Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
DMAIC Process Map For Business ImprovementSlideTeam
“You can download this product from SlideTeam.net”
Presenting this set of slides with name DMAIC Process Map For Business Improvement. The topics discussed in these slides are Define, Measure, Analyse, Improve, Control. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3nwhchh
Lean Product Development using Design ThinkingAgedo GmbH
How to face uncertainty in the product development process using a lean design approach. Build products that matter, that your customers need and want and all of that in less time at lower costs. Substitute assumptions with facts and progress in fast iterations, without forgetting about the "joy of use" of your product.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
DMAIC Process Map For Business ImprovementSlideTeam
“You can download this product from SlideTeam.net”
Presenting this set of slides with name DMAIC Process Map For Business Improvement. The topics discussed in these slides are Define, Measure, Analyse, Improve, Control. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3nwhchh
Lean Product Development using Design ThinkingAgedo GmbH
How to face uncertainty in the product development process using a lean design approach. Build products that matter, that your customers need and want and all of that in less time at lower costs. Substitute assumptions with facts and progress in fast iterations, without forgetting about the "joy of use" of your product.
In this presentation, Jeff talks about how to use a lean framework for product experimentation & better interaction design. He reviews some of the key principles for lean design and talks about how you can better tailor your product to meet your customers' needs.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
Planning for Positive Change with Customer Relations Management/CRM SoftwareMonday Loves You
Presentation made by Cassie Dennis and Kevin LaManna of Monday Loves You to nonprofit leaders at United Way of Houston on the things to think about when they plan to implement a new nonprofit CRM (customer or constitution relationship manager) system. Implementing a new CRM can be a challenge - these concepts can help leadership plan for success.
You might have heard of Lean – Toyota & Boeing are among the best exponents of Lean thinking, but it’s used by almost all of the top 1000 blue chip companies to drive effectiveness. Simplistically, Lean involves studying all of the activities carried out during delivery of a product or service, improving those that add value and eliminating those that don’t. By identifying discontinuities and poorly coordinated or unproductive activities throughout the delivery team and supply chain Lean can eliminate waste and improve value.
Lean Project Management is the theme of the March 16 Norfolk Branch event to be held at the Norfolk Record Office. Here two experienced Lean Practitioners; Stephen Pearson and David Butcher, will provide you with an insight as to how Lean can help your own business and will give you some tools and ideas that can be used immediately to make a difference in your own organisation.
Geek Sync I Agile Data Management vs. Agile Data ModelingIDERA Software
You can watch the replay for this Geek Sync webcast in the IDERA Resource Center: http://ow.ly/Er0q50A5o7q
Join IDERA and Joseph Maggi while he discusses some of the more heated debates in the data modeling world centered around the concept of agile data modeling. Much of this debate has its roots in a misunderstanding or at least conflicting views on what Agile is in the first place. Some view agile data modeling as a haphazard approach to database “design” while others view it as a way to get applications developed more quickly and efficiently. This session will explore the merits of both sides of the argument and will discuss the technical manifestations of Agile (namely Scrum and Kanban) and where data modeling fits within these agile methodologies.
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
10 steps to salvation: Creating digital governance that worksKate Thomas
For organisations to succeed in the digital age, they need to adopt new frameworks and ways of working. The key to doing this is to dust off and turn inside-out existing governance frameworks, reinvigorating them with more nimble ways of working. Governance is no longer a separate policy or individual decision maker. It is everyone working in digital. It is every digital touch point and policy. It is the digital strategy, the customer strategy, the media strategy, the KPI framework, analytics, and SEO.
Twenty-first century governance is the supportive mesh of digital success.
Presented 01 Oct 2014 at Confab Europe Barcelona
http://confabevents.com/events/europe/program/10-steps-to-salvation-creating-digital-governance-that-works
Learn the critical components for successful data governance to support business analytics. We discuss the importance of data governance, warning signs that might suggest you need to improve it and how to implement it while staying nimble. View this on-demand webinar: https://senturus.com/resources/why-bother-with-data-governance/
Senturus offers a full spectrum of services in business intelligence and training on Power BI, Tableau and Cognos. Our resource library has hundreds of free live and recorded webinars, blog posts, demos and unbiased product reviews available on our website at: http://www.senturus.com/senturus-resources/.
Surrounded by Geniuses: Knowledge Management Learning From Other IndustriesConnie Crosby
Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.
Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.
This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.
Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.
Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.
Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations
This independently produced SIS program is sponsored by the PLL-SIS.
The objective of this document is to describe the global approach used to deploy Knowledge Management within a firm using the SharePoint and Semantik technologies.
Unified Resource Capacity Planning - Unite the Top Work Management PlatformsOnePlan Solutions
In today's diverse project management landscape, organizations often find themselves juggling multiple work management tools like Planner, Microsoft Project, Project for the web, Azure DevOps, Jira, Smartsheets, Monday.com and more. This fragmentation can lead to inefficiencies, especially when it comes to holistic enterprise resource capacity planning. Enter OnePlan: the solution designed to seamlessly bridge these platforms for a consolidated view of your resources at an enterprise level.
Butch Landingin, CTO of Orange & Bronze Software Labs, talks about the Agile Methodology for the Philippine Software Industry Association's Enablement Seminar on April 27 at the AIM.
About O&B:
Orange & Bronze is an offshore product and software development firm in the Philippines, is one of the first companies in Asia to use and advocate Agile Software Development, and has been using it since our inception in 2005, back when Agile was still an emerging movement. O&B offers training courses for Agile with Scrum and XP - these classes were developed and are taught by some of the Philippines' well-known and respected Agile / Scrum coaches and practitioners, and uses the format trusted by some of the best companies in the Philippines.
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
Lean organizations make use of Daily Management systems, a structured process to focus employee’s actions to continuously improve their day-to-day work. Daily Management empowers employees to identify potential process concerns, recommend potential solutions, and learn by implementing process changes. Daily Management, if done right, can be a critical tool in any organization’s toolbox to engage frontline staff in problem-solving and to deliver customer value.
Northeast Lean Conference 2017 - SIPOC, The First Picture of Your ProcessTim McMahon
Whenever you are planning to start some process improvement activity, it’s important to capture an easily communicated picture of the current process first. A SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram identifies at a high level the potential gaps (deficiencies) between suppliers and process inputs and between output specifications and customers’ expectations, thus defining the scope for process improvement activities. In this interactive session, you’ll learn to understand the fundamentals of creating an SIPOC diagram, demonstrating how you can dissect a process and create a workable improvement plan that can be applied in your everyday workplace. Armed with a detailed and shared visual understanding of how work actually occurs, the organization can more easily identify project ideas for improvement.
Tim McMahon and Jeff Hajek discuss how to evaluate your
Lean progress, and what you can do if you seem to be falling short. They will cover leadership, training systems, Lean tools, culture, infrastructure, and more.
The Secrets to Creating an Effective Value Stream MapTim McMahon
Tim McMahon and Jeff Hajek talk about the proven steps you should use to create an effective value
stream map. Value stream mapping (VSM) is ideal for creating positive organizational changes, developing efficient future states, and producing system-wide benefits in cost, quality, and flexibility. It is well suited for a broad range of industries and processes. But like any tool, VSM must be applied properly. Jeff and Tim share the secrets they have learned from years of creating VSMs so you can get the most benefit from yours.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
Introduction to 6S (5S plus Safety) methodology for continuous improvement. You will find this informative and full of practical advice to get started right away.
In our first live show, we discuss how Lean lessons stick best when people can relate to them through every day examples. Many of us practice Lean thinking in our lives without recognizing it. Since most people already know how to make coffee, this provides a perfect backdrop to teach a variety of Lean concepts.
2. Exercise
• Stand
• Fold your arms
• Which arm is on top?
• Unfold your arms and refold them with the
opposite arm on top.
• Some will find it easy. Some may not.
• Does the new position feel comfortable?
3. Introduction
• In today’s globally competitive environment
speed is everything.
• Design teams need to be fast, flexible and
highly effective.
• Applying Lean in product development
requires optimizing the growth of knowledge
about the product, customer, and
manufacturing.
4. Definition
• Lean Product Development -
A practical approach to accelerating time-to-
market through aggressive waste elimination
in planning, resource management, design
control, and interdisciplinary communication.
5. 3 Key Elements
• Lean Product Development Process
comprises:
1. Driving waste out of the product development
process.
2. Improving the way projects are executed.
3. Visualizing the product development process.
6. Lean the Process
• By closely examining
the entire product
development process
from a Lean
perspective, the
opportunities to drive
out waste and increase
value become obvious.
• Learn to identify the
Eight Wastes
– Defects
– Over Production
– Waiting
– Non-utilized
Resources/Talent
– Transportation
– Inventory
– Motion
– Excess Processing
7. Defects
• Defects are the result of executed processes
that did not produce value.
– Incomplete information
– Quality is lacking or suspect
– Reworking product of processes
– Ambiguous information
– Inaccurate information
– Missed tolerances or specifications
8. Overproduction
• Waste from producing product that is not
currently needed or product that is not
needed at all.
– Too much detail
– Unnecessary information
– Cost overruns from excessive time
– Overlap of strategic and non-strategic projects
competing for limited resources
9. Waiting
• No value added while people wait for product
to process or product waits for people or
machines.
– Unbalanced workflow with the team
– Time spent getting approvals
– Unavailable information
– Hand offs, where we pass something to someone
else
10. Non-utilized Resources/Talent
• The waste of underutilized intelligence and
intellect are commonly referred to as
behavioral waste.
– Underutilizing people’s knowledge and creativity
– Uneven workflow resulting with some team
members overburdened while others are
underutilized
11. Transportation
• While the product is moving, no value is
added to it.
– Carrying, mailing, or even emailing documents
stops the process
– Electronic system hand offs
– Multiple sources
– Incompatible destinations requiring multiple
transport
12. Inventory
• Inventory is the collection of unprocessed
documents, data objects, and transactions
queued-up between people and processes.
– Collections of unprocessed information and data
– Incomplete content
– Too much information
13. Motion
• Excess movement by people or equipment
only consumes time and resources without
producing value.
– Efficiency of software – number of mouse clicks,
routines, and transactions
– Frequency of searching for information
– Information pushed to wrong people
14. Excess Processing
• Doing more than what is necessary to
generate satisfactory value as defined by the
customer.
– Using software that functions beyond what is
needed
– Product designs or processes that are too complex
– Excessive number of iterations or verifications
– Over-designed or over-engineered product
15. Project Execution
• In a Lean environment, the expectation is that everyone has
two responsibilities.
– First, to run the business on a day-to-day basis.
– Second, to improve the business, or contribute to improving it
continuously.
• Improvement efforts are generally categorized by the scope,
scale, and duration of the improvement task.
– Longer duration, more complex improvement tasks require the
problem solving team to utilize a project.
• How do we standardize, communicate, and visually manage
project management process effectively?
– In the Lean environment that is something called an A3.
16. A3 - What is it really?
• The A3 is a “way of thinking”.
• Complex situations broken into a simple data driven stories.
• It forces you to filter and refine your thoughts to fit on one
sheet of paper in such a way that management has all of their
major questions answered by reading a single sheet of paper.
• It is a way to coach and develop associates by providing a
forum for discussion about the specific point in the story and
the thinking behind it.
• Consensus building tool through the
department/group/company.
17. A3 Guidelines
• A good A3 should “tell a story” about a proposal,
project, problem, or process.
• It balances words with graphics to tell the story.
– Find the most effective graphics to emphasize your ideas,
plans, and/or results.
• Every word or graph on the A3 should mean
something.
• Use underlined or bold text to focus attention on key
points.
18. Characteristics of an Effective A3
• Easy to read
• Involve team members to create
• Data-driven and factual
• Clear objectives and statements
• Analysis of the situation or problem
• Cost evaluation or alternative evaluation
• Clear action plans
• Clear follow-up activities
• Share the lessons learned
– You can solve the problems, but if you don’t share what
you’ve learned, you have missed a key opportunity.
21. Make the Process Visual
• Visual boards displaying necessary
information provide a status at a glance.
• “Stand-up” meetings in combination with the
visual boards allow for optimized
communication.
• Monitor the process with metrics.
24. Keys to Visualization
• Entire system is visible
in one place.
• Weekly updates and
review at the board.
• Can see WIP in process
easily.
• Individual A3’s provide
specific project detail
on granular level.
25. Management Reviews
• Identifying, qualifying, and funding projects/programs that
address the business strategy.
• Managing organizational resource demand, capacity, and
capability.
• Measuring performance to ensure that projects/programs are
collectively meeting the portfolio strategy.
• Identifying and taking corrective actions on
projects/programs not in compliance with portfolio objectives
and commitments.
• Establishing effective communication and reporting
mechanisms that enable timely, fact-based, decision-making
regarding projects, programs, and the overall portfolio.
• Implementing a process to continuously improve the
portfolio.
26. Monitor the Metrics
• % projects on schedule
• Total value of projects in portfolio
• Total headcount assigned to the
portfolio of R&D projects
• Planned vs. Actual spend
• # projects completed
• # projects added
• # projects in each stage of the
pipeline
– Development
– Test
– Qualify
– Launch
27. Summary
• Remember that the pursuit of Lean is a
relentless journey and requires strong
commitment to change and continuous
improvement.
• A Lean Product Development Process will
drive profitable, sustain growth and customer
value creation.
We’re all inclined to feel more comfortable with our normal behavior.
When asked to change, we often become uncomfortable and anxious.
But change can be exhilarating
And often enhances creativity.
This tool is used pervasively at Toyota.
It is one of the “cornerstones” of TPS (Toyota Production System)
It is named from the fact it was developed on the A3 paper size (a metric equivalent 11”x17” page). This was the largest paper that could be faxed.
By using a 3-hole punch and tri-folding the A3, they can be stored in a thee-ring binder.
It is typically first prepared with pencil and paper using PDCA methodology.
Do you have a good understanding of the situation?
Is the current situation normal or abnormal?
What do you plan to do?
How are you going to check it?
What countermeasures are needed?