The Principles of Product Development Flow: Second Generation Lean Product Development

The principles are quite interesting and useful both in the perspective of product development and understanding SAFe Cadence

Non-fluffy read, great insights with examples backed with logical reasoning.....a real must-read.

A good one...

Livro denso, que desafia o leitor e que deve ficar na cabeceira para consultas. Os princípios são atuais e baseados em cenários complexos onde o conhecimento de gestão vindo da manufatura é insuficiente. Acredito que vou ler o livro mais algumas vezes devido a riqueza de ensinamentos

Donald Reinertsen's latest book on new product development aspires to making a global and historical impact. He systematically applies the theory and best practices of lean manufacturing, economics, queuing theory, statistics, web communications, operating systems, control engineering and military science to the new product development process. He summarizes these insights in 8 themes and 175 principles. Examples and graphs illustrate the concepts. This is a dense book. The target audience of marketing MBA's, industrial engineers, project and general managers will be challenged. It requires some familiarity with lean manufacturing, economics and operations research. The principles are illustrated but not obvious. The quality, lean manufacturing, Toyota Production System, theory of constraints and technical sources are briefly referenced. The rationale for existing (stage-gate) best practices is not explained. Limits and trade-offs are not discussed. Nonetheless, this is an audacious and path breaking book. Product development practitioners can learn and apply the principles of this book. Economics trumps simple versions of quality paradigms. Expected net lifetime value is king. Marginal cost/benefit analysis rules. Global optimums outweigh local ones. Proxy measures undermine optimal economic decision-making. Decisions matter, precision does not. Priority features/competitive advantages matter most. Economic rules of thumb allow decentralized decisions. Cost of delay is managed through an explicit value of time. Queuing theory manages delays. Project and task cycle times drive the cost of delay. Long queues increase defects, variability and risks. Misplaced high efficiency and utilization goals lead to delays, increased costs and disastrous momentum. Communications links between adjacent processes matter more than bottleneck capacity. Simple views that delays, variability, inventory or waste are evil or have infinite cost lead to bad decisions. Queues are everywhere in product development. Measure variability with a payoff function. It can be negative or positive. Testing generates information value. Statistics based steps reduce variation, such as smaller tasks and time horizons. Counterbalance and design reuse offset variability. Economic priorities, faster iterations and early high risk actions minimize the impact of variability. Smaller task batch sizes reduce variability and cycle time, accelerate feedback, improve engagement and reduce risk and overhead. Large batches increase costs, delay progress and may spin out of control. Optimum batch sizes are small and can be found through trial and error. Combine features in separately developed and tested modules. Smaller batches are more beneficial than capacity increases. Large batches impact every step of product development. Detailed planning and control of tasks is costly. It is more effective to control the work in process between major functions. As with TPS or Theory of Constraints, managing the flow of released product from stage to stage improves final results. Many scheduling, prioritization, resource and recovery strategies can minimize task WIP. A blended generalist/specialist staff skills profile offers flexible capacity. The flow of activities through product development can be managed. Use forecasts and share information between adjacent stages. Use cadence to set routine start/stop times. Synchronize tasks so that dependent events flow smoothly. Sequence tasks and change priorities based upon risk and incremental economic value added. Build in flexible paths and spare resources. Develop rapid feedback systems. Employ early warning systems and value at risk triggers to escalate reviews. Align activities through training, incentives and templates. Adjust decisively when required. Use frequent communication to build teams and short queues to build urgency. Employ flow metrics. Decentralize decision making to speed the flow and avoid management bottlenecks. Provide high level structure in the form of rough-cut plans, rules of thumb, intentions, templates and sequences. The principles in this book can be applied to any operations or development process. The value added is limited only by the time invested.

Ce livre explique de manière très précise et concrète les différents phénomènes qui s'applique aux équipes de développement de produits. Indispensable si c'est votre métier. Il a la particularité de proposer une approche basée sur des théories largement utilisées dans d'autres domaines : files d'attentes, réseaux... J'utilise un certain nombre des mesures proposées dans ce livre depuis plusieurs années, et l'impact est visible.

I am humbled by the wealth of intellectual thought and pragmatic guidance contained in this easily accessible book by Mr. Reinertsen. His language and layout choices have made it easy even for a Neanderthal such as me to grasp the depth of his thought. He combines academic rigour with simple advice on how to apply the theories in a workplace. In one book he exorcises the superstitions that have led to manufacturing management methods being mis-applied to the very different realm of product development 175 principles to establish or boost the flow of product development by focussing decision-making on economic benefit. Each principle is defined in clear language and then practical examples are used to demonstrate how to apply in your workplace. As an engineering manager and director, this book has become a guiding light that I return to on a regular basis to mine the gems that Mr. Reinertsen has gathered together. If you are involved in the management of Product Development teams, this book should be bought, devoured and absorbed into your DNA. Anything less is irresponsible.

für mich... Mind blowing! Es ist keine leichte Kost... aber wenn man mit Kanban arbeitet und verstehen will, warum Metrics zu erfassen sind... dann Pflicht-Lektüre! Together, they form a stack: Kanban → visualizes work. FLOW (Framework) → measures flow of value.