Comments on: Inventor-itis, Not Inventory-itis http://www.leanblog.org/2008/04/inventor-itis-not-inventory-itis/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Tats http://www.leanblog.org/2008/04/inventor-itis-not-inventory-itis/#comment-3385 Tats Thu, 03 Apr 2008 23:51:00 +0000 http://leanblog.bigbigdesign.net/2008/04/inventor-itis-not-inventory-itis/#comment-3385 The key is not believing your own hype and creating a culture that is constantly challenging your relevance in the marketplace. By the way, feel free to download a copy of our book from our atomicacreative.com site. We look forward to your feedback :) The key is not believing your own hype and creating a culture that is constantly challenging your relevance in the marketplace. By the way, feel free to download a copy of our book from our atomicacreative.com site. We look forward to your feedback :)

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]]> By: Anonymous http://www.leanblog.org/2008/04/inventor-itis-not-inventory-itis/#comment-3376 Anonymous Thu, 03 Apr 2008 19:43:00 +0000 http://leanblog.bigbigdesign.net/2008/04/inventor-itis-not-inventory-itis/#comment-3376 Dell fell in love with it's direct model a bit, don't you think? Dell fell in love with it’s direct model a bit, don’t you think?

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]]> By: Andy Wagner http://www.leanblog.org/2008/04/inventor-itis-not-inventory-itis/#comment-3375 Andy Wagner Thu, 03 Apr 2008 15:03:00 +0000 http://leanblog.bigbigdesign.net/2008/04/inventor-itis-not-inventory-itis/#comment-3375 Interesting article. <br/>I would hope that the book makes the case better, but the interview really doesn't tie Toyota into this concept very well. Toyota succeeds at avoiding "inventor-itis" in two ways. First, they focus on adding value from the perspective of the customer. As the article you linked says, that means doing more up-front assessing of the customer's needs and less fauning over your own engineering prowess. <br/>Second, Toyota has a continuous improvement culture where the inventors are never satified with what they have already done. The engineers are taught never to be satisfied with their past accomplishments. Interesting article.
I would hope that the book makes the case better, but the interview really doesn’t tie Toyota into this concept very well. Toyota succeeds at avoiding “inventor-itis” in two ways. First, they focus on adding value from the perspective of the customer. As the article you linked says, that means doing more up-front assessing of the customer’s needs and less fauning over your own engineering prowess.
Second, Toyota has a continuous improvement culture where the inventors are never satified with what they have already done. The engineers are taught never to be satisfied with their past accomplishments.

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