requirements Brief

Key Requirement Value orDescription

PriorityMust Should Could

* Additional requirements driven by need for parity with competition orto achieve internal commonality and cost reduction.

Power PlantCarburetionHull MaterialNavigation *Communications *Certifications *Length *Towing SystemHull FinishDrive Train *Spar Structure *Trailer *StorageOptional Equip.

400 HP Twin Gasoline EnginesNitrous Oxide Fuel Injection3-Layer Carbon Fiber CompositeNext Generation Global GPSXYZ S-to-S Radio with BeaconUL Certification on all Electronics20 ft. < Length < 24 ft.Automated Feed, Constant Tension3-color Catalyzed Gel CoatCommon with Model SB15Common with Model SB32Standard Model T24Customized for Scuba / SkiingOptional / Removable Scuba Deck

XXXXXXX

XXXXX

XX

38Copyright 2009 -

Critical Output:The “Master Action List” Maintains Team Focus

The “Master Action List” is created, maintained and updated throughout the project to track long-term actions and manage “unplanned work”.

Event Actions / Risk Mitigation Actions

Responsible Team

Member

Planned Completion

Date

Actual Completion

Date

Priority (High,

Med., Low)Comments

Assemble Prototype Kits in Advance Jane M. 4/27/09 High Some parts are still missing

Get Feedback on Draft Test Plan Joe P. 5/1/09 5/8/09 Med. Complete

Run Alternative Circuit Simulations Cedrick M. 5/1/09 High Need Resources!!

Make Reservations with Key Suppliers Joline Q. 5/5/09 Med.

Give Customer Early Perf. Feedback Harry P. 5/10/09 Low

Verify Availability of Lab Technicians Dave N. 5/10/09 Low

39Copyright 2009 -

Agenda





40Copyright 2009 -

An Integrated System for Workflow Management

Stand-up Meeting

Visual Project Board(Obeya “Light”)

Stand-up meetings, combinedwith visual project boardallow for optimized teamcommunication andefficiency.

Visual board can bemade available to teammembers at other locations by either usinga webcam, or by postinga digital picture of theboard on the intranet.

41

Key Milestone Responsible Team Member

Planned Completion

Date

Actual Completion

Date

Cost Status

Schedule Status

Tech. Status Comments

Fabricate Prototype David Copperfield 6/7/09 6/7/09 Complete

Prototype Testing Oliver Twist 4/5/09 First Test Failed

Prototype Validated Tiny Tim 3/14/09 May Require Rework

Production Tooling Charles Darney 4/24/09 Supplier Issues

Test Plan Complete Sydney Carton 4/20/09 Resources Unavailable

Final Drawing Release Lucy Mannette 5/17/09

Fabricate Qual Units Charles Dickens 6/14/2009

Element #1 –The Management Status Tool

Copyright 2009 -

G G G

G Y Y

R R Y

G R G

Y Y G

G G G

G G G

Copyright 2009 -

An A3-Based Management StatusTemplate

Substitute for Management Status Tool:The Multi-Project “Cadence” Tool

Copyright 2008 -

ProjectDesignation

KickoffDate

Completion DatePlan Est. Actual

KeyMilestone

Definitions:

1. Engineering Spec Complete2. Conceptual Design Review / Approval3. Prototype Performance Validated4. Drawing Pkg. Rev. 0 Released

5. Critical Design Review / Approval6. Long Lead Items Ordered7. Qualification Testing Complete / Approv.8. Release to Production

Project 1

Project 2

Project 3

Project 4

Other?

1/2/09

3/5/09

2/5/08

5/2/09

10/3/07

6/5/10

3/5/11

5/13/10

8/19/10

5/13/09

Milestone Number1 2 3 4 5 6 7 8

7/1/08

9/20/08

R

Y

R

G

Y

1/2/10

3/5/11

10/5/09

8/19/10

5/13/09

10/1/08

11/20/089/24/08

10/5/08

11/1/08

11/1/08 10/1/08

11/20/08

Plan

Actual

44

Element #2 –Team Master Action List

Copyright 2009 -

Action ItemResponsible

Team MemberDue Date

Completion Date Priority

Comments

Create prototype parts kit Jane M. 4/27/09 High Parts missing

Draft test plan out for review Joe P. 5/1/09 5/8/09 Med Complete

Complete circuit simulation Cedrick M. 5/1/09 High Need Resources!!

Order injection-mold tooling Joline Q. 5/5/09 Med

Meet with key supplier Harry P. 5/10/09 Low

Prepare for customer meeting Dave N. 5/10/09 Low

45Copyright 2009 -

Horizontal axis represents daysof the week or weeks of themonth

Vertical axis represents teammembers available for projectwork (including extended team)

Actions are placed at junction between responsible teammember and due date

Colored “pull cards” can be usedto identify required actions,with color used to indicatepriority or type of activity

Center Section of Visual Board:The “Wall Gantt”

46Copyright 2003 -

A “Wall Gantt” Template for aSingle Project

Week 1 Week 2Mon Wed Fri Mon Wed Fri

2-weekWindowTeam

Member

Out

Out Out

Out

Tom

Dick

Harry

Jane

Sally

Mary

Out

High Priority

Med. Priority

Low Priority

Team memberunavailable

Copyright 2003 -

A “Wall Gantt” Template for aMix of Medium / Small Projects

47


2-weekWindowTeam

Member

Tom

Dick

Harry

Jane

Sally

Mary

Project 1

Project 2

Project 3

Project 4

Small Projects

48Copyright 2009 -

Element #3 –The Project Timeline

Cum

Dur

atio

n (w

eeks

)

24

20

16

12

8

4

00 1 2 3 4 5 6 7

Value Milestone Number

“Major Milestones” include all five Events,plus any customer / company mandated milestones.

PlanActual

Scheduled Time to Completion

Actual Time to Completion

ScheduleVariance

49Copyright 2009 -

Element #4 –Parking Lot for Issues / Problems

The final quadrant in your project board should providespace for unplanned issues or problems.

This section should be accessible 24/7 to team membersso they can capture issues as they occur.

Issues that are identified will be dispositioned at the nextteam stand-up meeting.

Issue / Problem Owner Date

50Copyright 2009 -

Example of a Single-Project Visual Board(aka, “Obeya Light”)

51Copyright 2009 -

Example of a Multi-Project Visual Board(aka, “Obeya Light”)

Project Cadence Board Multi-Project Wall Gantt

52Copyright 2009 -

The “Visual Project Board” is a LivingWorkflow Management Tool

Near-Term Action Item Responsible Team Member Due Date Completion

DateM / S / C Priority Comments

Create prototype parts kit Jane M. 4/27/09 M Parts missing

Draft test plan out for review Joe P. 5/1/09 5/8/09 S Complete

Complete circuit simulation Cedrick M. 5/1/09 M Need Resources!!

Order injection-mold tooling Joline Q. 5/5/09 M

Meet with key supplier Harry P. 5/10/09 C

Prepare for customer meeting Dave N. 5/10/09 S

Key Milestone Responsible Team Member

Planned Completion

Date

Actual Completion

Date

Cost Status

Schedule Status

Tech. Status Comments

Fabricate Prototype David Copperfield 6/7/09 6/7/09 Complete

Prototype Testing Oliver Twist 4/5/09 First Test Failed

Prototype Validated Tiny Tim 3/14/09 May Require Rework

Production Tooling Charles Darney 4/24/09 Supplier Issues

Test Plan Complete Sydney Carton 4/20/09 Resources Unavailable

Final Drawing Release Lucy Mannette 5/17/09

Fabricate Qual Units Charles Dickens 6/14/2009

Management Status Project Timeline

Master Action List Open Issues

Issue / Problem Owner Date


Out

Out Out

Out

Tom

Dick

Harry

Jane

Sally

Mary

Two-Week Action Plan

53

Project Coordination Using Team Stand-Up Meetings

Copyright 2009 -

Lunch

TeamSchedule

How to coordinate a project team –CoordinationApplication –

Coordinate team with a 15 minute“stand-up” meeting

Establishes a work plan for eachteam member

All other topics are deferred toseparate meetings, if needed.

Benefits –Establishes an urgent “beat” for

project executionEnables immediate course correction

and resource reallocationAvoids “time batch” effects caused

by slow feedback

54

Advantages of Team Coordinationby Stand-up Meetings

Weekly Coordination More Frequent Coordination

Rel

ativ

eEf

fort

0

100

Work Days Before Meeting5 4 3 2 1

Rel

ativ

e Ef

fort

0

100

Work Days Before Meeting1 1 1 1 1

Mag

nitu

de o

f Err

ors

and

Was

te

Low

High

Time Between Meetings

Mag

nitu

de o

f Err

ors

and

Was

te

Low

High

Time Between MeetingsCopyright 2009 -

55

Powerful Benefits of Stand-Up Coordination Meetings

Copyright 2009 -

Creates a shared language among team members

Allows for real-time reallocation of resources

Enables a focus on value-creating activities

Establishes a clear work plan for each day

Provides a mechanism for cultural change

Builds team identity and emotional commitment

56Copyright 2009 -

How to Conduct a Stand-up Meeting

1. Should be held either at starting time, or just beforelunch hour.

2. Should last for no more than 1 minute times the numberof attendees (15 minutes MAXIMUM duration at first…the team can always agree to a longer duration later).

3. Entire team should attend – off-site people can call in ona speaker phone – overseas people can be connectedthrough a designated “liaison.”

4. The meeting leader (anyone) should ask three simplequestions:

• What progress have you made since the last meeting?• How will you work toward your next key milestone?• What do you need from others to meet this goal?

57Copyright 2009 -

Overcoming Obstacles to Stand-up Meetings

At first, use a kitchen timer to ensure thatyour meetings won’t run longer than 15 minutes.

A speaker phone can be used to includeteam members that are geographically dispersed.

Keep attendance limited to those team memberswho actually create deliverables and perform actions.

Include “extended team” members only when theiractivity level on the project is high.

58

Sustaining activities – Long-term strategic projects

Major projects with low schedule pressure

Typical projects with high schedule pressure

“Crunch times” within a schedule-critical project

Emergencies, fire-fighting, last few days prior to launch

Monthly

Weekly

3 per Week

Daily

Twice Daily

Copyright 2009 -

Frequency of Stand-up MeetingsDepends on Project Urgency

Recommended forMost Projects!

Time-Slicing Techniques Can ClearTime for Focused Project Work

Copyright 2008 -

Lunch

“Project Time”for FocusedProject Work

Daily WorkSchedule

Application –Formal meetings and low-priority

interruptions are deferred to late morning and PM.

Phone is set to voice mail, and noe-mail activity.

Several hours in the AM are allocated for focused project work requiring high level of concentration.

Benefits –Significant increase in value-

creating time per day.

Avoids waste due to turbulence.

Enables team members to plantheir time and meet schedulemilestones.

Some “Project Time” ImplementationSuggestions

Copyright 2008 -

Establish a standard block of time each day that is set aside for focused project work, say 8:00 – 10:00 AM.

Create a “study area” at your facility that can be reserved by workers who require short periods of high concentration.

Consider a structured program that allows team members to work at home during periods in which they are performingschedule-critical work.

Issue a “project-time guideline” to all employees (see next slide)

Use a “red flag” or other creative method for communicating when team members are doing high-concentration work.

Use a “door log” to allow visitors to leave notes or ask questions without interrupting employee’s concentration.

ObjectiveTo provide project team members with a dedicated block of time that will

allow them to focus on project specific deliverables without interruption.

WhenMonday – Friday from 8:00 -10:00 am (for example)

Guidelines• Project time will be blocked on Microsoft Outlook calendars.• No team level meetings are to be scheduled during this time.• Participants will not be required to attend staff or functional level meetings during this time.• Time is not intended to catch up on emails.• Minimal phone interruptions – set phone to voice mail.• No drop-in interruptions, unless it is an emergency. (see below)• Closed door or Do Not Disturb flag will indicate a person is busy and should not be interrupted.• Extended team members will be included at their functional manager’s discretion.

Emergencies• Critical documents requiring signature• Questions relating to time-critical production-support issues• Issues that, if delayed, will cause a delay to a project milestone or the project schedule

An Example of a“Project Time” Guideline

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Biography of Ron Mascitelli, PMP

Ron served as both Senior Scientist and Director of R&D for Hughes Electronics and the Santa Barbara Research Center. His industry experience includes management of advanced projects for the Department of Defense, the Defense Advanced Research Projects Agency (DARPA), Lawrence Livermore Laboratory, NASA, and the Department of Energy.

Since founding in 1994, Ron Mascitelli has worked with over eighty companies to improve their product development performance and product-line profitability. In addition, he has published more than twenty papers and technical articles in major journals and trade publications, and is a contributing author for IEEE’s Technology Management Handbook. He is the author of four critically acclaimed books, including the recently published The Lean Product Development Guidebook. Ron currently lives with his wife and their numerous pets in Northridge, CA.

Ron Mascitelli, PMP (Project Management Professional, Masters Degree Solid State Physics, University of California, Los Angeles) is the Founder and President of Technology Perspectives . Ron isa recognized leader in the development of advanced product devel-opment methods. He presents his workshops and seminars internationally, and has created company-specific lean product development improvement programs for a number of leading firms,including Boeing, Intel, Boston Scientific, Adidas, Lockheed-Martin,

Parker Hannifin, Anderson Windows, New Balance Athletic Shoes, Goodrich Aerospace, Hughes Electronics, and Rockwell Automation.