AUTOSAR as a Key Enabler for Collaborative Product Development

2010 ◽  
Vol 3 (2) ◽  
pp. 193-203
Author(s):  
Mark Jensen ◽  
Tony Mascolo
Keyword(s):  
Product Development ◽  
Collaborative Product Development

Organizational knowledge encapsulation and re-use in collaborative product development

2006 ◽  
Vol 19 (7) ◽  
pp. 736-750 ◽  
Author(s):  
W. M. Cheung ◽  
D. G. Bramall ◽  
P. G. Maropoulos ◽  
J. X. Gao ◽  
H. Aziz
Keyword(s):  
Product Development ◽  
Organizational Knowledge ◽  
Collaborative Product Development ◽  
Knowledge Encapsulation

scholarly journals Integration of business processes in Web-based collaborative product development

2005 ◽  
Vol 18 (6) ◽  
pp. 452-462 ◽  
Author(s):  
Hongxin Li ◽  
Yushun Fan ◽  
Catherine Dunne ◽  
Paolo Pedrazzoli
Keyword(s):  
Product Development ◽  
Business Processes ◽  
Collaborative Product Development ◽  
Web Based

Leading a Sea Change in Naval Ship Design: Toward Collaborative Product Development

2005 ◽  
Author(s):  
Robert G. Keane ◽  
Howard Fireman ◽  
Daniel W. Billingsley
Keyword(s):  
Product Development ◽  
Process Improvement ◽  
Development Process ◽  
Ship Design ◽  
Naval Research ◽  
Total Quality ◽  
Collaborative Product Development ◽  
Development Environment ◽  
Improvement Project ◽  
Naval Ship

In October 1989, the Naval Sea Systems Command (NAVSEA) conducted the Ship Design for Producibility Workshop with broad participation from the Navy, Shipbuilders, Ship Design Agents and Academia. The Workshop was one of NAVSEA’s first Total Quality Leadership (TQL) initiatives and was subsequently expanded by NAVSEA’s Chief Engineer (CHENG) and the Deputy Assistant Secretary of the Navy (DASN) for Ships into the Ship Design, Acquisition, and Construction (DAC) Process Improvement Project. In addition, the National Shipbuilding Research Program (NSRP) initiated a number of thrusts in Concurrent Engineering and Increased Throughput. The authors describe one of these major process improvement initiatives, NAVSEA’s 3D “Product Model” Strategy to extend throughout the enterprise-wide process of warship development a primary focus on the bridge between ship design and shipbuilding. The Workshop and subsequent process improvement initiatives have had a profound impact on the Naval Ship Design Process. Yet, as reported to Congress in 2002 by the Secretary of the Navy, the unbudgeted cost growth and increased cycle times for Detail Design of new warships have “reached an untenable level”. This necessitated the October 2004 ASN (RDA) policy memorandum on Integrated Digital Data Environment (IDDE). To realize transformational innovations in our ship designs, as well as transformational innovations in the entire warship development process, the National Naval Responsibility in Naval Engineering (NNR-NE) was recently established by the Navy. To support NNR-NE the Office of Naval Research (ONR) and the Naval Sea Systems Command (NAVSEA) created the Center for Innovation in Ship Design (CISD). A summary of some recent CISD Innovation Cells and how CISD can contribute to breaking down the existing organizational cultures and institutionalizing a collaborative product development environment are also discussed. As we begin a new century, it is appropriate that our naval ship design and shipbuilding community review its progress, look at the cross-cut principles of leading change, determine what it takes to bring about dramatic cultural transformation, and discuss the critical need for Navy, Shipbuilder, Design Agent and Academia leadership to continue developing a new collaborative product development environment which fosters a sea change in the whole naval ship development process.

Social Networking and Knowledge Transfer in Collaborative Product Development

2009 ◽  
pp. 2037-2051
Author(s):  
Katariina Ala-Rämi
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
Social Networking ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Success Factors ◽  
Collaborative Product Development ◽  
Software Companies ◽  
Information And Communication

Software product development requires connecting of specialized information and knowhow. Therefore, planning and production are widely done in networked projects. This chapter studies inter-firm collaboration to explore the role of face-to-face meetings and information and communication technology in knowledge transfer in product development by using case studies of software companies in Oulu, Finland. Clusters are important in forming trust and mutual understanding. Thus, a compact city region and effective social networks are beneficial for inter-firm collaboration. However, information and communication technology is very valuable for routine communication and documentation, but also in distance collaboration. Geographical distance affects inter-firm collaboration in terms of practical arrangements, such as working hours, yet cultural differences bring additional challenges. This chapter considers and scrutinizes social networking in collaborative product development, and the role of clusters and information and communication technology in such development, as among the key success factors.

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