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.