Do your customer management and core processes use best Research and Development practices ?

Specific analyses when used for evaluation

An assessment against best practices

• Each question is an assessment of a practice against the best practice identified by our experts
• The result allows immediate visualization with a score from 0 to 100, 100 being the best practice score; this regardless of the question format



A normative evaluation

For each best practice, the question is very precise and the choices of answers are almost systematically standardized to facilitate evaluation and especially to avoid subjectivity

Some evaluations use a standard derived from the CMMI, others use a specific Wevalgo standard. Depending on practice, the evaluation criteria used are, for example:

• quality and completeness of application
• clarity of roles and responsibilities
• ownership by people and effective level of use
• formalisation and level of detail



A synthetic and detailed structured evaluation

• The evaluation model is structured in a 'Pyramidal' way to provide both a synthetic and detailed analysis
• There are four levels of consolidation; individual practice (question), sub-category, category, general total




« Lean development» Evaluation 

Our whole model fully embeds the Lean principles; we have adapted the manufacturing Lean principles to Research, Development or Engineering as illustrated below

Even if « Lean Development» is almost everywhere in our model and best practices, the questions with the most practical Lean practices are tagged so that the result report displays how this First Level of Lean is implemented.

 

Lean waste	Our adaptation to Research, Development or Engineering
Defects	Misunderstood or unclear requirements, innefective design reviews, poor usage of technical processes or development stage-gates
Overproduction	Unnecessary requirements or design features, lack of standards, misalignment between new technologies and product or project requirements
Transportation	Unnecessary movement of people or information: inappropriate engineers location, project handovers
Waiting	Waiting for decision, ineffective planning
Inventory	Activities or expensive materials orders performed too much ahead due to ineffective plannings or resource allocation
Motion	Unnecessary activities to perform work: informal, unstructured, not integrated or duplicated data; unfit supporting tools
Over processing	Unnecessary validations, complex design or tests, too many reports
Skills & “brain waste”	Poor competence management and allocation, lack of training, lack of learning loops

 



Wevalgo organisation model

The evaluation defines the actionable drivers for the identified improvements enabling concret action plan definition:

• Leadership & People: leadership capabilities, competences, social climate and values
• Strategy & assets: organisation strategy, technology, tangible and intangible assets
• Organisation: organisational structure, roles and responsibilities
• Steering: decision making, actions and performance indicators management
• Process: process, operating procedures and rules definition
• Tools: decision making tools, process support tools, software applications
• Implementation: effective implementation of strategy, organisation, steering, processes and tools