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Industry 4.0: Opportunities and Challenges for Turkey
Published in Kaushik Kumar, Divya Zindani, J. Paulo Davim, Digital Manufacturing and Assembly Systems in Industry 4.0, 2019
Hakan Erkurt, Özalp Vayvay, Elif Yolbulan Okan
In this context, it should be planned to establish joint technology initiatives in our country through public–private partnerships and to provide financial support to common research infrastructure and innovation clusters. For these purposes, consultancy, meeting with investors, providing appropriate incentives, entrepreneurship trainings, creating success stories, presenting to market and commercialization, mass funding, venture capital, and incubation center applications can be suggested. In order to capturing industry 4.0, which is a fundamental factor and opportunity for growth of Turkey’s industry and increasing competitiveness, it is necessary for all stakeholders to work with a focus on a common country plan and target, to establish a platform and to uncover a road map.
LEOMS Application to Transactional Processes
Published in Paul C. Husby, Jerome Hamilton, Make Your Business a Lean Business, 2017
Paul C. Husby, Jerome Hamilton
Lean thinking and tools should also be applied to new product development and commercialization processes. Increasing speed and effectiveness of commercialization will not only have significant cost benefits but also create strategic advantage if new product commercialization cycle times become significantly faster than competitors. In addition, focus on customer value leads development organizations to team up with factory operations to ensure that sufficient process capability exists to reliably and repeatedly produce new designed products. This benefit is strategically valuable to both product innovation leaders and fast followers to sustain their competitive positions. The use of value stream maps to understand end-to-end commercialization processes along with their cycle times, review and approval delays, waiting time, capacity barriers, and skill barriers all provide myriad opportunities to improve speed, effectiveness, and cost of commercialization. LEOMS thinking will challenge the status quo:
Designing the Product
Published in David M. Anderson, Design for Manufacturability, 2020
Commercialization is the process that converts ideas, research, or prototypes into viable products and production systems that retain the desired functionality, while designing the product to be readily manufacturable at low cost and launched or implemented quickly with high quality designed in.
A MORF-Vision Method for Strategic Creation of IoT Solution Opportunities
Published in International Journal of Human–Computer Interaction, 2019
Heekyung Moon, Sung H. Han, Jiyoung Kwahk
The innovation process is often presented as a sequence of three phases: the fuzzy front end (FFE), new product development (NPD), and commercialization (Hassi & Wever, 2010; Koen et al., 2002). The FFE is the initial phase of the innovation process, during which opportunities or problems are identified and initial ideas are created and evaluated (Hassi & Wever, 2010). This phase is called “fuzzy” because at this point the objectives and even the methods to solve them are ill-defined. Designing a new product or service is often defined in a fuzzy manner with unclear objectives. Ill-defined problems can be solved by creative problem solving (Puccio, Firestien, Coyle, & Masucci, 2006). Constructing problems in multiple ways was shown to improve creative problem solving (Illies & Reiter-Palmon, 2004). In this study, “opportunity” includes “problem,” “need,” and “requirement” or users.
Modeling the firm's response to research & development tax credit policies
Published in The Engineering Economist, 2018
Yuchen Li, Yada Zhu, Thomas O. Boucher
The activity underlying the s-curve may be explained as follows. During the precommercial phases of R&D, scientific work is directed toward improving important performance characteristics of the technology so that it will improve the economic value as a commercial product. R&D will also be directed toward developing manufacturing methods at the pilot plant level to manufacture the products of the technology so that they will achieve the desired production performance at acceptable cost. As the products of the technology meet the economic criteria for commercialization, the enterprise enters its prototype manufacturing phase in which manufacturability is proven. All project costs up to this point are R&D related. Depending on the level of success of the precommercial phase, it may be followed by commercial production, which includes a combination of capital investment costs, operational cost, and continued R&D investment to obtain remaining improvements in the technology.
An investigation and evaluation of computer-aided design model complexity metrics
Published in Computer-Aided Design and Applications, 2018
Michael D. Johnson, Lauralee M. Valverde, William D. Thomison
Computer-aided design (CAD) tools are vital to the modern product development and commercialization process. As some companies move towards a model based enterprise (MBE); their role becomes more critical. In the MBE, the CAD model is at the nexus of design and development activities; various professionals in the MBE will access the digital representation of the part to complete numerous tasks (e.g., finite element analysis or computer-aided manufacturing) [18]. CAD assists in improving the development process through virtual development [4]. The combination of these various computer-aided design tools is known as CAx and has become an integral part of product commercialization [15]. This requires the ability to share data across the enterprise [25]. Given the role of the CAD model in the development process, it is important to understand how various aspects of the model may impact its use in some of these tasks. One important aspect of CAD models that impacts numerous functions is the complexity of the model or component. There is no standard objective complexity metric used to assess a component in CAD [1].