This year the Lean Product and Process Development Exchange chose a Transformation based theme for our US Conference. Transformation is an enabler for organizations to evolve products and competitive edge to grow markets and revenue.
Much of what we see today is short term cost-based management. Cost management is driven primarily from cost optimization in manufacturing, materials and infrastructure – which make up about 95% of the opportunity. Once these cost opportunities are effectively tapped, going beyond begins to eat away at the value of the company. In Development specifically, the belief that aggressive budget management and headcount reductions are going to drive down costs, ultimately erodes the impact of the Development Organization on business growth. The loss of highly talented development engineers and researchers who create product design value and generate low levels of designed-in cost, along with paralyzing research budget cuts has a severe impact on the ability of Development to drive consumer value. In reality, the long-term growth potential of the company is compromised and traded for the benefit of short term cost savings. If an organization’s development process is sluggish, doesn’t deliver to customer need and can’t respond quickly to market shifts, they are in trouble! Wow, we need to start thinking differently!!!
...how to successfully and sustainably deliver increased speed of innovation...
Consider, the opportunity may be for a transformation from a cost-based to a growth-based management strategy, enabling a company to grow their revenue, through increased market share. We know market share grows when the high quality products at the right price can be delivered to market faster, along with quick response to market shifts.
But how is that done? Few organizations have mastered the needed systems and culture, and in many cases aren’t aware they exist. Our objective at LPPDE is to educate organizations on how to successfully and sustainably deliver increased speed of innovation, throughput and predictable delivery of project/program results synchronized to business demand (market share, sales, revenue, etc.). The LPPDE community is made up of a fantastically knowledgeable and experience group of people who have explored this space and understand how the right processes, people, culture and transformational approach can launch development and enable business growth.
Leveraging LPPD requires alignment to where an organization is today vs its vision. Honestly and critically looking at the current state requires understanding results for development and for the business. Interestingly, we find often many don’t know how to measure development performance. What are the development metrics which deliver overall business performance?? Where does one even look to find them? Have they ever been tracked? What are the required development targets to deliver the business vision? So many questions, where do we even look??
If you are interested in learning more, we are going to have a phenomenal group of very experienced and knowledgeable people gathering to talk about this in Milwaukee in late September. Whether you are an Executive, in Technical, Financial, or Manufacturing Leadership, an Engineer, Scientist or a student, you will find tremendous value in joining us! We will have experienced speakers from AO Smith, GE, Milwaukee Tool, Grumman Aerospace, Scania and many other fantastic companies, all at different stages of the LPPD Transformation.
Please join us in Milwaukee, Wisconsin, at the AO Smith headquarters on September 30, October 1, 2, and 3, for workshops, presentations, and tours, and plenty of networking time! We hope to see you there!!
Carolyn Carter
Questions;
Do you agree with how these methodologies are characterized?
What methodology does your organization of visual communitcation?
Join the conversation at our LinkIn group!
Carolyn Carter
LPPDE NA '24 Conference Chair
Carolyn is Principal Consultant at Carolyn Carter Consulting after an extensive career at the Kimberly-Clark Corporation where she got her experience in Research Product Development with additional focus on Lean and LPPD in Development, and Engineering, Operations and Quality in Manufacturing.
Carolyn's experience include:
- Leader of Lean Product and Process Development launch across multiple Business Units
- Co-lead of Lean Product and Process Development launch into Research Teams
- Lean Coordinator for initial launch of Lean Culture into Research Team
- Product Developer in programs across multiple businesses
- Product Development Leader for commercialization of large Personal Care Program
- Leadership and development of Process Optimization Program Product Supply for North America and European Personal Care
- Lean Strategic and A3 Problem Solving applications as Quality Manager in Personal Care Manufacturing
- Quality Manager in multiple regulated and non-regulated Personal Care Manufacturing Plants