Author: Donald G.Reinertsen
Making Profits not Products
花費(fèi)最筒，單位成本晦鞋、產(chǎn)品性能谋币、生產(chǎn)工期這4個(gè)核心展開暑竟。
設(shè)計(jì)工廠的目標(biāo)是為了最經(jīng)濟(jì)的解決問題斋射，制造利潤
通過對信息、反饋但荤、組織罗岖、設(shè)計(jì)流程、框架體系腹躁、產(chǎn)品規(guī)格桑包、工具及如何管理等展開來講如何達(dá)到目標(biāo)。
Introduce
Just-in-Time (JIT) manufacturing has probably had more impact on actual business economics than anything that has happened since the assembly line since early 1980s.
There are no best practices
Best practices are only "best" in certain contexts and to achieve certain objectives.
Two tools
Thinking tools: to understand why we must do certain things. know-why
Action tools: to deal with the problems of doing.
While both types of tools are necessary to succeed, the thinking tools are most fundamental. They enable you to understand why you are doing thins, not simply what to do.
Into the Design Factory
There are high levels of investment in partially completed designs, but these investments earn them nothing until the products are introduced. These investments are at risk, because a competitor's products introduction can make a partially completed project worthless overnight. If your bank account loses half its capital value every year, you would be outraged.
Making Profits Not Products
Design Factory exists for one purpose: to make a profit
Profit= sales price - cost
Our sales price is a measure of the value that people attach to our output. If we fail to create sufficient value for customers, then they will spend their money on something else. Sales price is the customer's message that we have done somethings useful.
Our cost is a muasure of how well we use time and physical resources. A manufacturer who is efficient at converting material, labor, and energy into products is rewarded with profits.
Do more of the things that help you achieve your objective. Our objective is profit, we must determine which things in the infinite list of things we could possibly do will actually help us make money.
System Economic Model
Four parameters: Development expense, unit cost, Product Performance, and Schedule.
Author: Donald G.Reinertsen
Making Profits not Products
Introduce
Just-in-Time (JIT) manufacturing has probably had more impact on actual business economics than anything that has happened since the assembly line since early 1980s.
There are no best practices
Best practices are only "best" in certain contexts and to achieve certain objectives.
Two tools
Thinking tools: to understand why we must do certain things. know-why
Action tools: to deal with the problems of doing.
While both types of tools are necessary to succeed, the thinking tools are most fundamental. They enable you to understand why you are doing thins, not simply what to do.
Into the Design Factory
There are high levels of investment in partially completed designs, but these investments earn them nothing until the products are introduced. These investments are at risk, because a competitor's products introduction can make a partially completed project worthless overnight. If your bank account loses half its capital value every year, you would be outraged.
Making Profits Not Products
Design Factory exists for one purpose: to make a profit
Profit= sales price - cost
Our sales price is a measure of the value that people attach to our output. If we fail to create sufficient value for customers, then they will spend their money on something else. Sales price is the customer's message that we have done somethings useful.
Our cost is a muasure of how well we use time and physical resources. A manufacturer who is efficient at converting material, labor, and energy into products is rewarded with profits.
Do more of the things that help you achieve your objective. Our objective is profit, we must determine which things in the infinite list of things we could possibly do will actually help us make money.
System Economic Model
Four parameters: Development expense, unit cost, Product Performance, and Schedule.
It's all about Information
Information theory
We must determine how to generate information efficiency. Second, we must generate the information that is of greatest value.
Maximizing information: the magic number 50%
Product Architecture: The Invisible Design
Like the development process, the architecture of the product can be optimized to achieve certain objectives, key economic objectives from expense, cost, performance, and schedule.
UNDERLYING PRINCIPLES
First, we must make decisions with regard to how modular to make the product. Second, we must partition the design to control the impact of variability. Third, we need to manage the internal interfaces of the design.
Modularity
How modularity affects development expenses.
It can reduce the communications overhead on a team, allowing designers to concentrate more time on value-added tasks .By hiding these implementation details other module designers only need to know how the interfaces work.
Note: The benefit of reduced expenses will only come when a system is partitioned properly and the interfaces are properly defend.
Reusing modules can save enormous amounts of design time of projects.
It permits us to do concurrent developments of subsystems rather than having to develop them sequentially.
Segregating Variability
What Do I Do?
1.Do your math
A good first step is to assign a financial analyst to support every development team and ensure that each team has acceptable economic models to guide their day-to-day decisions.
2.Use decision rules
The more you frame decisions as economic choices, the more your people will adopt the same method.
3.Pay attention to capacity utilization
4.Pay attention to batch size
5.Respect variability
6.Think clearly about risk
7.Think system
8.Respect the people
9.Design the process thoughtfully
10.Pay attention to architecture
11.Deeply understand the customer
12.Elminate useless controls
13.Get to the front lines
14.Avoid slogans
