Next practice, not best practice: using virtual worlds in new product development in the automotive industry

2015 ◽  
Vol 20 (5) ◽  
pp. 401
Author(s):  
Julia Daecke ◽  
Dodo Zu Knyphausen Aufseß ◽  
Lars Schweizer
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Virtual Worlds ◽  
Automotive Industry ◽  
Best Practice ◽  
New Product

Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

2014 ◽  
Vol 903 ◽  
pp. 431-437 ◽  
Author(s):  
Abdul Aziz Fazilah ◽  
Nur Najmiyah Jaafar ◽  
Sulaiman Suraya
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Success Factor ◽  
Management Support ◽  
Critical Success ◽  
Research Activities

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

scholarly journals An Examination of New Product Development Best Practice

2012 ◽  
Vol 29 (2) ◽  
pp. 180-192 ◽  
Author(s):  
Kenneth B. Kahn ◽  
Gloria Barczak ◽  
John Nicholas ◽  
Ann Ledwith ◽  
Helen Perks
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Best Practice ◽  
New Product

Role of European Automotive Supplier Integration in New Product Development

2011 ◽  
Vol 2 (3) ◽  
pp. 1-25
Author(s):  
Chanan S. Syan ◽  
Anthony S. White
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
New Product ◽  
Product Development Process ◽  
Supplier Integration ◽  
Significant Step ◽  
Reducing Costs ◽  
The Eu

Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.

The Fuzzy Front End: Concept Development in the Automotive Industry

2014 ◽  
Author(s):  
Christer W. Elverum ◽  
Torgeir Welo ◽  
Martin Steinert
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Early Stage ◽  
Innovation Process ◽  
New Product ◽  
Product Development Process ◽  
Structured Interviews ◽  
Fuzzy Front End ◽  
Front End

The fuzzy front end (FFE) of new product development (NPD) is a term that refers to the early stages of the innovation process. This paper investigates the FFE in the automotive industry and addresses the challenges of working in this phase of the innovation process, as well as the academic definition of the FFE relative to the real world. Two parts of the innovation process have been identified and characterized as FFE: the concept-work within satellite front-end departments and the work within the pre-development phase of the vehicle new product development process. It has been identified that one of the greatest challenges related to working in the FFE is developing viable concepts that will “sell” internally. Estimating and conveying the overall value of the final product in terms of costs and customer benefits are two of the key elements that make it difficult to achieve internal “buy in”. Furthermore, it is argued that the most common academic perception of the FFE seem to be inadequate since it only concerns work that ends with a go/no-go decision whether to continue into development or not. Consequently, it fails to capture early-stage development work of transformational innovations, where the decision of development has already been made and the uncertainty is related to the execution of the work — and — not the outcome. Semi-structured interviews with a total of eleven employees at seven different automotive OEMs form the basis for the conclusions made herein.

scholarly journals Innovation processes: do they help or hinder new product development outcomes in Irish SMEs?

2016 ◽  
Vol 35 (1) ◽  
pp. 88-103 ◽  
Author(s):  
Peter Robbins ◽  
Colm O’Gorman
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Diffusion Of Innovation ◽  
Value Chain ◽  
Best Practice ◽  
Innovation Process ◽  
New Product ◽  
Business Objective ◽  
Formal Innovation ◽  
Innovation Processes

AbstractSmall- and medium-sized enterprises (SMEs) make a considerable contribution to the development and diffusion of innovation as well as accounting for the bulk of economic activity and employment in Ireland. A formal process for managing the stages of innovation projects is generally cited as a key component of best practice in new product development (NPD). Successfully managing innovation is an important business objective for SMEs, and yet, relatively little is known about how innovation-active firms approach innovation and, specifically, whether firms use formal processes to manage their NPD activities. This study of innovation-active Irish SMEs finds that three quarters of firms report that they do not operate a formal innovation process, yet this is not associated with poorer performance in terms of revenues from new products and services; and there are few differences between firms with formal innovation processes and firms with informal innovation process across each stage of the Innovation Value Chain. Having a more formal innovation process is, however, associated with success at bringing novel products to market. This study contributes to our understanding of the management of innovation in SMEs and to the emerging literature on SMEs that has emphasised both the prevalence and the effectiveness of informal management processes.

scholarly journals Cross-cutting best practices for new product development (NPD) in turbulent environments: the effects of integration and co-creation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mateus Panizzon ◽  
Gabriel Vidor ◽  
Maria Emília Camargo
Keyword(s):  
Best Practices ◽  
Product Development ◽  
New Product Development ◽  
Strategic Alliances ◽  
Best Practice ◽  
New Product ◽  
Business Environment ◽  
Content Type ◽  
Turbulent Environments ◽  
Research Opportunity

PurposeContinuous understanding of the best practices associated with new product development is a constant research opportunity to advance knowledge in the field, as far as changes in the business environment and the increasing turbulence level in different market segments create and reposition the importance of practices over time.Design/methodology/approachBased on a systematic review, the study aimed to analyze the 100 most relevant articles published in international journals on new product development (NDP), identifying new patterns on the best practices for new product development and the types of relationship involved in NPD.FindingsAmong the several practices observed in the literature, the analysis point to a larger group of studies that converge on the identification of a positive and significant relationship in integration – simultaneously – between supplier, company, customers and strategic alliances and the performance of NPD.Research limitations/implicationsThese results support integration as a cross-cutting and structural best practice for NPD, as long as it is constituted as a capacity, mainly applied in highly turbulent environments. This approach supported the proposition of a new framework.Practical implicationsOrganizations will be able to implement the proposed framework to NPD strategy in order to prioritize resources in best practices, aiming to increase the performance of new product development.Social implicationsThe adoption of integration and co-creation practices for the development of new products expands the possibilities of economic and social development, based on the involvement of the actors in this network.Originality/valueThis model had not yet been proposed in the literature, filling a gap in the agenda for future studies.

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