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  1. Increasing R&D Payback: Applying Lean Principles to the Front End of Innovation

    Workshop: Apr 15 - 16 / Chicago, IL

    A two-day intensive workshop on how to decrease innovation risk, increase speed to market and improve the rate of innovation by implementing lean concepts at the fuzzy front end.

  2. Achieving Lean Product Development: Techniques, Economics & Implementation

    Workshop: Mar 3 - 4 / San Diego, CA

    An intensive, two-day workshop on practical, economically justifiable approaches for applying lean techniques to product development

  3. Developing Half-Cost Products

    Audio Session: Wednesday, June 24, 2009 1:00pm

    Learn how to develop products that support strategies for the manufacture of half-cost products

  4. Lean Development

    Webinar: Wednesday, August 20, 2008 12:00am

    Mary Poppendieck, author of Lean Software Development: An Agile Toolkit and Implementing Lean Software Development: From Concept to Cash, and a leading authority on Lean Principles, is hosting an audio session that will compare and contrast Lean Software Development with Lean Product Development.

  5. Lean Project Portfolios

    Audio Session: Wednesday, December 6, 2006 1:00pm

    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)

  6. InnovationCUBE Team Kit -- The Ultimate "Do-It-Yourself" Resource for New Product Innovation

    Publication | Posted: 2009-04-21

    The do-it-yourself guide to improving the innovation management process

  7. Special Report on Lean Product Development Practices

    Publication | Posted: 2008-08-01

    While many organizations have lean manufacturing initiatives in place, lean product development is still in its infancy. Yet companies that know how to focus resources on value-added activities – while reducing waste - have an enormous competitive advantage in today’s global marketplace. For this reason, Management Roundtable has been tracking industry progress and the implementation efforts of leading practitioners.

  8. Tireless Communication: Experts Share the State-of-the-Art in Product Development Locked

    Research | Posted: 2008-04-15

    This overview of the Management Roundtable’s April 2008 PD IMPACT conference summarizes a range of presentations which reflect the current state of Product Development across industries. Presenters from such firms as Texas Instruments, Boeing, Boston Scientific, Medtronic, Kimberly-Clark, Honeywell and MEDRAD discussed roadmapping, portfolio management, co-development, open innovation and many other topics of current interest to R&D and product development managers. Issues around managing shared networks and anticipating markets and trends emerged as particularly important themes. Expert practitioners reported that much of the challenge of product development today is engaging these invisible resources and networks to achieve innovation. A variety of tools can facilitate that process; but, at the heart of it all, there is people – communicating tirelessly and incorporating lessons learned into the next iteration. (7 pages)

  9. The Lean Product Development Revolution Locked

    Research | Posted: 2007-08-10

    Summary of an Audio Session by Don Reinertsen, Reinertsen and Associates Don Reinertsen is principal of Reinertsen and Associates, which offers consulting services and training on the subject of rapid product development. He has authored the book Developing Products in Half the Time (with Preston Smith) and Managing the Design Factory. In this audio session, Reinertsen outlined some of the basic principles of lean product development and how it differs from lean manufacturing. He first defines three schools of lean and points out two major misconceptions about lean product development. He then discusses core lean principles such as queue management; calculating the cost of delay; batch size reduction; and work-in-process constraints. Reinertsen completes the session by drawing a contrast between traditional and lean product development and outlining four steps for moving toward a lean process. (6 pages)

  10. At Lean Conference Practitioners Report that Learning is the Basis of Measurable Results Locked

    Research | Posted: 2007-06-26

    Overview of the Management Roundtable’s Second Annual Lean Product Development Summit, Chicago, June 6 and 7, 2007. Experts and practitioners alike emphasized the importance of learning in creating a lean environment for new product development, at this second annual conference. Keynote speaker Don Reinertsen, President of Reinertsen and Associates, emphasized the need to question received wisdom; the example of no single company, however successful, can serve as an off-the-shelf template for lean product development, he advised. Another keynote speaker, Mary Poppendieck, President of Poppendieck LLC, discussed how the avoidance of the “batch and queue” approach and a focus on information flow are keys to lean. Case studies from SRAM Corporation, Badger Meter, Inc., Kennametal, Inc., Corbis Corporation, Abbott Diagnostics, Critical Point Group, Steelcase, Inc., and Boeing Commercial Airplane Group provided real world examples of how lean depends on continuous learning. The case studies examined the role of lean change agents; means of managing work in process; the importance of visual learning in creating a lean focus; how to capture learning from project to project; and how focusing on the critical few project indicators can be a key to slicing time and costs. (7 pages)

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