Reflecting on Dr. Allen Ward – Why do organizations expect the results Lean Product Development delivers but are unwilling to do the work?
The first time I spoke with Allen, it was early 2000’s. I had called Allen to ask if he would help us improve product development at Harley-Davidson. I was the Director of Product Development at the time. My quest to implement Lean Product Development had actually started with a call to Jim Womack at LEI who suggested that I talk to Allen – That is, after he more than emphatic told me, “Do not try to bring lean manufacturing upstream to product development! “.
I tracked Allen down and explained our predicament. Although we were profitable, and product development was churning out really cool products, life was anything but rosy below the surface. At one time the wait lists for our products had been as much as two years. So as any good business, we worked hard at, and improved our ability to get motorcycles out of our factories and into the hands of our waiting customers. So what’s wrong with that?
The backlog of customers waiting on orders had mostly evaporated as we improved our ability to deliver. At the going rate, it would not be long and we would have a glut of bikes on our hands. Anyone who has ever played the ‘beer game’ (the system dynamics one, not the drinking one) knows this is not a good situation. In order to make our growth objectives we had to introduce a lot more new products to drive sales and we had to start doing it soon.
I still remember that first conversation with Allen. In abbreviated form, it went something like this;
Me: Hello Dr. Ward, I’m calling at the recommendation of Jim Womack for some help in improving our product development at Harley-Davidson. Would you be available to work with us?
Allen: No
Me: May I ask why?
Allen: I’m Busy …
Me: !!??
Allen: … I don’t know that you are serious.
Me: I’m very serious. We need to significantly improve our product development to make our business goals. Jim said you are the most knowledgeable person on Lean product development. Can you help?
Allen: I can help, but I don’t want to waste my time. Do you know what you are asking?
Me: I think so, I need help applying Lean to product development.
Allen: Do you know what Lean product development is and what it’s going to take?
Me: !!?? (I’m thinking – is this guy nuts? That’s why I called!) Well, sir – I was hoping that you could teach us.
Allen: I’m tired of wasting my time on companies that want improvement but won’t do the hard work to get the results.
Me: I can assure you that we are serious about making improvement.
Allen: I’ve heard that before. Call me when you know what you are asking and commit to doing the work.
Me: How do I do that?
Allen: Buy my book.
Click …
… Allen’s book, The Lean Development Skills Book, was a 90-page, spiral bound 3 ½” x 4 ½” booklet of the most unintelligible gibberish I had ever seen.
Although it was tempting, I’m really glad I didn’t give up after that exchange. Allen became a good friend, a fantastic mentor, and an invaluable asset to the 4-fold improvement in product development we came to realize.
I still reflect back on that initial conversation at times. Why is it companies want the results but won’t do the work? Why is it that organizations expect improvement but won’t see it through? Do companies realize how inefficient their product development processes are? Probably not – I didn’t. It wasn’t until we had improved that I realized how bad we had been. What will it take for organizations to embrace Lean product development? I suppose not understanding the prize and not knowing the work it will take have a lot to do with it.
For those caught in the quagmire of traditional methods, not knowing their potential is just as difficult for them to see as it was for me. Today I have a hard time understanding why organizations don’t invest in Lean Product Development, but then again, I’ve seen both sides. There is a better way if you are willing to put in the work, and the potential is greater than you might imagine.
I suppose in some way that first conversation with Allen was testing my desire, drive, and commitment – I would not put it past Allen.
