Här nedan listas de 175 principerna för flöde i lean produktutveckling definerade av Donald G. Reinertsen i boken ”The Principles of Product Development Flow: Second Generation Lean Product Development”.

20 minuters intervju från 2017 där Don Reinertsen delar med sig av sina tankar från boken.

175 principer

• The Economic View
  • The Nature of Our Economics
    • E1: The Principle of Quantified Overall Economics
      • Select actions based on quantified overall economic impact.
    • E2: The Principle of Interconnected Variables
      • We can’t just change one thing.
  • The Project Economic Framework
    • E3: The Principle of Quantified Cost of Delay
      • If you only quantify one thing, quantify the cost of delay.
    • E4: The Principle of Economic Value-Added
      • The value added by an activity is the change in the economic value of the work product.
    • E5: The Inactivity Principle
      • Watch the work product, not the worker.
  • The Nature of Our Decisions
    • E6: The U-Curve Principle
      • Important trade-offs are likely to have U-curve optimizations.
    • E7: The Imperfection Principle
      • Even imperfect answers improve decision making.
    • E8: The Principle of Small Decisions
      • Influence the many small decisions.
    • E9: The Principle of Continuous Economic Tradeoffs
      • Economic choices must be made continuously.
    • E10: The First Perishability Principle
      • Many economic choices are more valuable when made quickly.
    • E11: The Subdivision Principle
      • Inside every bad choice lies a good choice.
  • Our Control Strategy
    • E12: The Principle of Early Harvesting
      • Create systems to harvest the early cheap opportunities.
    • E13: The Principle of Decision Rules
      • Use decision rules to decentralize economic control.
    • E14: The First Market Principle
      • Ensure decision makers feel both cost and benefit.
    • E15: The Principle of Optimum Decision Timing
      • Every decision has its optimum economic timing.
  • Some Basic Economic Concepts
    • E16: The Principle of Marginal Economics
      • Always compare marginal cost to marginal value.
    • E17: The Sunk Cost Principle
      • Do not consider money already spent.
    • E18: The Principle of Buying Information
      • The value of information is its expected economic value.
  • Debunking Some Popular Fallacies
    • E19: The Insurance Principle
      • Don’t pay more for insurance than the expected loss.
    • E20: The Newsboy Principle
      • High probability of failure does not equal bad economics.
    • E21: The Show Me the Money Principle
      • To influence financial decisions, speak the language of money.
• Managing Queues
  • Why Queues Matter
    • Q1: The Principle of Invisible Inventory
      • Product development inventory is physically and financially invisible.
    • Q2: The Principle of Queueing Waste
      • Queues are the root cause of the majority of economic waste in product development.
  • The Behavior of Queues
    • Q3: The Principle of Queueing Capacity Utilization
      • Capacity utilization increases queues exponentially.
    • Q4: The Principle of High-Queue States
      • Most of the damage done by a queue is caused by high-queue states.
    • Q5: The Principle of Queueing Variability
      • Variability increases queues linearly.
    • Q6: The Principle of Variability Amplification
      • Operating at high levels of capacity utilization increases variability.
    • Q7: The Principle of Queueing Structure
      • Serve pooled demand with reliable high-capacity servers.
    • Q8: The Principle of Linked Queues
      • Adjacent queues see arrival or service time variability depending on loading.
  • The Economics of Queues
    • Q9: The Principle of Queue Size Optimization
      • Optimum queue size is an economic tradeoff.
    • Q10: The Principle of Queueing Discipline
      • Queue cost is affected by the sequence in which we handle the jobs in the queue.
  • Managing Queues
    • Q11: The Cumulative Flow Principle
      • Use CFDs to monitor queues.
    • Q12: Little’s Formula
      • Wait time = Queue Size/Processing Rate.
    • Q13: The First Queue Size Control Principle
      • Don’t control capacity utilization, control queue size.
    • Q14: The Second Queue Size Control Principle
      • Don’t control cycle time, control queue size.
    • Q15: The Diffusion Principle
      • Over time, queues will randomly spin seriously out of control and will remain in this state for long periods.
    • Q16: The Intervention Principle
      • We cannot rely on randomness to correct a random queue.
  • Round Up the Usual Suspects
    • Marketing
    • Analysis
    • CAD
    • Purchasing
    • Prototyping
    • Testing
    • Management Reviews
    • Tooling
    • Specialists
• Exploiting Variability
  • The Economics of Product Development Variability
    • V1: The Principle of Beneficial Variability
      • Variability can create economic value.
    • V2: The Principle of Asymmetric Payoffs
      • Payoff asymmetries enable variability to create economic value.
    • V3: The Principle of Optimum Variability
      • Variability should neither be minimized nor maximized.
    • V4: The Principle of Optimum Failure Rate
      • Fifty percent failure rate is usually optimum for generating information.
  • Reducing Variability
    • V5: The Principle of Variability Pooling
      • Overall variation decreases when uncorrelated random tasks are combined.
    • V6: The Principle of Short-Term Forecasting
      • Forecasting becomes exponentially easier at short time-horizons.
    • V7: The Principle of Small Experiments
      • Many small experiments produce less variation than one big one.
    • V8: The Repetition Principle
      • Repetition reduces variation.
    • V9: The Reuse Principle
      • Reuse reduces variability.
    • V10: The Principle of Negative Covariance
      • We can reduce variance by applying a counterbalancing effect.
    • V11: The Buffer Principle
      • Buffers trade money for variability reduction.
  • Reducing Economic Consequences
    • V12: The Principle of Variability Consequence
      • Reducing consequences is usually the best way to reduce the cost of variability.
    • V13: The Non-linearity Principle
      • Operate in the linear range of system performance.
    • V14: The Principle of Variability Substitution
      • Substitute cheap variability for expensive variability.
    • V15: The Principle of Iteration Speed
      • It is usually better to improve iteration speed than defect rate.
    • V16: The Principle of Variability Displacement
      • Move variability to the process stage where its cost is lowest.
• Reducing Batch Size
  • The Case for Batch Size Reduction
    • B1: The Batch Size Queueing Principle
      • Reducing batch size reduces cycle time.
    • B2: The Batch Size Variability Principle
      • Reducing batch size reduces variability in flow.
    • B3: The Batch Size Feedback Principle
      • Reducing batch size accelerates feedback.
    • B4: The Batch Size Risk Principle
      • Reducing batch size reduces risk.
    • B5: The Batch Size Overhead Principle
      • Reducing batch size reduces overhead.
    • B6: The Batch Size Efficiency Principle
      • Large batches reduce efficiency.
    • B7: The Psychology Principle of Batch Size
      • Large batches inherently lower motivation and urgency.
    • B8: The Batch Size Slippage Principle
      • Large batches cause exponential cost and schedule growth.
    • B9: The Batch Size Death Spiral Principle
      • Large batches lead to even larger batches.
    • B10: The Least Common Denominator Principle of Batch Size
      • The entire batch is limited by its worst element.
  • The Science of Batch Size
    • B11: The Principle of Batch Size Economics
      • Economic batch size is a U-curve optimization.
    • B12: The Principle of Low Transaction Cost
      • Reducing transaction cost per batch lowers overall costs.
    • B13: The Principle of Batch Size Diseconomies
      • Batch size reduction saves much more than you think.
    • B14: The Batch Size Packing Principle
      • Small batches allow finer tuning of capacity utilization
    • B15: The Fluidity Principle
      • Loose coupling between product subsystems enables small batches.
  • Managing Batch Size
    • B16: The Principle of Transport Batches
      • The most important batch is the transport batch.
    • B17: The Proximity Principle
      • Proximity enables small batch sizes.
    • B18: The Run Length Principle
      • Short run lengths reduce queues.
    • B19: The Infrastructure Principle
      • Good infrastructure enables small batches.
    • B20: The Principle of Batch Content
      • Sequence first that which adds value most cheaply.
    • B21: The Batch Size First Principle
      • Reduce batch size before you attack bottlenecks.
    • B22: The Principle of Dynamic Batch Size
      • Adjust batch size dynamically to respond to changing economics.
  • Round Up the Usual Suspects
    • Project Scope
    • Project Funding
    • Project Phases
    • Requirements Definition
    • Project Planning
    • Testing
    • Capital Spending
    • Drawing Release
    • Design Reviews
    • Manufacturing Release
    • Market Research
    • Postmortems
• Applying WIP Constraints
  • The Economic Logic of WIP Control
    • W1: The Principle of WIP Constraints
      • Constrain WIP to control cycle time and flow.
    • W2: The Principle of Rate Matching
      • WIP constraints force rate-matching.
    • W3: The Principle of Global Constraints
      • Use global WIP constraints for predictable and permanent bottlenecks.
    • W4: The Principle of Local Constraints
      • If possible, constrain local WIP pools.
    • W5: The Batch Size Decoupling Principle
      • Use WIP ranges to decouple the batch sizes of adjacent processes.
  • Reacting to Emergent Queues
    • W6: The Principle of Demand Blocking
      • Block all demand when WIP reaches its upper limit.
    • W7: The Principle of WIP Purging
      • When WIP is high, purge low value projects.
    • W8: The Principle of Flexible Requirements
      • Control WIP by shedding requirements.
    • W9: The Principle of Resource Pulling
      • Quickly apply extra resources to an emerging queue.
    • W10: The Principle of Part-Time Resources
      • Use part-time resources for high variability tasks.
    • W11: The Big Gun Principle
      • Pull high-powered experts to emerging bottlenecks.
    • W12: The Principle of T-Shaped Resources
      • Develop people who are deep in one area and broad in many.
    • W13: The Principle of Skill Overlap
      • Cross train resources at adjacent processes.
    • W14: The Mix Change Principle
      • Use upstream mix changes to regulate queue size.
  • WIP Constraints in Practice
    • W15: The Aging Principle
      • Watch the outliers.
    • W16: The Escalation Principle
      • Create a preplanned escalation process for outliers.
    • W17: The Principle of Progressive Throttling
      • Increase throttling as you approach the queue limit.
    • W18: The Principle of Differential Service
      • Differentiate quality of service by workstream.
    • W19: The Principle of Adaptive WIP Constraints
      • Adjust WIP constraints as capacity changes.
    • W20: The Expansion Control Principle
      • Prevent uncontrolled expansion of work.
    • W21: The Principle of the Critical Queue
      • Constrain WIP in the section of the system where the queue is most expensive.
    • W22: The Cumulative Reduction Principle
      • Small WIP reductions accumulate.
    • W23: The Principle of Visual WIP
      • Make WIP continuously visible.
• Controlling Flow Under Uncertainty
  • Congestion
    • F1: The Principle of Congestion Collapse
      • When loading becomes too high, we will see a sudden and catastrophic drop in output.
    • F2: The Peak Throughput Principle
      • Control occupancy to sustain high throughput in systems prone to congestion.
    • F3: The Principle of Visible Congestion
      • Use forecasts of expected flow time to make congestion visible.
    • F4: The Principle of Congestion Pricing
      • Use pricing to reduce demand during congested periods.
  • Cadence
    • F5: The Principle of Periodic Resynchronization
      • Use a regular cadence to limit the accumulation of variance.
    • F6: The Cadence Capacity Margin Principle
      • Provide sufficient capacity margin to enable cadence.
    • F7: The Cadence Reliability Principle
      • Use cadence to make waiting times predictable.
    • F8: The Cadence Batch Size Enabling Principle
      • Use a regular cadence to enable small batch sizes.
    • F9: The Principle of Cadenced Meetings
      • Schedule frequent meetings using a predictable cadence.
  • Cadence in Action
    • Product Introduction Cadence
    • Testing Cadence
    • Prototyping Cycles
    • New Product Portfolio Screening
    • Program Status
    • Resource Access
    • Project Meetings
    • Design Reviews
    • Prototype Part Production
    • Supplier Visits
    • Coffee Breaks
  • Synchronization
    • F10: The Synchronization Capacity Margin Principle
      • To enable synchronization, provide sufficient capacity margin.
    • F11: The Principle of Multiproject Synchronization
      • Exploit scale economies by synchronizing work from multiple projects.
    • F12: The Principle of Cross-Functional Synchronization
      • Use synchronized events to facilitate cross functional tradeoffs.
    • F13: The Synchronization Queueing Principle
      • To reduce queues, synchronize the batch size and timing of adjacent processes.
    • F14: The Harmonic Principle
      • Make nested cadences harmonic multiples.
  • Sequencing Work
    • F15: The SJF Scheduling Principle
      • When delay costs are homogeneous, do the shortest job first.
    • F16: The HDCF Scheduling Principle
      • When job durations are homogeneous, do the high cost-of-delay job first.
    • F17: The WSJF Scheduling Principle
      • When job durations and delay costs are not homogeneous, use WSJF.
    • F18: The Local Priority Principle
      • Priorities are inherently local.
    • F19: The Round-Robin Principle
      • When task duration is unknown, time-share capacity.
    • F20: The Preemption Principle
      • Only preempt when switching costs are low.
    • F21: The Principle of Work Matching
      • Use sequence to match jobs to appropriate resources.
  • Managing the Development Network
    • F22: The Principle of Tailored Routing
      • Select and tailor the sequence of subprocesses to the task at hand.
    • F23: The Principle of Flexible Routing
      • Route work based on the current most economic route.
    • F24: The Principle of Alternate Routes
      • Develop and maintain alternate routes around points of congestion.
    • F25: The Principle of Flexible Resources
      • Use flexible resources to absorb variation.
    • F26: The Principle of Late Binding
      • The later we bind demand to resources, the smoother the flow.
    • F27: The Principle of Local Transparency
      • Make tasks and resources reciprocally visible at adjacent processes.
    • F28: The Principle of Preplanned Flexibility
      • For fast responses, preplan and invest in flexibility.
  • Correcting Two Misconceptions
    • F29: The Principle of Resource Centralization
      • Correctly managed, centralized resources can reduce queues.
    • F30: The Principle of Flow Conditioning
      • Reduce variability before a bottleneck.
• Using Fast Feedback
  • The Economic View of Control
    • FF1: The Principle of Maximum Economic Influence
      • Focus control on project and process parameters with the highest economic influence.
    • FF2: The Principle of Efficient Control
      • Control parameters that are both influential and efficient.
    • FF3: The Principle of Leading Indicators
      • Select control variables that predict future system behavior.
    • FF4: The Principle of Balanced Set Points
      • Set tripwires at points of equal economic impact.
    • FF5: The Moving Target Principle
      • Know when to pursue a dynamic goal.
    • FF6: The Exploitation Principle
      • Exploit unplanned economic opportunities.
  • The Benefits of Fast Feedback
    • FF7: The Queue Reduction Principle of Feedback
      • Fast feedback enables smaller queues.
    • FF8: The Fast Learning Principle
      • Use fast feedback to make learning faster and more efficient.
  • Control System Design
    • FF9: The Principle of Useless Measurement
      • What gets measured may not get done.
    • FF10: The First Agility Principle
      • We don’t need long planning horizons when we have a short turning radius.
    • FF11: The Batch Size Principle of Feedback
      • Small batches yield fast feedback.
    • FF12: The Signal to Noise Principle
      • To detect a smaller signal, reduce the noise.
    • FF13: The Decision Rule Principle
      • Control the economic logic behind the decision, not the entire decision.
    • FF14: The Locality Principal of Feedback
      • Whenever possible make feedback local.
    • FF15: The Relief Valve Principle
      • Have a clear, predetermined relief valve.
    • FF16: The Principle of Multiple Control Loops
      • Embed fast control loops inside slow loops.
    • FF17: The Principle of Controlled Excursions
      • Keep deviations within the control range.
    • FF18: The Feedforward Principle
      • Provide advance notice of heavy arrival rates to minimize queues.
  • The Human Side of Feedback
    • FF19: The Principle of Colocation
      • Colocation improves almost all aspects of communications.
    • FF20: The Empowerment Principle of Feedback
      • Fast feedback gives a sense of control.
    • FF21: The Hurry-Up-and-Wait Principle
      • Large queues make it hard to create urgency.
    • FF22: The Amplification Principle
      • The human element tends to amplify large excursions.
    • FF23: The Principle of Overlapping Measurement
      • To align behaviors, reward people for the work of others.
    • FF24: The Attention Principle
      • Time counts more than money.
  • Metrics for Flow-Based Development
    • Flow
    • Inventory and Queues
    • Batch Size
    • Cadence
    • Capacity Utilization
    • Feedback Speed
    • Flexibility
• Achieving Decentralized Control
  • Balancing Centralization and Decentralization
    • D1: The Second Perishability Principle
      • Decentralize control for problems and opportunities that age poorly.
    • D2: The Scale Principle
      • Centralize control for problems that are infrequent, large, or that have significant economies of scale.
    • D3: The Principle of Layered Control
      • Adapt the control approach to emerging information about the problem.
    • D4: The Opportunistic Principle
      • Adjust the plan for unplanned obstacles and opportunities.
    • D5: The Principle of Virtual Centralization
      • Be able to quickly reorganize decentralized resources to create centralized power.
    • D6: The Inefficiency Principle
      • The inefficiency of decentralization can cost less than the value of faster response time.
  • Military Lessons on Maintaining Alignment
    • D7: The Principle of Alignment
      • There is more value created with overall alignment than local excellence.
    • D8: The Principle of Mission
      • Specify the end state, its purpose, and the minimal possible constraints.
    • D9: The Principle of Boundaries
      • Establish clear roles and boundaries.
    • D10: The Main Effort Principle
      • Designate a main effort and subordinate other activities.
    • D11: The Principle of Dynamic Alignment
      • The main effort may shift quickly when conditions change.
    • D12: The Second Agility Principle
      • Develop the ability to quickly shift focus.
    • D13: The Principle of Peer-Level Coordination
      • Tactical coordination should be local.
    • D14: The Principle of Flexible Plans
      • Use simple modular plans.
    • D15: The Principle of Tactical Reserves
      • Decentralize a portion of reserves.
    • D16: The Principle of Early Contact
      • Make early and meaningful contact with the problem.
  • The Technology of Decentralization
    • D17: The Principle of Decentralized Information
      • For decentralized decisions, disseminate key information widely.
    • D18: The Frequency Response Principle
      • We can’t respond faster than our frequency response.
    • D19: The Quality of Service Principle
      • When response time is important, measure response time.
    • D20: The Second Market Principle
      • Use internal and external markets to decentralize control.
  • The Human Side of Decentralization
    • D21: The Principle of Regenerative Initiative
      • Cultivating initiative enables us to use initiative.
    • D22: The Principle of Face-to-Face Communication
      • Exploit the speed and bandwidth of face-to-face communications.
    • D23: The Trust Principle
      • Trust is built through experience.