Ian Barclay

NEW PRODUCT DEVELOPMENT FROM PAST RESEARCH TO FUTURE APPLICATIONS

Abstract In this article, the research associated with the successful development of new products is reviewed. From the research, 17 factors are described as being critical to innovative success. Despite this knowledge, however, it is demonstrated that the factors associated with success have largely failed to be translated into practical guides for action. One reason suggested for this is that the research is too generic, and that a product-specific approach based on firms’ unique “needs” for improved development is more appropriate. Using an approach recently developed via the uptake of concurrent engineering, the study concludes with a tentative framework for the application of the known success factors in new product development.

Agile manufacturing: A management and operational framework

Abstract Manufacturing companies are now operating in fast-moving commercial environments where unanticipated threats and opportunities are the order of the day. Agile manufacturing in such environments means understanding the environment and being flexible, cost effective and productive with consistent high quality. Each company will respond in a different way to deploy its own agile characteristics. This paper describes research that tackles the problem of identifying what characteristics constitute agile manufacture and proposes a framework for evaluating and developing agile manufacturing. Manufacturing enterprises involve people, organization, technology, processes and information, and no commonly accepted practical reference framework exists to investigate, analyse and evaluate the ability to deal with change. The research is based on a wide-ranging review of agile manufacture and manufacturing architectures. From this review, a conceptual agile manufacturing model was developed and used in a study of 18 manufacturing companies. Subsequently, a framework for analysing and developing a companys agile characteristics is described. The paper concludes by discussing three case studies in detail and proposing the key characteristics of agile manufacturing.

Success in New Product Development: The Lessons from the Past

The major research studies into success and failure in new product development that have been conducted over the last 40 years are reviewed. These have provided consistent evidence, especially in the management of the development process, of attributes associated with success. It is shown that most of the studies have produced results that are not in a form for easy application by practitioners. A methodology as to how the past lessons may be applied practically is proposed.

Supply Chain Management in Smes - Benchmarking Best Practice Core Competencies

This paper describes a research programme aimed at defining how the benchmarking of SME core competencies could be used as a promoter of growth. It proposes a methodology for assessing and benchmarking supply chain management (SCM) best practice for SMEs based on key business core competencies. The development of a self assessment tool, to enable an SME to measure its own capability in key business practices is described, together with case studies of how the tool has been applied in SMEs individually and in groups. The tool allows a company to compare its own performance against wider SCM requirements and to then define a programme of work that will lead to growth targets.

New Product Development: Organisation and Current Practice

The results of a three‐year research programme into the current practice and organisation of new product development are described. The results of a major survey of some 150 companies, in which the McKinsey 7S model was used to provide a structured analysis of all aspects of new product development are detailed. Clear trends and changes were defined, and were supported by detailed structured interviews.

Management and Organisational Factors in New Product Development (NPD) Success

The desire to improve the performance of their new product development activities and process is firmly established within companies. This paper describes an attempt to produce an evaluation taxonomy and framework to enable comparisons to assess their NPD performance and the factors leading to success. This framework is based on a products complexities (structural and functional) and related factors and commercial constraints. In particular, it looks at the management and organisational factors involved in NPD and how these may be enhanced to increase NPD success rates. These factors were investigated during a three-year Engineering and Physi cal Sciences Research Council (EPSRC) funded research programme. The outcome of this research programme is the Assessment Tool and Methodology (ATM) which evaluates a companys NPD activities and process performance. The various ways in which the ATM may be used are explained. Significant findings relating to success in product development are shown from the initial results comparing successful product devel opments from a variety of companies. Also described are the results of a survey of company based NPD performance improvement ap proaches and the related NPD performance measurement systems and metrics being used. The results from the use of the ATM with Japanese companies within Japan are also included as a comparison.

A Sphenomorphic Model for the Management of Innovation in a Complex Environment

Introduces a new model of the “management of innovation” process, especially as it applies to the complex environment of engineering based new product development programmes. A review of previous attempts at modelling the management of innovation concludes that such models are becoming inadequate in view of the increasing complexity and changing conditions now influencing the innovation process. Addresses the question “can innovation be managed?” by looking in detail at the innovation process. Uses current ideas on managing complexity and chaotic systems to develop a recursive model, which, from its wedge‐like shape, is termed a “sphenomorph”. A hierarchical collection of sphenomorphs combine to form a complete innovation process. Further, each sphenomorph comprises four distinct stages, each requiring a different management style for success. Considers the need for adaptive managers, capable of dealing with all four stages of the innovation process, and reviews methods whereby such management characteris...

A survey of the activities, problems and training needs of technical managers

Abstract This article describes the results of a research programme which investigated the main managerial activities, problems and training needs of Technical Managers. The nature and extent of the problem faced by Technical Managers, especially in handling people, innovation and money-related activities, is clearly shown. The effect that various influencing factors (such as age, managerial content of the job, etc.) had on activities and the related problems is defined and discussed. Personal skills development requirements are also defined and discussed. General conclusions are drawn regarding training needs. Finally the nature, content and timing of appropriate training programmes are suggested. This is done both from the individuals and the organizations viewpoints.

Knowledge, power and trust in SME e-based virtual organisations

This article uses e-business-based SME clusters as a model to explore the issues of collaboration in virtual organisations. It discusses the key issues of e-business for SMEs and how they approach working in partnerships and networks. The role of core competence knowledge equivalency across the partnership is assessed and examined. The influences of knowledge, power and trust on virtual organisations are examined both theoretically and via a major case study with 25 SMEs. Lessons for promoting SME virtual organisations are drawn together with specific recommendations for successful e-business-based partnerships.

Benchmarking best practice in SMEs for growth

The paper proposes a methodology for best practice self-assessment for SMEs based on key business practices. The development of a self-assessment tool, to enable the SME to measure its own capability in key business practices, is described, together with an illustration of how the tool has been applied in SMEs. The tool is designed to support business growth by assessing best practice in a range of key business activities. This then allows the company to define a programme of work that will lead to growth targets. The tool thus offers as a method to identify key areas for development as a precursor to accessing tailored business support, rather than generic, unfocused support.