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- 5 black & white tables 13 black & white illustrations
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Creating a Lean R&;D System
Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations
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Bloggat om Creating a Lean R&;D System
Dr. Terence Barnhart has worked as an academic and industrial research scientist, a strategy consultant, a plant engineer, and a project manager for some of the largest and best-known companies in the world, including Pfizer, McKinsey and Company, and General Electric. His professional passion is researching, developing, and implementing strategies to help people create environments in which they and others can flourish. Dr. Barnhart holds a PhD in inorganic chemistry from the University of Wisconsin and a bachelor of science degree and post-doctoral fellowship in chemistry from the University of Michigan.
Seeing and Removing Barriers in the R&D Environment Mental Models Removing Barriers to Innovation Impact on R&D Innovation Physical Barriers Emotional Barriers Observational and Thinking Barriers Lean and the Removal of Barriers Lean in Research and Development Purpose Continuous Improvement in Manufacturing and R&D The Purpose of Lean What Lean Is Lean R&D Implications Connection with People Conclusions The Individual in the Lean R&D Community The Individual/Community Continuum in R&D An Example of the Lean R&D Community Qualities of the Individual in a Lean Environment Commitment Commitment to Craft Commitment to the Team Awareness of the Community Skill at Learning Pulling It Together Lean Exercises for the R&D Professional Seeing Skill-Building Exercise 1: Seeing without Prior Mental Context Skill-Building Exercise 2: Seeing Beliefs Reframing to Innovate Deconstruction and Synthesis to Increase Value Content Making Snowmobiles The Role of Language in Reframing for Innovation Skill-Building Exercise 3: Reframing by Converting Statements into Questions Skill-Building Exercise 4: Seeing and Reframing through Value Stream Mapping Skill-Building Exercise 5: Reframing by Making Snowmobiles The Value of Experience in Innovation Skill-Building Exercise 6: Improving Innovation Experience through Daily Experimental Practice Growing Yourself and Your Environment Practice to Grow Pulling It Together-Seeing, Reframing, Experiencing, and Growing: A Learning Loop for Innovation Integrated Exercises Skill-Building Exercise 7: The A3 Format Skill-Building Exercise 8: Good-Better-Best Skill-Building Exercise 9: Mapping Apply Liberally Apply in Your Work, Start Small, Grow in Scale, and Spread Outward The A3 in Developing R&D Thinking Description of the A3 Purpose of the A3 Section 1: Problem Statement, Business Value, Performance Goals-Defining the Problem and the Terms for Its Successful Resolution The First Step in Creating Thought Clarity-Separating Problem and Solution with a Well-Constructed Problem Statement or Valuable Question Business Value-Creating a Stage for Buy-In Goals-Defining Criterion for Successful Completion, a.k.a. "When Do I Stop?" Other Types of Stop-Gap Goals Section 1 Summary Section 2: Current State Section 2 Summary Section 3: Analysis/Synthesis-Finding the Root Cause of a Problem and Developing Countermeasures to Address Root Cause Considerations in Analysis/Synthesis Section 3 Summary Section 4: The Learning Plan Learning Plan Structure Predicting Plan Timing Building Fast Learning into Our Planning Process Thinking and Cadence in the Learning Plan Thoughts on the Learning Plan Section 4 Summary Section 5: Results and Future Considerations Pulling It Together to Get the Most from the A3 The Lean R&D Manager Skills a Lean Manager Must Possess Seeing Exercises Skill-Building Exercise 1: Seeing Group and System Dynamics in an External Setting Skill-Building Exercise 2: Letting the Environment Tell You Its Problems Skill-Building Exercise 3: Observing the Internal Environment (Walking the Gemba) Skill-Building Exercise 4: Seeing and Reframing through Mapping Reframing Exercises Skill-Building Exercise 5: Disbelieving Your Own Beliefs Skill-Building Exercise 6: Identifying Other Possible Beliefs Experience Skill-Building Exercise 7: Small-Scale/High-Velocity Experimentation Growth Skill-Building Exercise 8: Setting Targets Skill-Building Exercise 9: Assessing Performance and Reflecting on Results Pulling It Together Removing Barriers within the R&D Community Noninnovation Work Supporting Basic Work Requirements Supporting Interfaces Supporting Management Systems Seeing t