Un atelier de 2 jours les 3 et 4 Novembre 2014 pour apprendre les principes du flux en combinant pratique et théorie.

Formation en anglais. See below the english description. Full program and clients testimonies at the end of the description.

Intervenant : Donald Reinertsen, auteur du livre The Principles of Product Development Flow: Second Generation Lean Product Development.

"Don décrit les méthodes et pratiques pour accélérer drastiquement l’innovation, au-delà de la démarche  Lean popularisée par Toyota. Si vous souhaitez challenger la pensée conventionnelle et sécuriser votre avance compétitive en accélérant l’innovation, je vous recommande de participer à cette formation." --- Gerard Ryan Managing Director,  Prodex Systems

"Ce n'est pas ce que vous ne savez pas qui pose problème, mais ce que vous savez avec certitude et qui n'est pas vrai" --- Mark Twain

Venez remettre en question vos certitudes et apprendre les principes du flux !

On en parle :

• Traduction du 1er chapitre du dernier livre de Don Reinertsen
• Retrouver la souplesse en management grâce à Donald Reinertsen

Le déjeuner et les pauses sont inclus.

Il est possible de signer une convention de formation afin que cela entre dans les budgets DIF et formation, merci d'en faire la demande explicite auprès de l'organisateur.

English description.

Course Instructor: Donald Reinertsen, Author of The Principles of Product Development Flow: Second Generation Lean Product Development.

"Don Reinertsen is a global thought leader in effective Innovation Management. Since his best selling book, Developing Products in Half the Time, Don has been challenging conventional methods of Product Innovation management. In his latest work, FLOW; Don details the methods and practices required to truly accelerate innovation, to go beyond lean methods popularised by Toyota and to allow innovation to FLOW – At the speed YOU want. If you’re looking to challenge conventional thinking and to secure a competitive edge in accelerating your innovation programs, I recommend this workshop to you."  --- Gerard Ryan Managing Director,  Prodex Systems

"It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so." --- Mark Twain

Join the workshop and come to challenge what you know for sure!

Breaks and lunches are included.

------------------------------------------- 2013 Clients Testimonies -------------------------------------------

On a scale from 1 (I strongly do not recommend to my acquaintances to attend) to 4 (I strongly recommend this workshop), the average feedback from last year participants is 3,55 with 6 people who recommend this workshop and 9 people who strongly recommend the workshop. Please find below what people said about the workshop:

Finally we have a shared unit to go from the strategy to the functionnal and "vice et versa". => cost of delay ! 

The workshop explains what is only guess in Agile software. — Franck Depierre

The exercices were very valuable. Appreciate the handouts also. — Mike Burrows

Practical field proven advice and anecdotes that demonstrate how we might apply these ideas tomorrow morning. — Troy Magennis

The food. The economic framework, a way to talk to managers. — Samuel Retiere

------------------------------------------- FULL PROGRAM -------------------------------------------

Course Outline

Through experiential exercises, lectures and facilitated Q&A, you will learn how to:

• identify when queues cause economic damage
• use batch size reduction and WIP constraints to improve flow
• create fast feedback loops to increase quality and efficiency
• reduce the economic cost of variability without stifling innovation
• develop a step-by-step implementation plan to incorporate lean principles into your own development process

I - Introduction
II - Establishing an Economic Framework
III - Managing Queues
IV - Exploiting Variability
V - Reducing Batch Size
VI - Applying WIP Constraints
VII - Controlling Flow 1: Congestion & Cadence
VIII - Controlling Flow 2: Synchronization & Sequencing
IX - Accelerating Feedback
X - Decentralizing Control
XI - Finding Waste
XII - Implementation

I. Introduction

Most companies that applying lean methods in product development fail to appreciate the critical differences between repetitive manufacturing processes and non-repetitive development processes. Such differences mean that waste is found in very different places. Until this is recognized, companies will only attack easily visible, but superficial forms of waste.

This section will cover:

• An overview of how lean techniques improve product development speed, quality, and cost
• An understanding of the critical differences between product development and manufacturing
• An explanation of importance of Design-in-Process Inventory

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II. Establishing an Economic Framework

Every product development process has multiple economic goals. To balance these goals we must express them in the same unit of measure. This method allows us to quantify the Cost of Delay and to use it to determine the economic cost of queues in our process.

This section will cover:

• How to quantify the Cost of Delay
• How to use information to improve decision-making

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III. Managing Queues

Variability is a greatly misunderstood concept in product development. Paradoxically, you cannot add value in product development without adding variability, but you can add variability without adding value. A product must be changed to add value, and this change creates uncertainty. This section will cover:

Key Learnings

• How queues affect economic performance
• How variability and over-utilization cause queues
• How to measure and manage queues
• The 10 most important product development queues

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IV. Exploiting Variability

Variability is a greatly misunderstood concept in product development. Paradoxically, you cannot add value in product development without adding variability, but you can add variability without adding value. A product must be changed to add value, and this change creates uncertainty.

This section will cover:

• How to distinguish between good and bad variability
• How to eliminate unnecessary variability
• How to reduce the economic consequences of necessary variability

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V. Reducing Batch Size

In manufacturing, batch size reduction is the key factor that creates order of magnitude reductions in cycle time. In product development, only 3 percent of companies have formal efforts to reduce development process batch size.

This section will cover:

• The importance of small batch size and how to achieve it
• How to recognize the ten most common batch size problems in product development

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VI. Applying WIP Constraints

Most product development processes neither measure nor control WIP. Yet, excessive WIP leads to long cycle time and slow feedback loops. Effective WIP management requires knowing when WIP is excessive, and having tools to correct this problem.

This section will cover:

• The science and economics of WIP constraints
• Nine practical ways to react to WIP explosions

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VII. Controlling Flow 1: Congestion & Cadence

Processes with variability, such as product development, are prone to congestion. Both traffic systems and telecommunication systems provide valuable insights on congestion avoidance and congestion control. Today’s development processes underutilize cadence.

This section will cover:

• What causes congestion and how we can prevent it
• How a regular cadence improves performance
• Examples of cadence applied to product development

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VIII. Controlling Flow 2: Synchronization & Sequencing

Synchronization reduces the formation of queues. When queues form we can reduce their cost by sequencing work correctly. The First-in First-out methods of manufacturing are poorly suited to this challenge. Fortunately, product developers can exploit more advanced approaches that are used in computer operating systems.

This section will cover:

• How synchronization reduces queues
• Economically-based methods for sequencing work
• A network-based approach for managing flow

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IX. Accelerating Feedback

Slow feedback loops cause enormous waste in product development. Yet, many developers do not measure feedback speed or try to improve it. Well-structured feedback loops actually create spectacular opportunities to smooth flow, increase efficiency, and improve quality.

This section will cover:

• Why fast feedback is critical
• How feedback reduces variability and improves flow
• Metrics for managing flow-based product development

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X. Decentralizing Control

Some product developers see highly centralized control as the only way to improve performance; others argue for complete decentralization. We will examine the lessons that can be learned from military approaches that balance centralization and decentralization.

This section will cover:

• The advantages and disadvantages of decentralized control
• How to preserve alignment without sacrificing initiative

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XI. Finding Waste

Because product development processes add value in different ways than manufacturing processes, waste is found in different places. Typically, waste shows up in predictable places in development processes.

This section will cover:

• Ten common areas of product development waste

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XII. Implementation

The final section will review factors that are likely to lead to successful implementation. Course participants will begin designing a plan for implementation. This section will cover:

This section will cover:

• How to initiate pilot programs and scale them up
• A group exercise to identify immediate next steps