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The H1300, with its constant design changes, was far from exemplary in terms of development. Amid the ever-increasing lineup of Honda car models and expanding scope of engineering, it was no longer possible for a single genius(Soichiro Honda) to run the entire operation. Instead, a team approach was required. If there were ten people on a team, each of them had to work together for the resolution of problems.
Kawashima, having learned a bitter lesson from the H1300 experience, then proposed the establishment of a development system and structural reforms for the R&D Center. Kume took the lead in designing the framework, the elements of which were as follows:
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The simultaneous, competitive development of dif-ferent models, along with the separation of D-development and R-research, including research of technologies previously unknown |
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Promote participation of "sales" and "manufactur-ing" departments in the process from the start of development. |
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Set "objectives and target requirements" for each product development. |
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Establish a team-based promotional system. |
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Implement S·E·D evaluation at each stage of devel-opment. |
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Implement engineering evaluations as supple-mentary assessments. |
The H1300 provided the shock needed to change Honda s operating structure. Under the new system, Honda introduced the water-cooled Life and Civic models as its new mini automobile and small passenger cars. The Civic, which was equipped with a CVCC engine in full compliance with the Air Pollution Control Act, drew the world's attention to Honda's superior engineering.
"All that pain we experienced is now a pleasant memory. The experience provided us with the ultimate learning ground for automotive development."
Those involved in the H1300 project agree unanimously. The pain indeed contributed much to the development of Honda's subsequent, highly successful automobile models.
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