A complex production process requires a mixture of leadership, governance and management. In this article, we’ll discuss a tiered meetings structure that can effectively enable this. Empowerment, escalation paths, accountability and responsibility are included as some key ingredients. We’ll start with the following diagram:
In reviewing several previous articles in this article series, it’s apparent there is much in common with product development, project management and process improvement.
Let’s look at a brief list that considers a structured approach vs. unstructured
While this list is pretty “high-level” it reveals the importance of project leadership, governance and management. A structured approach (for example a phase-gate structure, DMAIC or agile/scrum) enables management and planning, which enables governance and governance enables leadership.
Some structured approaches may be more suitable than others depending on the type of project. However, any structure (with leadership, governance and management in mind) is probably better than none.
Our previous article compared agile/scrum with lean/kaizen and revealed several similar fundamentals that helped make each methodology easier to understand.
Since the objective of lean and agile is waste reduction, we also want to identify and eliminate various forms of waste.
In order to do this, first let’s consider our objective to manufacture hardware product, develop a hardware or digital product and/or execute a project:
Our previous article covered the benefits of comparing the DMAIC problem solving thought process with project management. The key takeaway was DMAIC can be more effectively executed using “measure & plan” phase.
Now let’s compare and contrast agile/scrum with lean/kaizen. While agile is primarily used in software development, there are many valid comparisons. By making this comparison, those familiar with kaizen will improve their understanding of agile and vice-versa. Also we’ll cover key success factors that are applicable to both.
Our previous article covered the benefits of comparing waterfall with agile, emphasizing the benefit of planning the agile process and product backlog content. In this article we’ll compare the Define, Measure, Analyze, Improve and Control (DMAIC) thought process, with a project management thought process.
DMAIC is a problem-solving thought process applies critical thinking to ensure robust problem solving. (See our previous article on the subject here.) DMAIC is not necessarily a process by which projects are managed, however. Recall the high-level project management process as follows:
In Part 1 of this article series, we explored a simplified project management process using a phase/gate structure that enables a robust project planning and execution thought process. Now let’s identify some deliverables within each of the phases.
These deliverables would be required and reviewed at each of the gates. Below is a brief description of each:
Organizations often accumulate a list of desirable projects, however, may not have project management bandwidth to filter or manage them effectively.
While project management is a respected discipline, the Project Management Institute Body of Knowledge (PMBOK) has swollen to several hundred pages. This level of detail and complexity makes it difficult to absorb and apply for ‘informal’ project managers. [Read more…]
From time-to-time, there are new ways of thinking or shortcuts to solving problems. However, the tried-and-true Define-Measure-Analyze-Improve-Control (DMAIC) thought process endures as a fundamentally robust problem-solving thought process.
DMAIC must be properly applied to be effective, however. In this article we’ll consider some important objectives within each DMAIC sub-process.
First, let’s consider each sub-process as an opportunity to perform collaborative problem solving. In the “Define” phase (for example) the stakeholders and team members mutually agree on the problem statement, goals & objectives, process under study, process start/stop points, team members, business impact, etc.
When considering a business process improvement (or some other) initiative, we also want to communicate to motivate the right behaviors. However, initiatives often seem to use buzzwords or use titles familiar to employees that have seen such initiatives come and go (the key word being “go”).
In my previous article, we established some high-level objectives for lean product development as follows:
- Better understand the customer (maximize customer value)
- Do the right projects (product, project and portfolio value analysis)
- Do projects right (minimize waste and rework)
- Level load the organization (minimize bottlenecks and resource constraints)
- Create and re-use artifacts (standardize and sustain best practices)
In my last article the high level goal of lean product development was established as follows:
Develop products that maximize customer value and minimize product cost, in the least amount of time, and at the least amount of product development cost.
Let’s analyze this goal statement and establish some high-level objectives. [Read more…]
Lean product development might mean different things to different organizations, but let’s start with the 5 principles of lean manufacturing and see how it can be applied to the product development process. [Read more…]