Structuring the New Product Development Processes

2015

This chapter deals with processes in the development of new products. In practice, there is a range of established New Product Development (NPD) processes that are often divided into two groups: innovation and new product development. Innovation processes begin with the phase of idea generation and ends in the successful market introduction of the product. In contrast, new product development processes solely serve the purpose of structuring the processes of a product development activity. In this chapter different structures and implementation approaches for development processes derived from the so-called V-Model are discussed along with various tools and methods. Subsequently, simultaneous engineering and its principles are introduced. Finally, virtual and rapid prototyping as methods in today’s NPD process are explained.

2006

This paper presents findings from a detailed workpractice study of new product development in a hightechnology manufacturing firm. We examine the ostensive and performative aspects of a formal IT-based new product development process (IT-NPD), a high level routine designed to achieve required quality and profitability standards in new product releases. With this analytical framework we assess the influence that the IT-NPD makes to the practice of new product development, in particular the coordination of knowledge, and the contribution to the achievement of its own ostensive, highly significant outcomes, in particular as a authorization and audit framework.

Traditional Stage-Gate™ (SG) or PACE® processes assume that there is little uncertainty associated with the technologies to be utilized. However, the inability to manage high-risk technologies as part of product development is frequently the cause of canceled or significantly delayed new product development projects. Unlike product development, the ultimate outcomes of technology development efforts are unpredictable. Prematurely introducing a technology into the product development process when there is high uncertainty that the technology will ever meet the desired specifications often leads to project delays, project uncertainty, and project cancellation.

2011

European Journal of Operational Research, 2001

This paper proposes operational frameworks for structuring product development processes. The primary objective of this research is to develop procedures to minimize iterations during the development process which adversely aect development time and costs. Several procedures are introduced to restructure the development process. The computation of the corresponding product development times is facilitated by two Markov models addressing dierent types of learning. The methodologies are employed to identify a set of managerial concerns in restructuring the product development processes. The developed framework has become an integral part of a re-engineering project for the development of rocket engines at Rocketdyne Division of Rockwell International. Throughout the paper, the methodologies are illustrated with the help of this process.

IFAC-PapersOnLine, 2016

1st AIAA, Aircraft, Technology Integration, and Operations Forum, 2001

Due to the importance of technology use in Aerospace systems, the process of technology development is one of the most important parts of fielding a new system. Technology development is the process of creating and managing activities such as experiments, analysis, and prototyping in order to reduce the risk associated with the use of a new technology. While technical risk is addressed by the activities, the project must be planned and managed so as to reduce the cost and schedule risk associated with completing those activities. This study introduces a process that will assist in the planning and management of a technology development project and lead to successful development efforts.

11th International Scientific Conference “Business and Management 2020”, 2020

The paper is aimed at identifying the state-of-the-art in the field of traditional and innovative management of a new product (the result of R&D works). Against this background, key elements of the management process of new product development (NPD) at R&D organisations, are identified. The main components of the management process comprise the developed implementation models and dedicated marketing tools, with taking into account the specific character of an R&D organisation, whose activities should be focused on the commercialisation of obtained research results.

ADPEBI International Journal of Business and Social Science

New Product Development (NPD) is critical for companies to improve their business results. However, few companies can benefit from such a process because it is difficult to determine how and which NPD processes should be designed to develop a leading-edge product. The objective of this study is to find out the appropriate and best approach for implementing an NPD process in a company. The Multiple Convergent Process (MCP) framework model is applied by borrowing the framework model of (Baker & Hart, 2007). The objective of the MCP framework model is to apply a parallel mechanism of NPD phases to work towards the same point or common outcome without delaying the next phase. This study applies a descriptive research method by describing the steps of the MCP model and using literature reviews. Fifty-two publications from 1990 to 2018 were reviewed. Major and related topics such as NPD, innovation, multiple convergent points, idea generation - evaluation - concept and selection, and fact...

2019

The paper considers the issues of creating a web-based CAD of technological processes (CAD TP), based on the creation of parametric models of parts and operational blanks, operating in a common information space (CIS) of computer aided technological preparation of production (CAPP). CIS is based on a dictionary system that allows you to overcome the barrier of interoperability between the components of CAD TP. The formation of models of operational blanks is based on the added bodies method. The technologist forms a model of the operational workpiece in parallel with the automatic solution of technological problems. The life cycle of received technological documents is monitored by the PDM system.

Handbook of Marketing, 2002

Academy of Management Perspectives, 1998

For many industries, new product development is now the single most important factor driving firm success or failure. The emphasis on new products has spurred researchers from strategic management, engineering, marketing, and other disciplines to study the new product development process. Most conclude that in order to be successful at new product development, a firm must simultaneously meet two critical objectives: maximizing the fit with customer needs, and minimizing time to market. While these objectives often pose conflicting demands on the firm, there is a growing body of evidence that the firm may employ strategies to successfully meet these objectives. Successful firms are those that articulate their strategic intent and map their R&D portfolio to find a fit between their new product development goals and their current resources and competencies. Their success also rests on how well the technology areas they enter contribute to the long term direction of the firm by helping them build new core capabilities critical to the firm's long term goals. Strategic alliances to obtain enabling technologies may shorten the development process, but partners must be chosen and monitored carefully. When firms are choosing technologies to acquire externally, they must assess the importance of the learning that would be accrued through internal development of the project, and its impact on the firm's future success. Other imperatives include using a parallel (rather than sequential) development process to both reduce cycle time and to better incorporate customer and supplier requirements in the product and process design, and using executive champions to ensure that projects gain the resources and organizational commitment necessary to their completion.

Omega, 1996

In response to an increasingly global and competitive environment, reenglneering of fundamental cross functional processes is being actively pursued by corporatiom. This is particularly true in those industries which evolve rapidly. The flexibility to adapt to changing market needs and develop innovative products in such an environment is quintessential to success. This would make new product development arguably one of the moot critical cross functional process. Traditionally, this process has involved ine•cient sequential processing of information and plans between functional specialties. We propose a conceptual framework in this paper that facilitates innovation, flexibmty, and an understanding of the reenglneering of this product planning process. In particular, we consider the case of high technology firms in the semiconductor and telecommunications industry, which demands a high degree of product innovation. We propose that achieving innovation and flexibmty would require a considerable degree of planning and coordination through the various phases of development. This cunrdlnation is required not only across functional groups, but also across the hierarchical levels in the organization. Top level management support through a product champion, and proper interfacing with the external environment and the target market are essential components of such a planning process. The proposed framework is initially developed based on information elicited from an expert engaged in the product planning and development process at a large progressive telecommunications firm. The framework is then refined and finally presented based on feedback from five experts in the high technology electronics industry, and also evaluated in the context of prescriptive literature in the reengiueering and innovation areas. The information and conceptual content of the framework presented in this paper can facilitate better planning, formation, and organization of crnss-functianal work teams and groups that may be involved in the product development process. Implications of the framework for strategic product planning and its impact on the manufacturing function within a firm are also discussed.