Presentation on theme: "Y.D. - Juin 2001... « Why change ? when the rate of change outside the organization exceeds the rate of change within, the end is in sight !...» Jack Welsh."— Presentation transcript:
Y.D. - Juin 2001... « Why change ? when the rate of change outside the organization exceeds the rate of change within, the end is in sight !...» Jack Welsh C.E.O Général Electric
Y.D. - Juin 2001 n More content :– Safety (airbags, ABS, tensioners...) – Comfort (A.C., assistances,...) – Chassis (monitoring systems) – Communication systems – Environment friendly n More quality : a must Customer satisfaction Customer intimacy Customer owning corporation n Quicker time to market : the quicker, the winner n Less cost : car expenses are capped by clients total income Mandatory Breakthrough
Y.D. - Juin 2001 Total investment – 35% Time to market – 35% Variable cost for same deliverables– 30% + several innovative features
Y.D. - Juin 2001 n Creativity : Capacity to imagine new concepts. n Invention : Imagine new innovative features. n Innovation : Market a new concept in an established feature. Invention is part of the innovation process, an idea described clearly, a matured concept. Innovation is risky, and impacts directly the current processes.
Y.D. - Juin 2001 Be creative in : n Product and Services : avoid (me-too) marketing. n Organizations: clarity and efficiency of organization are distinct concepts. n Tools: no new organization without new tools. The model should not try to surpass the reality. "When you have only a hammer as a tool, you see all your problems as nails" « Quand on a comme outil qu’un marteau, on voit tous ses problèmes comme des clous. »
Y.D. - Juin 2001 n The copy-machine for creating projets does not work anymore. n Shift from the one shot rocket to cruise-missile. Need for performance breakthrough Innovation for survival A project organisation able to pilot in an unknown environment
Y.D. - Juin 2001 "Putting together optimized sub-assemblies does not make an optimized assembly". (Bellmann theorem)
Y.D. - Juin 2001 n Manage the merging : – Decide only what is necessary – Reduce what is left to be done – Pull system – Measurements n Living with complexity : – Manage design inside complexity – Manage non-determinism - Simplify without reducing (KISS) n Systematic empowerment : – "Shared" rules – Split into units – Decide at the lowest level possible The project is a global responsibility
Y.D. - Juin 2001 n Management by stress : – The impossible target : n Mandatory quality requirements n Design to cost n «Fast track» – Everything else is negotiable n Cross-functionality : – Common and shared target across all functions – Project platform – Physical objects and locations – Cultural mixing « Who knows only England, does not know England » (Rudyard Kipling)
n Simplify :In a complex environment, systematic search for perfection leads certainly to mistake. n Federate: Cross-functional optimization = extended company (including suppliers and clients). n Manage confrontation : non-confronting leads to failure. A single driver : client satisfaction. The project : a place for confrontation with a single constraint, the result
Y.D. - Juin 2001 If you set your mind to achieve the impossible,... You achieve the impossible ! Victor Rice CEO Lucas-Varity
Y.D. - Juin 2001 We have already seen people targeting excellence and obtaining mediocrity, but we have never seen it the other way !
Y.D. - Juin 2001 There are more men building walls than building bridges (Chinese proverb)
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