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New
Product Development / Integrated Product Development Body
of Knowledge
By: DRM Associates
www.npd-solutions.com
Successful product development requires fundamentally improved approaches to organizing the development process, reducing waste, and providing products to meet customer needs in order to respond to global competition in our own markets as well as compete effectively on a global basis.
Design
Automation Requirements To Support Integrated Product
By: Kenneth Crow
www.npd-solutions.com
In many companies, product and process
design are fragmented and difficult to manage and coordinate.
CAD/CAE tools automate the design and development process
but, in many cases, cause the rapid proliferation of designs
without regard to the impact on the rest of the organization.
Analyzing
Product Development
By: Lorraine Cosgrove Ware
www.itworld.com
Product development strategy can have a
measurable impact on revenue growth.
Future
Bright for Configuration Management Technology
By: Richard Bourke
www.pdmic.com
Ten years ago, very few business organizations
recognized the benefits of automated configuration and product
data management systems.
Forecasting
Market Size and Market Growth Rates for New Products
By: Brian C. Twiss
www.elsevier.co.uk
How many times is a forecast of a technological
development correct? According to many experienced managers,
it almost never is. Then what is a good forecast?
The
Hidden Costs of Accelerated Product Development
By: Merle Crawford
Rarely has a strategic management option
captured American industry as has the thrust of accelreated
product development. When accompanied by the goals of lowered
cost and increased new product quality, it seems almost unstoppable.
The
Voice of the Customer: How Can You Be Sure You Know What Customers
Really Want?
By: Derby Swanson
www.ams-inc.com
It seems obvious and even overstated that
listening to customers is vital to a business's success. So
why is it so difficult? Old habits die hard, there's too much
data out there already, it's hard to listen and more importantly,
to be objective.
Computer-Aided
Process Planning
By: Kenneth Crow
www.npd-solutions.com
Process planning translates design information
into the process steps and instructions to efficiently and
effectively manufacture products.
Performing
QFD Step by Step
By: Kenneth Crow
www.npd-solutions.com
QFD uses a series of matrices to document
information collected and developed and represent the team's
plan for a product. The QFD methodology is based on a systems
engineering approach consisting of the following general steps.
Acheiving
Design to Cost Objectives
By: Kenneth Crow
www.npd-solutions.com
A competitive product must address factors
such as cost, performance, aesthetics, schedule or time-to-market,
and quality. The importance of these factors will vary from
product to product and market to market.
Process
Capability and Product Design
By: Kenneth Crow
www.npd-solutions.com
Being in control of a manufacturing process
using statistical process control (SPC) is not enough. An
"in-control" process can produce bad or out-of-spec
product.
Design
for Manufacturability Imperative
By: Kenneth Crow
www.npd-solutions.com
In the past, products have been designed
that could not be produced. Products have been released for
production that could only be made to work in the model shop
when prototypes were built and adjusted by highly skilled
technicians.
Improving
Time-To-Market Through Planning And Resource Management
By: Kenneth Crow
www.npd-solutions.com
Recent studies as well as our own experience
have identified that in many companies, development projects
are often started at the beginning of a fiscal year or based
on Marketing needs without regard to priorities or resources.
Customer-Focused
Development with QFD
By: Kenneth Crow
www.npd-solutions.com
Quality must be designed into the product,
not inspected into it. Quality can be defined as meeting customer
needs and providing superior value.
Cycle
Time Compression Can Be Inappropriate
By: New Product Dynamics
www.newproductdynamics.com
Hard-pressed, we want faster, better, cheaper
in everything we do. Yet, fast cycle time can have its price,
so it should not always be the primary emphasis. Wise managers
apply cycle time reduction techniques only when their benefits
outweigh their costs.
Larry
R. Carter - Cisco Systems
By: Roy Harris
www.cfo.com
When Cisco Systems Inc. reported financial
results for its fiscal year, some on Wall Street chided it
for "managing earnings." One analyst complained
in the Wall Street Journal that, for the eighth straight quarter,
the San Jose, California, company had topped Wall Street's
expectations by precisely one cent per share--and suggested
that accounting games were being played. So what does CFO
Larry R. Carter think about such an accusation?
A
P&L For R&D
By: George Donnelly
www.cfo.com
No CFO worth his or her stock options doubts
the importance of research and development. Common wisdom
holds that a company that's six months late with a new product
stands to lose a third of its market share.
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