Assignment of New Product Development Assignment Help

According to the Im, Subin. et al (2002) the New product development  assignment help cannot be

improved in all aspects at once by the organization. The implementation of the best

practices of the product development can be seen as a journey as it is an on-going

process improvement rather than a destination. The implementation of best practices

of product development needs to be prioritized  assignment help. The enterprise must understand what

practices to be adopted to consider its strategic directions in the market in a

competitive environment and should set objectives accordingly.

For example: the most innovative producer, time to market, being the low cost

producer, flexibility to respond to new products and markets, etc by Armstrong,

(2005). the organizations should analyze its strengths

and weaknesses to fill the gap between where a company is and where it wants to be.

To fulfill this purpose the company set a strategic plan to achieve its objective.

STRATEGIC ALIGNMENT ASSIGNMENT HELP

The organization needs to perform a job effectively and efficiently to stay in the

competitive world and for that it has to focus on one or two dimensions to excel and

to be successful. The dimensions that are associated with the product development are

as follows:

• Low Cost of development ASSIGNMENT HELP,

• Time-to-Market ASSIGNMENT HELP,

• Low Cost produce/Low Cost ASSIGNMENT HELP

• High Value Products ASSIGNMENT HELP,

• Innovation and product performance ASSIGNMENT HELP,

• Quality, Reliability, Ease of Use, Serviceability, etc

• Agility ASSIGNMENT HELP

Strategic planning is formed keeping in mind all the points mentioned above. New

Product Development project should be undertaken if the resources are available and

are able to support the projects. When priorities are set it is necessary to execute the

plan accordingly. Armstrong, (2005) has also made an Emphasis on that it should be

given on design, re-use of modules, parts, cores, cells, requirements documents, plans,

technical documentation, simulation models, fixtures, tooling, etc. for minimizing the

development schedule and cost. New requirements should be addressed in the next

generation product. Suppliers should be involved for utilizing and collaborating their

suggestion and ideas for the development of the design that is compatible with the

capabilities of the process by Azizi Abd(2005)

The product data management system should be used to control product data and

streamline the process via workflow capabilities. This controls and speeds the

information flow. Assembly modeling capabilities and electronic mock-up should be

used instead of building physical mock-ups. The simulation and early analysis should

be done to minimize the build and test cycles with physical

Considering the performance level of the strategic levers develops a competitive

strategy. This leads to think whether the implied strategy is in agreement with the

intended strategy.

overall implied strategy could be viewed as

the weighted average of the performance ratings for the best practices of the six

competitive dimensions/strategies. A high weighted average performance rating for a

particular strategic dimension is compared with the weighted average performance

ratings in other strategic dimensions that advise that the process of product

development has been strategically aligned to that strategic dimension. According to

The (Baldauf, et al 2000) the weighted Average performance rating rankings are

aligned with the priorities of intended strategy. If this does not happens, then the

process of product development can be improved by applying the best practices,

 which are strategic levers for the desirable strategy.

ANALYSIS AND IMPROVEMENT

An overall performance rating is developed in additions to the performance rating

against each best practice and for each higher-level category, by assigning a

weighting factor to each category based on their importance given the nature of the

product and its business. When this performance rating is compared to other

companies then it provides an indication of the urgency of the development process

improvement by Cooper, R. (1994)

Gap analysis is then adopted for focusing the improvement and the opportunities,

which will yield the highest payoff. The categories with higher weighting factors

indicates the importance to the success of product development and also lower

performance ratings yield the big gaps between what is significant to the organization

and what they do well. These are the areas, which need to be

highlighted for improving the development process, and it will likely have the highest

payoff. The categories with low significance ratings and relatively high performance

ratings on the other hand indicate that the low priority areas should not deserve much

attention.

The Gap Analysis and Strategic Alignment Analysis become the basis to identify the

implemented priorities and actions. The concept is to pick a manageable number of

improvement initiatives. For example: the performance summary and gap analysis are

shown:(Baldauf, et al 2000).

Once the large gap categories are identified, the individual best practices examination

with low performance ratings will help to identify those specific areas, which require

attention once the large gap categories are identified. In addition, focus and identify

on the strategic levers which have low performance ratings and which are related to

the organization's intended strategy. According to the Henry, et al (1989) Therefore,

the executive management must determine the competitive strategy and define a

vision for product development as a basis for aligning product development practices

and developing implementation priorities as a pre-requisite. This analysis is a basis

for priorities development in the implementation plan.

To support implementation/improvement activities personnel resources are needed. A

critical mass of personnel within the organization requires developing an

understanding of the concepts of IPD if the overall performance rating is low. These

people can then perform various implementation activities, refine the implementation

plan, can be involved in defining the desired way to develop new products based on

IPD approaches, and assist in communicating the desired approach to the overall

organization has been explained by Henry, et al (1989)

In the absence of any other indications of strengths and weaknesses, we believe

The implementation plan must be started with the low cost activities that yield high

payoffs. These initial actions should include the followings in the absence of any

other indications of strength and weaknesses:

1. Forming product development teams as the basis for product development,

2. Establishing effective product/project planning and resource management, and

3. Utilizing the quality function deployment (QFD) methodology as a method for

capturing and understanding the voice of the customer.

The organization can self-fund the initiative and move on to other IPD elements as

these steps begin to generate savings by Henry, et al (1989)

There are two elements of implementation planning, which must be addressed, they are:

1. Implementation Plan: According to the Im, Subin (2004) It covers all the

activities to create the IPD environment for all development projects. The activities

that cannot cost effectively are performed as an individual development project. This

will define a streamlined product development process, developing manufacturability

guidelines, installing appropriate CAD/CAE/CAM and product data management

system tools, etc.

2. Project Deployment Plan: The IPD actions are taken to support an individual

product development project. This plan would be developed by the participation of

the management members, who are responsible for the development effort , Im, Subin

(2004).

This plan defines the team structure that is required to support the project, a staffing

plan supporting early involvement, the training requirements, facilities and

collocation implications, the technical resources required (workstations, software,

etc.), the use of techniques such as quality function deployment,

supplier/subcontractor involvement, the development methodology, establishment of

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