Japan = Mother of Lean
Manufacturing Conventional Assembly Line Single Skilled Workers → Efficient in Mass-Production Conveyor Belt Just-In-Time Manufacturing (a.k.a. Lean Manufacturing) A Group of Multi-Skilled Workers → Flexible in Small Lot Production Production Cell
Conventional Assembly Line Conveyor Belt
Just-In-Time Manufacturing (a.k.a. Lean Manufacturing) Production Cell Lean Manufacturing to Lean Startup Conventional Execution Lean Startup Vertically Divided Organization Lean Acceleration Cell Manufacturing New Business Creation
Lean Manufacturing to Lean Startup
Conventional Assembly Line Conveyor Belt Just-In-Time Manufacturing (a.k.a. Lean Manufacturing) Production Cell Conventional Execution Vertically Divided Organization Not Quite There!
Challenge for Lean Startup @Enterprise
Technology Centric Quality Obsession Weak Leadership Mother of Lean Manufacturing is NOT necessarily good at eliminating a waste of new business creation ;-( Neglecting Customers Silo Mentality Reluctance for Change Procedure Maniac No Customer Interviews Lack of Total Optimization Lean Startup Non-forcible Lack of Flexibility Innovation Accounting Cell Production Special District Approach Trait Phenomena Challenge Solution
Enterprise Bottleneck = MVP sales
Quality Lega l Brands Never touch the sensitive relationship! Don’t even think about selling products without quality tests! Compliance. Product Liability. Recall. What can U do??? No way to sell stuff potentially damaging our brands!! Design Soft- ware Produ ction HR Need enough time to scrutinize the design and UI, say, 1 year? We’ll need enough detail to allocate resource. Agile? No! Cost/Quality/Delivery management with mass production is our rule. You can’t allocate more than 20% of your time for new Business Creation.
Spilling Out from HQ to
Divisions Top management sponsored LEANzone withinHQ Change entire organization by strong top-down leadership Setup a limited LEAN Special District in an organization VS.
Step1: Start from Lean Special
District Lean Startup Accelerator Department reporting to CEO committing to ship MVP LSAD to be detached from existing BU’s – “New Product ☓ New Market” in Ansof Matrix Introduced for Innovation Accounting Lean Startup Non-Forcible
Innovation Accounting How many
customers did you talk to? Who are your early adaptors? What did you learn? Any validated learning? Did you build & test business model? Scalable? Do you have entry barriers incorporated into business model? Did you figure out the metrics that matters? No Customer Interviews
Step2: Involve Early Adaptors from
“Defense Departments” LSAD’s small success case attracts early adaptors in “Defense Departments” – Quality Assurance, Branding, Legal, Accounting Train them on Lean Startup Training Program – The professionals from defense departments were forced to talk to early adaptors(EA) and then understood how EA think and behave.
LSAD and Early adaptors in
defense department created “Lean Enterprise Cell” for Lean Startup” Step3: Lean Enterprise Cell Delegated Small Unit in LSAD supported by Lean Defense Team No Total Optimization No Flexibility Quality Legal Account -ing LSAD
End of Presentation Help us
improving our program! Join us by the bar where we offer a very good Japanese Sake! ;-) Contact: Learning Entrepreneur’s Lab TAKASHI TSUTSUMI MASATO IINO email: firstname.lastname@example.org Web: http://le-lab.jp