FEATURE - In this article, taken from LEI's Design Brief, Jim Morgan talks about the often-overlooked topic of building quality into new products. Learn how a customer-centric approach in development can prevent costly rework and build lasting trust.
INTERVIEW – Drawing on 33 years of experience working in product development at Caterpillar, the interviewee reflects on lean in engineering.
INTERVIEW – In this Q&A, the Chief of Transformation of oil and gas company TechnipFMC tells us about their experience implementing Lean Product and Process Development.
INTERVIEW – In 2020, GE Appliances had to stand up a brand-new assembly process for a new dishwasher. The leader responsible for the program explains how LPPD helped them to get it right.
SERIES – In the final article in their series on lean process development, the authors discuss what it takes to get started with their 6CON process development model.
SERIES – The authors discuss the final elements in their 6CON process development model – CONtinuously Improve – making and sustaining consistent improvements over time that will produce even higher levels of performance.
SERIES – The authors discuss the fifth of six elements in their 6CON process development model – CONfirm – leveraging a robust launch readiness approach to finalize the process while ensuring it meets the targets set in the business plan.
SERIES – The authors discuss the fourth of six elements in their 6CON process development model – CONfigure – refining the selected process concept to maximize value-added activities.
SERIES – The authors discuss the third of six elements in their process development model – Converge – using experiments to test key aspects of different ideas, while objectively working towards a single design concept slated for refinement and implementation.
SERIES—The authors discuss Concepts, the second of six elements in their process development model, discovering the key knowledge gaps and exploring multiple process design options to facilitate learning.
SERIES – The authors discuss the first of six elements in their process development model – Context – highlighting the importance of gaining clarity on the objectives of the process being created.
FEATURE – Reflecting on the transformations he has supported, the author provides a few recommendations on how to get products to market faster.
INTERVIEW – The authors of the new book The Power of Process debunk some of the most common myths about lean process development.
CASE STUDY – Combining the lean and agile methodologies, HP’s site in Barcelona has streamlined and greatly improved its product development. Along the way, they transformed their culture, too.
FEATURE – The introduction of a new process can be disruptive to an organization’s improvement efforts. But what if the process were designed to be lean from the start?
FEATURE – What role does packaging play when it comes to marketing a product? The author discusses “lean packaging” and shares the example of an Italian toilet paper maker.
CASE STUDY – Pall Corporation used lean product and process development principles to create the process to produce billions of doses of the Oxford/AstraZeneca vaccine for Covid-19 in record time.
FEATURE – Developing new products faster than our competitors can make or break a company. The authors share three strategies to reuse our engineering knowledge and build a competitive advantage.
FEATURE – The authors discuss some of the most common problems that product development teams experience and what an effective assessment tool for engineering looks like.
CASE STUDY – TechnipFMC has introduced the Concept Paper in its lean product development process. This article shares some of the learnings resulting from the experience.
NOTES FROM THE GEMBA – This French company has completely transformed its approach to designing and introducing new products to market by embracing lean product development ideas.
FEATURE – By leveraging lean product and process development principles, Nichirin Spain is becoming more flexible managing last-minute changes in product design requested by customers.
NOTES FROM THE GEMBA – A culture in which problems are tackled as soon as they appear and the production and product development teams work closely together is helping this French healthcare technology company to thrive.
CASE STUDY – Designing good products is challenging in itself, but doing so in harsh, impenetrable environments like the seafloor presents even bigger problems. The answer? Lean product development.
FEATURE – The obeya room limits the number of unknowns before we start developing a product. In this sense, it’s a tool for discovery more than it is for delivery.
FEATURE – Enabling its people to think autonomously about problems and fostering collaboration among departments is allowing a French company that makes and installs playgrounds to thrive.
FEATURE – A French automotive supplier has been applying lean principles to transform its engineering department with great results. In the process, they have realized they could put in place a really effective system to build innovation.
INTERVIEW – Following two successful experiments with kanban boards, Jaguar Land Rover decided to extend the reach of its lean product development activities to include all new vehicle programs. Here’s how the story unfolded.
INTERVIEW – At the recent LPPDE event in England, Planet Lean editor Roberto Priolo sat with Takao Sakai to understand how Toyota approaches product and process development and how the Chief Engineer system works.
90-SECOND Q&A – At a recent summit, our editor Roberto Priolo sat down with Durward Sobek to discuss design thinking, obstacles to the application of lean in product and process development, and why LPPD in services is a bit different.
OPINION – When it comes to lean product development, it doesn’t matter whether you are making wine or motorcycles. Success comes from our ability to tell a story that engages our customers and a product they would line up for.
INTERVIEW – Planet Lean speaks with telecommunications company Telefónica about the organization's attempt to apply lean startup principles in its R&D department.
COLUMN – To develop a successful product or service an organization has to effectively manage the tension between the experts' specialization and the entrepreneur's flexible approach to innovation.
INTERVIEW – PL speaks to one of America's leading experts on the Toyota Production System about Toyota's unique approach to integrating product development with all other functions in the business.
INTERVIEW - We caught up with LEI’s Senior Advisor, Jim Morgan after his plenary talk at the Lean Summit in São Paulo last month and got him to answer a few questions about product development and lean management.
INTERVIEW - Jim Morgan looks back at his years at Ford Motor Company and talks about the challenges and opportunities of applying lean management ideas to new product development .
