Few companies organize to walk multiple paths to re-invent themselves.
Note : if you have a quarky charm feeling of "Deja Vu", or "Synchronicity" it is under control, and you are fine.
Innovation is partly in this rapid prototyping and entanglement experience between different stories and dimensions.It is innovating on innovation illustration.
This story is 100% facts based.It describes more in details one specific lap. This is drilling Lap 3 drill.
When simulation is becoming of easier access thanks to computation power and big data eco-systems, rapid development was famous in mechanics and software industries in the era before internet era.
Objects library were innovative way to code or assemby physical devices.
Velocity is reducing the risk and exposure to gravity and effects of entropy and loss of interest.
As it is reducing drag from any gliding object or body on water.
Few companies set up the environment for individuals to re-juvinate their own process for innovation.
We interviewed a guy who experienced 18 laps race event into the innovation pool into the same company.
Some kind of initiatic workout for innovation talent development.
The company where the "pool" hosted this weird swimming workout has grown from 5 to 50 thousands employees in a matter of 2 decades. Moving from Regional to global status.From gentle river to some streamy rapids.
Although this organization is considered innovative, no official specific program has been set up for fast and furious series, meant to develop strength and frequency for innovation sprint or acceleration.
The flash interview has been inspired by the Mix Challenge.
Real field experience is analyzed as a stand-alone testimony among a chain of 18 stories.
However, smart readers will also find out a series of related hacks.
Abundant food for thoughts.
As Lap 3 is about rapid prototyping, it is interesting to note that the production of this set of stories and hack is the direct application in 2013 of what is described as an experience back in 1995.
Deja Vu, and Synchronicity again, at squared level maybe ? Some kind of power of 2,
Innovating on Innovation mirror game likely.
A recurrent quote is that the core trade basics require "5 years to learn how to float".
With few written materials in a time preceeding ISO certification programs, coulpled with a fast expanding company and individuals scopes, the guy interviewed rapidly understood that problems will come up quickly without any troubleshooting guide.
This was not about firefighting.
Young recruits were feeling like scouting on a "Terra Incognita".
Draft maps provided not representing the territory.
Many would prefer "18 holes" for a title and the story could lead through a nice golf course.
Appealing outdoor demanding exercise.Concentration and precision skills development drive.
Diversity in the landscape. Time for mind simulation and computation.
Sorry, the journey sounds quite more repetitive, breath-taking but for no gorgeous scenery.We could only save the image of some artifical pond inserting into hole 3.
Unfair trade is to switch to "Against the clock". And "bouncing back on a wall" routine.
Our recruit is describing his professional experience as a swimming workout.
Lap 3 training is about developing the capability for leaders as much as challengers to realize that innovating does not mean starting from scratch, and from the brand new squeaky clean white page, stainless blueprint or empty lab board.We do use the same lever for this special file drill as an illustration.
As swimmers do learn to accept and target ambitious goals series without the necessary resting time, for calm and efficient breath and heart pulse.
Here are the number 3 out of the 18 Questions & Answers giving details of the experience :
"In/ In" : Q3. Did your coach(es) accelerate the innovation process through rapid prototyping, simulation, and other means?
Freestyle John Linchpin : Yes, and this Lap 3 is often paired with Lap 1 stretch goal exercise. I remember at least 2 different forms of routines . The oldest one is going by the code name of "G76 WAVE", for Waterproof Armored Vehicle Exfiltration " Scary isn'it ?
Actually a genuine prototype, 60% recycled from a previous not so much blockbuster piece of equipment famous in inventories, looking like an armored shoe Box.
Not good looking animal used on the market as an out of the shelves radical design device. We are talking back in the summer of 96.
Coaches were testing new strokes in lap 3. But also testing young recruits capabilities to go faster than previous generation veterans by stepping on their shoulder to look higher and further.
Prototyping budget eventually turned into a mini-serie of over a dozen of semi-finished functional prototypes.
Another routine was even earlier experimentation : in the eyecare frame design business, costs and time to market were so sensitive we had to find a way to switch from very highly skilled craft(wo)men production of functional prototyping to parts assembly of non-functioning frames, good enough for pictures on models nice looking shootings, and parallel proof of concepts of functions elements with state of the art new components (swiss made watch movement precision...).
Shortcuts benefits experienced are :
reduction of unit costs of unique prototypes.
reduction of cost of cloned prototypes,
speeding up Time To market
allow early shootings and therefore customer involvement at proto stage on look and feel
allow earlier tests on functional elements.
allow parallel market-tests with clones, even if with different versions, giving a chance to incremental innovative proposals, but also opportunities for bold ones.
In the first real case (shoebox 1995) :
- savings on costs of prototypes of 70%
- savings on costs of 15 cloned prototypes of 30%, (18 would have made the story perfectly aligned with all our 18 laps, squares, holes and power, but the facts are that we prepared over 20 and operated 15...story-telling does not permit history facts twisting!)
- shortening Time To market by 4 months on a typical 10 to 12 months range.
- possibility to cover some Taguchi experience plan (statistical testing of multi-criteria
- 3 patents about precision measurements as outputs
In the second real case (frames collections 1990) :
- savings on costs of tooling for prototypes of 50%
- savings on costs of cloned prototypes of 20%,
- reducing Time To market by 1 months on a typical 6 months range.
The capacity of trading off perfect prototyping to multiple less good looking tests elements is not a given, especially for rigourous "no bias experience" lab rats or high precision engineers.
It is an out of the comfort zone stretch.
As much as laps repetition with short rest drives anaerobic metabolism.
But multiplicity brings additional chances to either develop resilience or to find an innovative solution.
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