At Yamaha, we use all the existing skills in the company. Including in a project like MotoGP. Lin Jarvis demonstrates this by carrying out an inventory of the people involved in the Grand Prix adventure. What emerges is a product culture in the current M1 and a skills rotation system which is not infallible…
Yamaha underwent an internal restructuring last year, and to its peak since Takahiro Sumi arrived as MotoGP project manager replacing Kouji Tsuya. According to Lynn Jarvis, this led to a domino effect, bringing in new faces at the same time as old acquaintances reappeared. One of them is Kazuhisa Takano, which was part of the MotoGP project in the past, but was later used in motorcycle projects Yamaha , starting with the Tricity.
On this last character, Lynn Jarvis precise : " we needed him. He was our chassis designer in the past. He was a very, very good chassis designer. But in the process of rotation it was necessary to use the expertise acquired over many years in the racing scene for the products, because we wanted to enter the three-wheel segment, which we Let's call LMW, the “Leaning Multi Wheels”. The will was there to go this route, so they just wanted the best chassis expert. That's why they took Takano. »
« I think he did an excellent job on the different projects. But there was a point where we had to rework the chassis of the M1. He was the best gars available with the necessary experience. And he had new experiences, so he was specially selected and brought back to the MotoGP group » adds the man from Yamaha in Grand Prix.
A waltz of gray matter which in no way betrays a lack of direction. On the contrary, this staff rotation is rooted in Japanese culture. Which does not only have advantages… “ I think it's a strength of Japanese companies that they maintain this rotation and this mutual exchange of ideas. But sometimes it can be a disadvantage »Comments Jarvis on speedweek. " Because you can lose knowledge. Because if someone is great, an expert in a field, that does not necessarily mean that they will be the best manager in terms of budget, personnel and department management. For some people, their know-how is pure engineering. This has pros and cons. It’s a different approach and a different culture. »
