The latest Tweets from Donald Reinertsen (@DReinertsen). Product Development Consultant, Author, Always trying to learn more about math, science, and. Donald G. Reinertsen. · Rating details · 1, ratings · 94 reviews. In this book, Reinertsen provides an examination of product development practices. 14 quotes from Donald G. Reinertsen: ‘In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process.
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Donald G. Reinertsen Quotes (Author of Kanban)
It’s one thing to use a STYLE that is difficult for non-engineers, but its another thing to use terminology, so I found myself often having to look fonald information that should have been in the book itself.
There’s a problem loading this menu right now. This only begins to scratch the surface of the content of the book.
Apr 11, Laura rated it liked it. Living in Germany it is funny to read so many principles that are in direct opposition to local business practices. It is important to realize that this variability is a self-inflicted wound.
The Principles of Product Development Flow: Second Generation Lean Product Development
Sep 11, John rated it really liked it. This unfortunately also means that if one is a fallacy, g.reeinertsen rest could be impacted. Alexa Actionable Analytics for the Web. The example of the cafeteria on p. There’s a good change your product development team is doing things wrong, and this book will show you why and what you should do instead.
Prasan At last I bought it: The book is condensed in some parts where more examples and explanations would be useful, and repeats itself in other parts. This view comes from manufacturing where tasks themselves are uniform, so economic payoff is maximized when variability is minimized.
Reinertsen & Associates – Reinertsen & Associates
Centralization is valuable for infrequent, large problems or when it’s significantly more cost effective to centralize decisions. Fortunately, after the author diagnoses the problem treating product development like manufacturinghe provides many practical solutions, such as measuring and reducing work queues, or promoting fast feedback.
It would have been useful to at least address that. Second Generation Lean Product Development. To balance centralization and decentralization, Reinertsen suggests using more decentralization for solving frequent, low cost problems where speed is advantageous. He also readily uses terminology from disparate fields that the reader might not have exposure to such as probability and statistics, control theory, and economics.
I’ll simply say that I am happy join in and applaud Reinertsen for exposing many of us who are in the dark to these core concepts that are blindingly obvious donals other industries.
If you like books and love to build cool products, we may be looking for you. Trivia G.reineetsen The Principles of This seems to be especially true any time Math is involved. But while the book is difficult to get through and dojald much to be desired in terms of its writing, the information it g.reinertssn is invaluable.
I found many insights in further extending them to knowledge work productivity. Synchronization often builds upon cadence although it’s not the same. Would have benefited from a better editor and different format but still such a goldmine of important information.
Overall, it was well worth the read, and I spent much more time reading it than usual because I kept pausing to think about the principles involved and how they apply to my work.
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It’s also a frustrating, condescending, and self-important book. The Principles of Product Development Flow: Reinertsen is flaming Goldratt’s theory of constraints TOC – apparently without understanding it. I highlighted a lot. This aligns perfect with Goldratt’s thinking in The Goal: Refresh and try again. Amazon Second Chance Pass it on, trade it in, give it a second donqld. I didn’t finish this the first time I read it and gave it two stars.
I would have liked a final chapter putting it all together, perhaps a case study. Reinertsen offers a new example of optimizing utilization of the bottleneck by having a group run ahead, pave the path and collect water.
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Dec 07, Michael rated it it was amazing. As a tiny example, if a project is reviewed on demand, then setting up the review meeting is a lot of effort, but if a review meeting has a repeated schedule at an appropriate cadence, that cost is lowered. Preview — Kanban by David J. Here other ways were mentioned, including carrying some of the bottleneck’s load. Being clear about the end state that a group is trying to achieve, the constraints, and the reasoning behind that goal help create alignment.
I had very high expectations for this book.
You sort of have to trust him on this if you can’t do the proofs yourself. Be the first to learn about new releases! May 28, Erika RS rated it really liked it Shelves: One approach is to assume most problems are amenable to decentralization and then have a well defined escalation process for when that’s not the case.
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