Good vs Bad Product Development 👇 TOC* + Lean applied to product development promote the following practices: - Low WIP - WIP control at project level, at phase level, and at task level - Clear Vision of what the goal is - Project screening and focus - Small batch size - Moderate resource utilisation and short queues of work - Quick problem detection, quick response and frequent feedback - Bottleneck detection and improvement - Resource flexibility - Focus on flow and shorter lead times - Variability addressed through buffers Critical Chain mixed with other good ideas encompasses all of these items. Note: * TOC - Theory Of Constraints. Developed by Eliyahu Goldratt the author of "The Goal" and "Critical Chain" (the project management component of TOC).
Johan Verbeeck
2mo
In Lean production, the goal is often to reduce variability, as variability can lead to waste, inefficiencies, and unpredictable outcomes. Lean practices aim to create a smooth, continuous flow in production by standardizing processes, reducing waste and minimizing fluctuations in production quality and timing. With this in mind: How can "Variability is OK" be understood?
Jim Price
2mo
Philip MARRIS What is the context of “high usage of external resources” in “bad product development”? Is the context a sometimes, always, or never proposition in software development?
Habiba Chebli
1mo
Thats insightful indeed
CEO Marris Consulting - Expert in Lean and Theory Of Constraints
2moTo answer your question Jim Price: The majority of car manufacturers for example now use external "engineering consultants" massively to design their cars. This is not the case of companies like Toyota, Louis Vuitton, Tesla, Rolex, etc. It is a strange world where a company asks someone else to design their products. I don't understand this phenomenon but its a rampant tendency. Likewise software development is outsourced massively. More than with physical products. But, in my opinion, the problem remains : how are you going to remain relevant in today's "digital age" if you don't have many people in your company who are competent in I.T. and/or software development. The depletion of internal I.T. people means that we regularly find that I.T. is the capacity and capability constraint when designing or boosting an organisation's transformation. I.T. has too often become the constraint of "making more money in the future" (growth).