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  1. High-Velocity Development: Hewlett-Packard Veterans Share Lessons from Supply Chain Management Locked

    Research | Posted: 2004-09-29

    Scott Elliott and Brian Hughes, who jointly have more than forty years of experience with Palo, Alto, CA-based Hewlett Packard, think that when it comes to shortening product development time there is a lot to be learned from supply chain management. In this interview, Scott and Brian explain the lessons that development projects can learn from supply chain management practices, analogous concepts in engineering, and the information flow needed to market, manufacture, and deliver a physical product. (7 pages)

  2. Hewlett-Packard Division Chief Uses Strategic Outsourcing to Stay Lean, Focused and Competent Locked

    Research | Posted: 2004-09-29

    Hewlett-Packard’s (HP) Electronic Measurements Division, an engineer-intensive, customer-driven organization, outsourced several major efforts, generating 625 percent growth in a six-year period. In this report, the General Manager of the Electronic Measurements Division makes a case for focusing strategic outsourcing on high-priority projects. He describes how HP encouraged full participation of partners from the earliest phase of the development project and describes how outsourcing can enable revolutionary leaps in product development. (6 pages)

  3. Applying Batch Size in Product Development: Unconventional Wisdom about Speed and Flexibility (Part Two of Two) Locked

    Research | Posted: 2004-09-29

    In part two of this interview, Reinertsen discusses the value of designing a process that can tolerate late changes. He also outlines how to create product development processes that combine discipline and flexibility. (5 pages)

  4. Developing Products in a Disruptive World Locked

    Research | Posted: 2004-09-29

    In this commentary, Don Reinertsen defines two approaches to disruption in technologies and markets: planning and reacting. While outlining the dynamics of reaction as a response to disruptive conditions, Reinertsen’s key point is that the ability to respond to disruption is not simply a strategic property. Many tactical decisions, which appear to be unimportant to senior managers, irrevocably determine whether a company will be able to respond quickly and efficiently to change. (3 pages)

  5. Applying Batch Size in Product Development: Unconventional Wisdom about Speed and Flexibility (Part One of Two) Locked

    Research | Posted: 2004-09-29

    In part one of this exclusive interview, Don Reinertsen explains how the concept of “batch size,” from the manufacturing domain, applies to product development. Reinertsen suggests that product developers reduce the batch size by which information is transferred from one point to another along the product development chain, thus increasing the quantity of information transfers. Reinertsen argues that developers do not need to know all of the requirements before beginning to design – they need to know only enough information to do useful work. (5 pages)

  6. Incorporation of Lean Design into Traditional Product Development Locked

    Research | Posted: 2004-09-17

    Paul Layton, Product Development Manager, DICKEY-john This presentation reviews the development process for DICKEY-john’s new Hand Held Grain Moisture Tester, the M3G. Mr. Layton discusses DICKEY-john’s incorporation of Lean Design Methodology into its traditional concurrent engineering approach to product development and the resulting impact on design time, company-wide communication and cost. Lessons learned and remaining obstacles are examined. Download the full-size presentation slides (11 slides)here and then download the text summary of the presentation below.(7 pages)

  7. Controlling New Product Costs Through Trend Analysis Locked

    Research | Posted: 2004-09-17

    Terry Ayer, Value Engineering,Program Manager, Teradyne In today's competitive market it is necessary to confirm product costs as early as possible in order to maintain profit margins. New product funding is normally based on early estimates of cost. Changes during development often impact the final cost. How can these changes be monitored to insure the cost targets have not been exceeded? In this presentation, Mr. Ayer examines the use of trend analysis as a technique to more accurately estimate the cost of a new product. Analysis data is used to develop a target bill of material. DFMA software is used to evaluate early concepts for comparison to the target. (21 pages)

  8. Lean Thinking and Product Development: A Conversation with James Womack (Part One of Two) Locked

    Research | Posted: 2004-06-28

    In this interview “Lean Thinking” pioneer, James Womack, moves Lean from manufacturing to the product development domain. Womack discusses a radically customer-centered approach to development based on the simple premise that customers want value – functional capability and quality at an acceptable price. Womack rethinks the traditional “product development” function in terms of a value-creating stream that involves customers, suppliers, and distributors. In this first part of the interview, Womack discusses the implications of various ways of organizing product development teams for a customer-focused world. (6 pages)

  9. Taking a Lean Approach to Product Development Project Management: An Interview with Ronald Mascitelli, PMP, CMC (Part Two of Two) Locked

    Research | Posted: 2004-06-25

    In the second part of this interview, Project Management expert Ronald Mascitelli, continues his application of Lean Thinking to the basic problems of Product Development. He discusses three definitions of time: calendar time, work time and value-added time. He defines value-added time as any activity or task that transforms the deliverables of the process in such a way that the external customer would be willing to pay for it and would be aware of the transformation. In this interview, Mascitelli also defines the limitations of “first-in-first-out queues.” He discusses the application of such concepts as “customer-defined deliverables,” “exception management” and “economies of scope.” Mascitelli concludes that a great deal within product development projects can be standardized – it’s a question of understanding what portions are common to many projects and what portions are unique. (4 pages)

  10. Lean Thinking and Product Development: A Conversation with James Womack (Part Two of Two) Locked

    Research | Posted: 2004-06-25

    In part one of this interview, James Womack, co-author of the 1990 classic The Machine That Changed the World, explained why he now prefers to talk about "Lean Thinking" rather than "Lean Production" because the latter tends to limit Lean to events that occur inside factory walls. In the second part of this interview, Womack discusses why it's important to preserve your R&D home base and delivers a warning about getting caught in what he terms “the variety trap.” Womack also explains why Lean Thinking is not mean thinking, extols the virtues of flexibility, and offers a heads up for companies stuck in a mass production mindset. (5 pages)

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