Text |Xie Zuqi.
Edit |Three-Body Problem.
Many Chinese companies dream of success and continue to innovate, but how to achieve innovation is still difficult.
Many Chinese companies are familiar with Toyota's lean production model. However, as Toyota President Yoshiaki Watanabe said, "The Toyota model is a spirit of continuous improvement and an emphasis on continuous innovation. This spirit has long permeated all levels of Toyota, not just production. ”
Toyota has spent 60 years perfecting its R&D system, but your company won't have to wait that long, and the key is to learn from Toyota's agile and hugely successful product development system in your own innovation process.
Toyota's product development is 6 elements
We found that there are 6 key factors to Toyota's successful product development process:
Organizational structure. Toyota's R&D team works closely with the project and the functional organization, with the chief engineer responsible for the design of the entire program. At the same time, the department manager is responsible for the engineering team of different functions. While the Principal Engineer is responsible for the success of the project, he does not directly manage the functional engineers. Toyota relies not on a position of authority, but on culture.
Development process. Each project has a customer-specific development timeline that includes parallel development and early system integration testing and joint commissioning. Through strict operation organization and management, Toyota can develop in parallel, so that the scheme design and function development can be adapted to each other and have a certain degree of flexibility.
Scale your enterprise. In Toyota's R&D system, some of the world's leading companies with good financial performance are its partners.
Holistic learning. Toyota is keen to take from its employees and share their knowledge and experience in it. Companies systematically acquire knowledge and integrate it into the system so that everyone can use it.
Employee development. At Toyota, manufacturing products originates directly from the manufacturer. They respect the best people with skills or functions, and they develop them in every possible way, part of which is the mentorship system.
Culture. Toyota's success in product development ultimately depends on the company's strong culture, which is epitomized by some of the company's core values such as personal responsibility, continuous improvement, collaboration, and eliminating waste.
How to innovate
What is your product development model?
Start by designing a more flexible and value-based approach to R&D, and then develop a multi-year plan that incorporates all of these factors. Product development process changes can include:
Reflect on your goals. The first step in the R&D revolution is to focus on customer value and involve the top leaders of product development. At the same time, consider renovating your own **chain relationship.
Cultivating core talents. It is to rethink how to train engineers and technicians, and the entire process of product development should be involved from the lowest level to the top. Think about your people development strategy with a balance between a focus on developing professional competence over the long term and a focus on providing a broad range of experiences.
Cultivating engineers in the style of a principal engineer. That is, top-level engineering skills, business experience and management skills. Balance the tension between function and product, and strike a balance between maintaining unique product characteristics and enabling mass production and cost reduction. This requires two types of people, one is the lead engineer of the project and the other is the lead engineer of the feature team.
Knowledge training. A "critical event-driven" rather than a "process-driven" approach should be used in product development, and the same should be true for training. At the same time, an effective knowledge accumulation process is designed to take into account the human factor. Slowly develop a flexible corporate attitude towards risk, emphasizing that people should be responsible for results, not processes, in order to maintain a certain degree of flexibility.
The most important task is to identify a value-based goal. In short, Chinese enterprises should not be in a hurry in terms of innovation, and must start from the whole and make breakthroughs through continuous subtlety.
Disclaimer. We respect the hard work of every original creator, and **indicate the author of the article**. If you have any copyright issues, please contact us. We will deal with it as soon as possible.