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.

scholarly journals A Complete MCDM Model for NPD Performance Assessment in an LED-Based Lighting Plant Factory

2018 ◽  
Vol 2018 ◽  
pp. 1-24
Author(s):  
Wen-Chin Chen ◽  
Yen-Fu Lin ◽  
Kai-Ping Liu ◽  
Hui-Pin Chang ◽  
Li-Yi Wang ◽  
...  
Keyword(s):  
Decision Making ◽  
Product Development ◽  
New Product Development ◽  
Crop Yields ◽  
Rapid Development ◽  
New Product ◽  
Fuzzy Decision Making ◽  
Trade Offs ◽  
Fuzzy Delphi ◽  
Plant Factory

Globally, industries and economies have undergone rapid development and expansion over the last several decades. As a result, global warming and environmental contaminations have resulted in climate change and jeopardized food security. In many developing countries, already decreasing crop yields are threatened by extreme weather and soil damaged by genetically modified food, making environmental problems worse and increasing food and organic product prices. For these reasons, this study proposes a hybrid multicriteria decision-making (MCDM) model for new product development (NPD) in the light-emitting diode- (LED-) based lighting plant factory. First, literature reviews and expert interviews are employed in constructing a list of decision-making objectives and criteria for new product development. Then, a fuzzy Delphi method (FDM) is used to screen the elements of the objectives and criteria, while a fuzzy decision-making trial and evaluation laboratory (FDEMATEL) is used to determine the relationships among the objectives and criteria. Finally, a fuzzy analytic network process (FANP) and a composite priority vector (CPV) are manipulated to determine the relative importance weights of the critical objectives and criteria. Results show that the proposed method can create a useful and assessable MCDM model for decision-making applications in new product development, and a case study is herein performed to validate the feasibility of the proposed model in a Taiwanese LED-based lighting plant factory, which not only provides the decision-makers with a feasible hierarchical data structure for decision-making guidance but also increases the competitive advantages of trade-offs on developing novel products.

Preliminary Design of Amorphous Products

2006 ◽  
Author(s):  
Kurt A. Beiter ◽  
Tae G. Yang ◽  
Kos Ishii
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Value Chain ◽  
Business Processes ◽  
New Product ◽  
Preliminary Design ◽  
Concept Generation ◽  
Physical Systems ◽  
Amorphous Systems ◽  
Key Points

This paper addresses the early design and development of amorphous systems. As competitive differentiators, many companies are focusing on amorphous systems comprised of primarily non-physical components, such as software, firmware, and service or business processes. This paper contrasts the development of amorphous systems with that of traditional physical systems. Whereas many tools used in new product development do apply to amorphous systems, the process and the tools need adaptation. The key points are: 1) Modeling of the system using “solution elements” instead of parts, 2) Preliminary concept generation based on use scenarios, and 3) Early consideration of the business model in the context of a complex value chain. The paper presents our proposed 10 step guide to amorphous product development and illustrates it with a “smart refrigerator” example, as well as citing the guide’s deployment in industry.

scholarly journals A Hybrid MCDM Model for New Product Development: Applied on the Taiwanese LiFePO4Industry

2015 ◽  
Vol 2015 ◽  
pp. 1-15 ◽  
Author(s):  
Wen-Chin Chen ◽  
Li-Yi Wang ◽  
Meng-Chen Lin
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Life Cycle ◽  
Lithium Iron Phosphate ◽  
Fuzzy Theory ◽  
Rapid Development ◽  
Multiple Criteria Decision Making ◽  
New Product ◽  
Iron Phosphate ◽  
Interpretive Structural Modeling

Recent years, since problems with respect to atmosphere pollution hasten countries to accentuate green-related policy regarding the sustainable energy, the lithium-iron phosphate (LiFePO4) battery has been appealed to the world. However, more and more firms invest the LiFePO4batteries production that has launched a fierce competition. Successful new product development (NPD) processes have been considered the key for LiFePO4battery firms to increase their competitive advantage. Firms must make correct decision faster due to the rapid development of technology and the decreasing product life cycle. This study proposes a hybrid multiple criteria decision making (MCDM) model based on the literature review and consultation with the experts, interpretive structural modeling (ISM), and fuzzy analytic network process (FANP) for evaluating various strategies for NPD. First of all, reviewing of literature and meeting with the experts are used to screen factors and select the criteria. Then, an ISM is managed to determine the feedback and interdependency of those factors in a network. Finally, a fuzzy theory is applied to resolve the linguistic hedges and an ANP is adopted to obtain the weights of all the factors. A case study is undertaken to validate the model in a Taiwanese company that provides professional packing and design for lithium-iron phosphate battery.

Education in Management of Data Created by New Technologies for Rapid Product Development in SMEs

2003 ◽  
Vol 17 (6) ◽  
pp. 423-429
Author(s):  
Andrew Shaw ◽  
David Aitchison
Keyword(s):  
Product Development ◽  
Undergraduate Students ◽  
New Technologies ◽  
Rapid Development ◽  
Research Programme ◽  
Industrial Sector ◽  
Product Data Management ◽  
Management Systems ◽  
Rapid Product Development ◽  
Information Management Systems

This paper presents outcomes from a research programme aimed at developing new tools and methodologies to assist small and medium-sized enterprises (SMEs) in rapid product development (RPD). The authors suggest that current education strategies for the teaching of RPD tools and methodologies may be of limited value unless those strategies also involve consideration of the data and information management systems in which the knowledge is to be used. The research identified knowledge of product data management systems, particular to the discrete product development industries in New Zealand, which we believe needed to be transferred to the industrial sector to assist in the rapid development of products. These findings have led to iterative modifications to a Computer-Aided Product Development (CAPD) course for final-year undergraduate students, so that they can be better equipped in the management of data associated with RPD tools and methodologies. The paper builds on previously published work by the authors and describes the mechanisms by which students' awareness of the associated technologies, methods and data is increased.

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.

Breakthrough Product Development in Mature Company

2015 ◽  
Vol 2015 (3) ◽  
pp. 76-92
Author(s):  
Georgiy Laptev ◽  
Dmitriy Shaytan
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Processes ◽  
New Products ◽  
New Product ◽  
Mature Stage ◽  
Actual Problem ◽  
Fuzzy Front End ◽  
Novel Approach ◽  
Start Up

Situational approach in management and continuous experimentation becomes a style of doing business for creators of breakthrough new products and innovative start-up companies. A company that successfully started with a breakthrough product, and developed into successful structured business, after some time, would start to lose its ability to create breakthrough new products. Internal corporate procedures and business processes, including the process of creating a new product become more formalized. Exploratory type of works at the initial stage, full of uncertainties in the process of new product development, is poorly formalized and requires flexible approach in management. Creative chaos that was on a start-up stage and that feed teams with fresh ideas disappears. Fireplace for creativity fades. Loss of this competitiveness is a serious argument to develop new approaches to arrange process of creating new products in a mature stage of business development. In the article based on experience in new product development we explore this actual problem and propose a novel approach for the passage of the high uncertainty stage, called “the fuzzy front end of innovation”, to create innovative products in matured businesses.

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