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| Introduction | |
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| Revolution in the Factory | |
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| Into the Witch Doctor''s Tent | |
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| There Are No Best Practices | |
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| Where Ideas Come From | |
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| The Organization of This Book | |
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| The Design Factory | |
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| Into the Design Factory | |
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| Our Goals Are Economic | |
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| Products vs. Designs | |
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| Design-in-Process Inventory | |
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| Rising Cost of Change | |
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| Late-Breaking News | |
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| One-Time Processes | |
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| Expanding Work | |
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| Summary | |
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| Thinking Tools | |
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| MAKING PROFITS NOT PRODUCTS | |
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| Project Models | |
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| Application Models | |
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| Models of Process Economics | |
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| Tactical vs. Strategic Decisions | |
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| Some Practical Tips | |
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| Summary | |
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| Entering the Land of Queues | |
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| An Introduction to Queueing Theory | |
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| The Economics of Queues | |
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| Depicting Queues | |
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| Implications of Queuing Theory | |
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| Dealing with Queues | |
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| Increasing Capacity | |
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| Managing Demand | |
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| Reducing Variability | |
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| Using Control Systems | |
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| The Location of Batch Queues | |
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| Little''s Law Typical Queues | |
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| Summary | |
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| IT''S ALL ABOUT INFORMATION | |
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| Information Theory | |
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| Efficient Generation of Information | |
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| Maximizing Information: The Magic Number 50 Percent | |
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| Information Differs in Value | |
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| Timing: Earlier Is Better | |
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| Batch Size Affects Timing | |
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| Iterations Generate Early Information | |
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| The Potential Profit Impact | |
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| Do It Right the First Time? | |
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| Communicating Failures | |
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| Protecting Against Failure | |
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| Task Sequencing | |
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| Monitoring | |
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| Summary | |
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| JUST ADD FEEDBACK | |
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| Systems Theory | |
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| Systems with Feedback | |
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| Properties of Systems with Feedback | |
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| Difficulty in Troubleshooting | |
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| Instability and Chaos | |
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| Accuracy and Feedback | |
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| Variability Within a System | |
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| More Complex Control Systems | |
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| Summary | |
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| Action Tools | |
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| Choose the Right Organization | |
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| The Organization as a System | |
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| Assessing Organizational Forms | |
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| Efficiency: The Functional Organization | |
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| Speed: The Autonomous Team | |
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| Performance and Cost: Hybrid Organizations | |
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| Dividing Responsibilities | |
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| Communications | |
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| Old Communications Tools | |
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| New Communications Technologies | |
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| Colocation | |
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| Summary | |
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| Design the Design Process | |
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| Combining Structure and Freedom | |
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| One-Time Processes | |
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| Modular Processes | |
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| A Pattern Language | |
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| Designing Process Stages | |
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| Input Subprocesses | |
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| Technology vs. Product Development | |
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| Controlling Queues | |
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| Subprocess Design | |
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| Output Processes | |
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| Key Design Principles | |
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| Sequential vs. Concurrent Processes | |
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| Managing Information Profiles | |
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| Decentralizing Control and Feedback | |
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| Location of Batch Queues | |
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| Specific Process Implementations | |
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| Evolving the Process | |
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| Summary | |
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| Product Architecture: The Invisible Design | |
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| Underlying Principles | |
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| Modularity Segregating Variability | |
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| Interface Management | |
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| Specific Architectural Implementations | |
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| Low-Expense Architectures | |
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| Low-Cost Architectures | |
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| High-Performance Architectures | |
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| Fast-Development Architectures | |
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| Who Does It? | |
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| Summary | |
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| Get the Product Specification Right | |
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| It Starts with Strategy | |
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| Selecting the Customer | |
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| Understanding the Customer | |
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| Customer Interviews | |
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| Meticulous Observation | |
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| Focus Groups | |
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| Creating a Good Specification | |
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| The Minimalist Specification | |
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| A Product Mission | |
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| The Specification Process | |
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| Using the Specification | |
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| Specific Implementations | |
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| Summary | |
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| Use the Right Tools | |
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| The Use of Technology | |
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| Accelerated Information Flow | |
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| Improved Productivity | |
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| Reduced Delays | |
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| Implementation Principles | |
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| Technology Changes Process | |
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| Pay Attention to Economics Technologies | |
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| Design Automation | |
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| Prototyping and Testing | |
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| Communications | |
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| Information Storage and Retrieval | |
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| Summary | |
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| Measure the Right Things | |
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| General Principles | |
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| Drive Metrics from Economics | |
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| The Control Triangle | |
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| Decentralizing Control | |
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| Selecting Metrics | |
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| Project-Level Controls | |
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| Expense-Focused Controls | |
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| Cost-Focused Controls | |
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| Performance-Focused Controls | |
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| Speed-Focused Controls | |
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| Business Level Controls | |
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| Expense-Focused Controls | |
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| Cost-Focused Controls | |
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| Performance-Focused Controls | |
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| Speed-Focused Controls | |
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| Summary | |
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| Manage Uncertainty and Risk | |
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| Market and Technical Risk | |
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| Managing Market Risk | |
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| Use a Substitute Product | |
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| Simulate the Risky Attribute | |
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| Make the Design Flexible | |
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| Move Fast | |
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| Managing Technical Risk | |
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| Controlling Subsystem Risk | |
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| Controlling System Integration Risk | |
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| Back-up Plans | |
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| World-Class Testing | |
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| Cheap Testing | |
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| Low Unit Cost Impact/Maximizing Performance | |
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| Fast Testing | |
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| Continuous Improvement | |
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| Summary | |
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| Next Steps | |
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| Now What Do I Do? | |
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| Do Your Math | |
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| Use Decision Rules | |
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| Pay Attention to Capacity Utilization | |
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| Pay Attention to Batch Size | |
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| Respect Variability | |
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| Think Clearly About Risk | |
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| Think Systems | |
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| Respect the People | |
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| Design the Process Thoughtfully | |
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| Pay Attention to Architecture | |
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| Deeply Understand the Customer | |
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| Eliminate Useless Controls | |
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| Get to the Front Lines | |
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| Avoid Slogans | |
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| Selected Bibliography | |
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| Index | |
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| About the Author | |