lippd ontario pdma 3-30-10

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All Rights ReservedPlease Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 1

Lean, IntegratedProduct & Process Development

Brent Wahba

March 30, 2010

[email protected]

www.strategyscienceinc.com

(585) 315-7051


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If only we could

develop better,easier to make

products in halfthe timewith

much less stress!!!

Summary

I can help you,

but you willhave to LEARN

to THINK & ACTDIFFERENTLY!

Oh thank you

Lean ProductDevelopment

Consulting Man!Youve saved

the day AGAIN!!!


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Why Focus on Product Development?

< 20% Of new

products achieve

their commercialobjectives

Only 1 in 3,000

ideas becomesa commercial

success


4/52


1 month delay = 10% gross profit loss (average) (Sopheon)

12 Month delay = 50% revenue loss in slow markets, 90% in fast markets (IBS)

Introduction Growth Maturity Decline Time

Units,R

evenue,orProfit

Total Units, Revenue, or Profit

OptimalEntry

Late

Entry

Why Focus on Product Development?Time to Market


5/52


Accounting Cost vs. Ability to Change Cost:

0%

10%

20%30%

40%

50%

60%

70%

80%

Design Material Burden Labor

Accounting Cost

Ability to Change Cost

Are We Working on the Wrong End?


6/52


What % of your Product Development

time is typically Value-Added?



7/52All Rights ReservedPlease Do Not Copy Without Permission Brent Wahba LIPPD Ontario PDMA 3_30_10.ppt Page 7




What Would be the Impact of*:

75% Fewerengineers to

design a car?

75% Less

Production

Scrap?

Knowing which57 criteria

customers buy

based on?

50% Less

development

lead time,

30% lower total cost,

with 25% fewer

resources?

> 75%

Commercial

successes?

95 % Less

prototype

lead time?

*Your results may vary



You cant solve todaysproblems at the same level

of thinking you were at when

you created them.

Albert Einstein, Lean Thinker:



Definition: Value Streams

2000

Mix Form Glaze Fire Pack

AAA CeramicPowder

Mug-O-RamaSalesProduction

Control

P/T = 30 minL/T = 1200min%C&A = 95%

P/T = 1 minL/T = 250 min%C&A = 99%

P/T = 1 minL/T = 250 min%C&A = 65%

P/T = 960 minL/T = 1080min%C&A = 85%

P/T = 1 minL/T = 180 min%C&A = 65%

P/T = 15 minL/T = 600 min%C&A = 95%

P/T = 5 minL/T = 120 min%C&A = 98%

Acme Mug Company1 Order / Day

Phone2 P.O. / Week

Fax

2500 Per day

27 Styles99.7% Defect-free

1 Shipment/ Week

1 Shipment/ Day

1

FIFO

1

1 500 500

Phone

ProductionAuthorization

Job

Packet

2

Coffee

InIn



Companies are Really Quite Simple

Product Development Strategy & Marketing

R&D

Design

Supplier Selection

Process Development Value Stream Design

Tooling Implementation

Test and Validation

Continuous Improvement

Make / Deliver Operations Sales & Marketing

Manufacturing

Supply Chain

Distribution

Service


Product Development:Creating Production

Value Streams

Make / Deliver Operations:Operating Production

Value StreamsCustomersCustomers



Simple, Standardized,Efficient, Robust,

Development Process

Product Development

Customer NeedsProblems to solveWhat customers valueWhat they will pay forVoice of the Customer

Competitive, profitable,capable, optimized:

Product Definition,

Service Definition,Process Definition &Production Value Streams

Organizational NeedsStrategy, growth, profitStandardized workInternal requirementsRegulatory requirements



Lean is Ancientand Often Misunderstood

Venetian ArsenalStandardization, Quality

1320

HonorBlancInterchangeable Parts

1780

Frederick TaylorScientific Management

1911

Meat Packing(Dis)assembly Line

1867

Ransom Olds1stAuto Assembly Line

1901

Ford, Highland Park PlantLinked & Paced Assembly

1913

Sakichi Toyoda, Taiiichi OhnoJIT, Defect Prevention

1920 - 1990

WWIITakt Time, TWI

1940s

Eliyahu GoldrattConstraints, Systems

1984

DemingPDCA, People, Quality

1950s

Scientific MethodEgypt, Socrates, Bacon, Galileo

1600 BC1600 AD

1991 Today
http://www.google.com/product_url?q=http://www.powells.com/cgi-bin/biblio%3Finkey%3D1-9780060974176-18&fr=AIDChBOh9UxWeCExkKYoviAK1DxbfyhRKCH9zcbHyGEBlhTX3104dBKco3p8XDRly1VujpTtU-LBMS2jDBJR4He8UVkeUIzZVkEep1acnoeC7Eeza9b3eMkaKpe0tSwn2kLE2C1wys7RAAAAAAAAAAA&gl=us&hl=en&sa=imagehttp://en.wikipedia.org/wiki/File:EliGoldratt.jpghttp://en.wikipedia.org/wiki/File:W._Edwards_Deming.gifhttp://en.wikipedia.org/wiki/File:WomanFactory1940s.jpghttp://upload.wikimedia.org/wikipedia/commons/0/02/German_plane_bombing_Warsaw_1939.jpghttp://www.optiprise.com/FilesCustom/HTMLEditor/Images/Taichii_Ohno_large.jpghttp://en.wikipedia.org/wiki/File:Sakichi_Toyoda_new.pnghttp://en.wikipedia.org/wiki/File:DaviesPenofHogs.jpghttp://en.wikipedia.org/wiki/File:Olds2.jpghttp://en.wikipedia.org/wiki/File:Highland_Park_Ford_plant.jpghttp://en.wikipedia.org/wiki/File:Frederick_Winslow_Taylor_crop.jpghttp://upload.wikimedia.org/wikipedia/commons/2/2e/View_of_the_entrance_to_the_Arsenal_by_Canaletto,_1732.jpg



Delivering the most customer value

while consuming the fewest resources

Customer focus

Respect & leverage our people

Constant reuse, learning, problem solving

Efficiency, effectiveness, prosperity

Lean



ProjectManagement

There really is no common definition

What is Lean Product Development?

LeanProductDevelopment(LPD)

DesignForSix Sigma

(DFSS)

Systems

Engineering(SE)



FakeLean

WasteReduction

Potential Lean Product Development Paths

Which is best?What problem(s) are you solving?

Do you want to change process and / or culture?

LeanManufacturing

/ Design

Factory

DesignTools

Queuing

Theory /Flow

ProjectManagement

Modified6 Sigma /ProblemSolving

AlWard

ToyotaSystems

Engineering/ SoftwareMethods

OrganicGrowthModel



Key Lean Product Development Themes

Development is not a deterministic process

The output of development is reusable knowledge:

How to satisfy customers

How to perform work efficiently and effectively

Validated, lean, capable production value streams

Small batch sizes:

Knowledge, experiments, design elements

Cadence of small, fast learning cycles



Pull systems:

Knowledge, customer-driven milestones

Distributed project management

Visual management

Systems Engineering framework

Explore alternatives

Increase learning

Manage high risk / high reward alternatives




Integrating events instead of quality checks

Late concept selection with more knowledge

Managing organizational capacity versus demand

Project teams own the business

Team leadership, team design, supplier integration

Simple technology to fit team needs and processes




Organic Growth Model:Every Organizational Level Has Problems to Solve

StrategiesBusiness Objectives

Financial Performance

Goals

Budgets

Operations

Schedules

Projects

Assignments

Rates

Quality

Standards

Executives

Managers

Teams &

Individuals

A P

C D

A P

C D

A P

C D

A P

C D

A P

C D

A P

C D

A P

C D

A P

C D

A P

C D

Source (modified): Lean Transformations Group, LLC

Grasp

the

Situation

Adjust Plan

Check Do

P

D

C

Learning /

Problem SolvingCycle



Organic Growth Model of Lean Development

Managing

Work

Customer

Needs

LeanProduct

Development

System

Preparingfor Lean

Production

LPD System

Design &

Continuous

Improvement

Projects

ReuseLearn firstExperimentsFailures

Pull

Small batchPrioritized OverburdenQuality @ sourceVisual

Project management process

Team-ownedSolution emerges

from experimentsValue stream mappingA3 Problem solvingSimple toolsIntegration & reflection

Product DesignProcess designValue stream designProduction validationProduction handoff

End customersProductionBusiness

P

D

C

FastLearningCycles

Grasp

the situation,Create pull for

change

C t N d



Customer Needs:Untested Market Hypotheses?

B t & P tt C B i J
http://en.wikipedia.org/wiki/File:NewCokeCan1985.jpghttp://www.oobject.com/biggest-failure/betamax/83/http://images.google.com/imgres?imgurl=http://www.rickandheather.net/cars/worst20cars/pontiac_aztec.jpg&imgrefurl=http://www.bmwkraftur.is/spjall/viewtopic.php%3Ft%3D23263%26sid%3D9b2acf193da6f904529d805cf260d86e&h=300&w=400&sz=27&tbnid=WiEHxm53p-mXeM:&tbnh=93&tbnw=124&prev=/images%3Fq%3Dpontiac%2Baztec%26um%3D1&start=2&sa=X&oi=images&ct=image&cd=2



Brent & Pattys Car-Buying Journey:Learning and Decision Loops

Pastbrand anddealershipexperience

Pattyscar needsservice,getting

old

Newsstoriesof great

rebates &deals

Whatmodels?

Check ads

Online

research,narrowconsideration

set

Checkads, decide

potentialdealers

Test drive,form / verify

opinions

Biasedanalysis,

carselected

Comparedealerprices,assesshonesty

Considerimage impactwhere Patty

works

Investigatepricing anddiscounts

Negotiatedeal,

purchase

Pick upcar, qualityitems not

fixed

Badservice /

bad salesmanexperience

Badservice

experience,complaints

Li ki t th C t J


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Customer Journey

(End customers, influencers, channels)

Linking to the Customer Journey:Integrating Constant Learning

BasicR&D

SpecificR&D

Product /Process

Development

ValueStream

ImplementStart-Up Production

Service/ Help

StrategicPlanning

Market

Research

ProductManagement

Pricing /Placement /

Promotion

Selling FeedbackService/ Help

Feedback

Product Development Make / Deliver

Inbound Marketing, Sales, Outbound Marketing, Service

What Customers Need

What WeCan Do

C & C C


25/52


Market A Market B Market C Us Competitor X Competitor Y Competitor Z

Attribute 1 1 4 5 2 1 1 4Attribute 2 10 20 10 7 15 20 7

Attribute 3 1 1 2

Attribute 4 Yes No Yes

Attribute 5 Blue Blue, red Red

Attribute 6 5 ppm 3 ppm 12 ppm

Attribute 7

Attribute 8

Attribute 9 Local rep. Regional rep. Local rep.

Attribute 10

Attribute 11

Attribute 12 China China, Korea All-Asia

Attribute 13

Attribute 14

etc.

Attribute 15 Foam Cardboard Wood

etc.

Attribute 16

CriticalAttribu

tes

Performance

QR

D

Service

Deliv

ery

Call out

requirement

used for

comparison

Use Visual

management

to highlightgaps

Market,

Customer,

Program

Capturing & Communicating Customer Needs:Value Proposition Example

What are the

significant

attributes for

customer buydecisions?


26/52


And Some Needs are Better Left Un-Served

News in Brief

Fork Manufacturer Introduces Fifth Tine ToAccommodate Growing American Mouthfuls

February 17, 2010 | ISSUE 4607

EVANSVILLE, INIn an effort to keep pace with the rapid growth of American mouthfuls, flatwaremanufacturer KitchenMaster announced yesterday the addition of a fifth tine to its line of dinnerforks. "These days, a traditional four-tined fork is just not enough to handle the quantities of foodpeople shove down their throats," said company spokesman Ken Krimstein, holding up a forksupporting six separate tortellini, two turkey sausages, and some mashed potatoes. "To stayrelevant to our customer base and bring back some of those who have given up on using utensils

entirely, this was an adjustment we just had to make." Krimstein added that the augmented forks

would soon be followed by 25 percent deeper spoons and3-gallon gravy boats.

Source: The Onion

L P d t D l t S t D i


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Lean Product Development System Design:Value Stream Mapping

UpdateConcept

ReviewData

StudyMfg.Cost

Mfg.Concept

StudyMfg.

Manufacturing

ReviewData

QuoteSuppliers

SelectSuppliers

StudySupplyBase

BuyerPurchasing /Supply Chain

UpdateConcept

ReviewData

StudyInvestment

Tooling

UpdateConcept

ReviewData

StudyProcess

ProcessConcept

StudyProcess

ProcessManufacturingEngineering

TestConcept

Test

BuildConcept

Prototype

UpdateConcept

ReviewData

DesignConcept

StudyDesign

Design

ProductEngineering

StudyBusiness

Case

PrepareQuote

Finance

TriggerProject

ProspectSales

SelectMarkets

Marketing

CreateStrategic

PlanPlanning

Commercial

Review /Approve

Design

Review /Approve

Quote

ReviewProposal

Customer

Higher level /

less detail than

manufacturing

mapping

Current state:

Customer value,Quality & rework,

Delays & interruptions,

Knowledge growth,

Biases / assumptions,

Prioritize problems

Future state:

All customer needs,

Quality at handoffs,Existing solutions,

Solution experiments


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If HP knew what HP knew,

we would be

3 times as profitable.Lou Platt,

Former CEO,Hewlett-Packard

Fast Learning Cycles


29/52


Why Learning First Works

Common causes of failure / rework:

Resources not available

Requirements change (or become known)

Validation failure or does not meet updated customer requirements

Product and process are incompatible / does not meet internal requirements

Project does not meet commercial requirements

No low risk back-up plan

Concept #1

Concept #2

Concept #3

Concept #4

DesignSolutionSelected

DesignDevelopment

Production

PerceivedCustomer

Requirements

ProcessDevelopment

ProcessSolutionSelected

Typical Point-Based Product Development

Rework Rework Rework Rework Rework


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Sub-System

Mapping theDesign / Process /Customer Space

DefineNarrowing

Criteria

Concept NarrowingAnd Integrating

FinalDefinition &Validation

Concept #1

Concept #2

Concept #3

Concept #4

Concept #1

Concept #2

Concept #3

Concept #4

Sub-SystemA

Sub-SystemB

Customer

Technology

Manufacturing

Cost

Quality

Suppliers

#1

#2

#3

#4

#1

#2

#3

# 2 & # 3

# 4

# 1

# 2

FinalConcept

Final

Concept

Choose optimalintersection ofsub-systems

Customer

Technology

Manufacturing

Cost

Quality

Suppliers

Learning First + Controlled Narrowing


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Concept Narrowing While:Increasing Knowledge

Increasing Detail & FunctionalityIncreasing Optimization & RobustnessIncreasing Quality / Reducing Risk

Workload Leveled

Learning First + Controlled Narrowing

LearningCycle Final

Design,Process, &

Value Streamin Production

OutlineSystem

Structure


Learning, Narrowing,& Integrating

DetailedDesign,Process,

Value Stream,Validation

Fast,Standardized,

No Surprises

No ReworkOnly Production

ContinuousImprovement

Linked Learning Cycles


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Linked Learning CyclesLeads to More Useful Knowledge

CustomerNeeds

Strategy

Internal& Partner

Capabilities

Product

Development

Process

A P

C D


33/52


Swiss Federal Institute of Technology study of

the causes of catastrophic structural failure:1) Insufficient knowledge ........................................... 36%

2) Underestimation of influence ................................. 16%

3) Ignorance, carelessness, negligence .................... 14%

4) Forgetfulness, error ............................................... 13%

5) Relying upon others without sufficient control ........ 9%

6) Objectively unknown situation ................................ 7%

7) Imprecise definition of responsibilities .................... 1%

8) Choice of bad quality .............................................. 1%

9) Other ....................................................................... 3%

Learning Through Failures

Knowledg

e

Management

Issues

ProductDevelopm

ent

P

rocessIssues

Managing Work:


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Managing Work:Common Project Management Evolution

1. Under-defined, wasteful, inadequate development process

2. Standardized statements of work by organizational function3. Gates / quality checks

4. Training

5. Major quality reviews

6. Automation

7. Training

8. Kaizen workshop

9. Training

10. New methodology

11. etc

Every change implies a different process. Why?

What problem is each step trying to solve?

What is the real root cause?


35/52


Projects are the deployment of a strategy

Projects are all about creating and applying useful knowledge

What do we need to do?

What do we need to know to do it?

By when, by whom, and how?

Who is the customer of the project management process itself?

Lean Project Management


Product Development Value Stream Implementation


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No box-checking allowed:

1. What is the product and / or service?

2. What are the delivery and service value streams?

3. Does it meet the customers needs?

4. Will it have acceptable quality at every customer touch point?5. Does it fit our strategy?

6. Does it represent an acceptable investment of $s and resources?

7. What has changed and what are our countermeasures?

8. What went wrong and how do we prevent it from happening again?

9. What have we learned and how can we reuse it?

Question-Based Lean Project Management

Integrating Learning Loops


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Integrating Learning LoopsInto Project Management

Customers &Deliverables

TargetCustomers

Quote /Specs

Prototype1

Prototype2

Quote /Specs

Quote /Specs

ApprovalParts

ProductionPartsStrategy

What is theProduct?

What is theProcess?

What is theValue Stream?

Do we MeetCustomersRequirements?

Do we MeetInternalRequirements?

Learning /ProblemSolving

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

Managing Work:


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Managing Work:Organizational Capacity vs. Requirements

2008 2008 1/2 2009 2009 1/2 2010 2010 1/2

Product

3

Product

4

Product

1

2011

Value

Stream

1

2011 1/2 2012

Product

2

Value

Stream

2

MarketA

Mark

etB

MarketC Danger!

All Good

All Good

All Good

All Good

Development teams are most efficient / effective at 70 - 80% capacity

Prioritize and balance workload; manage capacity versus requirements

Align organization behind the strategy & priorities

Warning


39/52


Customer

MilestonesRequirements

Defined Quote Prototype ValidationProduction

DesignStart of

ProductionContinuous

Improvement

Project 1

Plan:

Actual:

9/1/05

9/1/05

10/1/05

10/1/05

11/1/05

11/1/05

1/15/06

1/15/06

2/1/06

2/1/06

4/1/06

4/1/06

4/15/06

4/15/06

Project 2

Plan:

Actual:

9/1/05

9/1/05

10/1/05

11/1/05

11/1/05

12/1/05

1/15/06

2/15/06

3/1/06

3/15/06

4/1/06

4/15/06

4/15/06

5/1/06

Project 3

Plan:

Actual:

9/1/05

9/1/05

10/1/05

11/1/05

11/1/05

12/1/05

1/15/06

1/15/06

3/1/06

2/1/06

4/1/06

4/1/06

4/15/06

4/15/06

! ! ! !

Which project is fine? Needs watching? Is in trouble and needs intervention?

Draw attention to where help is needed and do not spend too much time onitems that are on-track

Visual Project Management Example

P j K b E l


40/52


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Design

Test

Process

Purchasing

Finance

Manufacturing

Week

Project Kanban Example

TeamDeliverable

CustomerDeliverable

Deliverableis Late!

Current

Preparing for Lean Production:


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Its not a product

if you cant make

and deliver it.

Preparing for Lean Production:Creating & Validating Production Value Streams

2008 BBB C l i t


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2008 BBB Complaints

Category Rank # of Complaints

Cell phones & carriers 1 35,631

Auto dealersnew cars 2 26,723

Auto dealersused cars 7 12,958

Auto repair & service 12 11,157

Auto parts & supplies 39 4,303

Auto warranty companies 44 4,073

Auto rental & leasing 61 3,075

Auto manufacturers 108 1,749

Business consultants 127 1,407

Puppets & marionettes 590 2

Zinc oxide 2,408 0

Majority of autocomplaints are

value stream /service related

KFC V l St D b l


43/52


KFC Value Stream Debacle

We are so sorry, but due to the overwhelming response to our FREE KentuckyGrilled Chicken meal coupon, we can no longer redeem the free coupon at

this time. But we will honor our commitment to giving you a free KentuckyGrilled Chicken meal.

Please visit a participating KFC restaurant for a rain check form. Complete theform, attach your original coupon , and give it to the KFC restaurant manageror postmark per the forms instructions, by May 19, 2009, and well send you a

rain check for your free Kentucky Grilled Chicken meal at a later date, plus afree Pepsi with our compliments. Your participating KFC restaurant will provideyou with the form you need.

Please note that the redemption periods of the rain checks will vary. All otherterms and conditions of the original free Kentucky Grilled Chicken coupon will

apply.

Thank you for your understanding,

Roger EatonKFC President

C ti th M C f V l St


44/52


Creating the McCaf Value Stream

Biggest launch since Egg McMuffin

11,000 Restaurants (just U.S.)

$100 MM in launch costs

Cappuccinos, lattes, mochas, iced

lattes and iced mochas, as well ashot and iced Premium Roast brewed

coffees and hot chocolate. AllMcCaf Coffees start with fully-ripened Arabica coffee beans fromCentral and South America andIndonesia. From there, each drink ismade to order with quality

ingredients like flavored syrups,including caramel, hazelnut, vanillaand sugar-free vanilla, richchocolate, frothy steamed milk andwhipped cream.

Process & Value Stream Design


45/52


What impact does paintcolor have on cycle time?

If we localize solenoid production

in Brazil to reduce duties, can weuse the same solder?

How is labor linearity impactedby the features we offer?

Process & Value Stream DesignOften Interact with Product Design

Process & Value Stream Design Should


46/52


Process & Value Stream Design Shouldbe Treated Like a System Design Problem

2000

Mix Form Glaze Fire Pack

AAA CeramicPowder

Mug-O-RamaSalesProduction

Control

P/T = 30 minL/T = 1200min%C&A = 95%

P/T = 1 minL/T = 250 min%C&A = 99%

P/T = 1 minL/T = 250 min%C&A = 65%

P/T = 960 minL/T = 1080min%C&A = 85%

P/T = 1 minL/T = 180 min%C&A = 65%

P/T = 15 minL/T = 600 min%C&A = 95%

P/T = 5 minL/T = 120 min%C&A = 98%

1 Order / DayPhone

2 P.O. / WeekFax

2500 Per day27 Styles

99.7% Defect-free

1 Shipment/ Week

1 Shipment

/ Day

1FIFO

1

1 500 500

Phone

ProductionAuthorization

JobPacket

2Coffee

InIn

I t ti P & V l St D l t


47/52


Sub-System


DefineNarrowing

Criteria

Concept NarrowingAnd Integrating

FinalDefinition &Validation

Concept #1

Concept #2

Concept #3

Concept #4

Concept #1

Concept #2

Concept #3

Concept #4

Sub-SystemA

Sub-SystemB

Customer

Technology

Manufacturing

Cost

QualitySuppliers

#1

#2

#3

#4

#1

#2

#3

# 2 & # 3

# 4

# 1

# 2

FinalConcept

Final

Concept

Choose optimalintersection ofsub-systems

Customer

Technology

Manufacturing

Cost

Quality

Suppliers

Integrating Process & Value Stream Development

Lean Product Development Example #1:


48/52


Lean Product Development Example #1:Toyota Product Development System

1. Establish customer-driven value

2. Front-load design process to explore alternatives

3. Create level development flow

4. Standardization to reduce project outcome variation

5. Chief Engineer / Super Program Manager

6. Balance functional expertise and cross-functional integration

7. Create Towering Technical Competence

8. Integrate suppliers into development process

9. Built-in learning and continuous improvement

10. Culture to support excellence and relentless improvement

11. Adapt technology to fit people and process

12. Align organization through simple, visual communication

13. Tools for standardization and organizational learning

Sources: The Toyota Way, The Toyota Product Development System, Lean Product and Process Development

Lean Product Development Example #2:


49/52


Lean Product Development Example #2:Apple (?!!!)

Controlled concept narrowing

Fast cycles of learning / cadence of review Simultaneously exploring concepts and developing detailed

implementation plans

Concept is selected at the very end of the process

Strategically focused organization

Small, focused teams

Supplier partners

Market experimentation Narrow set of must have features / functions (value focus)

Look and feel

Pulling It All Together


50/52


Pulling It All Together

Organically grow your own lean product development process:

1. Do not copy Toyota or Apple! (but you can learn from them)2. What are your business needs? What problems do you need to solve?

3. Current state: What works well? Problems & gaps?

What are the real root causes? (not the symptoms)

4. Future state vision: What / Who / How / When? Quality measurements?5. Implementation plan:

When does the business need it completed?

Does the organization have enough capacity?

What are reasonable chunks to work on?

What simple experiments will test your future state vision (hypotheses)?

PlanDoCheckAdjust

Honest reflection and improvement

About Us


51/52


Strategy Science Inc. is a global product development, strategic planning, and sales &marketing consulting / training firm.

We are focused on improving your process efficiency and effectiveness.

Our objective is to teach you to become self-sufficient in learning, problem solving, anddriving continuous improvement. We will have achieved that goal when you can maintainyour own desired pace of improvement without us.

We support you with organizational problem analysis, training combined with pilotprojects, and management coaching.

Our work is custom tailored to your specific needs. We work closely with you to jointlyuncover gaps, create solutions, and implement rather than forcing our own set of favoritesolutions.

We are a network of 10 experienced practitioners with extensive knowledge of how tobest implement what we teach.

To learn more, please visit our website: www.strategyscienceinc.com or contact ourpresident, Brent Wahba, at (585) 315-7051 / [email protected]

About Us
http://www.strategyscienceinc.com/mailto:[email protected]:[email protected]://www.strategyscienceinc.com/


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Thank You!!!

lippd ontario pdma 3-30-10

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