Abstract :
The demand for faster and more cost-effective product developments encouraged the creation of new project management platforms, designed to expedite and streamline new product development, R&D-to-market. Systems such as Design for Manufacture (DMF), Integrated Product and Process Development (IPPD), Structured Systems Design (SSD), Stage-Gate Processes, and perhaps the oldest and most widely used IPD concept of Concurrent Engineering (CE), all promise more flexible and more effective new product development processes. Yet, for many managers the results were mixed regarding overall project performance. The paper reports the findings of a three-year field study of over 60 complex technology-based product developments in 10 companies. The drivers and barriers toward cross-functional cooperation are examined together with the type of work processes, leadership style and organizational environment most conducive to effective product integration. Specific suggestions are being made for enhancing cross-functional linkages, involvement, commitment, communications and decision-making, factors that ultimately determine new product success
Keywords :
concurrent engineering; decision making; design for manufacture; organisational aspects; product development; project management; research and development; CE; DMF; IPPD; R&D-to-market; SSD; complex developments; concurrent engineering; cost-effective product developments; cross-functional integration; decision-making; design for manufacture; integrated product and process development; leadership style; managers; organizational environment; project management platforms; stage-gate process; structured systems design; Concurrent engineering; Couplings; Decision making; Educational institutions; Environmental management; Flexible manufacturing systems; Manufacturing processes; Paper technology; Product development; Project management;
