scholarly journals Constructing A Business Process Network System A-BPNS-NPD

2013 ◽  
Vol 9 (4) ◽  
pp. 343-352
Author(s):  
Takayuki Iida ◽  
Ryosuke Mihara ◽  
Kakuro Amasaka
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Process ◽  
Support System ◽  
Business Processes ◽  
New Product ◽  
Network System ◽  
Manufacturing Companies ◽  
Core System ◽  
Progress Management

The authors came up with Amasaka laboratorys Business Process Network System for New Product Developments - A-BPNS-NPD - a business process network system that supports improvements in the way businesses approach new product development. Specifically, it is a core system with four components, each of which is designed to clarify the unspoken business processes that companies use in new product development. The first component is a support system for visualizing business processes. The second is a support system for better planning. The third is a support system for work progress management, which includes a support system for passing on know-how and for expansion and growth. The fourth component is a new product development business process approach model to help companies systematically put the other components into action. The A-BPNS-NPD developed by the authors was verified at manufacturing companies and the desired results were obtained.

A case study on FMEA-based improvement for managing new product development risk

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonio Carrizo Moreira ◽  
Luis Miguel D.F. Ferreira ◽  
Pedro Silva
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Early Phase ◽  
Design Methodology ◽  
New Product ◽  
Manufacturing Companies ◽  
User Friendliness ◽  
Content Type ◽  
Development Risk

PurposeThe purpose of this paper is to explore the applicability of the failure mode and effects analysis (FMEA) as an effective tool for decreasing failure risk in the early phase of the new product development (NPD), which adds to existing literature on the application of FMEA in NPD.Design/methodology/approachThrough the application of action research (AR) methodology, it was possible to develop a case study examining the use of FMEA to decrease NPD risk in an early phase of NPD execution.FindingsThe importance and immediate gains of identifying NPD failures support FMEA's usefulness for NPD risk decrease. Moreover, its user-friendliness, timeliness and cost advantages facilitate the introduction of FMEA in the early phase of NPD execution.Originality/valueFMEA is a well-known method used in manufacturing companies to identify and correct failures in products, processes and systems. This article explores the lack of practice-oriented evidence on the use of FMEA in the early phase of NPD execution and provides support to its applicability and effectiveness.

scholarly journals CROWDSOURCING: A STRATEGY FOR FIRM PERFORMANCE IN THE PLASTIC MANUFACTURING SECTOR IN SOUTHEAST NIGERIA

2021 ◽  
Vol 3 (7) ◽  
pp. 228-236
Author(s):  
Agbasi Emmanuela Obianuju ◽  
Nwosu Kanayo Chike ◽  
Dibua Emmanuel Chijioke
Keyword(s):  
Firm Performance ◽  
Product Development ◽  
New Product Development ◽  
Manufacturing Sector ◽  
Idea Generation ◽  
New Product ◽  
Manufacturing Firms ◽  
Manufacturing Companies ◽  
Open Collaboration ◽  
Product Creation

The heavy reliance of manufacturing firms in the south-eastern part of Nigeria on their team of experts in Research and Development (R & D), to come up with new ideas and innovation, and the neglect of the input of customers in this process necessitated this study to examine the nexus between crowdsourcing and firm performance in the plastic manufacturing sector in southeast Nigeria.  The work was anchored on the Human Capital Theory. The study adopted a survey research design as the most suited for the work. Two states were selected judgmentally, because of the concentration of plastic manufacturing firms in those States. Eighteen plastic manufacturing firms were selected randomly, with a population strength of 328. The sample size was 176, arrived at using Krejcie and Morgan formula. Questionnaire was the instrument for data collection, and it was subjected to content validity and reliability tests using correlation method, which returned a coefficient of 0.879. The data collected were analyzed using regression analysis through the ordinary least square method, at a 5% level of significance. Findings revealed that a positive relationship exists between the variables (r = .973). A 95% change in new product development was accounted for by changes in open collaboration in the plastic manufacturing sector in Southeast Nigeria (R2 = .947, F = 2802.884, p-value < 0.05). The study, therefore, concluded that involving customers in the process of new product creation is key to its acceptability by the public. As a result, it was recommended that the managers and owners of plastic manufacturing companies need to find a way to get the customers involved in their idea generation and new product creation for a sustained creditable performance.  Keywords: Crowdsourcing, Firm Performance, Plastic Manufacturing Sector, Open Collaboration and New Product Development.

scholarly journals Challenges and Enablers for Rapid Product Development

2018 ◽  
Vol 5 (1) ◽  
pp. 25-49
Author(s):  
Jordan Verrollot ◽  
Arto Tolonen ◽  
Janne Harkonen ◽  
Harri J. O. Haapasalo
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Processes ◽  
Rapid Development ◽  
New Product ◽  
Product Data Management ◽  
Timely Manner ◽  
Rapid Product Development ◽  
Business Opportunities ◽  
Strong Market Position

This article describes how new product development (NPD) is critical to maintaining a strong market position. However, full-scale NPD may consume too much time and resources when necessary to react quickly to customer needs or emerging business opportunities. Rapid development (RaDe) is a type of incremental product development complementing the organizations' existing NPD process. In RaDe, new sales items are created by redesigning or upgrading existing products inexpensively, and in a timely manner. This article aims at clarifying the challenges and enablers relating to RaDe implementation in four case companies and by the means of reviewing literature. The identified challenges include the difficulty of differentiating between product developments models, the lack of clear definition for RaDe and issues in product data management. The enablers include structuring and managing projects differently compared to NPD, the utilization of existing supply-chain capabilities and the designed products fitting the current business processes to enable rapid product ramp-ups.

Business Process Digitalization and New Product Development

2009 ◽  
Vol 5 (1) ◽  
pp. 49-64 ◽  
Author(s):  
Jun Li ◽  
Michael Merenda ◽  
A.R. Venkatachalam
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Process ◽  
New Product
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