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Product Platforms (product + platform)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Selected Abstracts

Options-Based Multi-Objective Evaluation of Product Platforms

NAVAL ENGINEERS JOURNAL, Issue 3 2007
JAVIER P. GONZALEZ-ZUGASTI
A platform is the set of elements and interfaces that are common to a family of products. Design teams must choose among feasible platform concepts upon which a product family could be based, often involving new technologies. Multiple performance objectives need to be considered. A standard approach is to convert the performance outcomes into financial figures, which can then be weighed against the required investments. However, it is not always possible to transform performance outcomes (benefits) into monetary terms, such as in defense or highly technical projects. A multi-objective form of real-options-based platform selection is developed. Systems are compared based on multiple technical and economic goals, incorporating uncertainty by representing the unknown factors during the subsequent development process with probability distributions. The range of uncertain outcomes is integrated into single expected measures of effectiveness, which can then be applied to select the most appropriate platform and set of support product variants. An application to the design of platform-based families of naval high-speed ships is shown. [source]

Experience-based learning in innovation and production

R & D MANAGEMENT, Issue 2 2008
Mark Pruett
How can we model and document the impact of experience in product innovation? We use data on the innovation and production histories of 294 product platforms to explore experience-based learning. We extend learning curve concepts from their traditional domain , the production process , into the product innovation process to build and test a richer, quantitative model of learning. The results suggest that learning occurs differently in the innovation process than in production. They also suggest that how and where a firm learns depend in part on the complexity of product components and sub-systems. Finally, we discuss the competitive implications for product innovation. [source]

Bringing High Technology to Market: Successful Strategies Employed in the Worldwide Software Industry

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2006
Chris Easingwood
The launch stage can be critical for many new products, but particularly so for technology-intensive ones. This study examines this key stage in a high-tech sector: the worldwide computer software industry. Using a research instrument developed across a number of high-tech sectors, but adapted to the targeted sector, it describes a worldwide telephone-based survey of 300 organizations, resulting in 190 interviews, a response rate of 63%. It shows that five distinct and interpretable strategies are employed: (1) alliance strategy involves forming early strategic alliances as well as tactical alliances at the execution stage together with the development of unique distribution channels; (2) targeted low risk attempts to reduce the risk of adoption among identified segments by producing versions of the product specifically customized to the segments; (3) low-price original equipment manufacturer (OEM) is the only price-driven strategy and combines low price with channel building to OEMs who are looking for attractive price-to-performance ratios; (4) broadly based market preparation is an early-stage strategy that concentrates on educating the market vis-à-vis the technology and developing channels; and (5) niche-based technological superiority uses a technologically superior product to dominate a niche and corresponds closely to the chasm-crossing strategy expounded by Moore and others. Regarding superior product performance, successful software companies first of all engage in a broadly based preparation of the market but switch to a targeted strategy at the following stages of positioning and execution, built around superior technological performance and reduced risk. A somewhat different mix of strategies is adopted when the objective is superior market development, namely opening up new markets, reaching new customers, and developing new product platforms. Again the mix includes broadly based market preparation, this time along with alliances. This strategy is very much about working with partners. The broadly based market preparation strategy is key for both objectives, is long term in nature, and avoids narrowly defined niches. It seems that starting broad based and narrowing down, perhaps to a niche, only at a later stage when this is clearly the appropriate thing to do, pays dividends. [source]

Managing platform architectures and manufacturing processes for nonassembled products

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2002
Marc H. Meyer
The article presents methods for defining product platforms and measuring business performance in process intensive industries. We first show how process intensive product platforms can be defined using the products and processes of a film manufacturer. We then present an empirical method for understanding the dynamics of process intensive platform innovation, allocating engineering and sales data to specific platform and product development efforts within a product family. We applied this method to a major product line of a materials manufacturer. We gathered ten years of engineering and manufacturing cost data and allocated these to successive platforms and products, and then generated R&D performance measures. These data show the dynamic of heavy capital spending relative to product engineering as one might expect in a process intensive industries. The data also show how derivative products can be leveraged from underlying product platforms and processes for nonassembled products. Embedded within these data are strategies for creating reusable subsystems (comprising components, materials, etc.) and common production processes. Hard data on the degree to which subsystems and processes are shared across different products frequently are typically not maintained by corporations for the duration needed to understand the dynamics of evolving product families. For this reason, we developed and applied a second method to assess the degree of reuse of subsystems and processes. This method asks engineering managers to provide subjective ratings on an ordinal scale regarding the use of technology and processes from one product to the next in a cumulative manner. We find that high levels of reuse generally indicate that a product family was developed with a platform discipline. We applied this measure of platform intensity to two product lines of integrated circuits from another large manufacturer. We used this method to gather approximately ten years of information for each product family. Upon analysis, one product family showed substantial platform discipline, emphasizing a common architecture and processes across specific products within the product line. The other product family was developed with significantly less sharing and reuse of architecture, components, and processes. We then found that the platform centric product family outperformed the latter along a number of performance dimensions over the course of the decade under examination. [source]