Learning To See The Product

Since “The Machine That Changed the World” was first published in 1991, there has been a continued interest in applying Lean in different industries. Some have succeeded, some have not. Still, 28-years after its publication, Lean has shown an extraordinary longevity. We can go to conferences that attract hundreds of practitioners, academics and consultants. Listen to companies who have applied Lean tools such as VSM, 5S, Standardized Work or Stand-up meetings and Visual Management boards, to their manufacturing processes and experienced immediate results. Usually in the form of better quality and lead-time reduction. However, for many companies, Lean starts with a Value Stream Map and ends with the application of the before mentioned tools on the shop floor. A Value Stream Map, 5s, Standardized Work or Stand-up meetings are not bad things to do. However, there seems to be a forgotten chapter in “The Machine”, and that is the one about product development.

The application of progressive methodologies such as agile or lean in product development, seems to evolve around the idea of process efficiency even if that is not the intention of the methodologies. Maybe not surprising, as most companies and senior managers are obsessed with efficiency. Probably thinking “if we have efficient processes in place, we will be able to compete more effectively, with lower costs, and an efficient product development system”. Process efficiency is usually the reason they will show interest in Lean in the first place. To become more efficient, to see productivity gains in manufacturing. 

Back in September, during a study trip to Japan, I was lucky enough to meet Katsuo Sakurai, a former Chief Engineer at Toyota. During his presentation in Japan, he was not talking about how to create efficient processes, he talked about understanding customer value and how to create a great product that would fit to the market. He seemed to flawlessly move in four dimensions that struck me as somewhat unique. He moved from detailed specifics of the car design, to the macro view of the international market for luxury cars, and an ability to translate customer value into engineering first principles. When he worked as an assistant Chief Engineer, bringing the first Lexus model to the market back in the early 80, he seemed more interested in creating conditions for understanding and learning about the underlying technical challenges that they faced than having efficient product development processes. What we heard was a willingness to listen to his customers, curiosity, and a deep understanding of what was lacking in the current models of Toyota at the time. He discussed vividly how they compared with their competitors and how the American and European market perceived Toyota owners (It was as an unsuccessful and somewhat ugly person) at the time. 

What really stood out though was his ability to flawlessly move from the customer perspective of how a luxury car should look, feel and sound, to what engineering puzzles they needed to solve to meet the customer needs. In his presentation he summarized the main need of the customers as stability in high speeds, the feeling of a large and luxurious driving environment and economic fuel consumption. All of these (and many more) where uncovered in a thorough Genchi Genbutsu study of potential customers. For example, a few execs and high-ranking engineers drove both Toyota models and European luxury brands on the autobahn. Experiencing first-hand the lack of stability in high speeds in Toyota cars, and on contrast, the comfortable driving experience of the German automakers. 

The secret to the Lean learning system is that it aligns people on product. Through the entire value stream, from planning, designing, engineering, building, shipping and consuming. By looking at the product, understanding customers more thoroughly, identifying and solving technical problems that stand in the way of customer value in engineering and in manufacturing, we create a better flow of value through to the customers. We will not reap the full reward until we start improving the whole system.

Interested in learning more about Lean as a learning system? Check out our book, The Lean Sensei.