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Prompt decision: prompt decision mechanism

In product development, it is essential to set the initial concept.


In product development, it is essential to set the initial concept.


In set-based development, they seem to be able to improve efficiency by considering many alternatives at the conceptual stage and delaying decision making.


I do not think so.


I want the project members to speed up the evaluation of their achievements as to whether or not the part they developed was good in the light of the concept.

Or, I'm wondering if I can take the next step.


I do not think so.


I want the project members to speed up the evaluation of their achievements as to whether or not the part they developed was good in the light of the concept.

Or, I'm wondering if I can take the next step.



For example, there is a struggle for space inside a car door.

It's a bit exaggerated, but in the space between the outer panel of the door and the lining (door trim), more parts are placed than you can imagine, such as window regulators and speakers.


The designers of window regulators and speakers are different people.

It would be nice if both parties had a discussion and the placement plan was successful, but what should I do when the claims of both parties conflict?


The product manager will appear there. It is the chief engineer who listens to the opinions of both parties and decides what kind of place to go based on the initial concept.


The chief engineer puts the concept together with customer satisfaction first, so we always think about overall optimization and make decisions from that perspective.


In making such a decision, if you make an appointment with the chief engineer, set up a meeting room, gather as many people as possible, and hold a countermeasure meeting, the lead time for product development will increase steadily.

In the meantime, considering the person-hours of the people involved, the situation becomes highly inefficient. Therefore, this method is, so to say, set-based development.


If it's a large room

Since the people involved are in the same room, the problem brought in by the speaker designer can be decided by the chief engineer at the standpoint, and the chief engineer can hear what the window regulator designer says on the spot. Policy goes down.


For example, if you considered a new technology as shown in the concept but did not get the expected performance. Then, if there are several alternatives, you will have to choose from them.


The new technology weaved into the concept is the centrepiece of the product. If you have an alternative, you may end up giving it up.


However, the concept is the "ideal" at that stage.

Problem-solving comes into play.


The gap between "what we should be" and "what we know (what we can do)" is the issue.

We will crush the cause of the gap with "why why".

"Why why" is also active on the left front line of technological development.


Regular "why why" training comes to life here.

A workplace culture where bosses, subordinates, seniors and juniors, and colleagues regularly collide with each other and solve problems is a great force.


There are specialists in the organization. Ask him about this area! There should be a person who says.

If one organization cannot solve the problem, we will borrow the wisdom of experts.

Other organizations also use "why why" regularly to understand immediately.

In this way, all the members participate in gathering the publicity, overcoming the wall, and producing products that are more than the concept, as planned.

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