Lean Product Development

Innovation in the development of products and processes

Entrepreneurs and managers of companies find themselves handling the same situations where:

  • products are developed with what are thought to be innovative solutions and which are instead sensational flops
  • projects do not take off within the predicted time frame
  • designers perform tasks that do not fit in with the “official” development processes which they do not consider to be consistent with what happens in reality
  • in some product lines prices are not competitive and it is not clear how much is of value in the products or not of value/waste, not Lean.

To eliminate these and other critical issues, CONSIDI has built up significant experience and an in-depth knowledge of the most advanced Lean-Agile methodologies to help customers ‘cultivate’ innovation and reduce the cost of the products, in relation to the required value.

CULTIVATING INNOVATION

An Innovative Model for Success in the Market: to be there, to be fast and continue to be innovative.

Everyone agrees on the fact that innovation is vital for the success of all companies; but in order for them to be effective, the development time of the projects must be in sync with the time “dictated” by Business.
In our interventions we include the introduction of Lean-Agile principles in order to use time effectively and, therefore, increase the number of projects managed at the same time (CADENCE principle or RHYTHM of innovation).
Then you start to act on the individual projects on the basis of what is needed to be reactive in projects and to be fast in bringing innovation to the market (principles of FLOW and KNOWLEDGE REUSE).
The sequence of “anticipation, vision, planning, feasibility and development” is the ground on which to place these principles and grow the different methods and tools that will be proposed.

DESIGNING VALUE

The current competitive environment and the turbulence that is being manifested in many sectors require significant performance improvements from companies, especially from those acting on the cost of the product.

Our answer is to apply DTV methodologies (Design to Value), an approach which looks at different perspectives:

  • What the customer wants
  • What competitors are offering
  • What the cost of producing and distributing the product is
  • How much of the product is of value and how much is not

This approach has allowed CONSIDI to develop a wide range of methods and tools over the years, among which are the methodologies for:

  • the optimisation of the range to cover segments with a higher value or avoid overlaps
  • creating synergies between products by choosing from different strategies (for platform, modular, mass production)
  • the reduction of variety by minimising the number of parts and specific components
  • reducing the cost of the product starting from the deployment of cost objectives and identifying potential alternatives to reduce costs

TYPICAL RESULTS OF OUR INTERVENTIONS

The introduction of “lean agile” methods and culture result in solving the typical problems encountered in the innovation and development of products.

Companies that have completed this path have obtained significant improvements in the following aspects:

  • Improvement in the ability to generate new ideas “Right First Time”
  • Excellence in the ability to bring the new ideas to market
  • Increase in the Innovation Rate of all the products, especially the most innovative products (with higher uncertainty)
  • Reduction of product costs, and their potential repositioning in the competitive framework, thanks to the identification and use of alternative technologies, components, materials and processes
  • Growth of the Lean Agile culture in people and in the organisation as a whole

In addition to the companies that develop new products or catalogue collections, business customers who operate with an Engineering To Order or Build to Order model have also substantially improved their performance in terms of the speed and reliability of delivery times and margin increase by applying the Lean Agile tools, even if limited to the typical phases of their processes, planning, technical development and delivery.