Donald Gerwin

An Evaluation of Research on Integrated Product Development

Integrated Product Development (IPD) creates overlap and interaction between activities in the new product development process and, because this increases the need to coordinate, compensates through other aspects of the new product development process (e.g., integrated tools), product definitions (e.g., incremental development), organizational context (e.g., reduced task specialization), and teaming (e.g., cross-functional teams). Since IPD has become an important new standard for managing new product development, this papers general aim is to evaluate the research that has been conducted on it. Our three specific objectives include first critiquing the IPD literature by identifying problems with empirical research and recommending solutions. There are concerns about the overall approach, conceptualizing and operationalizing IPD characteristics, and selecting performance objectives. Second, we conduct a meta-analysis to evaluate relationships between specific IPD characteristics and project performance. We indicate where relationships do or do not exist and identify variables that may moderate these relationships. Third, we offer suggestions for extending IPD research into studies of (a) the hierarchy of teams working on a project, (b) one company managing a portfolio of projects over time, and (c) two or more firms collaborating in a strategic alliance.

Implementing concurrent engineering

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Transfer of advanced manufacturing technology from Canadian universities to industry

Although advanced manufacturing technology (AMT) is a key factor in improving North Americas industrial competitiveness, there is a problem in transferring it from university to industry. This study, conducted for a Canadian governmental agency, addresses the problem by querying Canadian professors, university-liaison officers, and administrators of intermediary (broker) organizations in order to uncover the processes of AMT transfer; that is, the ways in which technical knowledge embodied in inventions is converted into outputs used by companies. Four processes, in which the critical entities are professors, universities, intermediary organizations, and spinoffs, account for what has been transferred While the first is by far the most significant currently, the third has a high future potential. An analysis of barriers suggests that while some probably inhibit all four transfer processes, others have their impacts on only one specific process. If we are going to raise the number of transfers, we must work more diligently to pinpoint the causes for low levels of transfer. Studying the barriers to university transfer in general should therefore yield information on which barriers are associated with which processes.

The role of human resources in the computerized factory

We challenge the appropriateness and feasibility of a wholesale substitution of computerized automation for human resources in the factory of the future. Employees will exert greater ·influence than ever before because of the complexity, cost and critical role of the equipment with which they work. Tills view is supported through examples of the significance of human ·inputs in almost every level and function of the automated factory including management, the work force, and staff and service occupations. The truly effective computerized factory will consist of a well balanced interaction of human and technical elements.

A Quantitative Evaluation of Concurrent Product Development Effectiveness Theories

We suggest new directions for research on the effectiveness of concurrent product development. These models relate overlapping or functional integration to performance using analytical, simulation, or statistical methods. By collecting quantitative data from 82 research articles, we ascertain the percentage of a methodologys models that have incorporated each of certain significant theoretical features. We then use this information to recommend important underutilized features and a comprehensive theory that integrates the features. Analytical and simulation modelers could make more use of functional integration, while statistical modelers could attend more to overlapping, rework, and the constituent phases of the development process. Then, in finding a subset of interrelated features appearing simultaneously in a majority of a methodologys models, we identify a core theory upon which models in the mainstream build. Next, our study offers specific mutual learning suggestions through which modeling efforts in any one methodology might facilitate modeling efforts in another methodology. Analytical and simulation modelers could study the reluctance to transmit and use preliminary information, while statistical researchers could develop dynamic models. Finally, the study provides a template for researchers willing to apply our evaluation methods to other areas.

Increasing semiconductor manufacturing's strategic value to a firm

Manufacturing firms in many North American industries are struggling with whether to continue to produce major components for their systems or end-products. In some instances, the suppliers of these very components are also dealing with whether to produce them or merely design them. Large end-product firms and some semiconductor merchants, for example, are calling into question the internal fabrication of chips. This paper examines what can be done to increase the strategic value of an internal chip facility. It discusses six specific activities many of which focus on better satisfying the needs of a fabricators internal or external customers. By taking the initiative in implementing these activities fabrication management will have identified a seventh way to add value. The recommendations made here also have general implications for firms that produce major components other than semiconductors, and for companies supplied with these components by strategic partners. >

Transfer of advanced manufacturing technology from universities to industry

Summary form only given, follows. The authors discuss a study of the various mechanisms by which advanced manufacturing technology (AMT) is transferred from Canadian universities to industry. Interviews based on quantitative and qualitative questionnaires were conducted with sixteen professors, eight university liaison officers, and several administrators in intermediary organizations which match professors and firms. Data were collected and analyzed on facilitating and inhibiting factors, success criteria, resources employed and benefits obtained, how contacts were established with industry, and a number of other issues. The investigation revealed that AMT is transferred using four interrelated processes in which professors, universities, intermediary organizations, and spinoffs, respectively, have the major role. A number of recommendations have been made for improving the effectiveness of AMT transfer.<<ETX>>

An Evaluation of Analytic and Simulation Models for Organizing the Steps in New Product Development

Summary form only given. Organizing the new product development (NPD) process, in terms of how to locate the steps in the process in relation to each other and determine the information processing links between the steps, is a significant issue for both researchers and practitioners. For example, this work has helped us to understand the appropriateness of concurrent versus sequential engineering. This paper compares analytic and simulation models for organizing the process. By examining inputs, outputs, and means of converting inputs into outputs for 13 different models, we indicate which significant NPD features the analytic and simulation categories tend to incorporate. Knowledge of the differences in features between the two types of models then leads us to explain variations in the results that are obtainable and to also suggest needed improvements. Because an ability to incorporate more features is not the whole story, we also examine a type of models receptiveness to interpretation and validation, capacity for optimal solutions, and ability to evaluate alternative organizational arrangements for the NPD process. Finally, we indicate ways in which the two types of models can complement each other