scholarly journals A METHODOLOGY TO IDENTIFY AND ADDRESS IMPROVEMENT POTENTIALS IN COMMUNICATION PROCESSES OF DISTRIBUTED PRODUCT DEVELOPMENT – AN INITIAL APPROACH

2020 ◽  
Vol 1 ◽  
pp. 541-550
Author(s):  
K. Duehr ◽  
M. Hirsch ◽  
A. Albers ◽  
N. Bursac
Keyword(s):  
Product Development ◽  
Machine Tool ◽  
Development Process ◽  
Distributed Development ◽  
Initial Approach ◽  
Communication Processes ◽  
Development Teams

AbstractThe advantages of distributed development teams help companies to address megatrends like globalization and individualization. However, development teams are facing challenges according to increasing requirements on communication processes. This approach provides a methodology to identify and address improvement potentials in communication processes of distributed product development by including the dimensions technology, organization and human involved in the development process. The validation of the methodology's process steps was carried out together with a machine tool manufacturer.

Toward the development of new product ideas: asymmetric effects of team cohesion on new product ideation

2015 ◽  
Vol 30 (7) ◽  
pp. 855-866 ◽  
Author(s):  
Tanawat Hirunyawipada ◽  
Audhesh K. Paswan ◽  
Charles Blankson
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Content Type ◽  
Team Members ◽  
Development Teams ◽  
Task Cohesion ◽  
Relational Aspect

Purpose – The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas. Design/methodology/approach – Structural equation modeling was conducted on survey data collected from 195 new product development practitioners in various US high-technology industries. Findings – The study suggests that creative and potentially successful product ideas include three dimensions – usefulness for customers, and novelty for customers and usefulness for the firms (i.e. enhancement efficiency and effectiveness of companies’ new product development process). By focusing on a relational aspect of new product development teams, the study shows that team task cohesion mediates the relationship between the antecedents (team members’ organizational commitment and social competency) and the three outcome dimensions of a successful product idea (novelty, usefulness to customers and usefulness to the firm). The team members’ interpersonal relationship has no positive association with task cohesion and the desirable qualifications of product ideas. Research limitations/implications – An ideation team’s socially competent members who identify with their organization are likely to be attracted to a given task. This task cohesion, in turn, enhances the creativeness of the development of product ideas. Practical implications – To generate fruitful product ideas using a team approach, companies should make sure that their new product ideation teams achieve a sense of mutual commitment to the given ideation tasks, develop a feeling of belongingness and ownership toward the firms and include members who have good social and interpersonal skills. However, the possession of strong social cohesion is not essential for the teams. Originality/value – This study provides novel insights concerning the relational aspect of product development teams assigned to the initiation phase (front end) of a new product development process.

Design Team Framing: Paths and Principles

2008 ◽  
Author(s):  
Jonathan Hey ◽  
Jonathan Yu ◽  
Alice M. Agogino
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Two Dimensions ◽  
Product Development Process ◽  
Design Team ◽  
New Product Development Teams ◽  
Development Teams ◽  
Product Development Teams

This paper addresses two major challenges new product development teams face in making a product people want. The first challenge is to frame the design situation based on a real need of a customer. The second challenge is to get everyone on the team in agreement about what that framing is — everyone needs to be on the same page about what it is they’re doing. Yet these two challenges are not independent, they are intertwined with each other, connected by the concrete research and sharing activities the teams perform. We introduce a framework to help understand the path of a design team along these two dimensions as well as illustrations of the three most common paths observed among graduate multidisciplinary new product development teams as supported by interviews and survey data. These case studies form the basis of four themes to help teams navigate the new product development process.

scholarly journals TOWARDS AGILE PRODUCT DEVELOPMENT – AN EMPIRICAL STUDY ON AN E-BIKE DRIVE

2021 ◽  
Vol 1 ◽  
pp. 3209-3218
Author(s):  
Damijan Zorko ◽  
Borut Černe ◽  
Jože Tavčar ◽  
Ivan Demšar
Keyword(s):  
Empirical Study ◽  
Product Development ◽  
Critical Review ◽  
Development Process ◽  
Product Development Process ◽  
Development Phase ◽  
Development Teams ◽  
Design Requirements

AbstractToday's rapidly evolving and changing market dictates constant changes in design requirements during the development process of a product. If development teams are unable or unwilling to adapt to these changes, this will ultimately lead to an uncompetitive product. How the change in requirements will affect the development process depends on the complexity of the product and the development phase in which the change in requirements occurs. The principles of Agility and the methods that follow these principles help in the successful introduction of changes in the product development process. The paper provides guidelines for the development of complex physical products taking into account the principles of Agility. The guidelines were set based on a critical review of the e-bike drive development process.

Mapping the Product Development Process to Information Technology Solutions Through Use Models

2000 ◽  
Author(s):  
Daniel E. Whitney ◽  
Samir Patil
Keyword(s):  
Information Technology ◽  
Product Development ◽  
Development Process ◽  
Product Development Process ◽  
System Level ◽  
Design Decisions ◽  
Large Size ◽  
Design Structure ◽  
Development Teams ◽  
Role Of It

Abstract Product development, especially the design of large complex systems, is a special type of business process. What makes it special is the highly coupled nature of design decisions and the large size of product development teams. It is not unusual to have several hundred multi-disciplinary members taking millions of design decisions over the life of the project. From the Information Technology (IT) perspective, the special nature of design presents a challenge of coordinating the interdependent tasks of the team and integrating them. This paper explores the role of IT, specifically software tools, in improving the product development process through a framework that better represents and captures design knowledge. In order to overcome the limitations of the current implementations, the concept of “Use models” is developed. A use model consists of the methods, tools, and a map of the design process. This map is in the form of a design structure matrix (DSM) that represents tasks and relationship knowledge at a system level. By combining a detailed process view with tools and methods, the Use model creates a better IT representation of the product development process.

Understanding Perceptual Gaps in Integrated Product Development Teams

2001 ◽  
Author(s):  
Jonathan Cagan ◽  
Craig M. Vogel ◽  
Laurie R. Weingart
Keyword(s):  
Product Development ◽  
Design Process ◽  
Development Process ◽  
Product Development Process ◽  
Integrated Product Development ◽  
Profound Impact ◽  
Development Teams ◽  
Depth Study ◽  
Product Development Teams

Abstract An in-depth study identifying perceptual gaps between diverse disciplines within a product development process is presented. The gaps have profound impact on the design process, identifying differing goals and leading to unhealthy conflict in the process.

Emotions Matter: User Empathy in the Product Development Process

1996 ◽  
Vol 40 (7) ◽  
pp. 415-418 ◽  
Author(s):  
Uday Dandavate ◽  
Elizabeth B.-N. Sanders ◽  
Susan Stuart
Keyword(s):  
Product Development ◽  
Development Process ◽  
Consumer Products ◽  
Product Development Process ◽  
Development Teams ◽  
The Future ◽  
Evaluative Research ◽  
Product Development Teams

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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