The Innovative Lean Enterprise: Using the Principles of Lean to Create and Deliver Innovation to Customers
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Explaining how to use Lean principles to drive innovation and strategic portfolio planning, The Innovative Lean Enterprise: Using the Principles of Lean to Create and Deliver Innovation to Customers outlines simple, yet powerful, visual Lean tools that can enhance idea generation and product development. It starts with a discussion of Lean principles and then identifies the applicable portions of Lean that can drive customer value.
The book discusses customer value in the form of the benefits your customers desire. It walks you through the processes of using Lean techniques to effectively evaluate the quality of any prospective marketing opportunity and includes examples from a variety of industries, including healthcare.
The text discusses value creation, reduction of waste, entrepreneurial system designer, set-based concurrent engineering, and Lean project management. It also includes numerous examples of visual management tools as they apply to innovation to help you develop the understanding required to achieve a competitive advantage for your brand, division, or company through Lean.
to enter numeric values for various aspects of the attributes. By utilizing an innovative method of transforming the data, a numerical value can be calculated that provides a total comparative score of the total offering. This method evaluates the total offering based on the perceived benefits and the perceived cost of the attributes. In some cases, the offering attributes may already be known and can be simply evaluated by customers. In other cases, the offering attributes are proposed and
of modified offering attribute. (Adapted from Bradley T. Gale, Managing Customer Value: Creating Quality and Service That Customers Can See, Free Press, 1994.) ings in terms of percentages. Each attribute of the total list will add up to 100%. This is summarized in Figure A2.6. Thus, in the example in Figure A2.6, we can verify that attribute 2 is the most important to the customer in terms of price, whereas attribute 1 is the least important. Next, we can have the target customer evaluate
quicker identifiable for added for the new padlock. recognition from a to the security. The lock distance. company. should be used in more locations; thus, we need to develop the lock so it will not scratch adjacent surfaces. Figure 4.5 Substitute–alternative chart example. (From Anthony Sgroi Jr.) company’s commonly known padlock had not been significantly redesigned for more than 50 years. Like many leaders, this company had been the lock icon for some time and was subjected to
These data points can be graphed as shown in Figure 5.2. From inspection of Figure 5.2, the line is linear (i.e., straight line). It should be noted that this example utilized only two data points. The line could also be nonlinear (i.e., curved in shape) when utilizing more data points.3 With the above discussions, we can build a profit model for a particular product. The profit model begins with understanding the target market. With this understanding, executives can arrive at a reasonable
structure, which could allow for a rather quick exercise. However, some research may be necessary with respect to the cost position of the competitor’s offerings. This is best done by the study of the offerings and the study can include number of components for their products, country or origin, shipping costs, market prices, etc. Read Chapter 5 to refamiliarize yourself with the possible cost considerations to help you through your analysis. Finally, the last component to consider is the market