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Accelerating R&D: Using Lean Techniques to Deliver High Impact Projects

Date: March 1 - 2, 2010

Location: San Francisco, CA

This workshop is designed to introduce the principles of Lean R&D and practical strategies for transforming your R&D organization into a Lean innovation engine. Through hands-on practice, participants will learn how to:

  • Apply Lean principles and theory to solve basic innovation problems
  • Integrate multiple innovation problems into fast, high performing R&D projects and systems
  • Master techniques to manage these systems to deliver on time at lowered risk
  • Implement proven methods to create R&D strategy and continually improve R&D system performance
  • Define R&D projects on the basis of clear, fundamental innovation problems that must be solved, and apply multiple approaches to achieve needed innovation
  • Increase the rate of innovation by creating multiple small, fast-moving, low risk sub-projects to solve innovation problems
  • Align sub-projects into smoothly connected R&D systems to significantly decrease time to market
  • Reduce timeline risk by transforming project management systems to manage innovation growth versus task completion

Terry BarnhartCourse Instructor: Dr. Terence M. (Terry) Barnhart
Senior Director – Stragegy and Continuous Improvement, Pfizer Global Research and Development


Limited to 35 participants - Register today to ensure your spot!

About the Instructor

Terry BarnhartDr. Terence (Terry) Barnhart is Senior Director of Continuous Improvement and Strategic Management and leader of Pfizer's Agile R&D Team. In his current role, Dr. Barnhart develops and leads implementation of Agile R&D, a Lean transformation effort tailored to the culture of Pfizer Global R&D. Agile R&D is designed specifically to implant fast-learning systems to improve the innovation, quality and speed of pharmaceutical R&D, and has been applied in the redesign of management systems, business unit strategy and strategic planning, as well as cultural change within Pfizer.

Prior to joining Pfizer, Terry worked as a management consultant at McKinsey and Company, as a research scientist at General Electric, and as a manager at Schering-Plough and Uniroyal Plastics. He holds a PhD in chemistry from the University of Wisconsin, and a B.Sc. and Postdoctoral fellowship in chemistry from the University of Michigan, and is the author of numerous patents, and scientific and business publications.

Key Benefits

Lean has long been used by manufacturers as a way to reduce costs, increase speed and deliver superior quality. In fact, it has proven so valuable to manufacturers that as many as 80% have implemented Lean in some form or another on the factory floor. By contrast, Lean has been slow to reach R&D, perhaps out of fear that Lean will somehow stifle innovation. As a result, only a handful of Lean R&D examples have surfaced, but in these examples, we find remarkable opportunity for the R&D function. In many cases, R&D output has more than doubled under constant budgets; innovation has soared; time to market has dropped as much as 50%; and customer satisfaction has greatly improved. In a recessionary time of falling budgets and increasing competitive pressure, a Lean R&D function is a competitive weapon that can only increase in value as the economy recovers.

By participating in this workshop, you will come away with:

  1. A detailed understanding of the true drivers of R&D value
  2. Techniques for identifying customer- and company-valued innovation needs
  3. Methods to map and prioritize critical innovation needs
  4. Strategies for how to benefit from fast learning/fast innovation
  5. A3 methods for solving single and complex innovation problems
  6. Processes for mapping and improving innovation value streams to seamlessly integrate the myriad R&D project functions so that innovations can reach the market faster and with less risk
  7. Project management methods to (by tracking and managing how R&D problems are solved) ensure that timelines are met and innovation is achieved
  8. Practical approaches to develop a successful Lean R&D transformation strategy
  9. Dynamic systems to ensure all resources are always applied to the highest priority problems


Day One: Monday, March 1, 2010

7:30 – 8:30 Registration and Continental Breakfast

8:30 – 8:45 Introductions

8:45 – 8:55 Course Overview

8:55 – 9:45 Value of Lean in R&D

  • Lean R&D case studies
    • What does Lean R&D look like?
    • How does it feel?
    • What is the value to my company?
    • Why it differs from Lean manufacturing
  • Elements of Lean R&D
    • Purpose (customer value)
    • Fast Learning
    • Systems Integration
    • “Organic” Management
  • Elements of change – Mental Models
    • Paradigms A and C
  • Identifying R&D value in your business

9:45 - 10:00 Refreshment Break

10:00 – 10:30 Systems Integration – Aligning Innovation with Business Needs

  • Creating R&D alignment against business value
    • Mapping the critical innovation questions
    • Creating innovation flow
  • Accelerating innovation 1 – Defining a value stream that solves the critical innovation questions
  • Accelerating innovation 2 – Driving down question size to enable researchers to deliver fast, definitive answers

10:30 – 12:00 Team Break Out – Defining Business Value and Creating a Critical Question Map

Noon – 1:00 Lunch

1:00 – 1:45 Fast Learning 1

  • Fast learning
    • What is fast learning?
  • Structured learning
    • Learning structures and their applications
    • Rigor in problem solving
    • Re-use of learning
    • The learning plan

1:45 – 2:45 Team Break Out Structured Problem Solving Against Business Problems

  • Creating an A3 learning plan to rigorously answer a business-valued innovation question

2:45 – 3:00 Refreshment Break

3:00 – 4:15 Fast Learning 2

  • Creating structured speed
    • Cadence
    • Chaos vs. determinism
  • Organic speed – when even fast structures are too slow
    • Sports models
    • Elements of organic speed

4:30 – 5:00 Wrap Up and Preview of Day 2

5:30 – 6:30 Networking Wine & Cheese Reception

Day Two: Tuesday, March 2, 2010

8:00 – 8:15 Review of Day 1

8:15 – 9:45 “Organic” Management of Innovation 1

  • Managing the growth of knowledge (not the completion of tasks)
  • Integrating knowledge
    • Setting a cadence for integration points
    • What to ask at integration points
  • Freeing up time for innovation
    • “No decision” decision making
    • Multiple option science and engineering
  • Cultural issues (Paradigm C revisited)
    • Ownership vs. accountability
    • Functional barriers and learning integration
    • Scale (good, better, best model)
    • Not enough time
    • Solution provision vs. Problem solving

9:45 – 10:00 Refreshment Break

10:00 – 10:45 Organic Management of Innovation 2

  • Going dynamic – “Organic” or “OODA” management
    • Real time knowledge integration
    • Real time prioritization
    • Real time resource allocation

10:45 – 11:45 Transforming R&D

  • What to shift
    • Paradigms
    • Management systems
    • Work systems
    • Activities
  • Barrier/enabling mental models
  • The 3-level transformation framework
  • Mapping and improving R&D management systems

2:30 – 3:30 Strategies for Transforming R&D 1

11:45– 12:45 Lunch

12:45 – 2:15 Strategies for Transforming R&D 2

  • Designed transformation strategies
  • Cultural considerations
    • Exploring your company’s culture
    • Engagement of the organization in cultural context
    • Starting and building confidence in Lean through the organization

2:15 – 2:30 Refreshment Break

2:30 – 3:30 Team Break Out

  • Creating a fit-for-purpose strategy for your company
  • 3-Level transformation map
  • A3 learning plan
  • What to do Monday morning in your R&D organization


3:30 – 4:00 Wrap-Up and Q&A

4:00 Workshop Concludes


Who Should Attend:

This workshop is designed for R&D leaders and professionals, and general managers looking to generate higher levels of innovation from their R&D functions, deliver that innovation more quickly to market, and do so without increasing costs. It is also for Lean practitioners looking to gain theory and practice to gain support of and expand their efforts into R&D. Specifically, this course is for VPs, Directors and Managers of research, product development and engineering, Lean practitioners and for general managers who depend on innovation and R&D productivity for business success.

Program Fees and Logistics

Dates/Schedule: The workshop will be held March 1-2, 2010. Registration and continental breakfast begins at 7:30am on Monday, March 1; the workshop commences at 8:30am and concludes at 4:00pm on Tuesday, March 2nd.

Workshop Fee: $1995/person.  Fee includes program materials, luncheons, continental breakfast, refreshment breaks, and networking reception.

Location & Hotel Accommodations:

The workshop will be held at:

Marriott San Francisco Union Square
480 Sutter Street
San Francisco, CA 94108

For reservations please call 415-398-8900. A limited block of rooms is available at a discounted group rate. Please reserve early and be sure to mention that you will be attending "Management Roundtable's Accelerating R&D Workshop"

No-Risk Guarantee: Your satisfaction is 100% guaranteed – money back or credit. If you are not satisfied with the quality of this program, let us know in writing and we will refund your entire registration fee.


Workshop brochure

Download workshop brochure

How to register

Register for this event:

Or register by phone:

Call 1-800-338-2223 or 781-891-8080 (9:00am - 5:30pm EDT)

In company training

This session can be brought directly to your site. Benefits include:

  • Lower cost per participant
  • Time savings
  • No travel required
  • Content tailored to your specific needs
  • Implementation is jump-started through team participation and instructor's hands-on guidance

Contact 781-891-8080 for more information and price quote.

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