Barnhart Creating a Lean R&D System

Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations
1. Auflage 2012
ISBN: 978-1-4398-0080-5
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 267 Seiten

The ability to find and remove barriers between people and their systems in R&D can almost guarantee a doubling in performance, and often delivers multiples of that. R&D teams that have smooth handoffs deliver 100 percent of the required knowledge at those handoffs. As a result, such teams do not lose critical information, have unexpected knowledge gaps appear in their projects, or have uncoordinated knowledge transfers that waste minutes, days, and even months every year.
Creating a Lean R&D System: Lean Principles and Approaches for Pharmaceutical and Research-Based Organizations lays out the logic of why Lean implementation isn’t strictly for manufacturing and describes why it can be just as effective in R&D organizations. Terence Barnhart, former senior director of continuous improvement at Pfizer R&D, describes the theoretical and physical underpinnings of creating a Lean transformation in any R&D organization, as exemplified by the Lean transformation initiated within the R&D division of a global pharmaceutical company.

Describing how to merge Lean principles with the cultural virtues inherent in R&D, the book presents Lean approaches that can be easily applied in pharmaceutical and research-based organizations. It takes a strategic approach to solving two problems unique to the Lean field. The first is in noting the key distinctions between R&D and manufacturing, and developing a Lean approach specific to the R&D environment. The second is that it proposes a systematic middle-out (merger/maneuver) strategy to help you initiate and sustain a Lean culture within your pharmaceutical R&D organization that will help you immediately engage all stakeholders involved.

Autoren/Hrsg.

Barnhart, Terence M

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

Seeing and Removing Barriers in the R&D Environment

Mental Models

Removing Barriers to Innovation

Impact on R&D Innovation Physical Barriers Emotional Barriers Observational and Thinking Barriers

Lean and the Removal of Barriers

Lean in Research and Development
Purpose

Continuous Improvement in Manufacturing and R&D

The Purpose of Lean

What Lean Is

Lean R&D

Implications

Connection with People

Conclusions

The Individual in the Lean R&D Community
The Individual/Community Continuum in R&D An Example of the Lean R&D Community

Qualities of the Individual in a Lean Environment Commitment Commitment to Craft Commitment to the Team
Awareness of the Community
Skill at Learning
Pulling It Together

Lean Exercises for the R&D Professional
Seeing Skill-Building Exercise 1: Seeing without Prior Mental Context Skill-Building Exercise 2: Seeing Beliefs
Reframing to Innovate Deconstruction and Synthesis to Increase Value Content Making Snowmobiles The Role of Language in Reframing for Innovation Skill-Building Exercise 3: Reframing by Converting Statements into Questions Skill-Building Exercise 4: Seeing and Reframing through Value Stream Mapping Skill-Building Exercise 5: Reframing by Making Snowmobiles
The Value of Experience in Innovation Skill-Building Exercise 6: Improving Innovation Experience through Daily Experimental Practice
Growing Yourself and Your Environment Practice to Grow
Pulling It Together—Seeing, Reframing, Experiencing, and Growing: A Learning Loop for Innovation
Integrated Exercises Skill-Building Exercise 7: The A3 Format Skill-Building Exercise 8: Good-Better-Best Skill-Building Exercise 9: Mapping Apply Liberally Apply in Your Work, Start Small, Grow in Scale, and Spread Outward

The A3 in Developing R&D Thinking
Description of the A3
Purpose of the A3
Section 1: Problem Statement, Business Value, Performance Goals—Defining the Problem and the Terms for Its Successful Resolution The First Step in Creating Thought Clarity—Separating Problem and Solution with a Well-Constructed Problem Statement or Valuable Question Business Value—Creating a Stage for Buy-In Goals—Defining Criterion for Successful Completion, a.k.a. "When Do I Stop?" Other Types of Stop-Gap Goals Section 1 Summary
Section 2: Current State Section 2 Summary
Section 3: Analysis/Synthesis—Finding the Root Cause of a Problem and Developing Countermeasures to Address Root Cause Considerations in Analysis/Synthesis Section 3 Summary
Section 4: The Learning Plan Learning Plan Structure Predicting Plan Timing Building Fast Learning into Our Planning Process Thinking and Cadence in the Learning Plan Thoughts on the Learning Plan Section 4 Summary
Section 5: Results and Future Considerations
Pulling It Together to Get the Most from the A3

The Lean R&D Manager
Skills a Lean Manager Must Possess
Seeing Exercises Skill-Building Exercise 1: Seeing Group and System Dynamics in an External Setting Skill-Building Exercise 2: Letting the Environment Tell You Its Problems Skill-Building Exercise 3: Observing the Internal Environment (Walking the Gemba) Skill-Building Exercise 4: Seeing and Reframing through Mapping

Reframing Exercises Skill-Building Exercise 5: Disbelieving Your Own Beliefs Skill-Building Exercise 6: Identifying Other Possible Beliefs
Experience Skill-Building Exercise 7: Small-Scale/High-Velocity Experimentation
Growth Skill-Building Exercise 8: Setting Targets Skill-Building Exercise 9: Assessing Performance and Reflecting on Results
Pulling It Together

Removing Barriers within the R&D Community
Noninnovation Work Supporting Basic Work Requirements Supporting Interfaces Supporting Management Systems Seeing the Noninnovation Work Creating Purpose
Seeing without Prejudice Group Exercise 1: Seeing without Prejudice, the Current-State Value Stream Map
Issues in Value Stream Mapping in R&D Group Exercise 2: Seeing Team Assumptions Group Exercise 3: Bypass Assumptions Entirely—Critical Question Mapping
Reframing Exercises
Building Group Experience
Pulling It Together to Remove Barriers

Critical Question Mapping
The Emergence of Critical Question Mapping
Developing Critical Question Maps Step 1: Defining a Strategic Problem Step 2: Brainstorming Step 3: Arranging the Questions and Flow Steps 4 and 5: Review and Iteration
Managing Creative and R&D Projects Using Critical Questions
CQM in the Real World

Value Stream Mapping in the R&D Space
Scoping to Define Direction and Performance Level
The Design (Value Stream Mapping) Workshop Current-State Mapping (Day 1) Analysis (Day 1) Analysis (Day 2) Future-State Mapping (Day 2) Creating the Learning Plan (Day 3)
Management Intervention during Design and Planning
Implementation and Fast Learning Learning and Review Fast Learning and Strategies for Fast Learning
The Next Level: Linking the Project to Lean Strategy and the Learning Process

Implementation Strategy
Using a Critical Question Map to Define a Strategic Thinking Structure Flow and Learning Loops Filling Gaps in the Questions Methodology/Philosophy (Barrier Removal) Section of the Map Converting the Critical Questions into a Strategy
Design of the First and Subsequent Projects Selecting Lean Practitioners Identifying That First Project Spreading Lean through Fast Learning: The Wildfire Strategy
Learning as Its Own Strategy The Implications of a Learning Strategy
Implementation Strategy Summary

The Formation of Lean R&D Communities: A Case Example
Case Study: Formation of a Lean Community
The SPOT Project
Project Management in a Lean R&D Community
The Value of Point-to-Point Communication
Results of the SPOT Experiment
Conclusions

Reflections
Index

Über Autor(innen)

Dr. Terence Barnhart has worked as an academic and industrial research scientist, a strategy consultant, a plant engineer, and a project manager for some of the largest and best-known companies in the world, including Pfizer, McKinsey and Company, and General Electric. His professional passion is researching, developing, and implementing strategies to help people create environments in which they and others can flourish.

Dr. Barnhart holds a PhD in inorganic chemistry from the University of Wisconsin and a bachelor of science degree and post-doctoral fellowship in chemistry from the University of Michigan.