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Jim Morgan

Jim Morgan

Senior Advisor, Product and Process Development, Lean Enterprise Institute

Jim Morgan, Ph.D. is President of EMC Network, a research and consulting firm specializing in new product and process creation. He is also Senior Advisor to the Lean Enterprise Institute for their lean product and process development initiative.  In these roles Jim has helped senior leaders from a wide variety of industries to improve their organizations development performance.  Dr. Morgan’s expertise comes from a rare combination of deep industry experience and rigorous scholarship.

His most recent industry experience was serving as Chief Operating Officer at Rivian, an electric vehicle manufacturer that he helped lead through a critical transition period.  Prior to Rivian, Jim spent ten years at Ford Motor Company, first leading the development of Ford’s Global Product Development System (GPDS) then serving for eight and a half years as their Global Director of Body and SBU Engineering during Ford’s historic, product led revitalization under then CEO, Alan Mulally.  Prior to Ford, Jim worked at Troy Design and Manufacturing (TDM) for 15 years as Vice President of Operations. TDM is a tier one, global automotive supplier of engineering services, prototypes tools and low volume parts and subassemblies.

Jim holds a Ph.D. in Engineering from the University of Michigan where his original research into Product Development won two Shingo Prizes for Research Excellence.  In addition he co-authored (with Professor Jeffrey Liker) the award-winning book The Toyota Product Development System (2006) and Designing the Future (2018)He has also authored or co-authored several book chapters on product development, as well as related articles for the Sloan Management Review, The Engineering Management Journal and other publications.

Articles by Jim Morgan
Why the Most Important Product Leaders Can Develop is Their Team
While new technology and innovative ideas may seem paramount to achieving development excellence, it's really the people within the teams who are preeminent. Watch the video to learn about real-world examples from leaders who embody the people-first principle: Lisa Yerian, MD, chief improvement officer at The Cleveland Clinic; former Ford CEO Alan Mullaly; and Jill Miller, Herman Miller Production System manager. More »
People-First Leadership: A Conversation Between Jim Morgan and Alan Mulally
Former Ford Motor Company CEO Alan Mulally shares lessons from the leadership philosophy and management strategy that led to what some have dubbed "the biggest turnaround in business history" during this conversation, a WLEI podcast, with LEI Senior Advisor Jim Morgan. More »
People-First Leadership: A Conversation Between Jim Morgan and Alan Mulally
Former Ford Motor Company CEO Alan Mulally shares lessons from the leadership philosophy and management strategy that led to what some have dubbed "the biggest turnaround in business history" during this conversation, a WLEI podcast, with LEI Senior Advisor Jim Morgan. More »
Coach’s Corner: How to Put People First Using Lean Practices
To enable your workforce to achieve performance excellence and reach their full potential requires leaders who dedicate deliberate attention to using lean practices and tools to create a people-first culture. Senior Lean Coach Katrina Appell examines this with analysis of self-actualization, Maslow's Hierarchy of Needs, and other evidence in this week's Coach's Corner.    More »
Why the Most Important Product Leaders Can Develop is Their Team
Leaders from the Cleveland Clinic, Boeing Aerospace, Ford Motor Company, and Herman Miller share how putting people first created resilient, inclusive continuous improvement culture that dramatically improved their performance. More »
How Designing Value Streams, Not Just Products, Creates Competitive Advantage
TechnipFMC and Pella Corporation leaders describe how lean development practices helped them develop better products, create profitable value streams and strengthen development teams. More »
How Designing Value Streams, Not Just Products, Creates Competitive Advantage
In this month's Design Brief video, individuals from TechnipFMC and Pella Corporation explain the processes that led to an improvement in their value-streams. More »
How Synchronizing Workflows Eliminates Waste in Development Processes
Two leaders share their secrets of effective value-stream mapping and synchronizing workflows. More »
How Synchronizing Workflows Eliminates Waste in Development Processes
GE Appliances and Caterpillar leaders share the practices that help them synchronize workflows, which helped their companies reduce waste and significantly improve development performance. More »
How Building in Learning and Knowledge Reuse Improves Product Development Success
Three leading practitioners share successful examples of how they built learning and knowledge reuse into their development process. More »
How to Save Time and Money in Innovation by Reusing Knowledge
Massive books of knowledge or huge lists weren’t very effective ways of getting the engineers he managed to reuse knowledge, notes Jim Morgan, PhD, a product development executive and author. In a Q&A with engineers, he offers tips on a better way: build current knowledge right into the work engineers do. More »
Focus Your Operating System to Bring Your Strategy to Life
An effective operating system brings strategy to life, argues Jim Morgan. He notes how it synchronizes critical activities, enables the organization to respond quickly to a changing environment and allows plans and teams to move together. More »
Build in Learning and Knowledge Reuse
Discover the three essential elements of organizational learning and hear how three leading LPPE practitioners describe how they've benefited by building learning and knowledge reuse into their development processes. More »
Understand Before You Execute
Leading practitioners share the benefits of understanding this principle of lean product and process development. More »
Front-Load Your Design Process by Using Set-Based Design
Jeffrey Liker shares his experience researching lean product and process development at Toyota, unveiling the importance behind having a customer-driven concept, having one project leader, and more. More »
Understand Before You Execute
Jim Morgan and leading practitioners explain how understanding customer needs helps create great products, processes, and services in this video, which is the second of a six-part series detailing the lean product and process development guiding principles. More »
Development is a Team Sport
Experts and executives join Jim Morgan in explaining how collaboration is vital to new product, process, and services development. Plus, they offer specific ways you can enable and strengthen cooperation between your work teams. More »
How Ford Built an Aligned Team Using ‘Matched Pairs’
Inside a winning strategy for Ford Motor Company's new product development process.    More »
Development is a Team Sport
Jim Morgan shares the stories of three teams (Schilliung Robotics being the first) who’ve used and benefitted by adopting these practices.    More »
How to Engage Everyone to Create a “Continuous Innovation Machine”
In a presentation to hundreds of engineers at a Fortune 100 manufacturer, Jim Morgan, an engineering PhD and former product development executive, explained what distinguishes Lean Product and Process Development (LPPD) from traditional methods of innovation. Morgan, who now is senior LPPD advisor at the nonprofit Lean Enterprise Institute, cited which of LPPD's three elements was paramount. More »
Lean Product & Process Development Guiding Principles At-A-Glance
An infographic summarizes the six guiding principles of lean product and process development. More »
The 6 Guiding Principles of Lean Product and Process Development
Learn the six guiding principles of Lean Product and Process Development and how they can help your organization accelerate the development of new products, processes, and services. More »
Product Development Lessons from a Global Pandemic
How a Lean Product & Process Development (LPPD) approach would accelerate a Covid-19 vaccine. More »
Tapping Technology to Boost the Power of Lean: A Talk with Jeff Liker and Jim Morgan (Transcript)
Industry 4.  0 is not a disruptive force that makes TPS irrelevant, but rather can be an enabler that builds on lean culture and thinking. What principles should lean companies prioritize as they introduce digital tools into their work? Lean thinkers Jeff Liker and Jim Morgan start with the basics of people, processes, and purpose. Read a full transcript of their conversation about the TPS-Industry 4.  0 mashup with WLEI Host Tom Ehrenfeld.    More »
Why Product Focus is Customer Focus
How can you know your entire organization is aligned around delivering best in class value to your customer? Your product gives you that focus, says LEI's Jim Morgan. In a piece reminiscent of upcoming VLX classes, he argues that your product is who you are as an enterprise; it’s your identity. More »
Why You Need a Product Focus for Enterprise Transformation
Lean Product and Process Development serves as an enterprise activity that can engage the entire organization and improve operations and growth, says Jim Morgan. Listen to his keynote address for insights into how. More »
Why You Need a Product Focus for an Enterprise Transformation: A Talk By Jim Morgan
In this talk from the 2018 Designing the Future summit, former Rivian COO and LEI Senior Advisor Jim Morgan discusses how Lean Product and Process Development (LPPD) serves as an enterprise activity that can engage the entire organization and improve operations and growth. Click below to download the transcript of Jim's talk about why LPPD's principles and practices will result in better products. More »
Transcript for WLEI Podcast: Designing the Future, An interview with Rivian CEO RJ Scaringe and former COO Jim Morgan
If you do not yet know the company calledRivian you will undoubtedly know it very soon. In 2019 Rivian made waves in the auto industry by announcing two“electric adventure vehicles”: theR1T, an electric pickup truck, and the R1S, an electric SUV. Both vehiclesare expected to launch in the United States later this year and globally in 2021. Rivianis also developing afleet of electric delivery vans to fulfill a 100,000-unit order placed by Amazon. In the last twelve months the electric vehicle company has raised three billion dollars to bring this vision to life.   Rivian’s former COO Jim Morgan, who also leads LEI’s Lean Product and More »
Lean Product and Process Development Learning Group Update: Technical Organizations Share Common Practices to Spread the Learning
Lean Product and Process Development Learning Group Update: Technical Organizations Share  Common Practices to  Spread the Learning  More »
Want Better Relations and Results from Suppliers? Hear Two Execs Explain the Benefits of "Matched Pair” Leadership
New products and service development does not stop at the exterior walls of your company. Outside suppliers play critical roles, but the relationships between companies and suppliers are often akin to cage fighting. That's where the innovative “matched pair” process comes in to dramatically improve relationships as well as business performance. Listen to a matched pair of executives describe the process. More »
Warning: What You Call Kaizen May Really Be Rework
If you begin your lean management transformation on the shop floor, you run the risk of having to rework processes and products that should have been much, much better coming out of the development system. So, if you want the best leverage point for a lean transformation, move upstream from production to product development. Jim Morgan, LEI author and former Rivian COO explains in this interview. More »
Matched Pairs: To Improve Supplier Relationships, Start Inside Your Organization
Jim Morgan shares how adopting a Matched Pair strategy that teams supply chain and engineering leaders with a common plan, shared objectives and a powerful management system helps to not only improve cost, quality and delivery--but help create a superior working environment for everyone involved. More »
Designed In Quality
Extraordinary quality is not only designed into the product, it is designed into the development process itself, says Jim Morgan, who suggests that the next time you might be tempted to minimize Toyota’s quality performance, you will think about how Toyota’s principles and practices might help you design-in better quality in your products and processes. More »
Pi-Day, Robots, and the Joy of Making Things
To mark Engineers Week, Feb. 18-23, we’re reprising a story about celebrating Pi Day by Jim and Mary Morgan, a self-described “geek couple.  ” And we’re offering 25% off on Jim’s new book, Designing the Future. Read the story to get the discount code. More »
People First Leadership: A Conversation by Jim Morgan with Alan Mulally
Alan Mulally is a brilliant engineer who led historic transformations as CEO of Boeing Commercial and then Ford Motor Company. But just as important as what he accomplished, is how he accomplished it. His people first, inclusive approach to leadership not only created great products and successful companies, but also created an organization people wanted to be a part of. More »
Are You Building High-Performing Teams?
It is important to work hard at building a high-performance team. Not only does it lead to better performance outcomes, but it is also a tremendous personal experience. Pay, benefits, and personal growth opportunities have to be competitive, but all else being equal, most people will choose to be part of a high-performance team. More »
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 »
Lean Product and Process Development Group Update: Leading Companies Share and Learn from Common Challenges
The Lean Enterprise Institute recently organized a meeting of the Lean Product and Process Development Learning Group that brought together the diverse industries of sub-sea robotics, appliances, consumer electronics, automotive research, contemporary furniture, and drilling equipment. 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 »
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 »
Master the Meaning of "Giri"
"Giri" represents the profound obligation of the student has toward their teacher, the apprentice to the journeyman or the child to the parent, writes Jim Morgan. He thanks his own mentors and emphasizes the obligation that comes with the deep understanding that whatever you have accomplished in life, you have not really done on their own. 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 »
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 »
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 »
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 »
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 »
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 »
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 »
Lean Product and Process Development – Stories from the Field
Jim Morgan shares stories of his field work and research for LPPD at LEI. 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 »
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 »
Product Focus = Customer Focus
"Customer-defined value creation is the first principle of lean thinking.  .. But how do you know your hard work will deliver a product your customer actually values and will buy?" Jim Morgan, former product/process development executive at Ford (and co-author of The Toyota Product Development System) tells us how to build "insanely good products.  " More »
The Faster We Go, the Behind-er We Get
Speed to market is not just about doing things faster. It’s about taking the time to do things more intentionally. Jim Morgan, former product/process development executive at Ford (and co-author of The Toyota Product Development System), shares the key questions you need to ask yourself if you're truly interested in shortening your product development lead times. 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 »
Books by Jim Morgan
Designing the Future Designing the Future
Morgan and Liker go beyond broad generalizations on how to “be innovative” and dig deeper into the theoretical bedrock and concrete development practices that are generating exceptional results at pioneering LPPD companies. Examples in the book show specifically how companies are redesigning product development systems to consistently design and deliver a progression of market-leading products and services.    More »