How Agile can transform manufacturing: the case of Wikispeed

Abstract

Purpose

The purpose of this paper is to examine the views of the author, who has written extensively on the management tools needed for continuous innovation, and who believes that an Agile management process methodology that has revolutionized software development, has the potential to transform manufacturing.

Design/methodology/approach

The paper offers a glimpse of what Agile manufacturing will look like from the experience of Wikispeed, a California C‐Corporation that in three months developed a functional road‐safety‐legal automobile prototype able to travel 100 miles per gallon.

Findings

At Wikispeed as in Agile software development, work proceeds by trying to identify what customers want, defining those wants in terms of precisely articulated tests, prioritizing which tests are to be worked on, working in short cycles to deliver features or products that meet the tests, finding out from customers whether that's what they really want, and then continuing the cycle once again.

Research limitations/implications

The Wikispeed case is reported on.

Practical implications

In the Agile process, self‐organizing teams work in short cycles called “sprints” and develop the features and products in a series of projects or modules to facilitate rapid, customer‐valued innovation.

Originality/value

With Agile, the work of project teams enables a firm's product to continuously evolve in the light of the experience they gain and through customer feedback.

Citation

Denning, S. (2012), "How Agile can transform manufacturing: the case of Wikispeed", Strategy & Leadership, Vol. 40 No. 6, pp. 22-28. https://doi.org/10.1108/10878571211278859