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Lean-Driven Innovation

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In 2005, Goodyear’s research and development (R&D) engine was not performing up to its full potential. The R&D organization developed high-quality tires, but the projects were not always successful. Goodyear embarked on a major initiative to transform its innovation creation processes by learning, understanding, and applying lean product development principles. Within five years, Goodyear saw its product development cycle times slashed by 70 percent, on-time delivery performance rise close to 100 percent, and throughput improve three-fold – all achieved with no increase in the R&D budget.

Lean-Driven Innovation: Routledge

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Table of Contents

Chapter 1: Goodyear Today: Lean Product Development
Goodyear Results from Lean Product Development, Lean R&D Helps Develop Profitable Value Streams, This Lean “Stuff” Really Works, Goodyear’s Brief History of Lean Product Development, Lean Is a Lot of Work

Chapter 2: Success to Survival to a Foundation for Lean
The Golden Age of Tire Technology, Early Building Blocks for Lean, Use of Product and Process Standards, Knowledge Management Office, New Business Objectives

Chapter 3: The Beginning of a Lean Process
The First Kaikaku—Eroding Profits at Goodyear, Change Management, Changes for the Worse
Policemen, Ambulances, and the Downward Spiral, Outside Help Does not Help Out Enough
Matrix and Project Management, Lean Firsts at Goodyear

Chapter 4: Finding and Removing Waste from Product Development
Focus on the Customer, What Do Customers Value?, Value and Waste, Muda, Muri, and Mura
Waste Removal Gets Underway at Goodyear

Chapter 5: Making New-Product Value Flow
Break Down Large Projects into Quick Learning Cycles, Early Attempts at Visual Planning, Finding Our Bottleneck—Herbie Meets Herbie, The Kaikaku We Needed, Exploring Pull and Flow Concepts, The Turning Point, Fast is Better than Slow, Create a Kaikaku, Pit Crew Tries to Accelerate Speed

Chapter 6: Lean and Innovation
Dispelling Lean Innovation Myths, Discovery of Lean Tools in the Innovation Creation Process
It Takes More than One Process, Create Capacity and Resources for Innovation
Funding the Innovation Space, Innovation Talent and Serial Innovators, Add Room for Failure to the Innovation Space, Standardizing Innovation, Managing Incoming Work, Manage Work Entering the Product Creation Process, Cost of Delay (COD), Goodyear COD Calculation
Creating Customer Value and Profits, Lean Innovation Killers, More Innovation than Ever Before
Goodyear Innovation Awards

Chapter 7: Operating the Lean Product Development Factory
From Lean Initiative to Lean Function, Get the Process Right and Results Will Follow
Lean Support—Accounting for Value, Responsibility for Quality, The End of the Herbie Story—Managing Purpose, Process, and People


LINK FOR THE BOOK

https://www.amazon.com/Lean-Driven-Innovation-Norbert-Majerus/dp/1482259680

 

 

Written by Venkadesh Narayanan

Venkadesh is a Mechanical Engineer and an MBA with 30 years of experience in the domains of supply chain management, business analysis, new product development, business plan and standard operating procedures. He is currently working as Principal Consultant at Fhyzics Business Consultants. He is also serving as President, PDMA-India (an Indian affiliate of PDMA, USA) and Recognised Instructor of APICS, USA and CIPS, UK. He is a former member of Indian Civil Services (IRAS). Fhyzics offers consulting, certification, and executive development programs in the domains of supply chain management, business analysis and new product development.

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