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Download Lean-driven innovation: powering product development at the by Norbert Majerus PDF

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By Norbert Majerus

In 2005, Goodyear's study and improvement (R&D) engine was once now not appearing as much as its complete strength. The R&D association built top quality tires, however the initiatives weren't constantly profitable. Goodyear launched into a huge initiative to remodel its innovation construction tactics via studying, figuring out, and using lean product improvement ideas. This publication describes how the Goodyear crew was once capable to Read more...

summary: In 2005, Goodyear's examine and improvement (R&D) engine was once now not appearing as much as its complete strength. The R&D association built top of the range tires, however the initiatives weren't regularly profitable. Goodyear launched into an immense initiative to rework its innovation production approaches by way of studying, figuring out, and using lean product improvement ideas. This booklet describes how the Goodyear group was once in a position to in attaining such major advancements. Revealing the ups and downs of this profitable transformation, it stocks reports of the way this seismic switch was once controlled, how humans have been engaged, and the way Goodyear dramatically reinvigorated its product improvement and innovation methods and, within the approach, introduced considerably extra worth to shoppers and to the corporate. It explains how lean product improvement helped Goodyear dramatically enhance profit via having each new product to be had whilst the industry wanted it

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Additional info for Lean-driven innovation: powering product development at the Goodyear Tire & Rubber Company

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Many change experts recommend supporting lean and other business-improvement initiatives with an extensive, company-wide communications campaign. This can be good as long as there are good things to communicate, such as achieving targets and reminding people of the overall goal and progression of milestones to date. But keep in mind the story of the gardener—people can grow weary of reading about tilling and weeding; they want to eat the vegetables. 24 ◾ Lean-Driven Innovation Just as the gardener often has to “go see” what is going on in the garden, change agents and leaders must go to the gemba regularly to see for themselves where the problems are and how the lean initiative progresses.

Introduction ◾ xxix As of this writing, I have worked a total of 36 years within Goodyear, of which 10 have been directly involved in trying to develop, implement, and sustain lean in order to achieve the company’s business objectives. I am not a consultant who applied lean to R&D, but an R&D engineer who pulled in lean. My experiences have convinced me that the best way to implement lean in product development—or any new process—is to learn the principles, teach the principles, and then let content experts and process experts figure out what change is needed and coach, mentor, and guide them through the improvement process.

Lean principles are universal. Although companies are different and processes are different within a company, the lean principles apply the same way that the principles of math and physics apply to a large variety of scientific and technical problems. Just like engineers must learn math, physics, and chemistry to develop new products, the people who are involved in a lean transformation must know the lean principles.

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