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
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
