Guest post from Bart Huthwaite
Quick time-to-market comes from getting the small things right. Here is a check list to follow:
- Smaller is better. Keep your product team small, typically no more than 6-8 members. And make sure all know the importance of product speed and are totally committed to it. Communication is faster when fewer are involved.
- Get the “Big Picture” first. Don’t start without a clear “end-in-view” and a strategy for getting there. Build your strategy on the strategic values which will make your product or service a long term winner. Your team members will be able to make decisions faster. Strong “buy-in” to a team’s game plan encourages faster response time when crises arise.
- Work in parallel. Parallel work compresses product launch time. Constantly work to build confidence and trust, thus encouraging early understanding and commitment of these parallel teams.
- Avoid “sand bag” solutions. Sand bag solutions are those which slow down a new product effort. These can include specifying a new, untested manufacturing process, launching a product with an untrained sales force and implementing a new CAD system the same time you are developing a new product effort. These kinds of innovation are best done “off-line,” and are only inserted into the product development cycle when they are fully proven.
- Create a “Team Efficiency Charter.” Identify and agree on the characteristics of a highly efficient new product team. Good product teams build standards of excellence and then adhere to them.
- Measure both product effectiveness and team efficiency in “real time.” Product effectiveness is how well your product is attaining its goals. Team efficiency is how well your team dynamics are working, such as the speed decision-making and follow-through. Fast track product teams keep a stop watch record of everything.
- Think ahead. Develop your product in three generations. This helps your team anticipate the future. I call this technique “step”, “stretch” and “leap.” This helps you prepare for future shifts in technology, competition and marketplace changes. This helps you avoid “re-inventing the wheel.” Only insert new technology into your product when risk has been reduced to a minimum.
- Get management involved and committed at the early concept stage. Management buy-in “up-front” reduces your team’s fear of failure. Do this beginning at the early product concept stage.
- Be time driven. Never start a meeting or a task without first setting a specific time to finish it. And stick to your guns. Avoid trying to get the entire job done in one sitting. Shoot for 80% and then come back to the issue later. Iteration is a hallmark of effective design teams.
- Let us know how we can help. LEAN Product Design is our passion. Contact us to learn about our onsite programs to help you.
Announcing the 2013 Lean Development Excellence Benchmark Survey
Please accept my personal invitation to you to participate in the 2013 Lean Development Excellence Benchmark Survey.
Are you curious about how lean can be leveraged to improve development in your organization?
Would you like to connect with others who are on their own lean development journey?
Are you attempting to improve your culture in the area of lean development?
Are you committed to making your development program better?
Have you ever wondered where your organization rates on lean development compared to others?
Can your organization be a teacher of lean development to others?
Please accept my offer to participate in this survey. This is a rare opportunity to compare your organization to others who are on their own lean development journey.
The following areas of are included in the survey:
Stake Holder Collaboration
Optimization of Value
Product and Process Accountability
Senior Management Support
Knowledge and Innovation Value Streams
Pace of Innovation
Strategic Planning and Direction Setting
Participation is free. Your own company’s results will be shared with you at no charge. The full results and detailed comparisons of your organization with respect to others will be compiled and offered for purchase. However, the results and comparisons across all participants will be shared and included at no charge with your attendance to the Huthwaite ummit on Mackinac Islansd in August 13-15, 2013
How it works:
The survey will be sent to you and filled out by you for your organization. This is a great opportunity to get a small team together to discuss your ratings. Discuss each question and fill it out together.
The results of your assessment will be reviewed and by lean development experts Bart Huthwaite and Timothy Schipper.
The survey will also include a 30 minute teleconference interview with either Bart or Tim to review your answers and further discuss the ratings and responses.
Once all participants have completed their assessment, the results will be compiled. The name and information of your organization will only be seen within your company, and your identity will be anonymous to the other participants. The survey results will merely indicate from which industry the results were compiled. (Bart and Tim will sign an IDA or non-disclosure agreement upon request). We will only share your information with your permission.
Sign-up soon, the assessment will only be run during the month of May and June. So start today.
Development problems and making designs lean
Early in my career, I was a product developer. However, I quickly became disenchanted with the whole development process. I loved the engineering part of the job, solving problems and finding solutions. It was the lack of alignment, loop backs, and rework that discouraged me. I found that the whole process lacked focus and that projects spawned huge amounts of rework. Rework appeared in many forms – late design changes, added requirements, and a general lack of focus. I found that development only address part of the value equation, and usually did not address the problem of anticipating manufacturing wastes and design inefficiencies.
My career took a few turns. I left product development after a few years, working as an IT project manager and then as a manager. It was during this period of time that I found lean methods. I studied how lean was applied to manufacturing and also the office. I found that the lean tools provided a framework for looking at problems, and working on root cause elimination. The idea of continuous improvement appealed to me as a way to move an organization to be more efficient. Lean became my new passion. Nearly 10 years and 120 workshops later, I had mastered the art of applying lean to the carpeted areas of the business. It was during that journey that I discovered another application of lean.
Have you ever wondered if lean could be applied to the design world? Could it be used as a method to design more efficiently? Could it inform a product that was still on the drawing board, or should I say still in the CAD system? It is clear that it could be applied after the fact, once products were designed and hit the factory floor. Lean applied in manufacturing creates efficient value streams that run at a constant TAKT time with minimal inventory. But what does lean look like when applied to design?
The discovery I made was that lean could be applied to design just as well as it has been applied to manufacturing. Much of the language is the same, but the tactics are quite different. About 5 years ago, I was introduced to the topic of designs that are lean at a Huthwaite Institute Summit. It allowed me to synthesize my thinking and explore the world of design in a new way. This proved to be a thinking model as well as a guide for individuals and teams on how to apply lean to their development process. Thinking and reading Bart Huthwaite’s books inspired me to create LEAN products.both products and processes that are lean from the start.
The methods works well with teams who need to innovate quickly and speed development along. It is unique in that it works on both the process of development and on the product that is being designed. One of my favorite quotes is that for something to be lean it has to be lean from the start. In other words, wastes have to be designed out for the system upfront.
I was inspired to write about how development could generate innovative products and lean process. The book Innovative LEAN Development was one of the ways that I explored the idea of lean applied to development. I co-authored the book with my colleague, Mark Swets. It is our attempt to make a contribution to the knowledge base of lean development and design.
If you have been frustrated with the development experience as we were, then I encourage to investigate the lean development method. We have witnessed many teams who successfully applied lean development to improve their process and the quality of their products.
If you find the idea of lean for development intriguing and would like to learn more, please respond and tell me your challenges and frustrations with the development process. Let’s explore together how lean can remove your most difficult development gaps. I only wish that I had found the lean method earlier in my career.