Dispersed Product Development Research Articles

Integrating Social Knowledge and Collaboration Tools into Dispersed Product Development

Employee collaboration and knowledge sharing is vital for manufacturing organisations wishing to be successful in an ever-changing global market place; Product Development (PD) teams, in particular, rely heavily on these activities to generate innovative designs and enhancements to existing product ranges. To this end, the purpose of this paper is to present the results of a validation study carried out during an Engineering Education Scheme project to confirm the benefits of using bespoke Web 2.0-based groupware to improve employee collaboration and knowledge sharing between dispersed PD teams. The results of a cross-sectional survey concluded that employees would welcome greater usage of social computing technologies. The study confirmed that groupware offers the potential to deliver a more effective collaborative and knowledge sharing environment with additional communication channels on offer. Furthermore, a series of recommended guidelines are presented to show how PD teams, operating in globally-dispersed organisations, may use Web 2.0 tools to improve employee collaboration and knowledge sharing.

Coordinating dispersed product development processes: A contingency perspective of project design and modelling

Managing worldwide supply pipeline operations concerns coordination and control of every step of the chain process starting from raw material sourcing, production, finally to distribution of market-specific items in retail places, all the way from product value inception and engineering, through manufacturing design, to the worldwide logistic planning. From systems perspectives, their relationships and interactions determine the overall performance. Coordinating such systems is very human-inclusive, characterised by abstract, ill-structured information interchange among well-partitioned expert groups. In this paper we documented the experience and implications of managing and modelling product development activities from a contingent perspective of interdependence. In our investigations amongst six international fashion corporations, crucial activity tasks in different countries were analyzed and evaluated within the context of launching schedule-driven fashion products. At the outset, we present the problem context, the issues arising from coordinating product development systems, and the approach we use to deal with the issues, i.e. modelling and manipulating the process interaction. We put forth a dependency-based process performance simulation, the related approach of data capture and the attribute constructs to represent the interactivity relationship. Finally, we discuss the computation process and evaluation strategy, which is indeed inspired by today's simulation-based optimization concepts. An effective GA heuristics is duly implemented.

Bringing together knowledge about the product life cycle to improve inter-firm collaboration capabilities

The emerging division of labour regarding new product development tasks creates new challenges for Tier 1 Suppliers. They face the need to enable and control increasingly outsourced and geographically dispersed product development activities. Analysis of the way suppliers' teams handle the impacts of Engineering Change Requests shows that their capacity to successfully manage the extended enterprise depends on suppliers' capabilities to collectively represent their functional interdependences while preserving their own requirements for each phase of the product life cycle. Challenges posed by the acceleration of the pace of innovation demonstrate that current product life cycle definition devices are not adapted to managing stretched – and potentially conflicting – situated judgements concerning the conformity of complex product requirements. There are still limiting obstacles in bringing together knowledge about the product definition, tasks dependencies and load and lead time estimates – and, ultimately, consistently describing a manufacturable product life cycle.

Specifying and synchronising partner activities in the dispersed product development process

This study is concerned with the way firms identify, specify and temporally co-ordinate partner activities in a networked development context. It draws attention to activity specification and synchronisation. These constructs are explored through a case study of the multiple and dispersed activities carried out in the development of a radical sound-broadcasting device. The findings suggest that the ability to specify partner activities and assess partner capabilities can influence the timing and nature of partner involvement. They further indicate that timely two-way capability display, along with organisational flexibility and adaptation, can enhance partner activity specification over time. The study shows that attention to pacing and synchronisation of partner activities can add value to the development process.

Metrics thermostat⋆

The explosion of information and information technology has led many firms to evolve a dispersed product development process with people and organizations spread throughout the world. To coordinate such dispersed processes a critical role of managers is to establish and foster a culture that implicitly rewards and motivates product development teams to perform against a set of strategic metrics such as customer satisfaction, time to market, defect reduction, or platform reuse. We focus on a practical method to fine‐tune a firm's relative emphasis on these metrics. In particular, we seek to advise a firm how to modify their emphasis on each metric in order to improve profits. We use a thermostat analogy based on an adaptive control feedback mechanism in which we estimate the incremental improvements in priorities that will increase profits. Iterations seek to maximize profits even if the environment is changing.In developing the metric thermostat we recognize that there are hundreds of detailed actions, such as the use of the house of quality and the use of robust design, among which the product development team must choose. We also recognize that team members will act in their own best interests to choose the actions that maximize their own implicit rewards as determined by the metrics. Management need not observe or dictate these detailed actions, but rather can control the process by establishing implicit weights on the metrics. The thermostat works by changing those implicit weights.We define the problem, introduce the adaptive control mechanism, modify “agency” theory to deal with incremental changes about an operating point, and derive methods that are practical and robust in light of the data that firms have available. Our methods include statistical estimation and internal surveys. The mathematics identify the critical few parameters that need be determined and highlight how to estimate them. Both the measures and the estimation are illustrated in an initial application to a large office‐equipment firm with $20 billion in revenue. The metrics thermostat suggests that this firm has about the right emphasis on time‐to‐market, but has overshot on platform reuse and has lost its focus on customer satisfaction. We describe how the firm reacted to the recommendations and changed its organization.

Metrics thermostat ☆

The explosion of information and information technology has led many firms to evolve a dispersed product development process with people and organizations spread throughout the world. To coordinate such dispersed processes a critical role of managers is to establish and foster a culture that implicitly rewards and motivates product development teams to perform against a set of strategic metrics such as customer satisfaction, time to market, defect reduction, or platform reuse. We focus on a practical method to fine-tune a firm’s relative emphasis on these metrics. In particular, we seek to advise a firm how to modify their emphasis on each metric in order to improve profits. We use a thermostat analogy based on an adaptive control feedback mechanism in which we estimate the incremental improvements in priorities that will increase profits. Iterations seek to maximize profits even if the environment is changing. In developing the metric thermostat we recognize that there are hundreds of detailed actions, such as the use of the house of quality and the use of robust design, among which the product development team must choose. We also recognize that team members will act in their own best interests to choose the actions that maximize their own implicit rewards as determined by the metrics. Management need not observe or dictate these detailed actions, but rather can control the process by establishing implicit weights on the metrics. The thermostat works by changing those implicit weights. We define the problem, introduce the adaptive control mechanism, modify “agency” theory to deal with incremental changes about an operating point, and derive methods that are practical and robust in light of the data that firms have available. Our methods include statistical estimation and internal surveys. The mathematics identify the critical few parameters that need be determined and highlight how to estimate them. Both the measures and the estimation are illustrated in an initial application to a large office-equipment firm with $20 billion in revenue. The metrics thermostat suggests that this firm has about the right emphasis on time-to-market, but has overshot on platform reuse and has lost its focus on customer satisfaction. We describe how the firm reacted to the recommendations and changed its organization.

Data-based learning in product development

In an operational situation companies both deliver and develop products, with continuous demands for shorter cycle times. This increases the importance of learning. It is argued here that companies do not fully exploit their experience from previous projects. The same mistakes tend to occur from project to project. Yet it is shown with the help of empirical evidence, from five product development projects, that by introducing simple managerial principles which activate organisational learning, companies can improve their efficiency. It is also argued that modern and interactive communication tools provide a means for managing and acquiring a better understanding of physically dispersed product development and manufacturing operations. It is concluded that by establishing clear documentation protocols to track the evolution of the product during its life cycle and by exploiting the modern communication media to implement simple managerial principles, project management can master the dispersed multi-project environment of today's manufacturing companies better. At its best, organisational learning can be a continuous and self-feeding process catalysed by advanced on-line metrics visualising the product development process.

Management of dispersed product development teams: the role of information technologies

In recent years, international corporations such as IBM are increasingly relying on dispersed R&D teams in order to keep pace with resource availability and the demands of global markets. The advantages of this approach arise mainly from the utilization of differences in personnel costs and gaining access to a broader knowledge base to satisfy the demands of international clients. The disadvantages of teams of this kind are obvious: geographic distances, differences in culture and work habits as well as the necessity to bridge time zones place greater demands on communication, synchronization and management.The application of specific project management methods and the intensive use of information technology (IT) lessens the disadvantages in transnational development projects. Recently completed projects involving large‐scale commercial software development at IBM demonstrate the potentials of IT in transnational development. The authors advocate the application of IT adapted to specific situations. The central fields of application of IT in dispersed R&D teams are the development of a personal network, the promotion of creativity, the exchange of technical information, and the coordination of decentralized project activities.

Human Factors in Agile Manufacturing

As industries position themselves for the competitive markets of today, and the increasingly competitive global markets of the 21st century, agility, or the ability to rapidly develop and produce new products, represents a common trend. Agility manifests itself in many different forms, with the agile manufacturing paradigm proposed by the Iacocca Institute offering a generally accepted, long-term vision. In its many forms, common elements of agility or agile manufacturing include: changes in business, engineering and production practices, seamless information flow from design through production, integration of computer and information technologies into all facets of the product development and production process, application of communications technologies to enable collaborative work between geographically dispersed product development team members and introduction of flexible automation of production processes. Industry has rarely experienced as dramatic an infusion of new technologies or as extensive a change in culture and work practices. Human factors will not only play a vital role in accomplishing the technical and social objectives of agile manufacturing. but has an opportunity to participate in shaping the evolution of industry paradigms for the 21st century.

Human Factors in Agile Manufacturing

As industries position themselves for the competitive markets of today, and the increasingly competitive global markets of the 21st century, agility, or the ability to rapidly develop and produce new products, represents a common trend. Agility manifests itself in many different forms, with the agile manufacturing paradigm proposed by the Iacocca Institute offering a generally accepted, long-term vision. In its many forms, common elements of agility or agile manufacturing include: changes in business, engineering and production practices, seamless information flow from design through production, integration of computer and information technologies into all facets of the product development and production process, application of communications technologies to enable collaborative work between geographically dispersed product development team members and introduction of flexible automation of production processes. Industry has rarely experienced as dramatic an infusion of new technologies or as extensive a change in culture and work practices. Human factors will not only play a vital role in accomplishing the technical and social objectives of agile manufacturing. but has an opportunity to participate in shaping the evolution of industry paradigms for the 21st century.