• Journal of Information Technology Services
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• v.18 no.5
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• pp.209-224
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• 2019

When evaluating the performance of a NPD(New Product Development) project, it is common to evaluate the project performance according to the achievement of the planned goal in terms of time, quality and cost management, which are usually three main constraints of the project. The evaluation of the financial factors by which sales contributed to the return of the company is more influential. This is why companies need to increase sales and raise profits. Therefore, it is more reasonable to evaluate the sales performance of NPD projects over a certain period of time against the input costs. At this time, we can analyze the causes of inefficient projects and compare them with other projects and find out how to improve the sales performance to help the company increase its competitiveness. In this paper, we analyze the relative efficiency of the sales performance on the input of the projects by using the actual sales in the period of one year after mass production of the NPD projects of 'S' company in ICT industry. Input factors include developer resource and development cost for the NPD reported after the project has been completed, the delay weeks for the schedule targeted at the project planning stage, and the number of quality issues due to development design faults during initial mass-production. The sales figure and the contribution margin of the product after one year from the start of mass production are defined as the output factors. In this paper, we analyze the efficiency of the projects by using data envelope analysis (DEA). As a result, we found out the reason of the inefficient project of DMUs according to the differences in the characteristics of the efficient and inefficient B2B markets based on the result of DEA of NPD projects. Thus, the goal of this paper is to identify strategies for improving sales performance of NPD projects in inefficient markets.

• Proceedings of the Korea Information Processing Society Conference
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• 2014.04a
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• pp.578-581
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• 2014

은행의 경영환경은 급변하고 금융시장에서의 경쟁은 심화되고 있는 가운데 은행의 경쟁력 확보는 상품의 시장 진입 속도에 달려있으나, 상품 개발의 지연으로 시장 점유율의 확대 기회를 놓치고 있는 실정이다. 이에 국내 은행들은 시장 선점을 위해 IT기반의 금융 신상품 개발에 많은 투자를 하고 있다. 본 연구는 신속한 금융 신상품 개발을 위해 상품 조건들을 레고 블록처럼 조립하면 쉽고 빠르게 상품이 만들어 지는 IT기반의 상품 팩토리의 아키텍처와 상품 생성 관계도를 정의하며, 변동금리와 층화(Tier) 계층의 상품 생성에 효율적인 매트릭스 조건의 이율형을 제시한다. 아울러 이러한 기반을 활용한 시스템의 개발 생산성과 프로젝트의 특성 및 효과 등을 검증한다.

• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.123-127
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• 2005

This paper considers a set of project management practices for government R&D projects, enterprise R&D projects and new product design project. The approach of managing multi-project is proposed by the use of organizational structure and control.

• Korean Management Science Review
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• v.16 no.2
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• pp.13-32
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• 1999

Concurrent Engineering is one of the information-based product development approach. Yet, the method of organizing the project team for the concurrent engineering is not clear. This study focuses on deriving a method to organize an information-based project team. The model consists of 4 layers : IT infrastructure, organization of the information-based project team, operation of the project team, an organization culture. Based on an analysis of new product development case, this study attempts to verify the model and to suggest more effective way of organization design and management for new product development.

• International Journal of Quality Innovation
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• v.3 no.2
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• pp.138-158
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• 2002

Nowadays, new product development (NPD) is one of the most crucial factors for business success. The manufacturing firms cannot afford the resources in the long development cycle and the costly redesigns. Good product planning is crucial to ensure the success of NPD, while the Quality Function deployment (QFD) is an effective tool to help the decision makers to determine appropriate product specifications in the product planning stage. Traditionally, in the QFD, the product specifications are determined by a rather subjective evaluation, which is based on the knowledge and experience of the decision makers. In this paper, the traditional QFD methodology is firstly reviewed. An improved Hybrid Quality Function Deployment (HQFD) [MSOfficel] then presented to tackle the shortcomings of traditional QFD methodologies in determining the engineering characteristics. A structured questionnaire to collect and analyze the customer requirements, a methodology to establish a QFD record base and effective case retrieval, and a model to more objectively determine the target values of engineering characteristics are also described.

• International Commerce and Information Review
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• v.15 no.1
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• pp.117-134
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• 2013

This study examines the moderating effect of HQ-subsidiary cooperation on the relationships between standardization and on-time completion of new product development (NPD) and international new product rollout (INPR). It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that the higher the HQ-subsidiary/agent cooperation, the stronger the effect of NPD timeliness on INPR timeliness. However, HQ-subsidiary cooperation does not moderate the relationship between standardization and INPR timeliness. Under conditions in which the subsidiary and headquarters have a positive relationship, open communications, and regular interactions, more successful new product development in terms of planned time schedule is strongly associated with a much faster introduction to overseas markets.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.10
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• pp.558-566
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• 2020

New Product Development (NPD) is essential for companies' survival, and continuous growth in the rapidly changing, convergence and business environment, and companies need to collaborate with their internal and external partners to improve performance in NPD. This research examined the integrated relationship between NPD (Cross-functional collaboration, and supplier collaboration) and collaborative communication (formality and reciprocal feedback) on corporate performance. The employees who worked in manufacturing for more than one year with experience in NPD were tested. The reliability and feasibility were assessed using the sample 272 data. The results are summarized as follows. First, cross-functional collaboration and supplier collaboration, which are the factors of NPD collaboration, had a significant positive effect on formality. Second, formality and reciprocal feedback had a significant positive effect on reciprocal feedback and corporate performance. Therefore, for successful NPD, manufacturing companies need to establish efficient management strategies and communicate officially and reciprocally to maximize productivity and efficiency based on the reciprocal partnership between suppliers. To accomplish this, companies need to plan effective communication strategies to respond quickly to internal and external partners' needs.

• Journal of Technology Innovation
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• v.21 no.1
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• pp.165-198
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• 2013

The purpose of the study is to identify risk factors and analyze risk impacts to increase R&D outcome by taking into consideration the activities undertaken in each phase of New Product Development(NPD) process. The paper builds on survey research that has been developed new IT products within the past 5 years at SAMSUNG and LG subsidiaries in the Republic of Korea. This study identified risk factors in accordance with NPD process and evaluated the identified risk factors with survey questionnaires. To analyze the risk impacts were used to perform a logistic regression analysis based on R&D output. The impact of risk factors were higher for the low-output group. High-output group took a risk into consideration unique undertakings in project management and managed risk factors effectively in order to increase R&D output. Consequently, with the aim of improving output of R&D, a risk management is necessary to identify the risk factors for each phase of NPD and focus on managing risk factors with great effect.

• Industrial Engineering and Management Systems
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• v.10 no.1
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• pp.34-42
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• 2011

Many companies open multiple projects simultaneously due to market trends, which results in a crowding out effect because of limited resources. R&D engineers become overloaded and scheduling of product development is delayed resulting in timing misses and lost sales leads. The company in this case study (Company A), often opens up many projects simultaneously in order to respond to market needs quickly. The engineers are overloaded and, of course, the schedule is delayed. In order to identify problems, Company A began using Dr. Goldratt's Thinking Processes (TP) during new product development (NPD). When the analysis phase of TP was completed, Company A's core problem was identified as "the quantity of kick-off projects." Consequently, new rules and conditions and procedures were proposed for the opening, suspending, stopping, and closing of projects. Finally, the "Future Reality Tree" ensured that the proposed rules, conditions and procedures were set up as an available solution approved for practical application by executives. After a one-year trial run, the results showed that the Project Duration Rate was reduced by 53%, the Project Closed Rate was increased by 140% and the Project on Time Rate was increased from 10% to 68%. The above results give significant evidence of the benefits of the proposed methodology.

• Journal of Technology Innovation
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• v.21 no.2
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• pp.57-84
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• 2013

New product development(NPD) is imperative management activity for growth and survival of the firm. In the context of the small and medium-sized enterprises(SMEs), the firm became further dependent upon NPD with the increasing turbulence in environments. This research suggests the role of entrepreneurship orientation(EO) and absorptive capacity(ACAP) that affect the success rate of NPD in SMEs. Although each of them has been highlighted as critical resources in the aspect of the sustainable competitive advantage, the relationship and the effect between EO and ACAP have received scant attention. Based on the sample of 261 Korean SMEs, this study examines the direct/indirect effect of EO and ACAP on NPD performance. While innovativeness of EO has the direct effect on NPD performance, both risk-taking and proactiveness of EO show no significance. While realized ACAP has the positive influence on NPD performance, potential ACAP shows no significant influence. In addition, we found that the impact of innovativeness on NPD performance was being partially mediated by ACAP whereas the relationship between proactiveness and NPD performance being fully mediated by ACAP. These findings would provide generic insights that both exploration and exploitation regarding knowledge and resources in SMEs are necessary in order to increase NPD performance and two activities have to align with EO.