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Modeling and virtual prototyping
Published in Fuewen Frank Liou, Rapid Prototyping and Engineering Applications, 2019
One major barrier in a collaborative product development process is the difficulty in information exchange between personnel from various departments and vendors, especially those working at different locations. The aim of the research here is to provide a tool for rapid product development using resources and expertise at different locations. These distributed resources, expertise, and products may belong to the same manufacturing companies at different locations or to independent consultants or suppliers. Advancements in communication systems, such as tele- and video-conferencing, have enhanced the information sharing capability between different engineering domains. However, mere sharing of information does not complete an ideal collaborative product development environment. An equally critical aspect is the “interaction” capability between various domains. Data sharing ability merely emphasizes the structured and syntactic aspects of information flowing between disparate domains; it is the interaction between disparate domains that captures the true spirit of integration. This interaction could be in the form of online audio–visual communication, textual information exchange, live video of the working environment or product, online manipulation of CAD, or virtual environment.
Business Improvement through Innovation in Construction Firms: The ‘Excellence’ Approach
Published in Ben Obinero Uwakweh, Issam A. Minkarah, 10th Symposium Construction Innovation and Global Competitiveness, 2002
Herbert S. Robinson, Patricia M. carrillo, Chimay J. Anumba, Ahmed M. Al-Ghassan
Toye, G.Cutkosky, M.R., Leifer, L.J., Tenenbaum, J.M., and Glicksman, J. (1993). SHARE: a methodology and environment for collaborative product development. In Post-Proceedings of the IEEE infrastructure for collaborative enterprises.
Collaborative practices in new product development projects involving suppliers
Published in Production Planning & Control, 2020
Marie-Anne Le Dain, Valéry Merminod, Matthieu Yager
Hibbert, Huxham, and Ring (2010) highlighted that NPD collaboration is too complex and idiosyncratic for precise prescriptive remedies. In this respect, some scholars focused on practices enacted by project team members to work with, within and across geographic locations and cultural differences (Cook and Brown 1999; Orlikowski 2002). For these authors, practices are by definition situationally constituted and generated through an actor’s everyday action. They reported that the success of NPD collaboration is rooted in the use of these practices through which members constitute a collective competence in knowing how to perform collaborative product development work. Orlikowski (2002) defines five types of knowing and associated collaborative practices that an organization has to perform (Table 1). These practices should be interdependent and overlapping according to the specific activities engaged in by members of the project team. They were developed from an empirical study related to a distributed NPD project conducted in a multinational company.
Promoting product idea contribution of heterogeneous users for product improvement in online innovation communities
Published in International Journal of Production Research, 2023
Wei Liu, Ruirui Chai, Xinyan Cao, Xiang Fang, Yu Yang
Product design processes are knowledge-intensive activities for manufacturers that affect the subsequent stages of production, sales, and customer service, and essentially the success of a particular product (Wu et al. 2021; Zhen, Jiang, and Song 2011; Mendikoa et al. 2008). Product development can be challenging in today’s marketplace due to rapid changes of customer tastes (Tuli and Shankar 2015). Therefore, many companies have shifted their approach to a customer-centric style by involving customers in product design processes (Zheng et al. 2019). Firms often times need to collaborate with customers in product development projects in order to better understand customers’ needs and bring products to the market more efficiently (Schmidt et al. 2021; Koufteros, Vonderembse, and Jayaram 2005). Traditionally, manufacturers have leveraged integrated Information Technology (IT) solutions to support collaborative product development. Examples of such IT solutions include collaborative computer-aided design, engineering, and manufacturing systems (Li and Qiu 2006), fuzzy rule based systems (Arsenyan and Büyüközkan 2016), web-based XML information sharing system (Tsai, Sun, and Huang 2006), and agent-based simulation methodology (Zhang et al. 2009). These solutions allow manufacturers to work closely with customers to get valuable inputs into their product design process. In recent decades, a digital platform business model has risen rapidly, driven by emerging digital technologies, such as block chain, web2.0, and mobile internet. These platforms have become more instrumental for product manufacturers and service providers owing to their great potential to drive collaboration as well as gain access to the collective wisdom and expertise of individuals (Ghazawneh and Henfridsson 2013; Kusiak 2021; Nambisan et al. 2017). For instance, online innovation communities have emerged as open innovation platforms and played an increasingly important role in product development and improvement (Nambisan 2017; Nambisan et al. 2017; Yoo, Henfridsson, and Lyytinen 2010) by extending beyond their boundaries to integrate users into firms’ product development processes (Gawer and Cusumano 2002; Parker, Van Alstyne, and Choudary 2016; Porter and Donthu 2008). The internet-enabled communities often use a series of channels such as wikis, blogs, and discussion forums to make it easier for product users to exchange innovative ideas (Fombelle, Bone, and Lemon 2016) since these product users can be geographically distributed all over the world (Martinez-Torres 2014). Several well-known corporations have launched online innovation communities, including Salesforce.com (IdeaExchange), Dell (Dell IdeaStorm), Starbucks (My Starbucks Ideas), Xiaomi (MIUI NFD Forum) and Adobe (Adobe Lab Ideas), to connect and encourage their product users to contribute product design ideas. These collaborative product development practices that are driven by online innovation communities have strengthened product-user relationships, gathered inputs and feedback for an existing product or a new product, reduced support costs, and improved the market response agility and customer satisfaction. (Chen, Marsden, and Zhang 2012; Gruner, Homburg, and Lukas 2014; Zhang et al. 2009).