R&D Performance - Mews Partners

Franck Vigilant

Partner | CentraleSupelec

Gilles Cyprès

Associate Partner | Mines ParisTech

Guillaume Galès

Senior Manager | ENSMA / ESCP Europe

“The exponential complexity, the imperative of speed and the rise of digital technologies require a review of the way to innovate.”

Franck Vigilant

Partner | CentraleSupelec

A graduate of Supélec, Franck began his career at PSA Peugeot Citroën, where he held various positions in engineering and vehicle projects for 10 years, which confronted him with the challenges of modular policy and value/cost optimization in design. He joined Mews Partners in 2012 to develop business expertise on engineering performance and promote advanced design methods. For the past 5 years, he has been supporting industrial players in the space, naval and energy sectors, in the upstream phases of major programmes or on transformation projects related to Lean Engineering and System Engineering.

Gilles Cyprès

Associate Partner | Mines ParisTech

Gilles has an Engineer degree from Mines ParisTech. He started his career in operational management at GrDF, where he was responsible for engineering and works for the Parisian gas distribution network. He chose to move to consulting in operational performance in 2003. Over the last 15 years, he has been supporting key players in sectors such as energy & utilities (nuclear, renewables), railway, automotive, healthcare, engineering and services. He has developed a strong expertise in competitiveness improvement initiatives, leveraging together design & redesign to value cost, operational excellence (Lean) and purchasing actions. Gilles joined Mews Partners in 2018. He is in charge of the offers related to design to value/cost as well as product/project/services performance initiatives.

 

Guillaume Galès

ENSMA / ESCP Europe

Innovating is necessary for 3 main reasons:

  • First, complexity increases exponentially: industrial schemes and resources are evolving and become more global every day, stakeholders are multiplying, the expertise involved is each day more diverse and, finally, the customer and regulatory requirements continue to become more important.
  • Second, the markets are accelerating: competition is fierce as ever and investing a market first-hand has become an obvious competitive advantage.
  • Third, the digital and artificial intelligence revolutions are opportunities that can’t be ignored: they allow a tighter interaction with the customer and the continuous delivery of services over the whole life cycle.
100

assignements per year

30

dedicated experts

80

customers trust us for their R&D

1

partnership with CentraleSupélec

Define the challenge of your R&D Department

The constraints in terms of costs, deadlines and complexity have increased and densified in recent years. It is therefore necessary to precisely define your issues and priorities. We have the ability to challenge each of these constraints, address them and their interdependencies. In all these thoughts, the value of products and services is omnipresent, and remains a difficult concept to address. Our methods guarantee that it will be correctly evaluated and that it will be a driver of your decisions.

The will to innovate and the agility of the organization are mandatory!

Whatever the challenge, the need to go beyond the usual framework is inevitable to stand out and propose new offers responding to new challenges, especially those of the digital evolution. Our academic and industrial partnerships allow us to have a global overview and focus on important things. The challenge is also human: teams must reinvent their operating methods, they must become more agile and learn new reflexes. For all these transformations, we will accompany you.

The 5 themes of R&D performance

Mews Partners acts on 5 dimensions to achieve your performance objectives: breaking new ground (Business Innovation Design), improving the Time to Market of a product, managing the multitude of constraints (Complexity Management), proposing the right product at the right cost and finally adjusting organization and management.

1

Business Innovation Design: industrialize innovation, accelerate business

Identify new market spaces for the product and service portfolio.
Improve innovation capabilities, risk culture and process efficiency.
Accelerate the digital transformation.
Propose innovations while guaranteeing the robustness of the products and their adequacy to the market.

2

Time to market: dynamically adapt product scope, activities and resources to accelerate time-to-market

Diagnose time-to-market optimization levers:
Increase speed and improve schedule reliability using Agile, Obeya, Lean and KIDS methods.
Reorganize processes and review product architectures to reduce time to market.
Produce in an interactive and structured way using the Agile method.
Plan the product development roadmap and its different variants to address several market segments.

3

Complexity management & system engineering: simplify and control complexity, or the collective art of breaking down a problem and recomposing the solution

Implement system engineering by deploying fitting collaboration methods.
Simplify complexity through modelling.
Lead the upstream phases thanks to the SBCE (uncertainty and trade-off identification and management).
Synchronize team activities in pull flows thanks to KIDSTM.
Master variability while maximizing reuse through Product Policy and modular design.
Define and implement KPIs to assess design maturity and system robustness.

4

Right Product Right Cost: increase value, reduce costs, get teams on board

State and share the optimization problem.
Identify and prioritize opportunities.
Seize opportunities and integrate them to product development.
Anchor value and cost approaches in the company’s culture and processes.

5

Organization and management: accelerate transformations and make management evolve

Develop a shared vision and transformation roadmap.
Set up a management system able to support new methods.
Prepare resources for the new organization: address skill issues, understand culture changes, strengthen agility and organize knowledge management.
Improve project and portfolio management by boosting management bodies and focusing on competitiveness.

Discover our stories

Support in the deployment of IS for a naval actor

Large naval projects are characteristic of industrial complexity: multidisciplinary, involving a multitude of stakeholders and constraints, with long development time cycles that are sometimes out of phase with those of technologies. System engineering appears to be an essential tool to master this complexity.

Find out more

Diversification of an industrial equipment manufacturer using a new technology

This industrial equipment manufacturer was looking to expand its field of activity in the automotive industry by offering technologies from its original market but non-existent in this new sector.

Find out more

The new youth of a star product

How a flagship product in the middle of life becomes more attractive, more competitive and responds to the market issues thanks to a value analysis process.

Find out more

News

R&D Performance Think Tank

2019/10/14

Save the date: November 21 2019!

 

Mews Partners at AI Business Day

2018/10/16

We were present at the AI Business Day organized by l’Usine Digitale. On the agenda: how will artificial intelligence boost our business?

Digital Breakfast & Agile Leaning Organization

2018/06/07

Focus Knowledge Management

 

Launch of the European UPTIME project

2017/10/17

Mews Partners is part of the team of the European UPTIME project on predictive maintenance launched in September 2017.

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