Abstract
This paper presents a case study of reengineering the new product introduction (NPI) process in a high-technology business. It provides a methodology that may be used by others engaged in similar efforts. Using benchmarking and process reengineering, the business unit substantially improved time-to-market intervals and responsiveness to customer needs. Average time-to-market intervals were cut in half in less than two years. A set of best practices for new product introduction is compiled from this experience and others.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
