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Acknowledgments xi
Introduction xiii
1 Working Hard 1
Springtime in Paris 2
The Concurrent Product Development Process 4
A Reality Check 7
Unexpected Competition 8
Problems Late in the Development Process 10
2 The Harley-Davidson Environment 25
Harley-Davidson Was Different 27
Consensus Decision Making 30
We Fulfill Dreams 30
Lessons from the Dark Days 33
The Circle Organization 36
Consensus-Driven Organization 38
Managing Conflict 39
The Harley-Davidson Business Process 39
Organizational Learning 41
3 Harley-Davidson's Product Development Leadership Learning Team 43
The PDL T Journey 46
Learning Organizations 47
4 The PD T 61
Systems Thinking 64
Learning to See the Product Development System 67
Learningful Conversations 70
Creating Shared Vision 75
5 Firefighting and the Tipping Point 80
The MIT Connection 81
Firefighting 82
The Tipping Point 83
Past the Tipping Point 84
Lessons from Beyond the Brink 91
6 Cadence and Flow, Bins and Swirl 94
The Outstanding Corporate innovator 97
Product Development Flow 99
Product Development Cadence 100
The Application of Cadence and Flow 104
Bins 107
Heuristic Rules of Thumb 111
The Innovation Swirl 113
7 Supply and Demand 116
The System Dynamics Model of the Motorcycle Business 122
A Soft Landing by Reducing Shipments 126
Generating Product Demand 126
Developing New Products 128
8 A Left Turn: Implementing Lean Principles in Product Development 131
Don't Bring Lean Manufacturing Upstream 133
The Roots of Knowledge-Based Product Development 136
The Systems Approach to Flight 138
Work Smarter, Not Harder 143
9 The Product Development Limit Curve145
Haste Makes Waste 147
Bad Systems Beat Good People 150
Design Rework Loops 152
Product Development Is Predictable 153
10 Integration Points and False Positive Feasibility 158
False Positive Feasibility 162
Design Cycles and Integration Points 164
11 Learning Cycles 167
The Learning Cycle 170
Set-Based Product Development 174
12 Set-Based Design 179
A New Framework for Product Development 183
The Second Piece of the Limit Curve Puzzle 184
13 Leadership Learning and Pull Events 193
The Leadership Learning Change Model 194
Early Pull Events 199
Creating Leverage Through Pull Events 203
14 Quickening Product Development 206
Railroad Planning versus Combat Planning 207
Establishing and Using Help Chains 210
Using Visual Management 212
15 Oobeya 217
Collaboration Using the Oobeya Process 217
The Oobeya Process 221
The Wall 226
Quickening the Pace of Innovation 230
16 Knowledge-Based Product Development 234
Indications of Success 237
Creating Change 241
Notes 245
Index 249
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
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Matthew Fox
reviewed The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development on June 08, 2019 The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development
More technical at some points and less accessible than a few other books in this space, but one of the best I've read in taking you on a compelling authentic journey of a company transforming itself. It's not a Lencioni style fictional tale. Rather, it's a real story in all its slightly more tedious details. But it is extremely well written and shines the light of deeply relatable classic errors found in many companies.
Most importantly, it does not peddle simplistic, silver bullet, pre-fab solutions. Instead, it squarely confronts us all to accept responsibility for our own continuous learning. They lead us by example in how we can each continuously improve our own corporate cultures and processes.
Powerful design and development patterns are shared, but they are not plug and play. You have to work together to apply them to your context.
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