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Polishing the process is a way to increase your organisation's value tremendously.


Work = The key to problem-solving is people and processes.


The problem-solving procedure is well-established, and the ability of enough people to run the process is significant.


The successful case of product development in a particular organization, which I introduced earlier, has been advanced by trial and error, but as a result, it has achieved great results.


As an engineer, the passionate "engineer's spirit" that "wants to create good products" became collective efficacy and gave birth to great power.



As I mentioned before, customers make contract decisions with the amount of money they say, "Is it okay to pay this price for this product?"



That is the "price that customers buy".


Stakeholders have realized that the organization's mission is to create products that satisfy our customers, minus the profits needed to survive as a company.


In other words, set goals based on the idea of ​​"cost" = "selling price"-"profit".



In product development, it is necessary to design a product at a "price that the customer will buy".



It is called a cost planning target.


The target amount is broken down for each part, and the target of each person in charge is decided.



Everyone involved understood that the cost planning target was "customer's request".


Each engineer realized that achieving costing goals and customer satisfaction was the same by increasing the level of abstraction.


What we have to do is to say that we are hungry.



Since then, product development activities have accelerated at a rapid pace.


The members were motivated to challenge the techniques they thought impossible until now actively.



A young engineer actively proposed a major structural change proposal.



This process was introduced in the previous article, but the members' intentions became one, and new ideas emerged.



The cost planning target has been achieved brilliantly, and the new mechanism developed this time has been well received by customers.



By the way, this activity has produced excellent results.



It is time to think about how to utilize this success story in the future.



This time, we made a tentative schedule and proceeded, but overall, we were able to deliver to our customers as planned.



If you need to reduce your lead time the next time you develop a product, you'll need to work on it, but it doesn't seem to be that much for now.



However, in this activity, we are sure to keep a record of how the activity's performance was against the provisional schedule.



Some processes did not go according to the tentative plan, and added some initiatives during the activity.



But this time, I have a record so that I can look back on my activities.

In addition, there is information on plans for turning P DCA.



If you apply the record of achievements to this ruler, you can see the difference and have the material for factor analysis.



By analyzing what was good and what was improved by doing this time, we can connect to the next.



For example, "In the process of coming up with ideas, we elicited positive proposals from young people."


How could this be done?



We were able to share "customer satisfaction" with everyone. ⇦ Why was it possible?

We were able to hold a study group to come up with ideas seriously. ⇦ Why was it possible?

After the study meeting, valuable ideas continued to be proposed. ⇦ Why is that?


The point of improvement, the so-called reflection item, is often clarified, but the critical success factor is that somehow the members fall asleep unconsciously.



Any organization will do up to the point of developing the process based on this success story.

However, it is customary to write down a record saying "I did this" on paper and keep it.



We will dig deeper into the success factors, leave the know-how in the way of our work, and continue to kaizen every time.



If you can do it so far, it is genuine.



That know-how is a valuable asset for this organization.

However, valuable assets are not listed on the balance sheet.



Know-how that no one can imitate will pass down within this organization.



This know-how-packed process and the wisdom of the members work together to create an excellent performance.

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