Innovations are like people: they are born, they continuously grow, they saturate, and decline. In the past 15 years, a product’s life cycle has shortened fourfold. At the same time, 6 out of 7 innovation projects never reach the market. This means innovation is more essential than ever, but also remains rather risky. . According to the Accenture study, 70% of CEOs identified innovation as strategic, while...
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Traditionally product development has focused on selecting one concept at the early stage and then further develop it. This perhaps is what might feel more natural: focusing all our efforts in one direction so no time is wasted on resources eliminating many ideas that will never make it to the market anyway. On the other hand, Set-Based Thinking could be considered the opposite approach to this latter traditional way as it...
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The big Question: How can you motivate someone who isn’t motivated? You can’t. But you can help them find their own source of motivation. Leverage on the 3 human aspects – the vital behaviours, personal motivation and ability, peer pressure and working on social influence – the most potent force for sustainable Lean initiatives. The Researches, Mini-workshop, and Objectives: In VitalSmarts research we found that most leaders put...
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Although lean has been found as a widespread application in the manufacturing and services sector, only a few sustained implementations were found in the R&D organizations. Lean-startup thinking has boosted high-tech industries. However, the applications to the innovation creation processes are barely found in the traditional manufacturing industries, besides that not much have been published about this subject. In fact, many executives believe that applying...
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As part of our mission to help organizations to learn, innovate and share by implementing lean principles in the innovation process the Lean Analytics Association is proud to announce that registration is now open for the 2nd Lean Innovation Forum 2016 (LiF 2016). It will be held on Wednesday, Nov 9 in Lausanne, Switzerland with the pre-forum training session on Tuesday, Nov 8 and post-forum training session on Thursday, Nov 10, 2016.
During my career, I have often been confronted with a range of issues which almost seem insurmountable to my teams. By asking this one question, “what is your core technology and is it fully understood”? the scale of the issues can be reduced significantly. This article will discuss this in detail and aims to show the significant benefits of understanding the core. I will use an actual example to allow you to draw comparisons to your business.
Telefónica, one of the world’s leading telecommunication services providers, is a pioneer in applying Lean Startup methodology to speed the innovation outputs as a large organization. In 2011, Telefónica began to position itself as a digital telecommunications company and started to build digital products. Since then, Telefónica has followed the Lean Startup methodology and has significantly reduced cycle times and development costs, while ensuring developers are continuously interacting with the end customers during the development. All these changes have led to a significant cultural transformation within the company which encourages customers’ integration from the early development stage and nurture their employees’ talent to become intrapreneurs.
Value Stream Mapping (VSM) is one of the key methodologies used to start a lean journey. It has been successfully applied in manufacturing processes and is now becoming increasingly used in the innovation and product development processes to reduce cycle time and identify improvement opportunities. It also provides a simple and quick way to visualize all activities that deliver value and eliminate those that generate waste.
Airbus Defence and Space began their lean product development journey with the support and full involvement of senior management in 2011. To the date, the company has focused on the implementation of Hoshin Kanri, Value Stream Mapping and Visual Management tools to improve their engineering capability throughout the organization. In 2014 alone, Military Aircraft Engineering department saved over €3 million as a result of lean transformation.
