New Product Development Practices and Early-Stage Firms: Two In-Depth Case Studies

2012 ◽  
Vol 29 (4) ◽  
pp. 639-654 ◽  
Author(s):  
Tucker J. Marion ◽  
John H. Friar ◽  
Timothy W. Simpson
Keyword(s):  
Product Development ◽  
Case Studies ◽  
New Product Development ◽  
Early Stage ◽  
New Product

Meta4acle: Generating Compelling Metaphors for Design

2008 ◽  
Author(s):  
Erik M. W. Kolb ◽  
Jonathan Hey ◽  
Hans-Ju¨rgen Sebastian ◽  
Alice M. Agogino
Keyword(s):  
Product Development ◽  
Case Studies ◽  
New Product Development ◽  
Team Member ◽  
New Products ◽  
New Product ◽  
Design Teams ◽  
Exploration Tool ◽  
Design Case ◽  
Positive Results

Metaphors have successfully been used by new product development and design teams to help frame the design situation and communicate new products to stakeholders. Yet, the process of finding a compelling metaphor often turns upon stumbling upon it or a flash of insight from a team member. We present Meta4acle: a Metaphor Exploration Tool for design that suggests possible metaphors to make the process more one of ‘seeking out’ than ‘stumbling upon’ an effective metaphor. The tool takes data about the project in the form of a title, domain and key associations required of the metaphor and returns suggestions from a database of possible metaphor sources. We built a Meta4acle prototype and evaluated it with positive results for three existing design case studies. We present plans for its full implementation and evaluation.

Proposing a Practical Method for Conceptual Design Process in New Product Development: Medical Glasses as a Case Study

2014 ◽  
Vol 3 (2) ◽  
pp. 80
Author(s):  
Amir Mirzadeh Phirouzabadi
Keyword(s):  
Product Development ◽  
Conceptual Design ◽  
New Product Development ◽  
Design Process ◽  
Quality Function Deployment ◽  
Early Stage ◽  
New Product ◽  
Practical Method ◽  
Effect Analysis ◽  
Quality Of Products

Nowadays,improving the quality of products, reducing cost and meeting customer’srequirements are necessary to shorten the time of new product development(NPD). NPD is used to describe the complete process of bringing a new product to market and conceptual design process(CDP) is at its early stage and has mostly changed from passive respond toaggressive one. Thus, this study proposed a practical method for CDP in NPDthrough three phases as Converting customers’ requirements to product specifications,Generating and selecting of concepts and Testing and finalizing the concepts byusing some different management-engineering techniques. Firstly, this papertried to prioritize customer’s requirements related to product by AHP (AnalyticHierarchy Process) and convert them to engineering parameters of TRIZ (Theoryof Inventive Problem Solving) in order to define the inventive principals.Next, based on QFD (Quality Function Deployment), we measured the weight valuesof inventive principals. Finally, as FMEA (Failure Mode and Effect Analysis)can analyze the weight values and reduce the sequential risk, then finalconceptual design was generated. At the end, a medical glasses was used as acase study of innovative design to validate the method and explain how thestrategies of this research for CDP.

scholarly journals Application of Axiomatic Design for Agile Product Development

2018 ◽  
Vol 223 ◽  
pp. 01004 ◽  
Author(s):  
Erik Puik ◽  
Dareks Ceglarek
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Early Stage ◽  
Axiomatic Design ◽  
New Product ◽  
Agile Development ◽  
Design Rules ◽  
Iterative Development ◽  
Agile Design ◽  
Development Methods

Agile, and iterative, development methods for new product development are gaining in popularity under product engineers; where it initially was just applied for software development, now larger adoption takes place for product development in general. The design rules of agile development are somewhat conflicting with the guidelines of Axiomatic Design. In this paper, it is investigated why this is the case, what can be done about it, and how can the strengths of agile development be combined with Axiomatic Design to optimise methods for product design. It is shown that the methods are indeed advising on different and conflicting strategies, however, by attenuating the agile design rules in the early stage of design, and doing the same for AD in the later stage of design, best of both worlds can be combined.

On the Use of a Simplified New Product Development Process in an Early-Stage Firm

2007 ◽  
Author(s):  
Tucker J. Marion ◽  
Timothy W. Simpson
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
Early Stage ◽  
New Product ◽  
Consumer Product ◽  
Product Development Process ◽  
Study Results ◽  
Established Firms ◽  
New Product Development Process

Disciplined product development has been a hallmark of mature companies for many decades, resulting in shorter development cycles, reduced costs, and higher quality products. Unfortunately, these tools and processes have typically been applied in large, well-established firms, not start-up companies. In this paper, we describe a simplified new product development process for early-stage firms and its application to a consumer product in which the process was executed during a 14-month development cycle. The process consists of 15-steps in 3-phases, two decision gates, and provides a step-by-step guide for development, with specific call-outs as to what, when, and where tools such as market segmentation, platform planning, industrial design, and cost modeling should be applied. The proposed process is applied to design a new consumer product, and the case study results are discussed with specific emphasis on costs, duration, and applicability of the process and its related engineering tools. Finally, we conclude with comments on the limitations of the proposed process, potential improvements, and future work.

THE TREND TOWARD OUTSOURCING IN NEW PRODUCT DEVELOPMENT: CASE STUDIES IN SIX FIRMS

2003 ◽  
Vol 07 (01) ◽  
pp. 51-66 ◽  
Author(s):  
YUSHAN ZHAO ◽  
ROGER J. CALANTONE
Keyword(s):  
Product Development ◽  
Case Studies ◽  
Transaction Cost ◽  
New Product Development ◽  
Lower Cost ◽  
New Product ◽  
Transaction Cost Theory ◽  
Routine Administration ◽  
Strategic Role ◽  
Resources And Capabilities

In the constant drive for higher quality, lower cost, and faster-to-market products, many firms have begun to learn "how not to make things" — how to give some tasks to other firms who could make more efficiently. Examples from industries highlight the trend. Case studies were conducted in six firms and many insightful comments from prominent managers are incorporated. The case studies reveal a trend toward outsourcing some tasks in new product development. We use the transaction cost theory and the resource-based theory to explain the trend of outsourcing. This kind of outsourcing allows the firm to focus on core tasks and access resources and capabilities not available or not easily developed internally. NPD program performance can be greatly enhanced, and the R&D department can move away from routine administration toward a more strategic role. Many implications for managers are offered, and theoretical contributions are discussed.

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