The difficult path to lean product development

Article Abstract:

The implementation of lean product development would eventually give a company an edge in the market by shortening the period of production and improving product quality while lowering production costs. The process involves closer work relations with suppliers, formation of cross-functional teams, concurrent engineering, integration of functions and the use of a heavyweight team structure. Although there are factors that hinder its implementation, there are also others that support it. The former includes concentration on research and development, while the latter would include a tighter schedule.

Management-Productivity, Productivity Improvement, Models, Organizational effectiveness, Labor productivity

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Technological level and product development cycle time

Article Abstract:

An analysis involving 11 new car development projects in the US confirmed the correlation between product development cycle time and technological level. Results revealed that although improved cycle times lead to substantial production benefits, they may create technological problems. Companies may only exploit the benefits of improved cycle times by rendering more time on financial resources and personnel management. Such would prevent firms from generating technologically inferior products.

Production Management, Research, Technology, Technological innovations, Lead time

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Perspective: changing product development strategy - a managerial challenge

Article Abstract:

Several product development concepts can be adopted by firms planning to change their product development strategy and stay competitive. Product development should be regarded as a primary executive function with focus on the firm's competitive position. Market issues should also be an area not only of marketing but also of production and product development. A group of multifunctional executives should handle the responsibility of planning a product development strategy.

Strategic planning (Business)

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