NEW product development, PRODUCT design, PRODUCT management, INDUSTRIAL design, CONSUMER goods, PRODUCT quality, and QUALITY control
The identification and implementation of customer requirements in the early stages of product development are significant issues for successful product development. Two important factors in this context are: (i) the use of methods to identify customer requirements, and (ii) the use of product representations to support the communication with customers in early product evaluations. The aim of this study has been to investigate the use and perceptions of methods and product representations in Swedish companies, and its possible impact on problems associated with late-discovered customer requirements. The survey shows that most companies have good knowledge of different methods and that several different methods for identifying and analysing customer requirements are used. In addition, traditional product representations, such as construction design drawings and hand-made sketches, are commonly used. The number of companies that use rapid prototyping is surprisingly high. Furthermore, the study reveals that late discovered product requirements are fairly common. There are indications that the use of certain methods and product representations may reduce this problem. However, the study also shows that product development processes tend to be focused on time-related efficiency rather than customer-related activities for improved product quality. [ABSTRACT FROM AUTHOR]
PRODUCT management, NEW product development, AUTOMOBILE recall, QUALITY control, and RAPID prototyping
The article focuses on Toyota Motor Corp.'s decision to slow the launch of new products and redesigned vehicles in order to avoid product recalls. As Toyota has overtaken General Motors as the world's largest manufacturer of vehicles, the company has issued a number of recall notices. The article discusses potential problems with the computer assisted rapid prototyping process that Toyota has used to launch new vehicles.
NEW product development, BEST practices, BENCHMARKING (Management), PRODUCT management, RAPID prototyping, PERFORMANCE standards, QUALITY control, BUSINESS planning, and BUSINESS enterprises
The article presents information on the best practices framework that help in improving New Product Development (NPD) of business enterprises. It explains how does a best practices framework respond to the needs articulated by companies. Best practices represent methods, tools, or techniques associated with improved performance. Performance against the best performers in NPD should be benchmarked. Benchmarking is a process of collecting process-performance data from a number of organizations to allow them to assess their performance individually and as a whole. Metrics serve as tools to track product development and to measure the impact of process improvements over time. A best practice framework provides a comprehensive view of NPD. A framework includes benchmarking and research conducted to identify the best practices. A best practices framework should not provide the specifics of how to fix designated areas as a focus for improvement. A best practices framework should not include the metrics a firm should use to evaluate performance over time.
Total Quality Management & Business Excellence. Aug2007, Vol. 18 Issue 6, p599-612. 14p. 1 Black and White Photograph, 4 Diagrams, 4 Charts, 2 Graphs.
QUALITY function deployment, PRODUCT management, QUALITY control, NEW product development, INDUSTRIAL research, CUSTOMER satisfaction, COMMERCIAL products, RAPID prototyping, and CASE studies
Through a case study showing the development of a new mug of draft beer, this work presents a method for integration of the Kano model in Quality Function Deployment - QFD. Traditionally, QFD uses data about importance and customer's satisfaction with different requirements to identify the attributes that should be incorporated or improved in a product. As customers tend to rate basic requirements with high importance, the traditional QFD method tends to give higher priority to these requirements to the detriment of innovative ones. The Kano model allows the identification of exciting requirements, usually associated with innovations. Then, the integration of the Kano model in the QFD can allow innovative requirements to receive the necessary attention in the product's development process. Two methods, proposed in the literature for this integration, are presented and their limitations analyzed. Finally, through data collected with 289 potential consumers of draft beer mugs, the case study illustrates the proposed method. [ABSTRACT FROM AUTHOR]
PROTOTYPES, INDUSTRIAL design, PRODUCT management, RAPID prototyping, QUALITY control, QUALITY assurance, PRECAST concrete construction, and ROOF design & construction
The article explores the durability and efficiency of the newly developed portable aluminum frame devices. With this, a quality assurance inspector's pursuit of higher productivity in outdoor precast or prestressed casting bed operations. Now in the prototype stage and set for delivery to an inaugural plant, the portable device stems from two years of design and testing.