- Dramatically reduced product development cycle time at blue-chip semiconductor company.
- Has lectured on Lean product development for startups at Stanford.
- Developed and applied novel transformation methods for change resistant organizations.
- Worked on both the research and the business process improvement side of R&D.
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Lean Product Development
Risks & Opportunities
Efforts to improve new products risk falling into a product development death spiral:
- As defects occur, more and more checks are put in place to prevent them.
- As the number of checks and procedures multiply, designers spend more time controlling processes than developing new products, which increases the number of defects even more.
- As defects multiply, schedules lengthen, time-to-market increases and competitors beat your team to market.
- Product quality suffers.
- Designers become increasingly distant from customers and risk delivering the wrong product.
The implementation of Lean product development also entails risks:
- Lean product development is sub-optimal because basic process discipline is not in place before the Lean initiative begins.
- Best practices (for example Scrum) are implemented that do not match the level of process maturity of the organization.
- Management expectations and infrastructures are not adjusted to fit the Lean model.
Opportunities associated with Lean product development include:
- Dramatic reductions in product development cycle time.
- Measurable improvements in product quality.
- Significant reduction in rework with associated cost savings.
- More time and effort expended on value-added activities that make a difference to customers.