Academic literature on the topic 'NPD(new product development) Process'
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Journal articles on the topic "NPD(new product development) Process"
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Šenk, Mateja, Peter Metlikovič, Matjaž Maletič, and Boštjan Gomišček. "Development of New Product/Process Development Procedure for SMEs." Organizacija 43, no. 2 (March 1, 2010): 76–86. http://dx.doi.org/10.2478/v10051-010-0009-y.
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Development of New Product/Process Development Procedure for SMEsThe result of our research is a developed and implemented set of activities for new process or product development (NPD procedure) for SMEs environment in the plastic processing industry, which enables the production of products and services with a high value added.The developed NPD procedure consists of five consecutive and overlapping steps: attracting orders, designing a project, developing a product, developing a process and zero production series. Each distinct step is further divided into sub-activities supported by adequate methods and managed in an information system. Investigated and included were three different methodologies use for NPD procedure in the automotive industry such as Advanced Product Quality Planning (APQP), Design for Six Sigma (DFSS) and Stage/Gate methodology.The results presented in the paper show that the developed NPD procedure significantly improved NPD in terms of cost management and time-effectiveness.
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Wang, Yufan, and Haili Zhang. "Achieving Sustainable New Product Development by Implementing Big Data-Embedded New Product Development Process." Sustainability 12, no. 11 (June 8, 2020): 4681. http://dx.doi.org/10.3390/su12114681.
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Literature suggests that new product development (NPD) has an impact on sustainable organizational performance. Yet, previous studies in NPD have mainly been based on “experience-driven”, not data-driven, decision-making in the NPD process. We develop a research model to examine how the big data-embedded NPD process affects the sustainable innovation performance of NPD projects. We test the proposed model and conduct the cross-national comparison using data collected on 1858 NPD projects in the United States of America (USA), the United Kingdom (UK), and Australia. The research findings suggest that big data-embedded business analysis, product design, and product testing increase sustainable innovation performance in all three countries. The study findings also reveal several surprising results: (1) in the USA, big data-embedded product testing has the highest effect on sales growth and gross margin, (2) in Australia, big data-embedded commercialization has the highest effect on sales growth and gross margin, and (3) in the UK, big data-embedded commercialization has the highest effect on second-year sales growth, first-year, and third-year gross margin; in addition, big data-embedded product testing has the highest effect on third-year sales growth and second-year gross margin.
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Feeney, Orla, and Bernard Pierce. "Accounting and new product development." Qualitative Research in Accounting & Management 15, no. 2 (June 18, 2018): 251–79. http://dx.doi.org/10.1108/qram-05-2017-0045.
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PurposeThe traditional view of accounting as something that constrains innovation and conflicts with creativity is giving way to a more contemporary belief that accounting can enable innovation and support the innovative process. This paper aims to examine this evolving relationship between accounting and new product development (NPD) by exploring how interactions between NPD participants at various stages of the NPD process help to achieve the appropriate balance between firmness and flexibility which is necessary for NPD success.Design/methodology/approachA case study method is adopted. Strong structuration theory (SST) is used to examine the complex interactions that take place between managers at various stages in the NPD process, while the concept of minimal structures is drawn upon to explore how these interactions influence the role of accounting in NPD and help to achieve the desired balance between firmness and flexibility.FindingsThe findings of the study reveal that the use of accounting information in NPD is not necessarily prescriptive or normative but is embedded in the everyday interactions taking place throughout the organisation. Formal accounting information, which could be characterised as “push” information, is prepared and presented by the accountant as a formal requirement of NPD, where it is relied upon by the NPD Steering Committee to make stage-gate decisions in the latter stages of the process. This formal accounting information supports the technical structures within the minimal structures framework. Informal accounting information, which could be characterised as “pull” information, is prepared and used by the NPD team to make decisions from the early stages of NPD, often before the formal process has even begun. This information is regarded as a language or given understanding, and is often not even recognised as accounting information by those using it. This type of internalised language formulates the social structures discussed within the minimal structures framework. Together, the formal and informal use of accounting information, and the interactions implicated therein, provides the organisation with the appropriate balance of firmness and flexibility required to effectively govern the NPD process.Originality/valueThe paper contributes to accounting and innovation literature by using SST and minimal structures to explore interpersonal interactions in an NPD context.
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Chaochotechuang, Preecha, Farhad Daneshgar, and Stavros Sindakis. "Innovation Strategies of New Product Development (NPD)." International Journal of Knowledge and Systems Science 6, no. 2 (April 2015): 57–75. http://dx.doi.org/10.4018/ijkss.2015040104.
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Current literature indicates a high rate of New Product Development (NDP) failure. Many believe that the main reason behind such failures is the way the NPD process is managed. This includes a lack of clear project definition, too much focus on internal processes and procedures ignoring customer needs and requirements, lack of communication and knowledge transfer among various people within the organization, etc. The current study provides an analytical tool in the form of a two dimensional matrix that maps various stages of the NPD process to the existing innovation strategies. This analytical tool can then be used by business analysts to assess the degree of innovativeness of various activities involved in NPD process, as a basis for enhancing the effectiveness of the overall product development initiatives.
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Kowang, Tan Owee, Choi Sang Long, Amran Bin Mohd Rasli, and Low Hock Heng. "Operation Management: Prediction of New Product Development Performance at Pre-Product Launch Stage." Advanced Materials Research 902 (February 2014): 426–30. http://dx.doi.org/10.4028/www.scientific.net/amr.902.426.
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New Product Development (NPD) performance has increasingly been viewed as an essential indicator for organizational competitiveness and success. However, in the current literature of NPD, NPD performance measures are tends to focus on assessment of performance at the ending phase of NPD process (i.e. after product launch). Assessment of NPD performance before product launch is not widely discussed. Hence, this paper aims to address the research gap by developing models to predict NPD performance at the front end stage of NPD process. In line with this, 5 important NPD process constructs and 7 NPD management constructs were identified from literature review. These constructs were subsequently formulated into a survey questionnaire and responded by 186 Research and Development (R&D) staffs from R&D companies in Malaysia. Thereafter, the NPD process and management constructs were regressed with the perceived NPD performance to develop models for NPD performance prediction prior to product launch. Finally, discussion on researchs finding and recommendations are included at the end of this paper.
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Kim, Yeon-Hak, Sun-Woong Park, and Yeong-Wha Sawng. "Improving new product development (NPD) process by analyzing failure cases." Asia Pacific Journal of Innovation and Entrepreneurship 10, no. 1 (December 5, 2016): 134–50. http://dx.doi.org/10.1108/apjie-12-2016-002.
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Purpose The purpose of this study is to develop an appropriate new product development (NPD) process of Company “T”, a medium-sized firm, by analyzing the existing NPD process and failure cases of the Company. Design/methodology/approach The proposed research framework is as follows: first, prospective studies of the NPD process are performed using the existing literature and preliminary references; second, comparative analysis between the current processes and a NPD process is performed; third, phase-based evaluations upon failed product cases are conducted with a NPD process so as to identify the abridged steps and root-causes of failures; finally, renewed priorities are set forth by utilizing the analytic hierarchy process analysis and questionnaire analysis upon the above identified causes of failures. Findings The resulting accomplishments include the establishment of NPD processes that resonates with the current states of Company “T”, which, in turn, ensures the increase of efficiency, the decrease in development duration and the strategy of capacity-concentration and priority-selection. Originality/value As Company “T”’s development process is outdated and products are developed without adequate market information research and feasibility analysis, the percentage of failed development project is as high as 87 per cent. Thus, this study aims to develop an appropriate NPD process of Company “T” by analyzing the existing NPD process and failure cases of the Company.
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Sattayaraksa, Tharnpas, and Sakun Boon-itt. "CEO transformational leadership and the new product development process." Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 730–49. http://dx.doi.org/10.1108/lodj-10-2014-0197.
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Purpose – The purpose of this paper is to examine the linkages between CEO transformational leadership and the new product development (NPD) process through organizational learning and innovation culture. Design/methodology/approach – A large-scale survey by a sample of 269 manufacturing firms in Thailand was conducted. Structural equation modeling was used to test the proposed relationships. Findings – CEO transformational leadership was strongly and positively associated with organizational learning and innovation culture. Additionally, organizational learning and innovation culture were positively related to the NPD process. Practical implications – Managers should pay more attention to organizational learning since it has a strong impact on the NPD process. CEOs with an innovation-oriented attitude should develop their transformational leadership to support organizational learning and an innovation culture. Originality/value – The study extends the understanding of the connections between CEO transformational leadership and the NPD process. The results highlight the mediating roles of organizational learning and innovation culture on the relationship between CEO transformational leadership and the NPD process.
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Battistoni, Elisa, Andrea Fronzetti Colladon, Laura Scarabotti, and Massimiliano M. Schiraldi. "Analytic Hierarchy Process for New Product Development." International Journal of Engineering Business Management 5 (January 1, 2013): 42. http://dx.doi.org/10.5772/56816.
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The success of a New Product Development (NPD) process strongly depends on the deep comprehension of market needs and Analytic Hierarchy Process (AHP) has been commonly used to find weights for customers' preferences. AHP best practices suggest that low-consistency respondents should be considered untrustworthy; however, in some NPD cases – such as the one presented here – this stake can be extremely big. This paper deals with the usage of AHP methodology to define the weights of customer needs connected to the NPD process of a typical impulse buying good, a snack. The aim of the paper is to analyse in a critical way the opportunity to exclude or include non-consistent respondents in market analysis, addressing the following question: should a non-consistent potential customer be excluded from the analysis due to his inconsistency or should he be included because, after all, he is still a potential consumer? The chosen methodological approach focuses on evaluating the compatibility of weight vectors among different subsets of respondents, filtered according to their consistency level. Results surprisingly show that weights do not significantly change when non-consistent respondents are excluded.
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BRUN, ERIC, ALF STEINAR SÆTRE, and MARTIN GJELSVIK. "BENEFITS OF AMBIGUITY IN NEW PRODUCT DEVELOPMENT." International Journal of Innovation and Technology Management 05, no. 03 (September 2008): 303–19. http://dx.doi.org/10.1142/s0219877008001382.
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In this paper we challenge the traditional notion of ambiguity as an undesirable element in New Product Development (NPD) and explore how companies sometimes sustain or even increase ambiguity during their NPD projects. Based on qualitative analysis of case data from four NPD projects in the medical-device industry, we present a model by which this process can be better understood. We identify four ways that NPD projects can benefit from temporarily sustaining ambiguity: retaining fallback options, saving costs, saving time, and retaining ideas.
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Salavati, Mehran, Milad Tuyserkani, Seyyede Anahita Mousavi, Nafiseh Falahi, and Farshid Abdi. "Improving new product development performance by risk management." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 418–25. http://dx.doi.org/10.1108/jbim-04-2013-0090.
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Purpose The principal aim of this study is to investigate the relationship between technological, marketing, organizational and commercialization risk management on new product development (NPD) performance. Design/methodology/approach Based on questionnaire, the data were collected from a sample of general automotive industry in Iran. Based on theoretical considerations, a model was proposed and descriptive statistic and hierarchical regression were used to measure the relationship between risk management factors and NPD performance. Findings Data analysis revealed that if organization can amplify their knowledge and information about risk and main factors that affect NPD process, not only can they do their work better but can also increase their ability to predict future happenings that affect performance. Research limitations/implications First, due to the relatively small sample size, caution should be exercised when interpreting the results. Second, the data were collected from automotive producer in Iran, which may restrict to some extent generalizability of the findings. Practical implications The results suggest that managers should consider more attention to risk management. If managers spread the risk management in all aspects of the NPD project, total performance will be increased and it can develop the probability of NPD success. Also organizations should perform great market research due to best commercialization. Originality/value Past researches have presented complete information about NPD process. But identifying and considering the effect of the risk management parameters that are connected to the NPD process were the main thrusts to perform the study. In this paper, based on past research about risk management of NPD, the extra aspect of process that can improve total performance of NPD has been examined.
Dissertations / Theses on the topic "NPD(new product development) Process"
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Nguyen, Dat Anh. "Customer involvement in new product development process." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-34964.
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Purpose – Evaluate the four popular communication methods to involve customers in the NPD process from customers’ perspective (In this thesis, the four chosen communication methods are: Quality Function Deployment, Prototype, Idea Generation Activities and Lead-user Involvement). Design/Methodology/Approach – This is a quantitative research which used questionnaire to collect data. The questionnaire form is distributed online to respondents. Findings – The findings show the comparison between the four communication methods. The differences are measured and analyzed using measurement system from Zaichkowsky (1985) including: Interests, Needs and Values. Research Limitations – This thesis face limitation regarding the chosen sample. In addition to that language is also one of the major obstacles. Managerial Implications – The findings provide companies with evaluation regarding option for communication method to increase customer involvement degree. Originality/Value – This research is unique in a way that the author filtered the four most popular communication methods based on reviewed articles then conducted an evaluation on these methods. The evaluation is performed based on customers’ perspective which has not been done before. This thesis provides a new perspective on how firms should look at customers’ involvement.
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Haque, Badr. "The development and implementation of a methodology for diagnosing organisational related issues in concurrent product development." Thesis, University of Nottingham, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311820.
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Ampudia, Serrano Ricardo. "Innovation management in high-tech SMEs' new product development process : a case of small-medium wind turbines." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/innovation-management-in-hightech-smesa-new-product-development-process-a-case-of-smallmedium-wind-turbines(d9bab4fa-1bdd-427b-ad43-5ecb551c8943).html.
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aFor many years innovation has been an integral part of improvements to products and services. Small and Medium Enterprises (SMEs) have been known as innovation generators, and their importance is paramount for the growth of economy. And yet despite their great importance, there is still a lack of understanding about how SMEs and High-tech SMEs (HTSMEs) with complex products conduct their management of innovation of New Product Development (NPD). Therefore, the purpose of this study is to provide a foundation for addressing the suggested gaps in the literature and to show that further research is needed in innovation management of NPD and how it is connected to HTSMEs. Renewable energy wind turbine sources and the potential growth they represent for SMEs was a factor in choosing this sector as the subject of this research. HTSMEs with creative ideas and innovations of complex products need to adequately manage product development. This recognises the organisation's practices and processes during NPD and the need for innovation management (IM) as a part of an organisation's capabilities in order to achieve a sustainable competitive advantage (SCA). The aim of this thesis is to explore and validate a major qualitative abductive methodology from the findings of 21 High-tech Small Medium Enterprises management in relation to complex wind turbine invention-innovation (creative destruction) practices and processes during the NPD. Analysis, synthesis, and conclusions from the findings of this study are interpreted and discussed in the context of the definition, concepts, characteristics, theoretical, and conceptual framework. Finally, implications for managerial practice offer a deeper understanding of how HTSME manage innovation practices and processes occur during NPD building a superior product and recommendations for further research that can be valuable to academics, practitioners, and other researchers who are seeking ideas for research topics are presented and discussed.
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ANANDBABU, VIVEK. "New Product Development Process for Physical- Digital Products : A Case Study of a Swedish Manufacturing Company." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-299282.
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Manufacturing firms are realising the customer value and competitive edge that can be captured through digitalisation. Manufacturing firms are therefore striving to integrate digital technologies on the existing product range to create an ecosystem of connected products to create, monitor and manage the aftermarket product services. The integration introduces multiple conflicting innovation regimes into the organisation namely product innovation and digital innovation regime. This changes the way traditional manufacturing companies work with dynamics business models and dynamic market conditions requiring a new approach to maintaining customer relationships, rethinking the organizational structure and product developmental processes. The current study focuses on the product development challenges to which the manufacturing companies are exposed while developing connected products. Physical development processes are characterised by physical materiality, long lead times, upfront planning, early binding following a linear development framework while digital innovation is characterised by digital materiality, shorter lead time, multiple launches, late bindings which follows an iterative agile model of development. The contrasting characteristics create challenges for executing physical-digital product development projects. A Swedish manufacturing company is considered as a case study company and 19 process challenges are identified and reported in the current study through interviews with 26 stakeholders from diverse functions along with secondary data observations from project interaction meetings. These challenges are prioritised and group into five overarching challenges which are lack of integrated development process, coordination issues, integration issues, knowledge gap and resources issues. Three external companies are interviewed to compare challenges in the physical-digital product development process and identify process and practices adopted by the companies to mitigate those challenges. Based on the insights from the literature study, interviews from the case company and external companies, six recommendations were proposed. The recommendations include defining clear roles and responsibilities, creating a TRL chart for connectivity, strengthen front-loading activities, developing connectivity integrated NPD process, creating a flexible framework for functions to coordinate and develop connectivity integrated testing process.Allt fler tillverkningsföretag inser det ökade kundvärdet och konkurrenskraften som digitalisering kan medföra. Tillverkningsföretag strävar därför efter att integrera digital teknik i det befintliga produktsortimentet för att skapa ett ekosystem av digitalt uppkopplade produkter för att utforma, övervaka och hantera produkter och tjänster på marknaden. Integrationen kan skapa konflikter mellan företagets innovationsregimer i organisationen, såsom produktinnovation och digital innovationsregim. För att kunna upprätthålla kundrelationer samt omstrukturera organisationen och produktutvecklings-processerna krävs en ny strategi, eftersom integrationen förändrar hur traditionella tillverkningsföretag arbetar med dynamiska affärsmodeller och dynamiska marknadsförhållanden. Denna studie fokuserar på de utmaningar i produktutveckling somn tillverkningsföretag möter i utvecklandet av uppkopplade produkter. Utvecklingsprocesser för fysiska produkter kännetecknas av långa ledtider, planering i förväg samt tidiga beslut utifrån ett linjärt utvecklingsramverk, medans digital innovation kännetecknas av kortare ledtider, flera lanseringar, och senare beslut som följer en iterativ, agil utvecklingsmodell. Skillnaderna i utvecklingen av digitala och fysiska produkter skapar utmaningar för att genomföra fysisktdigitala produkttvecklingsprojekt. En fallstudie utfördes på ett svenskt tillverkningsföretag där 19, olika processutmaningar identifieras och rapporteras i denna studie. Studien baseras på intervjuer med 26 intressenter från olika avdelningar, samt sekundära dataobservationer från projekmöten. Utmaningarna prioriteras och grupperas i fem övergripande problemområden; utmaningar avseende samordning, integration, kunskap, respektive resurser, samt avsaknad av en integrerad utvecklingsprocess. Tre externa företag intervjuas för att jämföra utmaningar i den fysiskt-digitala produktutvecklingsprocessen samt för att identifiera processer och metoder som företagen har använt för att hantera dessa utmaningar. Baserat på litteraturstudien, intervjuer från företaget och de externa företagen föreslås sex rekommendationer. Dessa inkluderar att definiera tydliga roller och ansvarsområden, skapa ett TRL-diagram för anslutningar, stärka front-loading-aktiviteter, utveckla en integrerad produktuvtvecklings process för uppkopplade produkter samt skapa ett flexibelt ramverk för funktioner för att samordna och utveckla en integrerad testprocess för uppkopplade produkter.
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HADDAD, FILIP, and LEON TRANG. "The NPPD process at Sandvik Materials Technology : A case study of new product development project governance." Thesis, KTH, Industriell Management, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-191218.
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Many companies depend on their innovation capabilities to increase sales in an increasinglycompetitive market. This affects the companies’ R&D departments, which have to identify and develop new products that the market demands. However, even though new product development has been a well-researched area, there is still a gap between theory and practice regarding how to implement efficient new product development processes. Therefore, this study has investigated how the outcomes of new product development projects can be more consistent. Particularly, the study has focused on how project governance of new product development can be improved. This investigation has been done by conducting a case study of six new product development projects at Sandvik Materials Technology in Sandviken, Sweden, a world-leading manufacturer of high-value added steel products. The results indicate that new product development at Sandvik Materials Technology works well, however there is still room for improvement. The findings suggest that in order to improve the consistency of the project outcomes, education in the process and workshops are needed. Furthermore, roles and responsibilities should be more specific and a structure for how to handle projects in the matrix organization has to be implemented. The findings of this study have implications both on the theoretical and practical aspect. Regarding the theoretical aspect, the findings provide additional data in a well-researched area that still has a knowledge gap between literature and practice. Furthermore, from a theoretical point of view, the findings show how a world-leading manufacturer can improve the consistency of its new product development project outcomes.Många av dagens företag måste förlita sig på sin produktutveckling för att öka försäljningen på enalltmer konkurrensutsatt marknad. Detta påverkar företagens forskning- och utvecklingsavdelningar som måste identifiera och utveckla produkter som marknaden efterfrågar. Trots att produktutveckling är ett väl utforskat område finns det ett gap mellan de teoretiska modeller och den praktiska implementeringen av dem. Denna studie har därför studerat hur resultatet av produktutvecklingsprojekt kan förbättras. Mer specifikt har denna studie fokuserat på hur styrningen av produktutvecklingsprojekt kan bli bättre. En fallstudie på sex produktutvecklingsprojekt i Sandvik Materials Technology, en världsledande tillverkare av högt förädlade stålprodukter, i Sandviken, Sverige har bidragit till empirin. Resultatet indikerar att produktutvecklingen på Sandvik Materials Technology fungerar bra, däremot finns det utrymme för förbättringar. Förbättringarna gäller framförallt utbildning i processerna, workshops, förtydliga roller och ansvar och en tydlig struktur för hur produktutvecklingsprojekt ska hanteras i matrisorganisationen. Studien kommer att bidra till teorin genom empiri i form av en fallstudie. Denna fallstudie kan tillsammans med andra studier fylla gapet mellan teoretiska projektmodeller och den praktiska implementeringen av dem. Denna studie kommer även att bidra till en förbättring av Sandvik Materials Technologys produktutvecklingsprojekt.
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McIntyre, James. "Enhancing the SME NPD process through customer focused design activities: a New Zealand case study." Massey University, 2009. http://hdl.handle.net/10179/1073.
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Small to Medium Enterprises (SMEs) face enormous financial risk when embarking on a new product launch. SMEs are less likely to implement more formal risk minimization strategies for new product development (NPD) such as StageGate, often citing reasons of resource constraints or the more prevalent notion that “this stuff doesn’t apply to us”. Two key elements of any such risk minimization strategies are an early emphasis on benchmarking competitors and a thorough study of the attitudes and behaviours of potential customers. The SME’s investment of time and resource in early acquisition of this knowledge is a critical factor for success (Cooper 2001). Armed with this information, the SME is able to adopt a Customer Focused Design (CFD) strategy, whereby the product development effort is remains focused on the external customers wants and needs through all phases. SMEs that are able to satisfy these needs more effectively enjoy an obvious competitive advantage (Matzler and Hinterhuber 1998; Lüthje 2004). SMEs are often challenged by these tasks (Freel 2000; Larsen and Lewis 2007; Owens 2007). They may be overwhelmed by the prospect of expected costs, lack of expertise, and financial pressures to rush to market. Too often the more conventional path is chosen, whereby a solution is proposed, developed and tested in the market to “see if it sticks”. Such methodologies are less effective and subject the SME to increased financial risk. International studies of SMEs attitudes and behaviour towards NPD reveal common challenges of resource limitations, skills deficiencies and organizational issues (Xueli, Soutar et al. 2002; de Jong and Vermeulen 2006; Siu, Lin et al. 2006; Murphy and Ledwith 2007; Owens 2007). New Zealand firms are no exception, and are burdened with similar challenges as their international counterparts. This study aims to propose a simple framework for small firms who wish to acquire knowledge about their target markets and potential customers with limited time and resources. The framework enables SMEs to incorporate customer focused design principles into their product definition phase, and better orient themselves to the consumer marketplace. The study makes use of a New Zealand based case study to evaluate how the framework may be employed to identify quick and inexpensive efforts that can reproduce some elements of more sophisticated CFD and benchmarking methods. The obtained results are incorporated into a product design specification and embodied into a physical prototype to further illuminate the process. In addition to the primary area of study, prospects for new adjacent product lines and new potential markets for future development are also gained from the research.
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Higgins, Paul Anthony. "Reducing uncertainty in new product development." Queensland University of Technology, 2008. http://eprints.qut.edu.au/20273/.
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Research and Development engineering is at the corner stone of humanity’s evolution. It is perceived to be a systematic creative process which ultimately improves the living standard of a society through the creation of new applications and products. The commercial paradigm that governs project selection, resource allocation and market penetration prevails when the focus shifts from pure research to applied research. Furthermore, the road to success through commercialisation is difficult for most inventors, especially in a vast and isolated country such as Australia which is located a long way from wealthy and developed economies.
While market leading products are considered unique, the actual process to achieve these products is essentially the same; progressing from an idea, through development to an outcome (if successful). Unfortunately, statistics indicate that only 3% of ‘ideas’ are significantly successful, 4% are moderately successful, and the remainder ‘evaporate’ in that form (Michael Quinn, Chairman, Innovation Capital Associates Pty Ltd).
This study demonstrates and analyses two techniques developed by the author which reduce uncertainty in the engineering design and development phase of new product development and therefore increase the probability of a successful outcome. This study expands the existing knowledge of the engineering design and development stage in the new product development process and is couched in the identification of practical methods, which have been successfully used to develop new products by Australian Small Medium Enterprise (SME) Excel Technology Group Pty Ltd (ETG).
Process theory is the term most commonly used to describe scientific study that identifies occurrences that result from a specified input state to an output state, thus detailing the process used to achieve an outcome. The thesis identifies relevant material and analyses recognised and established engineering processes utilised in developing new products. The literature identified that case studies are a particularly useful method for supporting problem-solving processes in settings where there are no clear answers or where problems are unstructured, as in New Product Development (NPD).
This study describes, defines, and demonstrates the process of new product development within the context of historical product development and a ‘live’ case study associated with an Australian Government START grant awarded to Excel Technology Group in 2004 to assist in the development of an image-based vehicle detection product. This study proposes two techniques which reduce uncertainty and thereby improve the probability of a successful outcome.
The first technique provides a predicted project development path or forward engineering plan which transforms the initial ‘fuzzy idea’ into a potential and achievable outcome. This process qualifies the ‘fuzzy idea’ as a potential, rationale or tangible outcome which is within the capability of the organisation. Additionally, this process proposes that a tangible or rationale idea can be deconstructed in reverse engineering process in order to create a forward engineering development plan. A detailed structured forward engineering plan reduces the uncertainty associated with new product development unknowns and therefore contributes to a successful outcome. This is described as the RETRO technique. The study recognises however that this claim requires qualification and proposes a second technique.
The second technique proposes that a two dimensional spatial representation which has productivity and consumed resources as its axes, provides an effective means to qualify progress and expediently identify variation from the predicted plan. This spatial representation technique allows a quick response which in itself has a prediction attribute associated with directing the project back onto its predicted path. This process involves a coterminous comparison between the predicted development path and the evolving actual project development path. A consequence of this process is verification of progress or the application of informed, timely and quantified corrective action. This process also identifies the degree of success achieved in the engineering design and development phase of new product development where success is defined as achieving a predicted outcome. This spatial representation technique is referred to as NPD Mapping. The study demonstrates that these are useful techniques which aid SMEs in achieving successful new product outcomes because the technique are easily administered, measure and represent relevant development process related elements and functions, and enable expedient quantified responsive action when the evolving path varies from the predicted path. These techniques go beyond time line representations as represented in GANTT charts and PERT analysis, and represent the base variables of consumed resource and productivity/technical achievement in a manner that facilitates higher level interpretation of time, effort, degree of difficulty, and product complexity in order to facilitate informed decision making. This study presents, describes, analyses and demonstrates an SME focused engineering development technique, developed by the author, that produces a successful new product outcome which begins with a ‘fuzzy idea’ in the mind of the inventor and concludes with a successful new product outcome that is delivered on time and within budget. Further research on a wider range of SME organisations undertaking new product development is recommended.
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KJELLSTRÖM, FRANCISKA. "Design Assurance Important: aspects for implementation." Thesis, KTH, Industriell produktion, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-214442.
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A rapidly changing environment for industrial technology companies operating on a global market has increased the competitiveness and accelerated the rate of new technologies. The demands on companies to be more efficient and innovative without compromising quality are thereby enlarged. To maintain competitiveness and meet customer expectation a well-functioning product development is essential. Correcting product quality issues on newly developed products becomes increasingly more expensive the later it takes place in the development process and problems that arise can often be linked to the product design. In order to secure that new product development projects efficiently can deliver high quality products without compromising cost targets and time-to-market Design Assurance can be applied during the product development. The intention is to uncover and detect problems in the design and prevent errors to occur in the engineering process, by executing controls to assure design has been completed according to standards and policies. This project aims to investigate Design Assurance to further establish the concept at Alfa Laval BU HSS and describe how product quality is assured in product development. Analysis of literature studies, interviews at Alfa Laval BU HSS as well as benchmarking at three companies; Atlas Copco Industrial Technique, Getinge (Maquet Critical Care division) and Tetra Pak, provide the basis of the results in this study. The results show there are a number of factors greatly influencing an organization’s ability to ensure product quality in product development. Key factors identified in this study are cross functional team work, the internal culture in the organization, firmly established product strategies, product development processes and requirement management and validation capability. These factors can be seen as essential conditions for ensuring product quality during development and prerequisites for establishing Design Assurance at Alfa Laval BU HSS. Key building blocks in the Design Assurance capability are identified and described, which include reviews of actions and project documentation that safeguards continuous improvements and prevent future deficiencies. The Design Assurance activities are identified as documentation management, change management, risk assessments, nonconformance management, product quality follow up and lessons learned.Dagens industritekniska företag verkar i en global miljö med snabba förändringar, vilket har bidragit till ökad konkurrens och accelererat hastigheten för ny teknik. Därmed har även kraven på företagen att bli mer effevtiva och innovativa, utan att kompromissa med produktens kvalitet, ökat. En väl-fungerande produktutveckling är nödvändig för att bibehålla konkurrenskraft och möta kundernas förväntningar. Ju senare produkters kvalitetsproblem upptäcks och rättas till under utvecklings-processen desto dyrare är det och problemen härstammar ofta från produktens konstruktion. För att säkerställa att nyutvecklingsprojekt effektivt kan leverera högkvalitativa produkter utan att påverka kostnadsmål eller time-to-market, kan Design Assurance tillämpas under produktutvecklingen. Avsikten är att upptäcka, identifiera och förebygga brister i konstruktionen som kan orsaka problem senare under utvecklingen, genom att utföra kontroller för att säkerställa att konstruktionen uppfyller standarder, anvisningar och andra krav. Denna uppsats syftar till att undersöka Design Assurance för att ytterligare etablera konceptet på Alfa Laval BU HSS och beskriva hur produktkvaliteten säkras under produktutvecklingen. Analys av litteraturstudier, intervjuer på Alfa Laval BU HSS samt benchmarking vid tre företag; Atlas Copco Industriteknik, Getinge Maquet Critical Care divisionen och Tetra Pak, utgör grunden för resultatet i denna studie. Resultatet visar att det finns ett antal faktorer som i hög grad påverkar en organisations förmåga att säkerställa produkternas kvalitet i produktutvecklingen. Nyckelfaktorer har i denna studie identifierats som tvärfunktionellt arbete, den interna kulturen på företaget, väl förankrade produkt-strategier, processer inom produktutveckling samt kravhantering och valideringsförmågan under utvecklingen. Dessa faktorer kan ses som nödvändiga förutsättningar för att säkerställa produktkvalitet under produktutveckling och därmed förutsättningar för att framgångsrikt etablera Design Assurance på Alfa Laval BU HSS. Slutligen är de centrala delarna för att genomföra och applicera Design Assurance identifierade och beskrivna, vilka innefattar granskning av handlingar och projektdokument som säkerställer ständiga förbättringar och förebygger framtida brister. Design Assurance-aktiviteter är identifierade som kontroll av korrekt dokumentering, hantering av ändringar, avvikelsehantering, riskbedömningar, uppföljning av produktkvalitet och lärdomar under produktutvecklingsprojektet.
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Baptista, Diogo Jorge Gonçalves. "Processo de colaboração entre empresas para o desenvolvimento de novos produtos : estudos de caso em Portugal." Master's thesis, Instituto Superior de Economia e Gestão, 2020. http://hdl.handle.net/10400.5/20921.
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Mestrado em Gestão e Estratégia IndustrialO desenvolvimento de novos produtos é uma atividade vital para a criação de vantagem competitiva nas organizações. Num mundo cada vez mais globalizado, e onde as organizações são dotadas de capacidades específicas, a colaboração para o desenvolvimento de novos produtos tem sido uma prática adotada por parte das organizações que procuram melhorar a sua atividade de inovação e os resultados deste processo. Para endereçar este tema, o presente estudo tem como objetivo estudar o processo de identificação de parceiros, a forma como as organizações se relacionam e partilham conhecimento e como são geridas as tensões emergentes em relações colaborativas de desenvolvimento de novos produtos. Para o efeito foi utilizado um método de análise qualitativa através da realização de dois estudos de caso de projetos de colaboração para o desenvolvimento de novos produtos, financiados pelo Compete 2020. Os resultados apontam para a complementaridade de competências, confiança e interações passadas como os principais fatores na identificação e seleção de parceiros. Ao nível do processo de colaboração, são realizadas atividades de pesquisa conjunta para identificar potenciais aplicações de novas tecnologias, são definidos planos para permitir uma melhor gestão dos projetos e as competências das organizações contribuem para diferenças na liderança em diferentes fases dos projetos. Para a partilha de conhecimento contribuem principalmente as interações frequentes e informais focadas na resolução de problemas específicos dos projetos. Finalmente a contratualização e a comunicação por parte dos gestores de projeto das empresas surge como as principais formas de resolução das tensões.
New product development is a vital activity for creating competitive advantage in organizations. In an increasingly globalized world, and where organizations are endowed with specific capacities, collaboration for the development of new products has been a practice adopted by organizations that seek to improve their innovation activity and the results of this process. To address this issue, the present study aims to study the process of identifying partners, how organizations relate and share knowledge and how the emerging tensions in collaborative relationships for the development of new products are managed. For this purpose, a qualitative analysis method was used by carrying out two case studies of collaborative projects for the development of new products financed by Compete 2020. The results point to the complementarity of competences, trust and past interactions as the main factors for the identification and selection of partners. At the level of the collaboration process, joint research activities are carried out to identify potential applications of new technologies, plans are defined to allow better project management and the competencies of organizations contribute to differences in leadership of the project in different phases. The knowledge sharing is mainly due to frequent and informal interactions focused on solving specific project problems. Finally, contracting and communication by the project managers of the organizations emerge as the main methods of managing tensions.
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Han, Koogin. "Design leadership and communication : characteristics and abilities of design leaders communicating design to non-designers during the fuzzy front end of new product development." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/9759.
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This research investigates the key characteristics of design leaders in the context of New Product Development (NPD) at the Fuzzy Front End (FFE) or early stage of this process. It particularly focuses on how design leaders communicate design to non-designers. It is often observed that designers struggle to communicate design to non-designers. Previous research has identified design leaders as competent design communicators. However, the definition and key characteristics of design leaders remain unclear. By reviewing the literature on leadership studies, design leadership and project leadership, it is evident that no single universal definition of leadership exists. The most common definition is that leaders apply their knowledge and skills to conduct activities and use their traits to influence other people’s actions. Leadership requires different characteristics for different tasks. To understand the characteristics of design leaders, triangulated research was employed at a real-life NPD project involving young designers and non-designers at early stages of NPD as part of the first study. All participants (N=32) were directly observed, interviewed in semi-structured interviews and administered with assistive questionnaires to compare design and non-design participants’ leadership and communication styles. The second study was in-depth, focusing on UK design leaders (N=11) through semi-structured interviews and based on deficiencies in leadership and communicating design, identified from the first study and the literature review. Comparative studies indicate that designers and design leaders vary their attitudes towards non-designers, motivation and communication style. This study highlights the key characteristics of design leaders: an epiphany by experiencing the entire NPD process, interest in the benefits of NPD stakeholders, a good understanding of design competency, reflectively flexible working attitude and strong, active listening. Thus, a conceptual model was formulated and evaluated, able to guide designers who wish to become design leaders and help to enhance design communication and relationships with non-designers.
Books on the topic "NPD(new product development) Process"
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Dragan, Stokic, and SpringerLink (Online service), eds. Innovating in Product/Process Development: Gaining Pace in New Product Development. London: Springer London, 2009.
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Griffin, Abbie J. Measuring product development time to improve the development process. Cambridge, Mass: Marketing Science Institute, 1993.
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The pursuit of new product development: The business development process. Amsterdam: Butterworth-Heinemann, 2007.
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Integrated product and process design and development: The product realization process. Boca Raton, FL: CRC Press, 1997.
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Sam, Lightman, ed. Accelerating innovation: Improving the process of product development. New York: Van Nostrand Reinhold, 1993.
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New product development: An introduction to a multifunctional process. London: Butterworth-Heinemann, 1997.
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Dolan, Robert J. Managing the new product development process: Cases and notes. Reading, Mass: Addison-Wesley, 1993.
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1943-, Wheelwright Steven C., ed. Managing new product and process development: Text and cases. New York: Free Press, 1993.
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1963-, Kennedy Michael E., and Trammell Carmen J. 1952-, eds. Superior product development: Managing the process for innovative products. Cambridge, MA: Blackwell Publishers, 1995.
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Wilson, Clement Card. Superior product development: Managing the process for innovative products. Cambridge, Mass: Blackwell Business, 1996.
Find full textBook chapters on the topic "NPD(new product development) Process"
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Kono, Toyohiro, and Leonard Lynn. "Stopping an NPD Process and Changing Product Mixes." In Strategic New Product Development for the Global Economy, 186–201. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230599383_10.
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Cadeddu, Stephanie B. M., Jerome D. Donovan, Cheree Topple, Gerrit A. de Waal, and Eryadi K. Masli. "The NPDP for frugal innovation." In Frugal Innovation and the New Product Development Process, 214–60. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Routledge advances in management and business studies ; 81: Routledge, 2019. http://dx.doi.org/10.4324/9780429000980-6.
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Cadeddu, Stephanie B. M., Jerome D. Donovan, Cheree Topple, Gerrit A. de Waal, and Eryadi K. Masli. "Mapping NPDP for frugal innovation." In Frugal Innovation and the New Product Development Process, 47–128. Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Routledge advances in management and business studies ; 81: Routledge, 2019. http://dx.doi.org/10.4324/9780429000980-3.
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Belecheanu, Roxana, Kulwant S. Pawar, Johann c. k. h. Riedel, Roberto Santoro, and Marco Conte. "Aricon Initiative: Barriers in Adopting the Virtual Enterprise Approach in the New Product Development (NPD) Context." In Processes and Foundations for Virtual Organizations, 123–34. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-0-387-35704-1_13.
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Haines, Steven. "Strategies to Improve NPD Governance." In The PDMA Handbook of New Product Development, 310–24. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118466421.ch19.
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Zhu, Andy Yunlong, Dimitris G. Assimakopoulos, and Maximilian von Zedtwitz. "How Leading Firms Manage Product Safety in NPD." In Knowledge Perspectives of New Product Development, 287–306. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0248-0_14.
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Cagan, Jonathan, and Craig M. Vogel. "Integrated new product development." In Design process improvement, 386–403. London: Springer London, 2005. http://dx.doi.org/10.1007/978-1-84628-061-0_17.
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Sechi, N., M. Lawson, and R. Soenen. "New Product Development Process." In IFIP Advances in Information and Communication Technology, 175–86. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-0-387-35492-7_17.
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Assimakopoulos, Dimitris G., and Bernard Chapelet. "Knowledge Flows in an NPD Team from the Semiconductor Industry." In Knowledge Perspectives of New Product Development, 49–74. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0248-0_3.
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Mishev, Plamen Dimitrov, and Yulia Vladimirova Dzhabarova. "The New Product Development Process." In Advances in Dairy Products, 381–93. Chichester, UK: John Wiley & Sons Ltd, 2017. http://dx.doi.org/10.1002/9781118906460.ch4e.
Full textConference papers on the topic "NPD(new product development) Process"
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Vayvay, Ozalp, and Emine Cobanoglu. "Relationship Component of Supplier Involvement in New Product Development (NPD) Process." In 2006 Technology Management for the Global Future - PICMET 2006 Conference. IEEE, 2006. http://dx.doi.org/10.1109/picmet.2006.296857.
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Patil, B. A., M. S. Kulkarni, and P. V. M. Rao. "New Product Development (NPD) Process in the Context of Industry 4.0." In 2019 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2019. http://dx.doi.org/10.1109/ieem44572.2019.8978740.
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Balbontin, Alejandro, and Baback Yazdani. "Global New Product Development Strategies and I.T. Applications." In ASME 1999 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/detc99/eim-9007.
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Abstract This report presents the results of the 1998 Global New Product Development Survey, carried-out by the Warwick Manufacturing Group at the University of Warwick (UK). The survey is based on a questionnaire addressed to 637 firms with turnover greater than £ 30 million ($ 45 million), operating in the UK across key industrial sectors and engaged in New Product Development (NPD). Response rate was of 8%. Global NPD practices include product standardization, the strategy used to allocate NPD centers (related to business units and geographically), the level of centralization of tasks, the level of NPD outsourcing, the use of external collaboration and the use of Information Technology (IT) applications to support the NPD process. It was found that firms with products designed for global markets have about an 8 times greater potential to export than those firms who only standardize core components. Firms that collaborate more with external entities implement universal products more easily. Based on the “pretax profit in the last four years of business activity”, the respondent firms with losses have an average of 7 business sectors, whereas the top ten profitable firms have an average of only 4 business sectors, this relationship also applies to NPD activities. It was found that firms manage the collaborative ventures through either team members or team leaders and that top management involvement is only on a small scale. IT communication tools (e-mail and video-conferencing), followed by administration tools (project-planning and presentation software) are the main priorities in firms with widely distributed teams.
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Owens, J. "The importance of a structured new product development (NPD) process: a methodology." In IEE International Symposium Engineering Education: Innovations in Teaching, Learning and Assessment. IEE, 2001. http://dx.doi.org/10.1049/ic:20010040.
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Paschkewitz, John J. "Ensuring Reliability in Lean New Product Development." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-63696.
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Many companies have begun their lean journey. This typically begins on the shop floor with lean manufacturing methods. This soon leads to applying lean to other processes including new product development. Lean New Product Development (Lean NPD) creates value and eliminates waste by creating knowledge up front to enable informed design decisions and eliminate rework loops. From a quality and reliability perspective, this should be viewed positively because it offers the opportunity to do what is needed up front to ensure robust and reliable products. This paper provides an introduction to Lean NPD and shows how it can be applied to reliability needs definition, design decisions, risk assessment and mitigation, critical characteristics and process control, product testing, failure analysis and corrective action to improve product reliability and robustness. Lean product development changes the focus of how design and development are done, and reliability and robustness tasks are part of the up front knowledge development that facilitates better decisions to get the product right the first time and eliminate the waste of rework and repeated development loops.
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Fang, Wei, Jun Chen, and Lixiong Ou. "Factor Analysis on CSFs of Enterprise New Product Development Projects: Based on NPD Process." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1849.
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Borja, Vicente, Javier N. Ávila Cedillo, Marcelo López-Parra, Alejandro C. Ramírez-Reivich, Arturo Treviño Arizmendi, and Luis F. Equihua Zamora. "Teaching Sustainable Design Within a Product Innovation Process in Mexico: Linking Two One-Semester Design Courses." In ASME 2013 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/detc2013-13571.
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This paper documents the process, the outcomes and the lessons learned from two design courses aimed at incorporating environmental, economic and social concerns during the product development process. These courses are co-taught by professors of the Engineering and the Industrial Design Schools of the Universidad Nacional Autónoma de México (UNAM). Each course lasts one academic semester and includes engineering graduate and undergraduate students from industrial design and engineering. The two courses are “New Product Development” (NPD) and “Design for Sustainability” (DS). The NPD course runs in collaboration with the University of California at Berkeley (UCB) and it has been taught at UNAM since 2008. The course fosters the development of product concepts that address particular user needs related to sustainability issues and enhance user’s experience and innovation. The DS course is aimed at introducing students to the most representative approaches, methodologies and tools related to sustainability. DS takes the NPD process as a background, i.e. takes the NPD product concept produced by students and evaluates its environmental impact, and its technical and economic feasibility. Some issues on entrepreneurship and social responsibility are also covered. For both courses design projects are paramount. Some of the projects carried out by the students during the courses are proposed by students themselves and some others are put forward by companies. The first part of this paper includes some background information on representative sustainability courses reported in the literature. Then the complete process model comprised by the NPD and DS courses is presented. Some details of the actual courses contents and lecture activities are also described. Representative projects developed within the courses, one of which is now a startup company, are presented. Finally, insights and lessons learned are discussed.
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Vallee, Glenn E. "A Novel Course in Product Innovation." In ASME 2008 International Mechanical Engineering Congress and Exposition. ASMEDC, 2008. http://dx.doi.org/10.1115/imece2008-66632.
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A novel course in Product Innovation has been developed at Western New England College which partners teams of senior level mechanical engineering students with local companies for the purpose of bringing fresh insights to the development of new and innovative products. Students benefit through exposure to real-world corporate environments, time to market pressures and contact with all departments typically involved in the New Product Development (NPD) process. Participating corporations benefit from the unique and often revolutionary ideas developed by students who have no preconceived notions about potential innovations, and by a renewed enthusiasm brought to the process by the students. Students perform benchmarking analyses, conduct consumer and market research, and develop functional prototypes of the new product concepts. Participating corporations support the course by providing funding for prototype fabrication and the purchase of benchmark samples, as well as engineering, marketing and sales support throughout the NPD process. To date, 60% of the products developed in the course have been approved for further development by the participating companies. The course has proven to be so successful that the School of Engineering at Western New England College is considering expanding the course to an interdisciplinary, two semester experience.
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Yayla, Yes¸im, Aytac¸ Yildiz, and Gu¨l E. Okudan. "Adoption of NPD Process Improvement Concepts in Industry: Status Review of Automotive Suppliers in Turkey—2008." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87681.
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In this paper, we present our findings of a survey exploring the adoption of the new product development process improvement concepts in the automotive suppliers sector in Turkey. With this investigation, we aim to uncover differences in the way suppliers are adopting new product development (NPD) process improvement concepts. Our results indicate that indeed the adoption of the concepts varies across suppliers, and two important factors explaining, in part, this result are: (1) supplier involvement in design, and (2) the potential branding impact of the part/modules supplied.
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Achiche, Sofiane, and Francesco Paolo Appio. "Fuzzy Decision Support in the Early Phases of the Fuzzy Front End of Innovation in Product Development." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28211.
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The innovation process may be divided into three areas: the fuzzy front end (FFE), the new product development (NPD) process, and commercialization. Every NPD process has a FFE in which products and projects are defined. Companies tend to begin the stages of FFE without a clear definition and analysis of the process to go from opportunity identification to concepts, and often they even abort the process or start over. Koen’s Model for the FFE is composed of 5 different phases, the first two being Opportunity Identification and Opportunity Analysis, which are the focus of this paper. Furthermore, several tools can be used by designers/managers in order to improve, structure and organize their work during the FFE. However, these tools tend to be selected and used in a heuristic manner. Additionally, some tools are preferred and more effective during specific phases of the FFE; hence an economic evaluation of the cost of their usage is very critical and there is also a need to characterize them in terms of their influence on the FFE. This paper focuses on decision support for managers/designers in their process of assessing the cost of choosing/using tools in the core front end activities, namely Opportunity Identification and Opportunity Analysis. This is achieved by analyzing the Influencing Factors (Firm context, Industry context, Macro environment) along with data collection from managers followed by the automatic construction of fuzzy decision support models (FDSM) of the discovered relationships. The decision support focuses upon the estimate investment needed for the use of tools during the 2 phases cited above. The generation of FDSMs is carried out automatically using a specialized genetic algorithm applied to learning data obtained from 5 experienced managers from 5 different companies. The automatically constructed FDSMs accurately reproduced the managers’ estimations using the learning data sets and were very robust when validated with hidden data sets.
Reports on the topic "NPD(new product development) Process"
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Romeo, Laurel, and Young-A. Lee. Apparel Needs and Expectations Model: A New Paradigm of the Apparel Product Development Process. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-1179.
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Gender mainstreaming in local potato seed system in Georgia. International Potato Center, 2020. http://dx.doi.org/10.4160/9789290605645.
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This report presents the study findings associated with the project “Enhancing Rural Livelihoods in Georgia: Introducing Integrated Seed Health Approaches to Local Potato Seed Systems” in Georgia. It also incorporates information from the results of gender training conducted within the framework of the USAID Potato Program in Georgia. The study had three major aims: 1) to understand the gender-related opportunities and constraints impacting the participation of men and women in potato seed systems in Georgia; 2) to test the multistakeholder framework for intervening in root, tuber, and banana (RTB) seed systems as a means to understand the systems themselves and the possibilities of improving gender-related interventions in the potato seed system; and 3) to develop farmers’ leadership skills to facilitate women’s active involvement in project activities. Results of the project assessment identified certain constraints on gender mainstreaming in the potato seed system: a low level of female participation in decision-making processes, women’s limited access to finances that would enable their greater involvement in larger scale potato farming, and a low awareness of potato seed systems and of possible female involvement in associated activities. Significantly, the perception of gender roles and stereotypes differs from region to region in Georgia; this difference is quite pronounced in the target municipalities of Kazbegi, Marneuli, and Akhalkalaki, with the last two having populations of ethnic minorities (Azeri and Armenian, respectively). For example, in Marneuli, although women are actively involved in potato production, they are not considered farmers but mainly as assistants to farmers, who are men. This type of diversity (or lack thereof) results in a different understanding of gender mainstreaming in the potato seed system as well. Based on the training results obtained in three target regions—Akhalkalaki, Akhaltsikhe, and Marneuli—it is evident that women are keen on learning new technologies and on acquiring updated agricultural information, including on potato production. It is also clear that women spend as much time as men do on farming activities such as potato production, particularly in weeding and harvesting. However, women are heavily burdened with domestic work, and they are not major decision-makers with regard to potato variety selection, agricultural investments, and product sales, nor with the inclusion of participants in any training provided. Involving women in project activities will lead to greater efficiency in the potato production environment, as women’s increased knowledge will certainly contribute to an improved production process, and their new ideas will help to improve existing production systems, through which women could also gain confidence and power. As a general recommendation, it is extremely important to develop equitable seed systems that take into consideration, among other factors, social context and the cultural aspects of local communities. Thus, understanding male and female farmers’ knowledge may promote the development of seed systems that are sustainable and responsive to farmers’ needs and capacities.