Product development management complexity: emerging challenges and the role of senior leadership

Purpose This paper aims to present and discuss factors that affect the current complexity of new product development processes in the appliance sector, exploring their influence on the repositioning of senior Research & Development (R&D) executives in terms of both knowledge and leadership management. Design/methodology/approach The paper is built on an illustrative real case which is analyzed based on the conceptual foundations of the role of senior R&D executives, vis-a-vis industry specialists’ reflections on new requirements for such managers due to the current complexity of new product development processes. Findings The paper proposes an integrative framework that links emerging trends in product development complexity with a new enhanced approach required for senior R&D management. In addition, this paper raises new skills to equip the current and future generations of R&D managers, taking into account the need to reposition the knowledge management skills of senior R&D executives. Practical implications This paper sheds light on the skills desirable for senior R&D executives to be prepared for the new complexity involved in new product development processes, such as soft skills related to people management practices; technical skills related to portfolio management, project management and systems engineering; and conceptual skills related to the own, teach, learn and delegate strategy. Originality/value This paper blends academic and practical experience to shed light on emerging issues within R&D organizations and to point out the value of real impact research to open new research avenues.

SUSTAINABILITY IN ENGINEERING EDUCATION - DESCRIPTION AND COMPARISON OF TWO UNIVERSITY COURSES

Sustainable products are becoming increasingly important for companies in order to succeed. However, the development of sustainable products poses a complex challenge, because alongside the classical product development requirements, additional social, economic and ecologic requirements arise. Despite the increasing relevance of this topic, sustainability is not yet fully integrated into the product development processes and mindsets within companies. Simultaneously, the integration of sustainability into engineering education is still insufficient and traditional teaching formats seem to be inadequate to teach such complex and multifaceted topics. Within this publication, the development, the contents and the implementation of two different university engineering courses for sustainability and environmentally compatible product development are described and compared. The different approaches to develop and incorporate sustainability into the engineering education and the usage of innovative teaching concepts are demonstrated to encourage and inspire other universities.

EVALUATION OF IMPROVEMENT OPPORTUNITIES FOR THE COLLABORATION OF DESIGN AND SIMULATION - AN INDUSTRIAL MULTI-METHOD STUDY

As mechanical simulations play an increasingly role in engineering projects, an appropriate integration of simulations into design-oriented product development processes is essential for efficient collaboration. To identify and overcome barriers between design and simulation departments, the BRIDGES approach was elaborated for barrier reduction in design engineering and simulation. This paper shows the industrial evaluation of the approach using a multi-method study of an online survey and focus group workshops. The experts' assessments were statistically analysed to build a connection matrix of barriers and recommendations. 59 participants from multiple industries with practical experience in the field contributed to the online survey, while 24 experts could be acquired for the focus group workshops. As a result of the workshops, both the data-based and the workshop-based part of the BRIDGES approach were assessed as beneficial to raise the efficiency of collaboration and practically applicable. This provides an empirically secured connection of barriers and suitable recommendations, allowing companies to identify and overcome collaboration barriers between design and simulation.

Cross domain modularization tool: Mechanics, electronics, and software

Modularization is a strategy used for handling the demand for external complexity with less internal complexity, which leads to higher profits and more efficient product development processes. However, modularity is often driven in silos, not crossing into the engineering fields of mechanics, electronics, and software. Therefore, we present the MESA (Mechanics, Electronics, and Software Architecture) tool—a tool that can be used to visualize modular product architectures across mechanics, electronics, and software. The tool demonstrates how a change in one domain affects the rest and how well aligned the modularity in the different domains is. The tool has been tested in two case companies that were used for case application and has helped provide information for making key design decisions in the development of new product families.

Mobilizing resources in product development by organizational interfaces across firms, units and functions

Purpose This paper aims to investigate how various organizational interfaces between firms, units and functions, and the interplay between them, are developed and mobilized in product development processes. Design/methodology/approach The theoretical framework is based on the industrial network approach, including interactive resource development and the concept of organizational interfaces. A single case study is conducted at a world-leading industrial tool manufacturer, illustrating how resources are combined over time, crossing boundaries of firms, units and functions in the development of a hand-held digitalized tool for quality assurance in the production of cars. Data have been collected through semi-structured interviews, with additional data in the form of project reports, internal documents and practices for external collaboration. Findings In addition to inter-organizational interfaces, the study identifies a typology of scouting, embarking and integration interfaces at unit level (geographically spread units of one multinational corporation) and interpretation and reciprocal interfaces at function level. The conclusions show that these interfaces affect the outcome of three aspects of the product development process: product characteristics and functionality features, system integration and organizational network extent. Existing interfaces serve as a platform for developing interaction further and provide the interfaces with new content, thus moving between different types of interfaces. Product development processes also involve new interfaces where there was no previous interaction between the parties. Research limitations/implications This research has implications for the interplay between interfaces in cases involving multiple external and internal actors in resource combining efforts. Practical implications External interactions between firms influence and impact internal activities and resources. Managers need to be aware of the complex interdependencies between external and internal interfaces and resources. Managing organizational interfaces is about both exploiting established interfaces and developing new ones. Consequently, existing interfaces may be activated differently to align with new interaction purposes, which, in turn, requires efforts to combine resources according to the new conditions. Originality/value Previous research contains a typology of organizational interfaces between customers and suppliers. The study expands on this research by identifying internal interfaces between units and functions.