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Stand-Up Meetings for Lean Product Development Locked

Quick Insight | Posted: 2006-06-29

One of the more effective and innovative tools introduced into its lean product development process by Boston Scientific Corporation is the daily "stand-up" meeting of product development teams. The idea generated much interest among participants at Management Roundtable's Lean Product Development Implementation Summit held June 13-14, 2006 in Chicago. Presented by Philip Ebeling, director, program management, LEAN Product Development at Boston Scientific,stand-up meetings are no longer than ten minutes every day (literally no chairs or sitting allowed). Co-located cross-functional product development teams each hold a stand-up meeting in their own bullpen area to review and discuss the status of their projects. “While stand-up meetings may be more common to operations, in our case it is a very new concept for product development,” says Ebeling.

Variability,Yes; Inventory, No, in Lean Product Development Locked

Quick Insight | Posted: 2006-06-29

Lean product development, while conceptuallysimilar tolean manufacturing, clearly has differences - mostly due to the intangible nature of knowledge work. One of the foremost experts inlean product developmentis Don Reinertsen,president of Reinertsen& Associates and author ofManaging the Design Factory and Developing Products in Half the Time. According to Reinertsen,the differences between leanproduct developmentand lean manufacturing arenoteworthy in two key areas: 1) inventory and 2)variability.

Open Innovation - latest methods for tech acquisition Locked

Quick Insight | Posted: 2006-06-28

At Management Roundtable's "Open Innovation and R&D Alliances" workshop held June 5-6, 2006 in Cambridge MA,itwas clearthat themain motivation behind many partnerships is to acquire new technologies. The session, led by noted alliance expert Gene Slowinski of Rutgers University, was attended by R&D executives from awide range of global companies - including makers of everything from food, cosmetics, paperandgreeting cards to pharmaceuticals, oil, aircraft, automotiveand electronics. Yet, despite the diversity, certain insights and practices emerged that were common to all. (Summary inside)

Funding for Disruptive Innovations? Locked

Quick Insight | Posted: 2006-05-08

At MRT's 6th Annual Product Portfolio & Pipeline Management Conference, Ben Almojuela, associate technical fellow, Boeing Commercial Airplanes, suggested that there should be R&D funding made available to develop disruptive innovation ideas to a point...

Re-thinking the Stage-Gate Process Locked

Quick Insight | Posted: 2006-05-08

Controversy was stirred at MRT's recent Portfolio & Pipeline Management conference whenLarry Keeley, president and co-founder ofDoblin, Inc. asserted "..the stage-gate model.. is basically going to guarantee total performance mediocrity for your businesses."

Summary of Research-Shaping Teleconference Locked

Quick Insight | Posted: 2006-05-03

On April 20, several FastTrack members and advisors discussed key objectives and challenges for our research team to explore.

Benefits and Challenges of Roadmapping - Practitioner Notes Locked

Quick Insight | Posted: 2006-05-02

In a recent FastTrack interview on Open Innovation, alliance expert Gene Slowinski suggested Strategic Roadmapping as a tool to facilitate opportunity assessment.Roadmappingmay also bein orderifyour organization wrestles with trade-off analysis, resource conflicts,and corporate politics.At an advancedworkshop led earlier this month byIrene J. Petrick, Assistant Professor of Information Sciences and Technology, Penn State University,participants (all experienced practitioners) discussed both thechallengesand benefits of roadmapping - and offered ways to gain buy-in.

Legal Meets R&D: An Emerging Practice for Open Innovation Locked

Quick Insight | Posted: 2006-04-24

Recent FastTrack research has revealed that managing Legal departments and R&D to cooperate more closely is an emerging practice for Open Innovation.

Want, Find, Get and Manage for Success: An Open Innovation Overview Locked

Quick Insight | Posted: 2006-04-24

Interview with Gene Slowinski, PhD Gene Slowinski, an expert on alliances and co-author of the recent book The Strongest Link, believes that the emergence of Open Innovation is due to the fact that it has become virtually impossible for a single company to develop complete solutions in-house. In this article, he presents a proven model for Open Innovation based on four stages: Want, Find, Get and Manage. Slowinski cites best practice in each phase of this model. He also discusses key challenges to Open Innovation such as IP management, the changing role of the Legal function and the integration of external resources into the phase-gate process. Slowinski’s conclusion: “Every link in the value-added chain must be open for external innovation.” Download the complete report (5 pages) here.

Legal Meets R&D: The Impact of Open Innovation Locked

Quick Insight | Posted: 2006-04-17

By Paul Wright, J.D. In this article, Paul Wright, a lawyer and a contributor to FastTrack, explains why it is important for Legal Departments to work much more closely with the R&D function than they ever have before. Wright explains that the trend toward Open Innovation means that intellectual property, in the form of patents, trade secrets and trademarks, is a major portion of the value produced by R&D. This means that asset management is an emerging, core capability for collaborative product development. In this piece, Wright argues for creating closer links between R&D and Legal functions by staffing lawyers on the development teams – or at least getting them into the research loop earlier in the process. He also suggests some ways to formalize the interface between Legal and R&D. (5 pages)

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