How can you know when to ask for feedback in R&D?

Feedbacks are always important in following respect: - Feed back from R&D are plays crucial for making conclusions during investigation for market complaints. - Feedback are important to decide the life cycle of product. - The probable reasons of product quality failures can be drawn in the basis of R&D feedback. - R&D feedback can help in hypothesis related to our of specifications as well as our of trend analysis.

We should bear in mind that feedback refers to someone's reaction over what has been delivered, how it was conducted, deadline accomplishment, etc. It refers to the what has gone. This process is very powerful and should be used as much as possible. It is a very basic principle of the agile process. Engaging the project client/customer in partial achievements provides a more assertive path to reach out the expected delivery. Moreover, the process itself can be boosted in transparent discussion within the project team. This is also a a feedback process, currently referred to as retrospective, and has the power to correct behaviors, roles, and more importantly to internalize lessons learned. In short, a powerful technique to boost results.

1. Share the project skeleton with people working on it. Isolation is good for secrecy but bad for the health of the project. It's akin to the blind men and the elephant. 2. Feedback however small, from the lowest of employees, should be welcomed. Too often these things matter very much. 3. R&D Management should have an open mind with egos well balanced. 4. Feedback generated should be discussed, dissected and dove-tailed into the project by a group. Never by a single individual. 5. The best of in-house testing fails to cover the worst or varied customer usages. This should be accepted and given its due. 6. When signing off for Production, batches should be progressively ramped up. To cater to incoming feedback.

Identify key milestones and checkpoints in your R&D project and provide regular updates on the progress of the project to stakeholders. Use these updates as opportunities to request feedback on the work done. encourage a culture of collaboration within the R&D team and encourage team members to share their insights, concerns, and suggestions regularly.

In my experience feedback is a crucial aspect of the (R&D) process. Feedback can and should be requested at 1. Milestone Achievements: This could be after completing a literature review, developing a prototype, or reaching a critical stage in your research. 2. Complex Decision Points: 3. Preliminary Results: 4. Cross-disciplinary Collaboration: 5. Before Formal Presentations or Publications: This ensures that your work is polished and well-received by the broader academic community. 6. Regular Checkpoints: This is one of my favourite approach to critiquing ny project. I accept constructive criticism at regular intervals rather than after concludign milestones 7. External Perspectives 8. Project Reviews 9. Personal Reflection

The stage and/ or value of any project cannot be measured without defining progress/success. Therefore in order to assess your stage it is very important to focus on your measurable outcomes/milestones that are specific, observable, meaningful & quantifiable. This helps to evaluate what next steps need to be taken & if needs be what interventions need to be explored. Having a good monitoring & evaluation system of your project will help you navigate successfully even complex phenomena like “Gray work”. The goal of a material scientist is to produce an innovative & cost effective product, therefore feedback at every stage is key to ensure massive breakthroughs

The path of R&D can be like defining a particular problem, doing literature survey and analysis for finding different possibilities to a feasible solution. This is an iterative process during R&D since hurdles will come in the path every now and then. Once multiple options for a solution are identified after analysis, seeking feedback will be optimal since choosing the best options among the available ones may require some expertise and time. Also at this point of time, researcher is also flexible enough to choose a particular possibility since he didn't explore much in to any of the options identified.

I understand that the moment to seek for feedback should be when/where you understand there's room for improvement. This is not always clear, though. In this case, the milestones of the project development should be the minimum checkpoints to ask for a feedback from the team members, clients, etc.

Project Milestones - Request feedback at key milestones in your research projects. This could include the completion of a literature review, the development of a prototype, or the analysis of experimental results. Timely feedback can help you course-correct if needed and improve the overall quality of your work.

Solicitar retroalimentación en I&D debe alinearse con la etapa del proyecto. En las fases iniciales, buscar feedback para aprovechar la apertura y flexibilidad, evitar la precipitación que pueda generar confusión. En etapas avanzadas, pedir retroalimentación más específica al validar y refinar la solución, aunque cuidado con esperar demasiado y resistir cambios. Hallar el equilibrio adecuado asegurando retroalimentación valiosa sin comprometer la dirección del proyecto. La timing estratégico optimiza la calidad y utilidad de los comentarios en el proceso de investigación y desarrollo.

Any r&d project is conceived by an idea. Idea is transformed in to a sequence of processes. Design the pert chart based on unit operations with a time line. On completion of time line the feed back is taken. Nevertheless during operation any problem arises based on the problem raised by the operator interruption can be done.

Identifying the audience for Research and Development (R&D) performance involves understanding the stakeholders and groups interested in the outcomes, progress, and impact of R&D activities. Here are steps to help identify the audience for R&D performance: (1) Define R&D Goals and Objectives, (2) Identify Internal Stakeholders, (3) Understand External Stakeholders, (4) Consider Regulatory Bodies and Compliance, (5) Communicate with Cross-Functional Teams

Dependiendo de tus objetivos y de la etapa de tu proyecto, tu audiencia para la retroalimentación puede variar. Puede incluir colegas de diferentes departamentos, usuarios potenciales, expertos en la materia, o incluso competidores. Selecciona a aquellos cuya retroalimentación será más valiosa y relevante para tu proyecto.

The audience is one, if not the most important, part that will pass or fail the project. Working early with sales team, engineers, machinists, and others will help to streamline the project and create the team environment necessary for a high functioning team. The sales team typically have a direct link between the project and customer. Their input and details are usually provided early and set the initial goal for the project. As the project progresses the other departments will aid in the development of an acceptable product.

Elegir cuándo solicitar retroalimentación en I&D implica identificar la audiencia. Ajustar el momento según los objetivos y fase del proyecto, consultando a colegas, gerentes, clientes o expertos, según sea necesario. Cada grupo aporta perspectivas únicas. La retroalimentación de colegas puede ser valiosa en las primeras etapas, mientras que la de clientes puede validar la viabilidad. Asegurarse de comunicar claramente las ideas y preguntas para obtener retroalimentación relevante y constructiva. Adaptar el enfoque a la audiencia adecuada maximizando la utilidad de los comentarios en el proceso de investigación y desarrollo.

People generally think that feedback can be requested in the best case or in the worst case. This is wrong. Feedback must be requested regularly so that your superiors must be aware of the development and give that to you. If anything bad is happening, through feedback one can overcome in time if this process is a continuous one.

Al planificar la solicitud de retroalimentación en I&D, es crucial definir cuándo, cómo y con qué frecuencia buscarla. Establecer intervalos regulares o momentos clave, como hitos o prototipos, para mantener un flujo constante de comentarios. Elegir métodos efectivos, como encuestas o demostraciones, y preparar con materiales claros y preguntas pertinentes. Mantener una mentalidad abierta y receptiva, evitando tomar los comentarios de manera personal. La planificación cuidadosa optimiza la recopilación de retroalimentación valiosa para impulsar el avance en la investigación y desarrollo.

Once the goal & audience is finalized, the next important step is to decide the ways using which you are going to ask for feedback. Feedbacks can be asked by email, on a 1:1 session, by conducting surveys using Q&A. To make it more effective it is better if you can showcase prototypes, diagrams, PPTs. etc.

This detail in development is often times missed and will be known whenever a failed project is unfortunately produced. The implementation and development of the project throughout its development process has to be evaluated by the team for any potential problems that was missed. By doing this you can save time and resources by following up and improving the process through communication with various teams.

El proceso final en la solicitud de retroalimentación en I&D es vital: procesar los comentarios. Analizar y sintetizar la retroalimentación, identificando patrones y clasificando por importancia. Priorizar cambios según su viabilidad y urgencia, implementar ajustes, prueba resultados y comunicar eficientemente los cambios a las partes interesadas. Este ciclo de retroalimentación continuo asegura una mejora constante, aprovechando la información recibida para perfeccionar y evolucionar el proyecto de investigación y desarrollo.

R&D feedback is essential when there is a risk to be taken. Ensure that your process or material is safe and explore the parameters that could cause a catastrophic failure.

Once you receive the feedback, now it is time to work on the areas which need improvements but before that you should prioritize the feedback on the basis of high-impact areas and act accordingly. Then communicate how the feedback influenced your work, fostering a collaborative and responsive environment.

Una vez que hayas recibido la retroalimentación, es importante analizarla y aplicarla de manera efectiva. Identifica tendencias, observaciones clave, y posibles áreas de mejora. Luego, integra estos aprendizajes en tu proceso de I&D para hacer ajustes y mejoras.

O feedback é uma ferramenta importante na gestão de mudanças de um projeto de P&D. De forma contínua e mesmo informal ele garante a qualidade das entregas e o alinhamento com o propósito. Claro que devemos escalonar e ajustar os pesos de acordo com a fase do projeto e origem do feedback… equipe,stakholders, shareholders, clientes… Porém mais importante que o feedback é a maturidade para recebê-lo e interpreta-lo.

In R&D, timing feedback requests is crucial. Consider seeking input after key milestones, ensuring stakeholders have a comprehensive view. Additionally, leverage iterative phases to gather insights, fostering an adaptable approach to incorporate feedback seamlessly into the development process.

A set of additional powerful actions feedback process could include: - a clear acknowledge and gratitude for the time and energy spent by the revisor; - a reply on the final result of the process, a summary of the results and what was considered; - a coherent procedure to what had been agreed or disclosed.

Since most R&D occurs at the benchtop the most important thing to do when preparing to ask for feedback is to consider if the experimentation that has been conducted will translate to large scale. Logistics, labor, economics and engineering should be emphasized. I have seen too many R&D projects that are working towards the common goal for large scale production. However, these projects are designed in such a way that could never be applicable to commercial production.

Alex makes excellent points; generating the product must be scalable and cost-efficient. Usually, passing the benchtop to a process R&D department, where large-scale equipment, instrumentation, and infrastructure can be tested, is an essential component in bringing your product or process to market.