• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.40-54
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• 2006

Recently, Kim and Mauborgne [40] has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy (BONPDS), and attempts to examine how much this BONPDS has impact on new product peformance, compared to existing new Product development strategy Perspectives (i.e., competitive strategy-based new product development strategy and resource-based new product development strategy) in an empirical way. The research result shows that the BONPDS has greater impact on new product performance than existing new product development strategies. In addition, it is revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the BONPDS and new product performance. The BONPDS is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• Journal of Engineering Education Research
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• v.22 no.4
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• pp.61-70
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• 2019

As product development process becomes complex, it becomes more important for engineering students to experience collaborative product development. Especially the collaboration experience based on Product Data Management (PDM) systems is useful, since participants are likely to use the same environment for their professional product development. However, instructors have difficulties to evaluate contribution of each participant to their projects during the practices, since it is hard to trace personal activities for collaborative design processes. To solve this problem, this study suggests a data-driven objective method that analyses product data accumulated in PDM databases to evaluate numerically calculated contributions of participants to their class projects. As a result, the quantitative measures provided by the data-driven analysis with qualitative measures for project results can improve the fairness and quality of evaluation of contributions of participants to collaborative projects. This study implemented the proposed evaluation method with an information system and discussed the result of the application of the system to product development practices.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.240-247
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• 2021

As competition among companies has intensified and the life cycle of products has been shortened, strong innovation is needed to meet consumers' needs. In addition, it is necessary to shorten the life cycle of the product and reduce the time required for technology development for the competitive advantage of the product. In particular, venture companies where new technologies and ideas are important require more innovative capabilities than others companies. Therefore, this study analyzed the impact of technology innovation capabilities (product development process capability, human resource capability and financial capability) on sales by technology development for small and medium venture companies and analyzed moderating effect of technology development period on the relationship between technology innovation capabilities and sales by technology development. The data of 'Small and Medium Business Technology Statistics' collected by the government every year were used for analysis. Technology-intensive ventures were extracted from this data. In addition, the moderating effect was analyzed through hierarchical regression analysis. This study shows that product planning capability, test capability, and R&D expenditure have a positive impact on sales by technology development. In this study, the product development period showed a positive moderating effect on product development capability and sales performance. On the other hand, the product development period showed a negative moderating effect on R&D expenditure and sales by technology development.

• Journal of Korean Institute of Industrial Engineers
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• v.39 no.6
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• pp.517-534
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• 2013

In this study, we propose the guideline with strategic model for new product development. To establish the guideline, 1) we classify several types of successful surveyed cases that achieved open innovation through applying crowdsourcing into new product development environment, 2) draw case maps using two or three axis with characteristics such as: step of product development process, crowdsourcing frequency, and product type of each case, 3) define the type of applying crowdsourcing into new product development environment based on case analysis results, and tabulate a crowdsourcing type based on the defined crowdsourcing type, 4) finally, suggest the guideline with multiple points of view which embrace type of crowd, community management, participation method, knowledge adoption method, and reward policy. Using the suggested guideline will help a company to design and establish open innovation in new business model related to product development area.

• Proceedings of the Technology Innovation Conference
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• 2005.06a
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• pp.44-68
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• 2005

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Journal of Korean Institute of Industrial Engineers
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• v.39 no.1
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• pp.1-9
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• 2013

The current manufacturers have generated tremendous amount of digitized product data to efficiently share and exchange it with other stakeholders or various software systems for product development. The digitized product data is a valuable asset for manufacturers, and has a potential to support high level strategic decision makings needed at many stages in product development. However, the lack of studies on extraction of key performance indicators(KPIs) from product data management(PDM) databases has prohibited manufacturers to use the product data to support the decision makings. Therefore this paper examines a possibility of an architecture that supports KPIs for evaluation of product development performances, by applying multidimensional product data model and on-line analytic processing(OLAP) to operational databases of product data management. To validate the architecture, the paper provides a prototype product data management system and OLAP applications that implement the multidimensional product data model and analytic processing.

• Korean Journal of Computational Design and Engineering
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• v.13 no.4
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• pp.314-322
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• 2008

This paper introduces an integration of Product Data Management (PDM) and Software Configuration Management (SCM). PDM and SCM have supported development of mechanical products and software products respectively. The importance of software components in the current products increases rapidly since the software enables the products to satisfy various customer requirements efficiently. Therefore the current product development needs enhanced product data management that can control both the hardware and software data seamlessly. This paper proposes an extended product data model for integrating SCM into PDM. The extension enables PDM document management to support the version control for software development. It also enables engineers to control both the software and hardware parts as integrated data objects during product configuration and engineering change management. The proposed model is implemented by using a commercial Product Lifecycle Management (PLM) system and a development of a network based robot system is tested by the implemented product development environment.

• Industrial Engineering and Management Systems
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• v.9 no.1
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• pp.41-53
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• 2010

An existing risk diagnosing methodology (RDM) diagnoses corporate risk for product-innovation projects. However, it cannot evaluate and compare the risk levels of multiple alternatives in the product development stage. This paper proposes a modified risk diagnosis method to fill the gap of risk evaluation in selections of innovative product alternatives and the application of the method will be also illustrated by a case problem on alternative selections in electrical dimmer designs. With RDM as the foundation, a modified RDM (MRDM) is proposed to deal with the problem of selecting innovative project alternatives during the early stages of product development. The Bayesian network; a probabilistic graphical model, is adopted to support the risk pre-assessment stage in the MRDM. The MRDM is proposed by incorporating the risk pre-assessment stage into the foundation. By evaluating the engineering design risks in two electrical dimmer switches, an application of the MRDM in product innovation development is successfully exemplified. This paper strengthens the existing methodology for RDM in innovative product development projects to accommodate innovative alternatives. It is advantageous for companies to identify and measure the risks associated in product development so as to plan for appropriate risk mitigation strategies.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2006.11a
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• pp.21-35
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• 2006

This paper examines critical successful elements related to the management of new product development process. For this, we have selected a VK-X100, slim bar type cellular phone, produced by VK mobile co., which was thought as a successful product development case and then analysed the case from a concept driven strategic product development's point of view. We have performed in-depth interviews with project managers, engineers and designers to get information on the product development process and analysed huge amount of data obtained from web-sites, global market indicators, and related firms' materials to find a changing trend of market conditions. The findings suggest that the successful new Product development and management is shaped by a number of different factors, such as the business environments, firm's technological level, firm's deep market insight capabilities, nature of the product development activities, and so on. Finally, we suggested the limitation of our research and further research subjects that would be required to support our findings.

• Journal of Distribution Science
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• v.15 no.9
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• pp.95-107
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• 2017

Purpose - In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations' common goals becomes even greater. The purposes of this study are to analyse the effect of supplier's strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology - In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results - As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier's strategy - product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions - This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.