Product and process development is how new value is created through delivering great products that meet customer needs with profitable value streams. The decisions made in product and process development have an outsized influence across the entire value stream. The faster an individual or organization can learn, the greater the knowledge available is to make better decisions, and/or the quicker decisions can be made. This enables products to get to market faster and start providing customer value.
Indeed, Toyota founder Kiichiro Toyoda said this about the importance of rapid learning: “We are going to build cars. Let’s all learn as much as we can, and work together to create something our customers will buy. My job is the same as yours: to learn as fast as I can.”
LEI Lean Product and Process Development Learning Partner Bose Corporation sees the value in enabling rapid learning and created a “Rapid Prototype Development Center” at its Framingham, Massachusetts headquarters. Its goal was to enable fast and innovative product and concept development. Now LPPD coach Katrina Appell tells the story of the RPDC and the benefits Bose is enjoying from it.
1. How the RPDC is providing Bose with a competitive advantage.
2. How the design of the RPDC enables higher levels of creativity, greater collaboration, and increases employee engagement.
3. Specific examples of the tangible benefits realized through the RPDC.
4. How Bose is learning through the LEI LPPD Learning Group while continuously improving rapid prototyping capabilities.
The case study may be found here.
The Cathedral Hill Hospital (CHH) project is a 1.2 million square feet urban replacement hospital in San Francisco. Started in 2007, this state-of-the-art structure breaks new ground in design, construction, and operations. CHH’s Integrated Project Delivery Team has applied lean ideas, concepts, tools, and processes to develop this very complex project every step of the way. This paper compares and contrast initiatives set forth at CHH with the 13 principles proposed by Jim Morgan and Jeffrey Liker regarding the Toyota Product Development System. It explores the opportunities and limitations of experimenting and implementing LPPD ideas and practices in design and engineering. Read more.
For an organization to be continually relevant and profitable, it needs to develop products and processes that consistently create value. This can be done by (a) being responsive to changes in the environment including technology developments, changing competitive landscapes, and the needs and expectations of customers and (b) developing and supporting team members within the organization so they have the ability and skills necessary to be responsive to those changes. But how exactly do you create these new organizational capabilities and supporting leadership behaviors? Read more.
Richard Sheridan and James Goebel of Menlo Innovations did not set out to create a lean enterprise. In fact, they intentionally avoid the “lean,” “agile,” and “start-up” jargon that pervades their industry. They 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.