Evolución del Concepto de Pobreza Rural

After.the.first.year,.Michael.repeated.his.assessment..He.found.that.the.

early.work.had.improved.engineering.productivity.and.knowledge.shar- ing..They.had.eliminated.some.design.loopbacks.and.were.doing.a.bet-ter.job.with.schedule.predictability..But.products.still.cost.too.much.and.

LAMDA: SYSteMAtic PRoBLeM SoLVinG FoR PRoDUct DeVeLoPeRS

PDCA.is.the.most.common.systematic.problem-solving.method.in.

Lean.Thinking.. PDCA. stands.for.Plan–Do–Check–Act..When. W..

Edwards.Deming.went.to.Japan.in.the.1950s.to.teach.operational.

excellence,.he.taught.PDCA..Over.the.next.30.years,.Toyota.embed-ded.PDCA.into.its.management.systems.that.became.known.as.Lean..

On.its.own,.PDCA.will.not.help.a.problem.solver.remember.to.define.

a.good.problem,.to.analyze.the.root.causes,.to.consult.stakeholders,.

and.to.think.through.the.hypotheses.that.a.Do.step.will.test.

Allen. Ward. developed. LAMDA. in. the. early. 2000s. to.

address. the. problems. with. PDCA.. LAMDA. stands. for.

LOOK–ACT–MODEL–DISCUSS–ACT:

LooK:.Go.to.the.gemba..Go.to.the.real.place.where.you.can.see.

the. problem. for. yourself.. Get. direct. experience.. Talk. to. the.

people.who.are.closest.to.the.problem..Make.observations.and.

consolidate.them.into.a.clear.problem.statement.and.a.picture.

of.the.current.state.

ASK: Ask.two.questions:.“Why?”.and.“Who.Knows?”.The.“Why”.

question. will. require. at. least. some. root. cause. analysis.. The.

“Who.Knows”.question.leads.you.to.the.experts—the.people.

who.have.seen.and.solved.this.problem.before..The.answers.to.

these.questions.deepen.your.understanding.of.the.problem.and.

begin.to.formulate.your.hypotheses.

MoDeL:. Use. visual. and. physical. models. to. facilitate. your.

communication,.document.your.observations,.and.develop.

your.hypotheses..Most.of.the.problems.that.product.devel- opers.need.to.solve,.both.technical.and.organizational,.ben-efit. from. the. use. of. pictures,. diagrams,. sketches,. physical.

prototypes,. computational. models,. simulations,. or. other.

types.of.models.

DiScUSS:.Throughout.this.process,.you.will.have.discussed.your.

observations.and.analysis.with.others..In.the.DISCUSS.step,.

make.sure.you.have.covered.all.your.bases:.Have.you.spoken.

with.all.of.the.stakeholders?.Have.you.addressed.the.concerns.

Nielsen-Kellerman: Just Start Somewhere  •  163

LooK AGAin:.Look.back.on.what.happened..Did.you.get.the.

results.you.expected?.What.do.you.need.to.do.next?.What.have.

you.learned?.How.can.you.capture.it?

BeneFitS oF tHe LAMDA cYcLe

The.LAMDA.cycle.leverages.the.strengths.we.have.as.product.devel-opers..We.instinctively.go.to.the.real.place—the.lab,.the.workshop,.

or.the.customer.site—to.learn.about.problems..We.use.models.con-stantly,.from.data.flow.diagrams.and.object.models.to.prototypes..

We.have.an.appreciation.for.the.expert.perspective..At.the.same.

time,. it. mitigates. our. weaknesses.. We. don’t. always. take. time. to.

analyze.root.causes..Sometimes,.we.come.up.with.a.great.idea.and.

we.just.want.to.see.IF.it.works;.we.don’t.want.to.take.the.time.to.

understand. WHY. it. works—or. doesn’t. work.. When. we. indulge.

that.impulse,.we.lose.our.ability.to.develop.solutions.that.we.can.

The Cycle of Knowledge

Creation

. . The.LAMDA.cycle.

took.too.long.to.bring.to.market..Michael.returned.to.LPPDE.in.2010.with.

one.of.his. team.members.to.get.some. more.inspiration.and.ideas,.and.

they.joined.an.online.web.class.to.learn.more.about.the.practices.of.Lean.

Product.Development.

They.learned.about.the.importance.of.the.appropriate.amount.of.stan-dardization. and. process. discipline. in. product. development..As. a. small.

At. the. same. time,. Nielsen-Kellerman. was. actively. building. Lean.

Thinking. throughout. the. company.. Other. teams. were. removing. waste.

by. redesigning. their. own. transactional. processes. that. intersected. with.

Engineering.. Michael’s. team. needed. to. build. processes. that. connected.

with.the.value.stream.redesigns.that.were.taking.place.in.other.parts.of.

the.business.

Over.the.next.two.months,.they.developed.a.standard.yet.flexible.prod-uct.development.process.that.was.appropriately.scaled.to.their.needs..The.

new. process. breaks. the. work. down. into. phases,. but. allows. for. overlap.

between.the.phases.so.that.work.can.get.done.when.it.makes.the.most.

sense.to.do.it..The.process.standardizes.the.parts.of.the.product.devel-opment.process,.such.as.the.interfaces.with.Marketing.and.Production,.

that.are.the.same.from.project.to.project..At.the.same.time,.it.explicitly.

provides.time.in.early.development.for.identifying.and.closing.knowledge.

gaps,. performing. experiments. to. build. trade-off. curves. that. will. guide.

decision.making. later.in.development,.and.working. with.Marketing.to.

ensure.that.the.engineers.understand.customer.needs.

To. improve. the. Engineering. Team’s. interface. with. Marketing,. both.

teams.worked.together.to.develop.a.Product.Proposal.A3.that.captures.

all.of.the.key.information.about.a.new.product:.customer.needs,.strategic.

alignment,. technical.risks,.proposed. schedule,. and. budget..They. began.

working.in.cross-functional.teams.that.managed.themselves.rather.than.

relying.on.one.project.manager.to.coordinate.all.of.the.project.schedules..

They.redesigned.their.development.lab.to.bring.the.development.teams.

into.closer.communication.

Nielsen-Kellerman: Just Start Somewhere  •  165

SYSTEMATIC PROBLEM SOLVING TO