Organize technology leap of a market leader
How to organize the R&D of a market leader for a promising technology leap? more ….
Solve tricky process problems quickly and sustainably
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
Solve tricky product problems quickly and sustainably
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
Solve tricky process problems quickly and sustainably
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
Cost and performance transparency in the R&D network
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 ….
R&D organization for technology leap
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
Cost-effective R&D network
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 ….
Solve tricky product problems quickly and sustainably
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
R&D cost trap technology leap
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
Schedule changes cost
Stretching of product development increases costs. Accelerating lowers costs, right? Wrong! more ….