Lean Startup @Enterprise in JapanLEAN STARTUP CONFERENCE 2015
TAKASHI TSUTSUMIMASATO IINO
We talk about our story to introduceLean Startup into Japan enterprise
Characteristics of Japan EnterprisesTechnology
Centric
QualityObsession
Weak Leadership
NOTE: The photos here are NOT related to our views described in this presentation.
Japan = Mother of Lean Manufacturing
Process 1
Process 2
Process 3
Conventional Assembly Line
Single Skilled Workers→ Efficient in Mass-Production
Conveyor Belt
Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)
A Group of Multi-Skilled Workers→ Flexible in Small Lot Production
Production Cell
Process 1
Process 2
Process 3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)
Production Cell
Lean Manufacturing to Lean Startup
Function A
Function B
Function C
Conventional Execution Lean Startup
Vertically Divided Organization
Lean AccelerationCell
Manufacturing
New Business Creation
Lean Manufacturing to Lean Startup
Process 1
Process 2
Process 3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)
Production Cell
Function A
Function B
Function C
Conventional Execution
Vertically Divided Organization
Not Quite There!
Challenge for Lean Startup @EnterpriseTechnology
Centric
QualityObsession
Weak Leadership
Mother of Lean Manufacturing is NOT necessarily good at eliminating a waste of new business creation ;-(
Neglecting Customers
Silo Mentality
Reluctance for Change
Procedure Maniac
No Customer Interviews
Lack of Total Optimization
Lean Startup Non-forcible
Lack of Flexibility
Innovation Accounting
Cell Production
Special District Approach
Trait Phenomena Challenge Solution
Enterprise Bottleneck = MVP
sales
Quality
Legal
Brands
Never touch the sensitive relationship!
Don’t even think about selling products without quality tests! Compliance. Product Liability. Recall. What can U do???
No way to sell stuff potentially damaging our brands!!
Design
Soft-ware
Production
HR
Need enough time to scrutinize the design and UI, say, 1 year?
We’ll need enough detail to allocate resource. Agile? No!Cost/Quality/Delivery management with mass production is our rule.You can’t allocate more than 20% of your time for new Business Creation.
Spilling Out from HQ to Divisions
Top m
anagement
sponsored LE
AN
zone w
ithin HQ
Change entire organization by strong top-down leadership
Setup a limited LEAN Special District in an organization
VS.
Step1: Start from Lean Special DistrictLean Startup Accelerator Department
reporting to CEO committing to ship MVPLSAD to be detached from existing BU’s
– “New Product New Market” in ☓ Ansof MatrixIntroduced for Innovation Accounting
Lean Startup Non-Forcible
Innovation Accounting How many customers did you talk to? Who are your early adaptors? What did you learn? Any validated learning? Did you build & test business model? Scalable? Do you have entry barriers incorporated into business model? Did you figure out the metrics that matters?
No Customer Interviews
Early Success in Cloud Funding happened
Step2: Involve Early Adaptors from “Defense Departments”LSAD’s small success case attracts early
adaptors in “Defense Departments”– Quality Assurance, Branding, Legal, Accounting
Train them on Lean Startup Training Program– The professionals from defense departments
were forced to talk to early adaptors(EA) and then understood how EA think and behave.
LSAD and Early adaptors in defense department created “Lean Enterprise Cell” for Lean Startup”
Step3: Lean Enterprise Cell
Delegated Small Unit in LSAD supported by Lean Defense Team
No Total Optimization No Flexibility
Quality LegalAccount
-ing
LSAD
Lean Enterprise
Cell
Minimum ViableLegal/
Accounting
Minimum Viable
Branding
Minimum ViableQuality
More Success Cases
Lean Enterprise Cell for Minimum Viable Philosophy
Step4: Spill Over to Existing BU Some more success attracted Existing BU
for LeanTrain them by Lean Startup Training
Expecting More New Business Creations On Lean Manner At Many Existing BU’s
Top m
anagement
sponsored LEAN
zone w
ithin HQ
Change entire organization by strong top-down leadership
Setup a limited LEAN District with in an organization
VS.
Step4: Spill Over to Existing BU
Lean Intra-preneurs
Potential Lean Intra-preneurs
Reserve Intra-preneurs
©youthdebates.org
Elementary Training on Lean Startup
• BMC only• Lean Number Planning
• Pitch Training
Step4: Spill Over to Existing BU
End of Presentation
Help us improving our program!Join us by the bar where we offer a very good Japanese Sake! ;-)
Contact:Learning Entrepreneur’s LabTAKASHI TSUTSUMIMASATO IINOemail: [email protected]: http://le-lab.jp