Welcome to Lean Frontiers Direct! · method for adopting Lean Product Development practices. It overcomes many of the challenges that companies have had when they have tried to adopt

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Welcome to Lean Frontiers Direct! Most organizations struggle to fully understand, let alone transform themselves into a lean enterprise. Two of the most misunderstood parts of the organization are product development and sales & marketing. Even firms with a successful lean transformation struggle in many parts of their business with product development and sales & marketing. These two business functions significantly impact the agility and financial success of any organization on the lean path.

With our virtual Summit, Lean Frontiers Direct, Lean Frontiers will be jumping feet first into discussing the substantial effect these two critical business functions have on the successful lean enterprise. Often product development and sales & marketing are the new roadblocks for organizations transforming. Oftentimes, it is not because of their lack of desire to transform this part of their business. Rather, it is simply a lack of knowledge and skills needed to create a lean product development practice and a lean sale & marketing team to support the effort.

We are pleased to have you joining us so that your product development and sales & marketing teams can jump in and join the transformation process to become a complete lean enterprise. Now is the time and the knowledge is here presented by those who have been practicing and leading change in many organizations. Knowledge for success is at your fingertips with Lean Frontiers Direct online for your entire team.

On Behalf of the Teams from Lean Frontiers,

Jim Huntzinger Lean Frontiers Founder and President

Session Information

Orientation Page Much of the information found on this page is available on the Orientation Page, with additional helpful information not included here. Visit www.leanfrontiers.com/directorientation.

Presentation Downloads Available presentations may be downloaded by following this link… www.leanfrontiers.com/directorientation.

Feedback Forms Please take time to complete the online feedback forms. These will be sent out to you at the end of each day. Please forward it to as many of those who participated as you are aware. Thanks for your help! www.leanfrontiers.com/directorientation.

On‐demand Viewing In the days following the LIVE portion of Lean Frontiers DIRECT, company representatives will receive a link to view the recorded sessions. These sessions will be available for a 3‐month period.

Interact During Lean Leadership DIRECT!

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Asking Questions of Presenters and Organizers Go to this page and look for the form on the right side of the page. In some cases, time may be limited for questions. In these cases, questions will be answered by presenters and sent to participants following the event. www.leanfrontiers.com/directorientation

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[email protected].

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ABOUT YOUR HOST & SPONSOR

About Lean Frontiers

Because Lean is a business model, EVERYONE in the business must understand their role in supporting that model. Too often those in functional business units, or “silos,” don’t understand lean thinking and are left sitting on the sidelines. So Lean Frontiers offers learning opportunities in the form of Summits, workshops, and webinars on the subjects of…

Lean Accounting, Lean HR, Lean Sales & Marketing, Lean IT, Lean Supply Chain & Logistics, Lean Product Development

Add to it the fact that most lean organizations lack a lean culture (common behaviors, values, and thinking). To address culture gap, we offer learning opportunities on …

Lean Leadership, Lean Coaching, Toyota Kata, Training within Industry (TWI)

We’re often asked if we are consultants. And the answer is no. We serve as an independent provider of learning opportunities that brings the top thought leaders in each area we address.

www.leanfrontiers.com

:30PM EST

www.ebecs.com

www.twisummit.com

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Wednesday, November 16 | Day 1‐ Product Development DAY 1 OPENING Remarks 10:00AM‐10:15AM EST Day 1 Opening Keynote 10:15AM‐10:45AM EST The Rapid Learning Cycles Framework to Drive Lean Product Development Katherine Radeka Presentation #1 10:45AM‐11:15AM EST Target Costing Brian Maskell Presentation #2 11:15AM‐11:45AM EST Identify the Problems with your Product Development Value Stream Jim Luckman Presentation #3 11:45AM‐12:15PM EST Improving Organizational Capability and Develop New Behaviors in Product Development Through Kata Jonas Ingby Lunch Break 12:15PM‐1:00PM EST Presentation #4 1:00PM‐1:30PM EST Lean Process Development: Key Questions to Connect with New Products Matt Zayko Presentation #5 1:30PM‐2:00PM EST The Business Value of Joy James Goebel Presentation #6 2:00PM‐2:30PM EST Integrating Cost Planning with Product Development to Enhance Profitability Orry Fiume Panel Discussion 2:30PM‐3:25PM EST Moderator: Jim Huntzinger Panelists: Katherine Radeka, Brian Maskell, and Jim Luckman Closing Remarks 3:25PM‐3:30PM EST

Thursday, November 17 | Day 2 ‐ Sales & Marketing DAY 2 OPENING Remarks 10:00AM‐10:15AM EST Day 2 Opening Keynote 10:15AM‐10:45AM EST 5Lean Marketing and Selling… Considerations to Win Over Your Customers and Expand Your Value Proposition. Ed Miller Presentation #7 10:45AM‐11:15AM EST 5Boosting Sales by Focusing on Sales Efficacy Not Only on Efficiency Michele Buonaiuto Presentation #8 11:15AM‐11:45AM EST Rapid Learning Cycles: An Approach to Lean for Sales & Marketing to Build Customer Knowledge Katherine Radeka Presentation #9 11:45AM‐12:15PM EST The Science of Value Brent Wahba Lunch Break 12:15PM‐1:00PM EST Presentation #10 1:00PM‐1:30PM EST Product Management and Channel Strategy – Where Lean Creates the Foundation for Effective Marketing & Sales Bill Waddell Presentation #11 1:30PM‐2:00PM EST Leverage Your Sales Team’s Frustrations to Release Powerful Improvement Michael Webb Presentation #12 2:00PM‐2:30PM EST Marketing Katas Joe Dager Panel Discussion 2:30PM‐3:25PM EST Moderator: Dwayne Butcher Panelists: Michael Webb, Bill Waddell, and Joe Dager Closing Remarks 3:25PM‐3:30PM EST

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Day 1 Session Descriptions: Wednesday, November 16th

Opening Session‐ 10:00am‐10:15am

Opening Remarks Dwayne Butcher

Join us for a brief welcome and orientation to our 2‐day event. You’ll get the important big‐picture perspective just before we take our first deep‐dive into our first session.

10:15am‐10:45am

The Rapid Learning Cycles Framework to Drive Lean Product Development Katherine Radeka

The Rapid Learning Cycles framework has emerged as a repeatable method for adopting Lean Product Development practices. It overcomes many of the challenges that companies have had when they have tried to adopt Lean Product Development, by speaking to product developers in their own language, and delivering rapid results. The Rapid Learning Cycles framework is a synthesis of Lean Product Development and Agile Development practices that works within a company’s existing phase gate PDP. It is concrete and actionable for program managers, technical leads and their sponsors so that they can use the framework with confidence after a small amount of training and coaching. Teams that use the Rapid Learning Cycles framework exhibit the desired changes that people want from Lean Product Development: systematic problem‐solving instead of build‐test‐fix, real‐time knowledge capture instead of reinvention, visual management instead of hidden agendas, and better decision‐making up front instead of late‐found defects and schedule delays.

In this session you will learn…

What the Rapid Learning Cycles framework is, and how it fits in with Lean Product Development.

What practices from Lean Product Development get used in the Rapid Learning Cycles framework.

What makes the Rapid Learning Cycles framework spread within a product development organization, even one that is resistant to Lean.

About the Facilitator Katherine Radeka has a rare combination of business acumen, scientific depth and ability to untangle the organizational knots to remove the barriers to change. Since 2005, Whittier Consulting Group, Inc. has helped some of the world’s leading companies get their products to market faster. She currently supports over 70 implementations of the Rapid Learning Cycles framework through the Rapid Learning Cycles Institute (rapidlearningcycles.com) Katherine is the author of The Mastery of Innovation: A Field Guide to Lean Product Development, which won the Shingo Research Award in 2014, and The Shortest Distance Between You and Your New Product: How Innovators Use Rapid Learning Cycles to Get

Their Best Ideas to Market Faster. Katherine spent ten days alone on the Pacific Crest Trail until an encounter with a bear convinced her that she needed a change in strategic direction.

10:45am‐11:15am

Target Costing Brian Maskell

Target Costing is the opposite of most company’s costs and pricing. Traditional companies usually price their products by adding the cost PLUS a margin. Lean companies work the other way around. They set prices based on value to the customer and then work out the product cost by price LESS margin. The company then sets out to bring the actual current cost into line with the Target Costs. In this session on Target Costing you will learn the whole process of Target Costing from determining the target costs and how to achieve these costs and profits.

About the Facilitator Brian H Maskell is pioneer of Lean Accounting and Lean Management. He is the author of 8 books including the seminal “Practical Lean Accounting”, “Making the Numbers Count”, “The Lean Business Management System”, and “Life’s Little Lean Accounting Instruction Book”. Brian is the president of BMA Inc., a lean consulting firm that has worked with hundreds of companies world‐wide over the last 23 years, and assisted them to become truly lean organizations. Brian began his career as an engineer and then went back to school to become an accountant. It is this combination of engineering, financial skills, and shop‐floor lean that makes him so successful with lean organizations in manufacturing, healthcare, financial services and other industries.

11:15am‐11:45am

Identify the Problems with Your Product Development Value Stream Jim Luckman

Many companies launch directly into adopting Lean Product Development tools and processes without understanding the problems they need to solve. Without going through the process of defining the problems, the organization is often expected to do more and potentially have overlapping initiatives rather than simplify the process and eliminate the real problems. This brief session is an overview of how to define the problems, select areas for initiating high leverage experiments and begin a process for engaging people in continuous improvement. Lean principles will be applied where they are needed, simplifying and improving the performance of your Product Development Value stream.


The importance of taking a problem solving approach

How to define the performance and contributing problems

The importance of fast learning in PD

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How to set up high performance teams for developing products in a more effective process

About the Facilitator: Jim Luckman Professional Profile Jim Luckman has had the unique experience of leading three separate lean transformations, as a Plant Manager, as a Director of a Research and Development Center, and as a CEO of a small start‐up company. Jim is the Past President and CEO of iPower Technologies, a company serving the distributed generation market of electrical power. Luckman has worked in the auto industry for 34 years working at Delphi Automotive (formerly part of General Motors). Since 2000, Jim has focused on leadership coaching, application of lean in R&D and application of lean to software development. He currently coaches companies interested in company‐wide lean transformation. Jim is on the faculties of the Lean Enterprise Institute and the Gestalt International Study Center. He is a founding partner of the Lean Transformations Group, LLC. Jim has a BS in Electrical Engineering from Trine University and a MS in Computer Engineering from Case Western Reserve University.

11:45am‐12:15pm

Improving Organizational Capability and Develop New Behaviors in Product Development Through Kata Jonas Ingby

Experimenting, reflection and learning in long cycle time processes with non‐repetitive work is a challenge. The development organization of packaging material at Tetra Pak Packaging Solutions AB has implemented the kata thinking with the ambition to really change behavior.

This presentation will include a case where Kata is used as the approach to reach the new challenges and improvement results in a product development organization. Progress is tracked based on the kata steps and cross functional teams are appointed as well as a sponsor from the management team. The team leader is the Learner and the sponsor is coaching the kata learning process.

After successfully piloting the kata process in product development, it is now rolled out on a broader base which include the management team. The purpose is to improve the organizational capability to deliver development projects fast, agile, and customer focused.

In this session you will learn..

Toyota Kata

Continuous Improvements in development

About the Facilitator Jonas Ingby is manager for the project management office and responsible for driving the continuous improvement work for Tetra Pak’s global package material development. He has over twelve years’ experience in driving continuous improvements, e.g. as Lean Six Sigma Black Belt at Alfa Laval and in many different departments of Tetra Pak, such as World Class Manufacturing Champion in the supply chain and as senior analyst and thereafter quality manager in

a global quality initiative across the full company. Today he is working within the development organization to improve their organizational capability to deliver towards its strategic objectives by using challenge driven improvements.

12:15pm‐1:00pm

Lunch Break Use this time however you would like. Whether you order in or brown bag lunch, this could serve as a time for your group to discuss and reflect on the morning session.

1:00pm‐1:30pm

Lean Process Development: Key Questions to Connect with New Products Matt Zayko

Leading companies are recognizing the missed opportunity of not linking product and process development with aligned objectives that create both great products and lean value streams. Key questions will be discussed to help overcome this opportunity gap by deeply understanding the detailed process development work for your new products.


The competitive advantage of Lean Process Development

A framework for doing Lean Process Development

An example of the value and benefits

About the Facilitator Matt Zayko has over twenty years of experience in leading lean enterprise improvements in numerous industries by helping them transform product development, engineering, manufacturing, service processes, and operating systems in a variety of staff‐ and management‐level roles under the guidance of former Toyota mentors and sensei. Currently, Matt works with leading organizations in a wide range of industries including healthcare, service, distribution, and manufacturing, as well as researching and developing lean principles with systems thinking. Matt has authored numerous works based on successful transformation, including articles that have been published in “Journal of Quality Engineering” and “IIE Solutions”, a chapter in the 1998 Shingo‐Prize winning book “Becoming Lean”, and white papers for the Lean Enterprise Institute. Matt is also a frequent presenter at conferences related to lean transformation. After receiving a B.S. from Alma College in Physics and a M.S. from the University of Michigan at Ann Arbor in Industrial & Operations Engineering, Matt worked over a twelve‐year period for Chrysler Corporation / University of Michigan, Gelman Sciences, General Motors / Delphi Corporation, and Pall Corporation (now part of Danaher) before affiliating with the Lean Enterprise Institute (LEI). Matt is a long‐time faculty member of LEI (www.lean.org), working closely with smaller, entrepreneurial‐minded organizations,

as well as larger, global companies.

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1:30‐2:00pm

Business Value of Joy James Goebel

Experience Lean and Agile principles practiced the The Menlo Way: both joyful and disciplined. James Goebel will guide you through Menlo’s culture and processes, including pairing, daily stand‐up meetings, hands‐on visual planning techniques, estimation without fear and more. You’ll begin to reimagine your workplace as you learn about how Menlo has applied concepts described in Extreme Programming Explained by Kent Beck and the Project Management Body of Knowledge (PMBOK).


Partner with your team to create a learning environment and develop leadership skills

Drive client involvement

Define your workplace through joy by using processes that lead to an open and collaborative culture.

About the Facilitator James Goebel is a founding partner of Menlo Innovations. Menlo uses highly collaborative project teams to design and implement innovative products for clients that place high value on user adoption. The team he helped build at Menlo Innovations has successfully blended an Extreme Programming development team, usability design specialists, a quality assurance practice, and formal project management. Representatives from start‐up companies as well as large Fortune 500 firms routinely tour Menlo’s Software Factory environment to study its implementation of agile. James has worked in a variety of environments, from 2 employee startups up to billion dollar organizations. As a coach and change agent, James has helped organizations achieve dramatic transformations in both process and culture. He enjoys speaking at conferences, teaching classes, and speaking to small local groups in order to share the lessons he has learned. James is a certified Project Management Professional (PMP), a certified Scrum Master, and has an MBA from Eastern Michigan University. He has practiced software product development for more than twenty years as a developer, team lead, system architect, project manager, practice director, and executive coach. For the past fifteen years he has been building and managing Agile software teams.

2:00‐2:30pm

Integrating Cost Planning with Product Development to Enhance Profitability Orry Fiume

Return on Investment (ROI) is one of the most commonly used financial metrics. One of the most effective ways to enhance ROI is to accelerate sales growth. And one of the ways to accelerate sales

growth is to accelerate new product introductions. Traditionally, products are developed to meet a specified fit, form and function. It’s only after the product is designed that its cost is determine to see if it can be sold at a profit. And if not… This session will discuss The Wiremold Company’s use of Cost Planning (Target Costing) in its Product Development process so that it could design products and processes that would yield the lowest costs while meeting customer requirements. As a result, over a ten‐year period rapid new product introductions went from a historic rate of 3 to 4 per year to 4 to 5 per quarter and helped the Company double in size every four years and add thirteen percentage points of gross margin.


What is Target Costing?

Why is so Effective?

How to use it?

About the Facilitator Orest (Orry) J. Fiume was Vice President of Finance and Administration and a Director of The Wiremold Company, West Hartford, CT, which gained international recognition as a leader in lean business management in “Lean Thinking,” by James P. Womack and Daniel T. Jones. Orry was Wiremold’s chief financial officer from 1978 until his retirement in 2002. Orry led Wiremold’s conversion to lean accounting in 1991 and developed alternate management accounting systems that supported the company’s entire lean business efforts. He went on to install lean accounting at more than 20 Wiremold acquisitions and is co‐author of the 2004 Shingo Prize winning book “Real Numbers: Management Accounting in a Lean Organization”. He has taught workshops, or been a guest speaker, on Lean Accounting at the Lean Enterprise Institute, the TBM Institute, the University of Dayton Center for Competitive Change, MEP’s in many states, and 15 countries around the world. In addition, Orry has been inducted as a Life Member of the Shingo Prize Academy, which has been referred to by Business Week as the Nobel Prize in manufacturing. Orry has a Masters Degree in Management from Rensselaer Polytechnic Institute and a Bachelor’s Degree in Accounting from Fairfield University. He is a Certified Public Accountant, and a member of the American Institute of Certified Public Accountants. He is also a member of Financial Executives International, where he is a past president of the Connecticut Valley Chapter. In addition, he serves on the Board of Directors of The Lean Enterprise Institute, the leader in Lean Thinking and Lean Education and The Thedacare Center for Healthcare Value, the leader in promoting Lean Thinking in Healthcare, and the Lean Education Advancement Foundation.

2:30‐3:25pm

Product Development Panel Discussion Katherine Radeka, Brian Maskell, & Jim Luckman

Moderated by Jim Huntzinger of Lean Frontiers, join these thought leaders for a discussion on product development answering your questions.

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Day 2: Thursday, November 17

10:15am‐10:45am

Lean Marketing and Selling… Considerations to Win Over Your Customers and Expand Your Value Proposition Ed Miller

The thinking that should drive the marketing, positioning and selling competing on your full lean capabilities (as well as your product or service) to win customer and develop an unfair competitive advantage. Apply Lean thinking and practices in marketing, product development and selling, will help you see and understand real customer needs and opportunities, better than anyone else.


Understand Lean thinking provides for a more intimate customer relationship involving the entire buying chain

Understand how to really compete on speed

About the Facilitator Edward B. Miller is the President of Strategy Development Services, LLC, a consulting company he founded to help companies along their Lean Business transformation by developing corporate and go‐to‐market strategies based on Lean Business Principles as well as deploying them through the entire enterprise and to the customer. Ed is a senior‐level executive who is experienced with developing, leading, and executing successful business strategies. Ed has over 39 years of industry experience as a business executive and leader of marketing, sales, and engineering with the practical know‐how of applying Lean principles to win in the marketplace. Ed is a Director and Board member of various small to midsize companies. Ed is a member of Connecticut State University (CCSU) Business School Advisory Board and has guest lectured at several business schools. He also has been an active participant with various industry associations supporting and presenting at various events on Lean Transformation as a Growth Strategy. During his 10 years at one of the early adopters of Lean in North America, The Wiremold Company, Ed was Vice President of Marketing & Sales. He was a member of the leadership team that transformed the company applying lean principles throughout the enterprise. This resulted in Wiremold achieving strong market position, expand its markets and realize significant and sustainable double digit growth. Results were dramatic, in a seven year period, sales grew 4.5X while operating profits increased 14 fold.

10:45am‐11:15am

Boosting Sales by focusing on Sales Efficacy not only on Efficiency Michele Buonaiuto

Typical Lean Salas approaches focus often only on two topics: 1) Increasing value for the customer while participating in the Sales Process. Making the experience of the sales process and of the bought or to buy good more satisfactory. 2) Reducing waste in the sales process. Improving the value added time that the sales managers are usually facing customers. While this approach is successful at improving efficiency and quality of the process having a positive impact on the sales hit ratio, it has no effect at all on the efficacy of it. Experience says that by applying lean analysis and tools on the sales strategy has a disruptive effect on sales. Different real case studies have shown that adopting this more pragmatical approach has helped increase sales of a minimum of 50% per year.


What are the common pitfalls of a Sales Organization?

How to improve the efficiency of a Sales Process?

The biggest learnings will be related to:

What are the organizational issues undermining the Sales Process?

What are the common pitfalls of a Sales Strategy?

Why and how a Sales Organization should apply continuous improvement in fine‐tuning strategies and implementation?

What are the biggest benefits of applying such an approach?

About the Facilitator Michele Buonaiuto’s core strength is to turn around organizations boosting their operation and profitability. With more than 8 years of experience, specializing in Lean, Agile, and positive leadership has led a number of culturally sensitive transformations in multiple countries including Mexico, Spain, France, the Netherlands, Belgium, UK, U.S.A., Morocco, Slovakia, Italy, Austria and Germany. Who has worked with him say that he can revitalize any organization from coma by empowering people to make change happen. Specialties: Execution, Positive Leadership, Transformation, Change Management, Innovation, Strategy, Motivation.

11:15am – 11:45am

Rapid Learning Cycles: An Approach to Lean for Sales & Marketing to Build Customer Knowledge Katherine Radeka

The Rapid Learning Cycles framework has emerged as a repeatable method for adopting Lean Product Development practices. It is a synthesis of Lean Product Development and Agile Development practices that works within a company’s existing phase gate PDP. Sales and Marketing Teams have a lot to learn, too about customers, markets, channel partners, promotion opportunities and pricing strategies. Some of this feeds directly into the larger product development program, and others help the teams develop strong launch plans. This session will introduce Rapid Learning Cycles from

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the perspective of a Sales & Marketing team that wants to maximize the success of their new products and deepen their relationships with key customers via a flexible framework that encourages creativity and strategic thinking.

In this session…

What the Rapid Learning Cycles framework is, and why it can drive lean practices that are appropriate for a Sales and Marketing organization.

How Sales & Marketing fit into an innovation program that uses the Rapid Learning Cycles framework.

Where else Sales and Marketing can use Rapid Learning Cycles to strengthen the company’s ability to engage with key customers and markets.

About the Facilitator Katherine Radeka has a rare combination of business acumen, scientific depth and ability to untangle the organizational knots to remove the barriers to change. Since 2005, Whittier Consulting Group, Inc. has helped some of the world’s leading companies get their products to market faster. She currently supports over 70 implementations of the Rapid Learning Cycles framework through the Rapid Learning Cycles Institute (rapidlearningcycles.com) Katherine is the author of The Mastery of Innovation: A Field Guide to Lean Product Development, which won the Shingo Research Award in 2014, and The Shortest Distance Between You and Your New Product: How Innovators Use Rapid Learning Cycles to Get Their Best Ideas to Market Faster. Katherine spent ten days alone on the Pacific Crest Trail until an encounter with a bear convinced her that she needed a change in strategic direction.

11:45am – 12:15pm

The Science of Value Brent Wahba

We often define lean as an equal combination of producing more value while eliminating more waste, yet the vast majority of our tools and techniques focus on the waste side. One of the major reasons for this focus is that we don’t truly understand what value is, how to measure it, and how to create proper organizational focus on how to deliver more of what customers base their purchase and repeat decisions on. This presentation gives a brief overview of a simple but useful value model and then discusses how to leverage it to both create better sales & marketing strategies as well as forge better process linkages to the rest of the organization. The science behind value is now well‐defined, but is not typically part of our lean and improvement strategies. Only by combining the two, can we create a truly lean enterprise.


What is value really?

How do we measure value?

How do we integrate value creation into all operations?

About the Facilitator Brent Wahba began his performance improvement career over 20 years ago at Delphi, an early adopter of lean management and one of the first companies to experiment with Lean Sales & Marketing.

While there, he led global systems businesses, strategy creation, product development organizations, operations optimization, and a comprehensive lean enterprise transformation. For the past 10 years, Brent has consulted and served as an executive coach to global organizations from startups to Fortune 50 firms in nearly every industry sector. He is one of the leaders in advancing lean thinking in Sales & Marketing, Strategy, and Product Development. Dedicated to “improving lean,” Brent is on the faculty of the Lean Enterprise Institute and is a regular contributor to The Lean Post with articles about value, strategy and leadership. He is also the author of The Fluff Cycle which describes an easier, more holistic approach to Sales & Marketing improvement. Brent holds a BS in Electrical Engineering from the University of Rochester, an MS in Materials Science and Engineering from the Rochester Institute of Technology, an MBA from the University of Rochester, and also serves as a volunteer startup business mentor through SCORE.

1:00pm – 1:30pm

Product Management and Channel Strategy – Where Lean Creates the Foundation for Effective Marketing & Sales Bill Waddell

All of your lean efforts amount to little until they are translated into products that provide the greatest value for customers. This requires lean driven, effective product management within the context of a well thought out channel strategy. Once in place, this structure drives marketing with great content and sales enablement that gets results. In this session Bill Waddell will talk about how product management should be constructed to translate lean results into high value products; and how to drive Lean Marketing & sales from this customer value centered model.


How to create a product management matrix within a channel strategy to convert lean principles and lean results into high value products

How to use the product management matrix to drive product enhancement and product development

How to convert the Lean product management matrix into effective, content based Marketing

How to use the Lean product management matrix to drive Sales enablement and Sales results

About the Facilitator Bill Waddell is a globally recognized Lean Management and Lean Manufacturing teacher, author and consultant, having worked with companies, universities and military organizations in 26 countries on 5 continents over his career. He is a highly regarded supply chain expert, served as the technical chair for the International Lean/Six Sigma Quality Conference, and is one of the original thought leaders who created the Lean Accounting body of knowledge. He is rapidly becoming recognized as the leading authority on the emerging area of Lean Marketing & Sales.

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1:30pm – 2:00pm

Leverage Your Sales Team’s Frustrations to Release Powerful Improvement Michael Webb

Has your company “hit a wall” when it comes to improving sales? Have sales training, CRM, lead generation, or other initiatives been disappointed? Everyone knows there is waste in sales, yet Lean and other process improvement initiatives can fall flat, be hard to measure, or not be sustainable. Why is sales and marketing so hard to improve? Unfortunately, companies often overlook simple prerequisites for creating improvement. Well meant tools, methods, and discipline cannot stick until the team is properly prepared, and follow up is properly positioned. This workshop, will provide three keys to engaging your sales and marketing team so that their REAL problems can be uncovered and addressed before it is too late for them – or your Opex department. Case studies and easy to follow templates will be provided so you can get your team on the proper path toward improving.


How to uncover the cause system in sales and marketing

Most common preventable mistakes companies make in this area

What is required for Lean to succeed in a sales environment

What it means to measure quantity and quality of deal flow

What improvement looks like and feels like in a complex B2B sales environment

How to ensure your sales team buys in for the long haul

About the Facilitator In 2002, with deep experience in field sales, sales management, and sales training, Michael Webb set out to create a data‐driven, process‐based alternative to the offerings of typical sales training, sales consulting, and CRM companies. In 2006, his book “Sales and Marketing the Six Sigma Way” (Kaplan, 2006, 4.5 stars on Amazon) was published, and sold more than 21 thousand copies. In 2015, his book “Sales Process Excellence” earned the prestigious Shingo Research Award. He and his team have helped divisions of companies such as Burr Oak Tool, Quest Components, Danfoss, Wacker, Pentair, Tyco, and many others to accelerate deal flow, improve forecast accuracy, and enhance value created for the customer and the organization.

2:00pm – 2:30pm

Marketing Katas Joe Dager

Marketing Katas have come about from my work as a Lean practitioner specializing in Service Design and Sales and Marketing. During this time, I have developed a process of using Kata in my marketing as the basic way I become involved with clients. Unless you have developed a standard practice, marketing is not anything more that an experiment. Kata is a way of doing. A way of developing structured practice routines. We use Kata to develop our Marketing/Sales Experiments (campaigns seem like I am going to war), Digital Marketing Practices, and a host of other marketing efforts. As marketing has become more and more digital, having a structured routine before automation is imperative. Adhering to the USA Principle (Understand‐Simplify‐Automate), we take those routines and standardize them to build repeatable processes.

The power of Kata differs than most Lean thinking. Most efforts with Lean in Sales and Marketing focuses on the use of the “Why” question; solving problems and offering solutions. Kata focuses on the “What” creating situational awareness. At the basic level (Why) and what I might call the commodity trap, we still need to solve the problem. More importantly, we need to understand our customers desired outcomes, the job that needs to be done.

At a higher‐level, the practice of the Marketing Kata allows us to create powerful outcome‐based brands and discover markets for disruptive technology. It positions us to solve something else, an unmet need. This comes from a series of “What” questions that are more powerful than the 5 Why’s. Join us and learn how to extend your sales and marketing to include the practice of Kata.

About the Facilitator Joe Dager is president of Business901, a firm specializing in bringing the continuous improvement process to the sales and marketing arena. He takes his process thinking of over thirty years in marketing within a wide variety of industries and applies it through Lean Marketing Concepts. Always being a process thinker, he attached Lean to the way of implementing sales and marketing and has advanced those practices through Design Thinking and Service Design concepts.

2:30‐3:25pm

Sales & Marketing Panel Discussion Michael Webb, Bill Waddell, & Joe Dager

Moderated by Dwayne Butcher of Lean Frontiers, join these thought leaders for a discussion on sales & marketing answering your questions.

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www.katasummit.com

Documents

Welcome to Lean Frontiers Direct! · method for adopting Lean Product Development practices. It overcomes many of the challenges that companies have had when they have tried to adopt