During the many trips to Japan I’ve made over the years a bento box for lunch is common sup. Everything is neatly presented and fits into its section. There are many flavors but they don’t run together. Stuff stays where it is put because the box is compartmentalized. Sometimes there are familiar looking little finger sandwiches made out of white bread and what could be tunafish or chicken salad. Sometimes there are creatures of unknown origin. Always there is a neat lid that can be used to tidy up at the end.
It would be lovely if launching and ramping a product was like a bento box. If only we could keep things from blending together. If only the bad things could be ignored in their little compartment and eventually sent away with the lid on top. In the world of new product development, supply chains, manufacturing and logistics, stuff runs together.
As an operations executive I see the organization’s bias to keep things organized, separated, clean. Let the development team work their problems. Don’t slow them down. Let the marketing team think about product roadmaps and forecasts. Don’t second guess. Customer service can deal with quality issues in the field. There is no time to get to root cause with an angry customer on the phone. Just ship them a new one. But alas, without the messy cross-functional conversation and real-time data exchange the results are non-optimal. Sometimes the results are disastrous.
The international economy fluctuations have made the job of forecasting consumer goods next to impossible. I’ve worked hard in a previous position to shorten lead times to allow for faster reaction to changes in demand. But that wasn’t good enough. The breakthrough took place with a move to design the product so that we could postpone differentiation. The work was upfront with the design and marketing teams to design for postponement. The payoff is that a few “assets” could be built into many end products to meet localized needs. The result is less inventory, more availability, better customer satisfaction, lower lead time.
Potlucks are a messy, yummy, eclectic, out of control smorgasbord. When a manufacturing organization puts on a potluck it is the best darn eating you can find. There are typically dishes from all over the world. The tastes mix together on your paper plate…with any luck.
Product actualization done well is more like a potluck. The lines blur and true concurrent work happens naturally. Customer data is vigorously collected and then it flows freely to the cross-functional team. Manufacturing partners are brought in at ideation. The development team thinks about how to design for postponement. Marketing is working alongside the other functions to anticipate the localization needed and to make the product configurable as a last step. There are blurred borders and no compartmentalization and the result is a much more successful business.