Barriers to successful new product development within small manufacturing companies

Millward, Huw; Lewis, Ann

doi:10.1108/14626000510612295

Cited by 66 publications

(58 citation statements)

References 26 publications

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“…Regarding the level of interaction, another contribution can be made. During the product development process, the external designer interacts with the firm's internal design team and both may co‐produce or shape the design outcomes, sharing responsibilities (Millward & Lewis, ). Our findings show that these co‐production and shared responsibilities between external and internal designers gain even more relevance when external designers possess a different background from the contractor.…”

Section: Discussionmentioning

confidence: 99%

External Design for Reputation, Perspective and Exposure

Abecassis‐Moedas

Pereira

2016

Creat Innov Manage

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This paper analyses why and how design‐centred industrial firms with internal design teams contract external designers. This research is based on an exploratory multiple case study methodology, with a sample of five highly reputable design‐centred industrial firms, operating in hypercompetitive industries. While some results challenge the mainstream literature on design management, others expand the existing literature, highlighting that not all firms extract the same benefits from external designers; neither do all external designers bring the same benefits to firms. The paper shows that firms with internal design teams contract external design for (1) reputation (external designers sign products and bring their reputation to the product and to the firm), (2) perspective (external designers bring a different perspective, especially when they come from a different industry from the firm), and (3) exposure (external designers bring exposure that enriches internal design teams).

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Section: Discussionmentioning

confidence: 99%

External Design for Reputation, Perspective and Exposure

Abecassis‐Moedas

Pereira

2016

Creat Innov Manage

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“…Achanga et al (2006) present the critical factors that constitute a successful implementation of lean within manufacturing SMEs: leadership and management, finance, skills and expertise, and culture of the organisation, being leadership the most important factor from the surveys. Also, Millward and Lewis (2005) find that the influence of a dominant owner/manager; a focus on time and cost; and a failure to understand the importance of product design are the three managerial issues that affect the new product development process. On other hand, Wickramansinghe and Sharma (2005) presented the key drivers of the knowledge economy, the factors that hinder SMEs in succeeding in knowledge based economy and guidelines for success.…”

Section: Literature Reviewmentioning

confidence: 99%

A road map for implementing lean and agile techniques in SMEs product development teams

Leite

Baptista

Ribeiro

2016

IJPD

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Abstract:The aim of this research paper is to formulate a road map for implementation of lean techniques within SMEs product development (PD) teams, identifying barriers to change and explaining possible drivers for successful implementation. The research methodology necessary to develop the road map -the IPID cycle -is a combination of different approaches. It combines a literature review, an initial quantitative study with questionnaires, informal interviews and direct observation of companies' practices of five different manufacturing companies organised in a consortium. Like any other case study methodology, it suffers from generalisation issues, but we expect that the proposed road map is applicable whenever managers need to introduce changes inside their PD teams. Also, we found that a consortium arrangement can be highly positive to the implementation of the proposed road map. Finally, we found that the application of the road map to SMEs PD teams is somewhat different from big companies' implementations and discuss the observed particularities of these findings.Keywords: operations strategy; new product development; methodology; lean and agile manufacturing; organisational change. A road map for implementing lean and agile techniques 21Reference to this paper should be made as follows: Leite, M., Baptista, A.J. and Ribeiro, A.M.R. (2016) There he gain experience in the project of tools for the production of automotive sheet metal parts and in international simultaneous engineering projects with automotive manufactures (FIAT and FORD). He had been also responsible for continuous improvement programs (kaizen activities, root cause analysis, cost reduction analysis, productivity improvement). Recently he has joined INEGI, where he is assuming responsibilities as project manager, senior researcher. The main research topics of his activity involve the study of product development and management tools, modular and adaptive design and lean methodologies associated both to the product development cycle and to ecoefficiency issues in production systems.A.M.R. Ribeiro is a tenured Assistant Professor in the Department of Mechanical Engineering at Instituto Superior Técnico -University of Lisbon (Portugal) since 1999. He was an TA and RA at the same department and taught there since 1987. Before joining the University he worked 6 years for several companies. He has published over 20 papers in various international journals with referees and over 40 conference proceeding papers. Currently, he is working in the areas of modal analysis, engineering systems and mechanical design.

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“…good internal and external communications. Shenar et al (2002) proposed in their works three main dimensions of success: (i) meeting design goals, (ii) benefits to customers, and (iii) commercial success and future potential, while Millward and Lewis (2005), examining the performance of small and medium manufacturing firms, based their research on the consideration of the following factors affecting the success of the NPD process: (i) undertaking up-front research into competitors and suppliers, and building in the voice of the customer; (ii) sharp, early product definition in order to target differentiated, superior products; (iii) an international market-focused orientation with effective internal and external communications; (iv) competent, truly cross-functional project teams guided by strong project leaders; (v) senior management support with unhindered access to financial, personnel and political resources; (vi) thoroughly planned and resourced development stages (including market launch) with pre-defined, tough "go" or "kill" critical-decision points in the process.…”

Section: Literature Analysismentioning

confidence: 99%

Successful new product development in the food packaging industry: evidence from a case study

Bigliardi¹,

Bottani²,

Montanari³

et al. 2011

Int. J. Eng. Sci. Tech

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The relevance of product innovations and new product development for the competitive performance of firms and for the longterm economic growth is a known and recognized topic. In the context of the food industry, process and product innovations are usually the result of cross-discipline ideas, involving, for instance, biology, chemistry, technology, engineering, nutrition and law. Furthermore, the food industry suffers from the fact that the benefits of innovations are often not evident at the manufacturing stage. This paper analyzes a successful case of product innovation, in the context of the Italian food industry. The analysis is proposed in the form of a case study-based research, which was carried out through a questionnaire survey and some field interviews with managers of a food company located in Northern Italy. Specifically, the company selected operates as a packaging manufacturer, providing plants, equipments and sachets for food and drink packaging. The study focuses on the development of a new product, which the company has recently launched on the market in response to the needs of packaging liquid, viscous or creamy foods. By presenting a successful case study, this paper aims to highlight the strengths and weaknesses of the new product development process undertaken by the company (i.e., from the idea of the new product to the launch on the market and patent). At the same time, results presented provide useful guidelines for new product development processes in the food context.

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Barriers to successful new product development within small manufacturing companies

Cited by 66 publications

References 26 publications

External Design for Reputation, Perspective and Exposure

External Design for Reputation, Perspective and Exposure

A road map for implementing lean and agile techniques in SMEs product development teams

Successful new product development in the food packaging industry: evidence from a case study

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