In my previous article, we established some high-level objectives for lean product development as follows:
These might be considered “enterprise” level objectives…some or all of the objectives might be part of a product development organizational strategy depending on it’s size or number of product development projects.
Some tools and methodologies that enable lean product development include:
Although it’s a somewhat long list, it is tailor-able to any size organization. For example, a small organization might benefit from a technical project manager who can facilitate a lean process and reduce overall product development risk. A large organization might pursue more substantial resources and tools/infrastructure, like a project management operating system.
A comprehensive needs analysis for your organization might be revealing….do you have too many projects? projects that weren’t ultimately successful? resource constraints? high risk of design rework? sub-optimized designs? inadequate product margins? difficult-to-manufacture products?
An alternative approach might begin with some awareness of tools and methodologies….define what lean enterprise product development is and down-select the elements of lean that will be most beneficial.
Either way, there is likely ample opportunity to reduce design risks and/or streamline your product development process. In the next series of articles we’ll further define each of these potential initiatives.