GEMBA tested the Agile Stage-Gate model on three companies within high-end microphones, radar systems and convenience foods.
Companies developed new hardware/physical products organised in dedicated scrum teams, working in sprints and iterations with stakeholders and customers. And within a light and lean stage-gate model to allow for management’ evaluation of progress and resource allocation.
We trained teams in each company in agile and stage-gate methods, coached them during the first sprints and evaluated projects after 9 months.
Results were significant: A minimum of 20 percent reduction in development time – and this is just the first time the teams used the agile methods, so potentials for further reductions. Products are expected to have higher success rates (based on positive customer feedback of early versions). All companies reported they now have a more transparent and clear innovation process.
Find paper (in Danish) here .
If interested in knowing more about using agile development methods in manufacturing, pls. contact Partner Tomas Vedsmand at email@example.com