Lean Development and Innovation : Hitting the Market with the Right Products at the Right Time

Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Foreword -- Preface -- Acknowledgments -- Author -- 1: Lean Product-Process Innovation and Long-Term Thinking -- 1.1 A Strategic Question: Excellence in the Long-Term or Mediocrity in the Short-Term? -- 1.2 Innovating to Achieve Success -- 1.3 From Lean Management to the Lean Development and Innovation System -- 1.3.1 Lean Thinking -- 1.3.2 Historical Background of Lean Thinking -- 1.3.3 What Can We Learn from the Toyota Model? -- 1.3.4 Wastes in Product and Innovation Processes -- 1.4 Types of Waste in the Innovation Process -- 1.5 Process Kaizen in Non-Manufacturing Processes -- 1.5.1 Waste "Suffered" and Waste "Generated" -- 1.6 Why Invest in a Lean Development and Innovation System? -- 1.6.1 Integrating People, Processes, and Tools -- 1.7 Each Situation Has Its Own Peculiarities -- 1.8 Summary of Key Points in Chapter 1 -- Resources -- Notes -- 2: Processes: The Way We Work to Add Value -- 2.1 When Processes Are Real Solutions to Problems -- 2.1.1 Do Many Things at the Same Time or Arrange Project Activities into a Sequenced Flow? -- 2.1.2 Pay Attention to Small Signals and Accumulate the Knowledge -- 2.1.3 Balancing and Synchronizing Work Loads from a Value Stream Perspective -- 2.1.4 How Can We Ask for the Materials and Information That Are Needed When They Are Needed? -- 2.1.5 Cause and Effect -- 2.2 Make the Customer the Center of Attention: Concept Paper -- 2.2.1 Forming the Project Team and a Sample Concept Paper Format -- 2.2.2 Who Guides the Process? -- 2.2.3 Product and Market History -- 2.2.4 Who Will Use Our Products? -- 2.2.5 Classification of Product Features -- 2.2.6 How Can We Understand What the Customer Wants? -- 2.2.7 Radical Sharing -- 2.2.8 The Importance of a Single Unified Vision