Antecedents and outcomes of manufacturability in integrated product development

Abstract

Purpose -The purpose of this paper is to present a model linking the role of design engineers to shared team knowledge, enhanced manufacturability, and product development outcomes. New product manufacturability is a quality of the product design that indicates the ease and reliability by which an organization develops products by using its manufacturing and supply chain resources. Design/methodology/approach -The model is tested using a sample of 205 product development projects from firms in the USA and Canada. Findings -The findings of the large-scale empirical study suggest that by facilitating informing practices among functional specialists, design engineers help translate a functional portrayal of the product in terms of customer attributes, to a form description in terms of engineering characteristics, and then to a fabrication view in terms of manufacturing processes. Practical implications -New product manufacturability can be a distinctive competency that provides competitive advantage by lowering costs, improving customer value, and speeding products to market. Originality/value -In contrast to previous research that showed that role changes of design engineers have a narrow impact on development productivity (e.g. improving resource allocation), this paper suggests that these role changes of design engineers have a much broader impact on manufacturability and, through this, improve manufacturing cost, time-to-market, and value-to-customers.

Mediating effect of IT-enabled capabilities on competitive performance outcomes: An empirical investigation of ERP implementation

“…Cross-functional coordination indicates the extent to which intra-and inter-organizational work collaboration is required to achieve complex performance outcomes that particular functions alone may be unable to achieve -particularly in uncertain and turbulent business environments (Carr et al, 2008;Doll et al, 2010;. Generally, firms expect that new ERP-based system environments facilitate waste reductions in terms of removing delays, paperwork, and time-wasters (Browning and Heath, 2009;Youn et al, 2013).…”

“…The degree to which a firm introduces new products and services with additional features, improved performance, and diverse offerings Da Silveira (1998), Lee and Tang (1997), Doll et al (2010), Patel and Jayaram (2014) D. Hwang et al / Journal of Engineering and Technology Management xxx (2015) xxx-xxx 4…”

“…The degree to which a firm introduces new products fast as planned or ahead of competitors Nahm et al (2003), Griffin (1997), Hong et al (2011), Doll et al (2010 …”

“…Competitive performance outcomes refer to key organizational process results measured in terms of cost, quality, time-to-market, and values (Doll et al, 2010;Hong et al, 2011). IT investment is expected to improve the performance of firms in the areas of cost, quality, delivery, product variety, and time to market (Nahm et al, 2003;Krause et al, 2007;Youn et al, 2014).…”

Integrative leadership for effective supply chain implementation: An empirical study of Korean firms

“…Creation and delivery of customer values in the short-and long-term requires integration of these two types of information and thus, synergistic information flows. Such interactive flows between strategic and operational information are essential for knowledge creation and value delivery in organizations (Nonaka and Toyama, 2005;Rauniar et al, 2008;Doll et al, 2010). Thus, operational-level information provides critical building blocks for strategic-level information while the routine use of operational-level information is effective to the extent that the strategic-level information is available as well (Gustin et al, 1995;Moberg et al, 2002).…”