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Automotive Process-based New Product Development: A Review of Key Performance Metrics
... The process is controlled by measuring key process parameters that have been determined, by which visualizes the degree of achievement of process targets (Douglas & Glen, 2000) with less coordination within the organization (Rentzsch & Ameli, 2000). Since process approach fosters running an organization as a set of interdependent process (Technical Committee ISO/ TC176, 2008), it is necessary to review the process metrics in order to control the processes within a system to ensure desired output is achieved (Sanongpong, 2009a(Sanongpong, , 2009b This similar approach has also been adapted in ISO19011:2011, The ...
... As to support an effective process analysis, turtle diagram is a useful tool that focuses on the six components linked to the process -What, Who, How, How Much, Input and Output-which measures the process performance by checking the performance indicator (Sanongpong, 2009a(Sanongpong, , 2009b. However, efforts must be taken by the organizations' key personnel in determining the correct process flow and support processes (Sanongpong, 2009a(Sanongpong, , 2009b (6) stages. ...
... As to support an effective process analysis, turtle diagram is a useful tool that focuses on the six components linked to the process -What, Who, How, How Much, Input and Output-which measures the process performance by checking the performance indicator (Sanongpong, 2009a(Sanongpong, , 2009b. However, efforts must be taken by the organizations' key personnel in determining the correct process flow and support processes (Sanongpong, 2009a(Sanongpong, , 2009b (6) stages. ...
The purpose of this thesis is to develop a guidance document for integrating quality, environmental, occupational health and safety and energy management systems for manufacturing industries. The thesis presents the current status and strategies of the Integrated Management System (IMS) in Malaysian manufacturing industries. As to understand the status and strategies of IMS implementation, quantitative data collections through questionnaire survey were performed. In total, 40 responses from a variety of manufacturing sectors were analysed. The result shows that manufacturing industries are embarking on IMS regardless of the types and sizes of the organizations. They are applying various strategies as long as it is practicable for their organizations’ business activities and processes due to the absence of international or national standards as a guideline for IMS. Concurrently, qualitative data was collected through Delphi Technique Expert Opinion Method with three rounds of experts’ views collection for the purpose of developing the guidance document. Nine experts panel from the category of academician, government body, and practitioners (consultants and auditors) participated in the activity. They have agreed to the proposed content and also raised their suggestions for improvement of the proposed document. The document has been prepared using the High-Level Structure documented as Annex SL by ISO Directive. This structure is similar to the current release of ISO 9001:2015 and ISO 14001:2015 International Standard.
... Lind and Gill explained how Freudenberg NOK (An Automobile Sealing Giant) eliminated redundant system, gained executive visibility & improved product launch processes by integrating APQP program management and product development. Sanongpong (2009) [18] described a process based management system focusing on controlling and managing new product launch by initiating new knowledge. APQP is a process based management process which can contribute to the improvement of product quality. ...
... Lind and Gill explained how Freudenberg NOK (An Automobile Sealing Giant) eliminated redundant system, gained executive visibility & improved product launch processes by integrating APQP program management and product development. Sanongpong (2009) [18] described a process based management system focusing on controlling and managing new product launch by initiating new knowledge. APQP is a process based management process which can contribute to the improvement of product quality. ...
Advanced Product Quality Planning (APQP) has had an impressive impact as it is significantly better than other quality management systems which merely provide detailed statistics based on analytical methods. However, the APQP scope is still restricted to new product development only. This paper looks at the application of APQP methodology for quality improvement in small and medium sized enterprises (SMEs), using a specific die casting unit case. The study could be a paradigm initiative towards high quality products and services at low cost for every SME.
... The benefit of this certificate is, therefore, to reduce the number of certificates in the organization, but also to improve and streamline all manufacturing, assembly and maintenance processes in the automotive sector, better quality management and higher profits (Sanongpong K. 2009). Thanks to the constant globalisation process and the systematically encountered fierce competition on international markets, the change in the location of production processes has become a common practice for entrepreneurs representing the automotive sector all over the world. ...
The purpose of this paper is to analyze amendments in the field of mandatory standards in automotive organizations and to suggest procedures and recommendations for implementataion of these amendments. All the sections of the new standards have been disscussed in this paper and manageres are suggested different ways to implemts the amendments. This paper is focused on the effective implementation of new International Automotive Task Force (IATF) 16949 requirements into companies. The qualitative research was carried out in five medium-sized international and Czech production organizations in the Czech Republic. Differential analysis, analysis of parties involved, and cost analysis were used to solve the problem. The differential analysis was described mainly between standards ISO/TS (International standards organizations/Technical specification) 16949 and IATF 16949. The study presents various solutions for a successful transition to new and revised version of the standard. Each difference in the new IATF standard has been analyzed and several suggestions have been made on how to implement the changes into a particular management practice. The value of this investigation is mostly in the differential analysis, which describes in detail the new requirements of the standard which are not easily read from the norm itself as it is written generally.
... Companies in recent years have started scrutinising their organisation to look for the sources of competitive advantages (Molina and Llorens-Montes, 2006). It has been advocated in studies that one of the essential keys to the success of a NPD process is the interest, support and commitment of the firm's top management (Sanongpong, 2009). These are all firms' level factors or firms' internal factors. ...
... For the professional field, the work [6] presents a homologation approach for a product and of technological process for a fiber composite part used in the automotive industry of a special Ford car. The paper [7] describes the process of a new product development for an automotive part, as a customer oriented process. The article [8] states for the improvement of the efficiency of the new product development process by the implementation of a higher level of process metrics (process, product, program and business metrics). ...
The paper presents a frame of the application regarding applying the core tools for managing the production of automotive parts, supplied to the Original Equipment Manufacturers (OEM). The core tools and another quality management tools and procedures are required to be applied by the automotive customers, according with the OEM's requirements. The requirements in discussion are condensed within the PPAP (Production Part Approval Process) documentation. The study presents a way for starting the design and implementation of such a procedure for a tier 1 automotive supplier, according with the appropriate various customer specific requirements.
... For this research, a literature study regarding publications in the field of quality planning and quality assurance, indicates that the majority of studied publications are either related to quality aspects from a supply chain and operations management perspective [6,7], or application of Quality Function Deployment for quality planning during design stages [8], and in Total Quality Management [9]. ...
Systematic process planning is a key enabler for robust product realization from design through manufacturing. Every process and operation must be designed in the best possible way to ensure that the overall process chain leads to the right product quality. During the last two decades a shift from inspection of manufactured products to a more holistic approach with quality assurance as an integrated activity throughout the product realization process has emerged in manufacturing industry. The importance of the principles addressed in the methods and tools used in automotive industry for quality management is indisputable. However, the tasks of creating and managing documents for Process Failure Mode and Effect Analysis (PFMEA), Control plans, Initial process studies and Measurement System Analysis (MSA) results in high workload. Also, lack of interoperability between different computer applications used in process planning and quality assurance results in information fragmentation, data duplication and potential data inconsistency. This paper proposes a novel, model driven approach for process planning integrating quality assurance which emphasizes the application of digital models to create, represent and use information of products, processes and resources. By reducing the amount of data and document duplication, the presented model driven approach has potential to radically increase the direct value adding part of manufacturing engineer's daily work also contributing to achieve a more holistic view in interdisciplinary work between different experts in product realization.
... If the relationship between a variable and the project duration and cost is significant (greater than a level defined by the user), then the variable is considered as the critical factor. The Source: [29] variables are chosen according to the user's experience and can be as follows: a number of human resource (in personhour), machine-hour, raw material, and activities in a project phase, as well as financial means, delay in client's payment and material delivery by suppliers, quality of material (number of complaints), time of machine inspection, absenteeism during project implementation, project team members, and project manager. A large number of independent variables in a large data set can present two major problems. ...
Nowadays, a considerable number of enterprises develop new products using an Enterprise Resource Planning (ERP) system. One of the modules of a typical ERP system concerns project management. Functionalities of this module consist of defining resources, company calendars, sequence of project tasks, task duration etc. in order to obtain a project schedule. These parameters can be defined by the employees according to their knowledge, or they can be connected with data from previous completed projects. The paper investigates using an ERP database to identify critical factors, i.e. variables that significantly influence on new product development. Project duration and cost is estimated by a fuzzy neural system that uses data of completed projects stored in an ERP system.
As more women make up the professional management workforce in marketing and engineering, they are becoming a larger percentage of many new product development teams. With the generally acknowledged inequality in compensation between males and females, a question then arises as to the best way to reward teams for their efforts. This study surveyed 150 marketing and new product managers to examine the effect of various rewards on team creativity (originality and usefulness), number of ideas, and new product performance with different levels of female participation. Results of the SEM analysis suggest that greater female participation increases the number of ideas, which increases originality, usefulness, and new product performance. Teams with greater female participation perform better with greater focus on financial rewards.KeywordsProduct developmentInnovationFemaleCreativity
The concepts which go out from the design activity are based on high knowledge [1], rules of designing [2] and previous experience. Until the product is closer to the series and after in the final customer environment, many processes have to be followed. In the development phase (the phase which contains the concept ideas), considering that a separate plastic connector assembled with Aluminum housing has more advantages [4], the current topic which is handled in this paper is to change the material to plastic and establish how the PCB is mounted and positioned inside the housing. More said which the optimal process for this application is. And this is the most challenging step, of choosing the optimal technology for the assembly (in this case 2 assemblies are considered: the PCB with the housing, which is the PCB mounting/ fixation, and the PCB holes with the connector pins, which is the PCB positioning). The material was changed due to higher properties of plastic which in automotive field brings strong added value. As known, in automotive field there are several processes for the mounting of PCB inside the housing like, snapping-on, clamping, screwing and press-fit. To position and to interconnect the PCB holes with the pins, processes like press-fit, spring contact and wave soldering. The selection of the proper process is made by implementing each of the processes requirements into the shape design of the connector, pins and housing.
This article focuses on the activities teams use to manage their organizational environment beyond their teams. We used semistructured interviews with 38 new-product team managers in high-technology companies, log data from two of these teams, and questionnaires completed by members of a different set of 45 new-product teams to generate and test hypotheses about teams' external activities. Results indicate that teams engage in vertical communications aimed at molding the views of top management, horizontal communication aimed at coordinating work and obtaining feedback, and horizontal communication aimed at general scanning of the technical and market environment. Organizational teams appear to develop distinct strategies toward their environment: some specialize in particular external activities, some remain isolated from the external environment, and others engage in multiple external activities. The paper shows that the type of external communication teams engage in, not just the amount, determines performance. Over time, teams following a comprehensive strategy enter positive cycles of external activity, internal processes, and performance that enable long-term team success.
Asks why business performance measurement has become so topical, so recently. Argues that there are seven main reasons: the changing nature of work; increasing competition; specific improvement initiatives; national and international quality awards; changing organisational roles; changing external demands; and the power of information technology. Evidence to support this assertion is drawn from the academic and practitioner literatures, interviews and discussions with people specialising in the field and a broad review of the current state-of-the-art in business performance measurement. Presents a framework onto which current research in business performance measurement can be mapped and identifies areas which require further work.
Purpose
– New product development (NPD) has become critical to the growth and future prosperity of organisations. This research therefore sought to determine the need for performance measurement during the NPD process and reveal measures currently used, where future requirements lie and where improvements can be made.
Design/methodology/approach
– First, a theoretical model was developed that sought to capture the major factors for measuring NPD performance. This meant reviewing the existing body of work and using a combination of quantitative and qualitative methods to collect information from practitioners. Questionnaires were sent to manufacturing organisations, and ten participants were selected for further investigation. The resulting model describes steps that a company should follow when introducing and managing a performance measurement system for NPD. Five years later, a follow‐up questionnaire was carried out with a similar group of companies, which allowed the authors to test and then refine the model.
Findings
– The results indicate useful guidelines for managers, including: ensure that transparency of measures at the individual project level is high; move product development performance up the corporate training agenda; and concentrate on the core processes first.
Originality/value
– The performance measurement model proposed here can be used as the basis for developing an NPD best practice audit across the company, with a view to benchmarking against suppliers, competitors and/or industry best practice.
Knowledge is too problematic a concept to make the task of building a dynamic knowledge-based theory of the firm easy. We must also distinguish the theory from the resource-based and evolutionary views. The paper begins with a multitype epistemology which admits both the pre- and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups. While both Nelson and Winter, and Nonaka and Takeuchi, successfully sketch theories of the dynamic interactions of these types of organizational knowledge, neither indicates how they are to be contained. Callon and Latour suggest knowledge itself is dynamic and contained within actor networks, so moving us from knowledge as a resource toward knowledge as a process. To simplify this approach, we revisit sociotechnical systems theory, adopt three heuristics from the social constructionist literature, and make a distinction between the systemic and component attributes of the actor network. The result is a very different mode of theorizing, less an objective statement about the nature of firms ‘out there’ than a tool to help managers discover their place in the firm as a dynamic knowledge-based activity system.
Success is not just elusive; it is also multifaceted and difficult to measure. A firm can assess the success or failure of a development project in any (or all) of many terms, including customer satisfaction, financial return, and technical advantage. To complicate matters, success may be measured not only at the level of the individual project, but also at the program level. With so many variables to consider and so many stakeholders involved, managers face a difficult challenge just deciding which measures are useful for measuring product development success.
Recognizing that no single measure suffices for gauging the success of every product development project, Abbie Griffin and Albert L. Page hypothesize that the most appropriate set of measures for assessing project‐level success depends on the project strategy. For example, the objectives (and thus, the success criteria) for a new product that creates an entirely new market will differ from those of a project that extends an existing product line. Similarly, they hypothesize that the appropriate measures of a product development program's overall success depend on the firm's innovation strategy. For example, a firm that values being first to market will measure success in different terms from those used by a firm that focuses on maintaining a secure market niche.
To test these hypotheses, product development professionals were presented with six project strategy scenarios and four business strategy scenarios. For each project strategy scenario, participants were asked to select the four most useful measures of project success. For each business strategy scenario, participants were asked to choose the set of four measures that would provide the most useful overall assessment of product development success.
The responses strongly support the idea that the most appropriate measures of project‐level and program‐level success depend on the firm's project strategy and business strategy, respectively. For example, customer satisfaction and customer acceptance were among the most useful customer‐based measures of success for several project strategies, but market share was cited as the most useful customer‐based measure for projects involving new‐to‐the‐company products or line extensions. At the program level, firms with a business strategy that places little emphasis on innovation need to focus on measuring the efficiency of their product development program, while innovative firms need to assess the program's contribution to company growth.
The close alignment of applied research and development units with manufacturing operational structures can provide excellent opportunities for maintaining robust product pipelines and reducing product development cycle times. Within such an integrated organizational model (IOM), however, lies a potentially disruptive psychological mechanism that can lead to the dissolution of this delicate partnership if it is not handled properly. This mechanism is cognitive gap, which can take several basic forms: first, as differences between the nature and difficulty of the problem at hand and the cognitive resources of the problem solvers tasked with its solution; and second, as differences between the cognitive abilities and approaches of the problem solvers themselves. In this paper, we define and discuss cognitive gap within the context of Kirton's Adaption-Innovation theory, a useful framework for understanding problem solving (and problem solvers) in general. Specific implications (both favourable and potentially destructive) of cognitive gaps for high performance product development organizations are discussed, and suggestions for their effective management are offered.
Traditional teams are not faring well in today's rapidly changing business environment. Even when they establish clear roles and responsibilities, build trust among members and define goals according to the book, their projects often fail or get axed. Three MIT Sloan School researchers think they have found the reason: Traditional teams are too inwardly focused and lack flexibility. Traditional team-building activities are still important, they contend, but only when combined with a greater awareness of external stakeholders and information sources. Fortunately, a new, externally focused team has arisen: the X-team. The authors detail the high levels of performance that X-teams are seeing. And they explain how managers in a wide variety of industries and functions can establish the organizational structures that support such teams. The researchers outline the five components of X-teams they have studied: external activity, extensive ties both inside the larger organization and outside the company, expandable tiers or kinds of responsibility, flexible membership (switching roles, moving in and out of the team as needed) and execution mechanisms that facilitate getting the job done. The results are impressive. One observed X-team greatly improved the dispersal of innovation throughout its organization. X-teams in sales were seen to bring in more revenue. Drug-development teams were more adept at drawing in external technology. Product-development teams were more innovative than traditional teams ¿ and more often on time and on budget. Managers that recognize their own company in the new, flatter organizational structures, the increasing interdependence of tasks and teams, the constant updating of information and the overall complexity of work should consider creating an environment for successful X-teams.
Información tecnológica para aplicarla a la administración, la importancia de la información computarizada y su aplicación en los negocios, educación, gobierno, milicia, medicina y el hogar. El comercio electrónico y la información en el Internet son estratégicos para la planeación y el proceso de reingeniería de los negocios.
Incluye índice Incluye bibliografía Contenido: Introducción a las organizaciones. Propósito organizacional y diseño estructural. Elementos de diseño de sistemas abiertos. Elementos de diseño interno. Administración de procesos dinámicos (toma de decisiones, conflicto, poder, política).
This work discusses with the superior quality and project management that optimize the performance excellence of organizations, so every quality practitioner needs to be able to manage project quality effectively. Unfortunately, the combined leverage of quality and project management is often underutilized due to inadequate experience in both fields, time pressures or budgetary cutbacks. In the project quality initiation stage there are many activities involved, in the first stage, such as development of ethical work culture values, an agreement to make fact based decisions, adoption or development of a quality policy, determination of team operating principles and identification of assumptions and risks are considered. Then it will focus on: identification, alignment, selection, chartered commitment to the selected project.
By the mid-1990s, the importance of early introduction of new products to both market share and profitability became fully understood. Thus, reducing product time-to-market became an essential requirement for continuous competition. Since product development projects (PDPs) are based on information content and their accompanying information-dominated methods, an efficient methodology for reducing PDP time initially requires developing an understanding of the information flow among different project processes. One tool that helps achieving this understanding is the design structure matrix (DSM). Because much of the time involved in a complex PDP is attributable to its expensive iterative nature, resequencing project activities for efficient execution become the next requirement. This paper presents a simulation-based optimization framework that determines the optimal sequence of activities execution within a PDP that minimizes project total iterative time given stochastic activity durations. A mathematical model representing the problem is built as an MS Excel module and Visual Basic for Applications (VBA) is used to interface this module with a metaheuristic optimization algorithm called Simulated Annealing and commercial risk analysis software "Crystal Ball" to solve the model.
This paper addresses the methodology used to determine the amount of human resources needed to develop products. It is based on an empirical study of five firms in different industries. The methods rely on technical experts operating within budget constraints. The specific methods vary from relatively ad-hoc approaches to database-driven, centralized, and validated approaches. This variation is largely correlated with project and overall product development organization scale in a logical fashion in that larger projects and organizations move away from individual decision-makers toward centralized, objective, and validated methods. The project characteristics used by the experts and implicitly utilized in the database models to assess project complexity are also detailed in this paper. These characteristics are categorized based on a project complexity framework. We found that the scale of a project and the amount of "stretch" are the two most widely used characteristics for estimating project complexity. We found no utilization of the level of either component or task interactions in estimating project complexity by the firms studied. We also found no empirical evidence for interactions being a determinant of project difficulty despite a fair amount of theoretical concern with their importance in project complexity. In addition, we analyzed the accuracy of methods and conclude that since the accuracy at a higher level masks resource allocation problems at a lower level, the accuracy should be followed at multiple levels.
A successful new product development strategy involves the identification, development, and exploitation of key resources. Such exploitation of a firm's unique knowledge base ultimately leads to successful new products and, in turn, a sustainable competitive advantage. In this paper, we look at a firm's knowledge strategy along three dimensions, and examine the impact of firm size and age on the type of knowledge strategies used to build technological strength and competitive success. The three dimensions of knowledge strategy examined are: extent of emphasis on speed of learning, emphasis on internal versus external sourcing of knowledge, and the development of a broad versus a narrow knowledge base. Using a population of 27 firms from the drug delivery sector of the pharmaceutical industry, we found that firm size and age influenced the success of firm knowledge strategies. Interestingly, we found that the differences in the knowledge strategy dimensions between large and small firms and between old and young firms were not as great as expected. However, we found that firm size and age moderate the relationship between knowledge strategies and technological strength. In other words, firms that used appropriate knowledge strategies for their size and age optimized their technological strength. Concerning size, smaller firms that focused on faster learning and developing a narrow knowledge base were able to optimize technological strength. On the other hand, large firms that developed a broader knowledge base and focused on internal learning achieved similar success. Concerning age, younger firms that maintained connections to external sources of learning and developed a narrower, niche-based knowledge optimized their technological strength.
With the increasing popularity of collective memory in the group behavior literature, the transactive memory system (TMS) attracts many researchers and practitioners from different fields, in particular, small group research. Nevertheless, the application of the theory of TMS on new product development teams is surprisingly scant. We argue that the TMS leverages the notion of project-team memory, which is mostly equated with mechanistic memory or electronic documents and databases, by facilitating an interpersonal awareness of who knows what and who has appropriate and adequate skills and expertise, and then receiving information from that person. We then empirically test the effects of TMS on new product development outcomes including mediating and moderating factors, i.e., the collective mind and environmental turbulence, respectively. By investigating 79 Turkish new product development project teams, we found that: 1) the TMS has a positive impact on team learning and speed-to-market; 2) the collective mind (i.e., team members' attention to interrelating actions) mediates relations between the TMS, team learning, and speed-to-market; and 3) team learning and speed-to-market mediates relations between the TMS and new product success. Further, the moderating effect of environmental turbulence is investigated between the TMS, and team learning and speed-to-market. We found that the impact of the TMS on: 1) speed-to-market is negative when market and technology turbulence associated with the environment is high and 2) team learning changes quadratically with respect to the market and technology turbulence. Theoretical and managerial implications of the study findings are discussed.
This article develops a theoretical model that examines the moderating effect of perceived technological uncertainty on new product development (NPD). We tested the theoretical model using 553 Japanese NPD projects. We found that cross-functional integration, marketing and technical project synergy, and proficiency in marketing and technical development activities differentially contribute to project performance under conditions of high and low perceived technological uncertainty. Japanese project managers differentially focus NPD efforts on these factors according to the level of perceived technological uncertainty.
This paper explores the question; ''how do companies know that they are making effective use of their product design and development function?'' Research carried out at the University of Nottingham over the last three years has led to the development of the Performance Measurement for Product Development (PMPD) methodology. This consists of a practical implementation framework and a workbook to enable managers to use performance measures to improve decision-making during the product development process. The investigative part of the research was carried out by following a longitudinal case study approach with sustained participation in the organisation. This was supplemented by follow-up cases, together with results from surveys to academics and industrialists (in the UK and overseas). Through analysis of this data it became clear that there are a number of principles surrounding performance measurement for product development. These were grouped into system-related and metrics-related principles. This paper documents the development of the PMPD Methodology and includes results from preliminary trials.
This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed.
Identifies the reasons for performance measurement and the failings of many “traditional” measurement systems that rely principally on financial indicators. Describes the factors underlying an effective measurement regime and comments briefly on some of the more modern approaches to performance measurement, such as the balanced scorecard and activity-based costing.
As a key element in survival and sustaining growth, the constant development and re‐development of products has been the subject of many academic and consulting group studies. The specific focus of these studies has often been to identify and describe those factors which determine the outcome of new product developments; the critical success factors in NPD. In order to fulfill their objectives, the studies have focused on many aspects of the management of new product development programmes in companies, and attempted to relate them to a number of alternative outcomes. This has called for the measurement of “success” itself. Unfortunately, there is very little consensus amongst the studies regarding how best to operationalize “success”, and researchers have employed a variety of measures, focused on different levels of analysis, sought data from different sources and used different data collection methods. This paper examines the performance measures used in several major NPD studies and shows how success “measures” have been treated as financial and non‐financial. In addition, attention is drawn to the problems inherent in the different definitions of success. Finally, using data from an empirical survey, the relationship between financial and non‐financial outcomes is examined.
[amazon 2006:]newline Treating such contemporary design and development issues as identifying customer needs, design for manufacturing, prototyping, and industrial design, "Product Design and Development, 3/e", by Ulrich and Eppinger presents in a clear and detailed way a set of product development techniques aimed at bringing together the marketing, design, and manufacturing functions of the enterprise. The integrative methods in the book facilitate problem solving and decision making among people with different disciplinary perspectives, reflecting the current industry trend to perform product design and development in cross-functional teams.
Although the topic of manufacturing performance measurement has recently attracted considerable interest, little has been done to enumerate or classify the measures that exist. Lists 125 different strategy-related measures that were found through a survey of accounting, manufacturing and managerial literature. Develops a taxonomy which categorizes those measures according to competitive priority (cost, quality, flexibility, delivery reliability, or speed), data source (internal or external), data type (objective or subjective), measure reference (self-referenced or benchmark), and process orientation (process input or process outcome). Finds that the largest number of measures have been proposed for the competitive priority of flexibility and the fewest for delivery reliability. Most measures have focused only on process outcomes using self-referenced objective data from internal sources. Based on these results, suggests that companies and academic researchers utilize new or different measures to assess adequately strategy-related manufacturing performance.
The objective of performance measurement has changed over the past few decades. Traditional performance measures based on productivity are no longer appropriate or representative of the information needs of today’s competitive global market. Alternative performance systems have been proposed that range from time as the basis of all measures to the integration of a variety of performance measures. Reviews and analyses the limitations of traditional approaches to performance measurement as well as the emerging trends in performance measurement system development. Reveals that the basis of performance measurement is changing and that there are certain characteristics that are necessary in order to produce information that is relevant for improving world‐class manufacturing performance.
Effectively managing and measuring the product development process is widely seen as a means of ensuring business survival through reduced time to market, increased quality and reduced costs. This thesis explores the research question of "How do companies know that they are making effective use of their product design and development function?".
A review of the literature in this area revealed that there is a distinct lack of detail available on how measurement of product development should be approached. Where articles do exist, it was found that most report on isolated projects or jump from problem solving straight through to results, without explaining the methodology used. Additionally, both in the literature and in practice, many applications of performance measures to date have been incomplete - without due consideration being given to monitoring and controlling the whole design and development process. For example one tool or technique has been introduced in isolation or schemes have been introduced without evidence of the benefits gained.
This thesis documents the development of an implementation framework and a tool (usable in the form of a workbook) to enable a Project Manager, Concurrent Engineering or Process Improvement Champion to use performance measures to improve decision-making during the product development process. The investigative part of the research was carried out by following a longitudinal case study approach with sustained participation in the organisation. This was supplemented by a series of follow-up cases, together with results from surveys to academics and industrialists both in the UK and overseas. Through interpreting the literature and triangulating the results from the data collection and analysis, a number of principles surrounding performance measurement in this area were identified. These were then grouped into system-related and metrics-related principles. Opinions of European managers were gained throughout to ensure direct applicability.
The resulting Performance Measurement for Product Development (PMPD) Methodology, consisting of an implementation framework and accompanying practical paper-based workbook (with software extensions), was tested in two companies to determine its usability.
These testbeds yielded encouraging results and provided opportunities for further refinement and improvement. The next step will be further testing and refinement in a wider range of applications. It is believed that the research outputs of the international survey results, generic PMPD Implementation Framework, Workbook and Training Guidelines have together made a positive contribution to understanding and measuring the product development process in manufacturing organisations.
Libro de texto sobre el control de calidad aplicado al desarrollo , producción y comercialización de productos y servicios.
2007 is Research-Technology Management's 50th year of publication. TO mark the occasion each issue reprints one, of RTMs six most ffrequently referenced articles. The articles were identified by N. Thongpopanl and Jonathan D. Linton in their 2004 study of technology innovation managenient.journals, a citation-based study; in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The article reprinted here was originally published in 1990 and has been updated with its authors reflections. '' Addressing the question of how sucessful product development teams interact with other groups in the organization, the article describes some qfthe.first research efforts to systeniatically understand how such teams deal with outside groups. It lays out the patterns of activities used to coordinate with otherparts of the organization and indicates how these patterns can influence both the internal functioning (of the team and its overall performance.
Managers face many challenges as they bring breakthrough products to market. Increasing pressures for short-term returns often make these longer-term, breakthrough product development projects less attractive. At the same time, the array of external sourcing options available to managers has grown dramatically over the last decade, allowing firms to outsource more and more of their core processes. Taken together, managers often find it appealing to minimize their internal exposure to breakthrough projects, instead choosing to either focus on incremental projects (with quicker, more certain paybacks), or to outsource the high risk elements of these breakthrough projects. Although outsourcing decreases risk, it also allows other firms to develop critical expertise and competence. As such, there is an increasing need for strategies that help firms build new core competencies as they move these breakthrough projects forward. Significant gaps exist in understanding what kinds of competencies emerge and how to manage them in the context of breakthrough product development. As such, the primary objective of this study is to explore and document the development and management of these competencies within the context of materials processing firms undergoing breakthrough innovation. Utilizing a multi-case perspective allows for the delineation of common elements within these domains that provided their respective firms advantage. The findings of this study are put forth as propositions and support the notion that managers need to be cognizant of three domains of competencies (market, technology, and integrative) (Coates and McDermott, 2002; Danneels, 2002), that emerge from breakthrough innovations
This paper investigates the relationships between new product development (NPD) competitive capabilities and project performance. Using data from a large sample of NPD projects, both direct and synergistic influences of new product development competitive capabilities on project performance are explored. The results support the claim of the synergy school that simultaneous pursuit of multiple competitive capabilities enhances NPD project success. For example, time-to-market and conformance quality were directly and significantly related to all measures of NPD project success. Also, the interactions of conformance quality and cost, conformance quality and time-to-market, and product cost and time-to-market were found to influence different measures of NPD project success. Implications of the results for theory and managerial practice are offered
The ultimate goal of mass customization is to achieve economies of both scope and scale. This goal implies a conflict between customization and economy of scale (or mass production) in the traditional manufacturing paradigm. However, recent developments in computer and Internet communication technologies, concurrent engineering, and modular design methodology provide concepts, methods and technology infrastructure for realizing mass customization. One of the findings from numerous research efforts on mass customization is the use of e-commerce technologies to manage a product development chain that links customers, suppliers and manufacturers together to approach concurrently customized products in a short time and at the low cost level of mass production, i.e., mass customization. To ensure the success of mass customization in a product development chain, a rapid, automatic yet accurate cost estimate and control system is needed. This paper presents a cost index structure, which is a novel data structure, together with two novel cost estimate methods, viz. the generative cost estimate method and the variant cost estimate method, for the development of a semi or fully automatic computer-aided cost estimate and control system in mass customization. Finally, an industrial case is reported in the paper to illustrate the principles and feasibility of the proposed data structure, methods and system framework
Literature suggests that new product development (NPD) is critical for industrial firms to gain a competitive advantage. Intriguingly, the systematic application of NPD tools in industry, despite the extensive effort that has been invested and the benefits that can be obtained, remains mostly uncommon. By conducting ten semi-structured interviews with selected academics and industrialists and using a sample of 67 industrial firms in Singapore for questionnaire survey, this empirical study investigates the diffusion and adoption of NPD tools in industry. It also probes the factors which may affect the application of NPD tools. Our findings reveal that the application of NPD tools is still under-exploited in most of the industrial companies in Singapore. Although the application of NPD tools is affected by many factors, the most significant are management support in the company and the innovativeness orientation of the company. Surprisingly, we found that the usefulness of tools has little influence on whether a tool is adopted or not
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