NEW product development, SMARTPHONES, PRODUCT life cycle, MASS production, and MANUFACTURING processes
It is crucial for ODM (Original Design Manufacturer) manufacturers to deliver final products in time. The competition is fiercer in the smart phone industry; with short product life cycle, the time is limited for ODM manufacturers to fix problems from all development stages including design, validation, prototyping, and mass production. This study takes a smart phone ODM as an example. Firstly, we classify and summarize the problems often encountered during the development process by interviewing experts. Next, we match suitable engineering parameters from the concept of the contradiction matrix in TRIZ. Finally, we find possible solutions referring to the principles of TRIZ invention. The results of research confirm that the establishment of manpower plans, material database, changing production process and operation, etc. are appropriate ways for the smart phone industry with tight development time. This research also provides suggestions for ODM industries who facing similar problems during new product development. [ABSTRACT FROM AUTHOR]
Harvard Business Review China. Mar2019, Issue 3, p88-97. 10p.
The authors studied almost two dozen major design-thinking projects within large private- and public-sector organizati ons in fi ve countries and found that eff ecti ve leadership is criti cal to their success. They focused not on how individual design teams did their work but on how the senior executi ves who commissioned the work interacted with and enabled it. To employees accustomed to being told to be rati onal and objecti ve, design-thinking methods can seem uncomfortably emoti ve. Being asked not to quickly converge on an answer can be diffi cult for people accustomed to valuing a clear directi on, cost savings, and fi nishing sooner rather than later. Iterati ve prototyping and testi ng call on employees to repeatedly experience something they’ve historically tried to avoid: failure. Consequently, those who are unfamiliar with design thinking need guidance and support from leaders to navigate the landscape and producti vely channel their reacti ons to the approach. The authors have identi fi ed practi ces that executi ves can use to stay on top of such innovati on projects and lead them to success. [ABSTRACT FROM AUTHOR]
Harvard Business Review China. 2015, Issue 5, p42-50. 9p.
The use of 3-D printing, also known as additive manufacturing, has moved well beyond prototyping, rapid tooling, trinkets, and toys. Companies such as GE, Lockheed Martin, and BMW are switching to it for industrial production at scale. More companies will follow as the range of printable materials continues to expand. Already available are basic plastics, photosensitive resins, ceramics, cement, glass, numerous metals, thermoplastic composites (some infused with carbon nanotubes and fibers), and even stem cells. In this article the author makes the case that additive manufacturing will gain ground quickly, given advantages such as greater flexibility, fewer assembly steps and other cost savings, and enhanced product-design possibilities. Managers, D'Aveni writes, should now be engaging with strategic questions on three levels: Sellers of tangible products should ask how their offerings could be improved, whether by themselves or by competitors. Industrial enterprises should revisit their operations to determine what network of supply chain assets and what mix of old and new processes will be optimal. And leaders must consider the strategic implications as whole commercial ecosystems begin to form around the new realities of 3-D printing. Many of the biggest players already in the business of additive manufacturing are vying to develop the platforms on which other companies will build and connect. Platform owners will be powerful because production itself is likely to become commoditized over time. INSETS: 核心观点;专利临界点;进入 3D 打印世界的. [ABSTRACT FROM AUTHOR]