Sharing our experience applying Lean Startup into enterprises in Japan. This is our slidedeck presented in Lean Startup Conference in 2015. Any questions? Contact info@le-lab.jp
2. We talk about our story to introduce
Lean Startup into Japan enterprise
3. Characteristics of Japan Enterprises
Technology
Centric
Quality
Obsession
Weak
Leadership
NOTE: The photos here are NOT related to our views described in this presentation.
4. Japan = Mother of Lean Manufacturing
Process 1
Process
2
Process
3
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
5. Process 1
Process
2
Process
3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing
(a.k.a. Lean Manufacturing)
Production Cell
Lean Manufacturing to Lean Startup
Function A
Function
B
Function
C
Conventional Execution Lean Startup
Vertically Divided
Organization
Lean Acceleration
Cell
Manufacturing
New Business Creation
6. Lean Manufacturing to Lean Startup
Process 1
Process
2
Process
3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing
(a.k.a. Lean Manufacturing)
Production Cell
Function A
Function
B
Function
C
Conventional Execution
Vertically Divided
Organization
Not Quite
There!
7. 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
8. 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.
9. 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.
10. 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
Innovation Accounting
Lean Startup
Non-Forcible
11. 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
13. 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
14. 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
16. Step4: Spill Over to Existing BU
Some more success attracted Existing BU
for Lean
Train them by Lean Startup Training
Expecting More New Business Creations
On Lean Manner At Many Existing BU’s
19. End of Presentation
Help us improving our program!
Join us by the bar where we offer a very
good Japanese Sake! ;-)
info@le-lab.jp
www.le-lab.jp
TAKASHI TSUTSUMI
MASATO IINO