"Lean Thinking" has dominated product development and project
management for over a decade. Now, however, a six-year study by
MIT's International Motor Vehicle Program led by Michael Cusumano
and Kentaro Nobeoka finds that, in order to dramatically improve
product portfolios, Toyota and other leading companies are moving
beyond single-project management on which lean thinking is based.
In "Thinking Beyond Lean," Cusumano and Nobeoka show that
single-project management can produce isolated hit products and
"fat" designs that contain few common components and many
unnecessary parts and features. As a result, in this era of slowing
growth and falling profits, leading companies are maximizing their
investment by utilizing a groundbreaking concept the authors call
"multi-project management." Drawing on a data base of 210
automobile products and detailed case studies from Toyota, Ford,
GM, Chrysler, Nissan, Honda, Mazda, Renault, and Fiat, the authors
demonstrate how product development teams can share engineers and
key common components but retain separate designers to maintain
distinctive product features. The result: multi-project management
has brought these companies huge savings in development and
production costs.
Cusumano and Nobeoka's findings will be required reading for
every company that makes more than one product. Taking up where
"The Machine That Changed the World" left off, "Thinking Beyond
Lean" will change the way leaders do business now and in the
future.
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