Lean

Precursors to Lean – Mediterranean Ship Building?

Arsenal Venice shipbuilding.JPG

From 1899-1905,

The Wright Brothers invented Knowledge Based Development (Lean Product & Process Development), evolved from their goal to study and advance the knowledge of flight.

At the same time, some shipbuilding references exhibited elements of lean practice (if you do your research, you’ll notice some non-lean elements also):

From 1899-1902,

HMS Dreadnought British Battleship 1906.jpg

"The Royal Naval Dockyard at Portsmouth could build more rapidly than any other private or naval yard. Portsmouth's record building time for a battleship was 31 months; Fisher wanted the Dreadnought built in 12.

-          7 hull models were built and tested. A shape was found which would require only 23,000 horsepower, not 28,000 as expected to drive 17,000 tons through the water at 21 knots, carrying 10 twelve inch guns, each capable of hurling an 850 lb. projectile.

Novelty was introduced as simplicity. Saving in lead time was achieved by standardization.

On December 11, 1906, 3 weeks short of Fisher's accelerated schedule, H.M.S. Dreadnought was accepted into the Royal Navy.  10 months from launching to full commissioning in the navy had never been equaled in the history of capital ships."

 

Mediterranean Galley.JPG

In 1400,

at the 46 hectare Arsenale di Venezia (Venice) dockyard, a production capacity of 6 galleys/ month was reached by the 1500’s.  They standardized ships, developed a new galley using less timber, and a standard frame.  Production occurred onsite for rope & armoury.  Modular construction and elements of one piece flow were also used.   Multiple designs were produced including the Mediterranean Brigantine, Galiot, Fusta, and Galea Bastarda.  At its peak in the 1600s the dockyard was turning out 1 ship a day.

Initiating Service Excellence practices in the Canadian Federal Goverment

Canada federal government.jpg

After some initial emails starting June 2017, received an invitation to speak with Kent Hehr MP Calgary Center to suggest introducing service excellence practices to the Canadian Federal Government. 

Used examples Washington has achieved, published in their 2014 & 2018 Results Washington reports you can see here:

2014 December Lean/Performance Management: Quantifying Results and Exploring the Viability of Self-Funding (PDF) 

January 2018: Results Washington Annual Report (PDF)

Cohort Analysis Examples from Lean Startups

We're looking for someone who can run Mixpanel and generate Cohort Analysis for 2 of our start-ups.  There seems to be a lack of examples or people who do this.  Just found one in Lithuania and posting for his reference. 

Here's the Lean Startup example, would love to know where we can find others - if you have one please post a pic in the comments below.  May put ours up once generated.

Lean Startup Cohort Analysis example.jpg

what problem do I have in my product development process?

Each year or so we find a common challenge seems to stand out that companies pursuing lean are wrestling with to drive their performance.  It continues for a time period as the general aspect to be solved for several companies in the lean community, immersed in it’s learning, and sharing our progress across industries to learn from each other.

Executing through this ‘theme’ as it unfolds maintains our evolution with business practices as they evolve;

(and further away from the outdated MBA/conventional practices most gravitate to,
who hope to gain a different competitive advantage by using the same thinking as everyone else.
Conventional companies following this “1950's thinking” experience a predictable cyclical decline years later (or sooner), and all wrestle with ‘cost cutting’ practices they pursue which don't address the core problem they have).

Around 8 years ago we found it was senior managements requirement to lead their lean growth strategy.
                                                                        

Then 3P.   
In the last few years it was lean product & process development to drive revenue -  we focused on establishing cadence doubling new product introductions with our companies.


This year it seems to be

"what problem do I have in my product development process?"


(whatever that may be, some realizing for the 1st time what they did actually was a process - however they cobbled it together);

and now further upstream "what is the problem I need to solve in sales?"