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Research & Publications

Research & Publications is a growing collection of case studies, presentations, research reports and other resources focusing on product development, R&D, and innovation management.  These concise reports provide practitioner insights, company examples, benchmarks and thought-leading viewpoints. 

MRT's FastTrack is the leading network of industry practitioners responsible for new product development, technology development, and business development from all industries. Access to the full content of the following articles is for members of Management Roundtable FastTrack. Memberships are offered to individuals on an annual basis for just $495.  For more information on joining FastTrack click here.

To see all the material available in this knowledge repository, use the search engine, click on focus topic, or see our most recent updates below.

Bringing the Value of Lean to Product Development: Presentation Locked

Research | Posted: 2007-01-04

Presentation slides for the audio session "Bringing the Value of Lean," 06/14/06

Co-Developing Products in Asia: Presentation Locked

Research | Posted: 2007-01-04

Presentaion slides for the audio session "Co-Developing Products in Asia," 07/25/06

Getting Started with Roadmaps: Presentation Locked

Research | Posted: 2007-01-04

Presentation slides for the presentation "Getting Started with Roadmaps," 05/17/06

Lean Project Portfolios - Presentation Locked

Research | Posted: 2007-01-04

Presentation slides for Lean Project Portfolios audio session (12/06/06).

Design for Uncertainty: Presentation Locked

Research | Posted: 2007-01-04

Presentation slides for the audio session "Design for Uncertainty," 07/12/06

Design for Uncertainty: Audio Session Transcript Locked

Research | Posted: 2007-01-04

Transcript for the Audio Session "Design for Uncertainty," 07/12/06.

Using External Resources to Eliminate Product Development Queues Locked

Research | Posted: 2007-01-04

By Don Reinertsen, Reinertsen and Associates Experienced product developers realize that there is a heavy price to be paid for operating a development organization at 100 percent utilization. Unless we could perfectly predict the work content of design tasks, when these tasks arrive, and the productivity of our individual development workers, such high levels of loading will cause queues in product development. Internal capacity is only one of a variety of paths to increase the capacity of the development organization. External capacity is a powerful alternative. However, using external capacity to support product development can be a little trickier than it first appears. In this commentary, Don Reinertsen discusses one of the common pitfalls of managing external capacity – the tactic known as “peak-shaving” – and how to avoid it. (3 pages)

Lean Project Portfolios: Audio Session Transcript Locked

Research | Posted: 2006-12-30

Transcript for Lean Project Portfolio with Eugene Kania, Dec. 6, 2006

Lean Project Portfolios: Audio Session Summary Locked

Research | Posted: 2006-12-30

A presentation by Eugene Kania, Principal of mc2 Solutions Related Links: Audio | Transcript (22 pages) | Slides (66 pages)In this audio session Eugene Kania describes how to create a Lean Project Portfolio – one that is high-value, achievable and executable. Kania demonstrates methods for mapping the risks and rewards associated with projects, for prioritizing elements in a portfolio and for understanding the tradeoffs involved. Kania describes a simple tool for resource planning which helps to diminish the work-in-process in the portfolio. He also describes how to use critical chain and buffers to help execute the projects within the portfolio. Kania and his colleagues have moved beyond theory, testing these methods with a number of companies, which have enjoyed greatly increased throughput, with a decrease in cycle time; these portfolio methods also resulted in greater productivity and an improvement in job satisfaction. (12 pages)

Lean Product Development The Toyota Way: A Conversation with Michael Kennedy Locked

Research | Posted: 2006-12-21

In this December 2006 interview, Michael Kennedy, author of Product Development for the Lean Enterprise discusses the four cornerstones of the Toyota product development system. Kennedy describes how Toyota creates world-class cars without a formal development process, without administrative program managers, and without schedule slips. The key, says Kennedy, is in a process that emphasizes learning first. Toyota continually prototypes and tests to probe the limits of a given technology and the design tradeoffs associated with it. These tradeoffs, visually displayed inthe formof “limit curves,” become the basis of decision-making at Toyota. Toyota Chief Engineers, the internal representative for the customer, are the decision-makers with respect to a given product. They are not administrators, but subject matter experts. Toyota also has a simple but effective way of managing knowledge that maximizes reuse and allows engineers to avoid reinventing the wheel. According to Kennedy: “Toyota has been effectively developing knowledge for next year’s Camry for over twenty years. Product development must be thought of as the long-term, targeted development of product knowledge.” (6 pages)

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