| A
core competency of the MG Taylor ValueWeb is
the integration of the Design, Build, Use process.
This has been the case since our beginning. |
| This
exercise is done in rapid iterations - it is more
than rapid prototyping or lean production - it is lean creation. |
| On
one hand, we formulate a THERE from which
we “get” in all the work we do; on the
other, we do not build until we have customers/users
in mind - we always develop for specific projects
and applications. |
| In
1997, we built the Cambridge KnOwhere Store in 30
days over the Christmas and New Year Holidays.This
was the complete process design through first
use. The project proceeded from a raw open concrete-to-concrete
space (that had been a jam factory) to a completely
finished envionment. It was the second allpication
of our armature concepts and the first where we started
the development of manufactured armature components.
To date, this has been our most successful buildout
of a space in terms of the time, cost, quality, economic
return equation. |
| Our
core thrust is work process • technology • environment integration
[link]. |
|
MG
Taylor 1982 Annual Report Cover |
| The
diagram illustrates our vision of how these processes
are integrated into one seamless system of work.
This is the THERE [link] we have bringing to every opportunity. |
| All
of the tools shown in this diagram now exist at reasonable
cost except the very large read-write Radiant Walls.
It is now possible to make this functionality a part
of the everyday work environment. |
| In
April, this year (1999), I worked with Bill
Stumpt [password
protected link] to
develop some future-focused
ideas for Herman Miller [password
protected link].
This was a space for the HM senior leadership and
their KnowledgeWorker support
Team. Customers and clients also have access to
this environment. The idea was for the leadership
to work here as a team, as well as, each having work
environments
back in their individual functional areas. |
All
this called for RemoteCollaboration and RemotePresence [link].
It assumed an intense mobile multimedia capability.
|
| The
unit shown below is an AI WorkWall with embedded
computer, video conferencing, multimedia editing
and Hypertext web publishing. It is designed to move
to where it is required (eliminating the need for
a specialized room) and to be wireless except for
power. |
|
 |
Design
for Herman Miller Workspace - April, 1999
This
was the first sketch of the MagicWindow concept.
link |
|
| As
I developed this concept on the Herman Miller drawing
I called Bill Blackburn of AI and we decided that
the time had come to build the unit. We discussed
the project during our August DesignSession and again
at Glasgow [link].
By that time it was on the MG Taylor “End Game” AndMap as
BM - 103. We decided that for a number of strategic
reasons we had to make the commitment. |
|
The
Start of a 30 Day Process |
| On
October 15th. Bill Blackburn put out his specification
and the ValueWeb sprang into action. This is when
things got truly interesting. Up to this point the
idea was a concept - although it was tied to our
overall design strategy and IP [link] it now had to be translated in to a specific product
with a brand image. |
| Bill’s
communication went out to Paul Lyons in Mexico, our
Glasgow shop and to Eric Gibson and Sean Gosine of
Proximal Networks in Boulder, Colorado. Bill’s sketch
established the basic configuration. |
| By
October 22 when the AI team arrived in Palo Alto
for a design review of our new
products [link], Paul had his concept drawing
in hand. In the mean time Eric and Sean were developing
solutions
to the technical challenges. |
|
Paul
Lyons Concept Drawing - October 1999 |
| Pat
Gibson took the role of venture capitalist and on
November 2nd Paul, Eric and Sean arrived at the Glasgow
shop. A rapid
prototyping process [link] began which involved
establishing final details (for this iteration),
electronic options
and fabrication processes. The piece was fabricated
by Wednesday the 10th and taken to Boulder by Eric
and Sean were it was fitted with more electronics.
They then drove it to Palo Alto where is arrived
mid day on Saturday the 13th. |
| Saturday
@KnOwhere as the equipment was being installed
in MagicWindow. |
|
 |
| The
Glasgow of the project was the most critical and
the most fun. Many, many judgments involving function,
cost, aesthetics, manufacturablity, durability, marketability
all had to be made in concert. |
| If “planned,” and
controlled by an army of managers it takes months
and great amounts of money to get through this phase.
Instead, a small Team drives an iteration of the
work through a complete cycle of the creative
process [link].
The necessary skill is to make good engineering tradeoffs
and not compromises. In
our
case, the iteration had to be good enough to demonstrate
the functionality were were after and complete
enough so that we learned what is necessary to
go to production with the next one. |
| In
the mean time, working virtually with Mike Bernarek,
our IP attorney, the Team, Bill, Pat and myself got
the Patent filed. |
| In
the mean time, working virtually with Mike Bernarek,
our IP attorney, the Team, Bill, Pat and myself got
the Patent filed. |
| While
the truck was in route with the prototype, Bill Blackburn
was showing drawings and pictures to clients and
starting the process of getting their individual
technology specifications. One of the better features
of MagicWindow is that the technology make up can
be about anything a user requires. |
| The
task at Palo Alto is, as I am writing this (November
15, 1999), to get the whole thing put together by
the time the KnOwhere Store DesignShop event starts.
MagicWindow
will be working this event delivering value to the
participants. |
 |
Monday
@ KnOwhere 2 hours before start of the knOwhere
DesignShop.
Our
first attempt to embedd technology into our
WorkFurniture. |
|
|
| In
the early 60s [link],
in New York [link],
I developed the design/build process that has became
known as FasTracking. This is a dangerous
process. On one hand, it can produce spectacular
results cutting
up to 40% of the cost and more than half the time
of a project. On the other hand, if it gets away
from you, the mess can be unbelievable. |
| I
perfected the method nearly 10 years later in the
swimming pool industry where I had the opportunity
to participate in high volume construction over a
multi-year period. This is an other story [link].
What was learned, however, is important here: design/build
in not enough. Design•Build•Use is necessary
and it has to involve an entire ValueWeb [link] to
be a stable system [link].
The risks have
to be taken together and the rewards have
to be shared together. The 4
Step Recreation [link] Model is key to success.
It is this awareness and attitude that make rapid
iterations
work. Without these feedback loops in place, the
whole thing can spin out of control. |
| Building
an organization that can do the lean
creation [link] processes
is a critical core competency of any 21st Century
enterprise. This can
only be
done well at the level of the enterprise’s ValueWeb
- it cannot happen with a sufficient level of complexity
inside the “skin” of any business or government
- perhaps not even inside any Nation [link]. |
| “Supply
Chain Management” as it is understood and practiced
today is too linear and simple to do more than improve
what is already a broken system. It is a start but
it will not provide consistent breakthrough. |
| The lean
creation process is a system [link] of
work (supported by an integrated suite [link] of
technology tools, work processes and environment)
with all the Stackholder interests aligned. It
proceeds through a series of time and resource
constrained
rapid iterations of design, build use -
each producing useful products that rapidly lead
to even more useful products . |
| No
matter a product or a service; high volume or custom;
simple of sophisticated; this method of making things
is impossible to beat. Not only the product is refined
- the process, and organization that builds, is improved.
Time and costs go down, quality up. The entire ValueWeb
profits. Creativity soars and work become fun again.
With an eye out for the larger system impacts, sustainability
becomes possible. Lean methods require an
intelligent mix of technology and craft. Art and
technique coexist. The human face of business returns
and the competition becomes one between goods not
people and organizations. The striving is for excellence
not dominance and narrow financial profits alone.
This is a different view of work and business than
our present reality is made of. This is a vision
of work worth working for. |
|
Matt
Taylor
Palo Alto
November 15, 1999
SolutionBox
voice of this document:
VISION • STRATEGY • SCHEMATIC
|
|
|
posted:
November 15, 1999
revised:
July 12, 2003
• 19991115.239762.mt • 19991205.112266.mt •
• 20030712.000890.mt •
note:
this document is 99% finished
Copyright© Matt
Taylor 1999, 2003
Matt
Taylor 615 525 7053
me@matttaylor.com
IP
Statement and Policy
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