New Product Line Evaluation Method Saves Cost and Time on Qualifying Connections for Thermal Wells

2016 ◽  
Author(s):  
Jaroslaw Nowinka ◽  
Daniel Dall'Acqua
Keyword(s):  
Evaluation Method ◽  
New Product ◽  
Product Line

Performance Assessment of the Lead User Idea-Generation Process for New Product Development

2002 ◽  
Vol 48 (8) ◽  
pp. 1042-1059 ◽  
Author(s):  
Gary L. Lilien ◽  
Pamela D. Morrison ◽  
Kathleen Searls ◽  
Mary Sonnack ◽  
Eric von Hippel
Keyword(s):  
New Product Development ◽  
Idea Generation ◽  
New Product ◽  
Major Product ◽  
Product Line ◽  
Direct Result ◽  
Target Market ◽  
Generation Process ◽  
The Past ◽  
Lead User

Traditional idea generation techniques based on customer input usually collect information on new product needs from a random or typical set of customers. The “lead user process” takes a different approach. It collects information about both needs and solutions from users at the leading edges of the target market, as well as from users in other markets that face similar problems in a more extreme form. This paper reports on a natural experiment conducted within the 3M Company on the effect of the lead user (LU) idea-generation process relative to more traditional methods. 3M is known for its innovation capabilities— and we find that the LU process appears to improve upon those capabilities. Annual sales of LU product ideas generated by the average LU project at 3M are conservatively projected to be $146 million after five years—more than eight times higher than forecast sales for the average contemporaneously conducted “traditional” project. Each funded LU project is projected to create a new major product line for a 3M division. As a direct result, divisions funding LU project ideas are projecting their highest rate of major product line generation in the past 50 years.

Concept evaluation in new product development

2020 ◽  
Vol 18 (5) ◽  
pp. 1139-1151
Author(s):  
Jørgen Blindheim ◽  
Christer W. Elverum ◽  
Torgeir Welo ◽  
Martin Steinert
Keyword(s):  
Product Development ◽  
Rapid Prototyping ◽  
New Product Development ◽  
Evaluation Method ◽  
New Product ◽  
Full Scale ◽  
Original Design ◽  
Content Type ◽  
Concept Evaluation ◽  
Feedstock Material

Purpose This paper proposes the combination of rapid prototyping and physical modelling as a set-based concept evaluation method in the early stage of new product development. Design/methodology/approach The concept evaluation method is applied in a case study of a new metal additive manufacturing process for aluminium, where a set of four extruder concepts has been modelled and evaluated. Rapid prototyping was used to produce plastic models of the different designs, and plasticine feedstock material was used to physically model the metal flow during operation. Finally, the selected concept has been verified in full-scale for processing of aluminium feedstock material. Findings The proposed method led to several valuable insights on critical factors that were unknown at the outset of the development project. Overall, these insights enabled concept exploration and concept selection that led to a substantially better solution than the original design. Research limitations/implications This method can be applied for other projects where numerical approaches are not applicable or capable, and where the costs or time required for producing full-scale prototypes are high. Practical implications Employing this method can enable a more thorough exploration of the design space, allowing new solutions to be discovered. Originality/value The proposed method allows a design team to test and evaluate multiple concepts at lower cost and time than what is usually required to produce full-scale prototypes. It is, therefore, concluded to be a valuable design strategy for the early development stages of complex products or technologies.

Introducing the new product line of regulated distribution transformer cooperation of Siemens AG and A. Eberle GmBH & CO. KG

2017 ◽  
Vol 2017 (1) ◽  
pp. 264-267
Author(s):  
Stefan Hoppert ◽  
László Kelemen ◽  
Zoltán Nádudvari ◽  
Gábor Vörös
Keyword(s):  
New Product ◽  
Product Line ◽  
Distribution Transformer

Assessment of Implementation Capability for Design-Manufacturing Integration Based on Support Vector Machine

2012 ◽  
Vol 522 ◽  
pp. 842-846
Author(s):  
Song Chen ◽  
Ye Zhuang Tian ◽  
Yang Yang ◽  
Liu Yan
Keyword(s):  
Support Vector Machine ◽  
New Product Development ◽  
Evaluation Method ◽  
Complex Adaptive System ◽  
New Product ◽  
Support Vector ◽  
Manufacturing Enterprises ◽  
Effective Evaluation ◽  
Complex Adaptive

Design-manufacturing integration is one of the most signicant contemporary trends in new product development (NPD) for manufacturing enterprises. Exploring the implementation capability of manufacturing enterprises through the assessment of design-manufacturing integration is an important and crucial step for determining what kind of design-manufacturing integration is appropriate for manufacturing enterprises. However, quantitative evaluation of design-manufacturing integration is rather limited so far. In this paper, we view design-manufacturing integration as a complex adaptive system (CAS), an effective evaluation method for design-manufacturing integration is proposed. To classify the manufacturing enterprises into which can quickly adapt to the environment or not, support vector machine is utilized. Selecting relevant features among the features available for classification of was also dealt with. The experiment results demonstrate the proposed method is useful for Design-manufacturing integration quantitatively.

A Metric for Evaluating Design Commonality in Product Families

1998 ◽  
Vol 122 (4) ◽  
pp. 403-410 ◽  
Author(s):  
Sridhar Kota ◽  
Kannan Sethuraman ◽  
Raymond Miller
Keyword(s):  
Product Family ◽  
Objective Measure ◽  
Value Added ◽  
New Product ◽  
Product Line ◽  
Product Complexity ◽  
Product Families ◽  
Market Strategy ◽  
Customer Base ◽  
Market Needs

Many companies develop a market strategy built around a family of products. These companies regularly add new product variations to the family in order to meet changing market needs or to attract a broader customer base. Although the core functionality remains essentially unchanged across the products within a family, new functions, feature combinations and technologies are incorporated into each new product. If allowed to grow unchecked, these component variations, commonly referred to as “complexity”, can result in a loss of productivity or quality. The challenge lies in an effective management of product variations in the design studio and on the manufacturing floor. The key is to minimize non-value added variations across models within a product family without limiting customer choices. In this paper we discuss the factors that contribute to product complexity in general, and present an objective measure, called the Product Line Commonality Index, to capture the level of component commonality in a product family. Through our Walkman case study, we present a simple yet powerful method of benchmarking product families1. This method gauges the family’s ability to share parts effectively (modularity) and to reduce the total number of parts (multi-functionality). [S1050-0472(00)02704-5]

Red Bull (Abridged)

2017 ◽  
pp. 1-8
Author(s):  
Paul W. Farris ◽  
Ervin R. Shames ◽  
Richard R. Johnson ◽  
Jordan Mitchell
Keyword(s):  
United States ◽  
Word Of Mouth ◽  
Product Category ◽  
New Product ◽  
The United States ◽  
Product Line ◽  
Brand Building ◽  
History Of ◽  
Brand Product ◽  
Red Bull

This case (an abridged version of UVA-M-0663) describes the history of the Red Bull brand and how the company stimulated and harnessed word of mouth to build a new product category (functional energy drinks) and brand franchise. The case concludes by asking the reader to consider where Red Bull will take its brand, product line, and marketing next, in light of many competitive challenges in the United States. The case was written to foster discussion of nontraditional brand-building strategies and the growing globalization of brands and products targeted toward younger consumers.

Measuring Price Thresholds by Psychophysics and Latitudes of Acceptance

1971 ◽  
Vol 8 (4) ◽  
pp. 460-464 ◽  
Author(s):  
Kent B. Monroe
Keyword(s):  
Experimental Technique ◽  
New Product ◽  
Demand Estimation ◽  
Product Line ◽  
Experimental Results ◽  
Price Limit ◽  
Response Scales ◽  
Product Pricing ◽  
Price Thresholds

This article reports the adaptation of an experimental technique for establishing response scales for product classes. Experimental results further validate the price-limit hypothesis first confirmed in Europe. Implications for demand estimation, new product pricing, and product line pricing are discussed.

Microeconomic Theory of Spinoff Decisions

2013 ◽  
Vol 2 (4) ◽  
pp. 36-51
Author(s):  
T. V. S. Ramamohan Rao
Keyword(s):  
Bargaining Power ◽  
New Product ◽  
Product Line ◽  
Market Potential ◽  
Organizational Capabilities ◽  
Elasticity Of Substitution ◽  
Microeconomic Theory ◽  
Strategic Bargaining ◽  
High Elasticity ◽  
Coordination Requirements

The present study demonstrates that the product line choice of a firm depends on the elasticity of substitution between products (and the organizational and coordination requirements that it implies), the bargaining power of managers of different product divisions, and marketing prospects of each of the products. A new product idea, put forward by an employee, will be integrated if a combination of these features obtains. A spinoff will result if any one, or more, of these conditions is not satisfied. In general, it is shown that a new product, which has a high elasticity of substitution with the existing products, will experience a spinoff due to lack of organizational capabilities to integrate it while a product with a low elasticity will spinoff only due to the incumbent management’s perception of low market potential and/or the strategic bargaining power of the incumbent management with respect to the existing product line.

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