From Manufacturing to Design: Difference between revisions
Jump to navigation
Jump to search
No edit summary |
|||
| Line 6: | Line 6: | ||
[[File:table3.jpg]] | [[File:table3.jpg]] | ||
[[File:funnel.jpg|Development funnel]] | |||
=Main Points= | =Main Points= | ||
*P. 9 - Role of management is to foster learning capacity, not oversee production. | *P. 9 - Role of management is to foster learning capacity, not oversee production. | ||
*P. 13 - Focus in improved new product development: (1) heavyweight product managers for assuring an integrated product - who had influence both on developers and senior managers; (2) overlapping problem-solving cycles (also called concurrent engineering); and (3) the integration of customers and suppliers into product development activities. | *P. 13 - Focus in improved new product development: (1) heavyweight product managers for assuring an integrated product - who had influence both on developers and senior managers; (2) overlapping problem-solving cycles (also called concurrent engineering); and (3) the integration of customers and suppliers into product development activities. | ||
Revision as of 04:09, 28 January 2016
Seminal paper on New Product Development - File:NPD.pdf
(page 9 of From Manufacturing to Design)
Main Points
- P. 9 - Role of management is to foster learning capacity, not oversee production.
- P. 13 - Focus in improved new product development: (1) heavyweight product managers for assuring an integrated product - who had influence both on developers and senior managers; (2) overlapping problem-solving cycles (also called concurrent engineering); and (3) the integration of customers and suppliers into product development activities.