Innovation in Product Design

2017 ◽  
pp. 189-209
Author(s):  
Ravi Ramakrishnan ◽  
Loveleen Gaur
Keyword(s):  
Survey Data ◽  
New Product Development ◽  
Early Stage ◽  
Hard Core ◽  
New Product ◽  
Strategic Development ◽  
Customer Information ◽  
New Business ◽  
Human Perceptions ◽  
3D Printers

The IoT and 3D printing can become a potent combination when it comes to launching new business initiatives driven by hard-core data and analytics and not really based on human perceptions or limited survey data. Previous empirical research has shown that drivers of new product performance are a mix of strategic, development process, organizational, and market environmental factors. This chapter attempts (1) to understand how introduction of IoT sensors embedded in customer appliances or wearable's sending real time customer information coupled with rapid prototyping using remotely located 3D printers can help address design considerations for new products, and (2) to provide an overview of how using IoT data and 3D printers for new product development and prototyping as an early stage activity can be done without using human imagination of restricted market survey data.

Innovation in Product Design

2020 ◽  
pp. 1239-1259
Author(s):  
Ravi Ramakrishnan ◽  
Loveleen Gaur
Keyword(s):  
Survey Data ◽  
New Product Development ◽  
Early Stage ◽  
Hard Core ◽  
New Product ◽  
Strategic Development ◽  
Customer Information ◽  
New Business ◽  
Human Perceptions ◽  
3D Printers

The IoT and 3D printing can become a potent combination when it comes to launching new business initiatives driven by hard-core data and analytics and not really based on human perceptions or limited survey data. Previous empirical research has shown that drivers of new product performance are a mix of strategic, development process, organizational, and market environmental factors. This chapter attempts (1) to understand how introduction of IoT sensors embedded in customer appliances or wearable's sending real time customer information coupled with rapid prototyping using remotely located 3D printers can help address design considerations for new products, and (2) to provide an overview of how using IoT data and 3D printers for new product development and prototyping as an early stage activity can be done without using human imagination of restricted market survey data.

Innovation in Product Design

2020 ◽  
pp. 332-352
Author(s):  
Ravi Ramakrishnan ◽  
Loveleen Gaur
Keyword(s):  
Survey Data ◽  
New Product Development ◽  
Early Stage ◽  
Hard Core ◽  
New Product ◽  
Strategic Development ◽  
Customer Information ◽  
New Business ◽  
Human Perceptions ◽  
3D Printers

The IoT and 3D printing can become a potent combination when it comes to launching new business initiatives driven by hard-core data and analytics and not really based on human perceptions or limited survey data. Previous empirical research has shown that drivers of new product performance are a mix of strategic, development process, organizational, and market environmental factors. This chapter attempts (1) to understand how introduction of IoT sensors embedded in customer appliances or wearable's sending real time customer information coupled with rapid prototyping using remotely located 3D printers can help address design considerations for new products, and (2) to provide an overview of how using IoT data and 3D printers for new product development and prototyping as an early stage activity can be done without using human imagination of restricted market survey data.

Decision Making and Decision Support Within New Product Development

2014 ◽  
pp. 258-279 ◽  
Author(s):  
Bart MacCarthy ◽  
Robert Pasley
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
New Product Development ◽  
Process Development ◽  
Early Stage ◽  
New Product ◽  
Group Decision Support Systems ◽  
Extensive Literature ◽  
Decision Attributes ◽  
Product And Process

There is an extensive literature on new product and process development (NPD). However, the analysis of decision making and decision support requirements in this area is less well researched. Here we discuss decision making in the context of NPD and identify decision types and decision attributes relevant to the NPD context. They illustrate the approach by analyzing NPD decisions in three industrial cases with a focus on early stage NPD decisions. They create a set of attributes with reference to the decision making literature. They find these attributes can be used to codify decisions in order to characterize them. They find the design decisions in these case studies to be creative and brainstorming-led with a low level of structure. The results provide insights both on decision making in NPD in practice and on the requirements for group decision support systems (GDSS) in this area. The authors suggest that an argumentation-based GDSS that allows structure to be developed may be suitable for these decisions. The cases are used to illustrate the application of the approach and show an interesting set of example decision types, but do not cover the range of NPD decisions that may be evident in a larger set of companies.

scholarly journals How preference markets assist new product idea screening

2016 ◽  
Vol 116 (3) ◽  
pp. 603-619 ◽  
Author(s):  
Giancarlo Lauto ◽  
Finn Valentin
Keyword(s):  
New Product Development ◽  
Early Stage ◽  
New Product ◽  
Management Committee ◽  
Content Type ◽  
Complex Information ◽  
Development Professionals ◽  
Decision Making Processes ◽  
Innovation Contest

Purpose – The purpose of this paper is to examine the different heuristics adopted by a crowd and a management committee to evaluate new product proposals, and whether, in assessing the value of proposals, they emphasize different features. Design/methodology/approach – The study takes a quantitative analysis approach to study an internal innovation contest held by the biotechnology company Novozymes. The contest generated 201 proposals that were evaluated by 109 research and development professionals by means of a virtual preference market, and by a management committee. Findings – The crowd and the committees’ assessments of the value of the proposals were based on different features. The committee emphasized experience and inventors’ seniority; the crowd set more store on informative idea descriptions but penalized overly complex and lengthy proposals. Research limitations/implications – The design of the innovation contest does not allow full comparison of the preference functions of crowd and committee. The findings from this case study cannot be generalized. The early stage of new product development seems fruitful for investigating crowdsourcing and knowledge management. Practical implications – Firms should consider adopting preference markets for idea screening and evaluation since they appraise ideas from different angles compared to managers. However, they complement, rather than substitute managerial evaluation, especially in the case of more detailed proposals. Originality/value – This is one of the first attempts to identify differences in the decision-making processes of crowds and committees. The paper identifies their strengths as evaluators of new product ideas and finds that the “wisdom of crowds” has some limitations in relation to the ability to process complex information.

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 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.

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