Don Reinertsen Lean Product Development Masterclass

Lean Product Development: 2-Day Masterclass

November 15th - 16th	Ł795+VAT per delegate
Smallpeice House, Warwickshire	Includes: Lunches & refreshments, reception and dinner at end of Day 1 Comprehensive course notes and materials, including copies of Don Reinertsen's latest books: 'Developing Products in Half the Time: New Rules, New Tools' and 'Managing the Design Factory'

Exciting changes are occurring in product development, and companies willing to challenge the current orthodoxy are achieving 5x to 10x performance improvements in mature product development processes. This exclusive workshop will show companies how to apply Lean Product Development as a powerful approach with the ‘triple play’ potential to simultaneously improve quality, efficiency and process flow. Don Reinertsen will introduce practical strategies for transferring Lean principles to product development – whilst recognising the fundamental differences and goals between ‘Lean in Manufacturing’ with ‘Lean in Product Development’. The workshop will reveal how methods like queue management, batch size reduction; cadence and WIP constraints can stop projects incurring wasted effort, delays and costly errors within the development process.		FEEDBACK FROM PREVIOUS EVENTS As ever, the Smallpeice conferences are excellent value for money. Don Reinertsen is an excellent speaker - I have learnt a lot! Operations Director Well worthwhile and different to standard engineering for Lean approach. Engineering Director Some of the concepts presented have been introduced within the projects I am involved in. This conference has included them under the umbrella of "Lean Product Development", together with other concepts which I can see real value in their implementation. An excellent learning experience! Project Manager Requirements were met and well presented. Will implement many points. Project Engineering Manager News ideas and thoughts. Very good speaker and chance to talk face to face. Destroyed some myths and gave food for thought. Quality Control Manager Provided me with time to think how it impacts on my business. Product Development Manager Logical focused approach confirming some key issues between R&D and manufacturing lean processes, providing additional thinking. Production Manager
WORKSHOP OBJECTIVES
Through group case studies, lecture inputs & facilitated Q&A, delegates will learn how to: Identify & eliminate hidden waste in product development Achieve flow & ensure that your own development process does not undermine it Increase quality levels and contain costs through the effective use of rapid feedback Remove unnecessary variability, discover strategies that reduce its impact and manage risk Develop a step-by-step implementation plan to incorporate Lean principles into your own development process
INTRODUCTION
Most companies applying lean techniques to product development fail to appreciate the critical differences between repetitive manufacturing processes and non-repetitive development processes. These differences mean that waste is found in very different places. Until this is recognised, companies will only attack easily visible, but superficial forms of waste.	Key Learnings An overview of how lean techniques improve product development speed, quality, and cost. An understanding of the critical differences between product development and manufacturing. A clear framework for differentiating waste and value-added in product development.
THE ECONOMICS OF WASTE
Product developers are counselled to eliminate activities that add no value. Yet, the biggest opportunity in product development lies in scrutinising activities that add value. The only way to attack these activities, which affect both cost and value, is using the tool of quantification. We can do this with a sound economic framework	Key Learnings How to develop an economic framework to assess waste The five forms of economic waste in product development
UNDERSTANDING VARIABILITY
Variability is a greatly misunderstood concept in product development. Paradoxically, you cannot add value in product development without adding variability, but you can add variability without adding value. A product must be changed to add value, and this involves taking rational risks.	Key Learnings How to distinguish between good and bad variability What increases variability in product development How to eliminate unnecessary variability How to reduce the impact of necessary variability
MANAGING CAPACITY
Many developers still view product development deterministically, assuming that an excess capacity is waste. In reality, development processes need excess capacity to function optimally in the presence of necessary variability. Using queuing theory we can get strong insights on how to quantify the true cost of process queues.	Key Learnings How to measure queues and quantify their economic impact Tools for managing queues
USING BATCH SIZE
In manufacturing batch size reduction is the single most important factor leading to order of magnitude reductions in cycle time. In contrast, batch size reduction is dramatically under-utilised in product development.	Key Learnings The importance of small batch size and how to achieve it The ten most common batch size problems in product development
ACHIEVING CADENCE
“Pull”-based control systems can be used to make real-time adjustments to compensate for a limited amount of variance. However, they are most effective when overall flows are smoothed and synchronised with a regular process cadence. Product developers are just beginning to use this technique in their processes.	Key Learnings How a regular cadence reduces variance Using cadence in product development processes
USING PULL
Most product development processes “push” work to downstream processes. They try to schedule activities in great detail, at long time horizons. This detail inherently leads to much rescheduling and waste. In contrast, “pull”-based systems smooth flow by locally responding to variance.	Key Learnings How “pull” works in manufacturing Two practical ways to use “pull” in product development
EXPLOITING FEEDBACK
Many product developers strive to create a development process that does not require feedback. Yet, well-structured feedback loops actually create spectacular opportunities to smooth flow and attain quality levels that far exceed those of processes that try to “do it right the first time.”	Key Learnings Why fast feedback is critical How feedback permits development processes to reduce variability How well-designed feedback loops can eliminate waste
CONTROLLING FLOW
Flow in product development processes differs from flow in manufacturing because development projects have different costs-of-delay. This creates an opportunity to use well-designed priority systems to reduce the total cost of queues.	Key Learnings How dynamic flow control differs from detailed scheduling Using economically-grounded methods for setting task and project priorities
FINDING WASTE
Because product development processes add value in different ways than manufacturing processes, waste is found in different places. Typically, waste shows up in predictable places in development processes.	Key Learnings Ten common areas of product development waste A general approach for eliminating waste
IMPLEMENTATION
The final section will review factors that are likely to lead to successful implementation. Course participants will begin designing a plan for implementation.	Key Learnings How to initiate pilot programs and scale them up Strategies for developing a plan for immediate next steps