If trial and error doesn’t work right away, fix your process problem with a Statistical Engineering plan. The quick and lasting success of your plan will seem compelling to you and to third parties. more ….
If the first approach of trial and error fails, then immediately switch to the planned product optimization by Statistical Engineering. The quick and sustainable success of the plan will seem compelling to you and third parties. more ….
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