How to reduce new product development time

Kušar, Janez; Duhovnik, Jože; Grum, Janez; Starbek, Marko

doi:10.1016/s0736-5845(03)00049-8

Cited by 67 publications

(36 citation statements)

References 2 publications

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“…IPD has been, for the past two decades, the default product development technique (Mulebeke & Zheng, 2006). Costs of integrated product and process development are lower than sequential engineering costs (Kusar, Duhovnik, Grum, & Starbek, 2004) . One of the basic ideas of CE needed for product design and development is to assemble a team which is focused on developing or re-designing a product (Bochenek & Ragusa, 2004).…”

Section: Various Forms Of "Virtual" Workmentioning

confidence: 99%

“…The term ''concurrent engineering'' denotes an inter-discipline cooperation and parallel work towards a common set of consistent goals on development, manufacturing and sales of products (Kusar et al, 2004). Sometimes IPD is defined as a different form of CE, whereby IPD is a managerial approach for improving NPD performance through the overlap, parallel execution, and concurrent workflow of activities.…”

Section: Various Forms Of "Virtual" Workmentioning

confidence: 99%

“…Many managers are uncomfortable with the concept of virtual teams because successful management of virtual teams may require new methods of supervision (Jarvenpaa & Leidner, 1999). Chen, 2008;Ge & Hu, 2008;Guniš, Šišlák, & Valčuha, 2007;Kankanhalli, Tan, & Wei, 2006;Kusar et al, 2004;Lipnack & Stamps, 2000;May & Carter, 2001;Mulebeke & Zheng, 2006;Prasad & Akhilesh, 2002;Shachaf, 2008;Sorli et al, 2006;Sridhar, Nath, Paul, & Kapur, 2007;S. Zhang, Shen, & Ghenniwa, 2004) 2 Greater degree of freedom to individuals involved with the development project (Badrinarayanan & Arnett, 2008;Ojasalo, 2008;Prasad & Akhilesh, 2002) 3 Reduce design time (Sharma et al, 2006;Vaccaro et al, 2008) 4 short-time development, Evolving organizations from production-oriented to service/information-oriented, Faster response times to tasks, Providing flexible hours for employees, More sense of responsibility is developed (Gassmann & Von Zedtwitz, 2003b;Johnson et al, 2001;Precup et al, 2006) 6 Better team outcomes (quality, productivity, and satisfaction), Higher team effectiveness and efficiency (Gaudes et al, 2007;May & Carter, 2001;Ortiz de Guinea, Webster, & Staples, 2005;Shachaf & Hara, 2005) 7…”

Section: Benefits Of Virtual Teamsmentioning

confidence: 99%

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Virtual R&D Teams: A New Model for Product Development

Ebrahim

2015

Int. J. Innov.

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Increased global competitions have urged small and medium enterprises (SMEs) to develop new products faster. Virtual research and development (R&D) teams in SMEs can offer a solution to speed up time-to-market of new product development (NPD). However, factors that affect the effectiveness of virtual teams for NPD are still not adequately verified. This paper presents the correlations between virtual R&D team constructs and virtual team effectiveness by developing a "Virtual Research and Development Team" (ViR&DT) model. The items, which may influence the effectiveness of virtual teams, are taken from the literature. Through an online survey and by application of structural equation modeling (SEM) technique, the proposed model (ViR&DT) has been tested. The results suggest that the process construct is strongly correlated to the effectiveness of virtual teams. Therefore, NPD managers in virtual R&D teams should concentrate on the process of new product development rather than simply equipping the teams with the latest technology or employing highly qualified experts. Further empirical research is recommended to fully explore and appreciate the breadth of application of the ViR&DT model. This paper is a part of my PhD journey.

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Section: Various Forms Of "Virtual" Workmentioning

confidence: 99%

Section: Various Forms Of "Virtual" Workmentioning

confidence: 99%

Section: Benefits Of Virtual Teamsmentioning

confidence: 99%

See 1 more Smart Citation

Virtual R&D Teams: A New Model for Product Development

Ebrahim

2015

Int. J. Innov.

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“…According to Parsaei and Sullivan [6], it has been recognised that design decisions made early in the product development cycle can have a significant effect on the manufacturability, quality, product cost, product introduction time, and ultimate market success of the product. When using concurrent engineering, the typical goals that should be achieved, according to Kušar [7], are:…”

Section: Quality In Manufacturingmentioning

confidence: 99%

Evaluation of Quality Concepts Influencing a Manufacturing Environment in South Africa

Erasmus

Waveren

2009

The South African Journal of Industrial Engineering

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This article evaluates the influence that quality concepts and tools in a manufacturing environment may have on parameters possibly affecting the future design and development of products in the same company. It attempts to establish how quality results can be utilised to determine the level of quality control tools used, such as Quality Function Deployment and Concurrent Engineering, in a company that designs for manufacture. By establishing links from quality results and customer requirements, the research determines what critical quality tools are necessary to determine the capability to manufacture an item without the use of excessive planning resources. OPSOMMINGHierdie artikel evalueer die invloed van kwaliteitskonsepte en kwaliteitsgereedskap in 'n vervaardigingsomgewing ten einde die effek daarvan op toekomstige ontwerp en ontwikkeiling te bepaal. Die doel is om kwaliteitsresultate te gebruik om die gebruiksvlak van kwaliteitsbeheergereedskap soos bv "Quality Function Deployment" en "Concurrent Engineering" te bepaal in 'n maatskappy wat 'n ontwerpsfunksie vervul vir vervaardigingsdoeleindes. Deur hierdie verwantskap tussen kwaliteitsresultate en kliëntvereistes te ondersoek, word bepaal welke kritiese gereedskap benodig word om die kapasiteit van vervaardiging van 'n komponent te bepaal sonder die gebruik van 'n uitgebreide beplanningshulpbron. *This

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“…A design matrix has been selected as the format of the final research result due mainly to two reasons. First, different tools have been developed from existing DPM research such as New product development (NPD) success factors (Kušar et al, 2004;Salter and Torbett, 2003;Montoya-Weiss and Calantone, 1994), guidelines for performance measurement system design (Folan and Browne, 2005;Neely et al, 1997) and modelling of design development performance (O'Donnell and Duffy, 2002). Compared with these types of research results, a DPM matrix can provide a compact representation of collaborative design indicators, showing detailed DPM criteria for measuring collaborative design performance and associated value among the criteria tabulated in a row-column format (Sharif and Design performance measurement Kayis, 2007).…”

Section: Introductionmentioning

confidence: 99%

Development of a design performance measurement matrix for improving collaborative design during a design process

Yin

Qin

Holland

2011

International Journal of Productivity and Performance Management

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Purpose -The purpose of this paper is to investigate how to measure collaborative design performance and, in turn, improve the final design output during a design process, with a clear objective to develop a design performance measurement (DPM) matrix to measure design project team members' design collaboration performances. Design/methodology/approach -The methodology adopted in this research uses critical literature reviews, in-depth focus group interviews and a questionnaire survey. Findings -The main finding of this study is a DPM matrix that addresses five DPM indicators: efficiency, effectiveness, collaboration, management skill, and innovation, and 25 detailed DPM criteria. It was found that decision-making efficiency is the most important DPM criterion for collaborative design efficiency; plus delivering to the brief for effectiveness; clear team goal/objectives for collaboration; decision-making ability for management skill; and competitive advantage for innovation. Research limitations/implications -As the present study was focused on exploring DPM during a design process, some key DPM criteria which are not measurable during a design development process were not included in this study. The proposed multi-feedback approach for DPM matrix implementation needs to be validated in future research. Practical implications -The DPM matrix can be applied to support a design manager in measuring and improving collaborative design performance during a design process, by reviewing and modifying collaborative design development, identifying the design team strengths and weaknesses, improving team communication, and suggesting suitable responsive actions. Originality/value -The major contribution of this study is the investigation and development of a DPM matrix to measure collaborative design performance during a design process.

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How to reduce new product development time

Cited by 67 publications

References 2 publications

Virtual R&D Teams: A New Model for Product Development

Virtual R&D Teams: A New Model for Product Development

Evaluation of Quality Concepts Influencing a Manufacturing Environment in South Africa

Development of a design performance measurement matrix for improving collaborative design during a design process

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