JVC 2007 Annual Report Download - page 19

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In addition, we focus on select development themes to promote
the flexible and efficient use and management of resources. We are
allocating resources appropriately and accelerating our pace of R&D
activity to launch distinctive products that offer superior added value.
This includes hard disk camcorders that offer new possibilities for
shooting and sharing experiences, HD projectors that create images
so visually arresting they make viewers feel they have been trans-
ported to the scene on the screen, DVD receivers with built-in LCDs,
and systems featuring next-generation optical discs.
Building a Development Framework Geared to the New
Digital Era
JVC’s top operational priority is to strengthen its R&D capabilities for the
new digital era. In April 2006, the Company redesigned its development
framework to link core technological development with growth strate-
gies to solidify its position as a technological powerhouse and acceler-
ate growth via technologies that deliver high-quality sound and images.
Specifically, we realigned the Head Office’s technology-related
departments according to function and placed them under the uni-
fied control of technology officers. This resulted in the creation of
three key divisions.
(1) The Future Core Technology Development Division
works to develop key technologies at the division’s corporate labo-
ratories that will support the Company today and into the future.
Specifically, the Future Product Development Center focuses on the
development of products to be introduced in 2 to 3 years and the
Core Technology Development Center concentrates on core tech-
nologies to be completed 3 years in the future and applied to prod-
ucts to be launched 5 to 10 years down the line.
In addition, we set up the Consumer AV Development Center in
Yokohama in 2006 to focus on developing core consumer electronics
technologies that are directly linked to each business department’s
product development, and we established the similar Car & AV System
Development Center in Maebashi in February 2007. By integrating the
laboratories directly linked to the business departments’ product devel-
opment with the two centers in the Future Core Technology
Development Division, we will strengthen our development capabili-
ties—from basic R&D through new product creation—and harness our
collective strengths to accelerate new product development.
(2) The Technology Infrastructure Reinforcement Division is
responsible for revamping product commercialization processes and
support business functions, enhancing initiatives to further develop
the skills of technical personnel, and other related activities.
Its Engineering Innovation Promotion Center, established in April
2006, specializes in reforming the Companywide technology devel-
opment process and is making headway toward achieving time-to-
market targets through innovative development processes for the
true digital era.
The division started the Design Environment Reform Project in fis-
cal 2007, which is the centerpiece of work to revamp product com-
mercialization processes. With this project, we will speed up making
work processes more efficient and transparent and constantly strive
to strengthen reform initiatives.
(3) The Companywide Technology Strategy Planning
Division sets the direction of technological development—such as a
focus on systems—that is advanced by the departments in charge
of engineering planning.
To create groundbreaking products under our Action Plan 2007,
these three divisions will work together closely to ensure everyone is
on the same page regarding technological development. Moreover,
this cooperation, together with synergies from collaboration with
Kenwood on technology development, will enable our businesses to
return to robust growth in the future.