Lean Product Development Blitz Training Forming a Blitz Charter Through Initial Idea Generation...

Lean Product Development Blitz TrainingForming a Blitz Charter Through Initial Idea Generation

STRATEGIC SOLUTIONS 1WINNING STRATEGIES ● BUSINESS PROCESS CONSULTING ● LEAN SYSTEMS ● PROGRAM MANAGEMENT

COST

VALUE

WASTE

RISK DELIVERY TIME

CUSTOMER SATISFACTION

REVENUE PROFIT

Training Objectives


• This training course is intended to be given to Innovation Team Leads and Blitz Facilitators• The purpose is to train these people to effectively lead and hold Lean Product Development Blitzes to

develop the highest quality and value product concepts with minimal delivery time.• The training lasts for three days with three sessions for a maximum of 16 participants.

Full Training Course Overview

Item Session Subjects Covered Duration

1 First Session

Introductions

5 hours40 minutes

What, Why and How of the Lean Product Development Blitz

Examination of the blitz process by segment through the initial concept idea generation

2 Second SessionReview of first segment

5 hoursExamination of the blitz process by segment: initial concept development through feasibility

3 Third Session

Review of second segment

6 HoursComplete examination of the blitz process by segment: final concept down select through strategy development

How to conduct effective blitzes

Final team exam


• Please do not use your computers during training except on the break, or if the Team uses the virtual collaborative whiteboard later in the training session.

• If you leave the room during a break, please be back in the room ready to start when the scheduled break is over.

• Lively team discussions and questions are encouraged, however, side conversations during training are a distraction not allowed.

• Please mute the ringers on your cell phones and only used them during break times.

Training Guidelines


The first session is a total of 5 hours and 40 minutes.

Training Agenda: First Session

Item Description Duration

1 Introductions 15 minutes

2 What, Why and How of the Lean Product Development Blitz 35 minutes

3 Question & Answer Session / Quiz 20 minutes

4 Break 10 minutes

5Examination of the Blitz Process by Segment; through the first meeting

40 minutes

6 Question & Answer Session / Quiz 20 minutes

7 Break for Lunch 30 minutes

8 Blitz Workshop 60 minutes

9 Break 10 minutes

10 First Session Course Exam and Wrap Up 40 minutes

Review of LEAN Culture Methodology


• LEAN is a business culture not a system• LEAN is customer centric• LEAN culture focuses on identifying and minimizing waste


Review of LEAN Culture Methodology


• WASTE is defined as any activity, material, process or design element that does not support the needs or wants of the customer, or the main objectives of the business

• LEAN culture is data and fact driven• LEAN processes focus on the highest value at the lowest cost


What is a Blitz?


• A blitz is a lean process similar to a Kaizen event as applied to new product development concepts.

• The blitz consists of a multi-disciplinary team of Stakeholders, Subject Matter Experts (SME’s) and other product development associates working together to create the highest value product concepts with minimal delivery time to market.

• The objective of the blitz is for the team to collaborate in a structured process pooling their diverse knowledge and expertise to create innovative product concepts using the Voice of The Customer (VOC) and Critical Business Requirements (CBR) and then effectively “down select” the concepts into the highest quality, most cost effective product concept with minimal time to enter the market.


Why conduct Lean Product Development Blitzes?


• Effective method for capturing ideas from a diverse team and then narrowing the ideas into useful lean product concepts.

• The foundation of the blitz is customer VOC’s and requirements focused so waste is inherently avoided.

• The blitz is a true search for best value that is achievable within various customer and business constraints.

• A proven process for developing product concepts and down selecting them to arrive at the concept that has maximum value and can be delivered in the minimal period of time to the market.

• Assures that the final concept selected meets quality objectives and provides a solid quality foundation for the product design process.

• All key aspects of product requirements including cost, quality, delivery, safety, supplier selection, risk, sales and marketing, production, service, etc. are considered during the process.


Overview of the Blitz Process


Step

Segment Purpose Responsible

1 Blitz CharterEstablish objectives, scope & acceptance criteria

Team Lead

2Customer / Product Profile

Obtain VOC’s, CBR’s & product requirements Team Lead

3 Establish Blitz Team Determine multi-disciplinary participants Team Lead

4 First Team MeetingBrainstorm concept ideas & categorize by impact & effort/delivery

Team Lead & Facilitators

5 Second Team MeetingCombine concept ideas into distinct concepts & prioritize by impact and effort/delivery


6 Third Team MeetingEstablish selection criteria, importance factors & baseline

Team

7 DiscoveryDetermine status of selection criteria for each concept relative to baseline

Team

8 Fourth Team MeetingUse Pugh Matrix to compare concepts & down select the 3-5 strongest concepts. Determine feasibility criteria.


9 FeasibilityDetermine feasibility of each of the 3-5 concepts

Team

10 Fifth Team MeetingDown select most feasible concept to one concept


11 Strategy DevelopmentDevelop program plan for commercializing concept

Team Lead


Quiz: What, Why and How of the Lean Product Development Blitz


• Six question quiz in each participant’s course package• Please take 7 minutes to complete the quiz• Team review of quiz questions and answers• Take other questions from training participants

Quiz Questions

1. What are the cornerstones of LEAN Culture?

2. In LEAN culture, what is waste?

3. What kind of people make up a Blitz Team?

4. What is the ultimate goal of the Lean Product Development Blitz?

5. What is the purpose of the first blitz team meeting?

6. What LEAN tool is used in the objective concept selection process?

Question and Answer Session / Quiz

Quiz Questions and Answers


Q – What are the cornerstones of LEAN Culture?A – Focus on customer, minimizing waste, data driven and maximizing value

Q – In LEAN culture, what is waste?A – Any activity, material, process or design element that does not support the

needs or wants of the customer, or the main objectives of the business

Q – What kind of people make up a Blitz Team?A – A multi-disciplined diversified group of Stakeholders, SME’s and product

development associates.

Q – What is the ultimate goal of the Lean Product Development Blitz?A – To use lean methodology and a team approach to develop a product concept

through innovation, brainstorming, feasibility evaluation and an objective down select process.

Q – What is the purpose of the first blitz team meeting?A – Brainstorm concept ideas & categorize by impact & effort/delivery

Q – What LEAN tool is used in the objective concept selection processA – Pugh Matrix

DO YOU HAVE ANY QUESTIONS?


First 10 Minute Break


First Segment: Blitz Charter


Examination of the Blitz Process By Segment

Customizable Incision Vacuum Therapy DeviceTeam Lead – Jane Smith, (210) 555-1234

Blitz Objectives1. To develop a concept for a vacuum therapy system with

customizable dressings that can be used in multiple incision configurations.

2. To have two viable concepts that meet all requirements and VOC’s to present to the company CEO.

3. To complete feasibility analysis on each final concept so it is ready for the product design phase.

4. To consider manufacturing, marketing, distribution, sales, service, engineering, quality and customer support factors during the development of concepts

Blitz PurposeTo develop two viable design concepts for a incision vacuum therapy system with customizable dressings that meet all VOC’s, customer and business requirements that have been determined to be feasible.

List of Assumptions5. The product has to be introduced to the market in Q4 of next

year6. The product quality must significantly exceed existing systems

on the market.7. The product price point must be less than $1,500 USD for a

system and less than $250 USD for a dressing kit.8. The product at a minimum will must comply with regulations in

the USA, Europe, Japan and Australia.

In Scope1. Dressing is new product design2. Therapy Unit is existing product with software

changes3. Packaging is new4. Clinical trials are required5. Initial offering will be limited to the USA marketOut Scope6. Outsourced manufacturing7. New sterilization process

Blitz Project Plan• Initial concepts due end of Q1 this year• 1st Pugh Matrix concept selections April this year• Feasibility complete July this year• 2 final concepts selected for presentation to CEO

August

Expectations1. Concept feasibility must include accurate financial

projections for product cost, R&D cost & capital equipment

2. Final concepts shall be presented with viable high level program plans and risk analysis

3. Final concepts plans must demonstrate a viable path to regulatory compliance.



• The charter is developed to document the blitz objectives, initial assumptions, scope, timeline and expectations.

• The Team Lead is responsible for drafting the initial blitz charter

• Blitz Objectives – clearly states each objective of the blitz.


Blitz Objectives1. To develop a concept for a vacuum therapy system with customizable

dressings that can be used in multiple incision configurations.2. To have two viable concepts that meet all requirements and VOC’s to

present to the company CEO.3. To complete feasibility analysis on each final concept so it is ready for

the product design phase.4. To consider manufacturing, marketing, distribution, sales, service,

engineering, quality and customer support factors during the development of concepts



• Blitz Purpose – A purpose statement for conducting the blitz


List of Assumptions1. The product has to be introduced to the market in Q4 of next year2. The product quality must significantly exceed existing systems on the

market.3. The product price point must be less than $1,500 USD for a system and

les than $250 USD for a dressing kit.4. The product at a minimum will must comply with regulations in the USA,

Europe, Japan and Australia

• List of Initial assumptions such as price point, target customer or market information, target for releasing product into the market, projected sales volume, where the product will be produced, etc.

Blitz PurposeTo develop two viable design concepts for a incision vacuum therapy system with customizable dressings that meet all VOC’s, customer and business requirements that have been determined to be feasible.



• Blitz Project Scope – List what is in and out of scope for the blitz


In Scope1.Dressing is new product design2.Therapy Unit is existing product with software changes3.Packaging is new4.Clinical trials are required5.Initial offering will be limited to the USA marketOut Scope6.Outsourced manufacturing7.New sterilization process

Blitz Project Plan• Initial concepts due end of Q1 this year• 1st Pugh Matrix concept selections April this year• Feasibility complete July this year• 2 final concepts selected for presentation to CEO August

• Blitz Timeline – provide a high level project plan for when each milestone segment of the blitz process should be completed.



• Expectations – Set expectations for what the blitz needs to accomplish. Include any acceptance criteria for the outcome of the blitz.


Expectations1.Concept feasibility must include accurate financial projections for product

cost, R&D cost & capital equipment2.Final concepts shall be presented with viable high level program plans and

risk analysis3.Final concepts plans must demonstrate a viable path to regulatory

compliance.

Second Segment: Customer / Product Profile


• Obtain available VOC’s (Voice of Customer)• Obtain CRB’s (Critical Business Requirements)• Obtain product requirements that have been determined

from VOC’s and CRB’s.• Assemble the requirements into a matrix mapped to VOC’s /

CRB’s by the following categories:1. Required – regulatory or safety requirements2. Must Have – product is not saleable if these requirements are not met.3. Highly Desirable – These requirements yield a level of value and quality that is

significantly higher than any competitor’s product or existing products.4. Desirable – These requirements are the mark of innovation and are on the “wish

list” of most customers and prospective customers. They can lead to expanded market share.

5. Not Core Market – These requirements are in addition to other requirements that can help the product expand into new markets and applications.





ID VOC / CBR Product Requirement Type1

Data entry must all be from one screen

Data entry screen must have multiple active-x controls MH2 Save last data entry screen selections HD

3 Data entry field check red/green light on Data entry screen D

4 Verification pop-up after data is entered R

5 Time to enter all data accurately should not exceed 20 seconds

Use of radio buttons, adaptive drop down menus and auto index MH

Example of a Requirements Matrix

1. R= Required 2. MH=Must Have 3. HD=Highly Desirable 4. D=Desirable 5. NCM=Not Core Market



• Create a Customer Product Profile that the Blitz Team can refer to similar to the one below


Customer / Product Profile Factors

Customer / Product Profile Information

Value StatementQuality StatementCost Price ComparisonsTime to Market

Competitive Issues

Main Challenges

Road Blocks

Risks

Third Segment: Establish Blitz Team


• The blitz should be diversified with a combination of Stakeholders, SME’s and key product development associates.

• The core team should consist of the core groups that will be responsible for key responsibility in product development such as:• Project / Program Management• Regulatory Affairs• Design / Engineering• Product Verification and Validation• Supply Chain Management• Manufacturing• Sales & Marketing• Quality

• Other team members might come from other parts of the organization that have secondary responsibilities in the product development process.

• The Team Lead will choose the core team prior to the first meeting and obtain approval for there participation from their supervisors.


Third Segment: Establish Blitz Team


• Additional team members should be suggested and chosen by the team on an as needed basis.

• The Blitz Team Lead should make a team contact list like the example below:


Contact Name

Discipline Team Role Phone # email

Jane Smith Project Management Team Leader X 5-1234 [email protected]

John Doe Engineering Stakeholder X5-1235 [email protected]

Beth Williams Manufacturing SME X6-1234 [email protected]

Fourth Segment: First Team Meeting


Role of the Team Leader To lead the team to achieve the objectives of the blitz charter

Role of the FacilitatorsTo assure the blitz process is conducted effectively and facilitate the team with documenting results, data collection and management.

Objectives of the first team meeting1. First meeting of core team2. Review the blitz charter3. Introduce purpose of blitz to team members4. Present the requirements matrix5. Present the product profile6. Brainstorm new product ideas and consolidate the ideas by types7. Rate each idea type by it’s projected impact on the product design (high, medium &

low) and effort / delivery (low/near term, medium/midterm, high/long term).

Blitz PurposeThe blitz purpose is explained and discussed in more detail than the purpose statement in the charter. It is important that the team understands the purpose of the blitz process, the first blitz meeting and the expected outcome of the blitz.




First Team Meeting Process1. Have each team member introduce themselves2. Review the blitz meeting agenda3. Review the blitz charter4. Review the requirements matrix and customer product / profile5. Set the challenge for the team6. Hold an individual and then group brainstorming sessions7. Team discussion on the ideas generated8. The team consolidates similar ideas and types9. The team rates each idea/type for product impact and product

effort/delivery by placing the ideas in the appropriate region of the Impact/Effort chart

10. Facilitator(s) capture all the idea data and ratings in a spread sheet11. Review of purpose and team expectations for the next meeting12. The team determines if any other members need to be added to the team13. Team is congratulated by the Team Lead for their work




Example of a blitz first team meeting agenda


ID Agenda Item Description Responsibility Time

1 Introductions Facilitator / Team 7:30-7:40 am

2 Review the blitz charter Team Lead 7:40-8:30 am

3 Review the requirements matrix & customer profile Team Lead 8:30-9:00 am

4 The team challenge / mission Team Lead 9:00-9:20 am

5 Break Team 9:20-9:30 am

6 Review the brainstorming process with the team Facilitator 9:30-9:45 am

7 Form sub-teams and conduct idea generation Facilitator / Team 9:45-10:10 am

8 Team review and discussion on ideas Facilitator / Team 10:10-10:50 am

9All sub-teams submit ideas to Team Lead & consolidate

Team Lead / Team 10:50-11:30 am

10 Lunch Team11:30am-12:00pm

11 Team rates ideas for impact and effort/delivery Facilitator / Team 12:00-1:30 pm

12 Next meeting review Team Lead 1:30-1:40 pm

13Meeting wrap up – capture assignments & action items

Team Lead 1:40-2:00 pm



Brain Storming Process1. Form sub-teams with diverse members of no less than three members

and no more than five.2. Pass out stacks of post-it notes to each team member or have them log

onto a virtual collaborative white board.3. Each member is encouraged to develop as many ideas as possible in the

time allotted, one per post-it note or line on the virtual white board.4. The team is encouraged by the Facilitator that there are no bad ideas,

to think outside the box and all ideas relative to the blitz charter, requirements and challenge will be accepted initially.

5. One sub-team member in each group collects the ideas and reads them to the other team members, they are discussed and any other ideas that emerge from the discussion (consolidation of ideas, combination of ideas or new ideas) are documented in the allotted period of time.

6. All individual and team ideas are submitted to the Facilitator(s).




Brain Storming Process• Post-it Notes or virtual whiteboard entries should contain the following

information: Brief legible description of idea Name of team member or team that created the idea

• Ideas should be simple and concise. The creator should strive to only put one idea per Post-it Note or virtual whiteboard entry.


The control box enclosure should be made of carbon fiber composite plastics for significant weight savings

John Doe



Idea Consolidation Process1. All ideas from all teams are collected by the Facilitator.2. The Facilitator them reads each idea generated to the entire team. Team

members can ask the originator of the idea for clarification.3. Similar ideas are grouped together.4. Some ideas may fit into types or categories such as design, process,

supply chain, manufacturing, regulatory, marketing, etc. Any ideas that seem to fit into natural categories should be grouped that way by the Facilitator

5. When all the ideas have been read to the team by the facilitator, clarified and grouped by similarity or category, each idea should be posted by the grouping on the white board or flip charts.

6. The team members should be given some time to review the ideas that are posted to become more familiar with them.






John Doe


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John Doe


John Doe


John Doe

Design


John Doe


John Doe


John Doe


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John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


John Doe


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Supply Chain Manufacturing Marketing Distribution Other


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John Doe

Example of idea’s on Post-It Notes grouped and consolidated on a whiteboard



Idea Rating Process1. Each idea, group of similar ideas or perhaps type of idea should be rated

based on the following criteria:a. Impact on product objectives, requirements and innovation.

i. High impact means that the idea will definitely meet or exceed objectives, requirements and is very innovative.

ii. Medium impact means the idea may meet some objectives and requirements.

iii. Low impact means the idea probably does not meet any or few objectives or requirements.

b.Effort / Delivery. i. Low effort / quick delivery means that the idea requires less than expected

effort and can be delivered to the market in less time than expected. ii. Medium effort / delivery means that the effort and time to deliver the product

to market is about what is expected. iii. High effort / slow delivery means the idea requires more effort that expected

and requires longer term delivery to the market than is expected.




Idea Rating Process1. As each idea or group of similar ideas are called off by the Team

Lead, the Team needs to determine the impact and effort/delivery rating for each idea. In some cases the Team may debate these points before deciding on the ratings. It is the role of the Facilitator to keep the debates & discussion on track so the ratings can be accomplished in the allotted period of time.

2. As each idea or group of similar ideas is rated, the Team Leader places them on a whiteboard or flip chart similar to the one shown on the next page.

3. When the rating process is complete, the Facilitator(s) will capture all the ideas and ratings for future reference in a spread sheet.




Example of Idea Organization by Rating


High ImpactLow Effort / Delivery

High ImpactMedium Effort / Delivery

High ImpactHigh Effort / Delivery

Medium ImpactLow Effort / Delivery

Medium ImpactMedium Effort / Delivery

Medium ImpactHigh Effort / Delivery

Low ImpactLow Effort / Delivery

Low ImpactMedium Effort / Delivery

Low ImpactHigh Effort / Delivery

IMPACT

EFFORT / DELIVERY

Blitz Process and Effectiveness Quiz


• Six question quiz in each participant’s course package• Please take 7 minutes to complete the quiz• Team review of quiz questions and answers• Take other questions from training participants

Quiz Questions

1. What are the six components of the blitz charter?

2. What information is contained in the product requirements matrix?

3. What are three objectives of the first team meeting?

4. What are the main objectives in the brainstorming process?

5. What are the two factors used to rate ideas in the first meeting?

6. What is the main role of the Facilitator during the first team meeting?


Quiz Questions and Answers


Q – What are the six components of the blitz charter? A – Objectives, Purpose, List of Assumptions, Scope, Project Plan and Expectations

Q – What information is contained in the product requirements matrix?A – VOC’s/CBR’s, requirements and requirement categories

Q – What are three objectives of the first team meeting?A – 1st Core team meeting, review charter, introduce purpose, present

requirements, present product profile, brainstorm ideas and rate ideas for effort and impact

Q – What are the main objectives in the brainstorming process?A – To generate as many ideas with diverse perspectives as possible relative to

the charter objectives, scope and purpose

Q – What are the two factors used to rate ideas in the first meeting?A – Effort/Delivery and Impact

Q – What is the main role of the Facilitator during the first team meeting?A – To assure the blitz process is conducted effectively and facilitate the team with

documenting results, data collection and management

DO YOU HAVE ANY QUESTIONS?


Lunch Break – 30 Minutes


Workshop Instructions


The purpose of the workshop is to become familiar with idea generation and organization during the first meeting of the blitz. You will receive:• A charter, • A requirements matrix and • A product profile

Then you will follow:• The brainstorming process, • The consolidation process and • The rating process

Through these processes you will generate ideas for the product, categorize and rate them. I will act as Team Leader and Facilitator.

Please feel free to ask questions about the process so you can learn it.

In Session 2 and 3 training, we will use the ideas generated in the workshop today in subsequent workshops to demonstrate the entire blitz process.

Blitz Workshop

Workshop Scenario


Product –New low cost, light weight innovative hands free operation flashlight

Voice of Customer• Has to emit 20% more light intensity as a 3 D-Cell incandescent bulb

Maglite. 131 Lumens• Has to have equal or greater beam distance than a 3 D-Cell incandescent

bulb Maglite. 364 M.• Minimum life on one battery is 200 hours continuous use on a 3V battery.

The battery must be replaceable for a maximum of 30% the cost of the flashlight.

• Must weight a maximum of 85gms with the battery (about 1/3 the weight of a 3D-Cell Maglite).

• Must have hands free aiming capability.• Must compete in cost to a 3 D-Cell Maglite retailing for as low as $15.• Must be as reliable and rugged as a Maglite flashlight.

Blitz Workshop

Workshop Scenario


Blitz Workshop

MAGLITE 3D Cell

Second 10 Minute Break


Course Exam


• 25 Question multiple choice exam in each participant’s course package

• Please take 20 minutes to complete the exam• Unlike most exams, cheating is allowed. We want you to learn

the process. You will not take the exam in groups, however, if you do not know the answer to a question, you are allowed to ask one of the other participants or the trainer the answer to the question.

• After the 20 minute testing period is up, we will review the exam answers as a team.

Course Exam and Wrap Up

Meeting Wrap Up


Look ahead to next meeting:• Covers Examination of the Blitz process by segment: concept

development through feasibility.• Ideas become concepts, then concepts are down selected

using the Pugh Matrix and concept feasibility is determined by the team

• The next meeting will be 5 hours in duration.

Thank you for your participation in the Blitz training and congratulations on a job well done!

Course Exam and Wrap Up

Lean Product Development Blitz Training Forming a Blitz Charter Through Initial Idea Generation...

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