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Through our hands-on work with clients, we have developed a leanproduct development process. However, we have incorporated selected practices from the agile toolkit to enhance innovation and speed products to market. The beauty of this process.
Can you truly predict a customers’ reaction to a new innovative product and then scale the success of the product? Lean practitioners say you can, if you measure the right metrics, interpret them correctly, and focus on the problem and the uncertainties that arise. Continue reading →
Liker, author of esteemed leanproduction manual The Toyota Way decided he should again focus on Toyota’s cultural efforts, but this time with a bit of a twist. Methods of improvement during the recession were not limited to Toyota staff and production facilities, but extend to suppliers as well. Co-authors Jeffrey K.
The Toyota Way Jeffrey Liker McGraw-Hill (2003) To understand Toyota’s success, first understand its DNA I read this book when it was first published in 2004 and recently re-read it, curious to know how well Jeffrey Liker’s explanation of Toyota’s management principles and leanproduction values have held up.
Lean reflects the natural evolution of business and knowledge-based work: data-driven, yet practicing mindfulness in everyday production. At the team level, Lean prioritizes helping members pinpoint inefficiencies and work together to optimize results for the customer.
Therefore, lean manufacturing is about reducing or eliminating waste across the board, from customer service and design to distribution and manufacturing. It is also commonly referred to as leanproduction. There are many benefits associated with lean manufacturing, as well as numerous challenges.
Every innovative product begins as a concept in the mind of someone or some group of people. How do companies manage this asset, the portfolio of product concepts, even before they enter the pipeline? In our experience, product. These concepts are the seeds of your company’s future growth.
As innovators, we all want to do three key things: Create something new, fantastic and disruptive; Bring it to the market fast enough to capture its value and grow our business; Do it again (and again, and again.).
Lean Startup or Stage-Gate? More often organizations are not choosing one or the other but taking the “and” option and integrating both into their product processes. The challenge is how to get them to play nice with each other and gain the benefits of each without losing something in the process.
By sheer happenstance, I had just gotten a copy of Gemba Walks , a collection of essays by James Womack , a co-author of the automotive classic The Machine That Changed The World and a pioneering importer of Toyota-inspired leanproduction insights and methodologies to America.
in some of the other areas of management we examined, such as careful monitoring, leanproduction, and sensible targets. As you can imagine, this does not lead to a feeling of mutual support between management and workers. But the U.S. should not be complacent. Other countries equal or better the U.S.
costs by using practices commonly associated with mass production and leanproduction. But by applying principles of mass production and leanproduction to health care delivery, Indian doctors and hospitals may have discovered the best way to cut costs while still delivering high quality in health care.
Ford shifted the auto industry from craft to mass production, and the Japanese later took it a step further to leanproduction. The same can be said of other procedures that might lend themselves to mass or leanproduction. By making only one type of car (Model T) in volume, he cut unit costs dramatically.
Just as the "quality" and "leanproduction" movements of the 80s and 90s required quality to be designed — rather than inspected — in, innovators have got to demonstrate greater ingenuity and integrity around how they integrate real-world testing into their projects and processes. These pathologies are nothing new.
And Toyota changed the auto industry forever with a systemic process innovation (the leanproduction system). Apple has disrupted several industries using new business models, not new technologies. Finally, innovation (and hence strategy) is not just the CEO’s job.
The initiative sought to improve manufacturing operations — to deliver high-quality products in relatively small batches and on shorter production deadlines. Our research focused not on the success of this initiative, per se , but on the impact of leanproduction on the workplace.
Japan is famous for its leanproduction systems and efficient supply chains. Large companies such as Toyota and Sony were forced to halt production not because of damage to their own factories, which were quickly checked and ready to go back online, but because they were dependent on a small number of parts from suppliers in Tohoku.
Having utterly failed, GM undertook a medium-tech, $200 million joint venture with Toyota to implement "lean-production" methods relying more heavily on workers' skills — and boosted productivity 40%.
LeanProduct Development and Customer Development processes) decreases the chance of a startup’s failure. While developing expertise is the most certain way to reduce entrepreneurial risk, many other strategies exist: Process — Using the right processes to deal with market uncertainty (e.g.
Many companies still compete this way and there continue to be successors to Taylorism, including business process reengineering and leanproduction. Some companies brought together Six Sigma and leanproduction into “Lean Six Sigma” as a way of competing with both lower costs and higher quality.
First recognize if the product is solving a real problem and people will buy it, then figure out how to scale production and distribution in situations of success. As a result, our predictions for new products are either too high or too low, and we waste resources, customer goodwill, and employee motivation.
They created and maintained a close connection to frontline staff — what Jim Womack , the expert in leanproduction and thinking, calls “going to gemba ” — Japanese for “the actual place.”. At Mid Staffs, instead of this essential connection, there was a yawning gap.
In the 1980s, our organizations learned a great deal about how to improve productivity, quality, and costs from Japanese practices. A few decades ago, U.S. companies were making progress on the operations front, but now they seem to have lost their way—and business schools are in a position to help set them right again. Let me explain.
Danaher, a smaller but very profitable conglomerate with a diverse range of manufacturing businesses, has a very different set of strengths; it applies its distinctive leanproduction system to a variety of product sectors, often through companies that it acquires and then transforms.
automakers took decades to adopt leanproduction methods despite the obvious benefits from increased productivity and lower work-in-process inventory. Even General Motors, which had a bird’s eye view of the Toyota Production System from its joint venture with Toyota at New United Motors Manufacturing Inc.
More and more companies are adopting software and product development frameworks like Agile , Scrum , and Kanban — which promote quick, iterative, leanproduction — to deliver higher quality products, faster.
There's something about the culture of business that tends toward excess — in financial markets, to be sure, but also in the "market" for new ideas and management techniques.
Generally, what we see is the country where the final assembly of a product took place. Almost every sophisticated manufacturer uses some kind of leanproduction system that pulls raw materials in from a warehouse. If you were to walk through some of those foreign factories, you would get a very different picture.
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