The document discusses lean product-process innovation, emphasizing the importance of strong routines for effective innovation within organizations. It highlights that every function must collaborate to deliver better value for customers and that a culture rooted in practices like kaizen and design thinking is crucial for success. The authors also encourage participation in an upcoming conference to further explore the establishment of lean product and process development routines.

1. LEAN PRODUCT-PROCESS
INNOVATION: MORE THAN TOOLS
By Jim Morgan and Jeff Liker
August 2014

2. More and more companies are
engaged in creating new working
patterns in product creation that
engage people and functions across
the organization.
Every organization should have
strong routines for effective
innovation to keep moving forward!
It’s not so complex, but it is a
challenge to introduce new
behavior routines into a
team or organization.
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3. Notice... Your core product or service is the one
thing your entire organization has in common.
Delivering a new product or service and creating
a better value stream involves every function in
the organization.
Focusing on the value you add for your customer
is a way to align and engage any enterprise.
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A Unique Opportunity

4. Delivering the right Product
or Service = Growth
Plus 60 – 70% of operating costs
are determined in the design
phase of a product & process
Lean Product-Process Development is about
creating great products and reducing cost
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5. VALUE ENGINEERING
VISUAL Management
Knowledge Database
Error
PROOFING
DETAILS
ASSEMBLY
So Many Tools???
Value Stream Mapping
Obeya (big room)
Standard Architecture
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6. Time
Leveled
Processing
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Creating Flow in Product Development
PEOPLE
PROCESS TOOLS
A sustainable system

7. But it’s People Who Turn Lifeless Tools
into Innovation
“We could talk about Toyota’s engineering process and TPS
and all these different systems. But just talking about them is
not going to necessarily make another company better. It is
rooted much deeper in the culture in things like obeya, the Chief
Engineer system, kaizen, etc. It is the totality of it working
together in the culture established across many years that make
it all work.”
Uchiyamada,
First Chief Engineer, Toyota Prius
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PEOPLE
PROCESS TOOLS

8. 8
Born It’s Learned
OK... HOW?
Design
Thinking

9. 9
VIDEO - A Way the Brain Learns
(2 minutes)
https://www.youtube.com/watch?v=ELpfYCZa87g

10. We’re striving for a
Learning Organization
HABITS
Knowledge
(What, Why)
Skills
(How)
Desire
(Want)
HABITS
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11. The Lone Inventor with one Brilliant Idea
is a Myth
“Genius is one percent inspiration, ninety-nine percent perspiration.”
• Challenge: A working electric Light bulb
• Hypotheses: 3000 different filaments
• Tested every version
• 2 successes/3000
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12. It is Many Ideas that Through
Experimentation Turn into One Winner!
Experimenting our
way forward
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Increasing Knowledge

13. What do you See?
Isolated Individuals or Collaboration?
• Introduction

14. Innovation Does Not Have to be Chaotic
Work Authorization Board:
The Daily Visual Work Schedule - Simplicity & Clarity!
• Time actual completion of each card vs. planned
Menlo Innovations, LLC • Red, green, yellow
The joy of getting things done!
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15. Join Your Colleagues
to Learn More
Join us on September 23-24 at the Lean
Product and Process Exchange – to learn
more about creating LPPD routines!
http://www.lppde.org/conferences/2013-NA-ConferenceSite/
September 23-24, Raleigh, NC
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