Agile-Stage-Gate is a hybrid product development model that integrates elements of both Agile and Stage-Gate to help companies realize the strengths of both. Recent studies show positive results in manufacturing companies, although SMEs are notably absent despite being the majority. This paper reports results of a test of the model in three deliberately chosen manufacturing SMEs. Results were improved: time to market, overall new product process, higher success rate. Agile required adaptations, and novel solutions were found by the test firms. The positive results suggest that Agile-Stage-Gate must be considered as a recommended product development approach in SME manufacturers.
Research on organizational interventions needs to meet the objectives of both researchers and participating organizations. This duality means that real-world impact has to be considered throughout the research process, simultaneously addressing both scientific rigour and practical relevance. This discussion paper aims to offer a set of principles, grounded in knowledge from various disciplines that can guide researchers in designing, implementing, and evaluating organizational interventions. Inspired by Mode 2 knowledge production, the principles were developed through a transdisciplinary, participatory and iterative process where practitioners and academics were invited to develop, refine and validate the principles. The process resulted in 10 principles: 1) Ensure active engagement and participation among key stakeholders; 2) Understand the situation (starting points and objectives); 3) Align the intervention with existing organizational objectives; 4) Explicate the program logic; 5) Prioritize intervention activities based on effort-gain balance; 6) Work with existing practices, processes, and mindsets; 7) Iteratively observe, reflect, and adapt; 8) Develop organizational learning capabilities; 9) Evaluate the interaction between intervention, process, and context; and 10) Transfer knowledge beyond the specific organization. The principles suggest how the design, implementation, and evaluation of organizational interventions can be researched in a way that maximizes both practical and scientific impact.
Purpose -Most mass customization literature focuses on the move from mass production to mass customization. However, in some literature Engineer-To-Order (ETO) companies are also claimed to have become mass customizers, although it can be questioned if these companies conform to popular definitions of mass customizers. This raises the question: Under which conditions is it reasonable to label ETO companies as mass customizers? Design/methodology/approach -First, definitions of mass customisation are examined and related to ETO companies that move towards mass customization. Second, the individual transitions from mass production and ETO to mass customization are analyzed by: (i) Relating the transition to classifications from relevant literature, (ii) describing the motivations and risks associated with the transition, and (iii) defining some of the most important transition characteristics. Finally it is discussed if ETO companies can become mass customizers and under which conditions it would be reasonable to describe them as such. Findings -The paper argues that it from several angles makes sense to label some ETO companies as mass customizers although the products are not at prices near mass produced ones. Research limitations/implications -To avoid dilution of the concept of mass customization, while not excluding ETO companies, it is suggested to start out with a broad definition of mass customization under which separate definitions of different kinds of mass customizers are created. What is original/value of paper -Although much has been written about mass customization, and ETO companies in much literature have been labelled as mass customizers, the essential discussion of under which conditions it is reasonable to label ETO companies as mass customizers has been missing.
Reducing diagnostic delays should be achievable, particularly for those most delayed, and interventions aimed at reducing delays need to be developed. Creation of new valid instruments for measuring delay is essential in future research.
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