Creating a Lean R&;D System (inbunden)
Inbunden (Hardback)
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Productivity Press
5 black & white tables 13 black & white illustrations
N/A; N/A; 5 Tables, black and white; 13 Illustrations, black and white
241 x 165 x 25 mm
553 g
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Creating a Lean R&;D System (inbunden)

Creating a Lean R&;D System

Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations

Inbunden Engelska, 2011-08-19
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The ability to find and remove barriers between people and their systems in R&D can almost guarantee a doubling in performance, and often delivers multiples of that. R&D teams that have smooth handoffs deliver 100 percent of the required knowledge at those handoffs. As a result, such teams do not lose critical information, have unexpected knowledge gaps appear in their projects, or have uncoordinated knowledge transfers that waste minutes, days, and even months every year. Creating a Lean R&D System: Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations lays out the logic of why Lean implementation isn't strictly for manufacturing and describes why it can be just as effective in R&D organizations. Terence Barnhart, former senior director of continuous improvement at Pfizer R&D, describes the theoretical and physical underpinnings of creating a Lean transformation in any R&D organization, as exemplified by the Lean transformation initiated within the R&D division of a global pharmaceutical company. Describing how to merge Lean principles with the cultural virtues inherent in R&D, the book presents Lean approaches that can be easily applied in pharmaceutical and research-based organizations. It takes a strategic approach to solving two problems unique to the Lean field. The first is in noting the key distinctions between R&D and manufacturing, and developing a Lean approach specific to the R&D environment. The second is that it proposes a systematic middle-out (merger/maneuver) strategy to help you initiate and sustain a Lean culture within your pharmaceutical R&D organization that will help you immediately engage all stakeholders involved.
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Övrig information

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