Development of a leagile transformation methodology for product development. Issue 4 (6th July 2015)

• Record Type: Journal Article
• Authors: Lemieux, Andree-Anne; Lamouri, Samir; Pellerin, Robert; Tamayo, Simon
• Is Part Of: Business process management journal. Volume 21:Issue 4(2015)
• Page Start: 791
• Page End: 819
• Publication Date: 2015-07-06
• Subjects: New product development -- Leagile -- Business process improvement -- Service ratio -- Strategic objectives -- Transformation methodology; Industrial management -- Periodicals; Reengineering (Management) -- Periodicals; Total quality management -- Periodicals; 658.4063
• DOI: 10.1108/BPMJ-02-2014-0009
• Languages: English
• ISSNs: 1463-7154

Abstract

Abstract : Purpose: – The purpose of this paper is to propose a leagile transformation model for product development that guides manufacturers in the construction of a road map and the management of its deployment in line with both lean and agile improvement objectives. Design/methodology/approach: – An intervention qualitative and transformative research approach was adopted in order to develop required knowledge to theorise professional practice made from rigorous observations of facts. The research project took place over a period of two and a half years, in partnership with an international firm that develops and produces a wide range of luxury products. Findings: – The application of the methodology proved that a lean transformation does not have to be generated only by the field needs but it can follow a mixed approach where a top-down transformation management linked with strategic objectives is deployed without compromising implication and needs from people on the field. The right balance can be found between the strategic aspect of transformation and the incremental aspect on the field of lean paradigms. Research limitations/implications: – For complete validation and widespread scientific application, the model should be tested in other sectors and industries. Practical implications: – The application case of the leagile model in several divisions of a luxury organisation proved that the proposed approach can be used as a guide for manufacturer in the construction of an improvement road map and in the management of its deployment. The application cases enabled a number of positive results to be generated and measured on quantitative indicators such as service ratio for new products for which, one of the divisions saw an increase of 30 per cent. The approach created a positive revolution among development team members by its potential in terms of communication, steering, benchmarking and knowledge system. Originality/value: – The model supports the identification and prioritisation of improvement initiatives by focusing on the levers for improvement that meet the needs and objectives of transformation, as well as the organisation's maturity level.