Platforms may enable offering a variety of products to the market while keeping the development cost down. Reusing design knowledge is a key concept, whether manifested as reusing parts, ideas, concepts, or technologies. This article describes processes and information technology solutions for holistically working with both technology platforms and product platforms. A platform framework was developed for managing information and to support the processes. The use of the framework is illustrated through a case study performed at a subsupplier in the aerospace industry focusing on technology development, platform-based product development, and platform configuration. A wiki system supports the technology platform, containing electronic guidelines, methods, and information about the technologies. To support the product platform, a product lifecycle management architecture is created. A turbine rear structure from a turbofan engine is used as an example, requiring several different analysis technologies to be used and coordinated when creating a variant. The solution is a product lifecycle management architecture created based on the technology platform. It integrates a product data management system, a computer-aided design tool, two computer-aided engineering tools, and a configurator.
Managing a technology portfolio is one of the great challenges for sustained success, especially in high-technology industries where technologies can be a major selling point. For engineers, this portfolio is more of a toolbox for solving design problems, but in large organizations there can be so many technologies used in different business areas that even the engineers may not be aware of all of them. When the same technologies are used in different types of products, knowledge about them can also be generated by various groups within an organization. To improve the usefulness of a company's technology base, this paper proposes the use of a technology platform approach based on a framework featuring three different types of activities. The first approach is about adapting the technology base to future needs with the help of portfolio management techniques. The second approach serves to create awareness and shared understanding through an interactive technology catalogue, collecting information about how technologies work, where they are applied, and how they are used. The third approach is addressed at engineers who work with the technologies and includes practices for improving the reusability of knowledge recorded in documents and communicated to others who are using a particular technology for development. The framework is intended to support a systematic approach for technology reuse in order to stimulate organizational learning and reduce lead-time and cost of product development.
Technology-intensive companies invest considerable of resources in product development to bring competitive products to market. Since market demand is continuously changing, the capability to renew offerings quickly and at low cost is an important source of competitive advantage. Even if components and designs may need to be updated when releasing new products, their underlying technologies and designs can usually be reused to enable fast and cost-efficient development. To be proficient in practices that support reuse of technologies thus constitutes an important organizational capability, but identifying and assessing these practices has not been a straightforward task for technology developers and managers. This paper presents a literature review regarding technology reuse in four main dimensions; Strategy, Process, Culture, and Information Technology. The dimensions are further decomposed into a framework with twelve principles that supports this technology reuse capability, including technology platform strategy and reusability assessment. Besides providing a theoretical overview of practices supporting the reuse of technology, the framework can also be used in practice to facilitate the assessment of the current reuse capability of an organization. Industrial cases, illustrating real technology development issues, are used to highlight the principles of the framework. Further, a self-assessment scorecard is demonstrated with data from two companies that develop and manufacture high-tech products.
Companies derive additional value from technological investments by repeatedly applying them across different product lines in their portfolios. Technology reuse strategies have helped to increase efficiency in leveraging research and development investments, but the attempts to explain how to duplicate such results for technology reuse at the engineering level are missing. While there are synergetic effects to the reuse of technologies, there are also transaction costs that limit the benefits in practice. This paper presents a model, along with three examples, of technology reuse to help account for these transaction costs and mitigate the fallacy of perceiving technologies as reusable “off‐the‐shelf” elements.
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