In 1997, the National Center for Manufacturing Science (NCMS) commissioned a study of the best practices worldwide. In that study, to the surprise of many of the participants, they found that almost all the companies doing the same things (by different names) and were getting the same results (roughly where the red diamonds are). In the following decade, companies have instituted numerous improvement efforts... and made notable improvements (blue diamonds)... but those pale in comparison to what's possible (green diamonds). How do we know that's possible?
That 1997 study did find one exception... one company that seemed to do everything distinctly different than the "best practices" that others were working towards... and with dramatically different results. Those green diamonds are also where Toyota was in 1997.
Set-Based Thinking™, inspired by the Toyota Product Development System, directly addresses all of the above by making the knowledge and the knowledge gaps visible very early, before decisions are made, such that those gaps can be filled such that when those decisions are made, the team can confidently declare "success is assured". There will be no need for design loopbacks... and thus no major schedule interruptions. By making their knowledge visible to product development, operations can ensure that the designs that come to them will satisfy their needs. And not only does that visible knowledge ensure success for the current project, its concrete usable form also makes it reusable on later projects.