Relevant bibliographies by topics / Product development process

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Product development process'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 June 2024

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Journal articles on the topic "Product development process"

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Prasad, Brian. "Product development process for IoT-ready products." Concurrent Engineering 28, no. 2 (June 2020): 87–88. http://dx.doi.org/10.1177/1063293x20932618.

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Smith, Robert P., and Jeffrey A. Morrow. "Product development process modeling." Design Studies 20, no. 3 (May 1999): 237–61. http://dx.doi.org/10.1016/s0142-694x(98)00018-0.

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Menshenin, Yaroslav, Romain Pinquié, and Pierre Chevrier. "NEW PRODUCT DEVELOPMENT PROCESS FOR MEDTECH COMBINATION PRODUCTS." Proceedings of the Design Society 3 (June 19, 2023): 2795–804. http://dx.doi.org/10.1017/pds.2023.280.

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AbstractThe MedTech product development is experiencing a growing complexity of the design process. The design challenge is to keep the medical device simple and user-friendly while maintaining its interconnectivity with the other systems and products. The additional layer of complexity comes from the need to satisfy both - direct customers (pharma companies), and indirect ones (patients, health care practitioners, and pharmacists). Solving those design challenges must not compromise the safety of the end-user and must follow the regulatory requirements.This research proposes the systematic design process for MedTech combination product development with the emphasis on product strategy and concept development operationalized by design thinking participative toolkit. The proposed approach serves the purpose of increasing the traceability between the early made business decisions on a product strategy level of MedTech company, and the engineering decisions made on product concept level. The ultimate goal of the research is to support the decision-makers with methods and tools which would allow them to make informed decisions on investment in a new MedTech combination product by Pharma and MedTech companies.
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Rogers, Dale S., Douglas M. Lambert, and A. Michael Knemeyer. "The Product Development and Commercialization Process." International Journal of Logistics Management 15, no. 1 (January 1, 2004): 43–56. http://dx.doi.org/10.1108/09574090410700220.

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Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.
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Göhlich, Dietmar, Beate Bender, Tu-Anh Fay, and Kilian Gericke. "PRODUCT REQUIREMENTS SPECIFICATION PROCESS IN PRODUCT DEVELOPMENT." Proceedings of the Design Society 1 (July 27, 2021): 2459–70. http://dx.doi.org/10.1017/pds.2021.507.

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AbstractRequirements engineering and requirements management are essential sub-processes of product development and are an integrated part of virtually all product development models and industrial process descriptions. Proprietary and context specific processes for working with requirements are used in industrial design practice. However, these are not appropriately reflected in existing process models for product development. Existing standards describe the content and generation of requirements documents but not their integration in the product development process.The study is based on a retrospective analysis of a set of representative real-world product development projects from automotive industry and rail industry. Comparing the processes downstream the milestone “release of PRD”, it was found that subsequent processes to manage requirements and specifications do not differ much with regard to industrial context. Based on this, a model for the product requirements specification (PRS) process is proposed which addresses the gap.
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Kong, Fan Bin, Xin Guo Ming, Lei Wang, and Huai Liang Zuo. "Development of Product Options for Modular Product Development." Applied Mechanics and Materials 55-57 (May 2011): 2147–52. http://dx.doi.org/10.4028/www.scientific.net/amm.55-57.2147.

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Modular product development plays an important role in helping manufacturing companies provide product variety rapidly in achieving competitive advantages. The development of product options plays a significant role by providing a selecting list for customizing, and has a key impact on the development of modular products. A process for product options development has been developed to guide the activities of determining product options and their values. And mathematical models have been brought forward to support decision-makings within the proposed process. A prototype system based on this process and mathematical models has been developed and tested in a machine manufacture plant, with satisfactory results.
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Rudolph, Marvin J. "The food product development process." British Food Journal 97, no. 3 (April 1995): 3–11. http://dx.doi.org/10.1108/00070709510081408.

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Barclay, Ian. "The new product development process: part 2. Improving the process of new product development." R&D Management 22, no. 4 (October 1992): 307–18. http://dx.doi.org/10.1111/j.1467-9310.1992.tb01202.x.

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McLoone, Hugh E. "Leadership in the Product Development Process." Ergonomics in Design: The Quarterly of Human Factors Applications 23, no. 1 (January 2015): 26–30. http://dx.doi.org/10.1177/1064804615571341.

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Creativity can be viewed as a chaotic or unplanned activity. The product design process often may seem like chaos as well, but this is not inevitable. Designers and human factors/ergonomics (HF/E) professionals follow a clear design process with phases, levels, and methods for creation of successful new products. Research methods are offered at the right time during this process to generate new concepts and to evaluate designs. We work together to create innovative, valued, and successful products via a generative, iterative, evaluative process.
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Araki, Katsufumi, Katsuya Terashima, Makoto Senoo, and Jun Kanie. "2314 Product and Process Modeling for Product Development." Proceedings of Design & Systems Conference 2010.20 (2010): _2314–1_—_2314–5_. http://dx.doi.org/10.1299/jsmedsd.2010.20._2314-1_.

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Dissertations / Theses on the topic "Product development process"

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Morrison, Christopher Albert 1972. "Product development process assessment." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/34711.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program, Massachusetts Institute of Technology, 2000.
Also available online at the MIT Theses Online homepage .
Includes bibliographical references (p. 95-96).
For many companies, new product development is a major component of growth. For many luxury goods, such as high-end automobiles, watches, or furniture, product development organizations focus on quality and ultimately, protection of the brand. Frequently, growth is created through incremental improvements to the existing platforms. However, many of these firms choose to expand into other geographic and demographic markets, rather than increase current market share to preserve price premiums and the exclusiveness of the brand. Customers buy the style of these products and firms who have created this style are reluctant to change the process that created it. Quantifying style is nearly impossible and thus, development requires a degree of "magic." However, new products may require more advanced technologies than the current product line and the question arises whether the company's traditional product development model will suffice. Continuous improvement of the development process is required to deliver these new products. However, few methodologies exist to assess and change such a highly ambiguous and cross-functional process. This thesis details a postmortem assessment process using a luxury goods company as a case study. This thesis addresses several areas that are not prevalent in documented processes. The first area is the collection and analysis of quantitative data, especially that which represents a decisionmaking process across the entire organization. The second area is a portfolio view rather than a project by project review. The utilization of this process for the case company led to determination of high leverage such as problem discovery predominantly at the prototype builds, problem prioritization and resolution, and concurrency of development. Cultural ramifications of a style driven company are also explored. Finally, a general framework for improvement across the organization is presented along with a discussion of the implementation process.
by Christopher Albert Morrison.
S.M.
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Wang, Priscilla H. (Priscilla Hwa-Mei) 1976. "Emergent product development process structures." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9055.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 2000.
Includes bibliographical references (p. 67-71).
Advances in communications technology have introduced the potential to transform the product development process from a static system to one that evolves dynamically on a product-by-product basis. New design environments are providing a simulation and service marketplace that allows participants to flexibly define and change relationships, thus causing the development process to emerge with the definition and detailing of the product. The emergent nature of this new environment increases the need to dynamically monitor and potentially manage the resulting product development process structures. A software tool is designed to analyze the structure of product development systems. The tool extracts information related to process, organization, and design structure in the form of a Design Structure Matrix. As a part of the DOME (Distributed Object-based Modeling Environment) prototype system, the tool automatically analyzes the information flow structure in an integrated product design model. A case study concerning the design of an automotive door window system is used to demonstrate the tool and to explore the transformation from a static, centralized product development process to an emergent, distributed process.
by Priscilla H. Wang.
S.M.
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Kacandes, Peter N. "Product development process postmortem assessment." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/42806.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; and, Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 1997.
Includes bibliographical references (p. 70-81).
by Peter N. Kacandes.
S.M.
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Serra, Marco 1968. "Evolving the product development process." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/91755.

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Daley, John. "Autonomic product development process automation /." Diss., CLICK HERE for online access, 2007. http://contentdm.lib.byu.edu/ETD/image/etd1958.pdf.

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Daley, John E. "Autonomic Product Development Process Automation." BYU ScholarsArchive, 2007. https://scholarsarchive.byu.edu/etd/965.

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Market globalization and mass customization requirements are forcing companies towards automation of their product development processes. Many task-specific software solutions provide localized automation. Coordinating these local solutions to automate higher-level processes requires significant software maintenance costs due to the incompatibility of the software tools and the dynamic nature of the product development environment. Current automation methods do not provide the required level of flexibility to operate in this dynamic environment. An autonomic product development process automation strategy is proposed in order to provide a flexible, standardized approach to product development process automation and to significantly reduce the software maintenance costs associated with traditional automation methods. Key elements of the strategy include a formal approach to decompose product development processes into services, a method to describe functional and quality attributes of services, a process modeling algorithm to configure processes composed of services, a method to evaluate process utility based on quality metrics and user preferences, and an implementation that allows a user to instantiate the optimal process. Because the framework allows a user to rapidly reconfigure and select optimal processes as new services are introduced or as requirements change, the framework should reduce burdensome software maintenance costs associated with traditional automation methods and provide a more flexible approach.
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Kihlander, Ingrid. "Concept decisions in product development process." Licentiate thesis, KTH, Machine Design (Div.), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-10685.

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Successful concept decisions are crucial for product development organisations. Failure in theconcept decision-making process means costly rework, requiring resources that could havebeen spent on innovative work with new products instead. This licentiate thesis tackles theconcept decision-making process and how to improve it. The research presented here is thefirst part of a research project, with an action research approach, that will develop newsupporting working procedures for concept decision making and thereby contribute to moresuccessful products.Empirical studies were conducted in Swedish industrial practice, particularly focusing oneorganisation, and it was found that concept decisions are not made at a certain point in time.Instead, many decisions and activities, on several organisational levels, were adding up to theconcept decisions in the investigated organisations. The concept decision-making process wasfound to be a web of interconnected activities, with many decisions integrated and embedded in the process. Itwas also found that both formal and informal factors influence the concept decision-makingprocess and main factors were identified as: Project and product request, Supporting structures androutines, Individual competence and driving forces, Teamwork and company culture and Contextualcircumstances. These factors represent different perspectives, meaning on what level theyinfluence concept decision making: individual, team, project, organisation, and context, and in orderto create improvements in the concept decision-making process all levels have to beconsidered. The knowledge of the different perspectives has implications for howimprovements should be designed.Larger product developing companies do often have internally defined formal workingprocedures that prescribe how to develop products within the company. The thesis discusseshow the internal working procedures relate to academic theory and to practice. It wasconcluded that internal formal working procedures has not been discussed in a sufficient wayin earlier engineering design research. Furthermore, means for improving the concept decisionmakingprocess are discussed, and it was concluded, based on interviews with practitioners,that the strongest pragmatic means for improvement were developing mindset and applyingmethods. Mindset addresses the awareness, attitude and approach needed for management (andco-workers) working in early product development phases. Methods mainly addresses the needfor having relevant supporting working procedures in general and templates for evaluationalternative solutions in particular. Finally, recommendations for future design of a template forevaluation alternative solutions are presented.

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THONALIKKUDY, RAGHAVAN ARUN. "Combination of the Product Development process in Biomimicry process." Thesis, Högskolan i Halmstad, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-38355.

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The aim of this thesis is to develop a new process of product design, also an introduction to the example of an industrial sector in the context of new product development concept. In this thesis, the concept of new product development is examined and the different stages of the process of the tensile machine, testing base frame development are analyzed considering its objectives, implemented procedures, functions and responsibilities division. New product development approach is necessary for the creation of products that assure the need of industrial customers and differentiate the company from the competition. The traditional product development approach based on concept development, validation, and manufacturing phases, has been outdone and the present most used and successful approach is the one that integrates stages and functions. The aim of this paper is to present the process of a new product, an introduction to the example of a base frame tensile machine in the context of new product development (NPD) concept.
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Hooi, Leng Lee. "Application of product data management within the product development process." Thesis, University of Huddersfield, 2002. http://eprints.hud.ac.uk/id/eprint/14688/.

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Manufacturing companies need to be able to respond to customer demand quickly and accurately. This requires the capability to manage product data effectively. Product Data Management (PDM) systems have been identified as a solution to deliver this capability by providing the right information to the right people at the right time and in the right format. The foundation of this research is that the concept of PDM is relevant and important within the product development process. This research focuses upon how the PDM concept is applied in practice to define and configure products and how it can be integrated with other major information systems to enable an enterprise wide information system. To enable the research aim, an extensive review of literature was undertaken to investigate the effectiveness of PDM in enhancing the product definition process and in creating an interface between different business functional areas. A survey ofPDM system usage was undertaken aimed at identifying the current level of PDM usage within manufacturing enterprises in the UK. This was followed up by three industrial case studies to provide some degrees of validation of the results obtained. A need for effective one time order capture was identified from the three case studies which led to the development of a model specification for a late product configuration tool. A prototype system was produced to validate the design specification and was successfully demonstrated to a collaborating company. During the submission of this thesis, the collaborating company and the university are working on funding a project to pursue with its implementation. The work undertaken has firmly established the relevance ofPDM within the product development process and the importance of effective interfaces between PDM and other manufacturing information systems. The research will be of interest to small and medium sized manufacturing companies searching solutions for improving the management of their product data to enhance product definition and configuration.
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Kvistedal, Dan. "Product development process at Scania engine manufacturing." Thesis, KTH, Industriell produktion, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-132237.

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Manufacturing companies today experience a more competitive market than ever, with increased demands on customization, quality and shorter life cycles. Shorter life cycles makes time to market for new products a crucial factor in retaining or even gaining market share. Many companies have structured their product development process to have a systematic work method that is integrated with other functions in the company such as production, purchasing and marketing. At Scania this work started during the 1980’s and has been ongoing with continuous improvements ever since. Due to increased demands from a more competitive market the need to structure the participation of the production units in the product development process to shorten the lead time of product development projects. This study aims to investigate how the engine production unit at Scania can be integrated in the product development process as early as possible. By studying literature in the area of product development, a general picture of the product development process has been obtained, as well as some methods for integrating production and design departments during the product development process. A comparative case study has been performed at Scania, Sandvik Coromant and Atlas Copco Rock Drills. Their internal product development processes has been mapped as well as their organizations and roles connected to the development and introduction of new products. The interface between production and design has been investigated with focus on meeting forums, information exchange and other work methods that are established within the companies. As a result some recommendations have been given to Scania on how to improve the participation of the engine production in the product development process. The recommendations start with educating the staff on already existing methods in process planning and the product development process. Secondly the engine manufacturing at Scania must decide to invest time and resources in developing their internal development process. The development of the engine manufacturing internal product development process should start with the general product development process at Scania, secondly it should focus on aligning the activities in process planning with the phases of the general product development process. Finally more detailed activities should be defined under each phase with clear defined responsibilities and lead times. By defining an internal product development process Scania’s engine manufacturing will be better prepared to participate in product development projects. By having defined activities, responsibilities and lead times it will be easier to contribute to the planning of the product development project, aswell as it will be easier to allocate project resources internally. Keywords: product development, production, time to market, manufacturability, Scania
Företag i den tillverkande industrin befinner sig i en marknad med hårdare konkurrens än någonsin, med ökade krav på kundanpassade produkter, kvalitet och kortare produktlivscykler. Kortare livscykel gör Time to market för nya produkter till en avgörande faktor för att bibehålla eller till och med vinna marknadsandelar. Många företag har strukturerat sin produktutvecklingsprocess för att ha ett systematiskt arbetssätt där konstruktion är integrerat med andra funktioner inom företaget så som produktion, inköp och marknad. Scania påbörjade sitt arbete med att strukturera produktutvecklingsprocessen under 1980-talet och har utvecklat det med ständiga förbättringar sedan dess. På grund av hårdare krav från en mer konkurrenskraftig marknad har man sett behovet att strukturera hur produktionsenheterna deltar i produktutvecklingsprocessen för att nå kortare ledtider i produktutvecklingsprojekt. Denna studie syftar till att undersöka hur motortillverkningen på Scania kan integreras i produktutvecklingsprocessen så tidigt som möjligt. Genom att studera litteratur inom produktutveckling har en allmän bild av produktutvecklingsprocessen erhållits, dessutom har några metoder för att integrera produktion och konstruktion i produktutvecklingsprocessen. En jämförande fallstudie har genomförts på Scania, Sandvik Coromant och Atlas Copco Rock Drills. Deras interna produktutvecklingsprocesser har kartlagts samt deras organisationer och roller kopplade till utveckling och introduktion av nya produkter. Gränssnittet mellan produktion och konstruktion har undersökts med fokus på mötesforum, informationsutbyte och andra arbetssätt som är etablerade inom företagen. Som ett resultat har rekommendationer getts till Scania på hur man kan förbättra deltagandet från motortillverkningen i produktutvecklingsprocessen. Rekommendationerna inleder med utbildning av personalen i befintliga arbetsmetoder, främst gällande produktionsberedning, men även produktutvecklingsprocessen. Nästa steg som rekommenderas är för motortillverkningen att investera tid och resurser för att utveckla en intern produktutvecklingsprocess. Utvecklingen av en intern produktutvecklingsprocess bör starta med att titta på Scanias globala produktutvecklingsprocess, efter det bör aktiviteterna i produktionsberedningsprocessen linjeras med faserna i produktutvecklingsprocessen. Till slut bör detaljerade aktiviteter i varje fas definieras med tydliga ansvarsfördelningar och ledtider. Genom att definiera en intern produktutvecklingsprocess kommer Scanias motortillverkning vara bättre förberedda för att delta aktivt i produktutvecklingsprojekt. När aktiviteter, ansvarsfördelning och ledtider är definierade blir det lättare att delta aktivt i planeringen av produktutvecklingsprojekt, samtidigt som det även kommer vara lättare att tilldela interna resurser till projektet. Nyckelord: produktutveckling, produktion, time to market, bearbetbarhet, Scania
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Books on the topic "Product development process"

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Sorli, Mikel, and Dragan Stokic. Innovating in Product/Process Development. London: Springer London, 2009. http://dx.doi.org/10.1007/978-1-84882-545-1.

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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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The pursuit of new product development: The business development process. Amsterdam: Butterworth-Heinemann, 2007.

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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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Kovács, George L., and Detlef Kochan, eds. Digital Product and Process Development Systems. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41329-2.

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Wilson, Clement Card. Superior product development: Managing the process for innovative products. Cambridge, Mass: Blackwell Business, 1996.

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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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New product development: An introduction to a multifunctional process. London: Butterworth-Heinemann, 1997.

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Griffin, Abbie. Measuring product development time to improve the development process. Cambridge, Mass: Marketing Science Institute, 1993.

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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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Book chapters on the topic "Product development process"

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Mattson, Christopher A., and Carl D. Sorensen. "Customizing the Product Development Process." In Product Development, 140–54. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14899-7_8.

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Pahl, Gerhard, Wolfgang Beitz, Jörg Feldhusen, and Karl-Heinrich Grote. "Product Development Process." In Engineering Design, 125–43. London: Springer London, 2007. http://dx.doi.org/10.1007/978-1-84628-319-2_4.

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Saiko, Gennadi. "Product Development Process." In Bringing a Medical Device to the Market A Scientist's Perspective, 95–117. New York: Jenny Stanford Publishing, 2022. http://dx.doi.org/10.1201/9781003312215-5.

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Bertagnolli, Frank. "Product Development Process." In Lean Management, 249–57. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36087-0_18.

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Kamrani, Ali K., and Emad Abouel Nasr. "Product Development Process." In Engineering Design and Rapid Prototyping, 23–56. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-95863-7_2.

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Qiao, L., S. P. Lv, and C. Ge. "Process Planning and Supply Chain Integration: Implications for Design Process." In Global Product Development, 9–17. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-15973-2_2.

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Graf, Ernst, and Israel Sam Saguy. "R&D Process." In Food Product Development, 49–89. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4613-0675-7_3.

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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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Bernard, Stan. "The Commercial Development Process." In Idea to Product, 5–6. New York, NY: Springer New York, 1996. http://dx.doi.org/10.1007/978-1-4612-0743-6_2.

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Borgianni, Y., G. Cascini, and F. Rotini. "Product-Driven Process Value Analysis." In Global Product Development, 387–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-15973-2_38.

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Conference papers on the topic "Product development process"

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Lemon, Jason R. "Concurrent Product/Process Development." In Earthmoving Industry Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1990. http://dx.doi.org/10.4271/900908.

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Bligh, Amanda, and Manbir Sodhi. "Designing the Product Development Process." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35733.

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Even though the literature on product and process development is extensive, not much attention has been devoted to categorizing the product development process itself. Existing work on product development processes such as Total Design, Integrated Product and Process Design among others advocate common approaches that should be followed throughout the organization, without any consideration of product characteristics. In this paper we review several existing development methodologies. Extensions of these are categorized by their applicability to different classes of products. We propose that development processes should be matched to product attributes and organization goals. Towards this end, we associate development processes along with their components such as House of Quality, Robust Design, TRIZ etc. with goals such as time to market, customer needs satisfaction, intellectual property generation, protection and exploitation, quality, product cost and others. We examine the impact of this association on the development process itself and propose guidelines for constructing specific processes associated with one or more goals. Tools and benchmarks for various applications are discussed, along with some case studies on the design of different development processes.
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Yin, Chenggang, and Wenxia Zhang. "New Product Development Process Models." In 2021 International Conference on E-Commerce and E-Management (ICECEM). IEEE, 2021. http://dx.doi.org/10.1109/icecem54757.2021.00054.

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Della Corte, Valentina, Giovanna Del Gaudio, Krishnan Umachandran, Giuliana Nevola, Simone Luongo, and Enrico Di Taranto. "THE PROCESS, PRODUCE AND PRODUCT OF A PASSIONATE LEARNING ENVIRONMENT." In 15th International Technology, Education and Development Conference. IATED, 2021. http://dx.doi.org/10.21125/inted.2021.2050.

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Li, Zhengxin, and Shengye Zang. "Feasibility on New Product Development: Application of the AHP to Decisions on Product Development." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 1991. http://dx.doi.org/10.13033/isahp.y1991.018.

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Worrall, P. "Capability development for product innovation." In Fifth International Conference on FACTORY 2000 - The Technology Exploitation Process. IEE, 1997. http://dx.doi.org/10.1049/cp:19970168.

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El-Haddad, H. G., S. H. Backar, R. A. El-Kadeem, and M. A. El-Dardiry. "Dynamic view of Product Development Process." In 2012 First International Conference on Innovative Engineering Systems (ICIES). IEEE, 2012. http://dx.doi.org/10.1109/icies.2012.6530872.

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Li, Bo, Shurong Tong, and Xin Shi. "Design process gene in product development." In 2010 IEEE International Conference on Management of Innovation & Technology. IEEE, 2010. http://dx.doi.org/10.1109/icmit.2010.5492774.

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Meeker, David G., and Anna C. Thornton. "Benchmarking Within the Product Development Process." In ASME 1995 Design Engineering Technical Conferences collocated with the ASME 1995 15th International Computers in Engineering Conference and the ASME 1995 9th Annual Engineering Database Symposium. American Society of Mechanical Engineers, 1995. http://dx.doi.org/10.1115/detc1995-0198.

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Abstract One cannot design in a vacuum; the goodness of a product is almost always (except in the case of a novel design) measured with respect to an existing design. It is logical, therefore, to have a design process that takes competitors into account. Competitor’s hardware is a rich source of design information providing concept and design solutions, current market trends, cost and quality drivers, missing functionality and unwanted functionality. This paper presents a methodology to systematically evaluate existing designs using a process called benchmarking. In addition, a methodology for incorporating the benchmark information into the specification, concept, embodiment, detail design phases of the product development process is described.
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Khalaf, Faysal, Kai Yang, Don Falkenburg, and Mahesh Vora. "Product Development Process: Views and Analysis." In SAE 2005 World Congress & Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2005. http://dx.doi.org/10.4271/2005-01-1214.

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Reports on the topic "Product development process"

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Donald V. Watkins. CO-PRODUCT ENHANCEMENT AND DEVELOPMENT FOR THE MASADA OXYNOL PROCESS PROCESS. Office of Scientific and Technical Information (OSTI), June 2010. http://dx.doi.org/10.2172/1026412.

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Taylor, Laura Jane, and Eulanda Sanders. Product Development Process for Pre-Consumer Finishing Waste Knit Exploration. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1754.

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Kuhn, W. L. Strategy for process/product model development for the Hanford Waste Vitrification Plant. Office of Scientific and Technical Information (OSTI), March 1996. http://dx.doi.org/10.2172/206636.

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Wood, Norman. Data product development for cold cloud and precipitation process analysis/Snow regime classifications from the NSA snow product. Office of Scientific and Technical Information (OSTI), November 2020. http://dx.doi.org/10.2172/1725814.

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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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Cobb, Kelly, Huantian Cao, Elizabeth Davelaar, Cara Tortorice, and Bai Li. Physical to Virtual: Optimizing the Apparel Product Development Process to Reduce Solid Waste in Apparel. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1895.

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Centric, James H., and Margaret S. Salter. The Division Level Military Decision-Making Process (MDMP): Design and Development of a Prototype Computer-Based Training Product. Fort Belvoir, VA: Defense Technical Information Center, March 1999. http://dx.doi.org/10.21236/ada361259.

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Cresap, D. A., and D. S. Halverson. Development of a continuous process for adjusting nitrate, zirconium, and free hydrofluoric acid concentrations in zirconium fuel dissolver product. Office of Scientific and Technical Information (OSTI), April 1993. http://dx.doi.org/10.2172/10187618.

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Schuck-Zöller, Susanne, Sebastian Bathiany, Markus Dressel, Juliane El Zohbi, Elke Keup-Thiel, Diana Rechid, and Suhari Mirko. Developing criteria of successful processes in co-creative research. A formative evaluation scheme for climate services. Fteval - Austrian Platform for Research and Technology Policy Evaluation, April 2022. http://dx.doi.org/10.22163/fteval.2022.541.

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Climate change and its socio-ecological impacts affect all sectors of society. To tackle the multiple risks of climate change the field of climate services evolved during the last decades. In this scientific field products to be applied in practice are developed in constant interaction between climate service providers and users. To judge the effectiveness of these co-creation endeavours, evaluation is crucial. At present, output and outcome assessments are conducted occasionally in this research field. However, the summative evaluation does not help to adjust the ongoing process of co-creation. Thus, our work focuses on the formative evaluation of co-creative development of science-based climate service products. As the first step, main characteristics of the product development process were identified empirically. Secondly, we determined the six sub- processes of climate service product development and related process steps. Thirdly, we selected the questions for the formative evaluation relevant to all the sub-processes and process-steps. Then, a literature review delivered the theoretical background for further work and revealed further quality aspects. These aspects from literature were brought together with our results from the empirical work. In the end, we created a new scheme of quality criteria and related assessment questions for the different sub-processes in climate services, based on both, empirical and theoretical work. As the authors take into account the process of co-production in a real-life case, the criteria and assessment questions proposed are operational and hands-on. The quality aspects refer to the five principles of applicability, theoretical and empirical foundation, professionalism, transparency of processes and the disclosure of preconditions. They are elaborated comprehensively in our study. The resulting formative evalu- ation scheme is novel in climate service science and practice and useful in improving the co-creation processes in climate services and beyond.
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Kearns, Nick, and William Beale. Show me the Money: Perspectives on Applying for Government Research and Development Co-funding. Unitec ePress, October 2015. http://dx.doi.org/10.34074/ocds.022.

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In 2012-14 Unitec Institute of Technology (in partnership with The Innovation Workshop) carried out research into the application process for New Zealand Government Research & Development [R&D] co-funding administered by the Ministry of Science & Innovation (now Callaghan Innovation Ltd). This research revealed widespread applicant frustration with the application criteria and process. A significant problem perceived by High Value Manufacturing and Service Small Medium Enterprises (HVMS SME) businesses is the focus of R&D funding on product innovation followed by a lack of funding to support later stage commercialisation of products. This later stage of product and market development is excluded from Callaghan Innovation co-funding, leading to ‘prototypes-on-a-shelf’. Applicants also found the process time consuming, due to the complexity of the application questions and the delays in response from the funding network of regional funding partners and the Government Ministry. HVMS SME often used consultants to help manage the application, which is frowned upon by both the regional funding partners and Callaghan Innovation, despite the high levels of co-funding success from these applicants. This work has been carried out during the establishment period of Callaghan Innovation Ltd and some of the above issues may be historic and/or transitional as the institutional arrangements change. This research records the HVMS SME experience in applying for R&D co-funding. Consideration of the user experience, captured in this research, may reveal opportunities to improve the process with better outcomes for the applicants and the economy.
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