Sven

Sven

  • Over 10 years of indu­stry and consul­ting expe­ri­ence in the fields of deve­lop­ment and produc­tion in the auto­mo­bile indu­stry
  • Focus: Electrics/electronics, incl. soft­ware, processes, trans­for­ma­tion (speci­fi­cally func­tion-oriented deve­lop­ment)
  • Hobby-sailor and a fan of good food

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The client’s chal­lenge

  • A leading auto­mo­bile manu­fac­turer in the mass-produc­tion and premium segment with several brand deve­lop­ment sites in Germany and other loca­tions is facing the chal­lenge of prepa­ring and adapting its deve­lop­ment processes, curr­ently orien­tated and opera­ting on a decen­tra­lised basis, to new, partly-shared customer, product, and tech­no­logy requi­re­ments. These include, for example, feature enhan­ce­ments and auto­mated driving.
  • The task of the project lies in obser­ving the four pillars – processes, methods, IT tools, and orga­ni­sa­tion – under the influ­ence of a market and compe­ti­tive envi­ron­ment that has changed due to, among other things, digi­ti­sa­tion. It also aims to devise necessary stan­dar­disa­tion for the deve­lop­ment processes while simul­ta­neously preser­ving brand indi­vi­dua­lity to the grea­test possible extent.
  • The goal is to devise a foun­da­tion for a deve­lop­mental system that can be applied across all loca­tions, crea­ting a basis for flexible mano­eu­vring of new market requi­re­ments while ancho­ring binding quality features, e.g. main­tai­ning process stan­dards.
  • At the same time, the distinct self-concep­tion of the hete­ro­ge­neous orga­ni­sa­tions involved that has evolved as the result of diffe­rent brand iden­ti­ties and regional distance must be taken into cons­i­de­ra­tion.
  • Inno­va­tive approach

    • On the basis of new chal­lenges, crea­ting awareness of changes that need to be made in involved and related depart­ments in a targeted way
      1. > Poin­ting out ever-present weak­nesses in processes and methods, e.g. those caused in part by a lack of binding demands in the comple­tion of requi­re­ments manage­ment, thereby leading to redun­dant efforts as a result of prolonged parallel work
        > Showing best-prac­tice examples and inno­va­tive solu­tion approa­ches used by other indu­stries and compa­nies when dealing with the chal­lenges of digi­ti­sa­tion, e.g. sepa­ra­ting hard­ware and soft­ware deve­lop­ment to reduce the time-to-market for tech­ni­cally complex consumer end products like the iPhone
    • Inten­sive work­shops with parti­ci­pants from diffe­rent loca­tions to quickly collect and arrange addi­tional iden­ti­fied findings along the four pillars (at most 2 weeks) and a work­shop staging for elimi­na­ting a poten­tial “silo menta­lity” in hete­ro­ge­neous orga­ni­sa­tions, e.g. by depic­ting similar problems and chal­lenges.
    • Comple­ting a common overall picture of necessary changes to the current deve­lop­ment process:
      1. > Making problems visible that were caused by the previous decen­tra­lised approach used in deve­lop­ment work (graphic visua­li­sa­tion of common problem areas)
        > Iden­ti­fying short-term measures, e.g. giving middle-manage­ment employees greater deci­sion-making autho­rity (deci­sions are made by those with the necessary specia­list exper­tise)

      Impact and results

    • Obser­ving deve­lop­mental systems in the four pillars allows for similar problems within hete­ro­ge­neous orga­ni­sa­tions to become trans­pa­rent. These can be syste­ma­ti­cally elimi­nated by taking inno­va­tive indu­stry approa­ches and best prac­tices into cons­i­de­ra­tion.
    • The success of the process syste­ma­tics deve­loped is measured using adequate, parallel pilot testing as well as a subse­quent, binding incorpo­ra­tion into serial processes. A central autho­rity for speci­fi­ca­tions and result trans­pa­r­ency is crucial for this.
    • Preli­mi­nary results: quan­ti­ta­tively, pilot testing resulted in a higher process stabi­lity, among other things, e.g. by redu­cing milestone delays by days and quali­ta­tively by releasing previously redun­dant, tied-up resources for brand-specific diffe­ren­tia­tions.
Sven

Sven

  • Over 10 years of indu­stry and consul­ting expe­ri­ence in the fields of deve­lop­ment and produc­tion in the auto­mo­bile indu­stry
  • Focus: Electrics/electronics, incl. soft­ware, processes, trans­for­ma­tion (speci­fi­cally func­tion-oriented deve­lop­ment)
  • Hobby-sailor and a fan of good food

Want to get to know Sven?

Get in contact

Still curious?
There is more to see here:

All impulses