Dual Engineering And Integrated Product Development

Established an internal design division reducing “time to market” for new products; cross-functional integration required for successful development of new products [Grant p 135].

Cost of engineering activity required to advance the design of a product to the manufacturing stage.

In order to incorporate concurrent engineering into product and process and process design, it is important to understand the orientation of the industry. For an illustration, the author uses the genetic module of DNA – the double helix. Similar to DNA, organizations need to map their capabilities along with provider organizations regarding activities, subsystems provided, capabilities they bring to the value proposition and the technology contribution of each (Fine, 1998, p. 105). As organizations evolve and the industry changes, they “move” along the helix from vertical integration to horizontal and back. Many begin vertically aligned where they provide most all of the key elements. A classic example was IBM of the 1970’s. IBM had an integrated product design with an overall system and service package. As the industry evolved, it moved to a more horizontal structure using a modular design across multiple suppliers. As such, Compaq beat IBM to market with new products starting in the mid 1980’s; however, the modular structure may also lead to instability by allowing key providers the opportunity to displace the brand. The author references two classic

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The logical approach is to start to perform the design work in “parallel” across groups, when practical. This practice of “concurrent engineering” is commonly used by understaffed, schedule-driven companies. Using this method, each group can be working on their portion of the design, without having to wait for the previous group to complete their portion.

The original stage gate process was developed in 1980s by Robert G. Cooper based on in-deep investigation of some successful businesses, as they were able to launch successful products into the market (Cooper, 2014). The purpose of stage-Gate process is to improve the speed and quality of execution of the development activities for new products that enable project teams to have the correct information, with the right level of details, at the right gate to help making the best decision, and to allocate capital and operating resources (Stage-Gate, 2015). The aim of this article is to investigate how the stage gate process functions, analyse its strengths and weaknesses, explain the main activities involved and finally make comparison among different product development models in order to find out if this technique can be improved or replaced.

IDEO faces the decision of whether it should shortcut its product development process to meet a client’s time frame, or request a product launch extension so that IDEO has enough time to carry out a complete development process. IDEO’s client, Handspring, has requested that IDEO create a competitor to the Palm V, which IDEO helped to develop. IDEO faces the task of reconfiguring a palm-like product that meets Handspring’s desire to provide a lower-cost palm product with interchangeable cards and an enhanced design aesthetic that will appeal to a larger customer base. Dennis Boyle, former team leader on the Palm V project and soon-to-be leader on the Visor project, must decide whether or not

b. Heterogeneous goals and priorities. Each function’s different goal and subunit orientation causes it toview problems differently. Subunits have become competitive as the attempts of one to achieve goalsthwart the attempts of another.c. Bureaucratic factors. Rondell’s structure has evolved historically and status inconsistencies havedeveloped among different groups and managers—between the heads of R&D and engineering. Althoughthe head of R&D, “Doc” Reeves, formally reports to Frank Forbus, the director of engineering,informally Reeves has more status and power. The manufacturing manager is concerned about his lack of a degree, which he believes lowers his status, so he deliberately causes problems for other managers toincrease his power and status.d. Incompatible performance criteria. Each function is evaluated according to its goals, so when slowengineering design raises manufacturing costs or results in lost customers or penalty clauses in customer contracts, functions come into conflict.e. Competition for scarce resources. Some functions, such as R&D, can command whatever resourcesthey want. Engineering services is running very lean, its engineers stretched thin, and no resources for aneffective preproduction unit. Given that profits have fallen, competition for resources might increase,which will worsen the

At this junction, the product design phase has been completed, although continuous improvement and lean manufacturing principles must be utilized. Using these principles will ensure that the company focuses on customer needs and delivers the desired product in a timely manner with greater profitability for the company by reduction of waste and minimization of input costs.

During this time many automobile manufacturers changed and reorganized their approach to the management of project for new product in order to develop more quickly and lower cost ,great number of products of increasingly high quality ‘the management of project for new vehicles was now the heart of corporate strategy’.

With a strong research and development ability, Dow will conduct simple and functional study to create new creations and to expand the former products and processes that are already in place. This organization is an employer to over 6,100 individuals in different research and development activities. With Dow spending $1, 305 million in R&D, in 2007 with the entire turnover of the organization, including the company’s R&D in past years were chronicled at $1,160 million in 2006 and $1,073 million in 2005 (Datamonitor, 2011) . Furthermore Dow has a considerable quantity of licenses and additional technology

Secondly, the current product development process needs a timely interaction among different departments in order to detect problems in a relatively early period of the process; the traditional approach would not meet this needs (Yelkur et al., 1996). Thus, the new product development team is required to be made up of members from different background, such as engineering, marketing, and management, so that they may work closely in introducing new products. As a result, the democratic atmosphere of the work place is crucial for the process. Amabile (1998) and Amabile et al. (1999) argue that freedom in processes promotes their motivation and helps employees make the most of their expertise.

FHE manufactures pumps used by the automotive and appliance industries. They also manufacture fluid handling equipment used to transfer liquids from paint to food supplies. During 2005 their profits after tax were $5,470,000 after having sales of $105,200,000. Even though FHE’s sales and profits are improving, Lum Donaldson, product development engineering manager, believes there are problems in coordinating the technical program managers and product managers. He has concerns that the division of responsibilities is not clear and the fluctuating workload in the engineering services is off balance.

decided to change the traditional process to increase productivity – 1> Increased parallelization of design tasks, 2> Elimination of

Industry wants a high value of the product and to access that, the industry needs a proper seller to promote and preview all the points in various stages of manufacturing (Inukai, Hibino, and Fukuda, 2006). The product design is one of the necessary steps to manufacturing processes because it takes critical approaches to test and complete the processes, needed in the long run. This article talks about Bottleneck Management, which describes the functionality of an organization. This process of management as essential for product design and engineering process. It takes into its brackets the little elements of manufacturing processes (Johannes et. al, 2014).