How to organize the R&D of a market leader for a promising technology leap? more ….
Tricky process problems are like diamonds: very robust, very old and very expensive. They resist pragmatic problem solving in product engineering and production because of repeated erroneous assumptions about the root causes. The good and highly significant message: Planned problem … Continued
Tricky product problems are often sticky and chewy like chewing gum: Whatever you do, you can not get rid of them. In practice, they survive because the method of trial and error has repeatedly failed, both in product engineering and … Continued
Tricky process problems are often like diamonds: They are very sturdy and very expensive. In practice, they survive because conventional problem solving has failed both in product engineering and in production. The good, highly significant news: Using Statistical Engineering, tricky … Continued
In the network of business units, synergistic shifts of R&D services often fail, unless the CEO personally decides in individual cases. A sustainably implemented development cost reduction requires transparency of costs, services, and KPIs. more ….
The R&D of a market leader not only has to be more efficient, but also reorganized, in order to master a technology leap while maintaining the R&D quota. Both together require a strong CTO targeting at constant innovation success. more … Continued
A R&D network of divisions can compensate for higher R&D costs. The resulting increase in R&D productivity is economically more attractive than eliminating R&D projects or increasing efficiency within divisions, which often compromises R&D quality. more ….
Tricky product problems are often sticky and chewy like chewing gum: Whatever you do, you can not get rid of them. In practice, they survive because conventional problem solving has repeatedly failed, both in product engineering and in production. The … Continued
Technology leaps require more one-time costs. As a first reaction, R&D demands more budget, but does not get it that way and yet retains much of its previous development tasks. So it gradually taps into the R&D cost trap. Its … Continued
Stretching of product development increases costs. Accelerating lowers costs, right? Wrong! more ….