This is the must-read of the decade for anyone whose livelihood depends on new products. Those familiar with industry today know western companies are scrambling to emulate the Toyota Production System. But most don't realize that Toyota's new product development system is every bit as important to Toyota's ongoing success. If they've heard that Toyota's development engineers are four times more productive than their western counterparts, they probably chalk it up to Toyota Production System techniques. But they're wrong in doing so. While both systems deliver extremely high productivity, and both free people to do their best, there really aren't many similarities in how the systems work. Such techniques as concurrent engineering and parallel development are used to increase options and creative possibilities while at the same time lowering the risk of failure. No company that depends on an ongoing flow of new and improved products can afford to ignore the revelations this book contains or the potential advantages in terms of productivity and creativity that can accrue from the Toyota method.
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Book Description
Editorial Reviews
Review
...product development is a key to winning...a great roadmap and some tools to speed you on your way. -- John H. Weber, President and Chief Executive Officer, Eagle-Picher Industries, Inc.
A must-read for leaders that demands excellence in the development of new products. -- Dain M. Hancock, President, Lockheed Martin Aeronautics Company
It leads you through the application of the principles step by step...it is even entertaining and fun to read. -- Emery Powell, New Product Development Manager, Texas Instruments
This book provides the silver bullet required to achieve the desired results -- great product design. -- Stephen N. Douthit (Retired), Vice President, Global Operations, Vickers
This is the secret weapon we've been waiting for, the opportunity to ratchet up design and development... -- Patricia E. Moody, CMC, author of Breakthrough Partnering, Powered by Honda, The Kaizen Blitz, The Technology Machine, The Purchasing Machine, The Perfect Engine, and The Incredible Payback
...great insight into the Toyota product development process and how the principles can be adapted to any business environment. --Richard Pearson, President, National Center for Manufacturing Sciences (NCMS)
A must-read for leaders that demands excellence in the development of new products. -- Dain M. Hancock, President, Lockheed Martin Aeronautics Company
It leads you through the application of the principles step by step...it is even entertaining and fun to read. -- Emery Powell, New Product Development Manager, Texas Instruments
This book provides the silver bullet required to achieve the desired results -- great product design. -- Stephen N. Douthit (Retired), Vice President, Global Operations, Vickers
This is the secret weapon we've been waiting for, the opportunity to ratchet up design and development... -- Patricia E. Moody, CMC, author of Breakthrough Partnering, Powered by Honda, The Kaizen Blitz, The Technology Machine, The Purchasing Machine, The Perfect Engine, and The Incredible Payback
...great insight into the Toyota product development process and how the principles can be adapted to any business environment. --Richard Pearson, President, National Center for Manufacturing Sciences (NCMS)
About the Author
After 30 years with Texas Instruments, the author now works extensively with the National Center for Manufacturing Sciences, and companies such as General Motors, United Technologies, and Allied Signal, to enhance product development systems. This book is an outgrowth of a nationwide study involving a wide spectrum of companies to determine and document the most effective product development methodology.
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Customer Reviews
Most Helpful Customer Reviews
27 of 27 people found the following review helpful
Format:Paperback
Michael Kennedy's book, Product Development for the Lean Enterprise, gives an experienced insight into the dilemma faced by some of North America's largest organizations, those who have embraced management science in all of its complexity to win national awards, only to find they are unable to compete successfully at the customer level. Using an engaging fictional narrative, Kennedy provides a fresh insight into product development; this book will challenge your beliefs and understanding and likely intrigue you sufficiently to investigate how aspects of the process can be made applicable in your enterprise. It is a treasure trove of information on, not just its principal topic, Toyota's unique product development process, but details on establishing and operating "a process renewal team" and "large group interventions for organizational change".
In Michael Kennedy's very readable book, one is introduced to Toyota's design concepts, unconventional to the majority of us in corporate North America. Imagine your product development process stipulating:
* explore not one, but multiple design solutions at the same time;
* delay the design's narrowing process to as late as possible in the process;
* demand the building and testing of multiple design models and prototypes for performance conformity;
* have the development, retention and reuse of engineering knowledge and skills a top priority for the company;
* eliminate the use of complex integrated task based program and plans by delegating each program designer to prepare his/her own time-lines to meet fixed review dates and performance levels; and
* have functional engineering managers focus on teaching and mentoring engineering talent, not administration.
In addition to product development, Kennedy's book gives the reader an overview of change management issues from strategy, to personal and political conflict, to presentation and implementation tactics. The book stimulates thought; it proposes possibilities; it gives a glimpse into the future of an enlightened company's product development process. It is beyond a wake-up-call; it is mental nourishment to everyone whose enterprise relies on engineered products.
18 of 19 people found the following review helpful
Format:Paperback
What a wonderful read! I actually felt excited while reading it; it kept me up until 2:30am to finish in a single sitting. The format alternates between a chapter of fictional story, and a chapter of the author's commentary on the story and how it applies to the broader picture.
This is one of the few emerging practical books that discusses solutions to the productivity of knowledge workers. Drucker would be proud, I think. Businesses that manage engineers, artists, or product designers tend to be based on the original theory of management: Frederick Taylor's. This approach is largely based on manual labour -- making and moving things. Knowledge work isn't like that. You can't make knowledge workers productive by directing them, because by definition they will have more specialized knowledge about their contribution than you, as a manager, ever will!
Lean thinking really is about recognizing this "third wave" of management: first, there was task analysis. Then, we focused on business process engineering. Now, we look specifically at knowledge and value creation.
Lean thinking at its core is only 4 principles: add nothing but value (eliminate waste), center on the people who add value, flow value from demand (defer decisions), and optimize across the organization.
This book explains these principles as applied to product development -- which is quite different than lean production.
It really should have the same business impact that Goldratt's THE GOAL had back in the 1980's, if more would take notice.
This is one of the few emerging practical books that discusses solutions to the productivity of knowledge workers. Drucker would be proud, I think. Businesses that manage engineers, artists, or product designers tend to be based on the original theory of management: Frederick Taylor's. This approach is largely based on manual labour -- making and moving things. Knowledge work isn't like that. You can't make knowledge workers productive by directing them, because by definition they will have more specialized knowledge about their contribution than you, as a manager, ever will!
Lean thinking really is about recognizing this "third wave" of management: first, there was task analysis. Then, we focused on business process engineering. Now, we look specifically at knowledge and value creation.
Lean thinking at its core is only 4 principles: add nothing but value (eliminate waste), center on the people who add value, flow value from demand (defer decisions), and optimize across the organization.
This book explains these principles as applied to product development -- which is quite different than lean production.
It really should have the same business impact that Goldratt's THE GOAL had back in the 1980's, if more would take notice.
15 of 16 people found the following review helpful
Format:Paperback
Thumbs up, but I'd recommend you attend his workshops over the book if the opportunity presents itself.
The book is written as a fictional account of a company's journey from process hell to an environment where engineers can devote themselves more completely to the craft they love. It is complete with protagonists and antagonists. The many men and women who have devoted large portions of their careers to wrestling with new product development process issues and trying to improve the quality and efficiency of product development processes may justifiably take offense at being cast as the antagonist, but it wouldn't be much of a story without the villains.
The book raises some very good issues and points out some very good practices that have contributed to Toyota's success. Toyota's design philosophy is optimized for lowest possible risk to model year goals. American management teams would do well to think about optimizing for low risk instead of highest efficiency and lowest development cost. For many companies the cost of developing a new product is a fairly modest portion of their overall cost structure and the price they pay for missing new product introduction dates is far greater than the gains from tailoring their internal processes for the lowest cost development.
The implementation of highly redundant development paths (called sets in the book) will be far less revolutionary than the book would have you believe. It really comes down to a willingness and ability to make the necessary investments. Readers who have studied Japanese companies will find much that is familiar. Publicly held Japanese companies are far less driven by quarterly results than are their American counter parts. Japanese companies typically have few (if any) small stockholders looking for short term gains. The largest stock holders in a Japanese company are often other Japanese companies. They tend to set long term strategic goals e.g. to dominate the world car industry in 5 years. While these businesses must make money to sustain themselves they are content with smaller earnings than their American counterparts making it possible to re-invest larger portions of their revenues back into the company. Some of that reinvestment shows up as investment in engineering work that reduces risk to new product introduction dates. But make no mistake about it, there are no miracle cures. During the initial stages of introducing a risk adverse strategy you are getting less (new features) with more (investment), but on time, likely with better quality, and you can build economically on that investment for a future stream of new products.
Efficiency can be a huge problem, but not always. In many organizations engineering efficiency is disappointingly low. The book tries to make the case that Toyota's engineers are 4X more productive than the engineers of the fictitious company in the book (approx. 80% productive compared to ITRs 20%). The measure of productivity is not explained, but it is implied that it is simply the number of hours/week that engineers spend engineering instead of (presumably) unnecessary process compliance. It is unlikely that Toyota's engineers are on average really 4X more productive than the best of American engineering teams. A comparison between Toyota's engineering and one of America's best is probably a better comparison than a fictitious engineering team. The book does not sight any objective evidence for the 4X claim. Although few companies share their productivity numbers, 65% is a widely accepted number for staff utilization. If Toyota's staff utilization really is 80% then that would put them about 1.23X more productive. In actual fact productivity is far more complex to measure and since it is so complex many observers chose a metric and then measure changes rather than focus on an absolute #. Lack of evidence aside, the book does highlight some interesting opportunities for improvement in the area of knowledge retention and reuse.
I have no doubt that there are companies whose developers are 20% productive. Lack of stability in the organization is certainly a contributor. The ineptitude and unending churn of engineering management teams is a frequent cause. Many companies have suffered at the hands of corporate management teams looking for quick fixes to the perception that their projects take too long, cost too much, and fail too often. They are often executives who have no engineering experience and no way to objectively assess the performance of their teams. They are driven by fear and uncertainty. They have often set goals that are hopelessly impossible to begin with. The result from the engineer's perspective is an unending stream of organizational change meetings to roll out the new engineering management team, introduce their dramatic new ideas, and get the teams trained. This is immediately followed by or coupled with a call to heroic self-sacrifice in an effort to meet the hopeless goal with the new structure. Sound familiar? If you we're drawn to this book it probably does.
The first thing that any student of Japanese industry learns is its strong reliance on life-time employment. While there has been some decline in longevity in recent years it remains the expectation for most Japanese employees entering the workforce. The long-term expectations and thorough understanding of the company and its markets which the most senior managers obtain during their long careers fosters more emphasis on incremental improvement rather than radical re-birth. Either strategy can work, but the highest probability of long-term success is with the incremental improvement paradigm.
Mr. Kennedy is a joy to talk to with a refreshing directness and wealth of experience. The book has a "sensational" tone, but you'd expect that in a work that was intended to get your attention and interest. The advice he offers in person is well reasoned and sound. Well worth the price of admission.
The book is written as a fictional account of a company's journey from process hell to an environment where engineers can devote themselves more completely to the craft they love. It is complete with protagonists and antagonists. The many men and women who have devoted large portions of their careers to wrestling with new product development process issues and trying to improve the quality and efficiency of product development processes may justifiably take offense at being cast as the antagonist, but it wouldn't be much of a story without the villains.
The book raises some very good issues and points out some very good practices that have contributed to Toyota's success. Toyota's design philosophy is optimized for lowest possible risk to model year goals. American management teams would do well to think about optimizing for low risk instead of highest efficiency and lowest development cost. For many companies the cost of developing a new product is a fairly modest portion of their overall cost structure and the price they pay for missing new product introduction dates is far greater than the gains from tailoring their internal processes for the lowest cost development.
The implementation of highly redundant development paths (called sets in the book) will be far less revolutionary than the book would have you believe. It really comes down to a willingness and ability to make the necessary investments. Readers who have studied Japanese companies will find much that is familiar. Publicly held Japanese companies are far less driven by quarterly results than are their American counter parts. Japanese companies typically have few (if any) small stockholders looking for short term gains. The largest stock holders in a Japanese company are often other Japanese companies. They tend to set long term strategic goals e.g. to dominate the world car industry in 5 years. While these businesses must make money to sustain themselves they are content with smaller earnings than their American counterparts making it possible to re-invest larger portions of their revenues back into the company. Some of that reinvestment shows up as investment in engineering work that reduces risk to new product introduction dates. But make no mistake about it, there are no miracle cures. During the initial stages of introducing a risk adverse strategy you are getting less (new features) with more (investment), but on time, likely with better quality, and you can build economically on that investment for a future stream of new products.
Efficiency can be a huge problem, but not always. In many organizations engineering efficiency is disappointingly low. The book tries to make the case that Toyota's engineers are 4X more productive than the engineers of the fictitious company in the book (approx. 80% productive compared to ITRs 20%). The measure of productivity is not explained, but it is implied that it is simply the number of hours/week that engineers spend engineering instead of (presumably) unnecessary process compliance. It is unlikely that Toyota's engineers are on average really 4X more productive than the best of American engineering teams. A comparison between Toyota's engineering and one of America's best is probably a better comparison than a fictitious engineering team. The book does not sight any objective evidence for the 4X claim. Although few companies share their productivity numbers, 65% is a widely accepted number for staff utilization. If Toyota's staff utilization really is 80% then that would put them about 1.23X more productive. In actual fact productivity is far more complex to measure and since it is so complex many observers chose a metric and then measure changes rather than focus on an absolute #. Lack of evidence aside, the book does highlight some interesting opportunities for improvement in the area of knowledge retention and reuse.
I have no doubt that there are companies whose developers are 20% productive. Lack of stability in the organization is certainly a contributor. The ineptitude and unending churn of engineering management teams is a frequent cause. Many companies have suffered at the hands of corporate management teams looking for quick fixes to the perception that their projects take too long, cost too much, and fail too often. They are often executives who have no engineering experience and no way to objectively assess the performance of their teams. They are driven by fear and uncertainty. They have often set goals that are hopelessly impossible to begin with. The result from the engineer's perspective is an unending stream of organizational change meetings to roll out the new engineering management team, introduce their dramatic new ideas, and get the teams trained. This is immediately followed by or coupled with a call to heroic self-sacrifice in an effort to meet the hopeless goal with the new structure. Sound familiar? If you we're drawn to this book it probably does.
The first thing that any student of Japanese industry learns is its strong reliance on life-time employment. While there has been some decline in longevity in recent years it remains the expectation for most Japanese employees entering the workforce. The long-term expectations and thorough understanding of the company and its markets which the most senior managers obtain during their long careers fosters more emphasis on incremental improvement rather than radical re-birth. Either strategy can work, but the highest probability of long-term success is with the incremental improvement paradigm.
Mr. Kennedy is a joy to talk to with a refreshing directness and wealth of experience. The book has a "sensational" tone, but you'd expect that in a work that was intended to get your attention and interest. The advice he offers in person is well reasoned and sound. Well worth the price of admission.
Most Recent Customer Reviews
3.0 out of 5 stars
A Great Idea Wrapped Up in 249 pages of story
The ideas put forth by Michael Kennedy, specifically changing course of a large company's product development processes to a knowledge-based engineering system, are interesting and... Read more
Published on April 18, 2010 by Brad Allen
4.0 out of 5 stars
as shown
I am happy with the copy I received. It is never easy
to find an excellent older book due to binding
integrity. This book was very good.
to find an excellent older book due to binding
integrity. This book was very good.
Published on November 9, 2009 by B. Franklin
4.0 out of 5 stars
Project Manager
The book is written in story form and enjoyable to read. I was able to get useful information I could implement.
Published on September 11, 2009 by D. Drake
5.0 out of 5 stars
Met expectations
The book was in the condition described and it was received in the alotted time.
Published on June 20, 2009 by John Scherrer
4.0 out of 5 stars
Good introduction to the topic
Easy to read story format provides a broad overview of the concepts of Toyota's Product Development System. Read more
Published on February 14, 2009 by J. Keeler
4.0 out of 5 stars
An inspiring read
If you already know about lean manufacturing you should also think about how to develop the products you will manufacture. Read more
Published on January 20, 2009 by David V. B. Davies
5.0 out of 5 stars
The Real Deal!!!! Must Read
This book, as others have said, is much like "The Goal". It is not a silver bullet, not the final solution or even the best business book ever written. Read more
Published on June 29, 2008 by C. Lafond
4.0 out of 5 stars
Almost Perfect
Everything written is a bullseye with the exception of glaring ignorance regarding Six Sigma - what it is and isn't. Read more
Published on September 1, 2006 by Scott
5.0 out of 5 stars
Highly Recomended for anyone interested in Product Development
For anyone interested in the next stage of Product Development -- this is a must read. The Toyota system encorporates what I felt has been missing in the product development... Read more
Published on March 23, 2006 by D. Prairie
5.0 out of 5 stars
Best book available on lean development.
Even in the academic literature, there is no better reference. Note: do not buy the book "the minding organization" where the author refers to in the book.
Published on January 31, 2006 by H. D. Klerck
Citations (learn more)
This book cites 4
books:
- Whole-Scale Change: Unleashing the Magic in Organizations by Dannemiller Tyson Associates in Front Matter
- Large Group Interventions: Engaging the Whole System for Rapid Change by Barbara Benedict Bunker in Back Matter
- David Cameron by Bruce Anderson in Front Matter
- Chomsky: Selected Readings by J.P.B. Allen in Back Matter
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