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All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 1
Lean, IntegratedProduct & Process Development
Brent Wahba
March 30, 2010
(585) 315-7051
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 2
If only we coulddevelop better,easier to make
products in half the time…with
much less stress!!!
Summary
I can help you,but you will
have to LEARNto THINK & ACTDIFFERENTLY!
Oh thank youLean ProductDevelopment
Consulting Man!You’ve saved
the day AGAIN!!!
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 3
Why Focus on Product Development?
< 20% Of newproducts achievetheir commercial
objectives
Only 1 in 3,000ideas becomesa commercial
success
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1 month delay = 10% gross profit loss (average) (Sopheon)
12 Month delay = 50% revenue loss in slow markets, 90% in fast markets (IBS)
Introduction Growth Maturity Decline Time
Un
its,
Rev
enu
e, o
r P
rofi
t
Los
t Uni
ts, R
even
ue, o
r P
rofit
Total Units, Revenue, or Profit
OptimalEntry
LateEntry
Why Focus on Product Development?Time to Market
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Accounting Cost vs. Ability to Change Cost:
0%
10%
20%
30%
40%
50%
60%
70%
80%
Design Material Burden Labor
Accounting Cost
Ability to Change Cost
Are We Working on the Wrong End?
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What % of your Product Developmenttime is typically “Value-Added?”
Why Focus on Product Development?
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Why Focus on Product Development?
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What Would be the Impact of*:
75% Fewerengineers todesign a car?
75% LessProduction
Scrap?
Knowing which5 – 7 criteria
customers buybased on?
50% Lessdevelopment
lead time, 30% lower total cost,
with 25% fewerresources?
> 75% Commercialsuccesses?
95 % Lessprototypelead time?
*Your results may vary
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 9
“You can’t solve today’s
problems at the same level
of thinking you were at when
you created them.”
Albert Einstein, Lean Thinker:
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Definition: Value Streams
2000
I I I I
I
AAA CeramicPowder
Mug-O-Rama
P/T = 30 minL/T = 1200 min%C&A = 95%
P/T = 1 minL/T = 250 min%C&A = 99%
P/T = 1 minL/T = 250 min%C&A = 65%
P/T = 960 minL/T = 1080 min%C&A = 85%
P/T = 1 minL/T = 180 min%C&A = 65%
P/T = 15 minL/T = 600 min%C&A = 95%
P/T = 5 minL/T = 120 min%C&A = 98%
Acme Mug Company1 Order / Day
Phone2 P.O. / Week
Fax
2500 Per day27 Styles
99.7% Defect-free
1 Shipment/ Week
1 Shipment/ Day
1FIFO
1
1 500 500
Phone
ProductionAuthorization
JobPacket
2Coffee
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 11
Companies are Really Quite Simple…
Product Development Strategy & Marketing
R&D
Design
Supplier Selection
Process Development
Value Stream Design
Tooling Implementation
Test and Validation
Continuous Improvement
Make / Deliver Operations Sales & Marketing
Manufacturing
Supply Chain
Distribution
Service
Continuous Improvement
“Product Development”:Creating Production
Value Streams
“Make / Deliver” Operations:Operating Production
Value StreamsCustomersCustomers
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Simple, Standardized, Efficient, Robust, Development Process
Product Development
Customer Needs Problems to solve What customers value What they will pay for ”Voice of the Customer”
Competitive, profitable,capable, optimized:
Product Definition,Service Definition,Process Definition & Production Value Streams
Organizational Needs Strategy, growth, profit Standardized work Internal requirements Regulatory requirements
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Lean is Ancient…and Often Misunderstood
Venetian ArsenalStandardization, Quality
1320
Honorē BlancInterchangeable Parts
1780
Frederick TaylorScientific Management
1911
Meat Packing(Dis)assembly Line
1867
Ransom Olds1st Auto Assembly Line
1901
Ford, Highland Park PlantLinked & Paced Assembly
1913
Sakichi Toyoda, Taiiichi OhnoJIT, Defect Prevention
1920 - 1990
WWIITakt Time, TWI
1940s
Eliyahu GoldrattConstraints, Systems
1984
DemingPDCA, People, Quality
1950s
Scientific MethodEgypt, Socrates, Bacon, Galileo
1600 BC – 1600 AD
1991 Today
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“Delivering the most customer value
while consuming the fewest resources”
Customer focus
Respect & leverage our people
Constant reuse, learning, problem solving
→ Efficiency, effectiveness, prosperity
Lean
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ProjectManagement
There really is no common definition…
What is Lean Product Development?
LeanProductDevelopment(LPD)
DesignForSix Sigma(DFSS)
SystemsEngineering(SE)
Agile
,Scr
um,
XP
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FakeLean
WasteReduction
Potential Lean Product Development Paths
Which is best?
What problem(s) are you solving?
Do you want to change process and / or culture?
Lean Manufacturing
/ “Design Factory”
DesignTools
QueuingTheory /
Flow
ProjectManagement
Modified6 Sigma / Problem Solving
Al Ward
ToyotaSystems
Engineering/ SoftwareMethods
OrganicGrowthModel
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Key Lean Product Development Themes
Development is not a deterministic process
The output of development is reusable knowledge:
–How to satisfy customers
–How to perform work efficiently and effectively
–Validated, lean, capable production value streams
Small batch sizes:
–Knowledge, experiments, design elements
Cadence of small, fast learning cycles
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Pull systems:
–Knowledge, customer-driven milestones
Distributed project management
Visual management
Systems Engineering framework
Explore alternatives
–Increase learning
–Manage high risk / high reward alternatives
Key Lean Product Development Themes
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Integrating events instead of quality checks
Late concept selection with more knowledge
Managing organizational capacity versus demand
Project teams “own the business”
Team leadership, team design, supplier integration
Simple technology to fit team needs and processes
Key Lean Product Development Themes
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Organic Growth Model:Every Organizational Level Has Problems to Solve
Strategies Business Objectives Financial Performance
Goals Budgets Operations Schedules Projects
Assignments Rates Quality Standards
Executives
Managers
Teams &Individuals
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
Source (modified): Lean Transformations Group, LLC
Graspthe
Situation
“Wha
ts”,
Res
ourc
es, S
uppo
rt“H
ows”, P
erformance
Adjust Plan Check Do
Learning /Problem Solving
Cycle
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Organic Growth Model of Lean Development
ManagingWork
CustomerNeeds
LeanProduct
DevelopmentSystem
Preparingfor Lean
Production
LPD SystemDesign &
ContinuousImprovement
ProjectsReuseLearn firstExperimentsFailures
PullSmall batchPrioritizedOverburdenQuality @ sourceVisualProject management process
Team-ownedSolution emerges from experimentsValue stream mappingA3 Problem solvingSimple toolsIntegration & reflection
Product DesignProcess designValue stream designProduction validationProduction handoff
End customersProductionBusiness
FastLearningCycles
Graspthe situation,
Create pull forchange
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Customer Needs:Untested Market Hypotheses?
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Brent & Patty’s Car-Buying Journey:Learning and Decision Loops
Pastbrand anddealershipexperience
Patty’scar needsservice,“getting
old”
Newsstoriesof great
rebates &deals
Whatmodels?
Check ads
Onlineresearch,
narrowconsideration
set
Checkads, decide
potentialdealers
Test drive,form / verify
opinions
Biasedanalysis,
carselected
Comparedealerprices,assesshonesty
Considerimage impactwhere Patty
works
Investigatepricing anddiscounts
Negotiatedeal,
purchase
Pick upcar, qualityitems not
fixed
Badservice /
bad salesmanexperience
Badservice
experience,complaints
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Customer Journey(End customers, influencers, channels…)
Linking to the Customer Journey:Integrating Constant Learning
BasicR&D
SpecificR&D
Product /Process
Development
ValueStream
ImplementStart-Up Production Service
/ Help
StrategicPlanning
MarketResearch
ProductManagement
Pricing /Placement /Promotion
Selling FeedbackService/ Help
Feedback
What Customers Need
What WeCan Do
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Call out requirement used for comparison
Use Visual management to highlight gaps
Market, Customer, Program…
Capturing & Communicating Customer Needs:Value Proposition Example
What are thesignificantattributes forcustomer buydecisions?
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And Some Needs are Better Left Un-Served…
News in Brief
Fork Manufacturer Introduces Fifth Tine To Accommodate Growing American MouthfulsFebruary 17, 2010 | ISSUE 46•07
EVANSVILLE, IN—In an effort to keep pace with the rapid growth of American mouthfuls, flatware manufacturer KitchenMaster announced yesterday the addition of a fifth tine to its line of dinner forks. "These days, a traditional four-tined fork is just not enough to handle the quantities of food people shove down their throats," said company spokesman Ken Krimstein, holding up a fork supporting six separate tortellini, two turkey sausages, and some mashed potatoes. "To stay relevant to our customer base and bring back some of those who have given up on using utensils entirely, this was an adjustment we just had to make." Krimstein added that the augmented forks
would soon be followed by 25 percent deeper spoons and 3-gallon gravy boats.
Source: The Onion
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Lean Product Development System Design:Value Stream Mapping
UpdateConcept
ReviewData
StudyMfg.Cost
Mfg.Concept
StudyMfg.Manufacturing
ReviewData
QuoteSuppliers
SelectSuppliers
StudySupplyBase
BuyerPurchasing /Supply Chain
UpdateConcept
ReviewData
StudyInvestmentTooling
UpdateConcept
ReviewData
StudyProcess
ProcessConcept
StudyProcessProcess
ManufacturingEngineering
TestConceptTest
BuildConcept
Prototype
UpdateConcept
ReviewData
DesignConcept
StudyDesignDesign
ProductEngineering
StudyBusiness
Case
PrepareQuoteFinance
TriggerProjectProspectSales
SelectMarkets
Marketing
CreateStrategic
PlanPlanning
Commercial
Review /ApproveDesign
Review /ApproveQuote
ReviewProposalCustomer
Higher level /less detail thanmanufacturing
mapping
Current state:Customer value,Quality & rework,
Delays & interruptions,Knowledge growth,
Biases / assumptions,Prioritize problems
Future state:All customer needs,Quality at handoffs,Existing solutions,
Solution experiments
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“If HP knew what HP knew,
we would be
3 times as profitable.”Lou Platt,Former CEO,Hewlett-Packard
Fast Learning Cycles
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Why Learning First Works
Common causes of failure / rework:
Resources not available
Requirements change (or become known)
Validation failure or does not meet updated customer requirements
Product and process are incompatible / does not meet internal requirements
Project does not meet commercial requirements
No low risk back-up plan
Concept #1
Concept #2
Concept #3
Concept #4
Design Solution Selected
Design Development
ProductionPerceivedCustomer
Requirements
Process Development
Process Solution Selected
Typical Point-Based Product Development
Rework Rework Rework Rework Rework
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Sub-System
Mapping theDesign / Process /Customer Space
DefineNarrowing
CriteriaConcept Narrowing
And Integrating
Final Definition & Validation
Concept #1
Concept #2
Concept #3
Concept #4
Concept #1
Concept #2
Concept #3
Concept #4
Sub-System A
Sub-System B
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
#1
#2
#3
#4
#1
#2
#3
# 2 & # 3
# 4
# 1
# 2
Final Concept
Final Concept
Choose optimalintersection of sub-systems
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
Learning First + Controlled Narrowing
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Concept Narrowing While: Increasing Knowledge Increasing Detail & Functionality Increasing Optimization & Robustness Increasing Quality / Reducing Risk
Workload Leveled
Learning First + Controlled Narrowing
Lea
rnin
g C
ycle
FinalDesign,
Process, &Value Streamin Production
OutlineSystem
Structure
Mapping theDesign / Process / Customer Space
Learning, Narrowing,& Integrating
DetailedDesign,Process,
Value Stream,Validation
Fast,Standardized,No Surprises
No Rework –Only Production
ContinuousImprovement
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Linked Learning CyclesLeads to More Useful Knowledge
CustomerNeeds
Strategy
Internal& Partner
Capabilities
ProductDevelopment
Process
A PC D
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Swiss Federal Institute of Technology study ofthe causes of catastrophic structural failure:
1) Insufficient knowledge ........................................... 36%
2) Underestimation of influence ................................. 16%
3) Ignorance, carelessness, negligence .................... 14%
4) Forgetfulness, error ............................................... 13%
5) Relying upon others without sufficient control ........ 9%
6) Objectively unknown situation ................................ 7%
7) Imprecise definition of responsibilities .................... 1%
8) Choice of bad quality .............................................. 1%
9) Other ....................................................................... 3%
Learning Through FailuresK
now
led
geM
an
age
me
nt
Issu
es
Pro
duct
De
velo
pme
ntP
roce
ss Is
sues
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Managing Work:Common Project Management Evolution
1. Under-defined, wasteful, inadequate development process
2. “Standardized” statements of work by organizational function
3. Gates / quality checks
4. Training
5. Major quality reviews
6. Automation
7. Training
8. Kaizen workshop
9. Training
10. New methodology
11. etc… Every change implies a different process. Why? What problem is each step trying to solve?
– What is the real root cause?
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Projects are the deployment of a strategy
Projects are all about creating and applying useful knowledge
» What do we need to do?
» What do we need to know to do it?
» By when, by whom, and how?
Who is the customer of the project management process itself?
Lean Project Management
Continuous Improvement
Product Development Value Stream Implementation
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No box-checking allowed:
1. What is the product and / or service?
2. What are the delivery and service value streams?
3. Does it meet the customers’ needs?
4. Will it have acceptable quality at every customer touch point?
5. Does it fit our strategy?
6. Does it represent an acceptable investment of $s and resources?
7. What has changed and what are our countermeasures?
8. What went wrong and how do we prevent it from happening again?
9. What have we learned and how can we reuse it?
Question-Based Lean Project Management
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Integrating Learning LoopsInto Project Management
Customers &Deliverables
TargetCustomers
Quote /Specs
Prototype1
Prototype2
Quote /Specs
Quote /Specs
ApprovalParts
ProductionPartsStrategy
What is the Product?
What is the Process?
What is the Value Stream?
Do we Meet Customers’ Requirements?
Do we Meet Internal Requirements?
Learning / Problem Solving
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
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Managing Work:Organizational Capacity vs. Requirements
2008 2008 1/2 2009 2009 1/2 2010 2010 1/2
Product3
Product4
Product1
2011
ValueStream
1
2011 1/2 2012
Product2
ValueStream
2
Mar
ket
AM
arke
t B
Mar
ket
C Danger!
All Good
All Good
All Good
All Good
Development teams are most efficient / effective at 70 - 80% capacity Prioritize and balance workload; manage capacity versus requirements Align organization behind the strategy & priorities
Warning
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Customer
MilestonesRequirements
Defined Quote Prototype ValidationProduction
DesignStart of
ProductionContinuous
Improvement
Project 1
Plan:
Actual:
9/1/05
9/1/05
10/1/05
10/1/05
11/1/05
11/1/05
1/15/06
1/15/06
2/1/06
2/1/06
4/1/06
4/1/06
4/15/06
4/15/06
Project 2
Plan:
Actual:
9/1/05
9/1/05
10/1/05
11/1/05
11/1/05
12/1/05
1/15/06
2/15/06
3/1/06
3/15/06
4/1/06
4/15/06
4/15/06
5/1/06
Project 3
Plan:
Actual:
9/1/05
9/1/05
10/1/05
11/1/05
11/1/05
12/1/05
1/15/06
1/15/06
3/1/06
2/1/06
4/1/06
4/1/06
4/15/06
4/15/06
! ! ! !
Which project is fine? Needs watching? Is in trouble and needs intervention?
Draw attention to where help is needed and do not spend too much time on items that are on-track
Visual Project Management Example
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Design
Test
Process
Purchasing
Finance
Manufacturing
Week
“Project Kanban” Example
TeamDeliverable
CustomerDeliverable
Deliverableis Late!
Current
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“It’s not a productif you can’t make
and deliver it.”
Preparing for Lean Production:Creating & Validating Production Value Streams
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2008 BBB Complaints
Category Rank # of Complaints
Cell phones & carriers 1 35,631
Auto dealers – new cars 2 26,723
Auto dealers – used cars 7 12,958
Auto repair & service 12 11,157
Auto parts & supplies 39 4,303
Auto warranty companies 44 4,073
Auto rental & leasing 61 3,075
Auto manufacturers 108 1,749
Business consultants 127 1,407
Puppets & marionettes 590 2
Zinc oxide 2,408 0
Majority of autocomplaints arevalue stream / service related
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KFC Value Stream Debacle
We are so sorry, but due to the overwhelming response to our FREE Kentucky Grilled Chicken™ meal coupon, we can no longer redeem the free coupon at this time. But we will honor our commitment to giving you a free Kentucky Grilled Chicken meal.
Please visit a participating KFC restaurant for a rain check form. Complete the form, attach your original coupon , and give it to the KFC restaurant manager or postmark per the form’s instructions, by May 19, 2009, and we’ll send you a rain check for your free Kentucky Grilled Chicken meal at a later date, plus a free Pepsi with our compliments. Your participating KFC restaurant will provide you with the form you need.
Please note that the redemption periods of the rain checks will vary. All other terms and conditions of the original free Kentucky Grilled Chicken coupon will apply.
Thank you for your understanding,
Roger EatonKFC® President
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Creating the McCafé Value Stream
• Biggest launch since Egg McMuffin
• 11,000 Restaurants (just U.S.)
• $100 MM in launch costs
• “Cappuccinos, lattes, mochas, iced lattes and iced mochas, as well as hot and iced Premium Roast brewed coffees and hot chocolate. All McCafé Coffees start with fully-ripened Arabica coffee beans from Central and South America and Indonesia. From there, each drink is made to order with quality ingredients like flavored syrups, including caramel, hazelnut, vanilla and sugar-free vanilla, rich chocolate, frothy steamed milk and whipped cream.”
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What impact does paintcolor have on cycle time?
If we localize solenoid productionin Brazil to reduce duties, can we
use the same solder?
How is labor linearity impactedby the features we offer?
Process & Value Stream DesignOften Interact with Product Design
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Process & Value Stream Design Shouldbe Treated Like a System Design Problem
2000
I I I I
I
AAA CeramicPowder
Mug-O-Rama
P/T = 30 minL/T = 1200 min%C&A = 95%
P/T = 1 minL/T = 250 min%C&A = 99%
P/T = 1 minL/T = 250 min%C&A = 65%
P/T = 960 minL/T = 1080 min%C&A = 85%
P/T = 1 minL/T = 180 min%C&A = 65%
P/T = 15 minL/T = 600 min%C&A = 95%
P/T = 5 minL/T = 120 min%C&A = 98%
1 Order / DayPhone
2 P.O. / WeekFax
2500 Per day27 Styles
99.7% Defect-free
1 Shipment/ Week
1 Shipment/ Day
1FIFO
1
1 500 500
Phone
ProductionAuthorization
JobPacket
2Coffee
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 47
Sub-System
Mapping theDesign / Process /Customer Space
DefineNarrowing
CriteriaConcept Narrowing
And Integrating
Final Definition & Validation
Concept #1
Concept #2
Concept #3
Concept #4
Concept #1
Concept #2
Concept #3
Concept #4
Sub-System A
Sub-System B
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
#1
#2
#3
#4
#1
#2
#3
# 2 & # 3
# 4
# 1
# 2
Final Concept
Final Concept
Choose optimalintersection of sub-systems
Customer
Technology
Manufacturing
Cost
Quality
Suppliers
Integrating Process & Value Stream Development
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Lean Product Development Example #1:Toyota Product Development System
1. Establish customer-driven value
2. Front-load design process to explore alternatives
3. Create level development flow
4. Standardization to reduce project outcome variation
5. Chief Engineer / Super Program Manager
6. Balance functional expertise and cross-functional integration
7. Create “Towering Technical Competence”
8. Integrate suppliers into development process
9. Built-in learning and continuous improvement
10. Culture to support excellence and relentless improvement
11. Adapt technology to fit people and process
12. Align organization through simple, visual communication
13. Tools for standardization and organizational learning
Sources: The Toyota Way, The Toyota Product Development System, Lean Product and Process Development
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Lean Product Development Example #2:Apple (?!!!)
Controlled concept narrowing
Fast cycles of learning / cadence of review
Simultaneously exploring concepts and developing detailed implementation plans
Concept is selected at the very end of the process
Strategically focused organization
Small, focused teams
Supplier partners
Market experimentation
Narrow set of must have features / functions (value focus)
– Look and feel
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Pulling It All Together
Organically grow your own lean product development process:
1.Do not copy Toyota or Apple! (but you can learn from them)
2.What are your business needs? What problems do you need to solve?
3.Current state: What works well? Problems & gaps?
– What are the real root causes? (not the symptoms)
4.Future state vision: What / Who / How / When? Quality measurements?
5.Implementation plan:
– When does the business need it completed?
– Does the organization have enough capacity?
– What are reasonable “chunks” to work on?
– What simple experiments will test your future state vision (hypotheses)?
– Plan – Do – Check – Adjust
– Honest reflection and improvement
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Strategy Science Inc. is a global product development, strategic planning, and sales & marketing consulting / training firm.
We are focused on improving your process efficiency and effectiveness.
Our objective is to teach you to become self-sufficient in learning, problem solving, and driving continuous improvement. We will have achieved that goal when you can maintain your own desired pace of improvement without us.
We support you with organizational problem analysis, training combined with pilot projects, and management coaching.
Our work is custom tailored to your specific needs. We work closely with you to jointly uncover gaps, create solutions, and implement rather than forcing our own set of favorite solutions.
We are a network of 10 experienced practitioners with extensive knowledge of how to best implement what we teach.
To learn more, please visit our website: www.strategyscienceinc.com or contact our president, Brent Wahba, at (585) 315-7051 / [email protected]
About Us
All Rights Reserved – Please Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 52
Thank You!!!