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design automation conference | 2006

PLATFORM-BASED DESIGN AND DEVELOPMENT: CURRENT TRENDS AND NEEDS IN INDUSTRY

Timothy W. Simpson; Tucker J. Marion; Olivier L. de Weck; Katja Hölttä-Otto; Michael Kokkolaras; Steven B. Shooter

Many companies constantly struggle to find cost-effective solutions to satisfy the diverse demands of their customers. In this paper, we report on two recent industry-focused conferences that emphasized platform design, development, and deployment as a means to increase variety, shorten lead-times, and reduce development and production costs. The first conference, Platform Management for Continued Growth, was held November-December 2004 in Atlanta, Georgia, and the second, 2005 Innovations in Product Development Conference - Product Families and Platforms: From Strategic Innovation to Implementation, was held in November 2005 in Cambridge, Massachusetts. The two conferences featured presentations from academia and more than 20 companies who shared their successes and frustrations with platform design and deployment, platform-based product development, and product family planning. Our intent is to provide a summary of the common themes that we observed in these two conferences. Based on this discussion, we extrapolate upon industry’s needs in platform design, development, and deployment to stimulate and catalyze future work in this important area of research.


International Journal of Production Research | 2007

A cost-based methodology for evaluating product platform commonality sourcing decisions with two examples

Tucker J. Marion; Henri J. Thevenot; Timothy W. Simpson

As more US companies source tooling development and manufacturing overseas in countries like China and Taiwan, are the need and primary drivers for product platforms diminishing? As tooling cost is reduced to a very small percentage of the total project cost, combined with availability of inexpensive purchased components and low labour rates, the need to develop product platforms can decrease substantially. Low cost outsourcing has given firms the ability to develop and manufacture products cheaply without having to spend the additional time and effort to develop product platforms and families. In this paper, two examples involving two consumer product companies and their product lines are presented. Product family components and estimated tooling costs are analyzed, as well as development timing and profit margins to demonstrate why companies are moving away from product platforms in certain types of consumer products. A novel methodology using component commonality decisions relating to major cost drivers is introduced and applied to both examples. Based on the evidence from the examples presented in this paper, there appears to be little financial or functional benefit to develop product platforms that share common components or subsystems when these products are being manufactured offshore; however, even when considering outsourcing, platform-based product development principles can still yield tangible improvements in production costs over the life of the product.


R & D Management | 2012

The university entrepreneur: a census and survey of attributes and outcomes

Tucker J. Marion; Denise R. Dunlap; John H. Friar

This study looks at 400 technology transfer disclosures and their inventors over a 10‐year period at a large US research university. We find that faculty productivity in terms of patenting is not related to commercialization success, but entrepreneurial qualities are significantly correlated. Results indicate that the significant factors in successfully forming a university spin‐out are the level of experience of the faculty member and participation in an industry sponsored research agreement. We also find that the academic inventors entrepreneurial experience and inclination toward commercialization have the most positive impacts on the formation of a new venture.


Research-technology Management | 2012

Managing Global Outsourcing to Enhance Lean Innovation

Tucker J. Marion; John H. Friar

OVERVIEW: A key to effective and efficient R&D is the ability to commercialize new products quickly and effectively while leveraging the advantages of global outsourcing. The growing role of global outsourcing in new product development (NPD) represents a paradigm shift that has had a large impact on innovation and commercialization. In this article the use of outside innovation and commercialization resources, from contract employees to short-run manufacturers, is explored. We synthesize our research into four areas where R&D managers can most effectively leverage outsourcing throughout the innovation continuum. Opportunities include developing strong strategic partnerships with outside vendors, using rapid prototyping resources to support agile development, using short-run manufacturers to test products and markets before building to volume, and using expert contractors to reduce fixed personnel costs.


design automation conference | 2006

Two Methodologies for Identifying Product Platform Elements Within an Existing Set of Products

Elizabeth D. Steva; Elizabeth N. Rice; Tucker J. Marion; Timothy W. Simpson; Robert B. Stone

As companies are pressured to decrease product development costs concurrently with increasing product variety, the need to develop products based upon common components and platforms is growing. Determining why a platform worked, or alternatively why it did not, is an important step in the successful implementation of product families and product platforms in any industry. Unfortunately, published literature on platform identification and product family analysis using product dissection and reverse engineering methods is surprisingly sparse. This paper introduces two platform identification methodologies that use different combinations of tools that can be readily applied based on information obtained directly from product dissection. The first methodology uses only the Bills-of-Materials and Design Structure Matrices while the second utilizes function diagrams, Function-Component Matrices, Product-Vector Matrices, and Design Structure Matrices to perform a more in-depth analysis of the set of products. Both methodologies are used to identify the platform elements in a set of five single-use cameras available in the market. The proposed methodologies identify the film advance and shutter actuation platform elements of the cameras, which include seven distinct components. The results are discussed in detail along with limitations of these two methodologies.© 2006 ASME


Archive | 2006

Platform Leveraging Strategies and Market Segmentation

Tucker J. Marion; Timothy W. Simpson

As firms begin to adopt product family and product platform principles in the beginning stages of the product development process, an essential component is to have a cohesive market segmentation strategy for the product family. Managing innovation throughout the product family can be achieved by leveraging three elements within the organization: (1) the market applications for the technology, (2) the company’s product platforms, (3) and the common technical and organization building blocks that form the basis of the product platform (Meyer and Lehnerd, 1997). Implementing this strategy can allow the organization to attack different market segments and gain market share while benefiting from the cost advantage of using product families and sharing key common technological modules. This chapter builds upon the product platform planning methods described in Chapter 2 and explores the history of the market segmentation of product platforms. We describe the principles and tools behind market segmentation and include several examples showing how companies have used this process.


Research-technology Management | 2010

Innovating for Effectiveness: Lessons from Design Firms

Marc H. Meyer; Tucker J. Marion

OVERVIEW: Product and business innovation are integral to corporate growth. Insights into improving the design and development process can help achieve better innovation outcomes. We report the findings of a study of design firms—including IDEO and Continuum—that are recognized as standard bearers for innovation. We found that these firms use special approaches to innovation that include team structure, governance, and milestone planning processes. We synthesize the findings into five lessons for the R&D manager: apply user-centered design, define the innovation opportunity space strategically, use agile prototyping, establish communities of practice, and avoid rigorously gated management processes. We offer strategies for implementing these lessons in the R&D organization.


Information & Management | 2016

The impact of the frequency of usage of IT artifacts on predevelopment performance in the NPD process

Mike Reid; Erik Jan Hultink; Tucker J. Marion; Gloria Barczak

Responses from 152 managers from a wide range of industries were used to test a conceptual model examining the influence of information technology (IT) and non-IT resources on IT capabilities and their subsequent effects on predevelopment stage outcomes. It was found that the resources of IT infrastructure, IT embeddedness, firms outward focus, and competitive intensity have varied effects on the frequency of usage of general-purpose and collaborative IT artifacts. Firms with higher levels of usage of collaborative artifacts in their NPD process have improved predevelopment stage performance, including the number of generated concepts and prototypes, and more efficient new product development (NPD) team collaboration.


ASME 2006 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference | 2006

Design for Mass Customization in the Early Stages of Product Development

Tucker J. Marion; Matthew Freyer; Timothy W. Simpson; Richard A. Wysk

This paper describes a method for the early stages of new product development that supports the conceptual design of modular, platform-based, and customizable components. The method includes up-front product planning encompassing definition of customer requirements, market segmentation, and competitive product analysis, ultimately leading to product specifications. The results from product planning are combined with tools for developing a product platform architecture with easily customizable customer interface components, which are based on well-defined interfaces. The method and tools are applied to a family of bactericidal door handle products. The major elements of the customizable door handle product architecture are defined, and several concepts are generated that utilize modularity, customization, and product platforms within a single design. The results are discussed in detail with specific comments on applying up-front planning and design tools in terms of modularity and customization for commercialization based on well-defined interfaces. Finally, we conclude with comments on the limitations of the method, proposed improvements, and future work.Copyright


Journal of Leadership & Organizational Studies | 2016

Organizing for Innovation Ambidexterity in Emerging Markets Taking Advantage of Supplier Involvement and Foreignness

Denise R. Dunlap; Ronaldo Parente; José-Mauricio G. Geleilate; Tucker J. Marion

Firms struggle to be ambidextrous in the sense of being able to successfully manage both new and incremental innovation activities simultaneously. Applying the knowledge-based view, we examine the important moderating influences of supplier involvement and foreignness on the relationship between innovation ambidexterity and performance. We test our hypotheses at the business-unit level of analysis in the emerging market of Brazil. We examine two types of innovation ambidexterity: the balanced dimension and the combined dimension. We found that firms possessing greater supplier involvement reap higher performance benefits from the combined dimension of innovation ambidexterity. Last, foreign subsidiaries also achieved higher levels of performance than domestic firms from the combined dimension of innovation ambidexterity.

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Timothy W. Simpson

Pennsylvania State University

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Gloria Barczak

College of Business Administration

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Marc H. Meyer

College of Business Administration

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Marc H. Meyer

College of Business Administration

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Erik Jan Hultink

Delft University of Technology

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