ROI lean development approach

When networking in product development increases, so does overhead. A faulty definition of product requirements, an over-engineering of product design, and the burgeoning number of coordination meetings during the course of a project are all typical examples of waste. ROI’s consulting experiences show that core development activities often make up less than 30% of total efforts.

Toyota as a model for European companies?

Toyota’s success is attributable to, among other things, the Toyota Production System (TPS), which is rigorously oriented toward benefits for the customer and puts employees at the forefront. However, TPS is not easily replicable, since European companies and their products are different. Its strengths lie in a high capacity for innovation and the constant drive to implement the customer's desires perfectly. This leads to a highly innovative but also extremely broad and high-priced range of products.  

The proper route to lean development consists of adapting best practices to the requirements of European companies and augmenting them. The basic prerequisites to lean development are an explicit development strategy, clear product structuring, and a coordinated project portfolio.

On this basis, lean processes and a lean organization can be put into effect through the targeted application of methods and tools. As with TPS, the ROI approach centers on experienced, qualified, and motivated employees.

ROI Consulting has extensive experience in implementing lean development in a variety of sectors.