Dynamic Product Development Research Articles

Optimal resource allocation for dynamic product development process via convex optimization

Resource allocation is an essential aspect of successful Product Development (PD). In this paper, we formulate the dynamic resource allocation problem of the PD process as a convex optimization problem. Specially, we build and solve two variants of this problem: the budget-constrained problem and the performance-constrained problem. We use convex optimization as a framework to optimally solve large problem instances at a relatively small computational cost. The solutions to both problems exhibit similar trends regarding resource allocation decisions and performance evolution. Furthermore, we show that the product architecture affects resource allocation, which in turn affects the performance of the PD process. By introducing centrality metrics for measuring the location of the modules and design rules within the product architecture, we find that resource allocation decisions correlate to their metrics. These results provide simple, but powerful, managerial guidelines for efficiently designing and managing the PD process. Finally, for validating the model and its results, we introduce and solve two design case studies for a mechanical manipulator and for an automotive appearance design process.

Dynamic Capabilities and New Product Development Performance

The paper aims to propose a structured multi-dimensional framework linking higher organisational capabilities such as dynamic capabilities (DC) and new product development (NPD) performance as a means by which the sustainable competitive advantage can be realised. The study lends support to supply chains that enable the firms to generate an economic surplus into the future. For this purpose, this study examines the complex inter-relationships between DC and performance in NPD using a multiple-criteria decision analysis (MCDA) approach using automotive industry data. The components of the DC model including the three capacities of sensing, seizing, and reconfiguration have been operationalised in cases featuring extensive supplier involvement in NPD projects. The findings of the study highlight that superior NPD performance including effectiveness, efficiency, and product content can be explained well by identifying and evaluating the effects of the organizational and managerial processes underlying the micro-foundations of DC.

The mediating role of quality management capability on the dynamic capability - new product development performance relationship: An empirical study among new product development units in the electronics sector

This article is a pioneer work that examines the mediating role of quality management (QM) capability on the relationship between dynamic capability and new product development (NPD) performance in the electronics sector. Dynamic capabilities help a firm sustain its competitiveness in the changing environment, and the electronics industry is chosen as the setting for the research, considering the high level of dynamism in terms of customer preferences, competition, and technology. The proposed model is validated through an empirical study among 123 NPD units in the electronics manufacturing sector. NPD performance is analyzed employing structural equation modeling on the competitive performance, customer satisfaction, development cost and development time. The results of the analysis support the hypothesis that the dynamic capabilities affect the NPD performance along all the dimensions except development cost and QM capability mediates on these relations. The findings can be used by the decision-makers worldwide and across industries to achieve enhanced NPD performance.

Exploring a market for agritourism in Fiji: tourists’ perspective

ABSTRACT This research aimed to interpret motivations of tourists for agritourism in Fiji. Data was collected through a paper-based face to face survey. Structured questionnaires were administered to a convenience sample of tourists at the two international airports. Descriptive and factorial statistics reveal seven principal factors that motivate and influence visitor preferences for agritourism venues. Most tourists seemed interested in agritourism but presently were unaware of the existence of such venues in Fiji. Findings also suggest that tourists preferred a short stay at working farms offering value for money experience. In terms of importance, hospitality followed by entertainment, were the two main desired services for an agritourism venue. This research offers insights for dynamic product development for the Fijian and Pan-Pacific agritourism industry.

Optimal Dynamic Product Development and Launch for a Network of Customers

Network products such as mobile apps and computer games are of paramount importance, as these products constitute a large value in today’s economy. Motivated by this observation, the paper “Optimal Dynamic Product Development and Launch for a Network of Customers” considers a firm that dynamically chooses its effort to develop a product for a network of customers represented by a connected graph. The technology of the product evolves as a stochastic process that depends on the firm’s dynamic efforts over time. In addition to dynamically choosing its development effort, the firm chooses when to launch or abandon the product. If the firm launches the product, the firm also chooses a selling price, a promotional price, and a target customer to offer the promotion to. Once the target customer adopts the product, the product diffuses over the customer network based on the topology of the graph and the selling price. The paper provides the explicit solution of the firm’s jointly optimal development, launch, and post-launch strategies for any connected network, and introduces metrics that allow ordering customer networks with respect to the firm’s optimal expected discounted profit, launch technology, and consumer surplus.

Modelling the Enablers of Workforce Agility in IoT Projects: A TISM Approach

IoT projects can be categorized as high technology with an extremely dynamic product development lifecycle. To be a leader under such conditions, organizations need to focus priorities on achieving shorter product development cycle along with organization agility and workforce agility. Many researchers have tried to identify the enablers that affect workforce agility in different segments, but none has really looked into the IoT project environment. In this paper, efforts are taken to model the enablers of workforce agility in IoT projects and to understand the interrelationship among enablers using total interpretive structural modelling. The current study makes an attempt to provide a hierarchical structure representing the driving enablers and the dependent enablers and to give the order of enablers with respect to influence on workforce agility. Results indicate that employee proactivity, innovativeness, resiliency skills and ownership or self-motivation bring agility in the workforce. These enablers help employees to act in all decision-making situations to achieve IoT organization goals faster.

Organizational Engine for Launching Disruptive Innovation Project: Case Studies of Company A

Nowadays, because of energy crisis, attention has grown for solutions to reduce dependence on fossil fuels. Companies started developing electric vehicles and sought to disrupt the market. Company A, as a new entrant, successfully developed a disruptive innovation of the world’s first high-performance, zero emissions, and two-wheeled electric scooter in 2015. Therefore, this study aims to explore the organizational engine for launching disruptive innovation project in traditional motorcycle industry by case study of company A. Following qualitative research method, this study concludes three main findings. First, a leader with heterogeneous background was important to propose a disruptive product concept, set a pioneer product strategy, and establish organizational culture supporting creativity. Second, challenging and ideal product concept could just be the stimulation for initiating dynamic product development process under the creativity-motivated culture. Finally, to support disruptive innovation, management team could take a more flexible and constructive attitude towards cost control issue.

IoT-enabled cloud-based additive manufacturing platform to support rapid product development

Additive Manufacturing (AM) with its unique capabilities provides a new way of rapid product development. The emerging Cloud Manufacturing paradigm makes it much easier to access various AM resources with minimum investment. Distributed recourses can also be utilised more efficiently. However, the current cloud platforms mainly focus on providing simple 3D printing services, rather than support the customers throughout the product development process, from design, to process planning, and to printing. Therefore, a new cloud platform is proposed to integrate not only hard resources such as 3D printers and materials, but also soft resources such as the know-how and test data to provide supports on printing as well as design and process planning. Internet of Things provides new capabilities to the cloud platform, enabling customers to remotely control and monitor the printing process. The paper also examined the feasibility of Artificial Neural Networks for surface defect detection. The platform is able to work in dynamic and iterative product development processes and reduce development time and cost. An illustrative platform is developed to demonstrate the functionalities.

On the dynamic bundles behind operations management and research and development

Even though the strategic management literature focuses heavily on dynamic capabilities, researchers continue to debate how these capabilities influence firm performance. To contribute to this discussion, this paper investigates the role that dynamic bundles consisting of dynamic and ordinary capabilities play in firm performance. Our insights are based on empirical data obtained from 191 top managers in a cross-industry sample and refer to two firm domains: operations and research and development (R&D). Thus, our analysis revolves around dynamic new product development and its corresponding ordinary manufacturing capabilities as well as dynamic and ordinary technological capabilities. The results indicate that the performance effects of both dynamic capabilities are mediated by the complementary ordinary capabilities. Specifically, our findings reveal a full mediation of the ordinary manufacturing capabilities and that ordinary technological capabilities have a partial mediation effect.

Quantifying Uncertainties and Risks Using Managerial Judgments in a Dynamic New Product Development Environment

Quantifying Uncertainties and Risks Using Managerial Judgments in a Dynamic New Product Development Environment

Optimal Dynamic Product Development and Launch for a Network of Customers

We consider a firm that dynamically chooses its effort to develop a product for a network of customers represented by a connected graph. The product’s technological development is governed by a stochastic process dependent on the firm’s efforts. In addition to dynamically choosing its development effort, the firm chooses when to launch or abandon the product. If the firm launches the product, the firm also chooses a selling price, a promotional price and a target customer to offer promotion. Once the target customer adopts the product, the product diffuses over the customer network based on the topology of the graph and the selling price. The product provides local network benefits to its adopters. The expected local network benefit of adoption is proportional to the number of neighbor customers that have already adopted the product. In a continuous-time setting, we explicitly solve the firm’s jointly-optimal development, launch and post-launch strategies for any connected network. We prove that among all connected networks, a complete (respectively, linear) customer network maximizes (respectively, minimizes) the firm’s expected discounted profit and minimizes (respectively, maximizes) the technology at the product launch. We extend our analysis to consider demand heterogeneity in the customer network and multiple target customers.

Quantifying Uncertainties and Risks Using Managerial Judgments in a Dynamic New Product Development Environment

Quantifying Uncertainties and Risks Using Managerial Judgments in a Dynamic New Product Development Environment

Design of Experiment – An Integration of Fisher, Taguchi and Shainin DOE Methodology

Design of experiment (DOE) is the focal collective of quality technique and is widely used in Research and Development (R&D) organization to optimize product design parameters. There are three main DOE approaches that commonly adopted by R&D companies, which are the classical Fisher’s DOE, Taguchi DOE and Shainin DOE. This paper explores how these three main DOE approaches could be integrated to optimize product design parameters in a Research and Development company. The paper starts with enlightenment of the common DOE steps, follows by discussion of issues faced by the Research and Development company during the implementation of the three DOE approaches in product design. The paper subsequently illustrates how the three DOE approaches could be integrated as a new methodology for optimization of product design parameters. The integrated DOE methodology presented in this paper offers an alternative and effective way to conduct DOE in a dynamic product design and development environment.

Impact of Economic and Technical Uncertainties on Dynamic New Product Development

A new product development process is usually under economic and technical uncertainties, and adjustable to the arrival of new information. As a result, new product development is not a one-time decision but a dynamic process under uncertainties. This paper applies repeated real options to derive optimal decision-making rules for a firm that faces two repeated options: 1) an incremental innovation project that is relatively easy to be developed and 2) a radical innovation project that offers superior performance but its development is much more difficult. Our findings can help firms make dynamic investment decisions on coexisting new product development projects.

A review of functional food: government, firms and consumers.

Abstract Recently, the functional food market has been confronted with some controversial dilemmas with respect to regulation; market convergence and consumer acceptance and psychological reaction towards it. Rigid regulation on health claims is not only designed to protect consumers from misleading and false marketing campaigns but it is also made to protect disruption of innovation. To develop and market a functional food, a firm needs to comply with this complex regulation and to manage its competencies and resources. Several pertinent competencies relevant for functional food market converge, including a selective measure of managing the firm's capabilities to adopt new technology and knowledge on the issues of consumer's dynamic behaviour, product development and commercialization of innovation. The main aim of this review is to provide insights into three key areas related to functional foods, i.e. regulation, problems encountered when developing a product and entering the functional food market and consumers' psychological set towards functional foods.

Innovative Product and Network of Partners Co-design: Context, Problems, and Some Exploratory Results

Innovative product development and in-house process design have been largely studied and methods, such as concurrent engineering, integrated product development, or dynamic product development are set up to answer real needs of industrialists. However, no innovative product can be put on the market without a well-structured and well-organized network of partners. This simple idea deeply influences various aspects of collaborative enterprises. This article studies the close relationship between two parallel design processes: product design and network design. This paradigm called co-design is explained and some basic concepts and exploratory results are defined.

Process-centric engineering Web services in a distributed and collaborative environment

We propose a Web service oriented and process-centric framework for supporting collaborative engineering services. The proposed approach utilizes BPEL-based (Business Process Execution Language) process templates and coordination broker-based conversation support, which can support long-running engineering transactions, engineering service orchestration and choreography, conversation over the process, and context-awareness. The process template plays an important role as a federation of published engineering services. It is managed and executed by a process orchestration and choreography broker, which works as a service dispatching and aggregation agent. It is capable of federating processes, tools, operations, and knowledge bases into a dynamic and collaborative product development environment. The paper also discusses how to support collaboration over the running process using conversation policy. Further, the paper discusses how to utilize engineering contexts in support of querying and reasoning of engineering service-related knowledge.

A dynamic information schema for supporting product lifecycle management

Abstract The globalization of competition and changing customer requirements are the emerging phenomenon of today's manufacturing environment. Nowadays, manufacturers need useful information prior to making important decisions based on their experience and knowledge. However, the lack of seamless data transformation between database and knowledge based system hinders design practitioners from responding rapidly to the changes in the complex and dynamic product development environment. This paper proposes a dynamic product information schema which is characterized by its ability to provide designers with a product data exchange standard, thus, enhancing the responsiveness of product development. The approach is based on the modification of the XML standard which is assimilated with object technology to form a cross-platform protocol that enables enterprises to update their data constantly. In particular, data from the traditional relational database model can be transformed to a format which is acceptable in a knowledge base system. To validate the feasibility of the proposed schema, a trial run has been conducted in a local company based on the suggested approach.

Dynamic product development of a new Intranet platform

A new method of using dynamic product development (DPD) described for hardware product development has now also been tested for software development. This project was the development of a new Intranet platform called e-Professor. The e-Professor has a new mindset compared to the common pyramidal architecture used in most portals. The new mindset is spherical in nature which means that transfer of information and links from/to different parts of the portal are much more quickly achieved when compared to traditional portals. This new function saves a lot of time and effort especially, say, for teachers and lecturers who could have large numbers of students attending classes and courses. In order to test it as an application, the new portal e-Professor, has been tested as an e-learning portal in the course “Product Development” at three different universities in Sweden in 2002. Another application in 2002 has been to test it as a net portal for 30–50 unemployed persons in the city of Karlstad, Sweden. The investigations show that the technical objective, which was to make a simple, clear and user-friendly flexible portal, has been accomplished most satisfactorily. Thus, DPD has also been shown to work well for software development.

Dynamic product development — DPD

To be competitive on an increasingly competitive global market, companies must be better at quickly developing innovations and new product platforms. Particularly for companies with short product life cycles, it is important to quickly and safely develop new products and new product platforms that fulfill reasonable demands on quality, performance, and cost. Unfortunately, classical methods such as Integrated Product Development (IPD), Concurrent Engineering (CE), and Simultaneous Engineering (SE) were developed for re-engineering of existing products, and have written reports and project reviews at discrete points (at the gates) as feedback principles, which for all types of development means fragmented information, delayed information, and reactive management. Dynamic Product Development (DPD) has a different mindset and is the product concept developed as long as a project runs and not just before engineering starts. Feedback is in DPD based on management participation for immediate and qualitative information, which facilitates control and guidance in real time, reducing unwanted surprises to low levels. Frequent solution iteration (making almost right and quickly testing the solutions) is in DPD important, which is opposite to classical methods. High demands on creativity, development time, usability, cost, and quality have in practical tests shown to be satisfied using DPD.