1 / 17

Linking Lean with Innovation: A 20-Year Journey in Product Development

This presentation by Mark Adkins explores the evolution of product development concepts over the past two decades. It covers influential frameworks such as the Ansoff Product-Market Matrix, Stage-Gate processes, and the integration of Lean Thinking, Open Innovation, and Design Thinking. Drawing from experiences with numerous industrial B2B companies and thought leaders, Adkins highlights the importance of effective collaboration, risk management, and the synergy of brand and design within product innovation. Join us to understand how these concepts have shaped successful product launches.

trevor
Télécharger la présentation

Linking Lean with Innovation: A 20-Year Journey in Product Development

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Linking Lean with Innovation™ (and more) Mark Adkins February 23rd, 2011

  2. Today’s Focus & Definition Ansoff Product Market Matrix ProductDevelopment ProductDevelopment MarketPenetration Current Product Market Development Market Development Diversification New Product Current Market New Market

  3. Evolution of the Concept • A 20 Year Journey • Both as Practitioner and Consultant • Dozens of Industrial B2B Companies • Dozens of Thought Leaders and Collaborators • 1993 Stage Gate • 1998 Wolfpack • 2003 Open Innovation • 2007 Lean Thinking • 2010 Design Thinking

  4. 1990 First Product Launch

  5. 1993 Stage Gate:Phases and Gates Are the Dominant Design Business Case 1 2 3 4 5 Opportunity Identification Development Concept Evaluation Launch Concept Generation

  6. 1993 Stage Gate:Phases and Gates Are the Dominant Design • The “Bible” • Process - Not a Collection of Projects • Discovery – Develop – Deliver • Risk Management • Portfolio Management

  7. 1998 Wolfpack • Cincinnati Machine Wins Outstanding Innovator Award Wolfpack = “Stage Gate on Steroids”

  8. 1998 Wolfpack • Cincinnati Machine Wins Outstanding Innovator Award Multiple Projects Integral Part of the Operation Metrics Based System Process Tools Portfolio Management Criteria for receiving the PDMA’s OCI Award: Sustained success in the introduction of new products to the market Significant company growth driven by new product success A defined new product development process accessible to others Unique and innovative characteristics of that organization’s process

  9. 2003 Open InnovationThe Product Development Pipeline Becomes Permeable

  10. 2003 Open InnovationThe Product Development Pipeline Becomes Permeable • What is New? • Outsourced R&D, technology collaboratives and licensing • have been around for years. • Prominent “search” practitioners • Improved product innovation models • Internet based networks –technical and market solutions • More Ways to Get the Great Idea • More Ways to Compress Time to Market • More Efficient Cost Structure

  11. 2003 Lean ThinkingHarley Davidson Defines Swirls & Bins

  12. 2007 Lean ThinkingKnowledge Systems are Fundamental • “Stages & Gates are Evil” • Phases Become Learning Cycles • Set Based Design • Advance Knowledge, Don’t Just Test • Gates Become Pull Events • Built Upon integration Points • The Value of Visual Management • Value Stream Mapping and Oobeya

  13. 2007 Lean ThinkingOhio Funds the Partnership for Lean Innovation

  14. 2010 Design Thinking Brand & Design Join Engineering & Marketing BRAND STRATEGY • Brand – Portfolio – Resources • The Iron Triangleat the Business Level PORTFOLIO RESOURCES BUSINESS LEVEL Risk – Cost – Value The Iron Triangle at the Project Level

  15. 2010 Design Thinking The Knowledge Funnel Meets the NPD Pipeline • Brand & Design Ignored by Industrial B2B’s • All Acknowledge a Company Culture But Brand is Just a Brochure • Martin’s Knowledge Funnel • Mystery/Heuristic/Algorithm = Discover/Develop/Deliver • Domination of Analytics over Intuitive = Weak Discovery • Validity and Reliability Must Co-exist = Lean Innovation You Can’t Consistently Develop Great Products Without Design & Brand

  16. 2011 Linking Lean with Innovation™ BRAND STRATEGY BUSINESSLEVEL PORTFOLIO RESOURCES IDEA BUSINESS CASE LAUNCH PROJECTLEVEL DISCOVERY DEVELOPMENT

  17. Poll Questions Analyze a product development success. • How did it succeed? • Why did it succeed? • What was the economic impact on your company? • What was the non-economic impact on your company?

More Related