A tutorial on implementing concurrent engineering in new product development programs

1998 ◽  
Vol 16 (1) ◽  
pp. 103-116 ◽  
Author(s):  
Morgan L. Swink
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
New Product ◽  
Development Programs

Concurrent Engineering Assessment: A Proposed Framework

1996 ◽  
Vol 210 (4) ◽  
pp. 321-328 ◽  
Author(s):  
J Poolton ◽  
I Barclay
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Research Study ◽  
New Product ◽  
Using Data ◽  
Past Experiences ◽  
Depth Interviews

There are few studies that have found an adequate means of assessing firms based on their specific needs for a concurrent engineering (CE) approach. Managers interested in introducing CE have little choice but to rely on their past experiences of introducing change. Using data gleaned from a nine month case study, a British-wide survey and a series of in-depth interviews, this paper summarizes the findings of a research study that examines how firms orientate themselves towards change and how they go about introducing CE to their operations. The data show that there are many benefits to introducing CE and that firms differ with respect to their needs for the CE approach. A tentative means to assess CE ‘needs’ is proposed which is based on the level of complexity of goods produced by firms. The method is currently being developed and extended to provide an applications-based framework to assist firms to improve their new product development performance.

scholarly journals Analysis of the effect of risk management practices on the performance of new product development programs

Technovation ◽  
2014 ◽  
Vol 34 (8) ◽  
pp. 441-453 ◽  
Author(s):  
Josef Oehmen ◽  
Alison Olechowski ◽  
C. Robert Kenley ◽  
Mohamed Ben-Daya
Keyword(s):  
Risk Management ◽  
Product Development ◽  
New Product Development ◽  
Management Practices ◽  
New Product ◽  
Development Programs

scholarly journals The Impact of Concurrent Engineering Strategy on New Compex Product Development Process in Organization: An Empirical Study of Manufacturing and Service Industry in Malaysia

2013 ◽  
Vol 61 (1) ◽  
Author(s):  
Amran Rasli ◽  
Saif ur Rehman Khan ◽  
Tan Owee Kowang
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Development Process ◽  
Service Industry ◽  
Reliability And Validity ◽  
New Product ◽  
Product Development Process ◽  
The Impact ◽  
New Product Development Process

Taking into account the customers, supplier and organization involvement in the new product development (NPD), this article focuses on the synthesis, evaluation, and selection of various sub-factors of concurrent engineering involved in new product development process. The aim of this study was to provide the reliability and validity of six sub-factors of concurrent engineering model of the 49-item questionnaire and to analyze its association with concurrent engineering and new product development process in a sample of 35 manufacturing and services organization located in Johor, Malaysia. Methods: A self reported survey was conducted in 35 manufacturing and services organization located in Johor, Malaysia. Results: Appropriate internal consistencies of the six sub-scales: customers relationship, team development, continuity, tools and techniques, suppliers involvement and corporate focus and their association with concurrent engineering, were obtained. Zero-order correlation and regressions analysis replicated the theoretically assumed structure of the effective concurrent engineering (ECE). Evidence of criterion validity was obtained from cross-correlations of the scales and from their linear and multiple regression analysis. Finally, all seven scales were associated with a highly significant ratio of concurrent engineering as predicted by fundamental theory. Conclusion: Based on the results of this study the seven version of the model, questionnaire is considered a reliable and valid instrument for measuring association in developing the new complex product development process.

scholarly journals Becoming a Sustainable Organization: Focusing on Process, Administrative Innovation and Human Resource Practices

2019 ◽  
Vol 11 (13) ◽  
pp. 3554 ◽  
Author(s):  
Hyejin Cho ◽  
Pyoungsoo Lee ◽  
Choong Ho Shin
Keyword(s):  
Product Development ◽  
Human Resource ◽  
New Product Development ◽  
New Product ◽  
Necessary Condition ◽  
Human Resource Practices ◽  
Organizational Sustainability ◽  
Development Programs ◽  
Development Goals ◽  
Survey Responses

Despite the importance of constant product improvement to becoming a sustainable organization, the relationship between different types of innovation and new product development has received little attention. This article contributes to prior research by proposing a necessary condition for successful product development, which increases organizational sustainability. While it has been widely argued that technological innovation is an important factor for new product development, we contribute by illustrating the importance of process and administrative innovation, which changes an organization’s way of doing business. By analyzing survey responses from 2127 Korean firms, we empirically demonstrate that process and administrative innovation increase the likelihood of achieving new product development goals. Our findings also show that innovation-supporting human resource practices such as talent development programs and work autonomy increase the effectiveness of process and administrative innovations. Overall, we suggest that organizations are able to achieve a sustainable presence in the product market when they constantly innovate the way they run themselves. Additionally, in order to manage such innovation, organizations should nurture a creative environment by devising effective, innovation-supporting human resource practices.

COMPLEXITY AND THE MULTIPLE IMPACTS ON NEW PRODUCT DEVELOPMENT: RESULTS FROM A FIELD STUDY

2012 ◽  
Vol 09 (06) ◽  
pp. 1250043 ◽  
Author(s):  
JONGBAE KIM ◽  
DAVID WILEMON
Keyword(s):  
Product Development ◽  
Interpersonal Relationships ◽  
New Product Development ◽  
New Technologies ◽  
Core Competency ◽  
New Product ◽  
Future Research ◽  
Development Programs ◽  
Development Teams ◽  
And Performance

Most technology-based product development programs are becoming more complex and difficult to manage. New technologies, increasingly knowledgeable customers, partnered development projects, differentiated global markets, and more sophisticated product development practices make corporate innovation initiatives especially challenging. The factors that make new product development (NPD) projects complex can impact both NPD processes and performance. Unfortunately, the relationships between complexity and NPD processes and performance are not well-understood. Our study is based on 32 in-depth field interviews with NPD project participants regarding their experiences dealing with complexity. Our interviews were specifically aimed at understanding the consequences to NPD projects when complexity issues arise; whether complexity affects interpersonal relationships within development teams; and what complexity issues, if any, are created when development teams work with alliances and partners. Our research also seeks to understand if significant competitive advantages can be attained by firms from their ability to effectively manage complex new products. After presenting our findings, we construct a comprehensive model to help explain complexity and its potential impacts on NPD. We then develop several implications for product development managers and their teams regarding how to manage complexity. We posit that for technology-based organizations, "managing development complexity", is a critical core competency. We conclude our work with suggestions for future research.

Sign in / Sign up

Export Citation Format

Share Document