The Most Complete Methodologies for Ideation, Project Mgt, Risk Mgt, Ergonomics, Product Design, Lean Manufacturing
Within the domain of product design, these 180+ professional methodologies offer the largest collection of articles and resources that delineate various methodologies and tools relevant to ideation, innovation, ergonomics, and manufacturing. This centralized repository permits to access and compare systematic approaches, such as Form, Fit and Function Analysis (FFF), modular design, A/B testing, and design thinking.
The tools listed aim to inform on techniques for creating new products or improving existing ones by detailing processes that can lead to enhanced usability, reduced production costs, and alignment with sustainable practices. They support various stages of product development, from initial concept generation and feature prioritization to ensuring quality and market relevance.
Note: global methodologies (ISO 9000, Total Quality Management, Design for Manufacturing, Lean Manufacturing, Six Sigma …) are not included in the comparison cards below, but have posts on this site and can be searched with the menu or with the magnifying glass on the top right.
Visual Management
- Andon System, Continuous Improvement, Key Performance Indicator (KPI), Lean Manufacturing, Process Improvement, Process Mapping, Quality Control, Quality Management, Visual Design
Objective:
To make information about processes, performance, standards, and problems immediately apparent and easily understandable to everyone in the workplace.
How it’s used:
- Uses visual tools such as charts, graphs, color-coding, dashboards, shadow boards, and Andon lights to display critical information in real-time, enabling quick identification of abnormalities and facilitating rapid response.
Pros
- Improves communication and transparency; Facilitates quick problem identification and decision-making; Enhances employee engagement and accountability; Supports standardization and continuous improvement.
Cons
- Can lead to information overload if not well-designed or focused; Visuals can become outdated if not diligently maintained; May require initial investment in displays and materials; Effectiveness depends on a supportive culture that acts on the visual cues.
Categories:
- Human Resources, Lean Sigma, Manufacturing, Project Management, Quality
Best for:
- Communicating key information clearly and concisely using visual signals to enable immediate understanding and action in the workplace.
Total Productive Maintenance (TPM)
- Continuous Improvement, Lean Manufacturing, Lean Production, Maintenance, Overall Equipment Effectiveness (OEE), Process Improvement, Productivity, Quality Management, Safety
Objective:
To achieve near-perfect production (no breakdowns, no small stops or slow running, no defects, and no accidents) through a proactive, holistic approach involving all employees in equipment maintenance.
How it’s used:
- A system of maintaining and improving the integrity of production and quality systems through machines, equipment, processes, and employees that will add business value to an organization. It emphasizes empowering operators to help maintain their equipment (autonomous maintenance).
Pros
- Increases equipment effectiveness (OEE) and reliability; Reduces downtime and maintenance costs; Improves safety and product quality; Enhances employee involvement and morale.
Cons
- Requires a significant cultural shift and long-term commitment; Can be costly and time-consuming to implement fully; Requires extensive training for operators and maintenance staff.
Categories:
- Engineering, Human Resources, Lean Sigma, Manufacturing, Quality
Best for:
- Maximizing equipment effectiveness and lifespan through a comprehensive, proactive maintenance strategy involving all employees.
Takt Time
- Continuous Improvement, Just-in-Time (JIT), Lean Manufacturing, Process Optimization, Production Efficiency, Value Stream Mapping
Objective:
To synchronize the pace of production with the rate of customer demand.
How it’s used:
- Calculated as available production time divided by customer demand over a specific period. It sets the "rhythm" or "beat" at which products need to be completed to meet customer requirements.
Pros
- Ensures production is aligned with customer demand, preventing overproduction or underproduction; Helps identify bottlenecks and areas where capacity doesn't match demand; Facilitates production smoothing (heijunka).
Cons
- Requires accurate demand forecasting and stable production times; Can be challenging to apply in high-variety, low-volume environments or where demand is highly erratic; External factors can easily disrupt a takt-based system.
Categories:
- Lean Sigma, Manufacturing, Project Management
Best for:
- Matching the rate of production directly to the rate of customer demand to ensure efficient flow and resource utilization.
Swimlane Process Map
- Business Process Reengineering (BPR), Continuous Improvement, Cross-Functional Collaboration, Lean Manufacturing, Process Improvement, Process Mapping, Process Optimization, Quality Assurance, Quality Management
Objective:
To depict a process flow, clearly delineating the responsibilities and handoffs between different departments, roles, or systems.
How it’s used:
- A type of flowchart that organizes process steps into parallel "lanes," with each lane representing a specific actor or functional area. This visualizes who does what and where interactions occur.
Pros
- Clearly shows roles, responsibilities, and handoffs; Helps identify bottlenecks, redundancies, and communication gaps between groups; Improves clarity and understanding of complex processes involving multiple stakeholders.
Cons
- Can become cluttered if there are too many lanes or complex interactions; May require significant effort to create and maintain, especially for rapidly changing processes; Focus is primarily on "who" and "what," less on "how well."
Categories:
- Human Resources, Manufacturing, Problem Solving, Product Design, Project Management
Best for:
- Clearly illustrating how a process flows across different functional areas or roles, highlighting responsibilities and interactions.
Standardized Work
- Continuous Improvement, Kaizen, Lean Manufacturing, Lean Production, Process Improvement, Quality Control, Quality Management, Training
Objective:
To establish the most efficient, safe, and consistent method for performing a task or process, ensuring predictable and high-quality outcomes.
How it’s used:
- Involves documenting the precise sequence of operations, takt time, standard work-in-process, and safety precautions for a job. This documented standard becomes the baseline for continuous improvement and training.
Pros
- Ensures consistency and reduces variability in processes; Improves quality, productivity, and safety; Provides a basis for training and auditing; Facilitates problem identification and kaizen (continuous improvement).
Cons
- Can be perceived as rigid or stifling creativity if not implemented with a continuous improvement mindset; Requires effort to develop and maintain standards, especially in dynamic environments; Initial resistance from operators accustomed to their own methods is possible.
Categories:
- Human Resources, Lean Sigma, Manufacturing, Quality
Best for:
- Establishing and maintaining the best-known way to perform a task to ensure consistency, quality, and a foundation for improvement.
Stakeholder Analysis
- Agile Methodology, Change Management, Continuous Improvement, Project Management, Risk Management, Teamwork, User-Centered Design
Objective:
To identify all individuals, groups, or organizations that can affect or be affected by a project or initiative, and to understand their interests, expectations, and influence.
How it’s used:
- Involves listing all potential stakeholders, assessing their power, interest, and potential impact on the project, and planning how to engage and manage them effectively.
Pros
- Helps ensure all relevant parties are considered; Improves communication and engagement strategies; Can identify potential risks and support for the project; Facilitates smoother project execution by managing expectations.
Cons
- Can be time-consuming, especially for large projects with many stakeholders; Information gathered can be subjective; Stakeholder positions and influence can change over time, requiring ongoing analysis.
Categories:
- Customers & Marketing, Human Resources, Project Management, Risk Management
Best for:
- Identifying key people and groups related to a project and developing strategies to manage their expectations and involvement effectively.
Spaghetti Diagram
- Continuous Improvement, Design for Sustainability, Efficiency, Ergonomics, Lean Manufacturing, Process Improvement, Process Mapping, Value Stream Mapping, Waste Reduction
Objective:
To visualize the physical flow of people, materials, or information within a workspace or process to identify and reduce wasted motion and transportation.
How it’s used:
- A continuous line drawing on a floor plan or process map that traces the path of an item or person. The resulting web of lines (resembling spaghetti) highlights inefficiencies like excessive travel distances, backtracking, and unnecessary movements.
Pros
- Simple and visual way to identify wasted motion; Facilitates communication about process inefficiencies; Helps in designing more efficient layouts; Engages employees in process improvement.
Cons
- Can be time-consuming to create for complex processes or multiple items/people; Primarily focuses on physical movement, may not capture other types of waste; Accuracy depends on careful observation.
Categories:
- Ergonomics, Lean Sigma, Manufacturing, Problem Solving
Best for:
- Identifying and eliminating wasted movement and transportation by visually mapping the path taken by products, materials, or people.
Six Big Losses
- Continuous Improvement, Lean Manufacturing, Maintenance, Overall Equipment Effectiveness (OEE), Problem Solving Techniques, Process Improvement, Productivity, Root Cause Analysis, Six Sigma
Objective:
To categorize and provide a framework for understanding and eliminating the most common causes of productivity loss in manufacturing.
How it’s used:
- A key concept in Total Productive Maintenance (TPM), these are: Breakdowns, Setup and Adjustment Losses, Small Stops (Idling and Minor Stoppages), Reduced Speed, Startup Rejects (Defects in Process), and Production Rejects (Rework and Scrap).
Pros
- Provides a structured way to identify and prioritize OEE (Overall Equipment Effectiveness) improvements; Helps focus efforts on critical areas of equipment-related waste; Encourages a systematic approach to problem-solving.
Cons
- Primarily focused on equipment-related losses, may not cover all sources of inefficiency in a broader business context; Requires accurate data collection to quantify losses effectively.
Categories:
- Lean Sigma, Manufacturing, Problem Solving, Quality
Best for:
- Systematically identifying and tackling the primary causes of equipment-based productivity loss to improve Overall Equipment Effectiveness (OEE).
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