Lean-Driven Innovation: Powering Product Development at The Goodyear Tire & Rubber Company. (Anglais) Broché – 18 août 2015
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Description du produit
Présentation de l'éditeur
In 2005, Goodyear’s research and development (R&D) engine was not performing up to its full potential. The R&D organization developed high-quality tires, but the projects were not always successful. Goodyear embarked on a major initiative to transform its innovation creation processes by learning, understanding, and applying lean product development principles. Within five years, Goodyear saw its product development cycle times slashed by 70 percent, on-time delivery performance rise close to 100 percent, and throughput improve three-fold – all achieved with no increase in the R&D budget.
Lean-Driven Innovation: Powering Product Development at The Goodyear Tire & Rubber Company describes in great detail how the Goodyear team was able to achieve such significant improvements. Revealing the ups and downs of this successful transformation, the book shares experiences of how this seismic change was managed, how people were engaged, and how Goodyear dramatically reinvigorated its product development and innovation processes―and, in the process, delivered substantial more value to customers and to the company.
The book also explains how lean product development helped Goodyear dramatically improve revenue by having every new product available when the market needed it. Presenting wide-ranging perspectives from all levels of leadership, this book is ideal for anyone in R&D daring to take on a lean initiative in R&D or who is struggling with a lean transformation that is not delivering to its full potential. Since the book focuses on universal lean principles, it is as insightful to other manufacturing and nonmanufacturing disciplines in any industry as well.
The book presents invaluable insights gained by the author during his 36 years within Goodyear, of which 10 have been directly involved in trying to develop, implement, and sustain lean to achieve the company’s business objectives. It distills ideas, practices, failures, and successes into key principles that lean product development practitioners can easily implement.
After reading this book, you will gain a practical path for applying lean to the innovation processes of your organization, including where to begin and what to do, regardless of the industry and the status of your transformation.
Biographie de l'auteur
Beginning in 2005, Norbert Majerus has implemented a principles-based lean product development process at the three global innovation centers of The Goodyear Tire & Rubber Company, first in Akron, Ohio, and then in Colmar-Berg, Luxembourg, and Hanau, Germany. For nearly a decade, he has been Goodyear’s lean champion in research and development.
Mr. Majerus, born and raised in Luxembourg, began his career at Goodyear in 1979 with responsibility for materials development, aircraft tires, and competitor benchmarking. In 1983, he moved to Akron to start a "short assignment" in innovative products, which continues to this day. During that time, he was a recipient of discretionary funding for a revolutionary new product and manufacturing process, and he earned more than 60 patents and trade secrets (patentable ideas that the company chose not to patent).
Further assignments in Akron have included innovative processes; new tire development and project manager for North American, Asian, and European OEM customers; corporate benchmarking; design and test standards; activity-based R&D accounting; ISO/QS certification; and more.
Majerus acquired a six sigma master black belt in 2003 and a lean master black belt in 2005. He holds a master’s degree in chemistry from the Universitaet des Saarlandes, Saarbruecken, Germany.
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Commentaires client les plus utiles sur Amazon.com
This book has a number of strong features which include but are not limited to the following:
1) The focus is on R&D which is a particular interest of mine having spent time in finance supporting an R&D organization.
2) It is one of the few books where I would recommend actually reading the acknowledgments and introduction. There is a lot of good content in these sections.
3) The author does not minimize the effort required for a lean initiative. It is an ongoing effort which takes a lot of time and commitment. Most of these initiatives fail. In R&D the results may take years to become apparent.
4) Although it is very apparent the author is very proud of his company, he is very open about the shortcomings and failures.
5) Anyone who has worked in this area can relate to his discussions of the limitations of project management software, the challenges in any change initiative, difficulties in prioritizing R&D work, the amount of waste in the process, people vs. process, counterproductive metrics and the problems with optimizing a particular function at the expense of the entire value stream. There are many more examples which the reader will encounter.
6) The author does a very good job highlighting key points in separate boxes. There are numerous examples in the book including managing variability, aligning incoming work with capacity, visual planning and overlapping all tasks as much as possible.
7) The author is clear about differences in applying lean concepts in R&D vs. manufacturing. For example there is good variability which is required to gain knowledge.
8) The section on knowledge management is very good especially the 8 steps beginning on page 53. Even though the company where I worked had a stage-gate process, a project portfolio management system, separate PLM application (don't ask) and SharePoint sites, we still had a great deal of difficulty with knowledge management.
I definitely recommend this book.
There are no "secrets" or magic formulas, but there are plenty of sound principles and well described examples. It takes diligent thought to translate the principles to actions that will impact our work.
I have over 20 years experience in engineering and product development and I am familiar with many of the books' excellent references. I still find this book very valuable because it pulls so much wisdom together in one place and puts it in the context of the Goodyear narrative.
I highly recommend this to anyone managing or working in product development. It is my first "go-to" book for process improvement concepts.
All my respect to Goodyear and Rich Kramer for sharing with the world some of Goodyear's achievements.
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