The Lean Machine

How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development

The Lean Machine

Author: Dantar P. Oosterwal
Pub Date: January 2010
Print Edition: $21.95
Print ISBN: 9780814432884
Format: Paper or Softback
e-Book ISBN: 9780814413791

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Table of Contents




1 Working Hard

Springtime in Paris

The Concurrent Product Development Process

A Reality Check

Unexpected Competition

Problems Late in the Development Process

2 The Harley-Davidson Environment

Harley-Davidson Was Different

Consensus Decision Making

We Fulfill Dreams

Lessons from the Dark Days

The Circle Organization

Consensus-Driven Organization

Managing Conflict

The Harley-Davidson Business Process

Organizational Learning

3 Harley-Davidson’s Product Development Leadership

Learning Team

The PDL2T Journey

Learning Organizations

4 The PDL2T

Systems Thinking

Learning to See the Product Development System

Learningful Conversations

Creating Shared Vision

5 Firefighting and the Tipping Point

The MIT Connection


The Tipping Point

Past the Tipping Point

Lessons from Beyond the Brink

6 Cadence and Flow, Bins and Swirl

The Outstanding Corporate Innovator

Product Development Flow

Product Development Cadence

The Application of Cadence and Flow


Heuristic Rules of Thumb

The Innovation Swirl

7 Supply and Demand

The System Dynamics Model of the Motorcycle Business

A Soft Landing by Reducing Shipments

Generating Product Demand

Developing New Products

8 A Left Turn: Implementing Lean Principles in Product


Don’t Bring Lean Manufacturing Upstream

The Roots of Knowledge-Based Product Development

The Systems Approach to Flight

Work Smarter, Not Harder

9 The Product Development Limit Curve

Haste Makes Waste

Bad Systems Beat Good People

Design Rework Loops

Product Development Is Predictable

10 Integration Points and False Positive Feasibility

False Positive Feasibility

Design Cycles and Integration Points

11 Learning Cycles

The Learning Cycle

Set-Based Product Development

12 Set-Based Design

A New Framework for Product Development

The Second Piece of the Limit Curve Puzzle

13 Leadership Learning and Pull Events

The Leadership Learning Change Model

Early Pull Events

Creating Leverage Through Pull Events

14 Quickening Product Development

Railroad Planning versus Combat Planning

Establishing and Using Help Chains

Using Visual Management

15 Oobeya

Collaboration Using the Oobeya Process

The Oobeya Process

The Wall

Quickening the Pace of Innovation

16 Knowledge-Based Product Development

Indications of Success

Creating Change



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