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Journal articles on the topic 'Product development process'

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

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1

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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2

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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3

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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4

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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5

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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7

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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8

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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9

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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10

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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11

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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12

Dandavate, Uday, Elizabeth B. N. Sanders, and Susan Stuart. "Emotions Matter: User Empathy in the Product Development Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 40, no. 7 (October 1996): 415–18. http://dx.doi.org/10.1177/154193129604000709.

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The reason why some products get intimately linked with people's lives, while others do not, remains a mystery to most consumer products researchers and designers. A shift in thinking from a focus on the rational to the more emotional domains will help us to understand those uniquely human traits that are responsible for people's liking, using, and wanting to live with the products we design. The gap in the methods and tools available to product development researchers and practitioners is centered upon the emotional domain. This gap exists throughout most of the product development process, both for generative as well as evaluative research. We propose that researchers and practitioners working on product development teams attend to improving their ability to recognize and address the feelings of product users—in particular, the feelings that users have about owning and using products. The success of such products in the future will depend upon the degree to which we learn how to empathize with the product users very early in the product development process.
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13

YAMADA, SHIGERU, and AKIHIRO KAWAHARA. "STATISTICAL ANALYSIS OF PROCESS MONITORING DATA FOR SOFTWARE PROCESS IMPROVEMENT." International Journal of Reliability, Quality and Safety Engineering 16, no. 05 (October 2009): 435–51. http://dx.doi.org/10.1142/s0218539309003484.

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In recent years, software development has become more large-scaled, complicated, and diversified. At the same time, customer requirement of high quality and shortened delivery has increased. Therefore, we have to manage process quality and control product quality in the early-stage of software development in order to produce highly quality software products during the limited period. In this paper, we conduct multivariate linear analyses by using process monitoring data, derive effective process factors affecting the final product quality, and discuss the significant process factors with respect to software management measures of quality, cost, and delivery (QCD). Then, we discuss project management on the significant process factors affecting QCD and show its effect on QCD.
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14

Burgess, Mark A. "Digital Product Development." Mechanical Engineering 130, no. 08 (August 1, 2008): 34–38. http://dx.doi.org/10.1115/1.2008-aug-3.

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This article discusses changes in the digital product development. Advances in computing power are multiplying the capabilities of design engineers. Information technology has advanced at a tremendous pace. Developers of design systems have exploited this capability with sophisticated mathematics, and today's systems are capable of producing very complex designs in much higher definition than ever before. Advances in geometric modeling have made it possible to represent 3-D solids in minute detail. Process modeling, which began with the study of a single manufacturing process, eventually gave way to complete factory flow simulations. The recent advances in IT enabled crossing the boundaries among technology, geometry, and process modeling with integrated computer-aided engineering, computer-aided design, and process planning. Current trends have now extended process modeling throughout the integrated supply chain and the extended enterprise.
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15

Yin, Yong, Ikou Kaku, and ChenGuang Liu. "Product architecture, product development process, system integrator and product global performance." Production Planning & Control 25, no. 3 (February 20, 2012): 203–19. http://dx.doi.org/10.1080/09537287.2012.660208.

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16

Chapman, Laura H. "Curriculum Development as Process and Product." Studies in Art Education 26, no. 4 (1985): 206. http://dx.doi.org/10.2307/1320843.

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17

Kennard, R. B. "From Experience: Japanese Product Development Process." Journal of Product Innovation Management 8, no. 3 (September 1991): 184–88. http://dx.doi.org/10.1111/1540-5885.830184.

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18

Coffin, K., and B. Allen. "Creativity or process? [new product development]." Engineering & Technology 3, no. 16 (September 20, 2008): 76–77. http://dx.doi.org/10.1049/et:20081616.

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19

Khan, Muhammad S., Ahmed Al-Ashaab, Essam Shehab, Badr Haque, Paul Ewers, Mikel Sorli, and Amaia Sopelana. "Towards lean product and process development." International Journal of Computer Integrated Manufacturing 26, no. 12 (December 2013): 1105–16. http://dx.doi.org/10.1080/0951192x.2011.608723.

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20

Dooley, Kevin, and Dirk Johnson. "Changing the New Product Development Process." Measuring Business Excellence 5, no. 4 (December 2001): 32–38. http://dx.doi.org/10.1108/eum0000000006517.

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21

Tzokas, Nikolaos, Erik Jan Hultink, and Susan Hart. "Navigating the new product development process." Industrial Marketing Management 33, no. 7 (October 2004): 619–26. http://dx.doi.org/10.1016/j.indmarman.2003.09.004.

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22

Bessant, John, and David Francis. "Implementing the new product development process." Technovation 17, no. 4 (April 1997): 189–222. http://dx.doi.org/10.1016/s0166-4972(97)84690-1.

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23

Leistner, Bastian, Ralph Mayer, and Dirk Berkan. "Product Development Process for the Chassis." ATZ worldwide 121, no. 1 (December 28, 2018): 74–78. http://dx.doi.org/10.1007/s38311-018-0191-8.

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24

Ettlie, John E. "Product-Process Development Integration in Manufacturing." Management Science 41, no. 7 (July 1995): 1224–37. http://dx.doi.org/10.1287/mnsc.41.7.1224.

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25

Bleidt, Barry. "PHARMAGENY: THE NEW PRODUCT DEVELOPMENT PROCESS*." Clinical Research and Regulatory Affairs 18, no. 4 (January 2001): 387–93. http://dx.doi.org/10.1081/crp-100108184.

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26

Mason, Peter. "Experienced-Based Printer Product Development Process." NIP & Digital Fabrication Conference 16, no. 1 (January 1, 2000): 298–302. http://dx.doi.org/10.2352/issn.2169-4451.2000.16.1.art00077_1.

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27

Forbes, H., J. Han, and D. Schaefer. "USING CROWDFUNDING AS PART OF THE PRODUCT DEVELOPMENT PROCESS." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 1245–54. http://dx.doi.org/10.1017/dsd.2020.256.

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AbstractCrowdfunding is the process of taking a project in need of investment and asking a large group of people to supply the investment. It allows organisations to sell their product before production, reducing the risk of new product development. Organisations such as Tesla and General Electric have used crowdfunding successfully but crowdfunding is yet to be explored as part of a formalised product development framework. This paper includes the business case for commercialising new products with crowdfunding and presents crowdfunding as part of a product development and commercialisation framework.
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28

Shiba, Hajime, Tsuyoshi Maeda, and Takafumi Nakayama. "Development of flexible and collaborative process information management system for product development process of semi-custom product." Proceedings of Design & Systems Conference 2003.13 (2003): 268–70. http://dx.doi.org/10.1299/jsmedsd.2003.13.268.

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29

Silinevica, Irena, Maris Igavens, and Liene Amantova-Salmane. "RESEARCH OF THE NEW PRODUCT DEVELOPMENT PROCESS." Latgale National Economy Research 1, no. 8 (October 24, 2016): 116. http://dx.doi.org/10.17770/lner2016vol1.8.1850.

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New product development is the main factor of economic progress in building the economic competitive advantage. The life cycle of products becomes very short and it trends to be shorter year by year. It means that innovation becomes the main driver force in the economy. The innovation level is not sufficient in Latvia. One of the most significant players in the innovation field are business incubators in Latvia. This research study underlines the role of evaluation of each stage of innovation processes. The authors offer a new model for the evaluation of innovation processes stage by stage. This model allows to identify the main problems that hinder innovation. This model allows to develop concrete proposals for improving the innovative climate in the country. The research is based on the authors’ conducted research as a part of scientific grant of Rezekne Academy of Technologies „New product development process modeling and analysis in Latvia – innovation barriers”. The main methods, that are used in this research were as follows: content analysis, comparative analysis, synthesis, abstract and logical construction methods.
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30

Diels, Frederic, Stefan Rudolf, and Günther Schuh. "Highly Iterative Product Development Process for Engineering Projects." Applied Mechanics and Materials 794 (October 2015): 532–39. http://dx.doi.org/10.4028/www.scientific.net/amm.794.532.

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Many companies are exposed to the challenge to fulfill constantly growing heterogeneous costumer requirements and simultaneously deliver the highest quality standards for their products. One way to face these challenges is the highly iterative product development approach. The content of this approach is the division of the current development process in many short and iterative sub processes (sprints). This procedure enables a regular involvement of the customer in the development process and an early validation of the development status which jointly results in costumer-specific and marketable products. As a consequence of this short-cycled approach the requirements for the practiced process of development projects change fundamentally. However, most companies do not know how this new short-cycle development process has to look like for their daily project work. This is due to the fact that most published papers just deal with the description of how the highly iterative methods look like, however, without considering the challenges an implementation in a producing company involves. This paper aims at the presentation of a standard approach for the handling of highly iterative product development projects.
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31

Zhang, Hongbo, Jiani He, and Zhiyuan Zhong. "The Optimization of Automobile Part Product Development Using Integrated Product Development (IPD)." Information Resources Management Journal 37, no. 1 (February 19, 2024): 1–13. http://dx.doi.org/10.4018/irmj.338392.

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This paper studies a new integrated product development (IPD) process at an automobile parts company. The process includes benchmarking and offers four optimization strategies for the new product development process: (1) re-structuring the new product development organization astraddle department teams, (2) reshaping the new product development and selection process already at the planning and conceptual design stages, (3) optimizing the design review process at the engineering stage, and (4) establishing a product development team with large project manager responsibilities in the industrialization stage so as to give full play to the guiding role of expert resources. This paper can help enhance the competitiveness of domestic auto parts enterprises compared to leading foreign auto parts enterprises.
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32

Tang, Rong Fa, and Xiao Yu Huang. "The Application of Requirement Engineering Model in Large Software Development Process." Advanced Materials Research 267 (June 2011): 193–98. http://dx.doi.org/10.4028/www.scientific.net/amr.267.193.

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Requirements engineering is the initial phase of software engineering process in which user requirements are collected, understood, and specified for developing quality software products. The requirement engineering process deserves a stronger attention in the industrial practices. In this paper, we proposed an effective requirement engineering process model for software development that can be used for software development processes to produce a quality product.
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33

Hou, Tianjun, Bernard Yannou, Yann Leroy, and Emilie Poirson. "Mining customer product reviews for product development: A summarization process." Expert Systems with Applications 132 (October 2019): 141–50. http://dx.doi.org/10.1016/j.eswa.2019.04.069.

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34

Chen, Yan Hai, Hai Feng Li, Fu Shang Qiu, Jing Xu, and Zi Tong Feng. "Study on the Product Development Process Based on WITNESS Simulation." Applied Mechanics and Materials 577 (July 2014): 1292–95. http://dx.doi.org/10.4028/www.scientific.net/amm.577.1292.

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The differences of development cycle between product serial and concurrent development process are obtained through simulation in this paper, which implies the importance of rational planning in the process of product development. The models of product serial and concurrent development process are built based on witness. Three types of models for both simple and complex products have been made respectively to simulate ,and then compared results have been got under six different conditions . Among six situations, the results of four are that the time of concurrent process is much shorter than that of serial process; one is that the time is very close; another is that concurrent process is much longer. We draw a conclusion that product development process must be rationally planned in order to shorten the development cycle for some complex products.
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35

Polonsky, Michael Jay, and Jacquie Ottman. "Including Stakeholders in the New Product Development Process for Green Products." Proceedings of the International Association for Business and Society 8 (1997): 593–604. http://dx.doi.org/10.5840/iabsproc1997857.

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36

Park, Jae Il. "Design Evaluation Method for Universal Product Development." Advanced Materials Research 889-890 (February 2014): 1481–84. http://dx.doi.org/10.4028/www.scientific.net/amr.889-890.1481.

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Traditional design process has laid an emphasis on developing function-based products in the assumption that consumers only care for the functional value of products. However, the importance of the aesthetics and usability of products in the aging society demands the human-centered product development process that the human factors should be integrated in developing products. This research proposes a design methodology for universal design product development based on patent information about ergonomic designed products. It will support the production and accumulation of reusable universal design knowledge and enable human-centric product development more economically.
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37

Liu, Xue Peng, and Dong Mei Zhao. "The Study on Process Development System." Applied Mechanics and Materials 299 (February 2013): 176–79. http://dx.doi.org/10.4028/www.scientific.net/amm.299.176.

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The process -oriented product process model is established. The map of process model and product development is built. On the basis of product development process model, a model DMPA (Product development process model based on the process or action) is proposed. The algorithms of process deletion and recursion are put forward to implement the application system.
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38

Li, Jun, Michael Merenda, and A. R. Venkatachalam. "Business Process Digitalization and New Product Development." International Journal of E-Business Research 5, no. 1 (January 2009): 49–64. http://dx.doi.org/10.4018/jebr.2009010103.

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39

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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40

Kim, Won Sup. "Study on Upcycle Product Development Process Improvement." Journal of Basic Design & Art 19, no. 1 (February 28, 2018): 133–46. http://dx.doi.org/10.47294/ksbda.19.1.10.

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41

Smith, Preston G. "Your Product Development Process Demands Ongoing Improvement." Research-Technology Management 39, no. 2 (March 1996): 37–44. http://dx.doi.org/10.1080/08956308.1996.11671049.

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42

Gold, Bela. "Approaches to Accelerating Product and Process Development." Journal of Product Innovation Management 4, no. 2 (June 1987): 81–88. http://dx.doi.org/10.1111/1540-5885.420081.

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43

Gage, Marty, Edie Adams, Robert Logan, and Jim Wilson. "Human Factors in the Product Development Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 40, no. 7 (October 1996): 398–400. http://dx.doi.org/10.1177/154193129604000705.

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44

Cadden, Trevor, and Stephen John Downes. "Developing a business process for product development." Business Process Management Journal 19, no. 4 (July 19, 2013): 715–36. http://dx.doi.org/10.1108/bpmj-jan-2012-0006.

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45

Pitimaneeyakul, Uraiwan, Karen L. LaBat, and Marilyn R. DeLong. "Knitwear Product Development Process: A Case Study." Clothing and Textiles Research Journal 22, no. 3 (June 2004): 113–21. http://dx.doi.org/10.1177/0887302x0402200302.

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46

Earle, M. D. "Changes in the food product development process." Trends in Food Science & Technology 8, no. 1 (January 1997): 19–24. http://dx.doi.org/10.1016/s0924-2244(96)20009-3.

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47

Ottosson, Stig. "Virtual reality in the product development process." Journal of Engineering Design 13, no. 2 (June 2002): 159–72. http://dx.doi.org/10.1080/09544820210129823.

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48

Sheth, P. N., and P. T. Shupert. "Anatomy of a Consumer Product Development Process." Journal of Engineering Design 1, no. 2 (January 1990): 169–91. http://dx.doi.org/10.1080/09544829008901651.

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49

Hall, Alan. "Special Topic Issue—Process and Product Development." Chemical Engineering Research and Design 75, no. 1 (January 1997): 1–2. http://dx.doi.org/10.1205/026387697523219.

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Hall, Alan. "Special Topic Issue – Process and Product Development." Chemical Engineering Research and Design 77, no. 3 (May 1999): 173–74. http://dx.doi.org/10.1205/026387699526034.

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