genchi-genbutsu

Genchi Genbutsu 

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  • Genchi Genbutsu is a lean principle that advocates visiting a site where a problem has occurred to better understand it and devise a solution.
  • It can be helpful to think of Genchi Genbutsu as the problem-solving principle of TPS. Problems that occur on the factory floor need to be understood and solved on the factory floor. This necessitates that managers spend most of their time there.
  • Both Genchi Genbutsu and the Gemba walk promote continuous improvement at the site where work is performed. However, the former is used to solve a specific problem while the latter focuses on general improvement opportunities.
AspectExplanation
Genchi GenbutsuGenchi Genbutsu, a Japanese term, translates to “go and see for yourself” or “real location, real thing”. It’s a fundamental concept in the Toyota Production System (TPS) and the broader philosophy of lean manufacturing. Genchi Genbutsu emphasizes the importance of direct observation and first-hand understanding in problem-solving and decision-making. It encourages individuals to go to the actual place where work is done and examine the real situation.
OriginsGenchi Genbutsu is closely associated with Toyota and its commitment to continuous improvement. It was popularized by Taiichi Ohno, one of the key figures in the development of TPS. Ohno believed that to truly understand a problem and find effective solutions, one must observe the process in its natural state, rather than relying solely on reports or second-hand information.
Key PrinciplesObservation: Genchi Genbutsu starts with observation. It involves going to the workplace, interacting with employees, and examining processes, equipment, and materials. The goal is to gain a deep understanding of how things work and identify areas for improvement.
Data-Driven Decision-Making: The information gathered through direct observation serves as the basis for data-driven decision-making. Instead of making decisions based on assumptions or abstract data, Genchi Genbutsu encourages leaders to rely on concrete, real-world data.
ApplicationGenchi Genbutsu is applied in various fields beyond manufacturing, including healthcare, software development, and management. It promotes a culture of gemba walks, where leaders and employees regularly visit the workplace to understand challenges, identify waste, and make improvements.
Gemba WalksA gemba walk involves visiting the actual place where work is happening, whether it’s a factory floor, a hospital ward, or an office. During these walks, leaders and teams engage with front-line workers, ask questions, and seek opportunities for continuous improvement.
BenefitsThe practice of Genchi Genbutsu offers several benefits, including improved problem-solving, enhanced communication, employee engagement, better decision-making, and a stronger connection between leadership and the workforce. It can lead to more efficient processes and higher quality products or services.
ChallengesImplementing Genchi Genbutsu can be challenging, especially in large organizations or those with remote teams. It requires a commitment to cultural change, time for observation, and training to develop the necessary skills. It may also require overcoming resistance to new ways of working.
ConclusionGenchi Genbutsu is a powerful principle that underscores the value of direct observation and practical experience in problem-solving and decision-making. It encourages a deep understanding of processes and fosters a culture of continuous improvement, making it a valuable concept in various industries.
What is Genchi Genbutsu?

Genchi Genbutsu translates to “go and see” and emphasizes the importance of going to the actual place (gemba) to observe and understand the real situation. It is a fundamental practice in lean management that involves firsthand observation and data collection to identify problems, understand processes, and make informed decisions.

Key Characteristics of Genchi Genbutsu

  • Firsthand Observation: Involves directly observing the processes and activities in the workplace.
  • Real-Time Data: Gathers real-time data and insights by being present at the source.
  • Problem Identification: Identifies problems and inefficiencies through direct observation.
  • Informed Decision-Making: Supports informed decision-making based on firsthand information.

Importance of Understanding Genchi Genbutsu

Understanding and implementing Genchi Genbutsu is crucial for improving process efficiency, solving problems effectively, and fostering a culture of continuous improvement.

Improved Process Efficiency

  • Real Insights: Provides real insights into processes and operations by observing them firsthand.
  • Effective Solutions: Leads to more effective solutions by understanding the root causes of problems.

Effective Problem Solving

  • Accurate Problem Identification: Accurately identifies problems by seeing them directly.
  • Root Cause Analysis: Facilitates root cause analysis through firsthand observation.

Enhanced Decision-Making

  • Informed Decisions: Supports informed decision-making based on real-time data and observations.
  • Fact-Based Approach: Promotes a fact-based approach to problem-solving and decision-making.

Continuous Improvement

  • Kaizen Mindset: Encourages a culture of continuous improvement and ongoing learning.
  • Employee Engagement: Engages employees in the process of identifying and solving problems.

Components of Genchi Genbutsu

Genchi Genbutsu involves several key components that contribute to its effectiveness in understanding and improving processes.

1. Direct Observation

  • Gemba Walks: Regularly visiting the workplace to observe processes and activities.
  • On-Site Presence: Being present at the source of the problem to gather firsthand information.

2. Real-Time Data Collection

  • Data Gathering: Collecting real-time data during observations to understand the current situation.
  • Documentation: Documenting observations and findings for analysis and decision-making.

3. Problem Identification

  • Identifying Issues: Identifying issues, inefficiencies, and areas for improvement through direct observation.
  • Focus on Root Causes: Focusing on identifying the root causes of problems rather than just symptoms.

4. Employee Involvement

  • Engaging Employees: Involving employees in the observation and problem-solving process.
  • Collaboration: Encouraging collaboration between employees and management to address issues.

5. Continuous Monitoring

  • Ongoing Observation: Continuously monitoring processes and activities to identify new issues and opportunities for improvement.
  • Feedback Loop: Establishing a feedback loop to ensure continuous improvement based on observations.

Implementation Methods for Genchi Genbutsu

Several methods can be used to implement Genchi Genbutsu effectively, each offering different strategies and tools.

1. Gemba Walks

  • Regular Visits: Conducting regular visits to the workplace to observe processes and activities.
  • Structured Walks: Organizing structured gemba walks with specific objectives and focus areas.

2. Real-Time Data Collection

  • Observation Checklists: Using checklists to systematically collect data during observations.
  • Documentation Tools: Employing tools such as tablets or smartphones to document observations in real time.

3. Problem-Solving Tools

  • 5 Whys Analysis: Using the 5 Whys technique to drill down to the root cause of problems.
  • Fishbone Diagrams: Applying fishbone diagrams to identify potential causes of issues.

4. Employee Involvement

  • Team Observation: Involving cross-functional teams in the observation process.
  • Workshops: Conducting workshops to discuss findings and develop action plans.

5. Continuous Improvement Cycles

  • PDCA Cycle: Using the Plan-Do-Check-Act (PDCA) cycle for continuous improvement.
  • Kaizen Events: Organizing Kaizen events to address specific issues identified during observations.

Benefits of Genchi Genbutsu

Implementing Genchi Genbutsu offers numerous benefits, including improved process efficiency, effective problem-solving, enhanced decision-making, and a culture of continuous improvement.

Improved Process Efficiency

  • Real Insights: Provides real insights into processes and operations by observing them firsthand.
  • Effective Solutions: Leads to more effective solutions by understanding the root causes of problems.

Effective Problem Solving

  • Accurate Problem Identification: Accurately identifies problems by seeing them directly.
  • Root Cause Analysis: Facilitates root cause analysis through firsthand observation.

Enhanced Decision-Making

  • Informed Decisions: Supports informed decision-making based on real-time data and observations.
  • Fact-Based Approach: Promotes a fact-based approach to problem-solving and decision-making.

Continuous Improvement

  • Kaizen Mindset: Encourages a culture of continuous improvement and ongoing learning.
  • Employee Engagement: Engages employees in the process of identifying and solving problems.

Increased Employee Engagement

  • Empowerment: Empowers employees by involving them in problem-solving and decision-making processes.
  • Collaboration: Fosters a collaborative environment where employees and management work together to improve processes.

Challenges of Genchi Genbutsu

Despite its benefits, implementing Genchi Genbutsu presents several challenges that need to be managed for successful implementation.

Resistance to Change

  • Employee Buy-In: Overcoming resistance from employees who are accustomed to existing practices.
  • Cultural Shift: Promoting a cultural shift towards continuous improvement and direct observation.

Time and Effort

  • Time Commitment: Allocating sufficient time for regular gemba walks and observations.
  • Effort: Ensuring consistent effort in documenting observations and implementing improvements.

Data Collection

  • Accurate Data: Ensuring the accuracy and reliability of data collected during observations.
  • Sufficient Data: Collecting sufficient data to make informed decisions.

Sustaining Improvements

  • Continuous Monitoring: Maintaining continuous monitoring to ensure sustained improvements.
  • Regular Updates: Regularly updating the observation and action plans to reflect current processes.

Best Practices for Genchi Genbutsu

Implementing best practices can help effectively manage and overcome challenges, maximizing the benefits of Genchi Genbutsu.

Engage Employees

  • Involvement: Actively involve employees in the Genchi Genbutsu process.
  • Feedback: Encourage and value employee feedback to enhance practices.

Provide Continuous Training

  • Regular Training: Offer regular training sessions to reinforce Genchi Genbutsu principles.
  • Skill Development: Focus on developing skills necessary for effective observation and problem-solving.

Conduct Regular Gemba Walks

  • Routine Visits: Conduct routine gemba walks to ensure continuous observation and improvement.
  • Structured Approach: Use a structured approach with specific objectives and focus areas.

Use Problem-Solving Tools

  • 5 Whys: Apply the 5 Whys technique to identify root causes of problems.
  • Fishbone Diagrams: Use fishbone diagrams to systematically analyze potential causes.

Foster a Culture of Continuous Improvement

  • Kaizen Mindset: Promote a Kaizen mindset focused on continuous improvement.
  • Employee Suggestions: Encourage employees to contribute ideas for improving workplace practices.

Recognize and Reward

  • Incentives: Implement incentive programs to reward participation in Genchi Genbutsu activities.
  • Recognition: Regularly recognize and celebrate achievements in maintaining high standards.

Leadership Commitment

  • Management Involvement: Ensure active involvement and support from management.
  • Role Modeling: Leaders should model the behaviors and practices they expect from employees.

Future Trends in Genchi Genbutsu

Several trends are likely to shape the future of Genchi Genbutsu and its applications in process improvement and lean management.

Digital Transformation

  • Digital Tools: Increasing use of digital tools and software to enhance observation and data collection.
  • Data Analytics: Leveraging data analytics to identify trends and optimize practices.

Real-Time Monitoring

  • IoT Integration: Integration of IoT devices for real-time monitoring and data collection.
  • Real-Time Insights: Providing real-time insights to quickly identify and address issues.

Integration with Lean and Agile

  • Lean Methodologies: Further integration with lean methodologies to enhance efficiency and eliminate waste.
  • Agile Practices: Applying agile practices to make the Genchi Genbutsu process more flexible and adaptive.

Enhanced Training and Education

  • E-Learning: Expanding e-learning platforms to provide accessible and flexible training on Genchi Genbutsu.
  • Virtual Reality: Utilizing virtual reality for immersive training experiences on observation and problem-solving.

Sustainability and Environmental Focus

  • Green Practices: Integrating sustainability and environmental considerations into Genchi Genbutsu practices.
  • Resource Efficiency: Focus on improving resource efficiency and reducing waste.

Global Standardization

  • International Standards: Developing and adopting international standards for Genchi Genbutsu practices.
  • Cross-Cultural Adaptation: Adapting Genchi Genbutsu principles to different cultural contexts for global applicability.

Conclusion

Genchi Genbutsu is a powerful tool for understanding and improving processes, ensuring informed decision-making, and fostering a culture of continuous improvement. By understanding the key components, implementation methods, benefits, and challenges of Genchi Genbutsu, organizations can develop effective strategies to optimize their processes and achieve organizational goals. Implementing best practices such as engaging employees, providing continuous training, conducting regular gemba walks, using problem-solving tools, fostering a culture of continuous improvement, recognizing and rewarding achievements, and ensuring leadership commitment can help maximize the benefits of Genchi Genbutsu.

Case Studies

  • Automotive Manufacturing:
    • Problem: A specific model of car is consistently failing quality checks due to an alignment issue in one of its doors.
    • Genchi Genbutsu: Instead of just analyzing data from reports, the plant manager visits the production line, observes the assembly process, and interacts with the workers. By doing this, the manager identifies a misalignment in one of the tools, leading to the consistent error.
  • Hospitality:
    • Problem: Guests at a hotel have been complaining about long wait times during check-in.
    • Genchi Genbutsu: The hotel manager spends an afternoon at the reception, observing the check-in process and speaking with guests and staff. They discover that the current software is laggy and sometimes crashes, leading to the delays.
  • Agriculture:
    • Problem: A farmer notices a drop in yield from a particular patch of land.
    • Genchi Genbutsu: Instead of just analyzing soil samples in a lab, the farmer visits the specific patch, walks around, and observes the conditions. They find that a nearby tree has grown considerably, casting shade over the patch, which might be affecting the crops.
  • Tech Startups:
    • Problem: Users are dropping off from a specific step in a mobile app’s registration process.
    • Genchi Genbutsu: Instead of solely relying on data analytics, the UX team arranges a session with real users. They observe users going through the registration process and discover that a particular instruction is unclear, causing confusion.
  • Retail:
    • Problem: Sales have dropped in a particular section of a store.
    • Genchi Genbutsu: The store manager personally spends time in that section, interacting with customers and observing shopping patterns. They realize that a recent change in the layout has made it difficult for customers to find products they’re looking for.
  • Airline Industry:
    • Problem: A specific airport gate has a higher rate of delayed flights.
    • Genchi Genbutsu: The operations manager spends a day at the gate, observing the boarding process, speaking with ground staff, and even interacting with passengers. They identify that the passenger boarding bridge at this gate is slower and often requires maintenance, causing delays.
  • Education:
    • Problem: Students in a particular class are scoring lower than usual in tests.
    • Genchi Genbutsu: The school principal visits the classroom, observes teaching methods, interacts with students, and speaks with the teacher. They find out that recent construction noise outside the classroom is causing frequent disruptions.

Key Takeaways

  • Genchi Genbutsu: Lean principle of “go and see for yourself,” advocating visiting the site where a problem occurred to understand it and devise a solution.
  • Toyota Production System (TPS): Genchi Genbutsu is one of the 13 principles of TPS, promoting first-hand observation to identify waste and find value-adding solutions.
  • Ohno’s Approach: TPS founder Taiichi Ohno would take new recruits to the factory floor, asking them to stand in a circle and observe processes to develop a mindset of understanding through direct observation.
  • Problem-Solving Principle: Genchi Genbutsu serves as the problem-solving approach for TPS, emphasizing that problems must be understood and solved where they occur, requiring managers to spend time on the factory floor.
  • Continuous Improvement Strategy: Genchi Genbutsu is a philosophy of continuous improvement, with each employee taking responsibility for identifying problems and immersing themselves in finding solutions.
  • Practicing Genchi Genbutsu: Various approaches include hands-on experience, third-party observation, surveys and interviews, and using reports in combination with immersive activities.
  • Gemba Walk: A separate concept from Genchi Genbutsu, the Gemba walk involves upper management visiting the factory floor to identify general improvement opportunities and engage with workers, without necessarily targeting specific problems

Examples

CompanyIndustryCase Study Description
ToyotaAutomotiveToyota, the originator of Genchi Genbutsu, practices it extensively in its production processes. Employees are encouraged to visit the production floor to identify and solve issues.
FordAutomotiveFord, one of the pioneers of assembly line manufacturing, used Genchi Genbutsu principles to optimize production processes and worker efficiency.
AmazonE-commerceAmazon has implemented Genchi Genbutsu by closely monitoring customer behavior, conducting user testing, and analyzing data to improve its website and services.
SpaceXAerospaceSpaceX applies Genchi Genbutsu principles during rocket assembly and launch preparations, ensuring that engineers and technicians address issues directly at the launch site.
NASASpace ExplorationNASA’s space missions involve extensive use of Genchi Genbutsu to diagnose and troubleshoot problems in spacecraft and equipment, often millions of miles away.
BoeingAerospaceBoeing utilizes Genchi Genbutsu to assess aircraft assembly processes and ensure the highest levels of quality and safety in its aircraft production.
General Electric (GE)ManufacturingGE’s “Work-Out” program encouraged employees to engage in Genchi Genbutsu by identifying and solving problems directly at the workplace.
Lean ManufacturingMultiple IndustriesVarious organizations implementing lean manufacturing principles, such as Six Sigma, often incorporate Genchi Genbutsu to identify and eliminate process inefficiencies.

Connected Agile & Lean Frameworks

AIOps

aiops
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.

AgileSHIFT

AgileSHIFT
AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

agile-methodology
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

agile-program-management
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

agile-project-management
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

agile-modeling
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

agile-leadership
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

andon-system
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

bimodal-portfolio-management
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

business-innovation
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

business-model-innovation
Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

constructive-disruption
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

continuous-innovation
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

design-sprint
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

design-thinking
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.

DevOps

devops-engineering
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

dual-track-agile
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

extreme-programming
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

feature-driven-development
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

gemba-walk
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

gist-planning
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

ice-scoring-model
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

innovation-funnel
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

types-of-innovation
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

innovation-theory
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

lean-methodology-vs-agile
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

startup-company
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

minimum-viable-product
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

leaner-mvp
A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else

Kanban

kanban
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.

Jidoka

jidoka
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

pdca-cycle
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

rational-unified-process
Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

rapid-application-development
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

retrospective-analysis
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

scaled-agile-lean-development
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.

SMED

smed
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

spotify-model
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

test-driven-development
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.

Timeboxing

timeboxing
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.

Scrum

what-is-scrum
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.

Scrumban

scrumban
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

scrum-anti-patterns
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

scrum-at-scale
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

six-sigma
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

stretch-objectives
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

toyota-production-system
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

total-quality-management
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.

Waterfall

waterfall-model
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous Innovation, Agile Methodology, Lean Startup, Business Model Innovation, Project Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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