The document compares different strategies for new product development and technology transition. It discusses approaches taken by various institutions including emphasizing: early customer feedback through incremental development using small, cross-functional teams; integrating research, development, and operations; and streamlining processes through techniques like prototyping. All the strategies aim to make product development more efficient through practices such as concurrent engineering, outsourcing, and minimizing redundancy.
The document compares different strategies for new product development and technology transition. It discusses approaches taken by various institutions including emphasizing: early customer feedback through incremental development using small, cross-functional teams; integrating research, development, and operations; and streamlining processes through techniques like prototyping. All the strategies aim to make product development more efficient through practices such as concurrent engineering, outsourcing, and minimizing redundancy.
The document compares different strategies for new product development and technology transition. It discusses approaches taken by various institutions including emphasizing: early customer feedback through incremental development using small, cross-functional teams; integrating research, development, and operations; and streamlining processes through techniques like prototyping. All the strategies aim to make product development more efficient through practices such as concurrent engineering, outsourcing, and minimizing redundancy.
The document compares different strategies for new product development and technology transition. It discusses approaches taken by various institutions including emphasizing: early customer feedback through incremental development using small, cross-functional teams; integrating research, development, and operations; and streamlining processes through techniques like prototyping. All the strategies aim to make product development more efficient through practices such as concurrent engineering, outsourcing, and minimizing redundancy.
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Comparison of New Product Development (Technology Transition) Strategies
Rapid Product Development or Rapid Concept (Research) to Market (Operations)
Product Dev. Institute Harvard I Harvard II National Research Council NASA LeanTEC • Customer focused • Development strategy • Superior performance in • Acceptance of risk • Schedule/budget constraints • Technology transition - Build in market-focused actions - Prioritize projects time, productivity, and • Flexible environment • Collocated personnel process - Market needs/customer value - Functional integration quality • Open communication • Flat organization • Enabling environment - Field work by core project team - Maximize efficiency - Lead time focus • Organization-wide • Concurrent engineering • Technology transition - Begin early - Create/improve capabilities - Productivity focus commitment • Contract outsourcing portfolio - Broaden the base • Functional mapping - Total product quality focus • Value innovation • Streamlined acquisition • Project resources • Front-end loaded - Marketing mapping • Integration in the • Focus on end-user needs • COTS components • Project charters - Preliminary market assessment - Engineering mapping development process • Reduced lead times • Design reuse • Project plans - Technical assessment - Manufacturing mapping - Overlapping and • Consistent funding • Flexible designs • Project contracts - Supplier assessment - Integrative mapping communication • Use of COTS • Front-loaded funding • Communication protocols - Market research • Aggregate project planning - Small team sizes and - Concept testing - Research projects • Iterative development • Simplified reviews • Collaboration protocols specialization - Customer value assessment - Alliance-based projects • Simple procurement and • Minimal redundancy • Shared team experiences - Simple, flatter organizations - Business/financial assessment - Incremental projects • Integrating customer and acquisition processes • Extensive testing • Formal reviews • Spiral development - Breakthrough projects product • Flexible standards and • Public relations - User needs and wants study - Next-generation projects - Heavyweight product managers testing procedures - Full proposition concept test • Development funnels - Customer access and orientation • Decentralized decision- - Rapid prototype and test - Research-driven - Leadership by concept making - Field trial and beta test - Entrepreneurial-driven • Manufacturing for design • Cross functional teams - Innovation-driven - Manufacturing principles focus - Multi-disciplinary team • Development framework - Rapid prototyping - End-to-end project - Customer-focused - Rapid tools development responsibility - Disciplined - Clearly defined team leader - Coherence and detailed Common Factors - Excellent communications - Fit with mission - Empowerment over resources - Standardized pattern • Measure and improve • Cross-functional integration • Early market feedback (e.g., on each increment). - Put performance metrics in place - Cross-communication - Relationship management • Iterative development (e.g., 30-60-90 day increments). - Establish success criteria - Organization commitment • Small, highly-qualified cross-functional project teams - Hold teams responsible - Management commitment - Continuously improve - Incentives to integrate with influential leaders (e.g., mostly PhDs). • Maximize portfolio • Cross-functional leadership • Flexible processes and products (e.g., streamlined productivity - Functional teams - Strategic buckets - Lightweight teams processes and rapid-prototyping technologies). - Product roadmaps - Heavyweight teams - Project selection/prioritization - Autonomous teams (What this boils down to is integrating and streamlining - Resource allocations • Tools and methods - Portfolio reviews • Prototype test cycles research, development, and operations into a single, • Product innovation • Organizational learning smaller, and more efficient organization.) - Institutionalize stage-gates • Capability development - Scalable/adaptable stage-gates - Automate stage-gates - Alliance-enabled stage-gates - Improve stage-gates Cooper, R G., & Cooper, R. G. Wheelwright, S. C., & Clark, K. B. Clark, K. B., & Fujiinoto, T. (1991). Apelian, D. (2004). Accelerating Pate-Cornell, M. E., & Dillon, R. L. Shroyer, E. (2002). Lean transition of (2005). Lean, rapid, and profitable (1992). Revolutionizing product Product development performance: technology transition: Bridging the (2001). Success factors and future emerging industrial capability new product development. Ancaster, development: Quantum leaps in Strategy, organization, and valley of death for materials and challenges in the management of (AFRL-ML-WP-TR-2002-4191). Air ON: Product Development Institute. speed, efficiency, and quality. New management in the world auto processes in defense systems. faster, better, and cheaper projects: Force Research Laboratory, Wright- York, NY: The Free Press. industry. Boston, MA: Harvard. Washington, DC: National Research Lessons learned from NASA. IEEE Patterson AFB, OH. Council. Transactions on Engineering Management, 48(1), 25-35.