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product and process development on the Lean Post
LPPD Under the Sea: Efficient Product Design with Subsea 2.0
In this excerpt from the new book Designing the Future, authors Jim Morgan and Jeff Liker share the case study of TechnipFMC's work on a new seafloor production system that realized tremendous gains through applying LPPD principles… More »
An Innovative Framework for Designing Better Products and Services – and a Better Future
Because of the enormous “shadow” it casts over the entire enterprise for years, product development literally designs the future of companies, employees, customers, and suppliers. In this Q&A, product development expert Jim Morgan, co-author of Designing the Future, describes a fundamentally different – and much better – way to develop new products and services.… More »
Putting Passion on Your Dashboard
Understanding what customers value requires more than a marketing approach, says Dave Pericak, explaining how he learned about customer value from the Mustang owners who… More »
Review: Designing the Future
Forget frameworks, processes, rote step methods. Read this book and think back to the “Why?” before the “What?” and “How?”: companies live or die on whether their products and services better help customers to do whatever they want to get done, at a better value-for-money deal.… More »
Getting Started with Lean Product and Process Development
Learning and applying the concepts of LPPD is no different than learning any other new skill in life, says Andy Houk. In this article he shares his personal learning cycle of three steps (repeated many times, over many years): self-study, getting a coach, and practicing.… More »
Thoughts on Digitization, Work, and Continuous Improvement
The opportunities and changes presented by digitization are issues for all lean practitioners not only those in IT. Here are some additional insights from a lean practitioner and product developer who participated in a panel discussion on what’s happening now -- and what could happen -- as digitization meets lean management principles and practices.… More »
Use Lean Development Principles to Avoid "Traveling Hopefully" Down the Wrong Path
Lean development is less about creating highly detailed plans based on things you can’t possibly know in the beginning of a development program (like conventional development attempts to do), and more about developing a deeper and shared understanding of the work to be done and increasing fidelity as you close knowledge gaps over time.… More »
A Great Company Culture Takes Purpose
If you’re determined to move your culture from good to great, listen to CEO Tyler Schilling as he describes two behaviors that, in his experience, are most effective.… More »
Toyota the Disrupter
Toyota may not be the first company you think of for disruptive product and process development, but perhaps they should be, argues Jim Morgan. The tools and practices that Toyota uses have been adapted and applied successfully by companies large and small, in a wide variety of industries and in places all over the world.… More »
Fresh Eyes Bring Lean Problems into Clarity
“Fresh eyes” reviews are an indispensible part of developing new value. It’s amazing what you can learn from the input of a knowledgable outsider, because developers are often so close to the work for so long that they can miss some obvious opportunities.… More »
The Formula for a Successful Management System: LB * OS = MS
In order to reap the benefits of an effective management system it is important that the operating system and leadership behaviors be aligned and consistent, argues Jim Morgan.… More »
The Road to Production Hell is Paved with Lack of LPPD
The real work of companies like Tesla who face stupendous challenges in launching a product should have happened long before production commenced, says Jim Morgan, noting that the time for urgency, the time for bringing your sleeping bag to work is during development – not in production.… More »
Fighting Poverty with Lean Product & Process Design at MIT D-Lab
D-Lab at MIT is using lean product and process design to help solve problems in the developing world, and are truly making the world a better place for all those involved… More »
9 Tips for Better Design Reviews
Design reviews can be the heartbeat of a healthy operating system. Here are some tips are creating better design reviews.… More »
How Do You Know What Your Product or Service Needs to Be?
What does it take to know what your product or service needs to be? The obvious answer, it would seem, is whatever the customer wants. Katrina Appell explains why there's more to it than that.… More »
Better Design Reviews, Better Products
"Design reviews are a common process in product and process development," writes Katrina Appell. And they're common for good reason. Read more to learn why these processes are so critical to successful product and process development, as well as the impact they've had through a real-life story that Katrina shares.… More »
How Obeya Improved Our Product Development Efforts
As a followup to John Drogosz's piece on the stages of obeya from last week, Andy Houk, a client of John's at TechnipFMC, discusses how an obeya room that John helped them set up affects their work today.… More »
Developing Your Obeya, Stage-by-Stage
In his years as a LPPD coach, John Drogosz has seen that "most teams do go through several stages of evolution before obeya becomes an embedded ritual." Find out what they are.… More »
The Concept Paper for a New Product: The Kickstart of a LPPD Project
Lean product and process development is not an easy undertaking, neither to understand nor execute. Luckily, there is a tool that can help remedy this ever-common problem: the Concept Paper.… More »
Enabling Fast and Innovative Product Development at Bose
Bringing products to market as quickly as possible is a key cornerstone of lean product and process development. With this in mind, Massachusetts-based audio-equipment maker Bose Corporation created a Rapid Prototype Development Center to improve collaboration, creativity, engagement, and ideation-to-market times. LPPD coach Katrina Appell now shares the secrets of the RPDC in this new case study… More »
What are the key traits I should look for in a potential Chief Engineer? A Q&A with Katrina Appell
The Chief Engineer is a key cornerstone of lean product and process development. Katrina Appell has been asked many times what traits a potential CE should have in order to ensure the best chance of success. Her answer may surprise you - read more and find out what you should really ask yourself before accepting applications.… More »
What's a good "small step" to start off my LPPD transformation? A Q&A with Katrina Appell
A lean product and process development transformation may seem daunting, but all you really need to get started is a series of simple yet effective "small steps." Here's Katrina Appell on her favorite.… More »
How Does Shop-Floor Lean Compare to Lean Product and Process Development (LPPD)? A Q&A with Matt Zayko
Matt Zayko was recently asked, "Is my knowledge of shop-floor lean enough for me to get by in product development?" Find out his answer.… More »
Innovative Companies Continue to Learn from Each Other: Fall 2016 LPPD Learning Group Event
Find out what learnings took place at the Fall 2016 LPPD Partners' Meeting in Davis, California.… More »
You Can't Manage a Secret
How did the obeya management system come to be at Toyota? How has it been refined since its beginning as a means of organizing research for the Toyota engineers developing the Prius? And how can we get the most out of our own obeyas? Jim Morgan answers these questions and more in his latest LPPD eletter.… More »
When Lean Gets Personal
Lean is not simply about making things better; Jim Morgan shares how his experience with lean healthcare taught him how lean helps make people better.… More »
How Do You REALLY Put Yourself in Your Customers’ Shoes? A Q&A with Eric Ethington
The customer is king in lean. That's why it's critical to know their values, needs, interests, etc. in order to ensure your product has its niche. Some companies go further than others on this, often spending tens of millions of dollars to learn about their customers. Eric Ethington has a simpler way of getting to the root of your customer experience, and best of all, it doesn't have to break the bank.… More »
Green from the Start
LEI faculty member Jim Morgan shares his insights with Kelly Singer, managing editor of the Lean Green Institute, on how companies can increase their environmental stewardship with a truly green value stream.… More »
Focus Your Operating System To Bring Your Strategy to Life
A strategy can just turn into wallpaper if you don't have the right systems in place to support it. Jim Morgan has seen this happen many times, and now explains how to avoid the problem, based on his experiences working with Alan Mulally at Ford Motor Company during the Great Recession.… More »
Orchestrating Your Product Development Process with Milestones
"Effective milestones are an important part of a company’s development process, especially in today’s era of team-based sprints and stand-ups," writes Jim Morgan. "Yet many companies struggle to successfully create and employ milestones; and some don’t even understand their relevance beyond updating senior leadership." Read more.… More »
What Do I Tell My Leaders When Experiments Fail?
When experiments fail, it's natural for a leadership team to get nervous. But in the context of lean, they shouldn't be - it's just a matter of managing their expectations and helping them understand that a "failure" is actually a blessing in disguise. John Drogosz explains how to do this.… More »
The Crucible of Innovation
Innovation is key to a successful successful development project, we always read. But innovation is a fickle term that gets tossed around like a coin. Jim Morgan prefers putting his faith in design reviews to serve as his projects' heartbeat - read more to learn about design reviews and what you can do to get the most value out of them.… More »
Put the 'i' Before the Apple
Apple is a company with a reputation for keeping its customers' needs at the forefront of its product development decisions. But according to Boaz Tamir of Israel Lean Enterprise, that reputation is starting to slip away after some poor recent moves. Read more.… More »
Take Your Product Testing to the Extreme
Many of the principles of lean product and process development can seem counterproductive at first glance. For example, what if someone told you that the best way to see if a product will truly work...is to break it? That's exactly what Professor Larry Navarre of Kettering University tells his students, as part of his unlikely yet invaluable "Extreme Testing" concept. Read more.… More »
More than a New Product – A New Way of Thinking
"Successful entrepreneurs, whether they are lone figures toiling in garages or supporting new work at major companies, are rightly celebrated for creating hit products," says Jim Morgan. "But what if there were something better, much better than creating a product in isolation?" Read more.… More »
Leading Companies Gather for a Two-Day Lean Learning Exchange
The latest LPPD Learning Partners' learning event was held at GE Appliance Park in Louisville, Kentucky. Thirty-five people from five companies came together to share LPPD experiments from the previous six months. Find out about the events of the two-day meeting.… More »
How do I keep visual management from becoming “wallpaper?" A Q&A with John Drogosz
"Many managers try to convince everyone (including themselves) that they are visually managing their projects or departments," writes John Drogosz, "but during the gemba walk we see static, outdated displays. Are we just communicating information or really working with what is in front of us?" Read more.… More »
Generating Multiple Alternatives is Not Necessarily Waste
"I was once asked: 'How is set-based design lean? Isn’t designing multiple alternatives creating waste and the opposite of lean?'” writes Katrina Appell. It's true that generating multiple alternatives can seem like waste, especially since only one alternative will be used. But the reality is much different - read more.… More »
The Importance of Embracing Development Conflict
Conflict is something almost all professionals have been told to avoid at all costs. Jim Morgan begs to differ. "Whenever I encounter someone using this limiting form of binary thinking," he writes, "I remind them that those who can embrace conflict find it to be a huge source of opportunity." Read more.… More »
Seeing and Understanding the Work in Product and Process Development
"The role of most lean tools is to enable problems to be identified or to enable problems to be solved," writes Katrina Appell. "An important part of being able to identify problems is being able to see them. But what do you do when the work being done is typically only visible on a computer?" Read more to find out the answer,… More »
Value Stream Mapping in a Product Development Context: A Q&A with John Drogosz
Lean Product and Process Development Senior Coach John Drogosz answers countless questions about LPPD every day. Now, in his first piece for the Lean Post, he answers one of his most-asked questions: about how to create a value stream map for a PD environment. Read more.… More »
Jim Morgan and Durward Sobek Discuss Lean Product and Process Development
LEI Communications Director Chet Marchwinski discusses applying the principles of lean management to product development with Jim Morgan and Durward Sobek.… More »
Creating New Value and a Lesson in Fundamentals
After a recent trip to Toyota's headquarters in Japan, Jim Morgan made an epiphany about the Toyota Production System and the fundamentals at its core. His epiphany holds value for any business professional, especially those involved in lean product and process development. Read more.… More »
Put Your People at The Center of Your Development System
"It is your people that provide the skills, energy and creativity," writes Jim Morgan. "They are the single most important element of great product development systems. They drive the system." Read more.… More »
Three Core Capabilities in Any Lean Product and Process Development System
"Good development leaders work in earnest to create a 'safe culture' for people to share issues. Working to [drive out fear] is both important and necessary," writes Jim Morgan. "But it is not nearly sufficient for identifying and eliminating technical issues at the optimal time in a development program." Read more.… More »
LEI's Lean Transformation Model Animated
Need a simple way of explaining lean thinking to your team? LEI has released a new animated video of how real lean change happens across five interrelated dimensions. Check out LEI's Lean Transformation Model to see if you're asking yourself and your team members the right questions.… More »
Lean Product Development at Cathedral Hill Hospital
Read Baris Lostuvali's case study on bringing LPPD to the Cathedral Hill Hospital in San Francisco.… More »
The Joy of Lean Innovation: A Case Study of Menlo Innovations
Richard Sheridan and James Goebel of Menlo Innovations set out to create a joyful enterprise, one that they, their team, and their customers would love. Nevertheless, Menlo Innovations’ practices are grounded in the central principles of product and process development. Read more.… More »
Value Stream Mapping and Obeya: Key Enablers for Better Product Development
For an organization to be continually relevant and profitable, it needs to develop products and processes that consistently create value. But how exactly do you create the required organizational capabilities and supporting leadership behaviors? Read more.… More »
Lean, Agile, Joy
Rich Sheridan, CEO of Menlo Innovations, shares his thoughts on why the lean software and lean manufacturing communities need each other.… More »
Lean Product and Process Development – Stories from the Field
Jim Morgan shares stories of his field work and research for LPPD at LEI.… More »
Let the Work Define the Process
We’re all short on time, but think for a moment with your team about the real work to be done in any process you’re working on or design you’re creating. Are you building from past experience or actual customer needs? Are you building from past experience or building to solve problems?… More »
TPS 2.0?
Jim Morgan and Jeffrey Liker chime in on Toyota's announcement of their TNGA program (Toyota New Global Architecture). "The impetus for TNGA is not the recall crisis," they say, "but rather Toyota’s history, with a push added by the Great Recession... Toyota is constantly working on the next generation of fundamental product and process innovations and occasionally we get a snapshot." Read more.… More »
From Victim to Partner: The Evolution of a Manufacturing Development System
"Excellence in product development is not 'an engineering thing'; it is an enterprise thing," writes Jim Morgan. And it's helpful to think about manufacturing’s role in PD as something that evolves over time through four general stages until manufacturing becomes a fully participating partner. "Few companies evolve through all stages on their own... " Read more.… More »
Building as Product
"A building project, although it has many different moving parts and players, is a product. It’s a uniquely different product than a car, airplane, or toaster... But it’s a product," writes Baris Lostuvali. "And it’s a product that desperately needs a better process and sociotechnical system and process for coming to be."… More »
Pi-Day, Robots, and the Joy of Making Things
"Pi is a symbol that is easily recognized and fun to celebrate once a year when it falls on its calendar equivalent of 3/14," writes Jim and Mary Morgan. "Wouldn’t it be wonderful if a company could be recognized as a symbol of lean product and process development excellence and celebrated for its existence at least once per year as well?"… More »
Why Creating Products Customers Actually Want Requires a Great Process
80% of the cost (and hence, waste) is committed for a new product or service by the time product designs get locked-in during development. Still, most PD leaders focus their improvement efforts where 80% of cost is incurred—the operational value stream, post-launch. Learn why your focus should be on lean process design.… More »
Jim Morgan on What It Takes to Transform An Organization's Product Development System
Jim Morgan, Senior Advisor for Product and Process Development at LEI, shares his view of what's required for organizations to rethink and revitalize their product development systems in his most recent interview with Planet Lean.… More »
Frontloading Product Development
Anyone in product development is familiar with the agony of late-stage changes, sometimes called loopbacks. The common advice to head off this problem is to “frontload” the product development process. But what does frontload mean? Durward Sobek explains.… More »
The Designer's Dilemma
Durward Sobek unpacks the "designer’s dilemma"—the situation wherein you have the MOST freedom to make decisions when you know the LEAST about the problem. Learn how set-based innovation and trade off curves can help.… More »
Leave Your Ego at the Door
Jim Morgan reflects on what he's learned from Alan Mulally (CEO of Ford Motor Company 2006-2014)--lessons like the importance of providing people with context, always working on a better plan, and the “magic” of working together. Read more.… More »
The Relentless Pursuit of Perfection
"I began to notice that there was a sharp contrast between well-made, crafted products and poorly made ones, and an even greater distinction between the people who made them," writes Jim Morgan. "I immediately and instinctively knew which one I wanted to make, and be."… More »
Dr. Allen Ward on Lean Product and Process Development
In this classic video, the late Dr. Allen Ward, a lean product and process development (LPPD) pioneer, gives a talk on the remarkable benefits of LPPD.… More »
John Drogosz on Product Development
John Drogosz gives a talk on lean product development from the University of Michigan.… More »
Jim Morgan on Creating the Future
Jim Morgan speaks about creating the future at the 2014 Lean Summit in Brazil.… More »
Your Product Isn't Everything, It's the Only Thing
Jim Morgan, former product/process development executive at Ford (and co-author of The Toyota Product Development System), reflects on what should really matter to you and your business and why.… More »
product and process development on Lean.org
Interview: Lean Software Development
Lean software practitioners Mary and Tom Poppendieck, authors of Lean Software Development,  relate lean concepts to the practical work of software development in this video at InfoQ, a web site devot… More »
Lean Development
  Freddy and Michael Ballé, co-authors of the lean novel The Gold Mine, pull together their experiences with Toyota suppliers, contacts with Toyota engineers, and existing research t… More »
Coaching for Development - Structured Coaching Using A3 Thinking
This workshop will take participants through a unique version of the A3 thinking process, modified to facilitate and foster personal development. We will also discuss key coaching and leadership skill… More »
Designing the Future: A Lean Product Development Immersive Learning Experience
This two day workshop is targeted towards practitioners with an immersive experience applying LPPD principles while developing a product. Since LPPD is an enterprise activity, managers, leaders and co… More »
Creating Continuous Flow (eBook)
This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.… More »
Lean Product and Process Development, 2nd Edition
Lean Product and Process Development, 2nd Edition (ebook)
Generating Multiple Alternatives is Not Necessarily Waste
"I was once asked: 'How is set-based design lean? Isn’t designing multiple alternatives creating waste and the opposite of lean?'” writes Katrina Appell. It's true that generating multiple alternatives can seem like waste, especially since only one alternative will be used. But the reality is much different - read more.… More »
The Importance of Embracing Development Conflict
Conflict is something almost all professionals have been told to avoid at all costs. Jim Morgan begs to differ. "Whenever I encounter someone using this limiting form of binary thinking," he writes, "I remind them that those who can embrace conflict find it to be a huge source of opportunity." Read more.… More »
Seeing and Understanding the Work in Product and Process Development
"The role of most lean tools is to enable problems to be identified or to enable problems to be solved," writes Katrina Appell. "An important part of being able to identify problems is being able to see them. But what do you do when the work being done is typically only visible on a computer?" Read more to find out the answer,… More »
Value Stream Mapping in a Product Development Context: A Q&A with John Drogosz
Lean Product and Process Development Senior Coach John Drogosz answers countless questions about LPPD every day. Now, in his first piece for the Lean Post, he answers one of his most-asked questions: about how to create a value stream map for a PD environment. Read more.… More »
Jim Morgan and Durward Sobek Discuss Lean Product and Process Development
LEI Communications Director Chet Marchwinski discusses applying the principles of lean management to product development with Jim Morgan and Durward Sobek.… More »
Creating New Value and a Lesson in Fundamentals
After a recent trip to Toyota's headquarters in Japan, Jim Morgan made an epiphany about the Toyota Production System and the fundamentals at its core. His epiphany holds value for any business professional, especially those involved in lean product and process development. Read more.… More »
Put Your People at The Center of Your Development System
"It is your people that provide the skills, energy and creativity," writes Jim Morgan. "They are the single most important element of great product development systems. They drive the system." Read more.… More »
Three Core Capabilities in Any Lean Product and Process Development System
"Good development leaders work in earnest to create a 'safe culture' for people to share issues. Working to [drive out fear] is both important and necessary," writes Jim Morgan. "But it is not nearly sufficient for identifying and eliminating technical issues at the optimal time in a development program." Read more.… More »
LEI's Lean Transformation Model Animated
Need a simple way of explaining lean thinking to your team? LEI has released a new animated video of how real lean change happens across five interrelated dimensions. Check out LEI's Lean Transformation Model to see if you're asking yourself and your team members the right questions.… More »
Lean Product Development at Cathedral Hill Hospital
Read Baris Lostuvali's case study on bringing LPPD to the Cathedral Hill Hospital in San Francisco.… More »
The Joy of Lean Innovation: A Case Study of Menlo Innovations
Richard Sheridan and James Goebel of Menlo Innovations set out to create a joyful enterprise, one that they, their team, and their customers would love. Nevertheless, Menlo Innovations’ practices are grounded in the central principles of product and process development. Read more.… More »
Value Stream Mapping and Obeya: Key Enablers for Better Product Development
For an organization to be continually relevant and profitable, it needs to develop products and processes that consistently create value. But how exactly do you create the required organizational capabilities and supporting leadership behaviors? Read more.… More »
Lean, Agile, Joy
Rich Sheridan, CEO of Menlo Innovations, shares his thoughts on why the lean software and lean manufacturing communities need each other.… More »
Lean Product and Process Development – Stories from the Field
Jim Morgan shares stories of his field work and research for LPPD at LEI.… More »
Let the Work Define the Process
We’re all short on time, but think for a moment with your team about the real work to be done in any process you’re working on or design you’re creating. Are you building from past experience or actual customer needs? Are you building from past experience or building to solve problems?… More »
TPS 2.0?
Jim Morgan and Jeffrey Liker chime in on Toyota's announcement of their TNGA program (Toyota New Global Architecture). "The impetus for TNGA is not the recall crisis," they say, "but rather Toyota’s history, with a push added by the Great Recession... Toyota is constantly working on the next generation of fundamental product and process innovations and occasionally we get a snapshot." Read more.… More »
From Victim to Partner: The Evolution of a Manufacturing Development System
"Excellence in product development is not 'an engineering thing'; it is an enterprise thing," writes Jim Morgan. And it's helpful to think about manufacturing’s role in PD as something that evolves over time through four general stages until manufacturing becomes a fully participating partner. "Few companies evolve through all stages on their own... " Read more.… More »
Building as Product
"A building project, although it has many different moving parts and players, is a product. It’s a uniquely different product than a car, airplane, or toaster... But it’s a product," writes Baris Lostuvali. "And it’s a product that desperately needs a better process and sociotechnical system and process for coming to be."… More »
Pi-Day, Robots, and the Joy of Making Things
"Pi is a symbol that is easily recognized and fun to celebrate once a year when it falls on its calendar equivalent of 3/14," writes Jim and Mary Morgan. "Wouldn’t it be wonderful if a company could be recognized as a symbol of lean product and process development excellence and celebrated for its existence at least once per year as well?"… More »
Why Creating Products Customers Actually Want Requires a Great Process
80% of the cost (and hence, waste) is committed for a new product or service by the time product designs get locked-in during development. Still, most PD leaders focus their improvement efforts where 80% of cost is incurred—the operational value stream, post-launch. Learn why your focus should be on lean process design.… More »
Jim Morgan on What It Takes to Transform An Organization's Product Development System
Jim Morgan, Senior Advisor for Product and Process Development at LEI, shares his view of what's required for organizations to rethink and revitalize their product development systems in his most recent interview with Planet Lean.… More »
Frontloading Product Development
Anyone in product development is familiar with the agony of late-stage changes, sometimes called loopbacks. The common advice to head off this problem is to “frontload” the product development process. But what does frontload mean? Durward Sobek explains.… More »
The Designer's Dilemma
Durward Sobek unpacks the "designer’s dilemma"—the situation wherein you have the MOST freedom to make decisions when you know the LEAST about the problem. Learn how set-based innovation and trade off curves can help.… More »
Leave Your Ego at the Door
Jim Morgan reflects on what he's learned from Alan Mulally (CEO of Ford Motor Company 2006-2014)--lessons like the importance of providing people with context, always working on a better plan, and the “magic” of working together. Read more.… More »
The Relentless Pursuit of Perfection
"I began to notice that there was a sharp contrast between well-made, crafted products and poorly made ones, and an even greater distinction between the people who made them," writes Jim Morgan. "I immediately and instinctively knew which one I wanted to make, and be."… More »
Dr. Allen Ward on Lean Product and Process Development
In this classic video, the late Dr. Allen Ward, a lean product and process development (LPPD) pioneer, gives a talk on the remarkable benefits of LPPD.… More »
John Drogosz on Product Development
John Drogosz gives a talk on lean product development from the University of Michigan.… More »
Jim Morgan on Creating the Future
Jim Morgan speaks about creating the future at the 2014 Lean Summit in Brazil.… More »
Your Product Isn't Everything, It's the Only Thing
Jim Morgan, former product/process development executive at Ford (and co-author of The Toyota Product Development System), reflects on what should really matter to you and your business and why.… More »
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