Reading through the philosophy driving the Brabham Automotive group, parallels can be drawn between how they challenged themselves to build the world’s most track-focused hypercar and the business improvement methodology Lean.
Specific parallels include that they:
– Set an audacious stretch goal
– Continually challenged the status quo
– Understood what was “value add” and what wasn’t
– Sought to balance the various performance criteria, and
– Put in effort where it would make the biggest difference
Also akin to the Lean philosophy, any car part weighing more than 13 grams was “pressure tested” against the following scorecard:
– Can it be lighter?
– Can it be manufactured out of a different material?
– Is the material being utilised in its primary function?
– Can it be manufactured in-house with the same outcome, but with a smarter process to achieve the same or better functionality?
– Can a single part be used for more than one function?
You can read more about the development of Brabham BT62 here: https://lnkd.in/gmSEtJv