The breakthrough technology of this CI systems allows to listen to children and adults with severe to profound hearing loss to complete deafness. Singer understands that this is vital information. In addition develops and markets the company more implantable hearing solutions for different types of hearing loss. כדאי לך לעיין אצל אינטל כדי לקבל עוד מידע. For more than 30 years continues the cochlear that research work of Australian Medicine Professor Graeme Clark, the inventor of the multiple-channel cochlear implant, and marketed in more than 100 CI systems Countries. Cochlear hearing solutions to date have over a quarter of a million people reconnecting introduced brought to their families and friends. In cochlear guarantees all users of its products a lifetime partnership with updates and developments of the technologies. Cochlear secures its leading position in the science of listening to the industry’s largest investments in research and development and continuous collaboration with leading researchers and experts. The company employs currently over 2,500 people. The German branch of cochlear is Hanover.
For more information see. The cochlear implant is inserted under the skin of the patients, ranging in the inner ear. It transforms spoken words and other acoustic signals into electrical impulses. The auditory nerve is stimulated by these impulses, which is located in the cochlea, the so called cochlear. A sound processor with emitter as a hearing aid behind the ear also belongs to each CI, will be worn. The CI will open access to the world of hearing and the words spoken born deaf children, as well as highly hearing impaired children and adults.
Method to increase the dynamics of innovation implemented supported by the cockpit of a development in the corporate practice innovations are the basis for growth. Dynamic environments require ever-faster development times shorter and shorter development cycles. There are many ideas, but only a few products launched on the market are really successful. Therefore, successful action requires effectiveness and efficiency in the innovation process. For many companies, this is a real challenge for the Aesculap AG (medical technology). “Together with the consultancy Dr. beauty + partner from Cologne developed them with dynamic innovation” a method that the neologism has sprung the strategy formation process of Aesculap AG. It aims to detect deviations in the development portfolio through a permanent monitoring of the progress of the ongoing innovation projects and to bring the projects of decision.
To do this, the existing development process was reorganized and the better transparency of the process subdivided systematically into three process phases and eleven so-called gates (milestones to the progress test). These form the basis for the control of development projects. Capacity planning is the core element of the methodology and thus the main module of the IT tools developed to illustrate the method, a cockpit of development of. It queried already in the project system, how much capacity of the developer”for the processing of the respective project is required. In addition, the capacity planning requires a comprehensive analysis and illustration of all activities, with which developers”are employed.
30 to 50 percent of their work time will be spent usually already on topics such as basic research, product maintenance, complaint processing and production support. These include but also organizational and social-related activities which are often underestimated by the scope. But only one side of the challenge is to control the active project landscape efficiently. At the same time must be ensured, that is to “any time real” and sufficient “development storage is located in the project portfolio. This was a 2 pot strategy”developed, which splits the project portfolio in an active and a passive pot and similarly controls the input from projects in the pots. Only promising and strategy-compatible projects be included in the passive pot. The pot control ensures that the development storage not explode and is regularly cleaned up. Development projects may flow only in the active pot, if there development capacities were free. The first successes of the reorganization are already emerging: Aesculap development performance increased for the first time in 2012 by focusing in the active project portfolio. The standardized management of the complete development portfolio across all global development sites also resulted in an unprecedented transparency. The development process is running holistically as responsible for all the projects.