scholarly journals Ramp-up Process Improvement Practices for Time-to-Market Reduction

2018 ◽  
Vol 26 (1) ◽  
pp. 19
Author(s):  
Krisztián Szabó
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
Continuous Improvement ◽  
Process Improvement ◽  
New Products ◽  
Core Competency ◽  
Time To Market ◽  
Serial Production ◽  
Automotive Supplier ◽  
Significant Percentage

The importance of the “Ramp-up bridge” covering the gap between product development and serial production, as well as the speed at which this bridge can be crossed, has increased, providing companies with a significant competitive advantage.However, a significant percentage of project aiming to introduce new products do not achieve their goals. [(60 percent of the automotive supplier ramp-up projects fail on either the technical, or the economic side (Bischoff, 2007)].The author explores the possible reasons, then makes suggestions regarding the support of successful ramp-up projects, through practical examples taken from the industry. Through the continuous improvement of ramp-ups, a new core competency can be achieved, with a decrease in time-to-market. This core competency is difficult to duplicate, and can provide an additional competitive advantage for companies manufacturing products with high technical complexity.

scholarly journals Product development and risk partnership: a case study

2002 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Érico Veras Marques ◽  
Luiz Carlos Di Serio ◽  
Mauro Furtado
Keyword(s):  
Product Development ◽  
New Products ◽  
Air Transport ◽  
Integrated Development ◽  
Time To Market ◽  
High Investment ◽  
Aeronautical Industry ◽  
Strong Competition ◽  
Customized Products

The aeronautical industry has always been known for having high investment costs concerning capital, personnel, time and technology as it engages in the process of developing new products. The strong competition in the air transport market has been putting pressure on the manufacturers to build new aircraft models in a range of products which assists the specific needs of each segment of the market, that is, always more customized products. The integrated development of products through risk partnership has been used by some industries aiming to minimize the investments mentioned above, as well as to reduce the cycle of products development, what results in reduction of time to market. This work aims to analyze, considering various models of competitiviness, how the Brazilian aeronautical industry is making the integrated development with risk partnerships a real distinguishing feature in the market.

scholarly journals A Conceptual Analysis on the Different Approaches to New Product Development and the Variables Associated With Modelling the Process

2018 ◽  
pp. 1-23
Author(s):  
Jonathan D. Owens ◽  
Andrew M. Atherton
Keyword(s):  
Economic Growth ◽  
Product Development ◽  
New Product Development ◽  
New Technologies ◽  
New Products ◽  
New Product ◽  
Time To Market ◽  
Development Cycle ◽  
To Receive

Globally, new products are launched daily. They provide answers to common or specialised problems, enrich lifestyles, provide alternatives to old solutions, amuse us etc. Companies that develop, design, manufacture, market and sell these products seek commercial compensation in the short, medium or long term “success”, however you measure it. Subsequently, New Product Development is a major issue for most companies as they seek to reduce time to market, reduce the development cycle, access new technologies and develop more and better products and services. New products that can successfully compete in local, national and global markets are a key concern for the majority of companies, so successful NPD is fundamental to both stimulating and supporting economic growth. It is a subject, which has received and continues to receive much attention, particularly in seeking to improve its effectiveness and efficiency. This chapter reviews the NPD process and considers the variables associated with the different approaches, which may be needed when developing a new product.

Combined MCDM approaches for century‐old Taiwanese food firm new product development project selection

2013 ◽  
Vol 115 (8) ◽  
pp. 1197-1210 ◽  
Author(s):  
Kuei‐Lun Chang
Keyword(s):  
Product Development ◽  
Competitive Advantage ◽  
New Product Development ◽  
Food Industry ◽  
Geometric Mean ◽  
New Products ◽  
New Product ◽  
Well Being ◽  
Project Selection ◽  
Content Type

PurposeThe aim of this paper is to integrate the analytic network process (ANP) and a technique for order preference by similarity to the ideal solution (TOPSIS) to help Taiwanese managers in century‐old food industry firms make better decisions for new product development (NPD) project selection.Design/methodology/approachThe balanced scorecard (BSC) which links financial and non‐financial, tangible and intangible, inward and outward factors can provide an integrated viewpoint for decision makers in selecting optimal NPD projects. Considering the interrelated perspectives and criteria of BSC, ANP is used to obtain the weights of the criteria. TOPSIS is used for simplifying ANP to rank the alternatives. After reviewing the literature on BSC, the study collected criteria for selecting optimal NPD projects. Likert nine‐point scale questionnaires based on the BSC criteria were received from 34 senior executives to obtain the importance of criteria.FindingsBased on the geometric mean values, the top 12 criteria are: Capabilities, Well‐being, Satisfaction, Lead‐time, Risk, Facility, Reputation, Loyalty, New customer, Market, Profitability and New market to structure the hierarchy for century‐old Taiwanese food business NPD project selection.Practical implicationsUsing the hierarchy based on four perspectives and 12 important criteria, century‐old Taiwanese food businesses may select the optimal NPD projects more effectively. Moreover, the practical application of the proposed approach illustrated is generic and also suitable for century‐old Taiwanese food businesses.Originality/valueIn 2008, Taiwan External Trade Development Council (TAITRA) established an association to help century‐old businesses to maintain growth and competitive advantage. To maintain continuous competitive advantage, developing new products is necessary. However, NPD is a risky process. The vital issue in NPD is how to select the optimal projects for new products. The majority of century‐old Taiwanese businesses are in the food industry. This paper contributes to a more effective selection of optimal NPD projects for century‐old Taiwanese food firms.

Emerging Design Methods and Tools in Collaborative Product Development

2013 ◽  
Vol 13 (3) ◽  
Author(s):  
Edward Red ◽  
David French ◽  
Gregory Jensen ◽  
Sheli Sillito Walker ◽  
Peter Madsen
Keyword(s):  
Product Development ◽  
Collaborative Design ◽  
New Products ◽  
Educational Training ◽  
Time To Market ◽  
Design Collaboration ◽  
Engineering Design Process ◽  
Computer Aided ◽  
Collaborative Product Design

Product development uses the engineering design process to conceptualize and design new products, while relying on computer-aided application tools like CAD/CAE/CAM that are unfortunately designed for single users. In the absence of multiuser engineering applications, this paper uses surveys and facility visits to show an increased reliance on social communication tools for closing design collaboration feedback loops. Product development requires collaboration among myriad personnel and organizations, each having unique complementary experiences and capabilities. Collaborative design has a primary goal: reduce time-to-market and competitive costs for new products, while retaining quality of product performance and minimizing environmental impact. The focus of this paper is to compare contemporary methods and tools used in collaborative product design at notable corporations to emerging multiuser computer-aided applications. This comparison will define a future where design mistakes and time-to-market are reduced, collaboration is not only truly concurrent, but simultaneously concurrent, and where design rationale is more easily captured and shared for later review and for educational training.

Product development as a competitive advantage

2003 ◽  
Vol 13 (2) ◽  
pp. 38-41
Author(s):  
N. Sheridan ◽  
K. Smith ◽  
P. Gustavson
Keyword(s):  
Product Development ◽  
Competitive Advantage

Entrepreneurial Bricolage and New Product Development Performance in New Ventures: The Contingent Effects of Founding Team Involvement

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Xinchun Wang ◽  
Xiaoyu Yu ◽  
Xiaotong Meng
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Resource Constraints ◽  
New Ventures ◽  
New Products ◽  
New Product ◽  
Strategic Decision ◽  
Entrepreneurial Bricolage ◽  
Founding Team ◽  
Npd Performance

Abstract New product development (NPD) performance is a key determinant of a new venture’s success. However, compared with established firms, new ventures often suffer from resource constraints when developing new products. Entrepreneurial bricolage is reported in the literature as an alternative strategic option that enables managers to overcome resource constraints when developing new products. However, because new ventures are often founded by an entrepreneurial team, the effectiveness and efficiency of using bricolage to improve NPD performance might be contingent on how the founding team plays its roles in this process. Using data from 323 new ventures in China, we find support for the critical role of entrepreneurial bricolage in improving NPD success under resource constraints. More importantly, our results reveal that the bricolage strategy is more likely to benefit a venture when the founding team is composed of members with diverse functional backgrounds and is not heavily involved in strategic decision-making.

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