Modelling the Product Development performance of Colombian Companies (original) (raw)
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Knowledge web-based system to support e-manufacturing of injection moulded products
Companies have adopted a geographically distributed working approach in order to remain competitive in a global market. As such, activities like design and manufacturing are being performed by companies located in different places and countries. This global engineering environment has led to the distribution of product life cycle information and knowledge affecting the collaboration throughout product development. Although information technologies, such as the internet, provide a partial solution to support such collaboration, there is still a need to support decision making by providing the right information and knowledge in the place, time and format required by the geographically distributed companies. This paper presents the research conducted to develop a digitalised representation of product life cycle knowledge to support e-manufacturing of injection moulding products. Such representation is the kernel of a Knowledge driven Collaborative Product Development (KdCPD) system to support the effective collaboration in a global engineering environment.
Knowledge web-based system architecture for collaborative product development
Computers in Industry, 2005
The manufacturing competitive environment has intensified in recent years. In this environment, companies do not possess all the knowledge they need but instead rely on other organizations. This results in the need of distance product development, which in turn requires information and knowledge in the place, time and format required. In response to this need the research community has come with a solution called collaborative product development (CPD) systems. This paper introduces the partial results of the ongoing research to propose a knowledge driven CPD system architecture, which will facilitate the provision of knowledge involved in product development. This paper presents the research issues and industrial requirements for such system. Furthermore, the proposed system architecture is described in detail and its implementation is presented using a case study of an injection moulded product. #
Improving the management of concurrent new product development using process modelling and analysis
R and D Management, 2001
This paper focuses on how process modelling and analysis using`light weight' technology 1 supported by focused group discussions and workshops can improve the`concurrence' and integration within the New Product Development process. This enables managers to improve the management of product design and development through a better understanding of the issues. The paper argues that the traditional changes in human resource management via introduction of multifunctionalacollocated teams required by Concurrent New Product Development (CNPD) can be complemented by the introduction of process management, focused on the modelling and analysis of the`softer' organisational issues. A case study of a domestic appliance manufacturer, developing a new product using a collocated product development team, is described to verify the research. The paper concludes by discussing the issues that emerge from this type of approach to performance improvement in NPD management, such as involvement of all team functions, senior management commitment, standardisation of processes, and training in the process management concept including modelling and analysis techniques. The approach proposed allows one to make both tangible benefits, in terms of cost, delivery (lead times) and quality, and intangible benefits, in terms of communication, people empowerment, motivation, and collaboration.
LEARNING PRODUCT DEVELOPMENT PROCESS MODELING FROM A REAL SCALE CASE
Proceedings of the Canadian …, 2011
New product development is an information based process, therefore quite intangible. Frequently, people involved with product project, develop tacit knowledge that, if not made explicit may be lost if a member of the team leaves the organization. The process graphical modeling is recommended not only to explicit individual tacit knowledge but also to give a good visibility of the process to every team member, creating the basis to process improvement. For this reason the product development process (PDP) modeling can be considered an important subject in design and engineering graduation courses. The aim of this paper is to propose a way of motivating students to learn PDP modeling from a real case. This study was conducted within the Product Development Management discipline from the Industrial Engineering graduation course in a Federal University from south Brazil. Modeling this process in a company is a non trivial task that depends on interviews with PDP team in order to achieve information and to convert it in a model. Time and organization information access restrictions would make this task impossible to be performed by graduation students. In order to overcome the mentioned restrictions an interview with the project manager of a large Brazilian shoe company was recorded in video to be used in a practical modeling class. In this video, she describes shortly how the organization's PDP is. The interview was performed following a semi structured questionnaire and attended the qualitative research theory. The results show that there are differences between students groups mapping and between the groups and the real representation. Moreover, the learning achieved by the students from this exercise can be divided in two categories: the use of swim lanes as a modeling tool that allows converting tacit into explicit knowledge and the perception of the importance of structured interviews to obtain useful information.
Benefits and Barriers to Successful Concurrent Engineering Implementation
Charles Chikwendu í µí°í µí°¤í µí°©í µí°í µí°¥í µí° í µí¿ and Jude E. í µí°í µí°í µí°«í µí° í µí¿ Abstract—Also known as Simultaneous Engineering, Concurrent Engineering is a manufacturing approach of product design and development whereby all the production stages run simultaneously instead of sequentially, thereby leading to remarkable increase in quality of New Product, as well as decrease in production cost and lead time. This paper gave a detailed definition of Concurrent Engineering, and noted that its early stage of implementation involves a company's entire workforce, the production processes, the technology, intensive trainings as well as the need for it. It explained that shorter lead time, improved communication and product quality, reduced design changes, ensures better management, reduced development costs, and increased profit as some of the numerous benefits of implementing the manufacturing strategy. Organizational and technical barriers which include lack of management and staff commitment, inadequate improvement of production processes, lack of expertise and properly coordinated team, inadequate management support etc, were identified as the impediments that confront the successful implementation of Concurrent Engineering. The paper concluded that despite the numerous barriers to its successful implementation, that Concurrent Engineering is a long time manufacturing initiative with a long term benefits to manufacturing, as it creates an enabling environment for designing and timely manufacturing of high quality products which offers a competitive advantage.
Knowledge capitalization process linked to the design process
This article proposes a new approach to identify emanating Knowledge from the collaborative design activity. With regard to existing modelling formalisms for activities, we give an evolution of these tools. Based upon this identification we explain the mechanism of emanating knowledge process carry out by professional actors in handling and interpreting information during the design activity. This capitalisation process is led by the competences associated to the roles of the professional actors inside the design process.
Planning the product development process in construction: an exploratory case study
2001
The emergence of a new production paradigm has been widely discussed in the literature. Concepts developed in operations management research related to the new paradigm should also be valid and useful in construction. Unfortunately, these have been weakly applied in the product development processes in most companies, despite the importance of this process.
PLANNING THE PRODUCT DEVELOPMENT PROCESS IN CONSTRUCTION: AN EXPLORATORY CASE STUDY
The emergence of a new production paradigm has been widely discussed in the literature. Concepts developed in operations management research related to the new paradigm should also be valid and useful in construction. Unfortunately, these have been weakly applied in the product development processes in most companies, despite the importance of this process. The product development process (PDP) comprises the set of activities needed for the conception and design of a product, from the identification of a market opportunity to its delivery to the final client. Its main objective is to translate customer requirements and needs into a design solution. Successful PDP requires the effective control of the work developed by the teams involved and of the exchange of information between them. This paper aims to contribute to the integration of the existing theories related to product development and operations management, looking for linkages between them. It also presents the results of an exploratory case study that aimed to propose a model for planning and controlling the PDP, based on the adaptation of tools originally developed for physical production planning and control. This involved the implementation of a previously defined process model for managing the PDP, as a basis for long term planning. The main benefits and difficulties faced during the implementation of this planning method are discussed.
Development of New Products in Small Companies
Concurrent Engineering, 2001
Problems in the development of new products in small and mid-sized companies are analyzed in the following paper. Concurrent engineering methods known to date for the development of new products are tested within the framework of human and organizational capacities. The methodologies of 3-T looping and three-level team structure were especially tested. It was established that a two-level organization is more suitable for small companies. Due to requirements for product complexity, it was found that n-T looping methodology should be implemented. In the case of complex products (the methodology was tested on a mini-loader), it turns out that n is in the range of 7 to 9 members. Such a large team is still manageable and acts in an integrative manner to achieve the goal, product development. In the matrix analysis of activities, the use of a supplemented methodology was justified and proven for each phase of product development.
European companies are facing fierce competition from their counterparts in the far-east and striving to develop products that are cost effective with high quality in a shorter lead time. Conventional cost estimation systems provide a limited support to designers; therefore, these systems do not fulfill the European industries' requirements who are motivated to adopt the lean product and process development. This research presents some of the current industrial practices and challenges encountered by European industries, and their requirement for future cost modelling systems. These practices and requirements have been captured as a result of detailed discussions with product development teams of European industries including aerospace, automotive, home appliances, telecommunication and medical equipment. The paper also describes the process that has been adapted to capture these practices and requirements, followed by a set of proposed solutions for the development of future cost modelling systems.