The Lean Mindset: Ask the Right Questions

197 Pages·2013·2.47 MB·English

by  Mary Poppendieck

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The Lean Mindset
Ask the Right Questions
Mary Poppendieck and Tom Poppendieck
Upper Saddle River, NJ • Boston • Indianapolis • San Francisco
New York • Toronto • Montreal • London • Munich • Paris • Madrid
Capetown • Sydney • Tokyo • Singapore • Mexico City
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Library of Congress Cataloging-in-Publication Data
Poppendieck, Mary (Mary B.)
The lean mindset : ask the right questions/Mary Poppendieck, Tom
Poppendieck.
pages cm
Includes bibliographical references and index.
ISBN 978-0-321-89690-2 (pbk. : alk. paper)
1. Organizational effectiveness. 2. Management. 3. Cost control.
4. Lean manufacturing. I. Poppendieck, Thomas David. II. Title.
HD58.9.P67 2014
658.4’013--dc23 2013030856
Copyright © 2014 Poppendieck.LLC
All rights reserved. Printed in the United States of America. This publication is
protected by copyright, and permission must be obtained from the publisher
prior to any prohibited reproduction, storage in a retrieval system, or
transmission in any form or by any means, electronic, mechanical,
photocopying, recording, or likewise. To obtain permission to use material from
this work, please submit a written request to Pearson Education, Inc.,
Permissions Department, One Lake Street, Upper Saddle River, New Jersey
07458, or you may fax your request to [phone].
ISBN-13: 978-0-321-89690-2
ISBN-10: 0-321-89690-4
Text printed in the United States on recycled paper at Courier in Westford,
Massachusetts.
First printing, September 2013
Contents
Preface
About the Authors
Introduction
Lean Is a Mindset
How Mindsets Work
System 1 and System 2
The Fabric of Lean
Chapter 1: The Purpose of Business
The Rise of Rational Economics
The Tech Generation
Case: Who Are Our Customers?
Act II: What Business Are We In?
The Rise of Rational Work Systems
Self-Fulfilling Prophecies
Not All Profits Are Created Equal
Case: Working Together at Ford
Cooperative Work Systems
Governing the Commons
Peer Pressure
The Dunbar Number
The Rules of Cooperation
Case: When Workers Are Volunteers
Questions to Ponder
Chapter 2: Energized Workers
Full Potential
Ganas and the Growth Mindset
Can Everybody Be Above Average?
A Challenge That Changed the World
Case: Intel’s Post-Silicon Validation
Expanding across Intel
The Science of Expertise
Challenge
Coaching
Progress
Perseverance
When Can We Trust Intuition?
Cognitive Biases
Expert Intuition
Questions to Ponder
Chapter 3: Delighted Customers
Ask the Right Questions
Learning to Fly
Solve the Right Problems
What Are Requirements?
Case: The FBI Case Management System
Don’t Separate Design from Implementation
Design a Compelling Experience
Case: Sphere of Influence
Case: A Traumatic Experience
Designers Make Things People Like
Develop the Right Products
Case: Procter & Gamble
A Design Toolbox
Establish Empathy
Generate Possibilities
Run Experiments
Questions to Ponder
Chapter 4: Genuine Efficiency
What Is Efficiency?
Lessons in Flow: Ericsson
Case 1: Faster Time to Market
Case 2: Predictable Delivery
Summary
Lessons in Speed: CareerBuilder
Rejecting False Trade-offs
Organizing for Speed
Local Responsibility
Unlimited Learning Opportunities
Lessons in Learning: Lean Startup
Build-Measure-Learn
Build the Right Thing: Spotify
How Spotify Builds Products
Questions to Ponder
Chapter 5: Breakthrough Innovation
Seeing the Future
Case: FINN.no
Disruptive Innovation
Focus
Case: Intel’s Near-Death Experience
Case: A Creative Culture at Pixar
Change the Focus
... From Productivity to Impact
... From Predictability to Experimentation
... From Efficiency to Decentralization
... From Product to Problem
An Innovation Checklist
Questions to Ponder
Epilogue
References
Index