In almost all innovation-driven industrial companies, research and development (R&D) is an area of outstanding strategic importance. This is where the values that determine long-term profitability, competitive differentiation and crisis resistance are created. At the same time, the R&D process harbours enormous risks: failed developments, time losses, coordination problems and lack of transparency, inadequate cooperation with partners in the value chain and quality problems can bring even global corporations into difficulties. The relevance, but also the structural, organisational and cultural characteristics as well as the high complexity of R&D activities, therefore require a cautious and sound approach.
ROI supports companies in designing lean and effective research and development systems with a pragmatic, multidisciplinary and content-based approach. With practice-proven approaches, methods and instruments, we are able to quickly identify potentials and formulate improvement measures: whether it’s to save development and product costs, reduce throughput times in development or increase product quality. In doing so, we accompany the entire process from conception via piloting to the roll-out of R&D systems or customisation programmes. Our range of research & development services includes:
- Strategy: R&D strategy, product strategy, technology strategy, global R&D footprint
- Engineering: Excellence models, lean development, innovation management, product development process (PDP), industrialisation, supplier integration, product life cycle management (PLM)
- R&D organisation: Agile development, multi-project management, platform management, product management
- Product: Product portfolio management, complexity management, variant management, standardisation, cost engineering, value analysis (VAVE)
- Digitisation: Industry 4.0 maturity scan, Industry 4.0 benchmarking, Industry 4.0 strategy roadmap, development of smart products
Transformation through the development of smart products
A strong development team had solid successes with a manufacturer of household appliances. But now customers want to network kitchen machines, refrigerators and mixers in the "Smart Home". ROI established an "I-Team" with the fresh view of "Digital Natives" and accompanied the internal change.
Product lifecycle optimization
A formula for efficiency. A shining success typically also has its drawbacks. This was the experience of a pharmaceutical group that had reached the top of its industry with an extensive portfolio of hospital and pharmaceutical products. But after experiencing growth on a global scale within its heavily decentralized organization and delivering strong balance sheets, over the years the company Lost sight of key areas like structures and process Standards. With the help of ROI, the company responded quickly, and in just nine months drew up a specific plan of action for its worldwide Product Lifecycle Management (PLM) system.
Lean development in R&D
Innovation impulses for lighting designers. The LED revolution has made many business models obsolete, while the wave of digitization and the associated technological change have increased the pace of change by a factor of X. To keep pace here, agile working methods are necessary not only in manufacturing, but also in R&D. Lean methods can prove particularly helpful - but can they be transferred 1:1 from manufacturing to development?
Agile methods in software development
The energy market is data-driven, smart solutions determine the business model. In order to stay one decisive step ahead of the competition, one thing above all is required: Mobility of thought and action. Under this premise, an energy supply company "agilised" its R&D departments, which are distributed in over 30 countries around the globe. The product and service portfolio is correspondingly internationally diversified and extensive: from intelligent electricity meters to sensor and automation technology for distribution networks to IT tools for data analysis and management, all kinds of "Smart Energy" solutions are available.
Value and Cost Engineering
Cost transformation from premium to volume provider. Mass manufacturers who expand their product portfolio into higher price segments are not uncommon. A premium manufacturer of refrigeration appliances, on the other hand, takes the opposite approach. What seems banal from a technological point of view is an enormous challenge from a cost perspective. ROI-EFESO accompanied the company in this demanding transformation project.
Game Changer Medical Device Regulation
To MDR-compliant product life cycle management in nine months. Wound plasters, care sets or surgical supplies: with a portfolio of around 40,000 articles, the company is one of the leading suppliers of medical and hygiene products. The company's own sales companies and production sites in and outside Eurapa make a significant contribution to its success.
Portfolio compass for future security
On course for growth with innovative strength and customer proximity. A medical technology manufacturer has successfully positioned itself internationally as market leader. With thousands of products, the Group offers a portfolio with many variants worldwide, thus covering a wide range of applications. However, in the innovation-driven and dynamically growing medical technology market, portfolio size alone is no guarantee of future security and growth.
Setting up product and service development for the future
The Port of Antwerp, the second largest seaport in the EU, has to face several challenges at the same time: In an increasingly competitive and unstable international market, it is always a question of ensuring further growth - while being able to respond to the growing influence of different interest groups. In addition, there were congestion problems associated with increasing traffic volumes during the time of the project. Above all, the focus was on mastering the organisation of the transformation from a linear to a circular economy.