This paper is a complete engineering class group project to demonstrate the productdevelopmentprocess for a Portable Compressed Air and Hydro-pneumatic Jack.
Abstract This paper presents a group engineering project from preselection between two products to market identification to manufacturing to prototype. The paper includes many tables and drawings.
Table of Contents
List of Figures
Product Planning
Mission Statement: Portable Compressed Air and Hydro-pneumatic Jack (car jack)
Mission Statement: Athletic Safety Support Pack
Identifying Customer Needs
Product Survey and Responses
Customer Needs Level of Importance
Product Specifications
Metric Level of Importance
Link Metric to Customer Needs
Benchmark on Customer Needs
Benchmark on Metrics
Assigned Marginal and Ideal Values for Metric Component Estimates
Final Metric Specifications
Product Uniqueness and Significance
Concept Generation
Clarify the Problem
Search Externally
Search Internally
Explore Systematically
Concept Selection
Concept Screening
Concept Scoring
Design for Manufacturing (DFM)
Manufacturing Cost
Reduction of Component Cost
Reduction of Assembly Cost and Supporting Production Impact of DFM and Conclusion
Prototyping
Types and Purpose of Prototypes
Instructions for Tire Change
Prototype Uses
Prototype Strategy
Prototype Method(s)
Critique Evaluation
List of Sources
From the Paper "After careful evaluation of our two major products, we narrowed our focus to one, the Portable Compressed Air and Hydro-pneumatic Jack. Once we did this, we wanted to ensure that the product focused on customer needs. In order to understand where our product fulfilled customers? needs we identified the latent or hidden needs as well as explicit needs using a Product Survey and Response. We then used the result of the survey to provide a fact base for justifying the product specifications. We created an archival record of the needs activity using a table to ensure that no critical customer need was missed or forgotten."
Abstract The paper discusses how the more competitive the industry, the more critical it is for companies to turn new productdevelopment and introduction (NPDI) and the entire product lifecycle management (PLM) series of processes into a competitive strength. The paper compares the different processes of AMD, Intel, Microsoft and Salesforce.com. The paper shows how listening to customers, listening to market experts and trying to find unmet needs in the context of a target audience or segment is critical.
Outline:
Approaches Companies Take To New ProductDevelopment New Products: Blue Ocean or Red Ocean Strategy?
Managing Product Lifecycles
Bringing Innovation into Products
From the Paper "The dichotomy of how AMD and Intel develop new products is symptomatic of how many market leaders in other industries develop new products. AMD's focus on organic growth and low-cost production through process specialization of their most popular microprocessors delivers higher ROI on new product development efforts, yet cannot move nearly as quickly as the aggressive M&A strategies of Intel."
Abstract This paper takes an in-depth look at knowledge management, a relatively new business concept that is attracting the attention of informed and global-oriented companies because of its promise to introduce new elements of flexibility and efficiency in the entire business spectrum - from management, plant and production to front line activities. This paper attempts to answer many questions related to knowledge management, which a growing number of management scholars present as a newly discovered key to unlock the productive powers of all people in a company and to bind them in one neat package towards achieving organizational success.
This paper has chosen to focus on three examples of companies in the automotive industry, implementing knowledge management.
Table of Contents
List of Tables
List of Figures
Acknowledgement
Chapter I - Introduction
Chapter II - Literature Review
I.1. Knowledge Management
II.1a. Knowledge as Business Asset
II.1b. Types of Knowledge
II.1c. Key Players in KM
II.1d. Transfer of Knowledge
II.1e. Holistic Approach
II.1f. Primacy of People
II.2. The Automotive Industry
II.2a. Technology and Innovation
II.2b. Control Systems
II.3. ProductDevelopment II.3a. Development Stages
II.3b. New Imperatives
II.3c. KM Strategies
II.3d. KM Terms and Concepts
II.4. Conceptual Framework
II.5. Information and KM Concepts
Chapter III - Industry, Country & Company Review
III.1. Industry Trends
III.2. Country Perspectives
III.3. Company Reports
Chapter IV - Research Methodology
III.1. Observation and Direct Communication
III.2. Quantitative vs. Qualitative Research
Chapter V - Results
Chapter VI - Discussion and Conclusion
From the Paper "There are as many definitions of knowledge management as there are long-cherished ideas of how to run a business. If there is a common ground in the divergent perceptions of knowledge management, it is the generally accepted proposition that KM aims to transform knowledge into new levels of organizational capabilities and competences (Sanchez, R., 2006). The debate revolves around the question of how to implement it in the most effective manner. This study thus fixes its attention on the different KM strategies adopted by organizations, closing in on the international automotive industry because it is identified as among the sectors that especially needs and stand to derive enormous benefits from the new management technique. The focus shifts from there to the development process for new vehicles, where KM is said to be most helpful, and which calls for synthesizing all kinds of knowledge and specialization - the whole rationale for KM. As setting of the study, we pick out India for the simple reason that it now serves as manufacturing base for the internationalization efforts of many automotive companies."
Abstract This paper examines innovation in productdevelopment, particularly focusing on the Ford Auto Company. It considers primary auto industry (global) drivers, along with the corresponding generic marketing strategies and key success factors that the major suppliers should possess, if they are to be successful. The paper also discusses the rationale contributing to Ford's 2000 globalization plan, along with Ford's performance over the period 1994 to 2004 and it looks at potential future marketing strategy (or strategies) for Ford. Copies of original sources are appended to the paper.
Table of Contents:
Auto Industry Drivers
A Strong Product Lineup
Tough Cost Performance
Marketing Strategies
Examples
Ford's 2000 Globalization Plan
Ford's ProductDevelopment from 1994 to 2004
Potential Future Marketing Strategy (or Strategies) for Ford
Ford's Current Innovations
From the Paper "Ford contends that its fresh and strengthened product portfolio helped the company improve its net pricing in 2007. Ford reported that although it currently faces cost pressures on raw materials persisted, its tough cost performance contributed to contribute to its overall business fundamentals becoming stronger ("Ford Motor Company" 2008)."
"As rigorous environmental standards in developed countries, such as the US and Western Europe, increase the need for more fuel-efficient cars, smaller, more fuel-efficient cars will join the ran of drivers for the auto industry" ("Small Car Market" 2008). Another trigger for this market increasing is that fact that during the coming decade, auto market experts contend that most of the growth in the global automobile industry will evolve from emerging economies such China, India, and Eastern Europe."
Abstract The paper explains that new product introductions and managing product life-cycles are the most significant events in generating revenue for any company. The paper examines Pepsi's aggressiveness on acquiring brands and Coca-Cola's philosophy of trying to build brands. The paper also looks at approaches Microsoft and Salesforce.com take to new productdevelopment. The paper shows how the methods and approaches companies use for bringing innovation into their products all center on bringing the customer into the center of the innovation process, focusing on their unmet needs.
Outline:
Approaches Companies Take To New ProductDevelopment New Products: Blue Ocean or Red Ocean Strategy?
Managing Product Life-cycles
Bringing Innovation into Products
From the Paper "The more competitive the industry, the more critical it is for companies to turn new product development and introduction (NPDI) and the entire product lifecycle management (PLM) series of processes companies into a competitive strength. Exacerbating the need to turn NPDI and PLM into lasting competitive advantages are the mindsets and opinions of senior management and board members as to the direction a company should take on these critical processes. New product introductions and managing product lifecycles are the single most significant event in for generating revenue for any company. For soft drink manufacturers this is clearly the case given the relatively flat growth of carbonated beverages and the urgent need to move into new markets."
Abstract This paper discusses the productdevelopment of the robotic lawnmower. It discusses the products' needs, features and benefits and its competitive advantage. The paper then provides a financial analysis of the product, including sales forecast and its life cycle. Finally, the paper discusses the launch management plan for the robotic lawnmower.
Table of Contents:
ProductDevelopment Needs
Features
Benefits
Market Research Method
Competitive Advantage
Financial Analysis
Sales Forecast
Life Cycle Concept
New ProductProcess Designs for Speed to Market
Design for Ease of Manufacture
Design to Meet Customer Needs
Design for Environment
Development Team Management
Strategic Launch Planning
Implementation of Launch Cycle
Market Testing
Launch Management Plan
Overview
Objectives
Potential Issues
Contingencies
Tracking
Objections to Launch
Product Failure
From the Paper "There are several reasons or scenarios in which the Robotic lawnmower might be determined to be a product failure. The most basic potential cause of product failure is related to the product quality itself. Should the design and engineering process as well as the design and manufacturing process fail to adequately model all possible use outcomes once the product is launched an inherent design flaw that leads to chronic breakdowns and poor performance would lead to a complete market failure of the product. Allowing for such contingencies is part of the general strategic marketing strategy development upon which individual product launch plans are based as a matter of course (Lim, Acito & Rusetski, 2006). The other primary reason for product failure would be directly attributed to poor market research. Market research that is designed to develop an understanding and cost-rationale based on potential demand for the Robotic Lawnmower that fails to adequately assess real demand, will lead to poor sales performance which would equate to the same product failure and a quality issue: low demand and poor market image."
Abstract This paper discusses the developmentprocess for new products at Microsoft. It notes that Microsoft, producer of the windows system, releases new versions of its software periodically, also releasing additional products compatible with it and licensing its system to other software companies so they can make their software compatible with this widely used operating system. It explains that with each new release, the company incorporates new ideas, including considering requests from customers as to what should be included.
From the Paper "Microsoft is the software giant that created and distributes the most common operating system for personal computers today, using the windows system in its various configurations. This product has made the company one of the world's most valuable corporations with considerable power in the broader computer industry. The company first introduced DOS as an operating system. The second version, released in 1987, used icons and overlapping windows to become a viable environment for the development of major applications. Windows was not yet an operating system, but rather an application that ran over DOS. From 1987 to 1992, each new release of Windows assumed more control over DOS until DOS was only used to manage files. With the release of Windows 95, Windows officially became a full-blown operating system, independent of DOS. The operating system of the computer manages the operation of the computer in all of its facets. The operating system in particular..."
Abstract This paper discusses the management developmentprocess that has been adopted in the public and private sectors for the enhancement and development of new managers and professionals. The paper discusses various case studies and different ways of approaching management versus employees' roles and responsibilities. It also discusses different theories and how they can be put into practice.
Table of Contents:
Summary
Role & Responsibilities
Techniques & Indicators
Employees To Be Considered As An Invesmtment
Problem Resolution
Comparative Analysis
Theory X & Theory Y
Maturity / Immaturity Theory
Recommendations
From the Paper "The human job design is fundamental practice, and the relevant aspects pertaining to the job design has to be thoroughly reviewed to ensure that the expectations are achieved. The human job design shall incorporate several characteristics including the personal capability, experience, potential, and interests of the employees, and the designation of the job shall be such that it suits the candidate, in case of the candidates do not qualify for the job designation. The orientation and training sessions relevant to the job design shall sufficiently 'enhance the ability of the organization for the incorporation and usage of the technology through the services and participation of the sufficiently trained and knowledgeable staff' (Keely, 1999)."
Abstract This paper explains that the strategic planning process includes a number of key steps such as articulating the core values, developing a mission statement and creating vision statement, which, once created, the company is in a position to create and determine its strategic objectives. The author points out that, to support the overall mission statement of Intel, each business group has created several sub-organizations, whose focus is specific and requires that each team develops its own mission and vision statement to support the goals of the team's higher level organization. The paper states that the operating environmental impacts to Intel based on the environmental changes within the next ten years will be retaining suppliers and retaining employees. Many charts, tables and illustrations.
Table of Contents
Executive Summary
Company Background
Mission Statement
Vision Statement
Values Statement
Environmental Analysis
Remote Environment
Industry Environment
Operating Environment
Long Term Objectives
Short-Term Objectives
Tactics
Strategic Analysis and Choices
SWOT Analysis
Value Chain Analysis
Competitive Analysis and Advantage
Grand Strategy
Planning Committee, Decision Structure, and Timelines
Planning Committee
Decision Structure
Timelines
Plan Goals and Implementation
Communication and Marketing
Financial Projections and Analysis
Critical Success Factors
Conclusion
From the Paper "Although the specific competitive advantage for Intel can not be located, the competitive advantage categories which best fit Intel are the differentiation and cost leadership strategies. The differentiation strategy involves providing consumers extra value-added features. A good example is Intel's wireless entertainment platform technologies. Intel is in a position to charge a premium for the platform technologies; thus, consumers are indeed getting features not offered by the competition. Intel also falls into the cost leadership strategy because Intel has invested in building manufacturing facilities around the world to produce its products. The lower end product such as the Intel's Celeron is a standard product with relatively little differentiation and is acceptable to the majority of the computer users in the world."
Abstract The paper reviews the flow chart in productdevelopment branding, each step that is required in this process and the questions that the productdevelopers must ask to ensure that value is added to the product during the developmentprocess. The paper discovers how the importance of branding considerations during the productdevelopment phase cannot be ignored by the company that hopes for successful marketing of its product. The paper concludes that branding a product in the development phase is considered by all experts to be crucial in the success of a product.
Outline:
Abstract
Introduction
Purpose
Questions of the Research
Methodology
Review of the Literature
Findings
Conclusion
From the Paper "The findings of this research show that branding during the product development phase is key in successful marketing of a product as demonstrated by the companies Nike and Harley Davidson. (Briggs, 2006) It is important to differentiate the product from others with similar products as well as to provide protection for consumers from other products that might appear identical. Additionally this work has related the specific questions that should be asked in the product development and branding process specifically the questions of: (1) What extra value does the product bring to the marketplace? (2) How does the product create value for the customer? (3) How is the product different from what is offered in the marketplace now? (4) Will customers be interested in and willing to buy your product?; and (5) How many customers will buy your product? Will they buy more than one?"
Abstract This paper defines the process of standardization as manufacturing one common product across different international markets regardless of any dissimilarities in cultural and social contexts; whereas, the process of adaptation involves modifying the existing product in order to address these variations. Global market segmentation, the author underscores, which is an important process in terms of creating a sustainable competitive advantage, is dependent on correct market information. The paper uses Apple's iPod, which enjoys universal appeal regardless of the target market, as an example that demonstrates the critical success factor of conducting the new productdevelopmentprocess so that the actual product features will appeal to different geographic customer segments.
From the Paper "The feasibility of standardization in the current business environment is illustrated by the iPod. Apple has marketed exactly the same product regardless of the international market. This has been facilitated through targeting the teen segment which exhibits similar purchasing patterns regardless of cultural and social contexts. This trend has been strengthened through the advent of the Internet which has facilitated the sharing of information thus weakening the effect of cultural differences."
Abstract The paper notes that information technology (IT) has become a common presence within most domains of life. In addition the paper comments that the business sector uses IT for various purposes, such as increasing shareholder value, increasing the customer satisfaction, consolidating the market position or registering higher profits. The paper highlights that a relevant strategy used to meet these desiderates is the rapid application development RAD, mostly used within web based applications destined to online commerce. This paper discusses the methodology, the concepts involved, the e-commerce application, and the overall advantages and limitations of RAD.
Outline:
Abstract
Introduction - RAD Definitions
Rapid Application Development vs. Structured Systems Analysis and Design Method
Basic Concepts of RAD
RAD in e-commerce
Advantages and Disadvantages of Rapid Application Develop Conclusions
From the Paper "Just like with any other business strategies, the successful implementation of the rapid application development depends directly on the skills and capabilities of the corporate leaders. Foremost, it depends directly upon their abilities to perfectly adapt and adjust the software project to the unique requirements of the company and the clients. A relevant example in the sense of methodology applied to unique tasks is given by CoRAD, customer-oriented rapid application development".
Abstract The paper discusses the importance of following a predefined process during software development. This minimizes risks and ensures that software quality is predictable, protecting both the IT department and management, because all requirements are agreed upon before actual development. The paper examines how the software developmentprocess can also provide estimates with regards to manpower, schedule, and other resources. Software quality is also controlled through testing and version control. The paper concludes that the software developmentprocess assures that a high quality product is produced.
Outline:
I. Introduction
II. Software DevelopmentProcess III. Paradigms and Methodologies
IV. Conclusion
Bibliography
From the Paper "Agile Software Development/Extreme Programming (XP) - These are both techniques that follow the concept of Iterative and Incremental Development. This modern approach is opposed to the traditional software development process that follows fixed pre-defined steps. Instead, it emphasizes learning and software evolution. It also attempts to minimize risk by re-evaluating project priorities regularly, and modifying objectives as needed. These techniques are especially applicable to risky projects that have dynamic requirements."
This paper analyzes a work-related project using a systems analysis tool for the implementation of a specific business and information system, focusing on the actual implementation stage of the developmentprocess.
1,200 words (approx. 4.8 pages), 55 sources, APA, $ 41.95
Abstract This paper explains that a Web page may seem to be the most difficult coding problem but, in actuality, the use of Internet-bound software makes it fairly easy. The true difficulty is the coding and implementation of the Local Area Network and operating system for the organizational network layer and hardware systems. The author points out that the physical writing of software code entails many more steps of actual testing, which is performed before, during, and after each small programming task is accomplished; the key is to utilize a process of testing that is specific, detailed, and measurable. The paper stresses that one of the more critical things to accomplish in the implementation phase is the understanding of the new system or program through proper code documentation because it helps everyone get a grasp of exactly what is or was expected of a system or program and develops a blueprints for training.
Table of Contents
Introduction
Coding
Testing and Installation
Documentation and Training
Maintenance and Support
Conclusion
From the Paper "The typical implementation process entails a project team installing applications and systems on a customer's or organization's production platform which usually is followed up with whatever training and acceptance testing is needed and therefore leads to customer sign-off on the application or system. This implementation is for International Lumberyards, Inc., who first did a detailed needs assessment which verified that the implementation of a new and more modern software and hardware approach was in order that could be financially justified in regard to the organization's overall return on investment. The company had successfully completed the necessary information-gathering as well as utilizing various other techniques in the reengineering project and was prepared to implement the new code and equipment."
Tags: fail-safes, lan, code, documentation, training
Abstract This paper looks at how secondary market research could potentially be used in the productdevelopmentprocesses at Canadian-based Research in Motion (RIM). The paper relates that is critical for RIM to continually evaluate their product strategies versus broader competitor, customer, and market trends. Several color figures and tables are included with the paper.
Outline:
Summary
ProductDevelopment Challenges for RIM
Market Segmentation Driving ProductDevelopment at RIM
Competitive Landscape and Analysis
From the Paper "This equates into a major customer benefit of being able to use their Blackberry anywhere in the world at any time. Many of the road warrior-class of CEOs who own Blackberries has been asking for this feature for years, and RIM is continually monitoring the technology and services providers globally through secondary research to determine the best possible time to enter into partnerships and deliver this service. For both the management of DRM capability and global roaming through a Solution Platform Ecosystem, the RIM Server Software needs a major re-write."
