LPPD – Lean Product and Process Development

LPPD (Lean Product and Process Development) view of management copes with the question: how to create greater value for the customer quickly, flexibly and with a minimum or resources?
Cumbersome market leaders are threatened by the explosion of the information revolution and their exposure to disruptive technologies.  Start-ups and veteran companies alike experience the decrease in the lifetime of a product and seek improved ways to view the stormy, unfamiliar environment. The dramatic cut-back in the life time of a product and technology necessitates the creation of a methodology and view of management of product development that will disrupt the traditional views of development management. Applications have become an integral and inseparable part of all aspects of product and commercial development, and software developers using the Agile style have adopted the product development principles developed at Toyota into LPPD, and created a comprehensive methodological system that will be of aid to anyone who seeks to deal with and adapt to the constantly changing business environment.
Research proves that a focused team that bears overall responsibility for the development of a defined product or feature, and that implements cycles of trial and adaptation according to PDCA, will be able to complete the development at twice the speed and with half of the resources.
The process of development is inherently a learning process. Not only the product, but the process of development itself is a subject for planning and improvement.  By mapping the value stream for the development of the product, the development team can a priori identify the processes that require integration and prior preparation, decrease waste during the process, and learn how to move forward together as one unit along the course of development.
At the same time, the entire organization learns how to support and surround the interdisciplinary development teams.  Problems are brought up to the managerial levels in real time, and the role of the managers is transformed from one of “monitoring” to “nurturing” – from responsibility for close supervision of development to responsibility for the nurturance of the engineers’ technical and problem-solving capacities. Successful implementation of LPPD will lead to a flowing development process that will arrive at the production stage when it is stable, mature, and ready.
The ILE team serves as an active, close partner to the world team of LPPD experts (through the LGN network), both in terms of methodological development as well as consultation to start-ups and mature companies that wish to change their view of product development.  A partial list of organizations throughout the world that have or are implementing LPPD in consultation with the LGN includes:
Elbit, HP-Indigo, , FMC Technologies, Herman-Miller, Medtronic GE, Ford, Bose, Harley-Davidson,
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