Workshops

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			How you apply the benefits of lean methodology to developing products
			Workshop Topics   How to book your places or arrange in-house workshops
			You can learn about the mistakes and lessons that the world’s best went through and apply lean methodology to all aspects of your product development. In 3 linked one-day interactive workshops for management and practitioners you analyse the business processes, tools and techniques used by 70 of the world’s leading product developers, and how you can apply them.
			And you can run them in-house, tailored to your own company’s needs (see booking form)
			Learn the key process used by 70 top world product developers
			a simple process that rates the potential success of new products before you decide to start;   identify and eliminate the activities that don’t contribute to achieving higher sales and profits;   learn a formal methodology that captures constructive ideas for new products;   apply a straightforward methodology to ensure your products are launched on time and on cost;   and typically get 30-50% more output from your development budget.

			New unpublished information enables:
			senior management to understand how to apply lean methodology to plan, organise and monitor product development projects more effectively;   project managers and practitioners to understand day-to-day how to manage and control product development to ensure it hits lean targets.

			How you benefit:
			Analysis of 70 the world’s most profitable product developers shows that on the surface their methods appear different. But examine the detail and you find they share a common element: they all apply a lean business process. The common factors that deliver this process have been extracted, digested and brought into these 3 important workshops.
			In each of these one-day workshops, you explore how you plan, organise and control your own product development. You are encouraged to compare what is taught to how you devise and run your own programmes. You enhance your own process to reduce waste. And you discover new ways to cut risk and generate more successful products. All without serious disruption to what you do now.

			How does your own product development process rate?
			1   What percentage of your product development budget is used on activities that adds value for your customers? 2 Can you list the 6 key features that make customers buy your products? 3 Do you understand why your competitors’ customers buy your competitors’ products rather than yours? 4 Do you use a viable, formal method to generate a continual stream of profitable new product ideas? 5 Do you have problems resourcing multiple projects with too few people? 6 What percentage of your product development budget is used on activities that add value for your customers? 7 Do you re-evaluate project risk at every approval stage? 8 Do you complete all your stage reviews in only one hour? 9 Do you have to revisit stage reviews because of incomplete activities or ‘discoveries’? 10 Do you monitor projects to a time and funding model? 11 Do you monitor the monetary value of your product development work in progress? 12 Do you know how to cut the number of post-release changes by 80%, and the effect that would have on lead time?

			Workshop topics:
			The following are among the topics analysed and discussed:
			Workshop 1
			Workshop 1 explores how you identify and eliminate waste: value stream mapping, project risk assessment, building effective teams and optimising their performance, the behavioural factors that make for success
			How you organise your people: the result could double your product development productivity.   Avoid delay from over-complicated control: it's a balance: you can involve so many that the process becomes cumbersome; or too few so that extra work results from rework and changes.   Value stream mapping shows you who to involve, how much and when: you can't afford to use man-hours from all areas all the time.   Your value stream governs what your customer will value: map it to cut redundant work that often absorbs half your budget.   How large should your permanent teams be: can one person be sufficient?   Organise only a few staff to run multiple projects.   What factors make for success when you second people permanently or temporarily to a team - what kind of peoples-mix achieves the best results   Decide before you start whether a project is safe or risky - what constitutes too risky? Use a simple method to compare one project with another without the often impracticable complexity of a full-blown risk analysis.   Control and reduce risk to viable levels as you progress through the project - make it a continuous risk-reduction process.

			Workshop 2
			Workshop 2 shows how you organise and plan the project: product strategy, generating product ideas, planning your programmes, the milestones that are essential to make the process effective and lean.
			Achieve a product on time that the customer values, is fit for purpose, and will be manufactured simply at lowest cost.   Enhance your process: make it more consistent and easier for everyone to follow.   You can't force every product development project down the same path; but you can shape each one around a lean business model to take minimum time and resource.   Generate ideas for new products - a formal methodology that any company can organise; and find sources of new products needing exploitation.   Reduce company costs through well-conceived product architecture.   Integrate R&D into your product programme but avoid the delays that R&D generates.   Reduce risk through a logical staged sequence of activities. Omit or ignore any, and you incur large costs later in the process or, worse, launch delays.   Avoid the iteration and rework that absorbs over 25% of many product development budgets: drastically cut the number of changes after production release.   Minimise the product development equivalent of inventory and work in progress   Augment your own product development capacity without engaging more staff.

			Workshop 3
			Workshop 3 deals with how you run, monitor and manage the process: controlling product development projects, applying IRR to decision making, plus many useful tools and techniques
			How you set up and control each step determines its success: run and manage the programme to achieve results that generate profit.   The formal processes you need and don't need to avoid delay through project over-management.   Control the project phase by phase in a way that minimises lost time.   Apply concurrency in the right places.   Ensure that each step reduces the risk remaining; use a simple method to quantify risk at each step of your programme.   Use a financial operating model to aid monitoring and control. Compute and apply IRR to aid decision-making as the project proceeds.   Multiple projects: organise your teams to cross-fertilise strengths between products   There are so many tools, techniques, and methodologies. But what does each do and when should you use it - if at all? Demystify the plethora - discover which ones you need to use.   There is a host of source detail that is well described in many works. But which ones are useful? Which are the best to use if you want your staff to learn the detail to apply to your programmes?

			How to book your place
			Click here to request dates and details of our next workshop series.
			(A location map and VAT receipt will be sent with your joining instructions.)
			For in-house cost, e-mail your requirements to In-house@Mynott.com.
			If you have any queries, please telephone T.I.C.S. Limited on 01788 822 313

			Dr C B Mynott, Managing Director, TICS Limited