Key Takeaways:
- Lean tools like kanban systems and SBCE work because they address the complex causes of problems in manufacturing, product development and other parts of the enterprise.
- Causal loop diagrams make the feedback loops visible for complex problems.
- We find better solutions to complex problems when we understand the feedback loops and look for points of leverage to mitigate harmful loops and reinforce helpful ones.
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Key Takeaways:
- TRIZ is a structured problem-solving method based on patterns of problems and solutions.
- Product developers use TRIZ to create breakthrough solutions by applying existing
knowledge to problems in unexpected and innovative ways. - TRIZ supports lean product development by strengthening a team’s ability to leverage and
reuse knowledge across the enterprise and pull in knowledge from other companies and
industries.
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Assess your organization’s opportunities and challenges as you begin to use lean product development to improve product development performance. This questionnaire looks at key dimensions of product development performance and the foundational problem-solving and decision-making skills of lean product development.
Use this tally sheet with the Lean Product Development Self-Assessment.
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Assess your organization’s opportunities and challenges as you begin to use lean product development to improve product development performance. This questionnaire looks at key dimensions of product development performance and the foundational problem-solving and decision-making skills of lean product development.
If you intend to use it with your team, you can download the LPD Self-Assessment Tally Sheet to help you analyze the results.
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This is an example of a Proposal A3 Report.
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This A3 report captures the plan to solve a "wicked problem" - one with lots of interrelated dependencies.
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This is the template to use for a Problem-Solving A3. It most resembles the type of A3 report found in Managing to Learn by John Shook.
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Key Takeaways:
- Knowledge has no value if an organization does not use it to make decisions.
- Nemawashi prepares the ground for effective decision-making by bringing the stakeholders into alignment around a proposal before they are asked to make a decision.
- It eliminates the wastes of revisited decisions and unproductive meetings by ensuring that proposals only get accepted when the organization is ready to commit fully to their success.