{"id":37508,"date":"2024-06-28T06:00:00","date_gmt":"2024-06-28T10:00:00","guid":{"rendered":"https:\/\/www.lean.org\/?p=37508"},"modified":"2024-06-25T12:17:53","modified_gmt":"2024-06-25T16:17:53","slug":"lean-product-and-process-development-at-scale-implementing-obeya-across-global-teams","status":"publish","type":"post","link":"https:\/\/www.lean.org\/the-lean-post\/articles\/lean-product-and-process-development-at-scale-implementing-obeya-across-global-teams\/","title":{"rendered":"Lean Product and Process Development at Scale: Implementing Obeya Across Global Teams"},"content":{"rendered":"\n

Be among the first to get the latest insights from LEI\u2019s\u00a0Lean Product and Process Development<\/a>\u00a0(LPPD) thought leaders and practitioners.\u00a0This article was delivered to subscribers of\u00a0<\/em>The Design Brief<\/a>, LEI\u2019s newsletter devoted to improving organizations\u2019 innovation capability.<\/em>\u00a0It is the first of four in a series focused on obeya<\/em>, a form of visual management that is especially powerful in product development. By depicting critical program information and engaging cross-functional teams in cadenced meetings, the obeya facilitates rapid communication, builds alignment, enables rapid problem solving to keep programs on schedule.<\/p>\n\n\n\n

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Subscribe to the Design Brief<\/a><\/div>\n<\/div>\n\n\n\n
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\u201cMake it visible\u201d are the words I most remember from any discussions I\u2019ve had with Jim Morgan, PhD, a globally recognized expert in product development and coauthor of\u00a0Designing the Future<\/a><\/em>\u00a0and\u00a0The Toyota Product Development System<\/a><\/em>. \u201cIt\u201d is the work. Seeing \u201cit,\u201d the\u00a0work, in a factory is relatively straightforward. Seeing \u201cit\u201d in the world of product development is hard at best and grows increasingly\u00a0difficult\u00a0with project complexity, including locations involved in the project.<\/p>\n\n\n\n

Our division jumped into Lean Product and Process Development (LPPD) in the summer of 2018, taking advantage of attending the first \u201cDesigning the Future\u201d conference in Traverse City, MI. I had elected to send engineers from the US and French campuses, a total of five locations and 17 engineers. This exposed all product lines equally to this new development approach. In addition to these five primary locations, there were teams in Italy, Brazil, India, Thailand, and China that were intertwined.\u00a0<\/p>\n\n\n\n

When I say jumped, I mean\u00a0exactly\u00a0that. The conventional approach to introducing lean is to develop a single experiment that demonstrates success so that it can then be replicated across the organization. In the case of Caterpillar\u2019s Earthmoving division, I did not have the confidence that this approach would work given our circumstance. We were under tremendous cost pressure, both variable and period costs. Management was impatient for change and so action on all fronts was vital.\u00a0<\/p>\n\n\n\n

The division had a common banner to drive a feeling of unity. However, each location operated under its own manager and set of financials. This independence was a source of pride and a barrier to ideas from elsewhere. Not invented here reigned supreme. Consequently, seeds had to be planted in each location to bloom in the light of local teams. Finding common ground for sharing best practices would come in time.<\/p>\n\n\n\n

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Make it visible<\/h4>\n\n\n\n

The obeya is a common starting place for most LPPD journeys. It builds off the value-stream map and quickly helps the team see the flow of work for better value creation. It also\u00a0helps\u00a0team members see who their customers are from a value-creation perspective. It is easy to think only of the end user as the customer in the development cycle. To be sure, this is the person exchanging currency for your product. However, from a development cycle, there are many customers throughout the process. In the case of an engineer,\u00a0he or she\u00a0could be designing a part that will be manufactured by an external supplier and then shipped into a factory for final assembly into a machine or automobile. In this case, the engineer would need to collaborate closely with the supplier to create a successful design.<\/p>\n\n\n\n

The obeya serves as a coordination center to ensure the value stream flows smoothly. It allows the team to see development in real-time and respond to problems as mole hills before they become mountains.<\/p>\n\n\n\n

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Different strokes for different folks<\/h4>\n\n\n\n

My first obeya visit was at the Solar Turbine facility in San Diego, CA. At the time, I was based in North Carolina in our small-machine division and was eager to build on the momentum from another part of the company. I was intrigued by the process and the metrics used to run the obeya. As I snapped pictures so we could replicate it back home, Howard Kinkade, the leader responsible for the obeya, commented, \u201cTake all the photos you\u2019d like, but I don\u2019t think they will help you much.\u201d I was dumbfounded. \u201cIt works here. Why shouldn\u2019t we just take what you\u2019ve got and run with it?\u201d I retorted. \u201cThe team needs to own the obeya and part of owning the obeya is deciding what gets used to run the project,\u201d Kinkade emphasized.<\/p>\n\n\n\n

Conventional wisdom suggests that each team and location should have the same look and feel. They should all work to the same metrics. They should all have the same charts. This is an easy trap to fall into. The intent is not\u00a0bad\u00a0but can negate creativity. Most teams have their own ideas and part of the creativity and knowledge development aspect of lean is to learn by doing. Creating an obeya purpose fit for a\u00a0common\u00a0team or project allows the team to try ideas and to adopt what works and trash what doesn\u2019t.\u00a0<\/p>\n\n\n\n

Seldom is a project run entirely in one location. The obeya must be flexible to accommodate team members from multiple sites, sometimes in different\u00a0locations\u00a0in the same facility or city and sometimes in\u00a0different\u00a0states or countries.<\/p>\n\n\n\n

In our case, it was common to have teams around the world engaged in the same project. For example, team members in China, India, France, and the US would be working on the same bulldozer program. This is where the visibility enabled by the value stream map in the obeya is crucial. Inputs and outputs (to and from different locations) are made visible and become part of the development process. Technology has simplified this significantly and it remains imperative that someone be part of the obeya process who is accountable for representing workflow (inputs and outputs) even for remote locations. This can be challenging and, at times, will require\u00a0special\u00a0effort to accommodate time zones. It is worth the effort to include all locations, even if it is difficult. Inclusion builds team accountability and is vital to a well-run obeya.\u00a0<\/p>\n\n\n\n

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Project obeyas are for teams (not for management)\u00a0<\/h4>\n\n\n\n

An\u00a0important\u00a0equation<\/a>\u00a0introduced in the book Designing the Future is: <\/p>\n\n\n\n

MS = OS x LB<\/p>\n\n\n\n

It means that a Management System (MS) is a product of the Operating System (OS) and Leadership Behaviors (LB). When leadership behaviors are good, they have a compounding impact.\u00a0Bad\u00a0leadership behaviors\u00a0have a deteriorating impact and become challenging to overcome.\u00a0<\/p>\n\n\n\n

I suggested earlier that we introduce LPPD at multiple locations concurrently. This allowed\u00a0multiple\u00a0teams to experience this new way of development together and yet in their own\u00a0locations.\u00a0We had many obeyas running, and naturally, they were\u00a0not the same.\u00a0I asked the chief engineers to share what was working and not working at their locations with their peers. This allowed cross-site learning to be pulled rather than pushed (by me) and adoption of what each team considered a best practice. Consequently, it enabled them to solve problems while enhancing organizational learning.\u00a0<\/p>\n\n\n\n

Jim Lancaster shared a similar lesson in his book\u00a0The\u00a0Work of Management<\/a><\/em>. He highlighted that in his factory, he did not require\u00a0common\u00a0charts that made it easier for him to move from one zone to the next but\u00a0rather\u00a0wanted to ensure ownership from the team\u00a0to continuously improve their work:\u00a0\u201cWe decided on a few standards for presenting information on the board. Improvement activities to raise the level of performance always went on the right side of the board, while daily issues about maintaining performance went on the left. But mostly, we wanted those boards to be useful to the people on the front line.\u201d1<\/a><\/sup><\/p>\n\n\n\n

I\u00a0considered myself\u00a0blessed to experience the innovation that each team demonstrated as they launched their obeyas at sites around the globe.\u00a0My leadership staff and I could not have prescribed the solution that best served each team. Naturally, common themes developed around quality, velocity (AKA timeline), resources, and priorities. Over time, much of the content migrated to be similar and often the same. This was by the teams\u2019 choice and not by a management mandate.\u00a0<\/p>\n\n\n

  1. Jim Lancaster,\u00a0The Work of Management: A Daily Path to Sustainable Improvement<\/em>\u00a0(Boston: Lean Enterprise Institute Inc., 2017), 29. \u21a9\ufe0e<\/a><\/li><\/ol>","protected":false},"excerpt":{"rendered":"

    When implementing obeya workplaces globally, an easy trap to fall into is requiring that each location have the same look, feel, and metrics. Steve Shoemaker, a former vice president of engineering for Caterpillar\u2019s Earthmoving Division, offers advice on how to elude this trap based on his experience running multinational teams of engineers.<\/p>\n","protected":false},"author":23,"featured_media":37509,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"13450,11968,5666,10328,6956,11704","_relevanssi_noindex_reason":"","footnotes":"[{\"content\":\"Jim Lancaster,\u00a0The Work of Management: A Daily Path to Sustainable Improvement<\/em>\u00a0(Boston: Lean Enterprise Institute Inc., 2017), 29.\",\"id\":\"406d0893-7879-46bb-9be8-8de9b58e96de\"}]"},"categories":[31],"tags":[27],"acf":[],"yoast_head":"\nCraftsmanship Craftsmanship Revolution at GE Appliances - 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