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From the Lean Lexicon 5th Edition:

Lean Product and Process Development:   A business system focused on eliminating waste in product and process development by generating and applying useable knowledge. It is centered on four core concepts:Grow teams of responsible experts: Organize around product and process technologies that are central to the organization’s competitive advantage. These units develop useable knowledge about their respective areas of expertise, and grow people who can apply that knowledge, generate new knowledge, and communicate that knowledge effectively to multidisciplinary team members.  Support entrepreneur system designers: Give leadership of development projects to technically capable and visionary people who have an entrepreneurial spirit. They provide integrative knowledge to leverage More »
4 Core Principles of Lean Product and Process Development Explained
By: Katrina Appell and John Drogosz | July 24, 2019
Columns
The ability to consistently create “insanely great” products, as Steve Jobs would say, is the ultimate competitive advantage. But many companies struggle to develop profitable products and services on time with the best quality and least waste. Lean product and process development (LPPD), a powerful and proven set of principles and practices, will help any company dramatically improve its development capability. LPPD practitioners John Drogosz and Katrina Appell summarize its 4 core principles. More »
Cutting Carbon Emissions and Product Costs Through Lean Product and Process Development
By: Katrina Appell | May 1, 2019
Columns
As the need to reduce carbon emissions becomes clearer, the need to understand the impact and consciously consider it during the design phase is ever more important, argues Katrina Appel. Lean Product and Process Development (LPPD) principles, methodologies, and management behaviors are a system that enables the environmental impact of the entire product life-cycle to be consciously considered in the design phase. More »
Getting Started with Lean Product and Process Development
By: Andy Houk | November 9, 2018
Columns
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 »
How Does Shop-Floor Lean Compare to Lean Product and Process Development (LPPD)? A Q&A with Matt Zayko
By: Matt Zayko | December 14, 2016
Columns
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 »
Seeing and Understanding the Work in Product and Process Development
By: Katrina Appell | April 19, 2016
Columns
"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 »
Jim Morgan and Durward Sobek Discuss Lean Product and Process Development
By: Chet Marchwinski | February 26, 2016
Columns
LEI Communications Director Chet Marchwinski discusses applying the principles of lean management to product development with Jim Morgan and Durward Sobek. More »
Three Core Capabilities in Any Lean Product and Process Development System
By: Jim Morgan | August 25, 2015
Columns
"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 »
Lean Product and Process Development – Stories from the Field
By: Jim Morgan | June 4, 2015
Columns
Jim Morgan shares stories of his field work and research for LPPD at LEI. More »
Ron Pereira and Jim Morgan Discuss the Power of Lean Product and Process Development
By: Lean Leaper | August 22, 2014
Columns
Check out excerpts from Gemba Academy's podcast with Jim Morgan on core lean product and process development concepts, what makes "LPPD" different from traditional product development, and what the lean idea of "respect for people" really means. More »
Lean Product and Process Development, 2nd Edition (ebook)
By: Allen C. Ward and Durward K. Sobek II | March 5, 2014
Books
"The P-51 Mustang—perhaps the finest piston engine fighter ever built—was designed and put into flight in just a few months. Specifications were finalized on March 15, 1940; the airfoil prototype was complete on September 9; and the aircraft made its maiden flight on October 26. Now that is a lean development process!" —Allen Ward and Durward Sobek, commenting on the development of the P-51 Mustang and its exemplary use of trade-off curves.   Shingo Research and Professional Publication Award recipient, 2008Despite attempts to interpret and apply lean product development techniques, companies still struggle with design quality problems, long lead times, and high More »
Lean Product and Process Development, 2nd Edition
By: Allen C. Ward and Durward K. Sobek II | March 5, 2014
Books
"The P-51 Mustang—perhaps the finest piston engine fighter ever built—was designed and put into flight in just a few months. Specifications were finalized on March 15, 1940; the airfoil prototype was complete on September 9; and the aircraft made its maiden flight on October 26. Now that is a lean development process!" —Allen Ward and Durward Sobek, commenting on the development of the P-51 Mustang and its exemplary use of trade-off curves.   Shingo Research and Professional Publication Award recipient, 2008Despite attempts to interpret and apply lean product development techniques, companies still struggle with design quality problems, long lead times, and high More »
Dr. Allen Ward on Lean Product and Process Development
By: Lean Leaper | February 27, 2014
Columns
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 »
How Hoshin Kanri Aligns Your Key Organizational Systems
By: Mark Reich | October 16, 2019
Columns
Think of hoshin (strategy alignment) like the human body, argues Mark Reich: The body needs a strong skeletal structure (hoshin) to hold it together (just like an organization). But a body can’t move effectively if its muscles (continuous improvement) are not kept active and developed as well. More »
Why Doesn't Lean Have a Seat at the Table?
By: Steven Spear | October 11, 2019
Columns
Why hasn’t Lean spread more widely, asks Steven Spear, suggesting that it has not been framed in a way that addresses the strategic concern of managers. Instead it is primarily taught as just tools. And let’s face it, the licensed electricians don’t get a seat at the table. More »
Ask Art: At What Pace Should A Lean Turnaround Be Implemented?”
By: Art Byrne | October 9, 2019
Columns
Changing from a traditional batch, make-the-month culture to a lean value driven culture takes a lot of time and effort, says Art Byrne. The faster you go, the sooner you willsee the enormous benefits of lean. Also, the faster you go the less backsliding you will see and the changes will become permanent. So be bold, go as fast as you can. More »
Smitten Engineers or Love at First Sight of a Solution?
By: Chet Marchwinski and Tyler Schilling | October 4, 2019
Columns
Entrepreneur Tyler Schilling has felt the pain of engineering heartbreak – falling in love early with a solution only to realize later in the project that the idea you are wedded to is fundamentally flawed. The cure for developing an early crush on solutions is set-based design but implementing it takes a change in company culture, as he explains in this candid iterview. More »
Believe in One Thing All the Way
By: Darril Wilburn | October 2, 2019
Columns
Who is a “superhero” in our companies, asks Darril Wilburn in this inspiring piece: Is it the person that can outperform nine others by three times? Or is it the person that can improve a process by 10% and then share that improvement with the 9 other people, and then do it again and again? More »
The Mythical Value Stream Manager
By: Mike Orzen | September 27, 2019
Columns
If you want to make a serious impact in your improvements, consider shifting your focus outward to a value-stream level perspective and find someone who is willing to take on the role of value stream leader, suggest Mike Orzen. More »
Warning: What You Call Kaizen May Really Be Rework
By: Chet Marchwinski and Jim Morgan | September 25, 2019
Columns
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 Rivian COO explains in this interview. More »
Book Review: The Toyota Engagement Equation by Tracey and Ernie Richardson
By: Tom Ehrenfeld | September 20, 2019
Columns
In their book The Toyota Engagement Equation, authors Tracey and Ernie Richardson don’t hit you over the head telling you what to do or how to think per se; instead they share how they learned what they know, and in so doing, invite you to think along the same lines. More »
Ask Art: What Foundational Items Must I Be A Zealot About?
By: Art Byrne | September 18, 2019
Columns
Be a zealot on the foundational items such as 5S, visual management, and setup reduction, says Art Byrne, and your chances of succeeding with lean will greatly increase. More »
What Is Your Leadership Model?
By: Nicolas Chartier | September 13, 2019
Columns
In this reflection based on his work as CEO Lean is a leadership model: for more than 60 years now it has been developed, analyzed, tested, adapted; largely by Toyota but also by many others, copying, adding, evolving. More »
Towards A More Lean Statement of Purpose
By: Orest (Orry) Fiume | September 11, 2019
Columns
Reflecting on a recent Business Roundtable statement pledging a commitment to all of its stakeholders (and not simply maximizing shareholder value, Orry Fiume reminds us how core Lean values overlap with this new stated mission. More »
I'm Josh Howell, Ask Me Anything
By: Josh Howell | September 6, 2019
Columns
Since becoming LEI’s president a few months ago, Josh Howell has made it a priority to talk with you and visit your workplaces as much as possible. Please join in an Ask-Me-Anything conversation with Josh by sharing questions you have about the lean movement and the business struggles and problems you face. More »
Getting the Right Product Right, and Other Product Development Trends
By: John Drogosz | September 4, 2019
Columns
As a lean product and process development coach John Drogosz, PhD, works closely with companies in a variety of industries that are redesigning development systems to consistently design and deliver a progression of market-leading products and services. He took a time out at the annual Designing the Future Summit to talk about the product development trends he is seeing. More »
Reflections From Ten Years of Michael Ballé's Gemba Coach
By: Tom Ehrenfeld | August 30, 2019
Columns
Since his first Gemba Coach column of ten years ago, Michael Balle has consistently tied his advice to a faithful application of core Toyota Production System (TPS) principles, without demanding a mindless conformity to established practices or to commercialized frameworks, models, or any other packaging of the TPS dynamics as a product. More »
Ask Art: What Do You Mean When You Say Run Your Company On Your Operational Excellence Goals?
By: Art Byrne | August 28, 2019
Columns
The Lean company competes on its operational excellence goals, says Art Byrne. These stretch goals must be aggressive in nature and deployed down to every person in the company so that they all are focusing on hitting these goals every day. More »
Learning the Social and Technical Aspects of Lean on the Kentucky Lean Leadership Tour
By: Lean Leaper | August 23, 2019
Columns
Why join the upcoming US Learning Tour in Kentucky? This interview between Josh Howell, John Shook and Jamie Bonini discusses why this tour will help people understand the Toyota Production System as an organizational culture of highly engaged people, solving problems or innovating to drive performance. More »
Product Development Is Where to Cut Carbon Emissions; Here's How
By: Katrina Appell | August 21, 2019
Columns
Consumers want products updated more frequently, which is great for consumers and business but not so great for the environment because a third of man-made carbon emissions come from production processes, notes Katrina Appell, PhD, who explains how product developers can balance these competing forces. More »
Why We Believe Lean is Worth Our Unwavering Commitment
By: Lean Sensei Women | August 16, 2019
Columns
Lean provides a powerful alternative to short-term enterprise driven solely by the goal of maximizing profits while externalizing human and environmental costs, argues these leading Lean thinkings, who reveal why Lean promises a more humane, productive, meaningful, and ultimately, sustainable path forward. More »
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