Abstract

The lessons learned from successful product transition into manufacturing focus on early technical risk assessment and proper management of these risks throughout the product design cycle. A unique approach, the DOD Critical Path Template, helps to identify and manage identical risks in 47 critical paths, covering the new product design, test, production, fielding and logistics efforts, and including virtually all potential cost, schedule and performance problems. Using the template approach aids managers in (1) establishing a disciplined process for new product developments, (2) assessing product status, (3) identifying drivers of success and failure, (4) making high-risk factors visible, (5) coordinating and integrating multifunctional efforts, (6) communicating and team building and (7) structuring the organization for optimum product transition. The template approach is equally applicable for commercial and defense related products.     

Service-based capacity strategy for manufacturing service duopoly of differentiated prices and lognormal random demand

Globalization of production has ushered in vibrant manufacturing service industries whose business is to serve the production needs of product engineering firms. In these engineering–manufacturing chains, risk of capacity supply is an important concern for product firms as manufacturers are normally conservative in capacity expansion, especially when demand uncertainty and investment risk are high. To provide quality manufacturing services, this risk must be taken into consideration in formulating a capacity strategy. This paper presents a competition analysis method based on supply risk for a manufacturing duopoly of differentiated prices and lognormal random demand. A novel service-based demand rationing rule is first proposed. Reaction curves and equilibrium of capacity strategy are next derived. Finally, competition behavior of the duopoly is analyzed.     

On the strategic value of risk management

This article examines how firms facing volatile input prices and holding some degree of market power in their product market link their risk management and their production or pricing strategies. This issue is relevant in many industries ranging from manufacturing to energy retailing, where firms that are rendered “risk averse” by financial frictions decide on and commit to their hedging strategies before their product market strategies. We find that commitment to hedging modifies the pricing and production strategies of firms. This strategic effect is channeled through the risk-adjusted expected cost, i.e., the expected marginal cost under the probability measure induced by shareholders' “risk aversion”. It has opposite effects depending on the nature of product market competition: commitment to hedging toughens quantity competition while it softens price competition. Finally, not committing to the hedging position can never be an equilibrium outcome: committing is always a best response to non-committing. In the Hotelling model, committing is a dominant strategy for all firms.     

The Risk Pyramid for New Product Development: An Application to Complex Aerospace Hardware

All new product developments are inherently characterized by risk, as a result of various uncertainties that surround them. Risk assessment techniques can be used to help clarify these uncertainties, as a basis for systematic decision making and organizational consensus. This article develops the risk pyramid, a new approach to risk assessment that dynamically combines concept assessments with multi-dimensional risk evaluations. William Souder and David Bethay illustrate the use of the risk pyramid with an application to SPACEHAB, a commercial space habitat module designed to enhance NASA's manned space program. The application illustrates the utility of risk assessment in general and the risk pyramid in particular. The results demonstrate how formally following the risk pyramid approach can potentially enhance the quality of new product decisions.     

PLM education in production design and engineering by e-Learning

These days more attention is being paid to Product Lifecycle Management (PLM) using a technique for managing total product planning, design, manufacturing, sales, and disposal. We researched business processes and education curriculum of the PLM system in manufacturing businesses. We designed the curriculum of PLM education and developed part of a lesson. Most importantly, e-Learning is shown to be an effective tool for achieving educational objectives. We found that not only knowledge and theory but also practical education methods using case studies in an e-Learning environment are necessary for human resources to develop effective PLM.     

Management of quantitative risk assessment in the chemical process industry

Growing concern about the risk of major chemical accidents in the U.S. has led both government and industry to find new ways to identify and evaluate potential hazards. Among the most promising (and misunderstood) approaches is a collection of techniques called quantitative risk assessment (QRA). Adapted primarily from probabilistic risk assessment approaches developed in other industries, the use of QRA is spreading rapidly through the U.S. chemical industry. Of equal importance, legislators and regulatory agencies at the state and federal level are making QRA an integral part of their proposals for mandatory accident prevention measures. This paper summarizes a workshop on QRA that was presented at the International Conference and Workshop on Process Safety Management, sponsored by the AIChE Center for Chemical Process Safety, in Toronto during May 1990. It is based on A Manager's Guide to QRA [1] developed for the Chemical Manufacturers Association. This paper gives an overview of the Guide and discusses important implications concerning the increasing acceptance of QRA as a chemical regulatory tool.     

Measuring perceived pre-purchase risk for a new industrial product

Risk is an important element in industrial adoption decisions. This paper proposes a method to investigate how different group of individuals influencing the adoption of a new industrial product differ in their assessment of the risks. Two dimensions of risk are distinguished: (1) the likelihood that adoption of the new product will have undesirable consequences, and (2) the perceived intensity of these consequences both at the organizational and at the individual level. Purchase consequences are measured in terms of product economics and product reliability. Multivariate analysis of variance is used to assess how decision participants differ in their assessment of risk components. An attempt is made to assess the relative importance of these various components in the formation of individual preferences. The implications of the analysis for the development of better industrial marketing strategies are discussed.     

Architectures,methods and tools for enterprise engineering

In today's highly competitive global economy, the demand for high-quality products manufactured at low costs with shorter cycle times has forced a number of manufacturing industries to consider various new product design, manufacturing, and management strategies. Recently, due to the rapid advances in Information Technology (IT), new paradigms have successively emerged such as CIM, JIT, lean manufacturing, concurrent engineering, business process engineering and more enterprise engineering (EE). Enterprise modeling is currently in use either as a technique to represent and understand the structure and behavior of the enterprise, or as a technique to analyze business processes, and in many cases as support technique for business process reengineering. However, architectures and methods for EE have also to cover the integration of quality, information system, cost, human and organizational aspects and have to support the EE process from goal and requirements definition up to implementation and operation (Vernadat, 1999. Proceedings of CARS&FOF 99 Conference, Aquas de Lindoia, Brazil).This paper provides an overview of architectures, methods and tools for EE. It then points out substantial results achieved so far as well as presents a methodology and a related tool in more detail, which supports all phases and aspects of EE.     

Interdepartmental Integration: A Definition with Implications for Product Development Performance

Improved interdepartmental integration yields improved product development performance. But what do we mean by interdepartmental integration? Is it increased interaction between the various departments involved in product development—in other words, more meetings and other formal information flows between R&D marketing and manufacturing? Or is the term integration another way of saying collaboration—that is, various departments working collectively toward common goals? Or are collaboration and interaction both important elements of interdepartmental integration? Kenneth B. Kahn presents the results of a study exploring how collaboration and interaction affect product development performance and product management (post-launch) performance. Survey respondents are marketing, manufacturing, and R&D department managers working for firms in the electronics industry. It is hypothesized that both collaboration and interaction between departments will positively influence product development performance and product management performance. It is further hypothesized that collaboration will have a stronger effect than interaction. The survey responses indicate that collaboration has a strong, positive effect on performance. (The only exception is the effect of manufacturing managers' collaboration with marketing on product development success; the effect of this variable is not statistically significant). However, interaction does not have a significant effect on product development performance or product management performance. In fact, the responses indicate negative effects for meetings and the exchange of documented information. The results support increased emphasis on company policies that facilitate collaboration between departments as opposed to those that only stress meetings and documented information exchange. Although a certain level of interaction is necessary throughout the product development process, such interaction doesn't lead to success; collaboration makes the difference between success and failure. To best manage interdepartmental integration, managers should first assess their firm's levels of interdepartmental collaboration and interaction. The scales presented in this study can be used for this benchmarking effort. The results of this assessment can be used for developing and implementing an action plan for improving interdepartmental integration. For example, a manager faced with a prevailing interaction philosophy might seek to reduce the number of meetings or the amount of paperwork flowing between departments.     

Cost management and cross-functional communication through product architectures

Product architecture decisions regarding, for example, product modularity, component commonality, and design re-use, are important for balancing costs, responsiveness, quality, and other important business objectives. Firms are challenged with complex tradeoffs between competing design priorities, face the need to facilitate communication between functional silos, and want to learn from past experiences. In this paper, we present a qualitative approach for systematically evaluating the product architecture of a product family, comparing the original architecture objectives and actual experiences.
The intended contribution of our research is threefold: (1) to present a framework that brings together a diverse set of product architecture-related decisions and business performance; (2) to provide a set of metrics that operationalise the variables in the framework, and (3) to provide a workshop protocol that is based on the framework and the metrics. This workshop aims to improve cross-functional communication about the product architecture of an existing product family, and it results in practical improvement actions for future architecture design projects. Experiences with this approach are reported in pilots with Philips Domestic Appliances and Personal Care, and Philips Consumer Electronics.     

The Impact of Cross-Functional Joint Involvement Across Product Development Stages: An Exploratory Study

Cross-functional integration offers numerous, well-documented benefits for new-product development (NPD), but it also can carry significant costs. Joint involvement of R&D, manufacturing, and marketing personnel can increase the quality, the manufacturability, and the marketability of the final product. However, building consensus among these groups, with their differing perspectives and goals, may require time-consuming meetings as well as tremendous finesse from the managers who guide the NPD effort. Those managers require an approach to cross-functional integration that strikes a balance between efficiency and effectiveness. X. Michael Song, R. Jeffrey Thieme, and Jinhong Xie propose that the right mix of cross-functional involvement may differ depending on the stage in the NPD process. They also suggest that blindly promoting the involvement of all functional areas in all stages of the NPD process may actually decrease NPD performance. They test these propositions in a study that examines the relationships between new product performance and cross-functional joint involvement between R&D, manufacturing, and marketing in five major stages of the NPD process: market opportunity analysis, planning, development, pretesting, and launch. Their objective in this study is to identify patterns of effective cross-functional involvement in different NPD stages. The study uses data collected from 236 managers working in the R&D, manufacturing, and marketing departments of 16 Fortune 500 firms. Their findings suggest that new-product success may be more likely when a firm employs function-specific and stage-specific patterns of cross-functional integration than it is when the firm attempts to integrate all functions during all NPD stages. For example, during the market opportunity analysis stage, the findings suggest that joint involvement between R&D and marketing may be productive, but joint involvement between R&D and manufacturing and among all three functions may be counterproductive. The results also indicate that joint involvement among all three functions either does not have a significant effect on new product success or may be counterproductive in all stages of the NPD process. For the firms in this study, the three functions seem to take turns playing the central role in cross-functional activities. During the product planning, development, and testing phases, the role of the focal function, or communication hub, shifts from manufacturing to R&D and then to marketing. (c) 1998 Elsevier Science Inc.     

Linking R&D to market needs

A market research technique for identifying and evaluating the more important product features and service aspects of new industrial products is described. This method helps tailor product design and performance aspects to market needs and manufacturing costs.     

QFD—linking the customer to the product development process as a part of the TQM concept

LKAB is one of the world's leading sup-pliers of advanced iron ore products. Its most important markets are the blast furnace based steelworks of Europe. As a result of customers' demands for ever-better products, LKAB has begun to apply Quality Function Deployment (QFD) to its product development pro-grammes. QFD, originally developed in Japan, is a technique which utilises a series of matrices to translate customers' requirements into technical specifications that the producer can use. So far the methodology has mainly been used in the manufacturing industry, with very few applications in process industry.
When launching its QFD project, LKAB began by making strenuous efforts to acquire credible and relevant customer data. Experience after one year's work has been encouraging; the QFD technique has proved to be an effective instrument for feeding customers' requirements into the product development process. In addition, it serves as a guide to setting priorities for research projects. The technique promises to become an established tool in the cornpany's Total Quality Management programme.     

Introducing Interface Management in New Product Family Development

Creating product platforms from which many products can easily be leveraged is an issue of increasing concern for many companies. This article introduces and explores the concept of interface management (IM) in new product platform development. IM is the distinct process of developing and defining the physical platform interfaces. The concept of IM is empirically explored in two product family development projects in the Swedish manufacturing industry that have been longitudinally studied for more than 3 years. It is proposed that firms which have a product family development approach that is associated with an extensive IM process enjoy a high degree of freedom in deciding how to balance its time to market for individual products with the beneficial utilization of design familiarities across all products. Moreover, if product managers understand and explicitly focus on the IM process, the often challenging shift from a single product development approach to a product family development approach is likely to be facilitated. © 1999 Elsevier Science Inc.     

Market orientation, interdepartmental integration, and product development performance

Various research studies have shown that a market orientation and interdepartmental integration can positively influence product development performance. Addressed in this article is whether market orientation and interdepartmental integration both equally influence product development performance, whether one of these constructs is more influential than the other, and whether such influence is dependent on the type of department being examined? Analyzing survey data from 156 marketing, manufacturing, and R&D managers, the tentative results suggest that a market orientation and interdepartmental integration correlate to improved product development and product management performance in varying degrees across these three manager sets. It appears that a positive relationship between market orientation and product development petformance is likely to be reflected by the marketing department, while marketing and manufacturing departments are likely to reflect a positive relationship between the general construct of market orientation and product management performance. Manufacturing managers also reflect a positive relationship between interdepartmental integration and product development and product management performance. Further analyses involving the elements of a market orientation and interdepartmental integration find that a customer orientation appears important to performance in the case of marketing managers, and that collaboration is important to performance in the case of manufacturing managers. R&D managers did not reflect any statistically significant relationships between market orientation, interdepartmental integration, their constructs, and performance. These results should not be taken as refuting the claim of an important relationship between market orientation and product development performance, however. The present results refine our understanding of market orientation to consider department‐specific effects, as well as temper the claims that implementing a market orientation will readily lead to improved product development performance across all departments in an organization. This may or may not be the case, depending on the focal department.     

INVESTMENT ANALYSIS FOR AUTOMOTIVE ELECTRONICS MANUFACTURING: A CASE STUDY

Investment opportunities for electronics manufacturing can create many challenging components within the standard context of economic analysis theory. First, most of these operations are dependent on significant capital investment with short analysis periods due to technological obsolescence. These problems are compounded with the reality of short product lives and fluctuating consumer demands. Perhaps the most challenging environment for electronics manufacturing is that of automotive electronics. These facilities are typically faced with similar manufacturing issues common in all electronics production but have the added difficulty in meeting very stringent quality and reliability requirements in a globally competitive market. This case study investigates the challenges in evaluating investment options in electronics manufacturing and pays specific attention to those issues that are most common to the automotive electronics market. In addition, the analysis investigates various sensitivity issues related to these investment opportunities and investigates an alternative investment option for a flexible manufacturing process.     

基于制造业转型下的多属性关联的产品服务方案决策研究

受当下企业产业链扩展的影响,制造业正处于转型升级的关键时期,服务型制造业已成为制造企业获取市场竞争优势的主要手段,主要为客户提供产品服务方案来满足客户个性化需求,产品模块与服务模块如何组成已成为决定服务型制造企业能否转型成功的关键所在。本文以产品服务系统方案的形成过程为基础,刻画了产品模块与服务模块的选取过程,基于Choquet积分算子构建了在产品服务属性相关联下的产品模块与服务模块的决策模型,并给出了相应求解方法,最后通过算例验证了该理论的实践性。研究结果表明:产品模块与服务模块属性的关联性有助于实施产品服务方案,解决客户问题。     

REAL OPTION MODELS FOR MANAGING MANUFACTURING SYSTEM CHANGES IN THE NEW ECONOMY

The manufacturing environment is becoming increasingly dynamic with upsurges in electronic-commerce, supply chain management, forecasting, and procurement and resource planning. It also includes trends toward more process data acquisition and analysis, shorter production runs, and more stringent quality requirements. These drivers lead to an opportunity for companies to collect and use information to identify changes that will affect their manufacturing systems. In conjunction with an industry partner who produces home fashion products, we developed a case-study that highlights four major manufacturing transitions: new product introduction; moving a product from research and development (R&D) to commercialization: new plant location; and starting or restarting production of existing products. These types of changes cross many levels of the operation - including the product level, plant level, and organizational level - and typically present significant operational challenges. We use this case-study to motivate the theoretical and applied research needed to support a real option framework for system changes in manufacturing. The key elements of our framework are to quantify manufacturing changes, develop a real option model for these activities, value the options to identify the best scenarios, and integrate these elements so that we can monitor and manage the overall process. The advantage of this approach is that it allows us to directly incorporate a market driven perspective, tying the manufacturing operations with the organizational economic goals.     

Entry by diversified firms into German industries

The paper describes the entry behaviour of diversifying Firms in the German manufacturing sector. The econometric analysis leads to the result that firms enter new markets if (1) the expected rate of return is higher than in other comparable markets, (2) the market is growing, and (3) the accumulated know-how can be transferred profitably to the new market. The incentive to enter other markets will be reduced by entry barriers like economies of scale, product differentiation, and market risk. It is interesting to note that if the market provides room for all firms, then entry deterrence strategies are less likely to be adopted by incumbent firms.     

A Cross‐National Comparative Study of Senior Management Policy,Marketing–Manufacturing Involvement,and Innovation Performance

The marketing–manufacturing interface is important to the success of product development. This research investigates the effect of senior management policies on the effectiveness of the marketing–manufacturing interface. Based on existing literature, a conceptual framework is developed that relates senior management policies, marketing–manufacturing involvement, and new product performance. The proposed framework is contingent on the national culture of the country in which product development occurs. Structural equation modeling is used to test the framework with data from a sample of 146 U.S. marketing managers and 185 Japanese marketing managers. The results suggest that a number of senior management policies are effective in promoting joint involvement between the marketing and manufacturing functions during the innovation process. While the use of formal cross‐functional integration policies was found to promote marketing–manufacturing involvement both in the United States and Japan, team leader autonomy, team rewards, and job rotation were found to promote marketing involvement in the United States but not in Japan. On the other hand, promoting marketing–manufacturing involvement via goal clarity and promotion of teamwork proved to be effective in Japan. The results have a number of implications for product development practice. Foremost among these is the finding that, despite the fundamental ideological differences separating the marketing and manufacturing functions, senior management policies can enhance the level of marketing–manufacturing involvement, and consequently can improve the likelihood of new product success. The second implication is that the effectiveness of specific senior management policies depends on national culture. Thus, managers wishing to improve the marketing–manufacturing interface should select the policies that match the culture in which the product development project is located.