Including the value of time in design-for-manufacturing decisions making
Article Abstract:
The use of design for manufacturing (DFM) practices to improve product development and manufacturing system efficiency is examined. DFM involves keeping the number of machine partsat a minimum through the integration of some geometric features in the same part. DFM can result in a reduction of cost per unit product, but it can also raise product development lead time by necessitating tooling with large leads times in the production of complex parts. An economic model is proposed that describes the relationship between the resulting increase in product development time and decreasing unit costs in the context of DFM methods. The results of a field study on the application of DFM to Polaroid cameras are alsopresented as an example.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1993
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A model-based framework to overlap product development activities
Article Abstract:
Evolution and sensitivity are used to formulate a model-based framework to overlap product development activities. Overlapping development activities affect the three dimensions of product development performance, namely, quality, lead time and development effort. The model complements the work of Ha and Porteus (1995) by focusing on processes where downstream iterations are mainly attributable to changes in preliminary product information rather than to design flaws. It expands the coverage of project management by considering three other combinations of evolution and sensitivity. Both model and framework were developed with emphasis on simplicity and on observed design issues.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1997
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A model of new product development: an empirical test
Article Abstract:
The factors contributing to the success or failure of new products were examined by studying more than 330 new electronics products and testing a product development model. Research results indicate that the success of new products was influenced primarily by the R&D organization's overall quality, the product's quality, the customers' opinion of the value of the product, the use of the strengths of the firm when designing the product, the commitment of management, the ability of the marketing and manufacturing functions, weak competition, and large, expanding markets.
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1990
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