• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.1
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• pp.17-23
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• 2010

The corporate R&D(Research and Development) has a primary role of new product development and its potential is the most crucial factor to estimate corporate future value. However, its systemic inadequacies and inefficiencies, the shorten product life-cycle to satisfy customer needs, the global operations by outsourcing strategy, and the reduction of product cost, are starting to expose to R&D business processes. The three-phased execution strategy for R&D innovation is introduced to establish master plan for new R&D model. From information technology point of view, PLM(Product Life-cycle Management) is one of the business total solutions in product development area. It is not a system, but the strategic business approach that collaboratively manage the product from beginning stage to end of life in all business areas PLM functions and capabilities are usually used as references to re-design new R&D process. BPA(Business Process Assessment) and 5DP(Design Parameters) in PI6sigma developed by Samsung SDS Consulting division are introduced to establish R&D master plan and re-design process respectively. This research provides a case study for R&D process innovation. How process assessment and PMM(Process Maturity Model) can be applied in business processes, and also it explains process re-design by 5DP method.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.40 no.4
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• pp.78-86
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• 2017

The new businesses started by the companies usually results in being unsuccessful. The main reasons for that are either aiming targeting wrong customers, unsatisfaction of customers' requesting quality standards, or taking wrong actions against the competitors in the market. Therefore, companies should aim the targets for the newly developing products based on the fulfilling values for the customers when they start the new businesses, and should take good cares for risk managements at the each step of the new business to prevent the failure in advance. In addition to that, the companies starting new businesses not only need to take the customers attributes (CA) into account, but they also should apply the new technologies as one system to initiate a new business to satisfy the basic wants of the customers. This article suggests the New Product Development Pursuing Model using the Indicative Planning methodology and the Quality Management tools. The New Product Development Pursuing Model would be completed by the following steps as below; 1. Drawing the CTQ (Critical To Quality) for setting up the new product development objectives by : i) using the VOC (Voice Of Customers) obtained by the QFD (Quality Function Deploypment) if the market is mature, ii) applying AHP (Analytic Hierarchy Process) to information in the QIS (Quality Information System) if the market is unmature to get enough need information of the customers. 2. Risk Management in NPD : The NPD pursuing model consisted of the IP (indicative planning) is suggested not by the process of top-down-way mandatory planning process, but by the tools used in the administrative science and economic fields, namely by governance. The companies could apply innovative methodology for new products development processes to fulfil the customers satisfaction in the fields, through the CA (Contingency Approach) of the NPD (New Product Development) process.

• New & Renewable Energy
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• v.2 no.2 s.6
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• pp.118-125
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• 2006

The target of this work was the process development of demonstration plant to produce the high quality alternative fuel oil by the pyrolysis of mixed plastic waste. In the first step of research, the bench-scale units of 70 t/y and the pilot plant of 360 t/y had been developed. Main research contents in this step were the process performance test of pilot plant of 360 ton/year and the development of demonstration plant of 3,000 t/y, which was constructed at Korea R & D Company in Kimjae City. The process performance of pilot plant of 360 t/y showed about 80% yield of liquid product, which was obtained by both light gas oil(LGO) and heavy gas oil(HGO), The boiling point range distribution of LO product that was mainly consisting of olefin components in PONA group appeared at between that of commercial gasoline and kerosene. On the other hand, HO product was mainly paraffin and olefin components and also appeared at upper temperature distribution range than commercial diesel. Gas product showed a high fraction of $C_3\;and\;C_4$ product like LPG composition, but also a high fraction of $CO_2$ and CO by probably a little leak of process.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2003.06a
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• pp.34-37
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• 2003

This paper proposes a BPM(Business Process Management) system framework for the NPD(New Product Development) of automotive suppliers. Recently many enterprises change their organization from function-oriented to process-oriented through BPR (Business Process Reengineering). Especially, based on quality systems like QS9000, it is required to documented business processes and continuously improve these processes for customer satisfaction. NPD, the most significant function for industrial competition, is reinforced by the best practices business process to satisfy the requirements of quality systems. The main objective of the paper is the development of the information system that supports the best practices process management. For this, first, we define the requirements of BPM system for NPD based on the viewpoint analysis, and then propose a DES (Design Execution System) framework based on dynamic workflow engine. The DES is addressed in the characteristics of a NPD business process, integrated project management, and process execution. A prototype DES system has been developed in the web environment. Its validity is demonstrated by applying it to an automotive supplier.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.5 no.4
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• pp.95-111
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• 2010

The development of competitive new product is essential in competitiveness power of modern enterprises. The enterprises need to develop new products for its continuous growth. In this paper, a new product development process which reflect voice of customer in design of the product is suggested. Delighters in Kano's quality model are applied in primary design step. In the main design step, we analyze that whether Kano's primary satisfiers satisfy the customer needs which was found using Timko's customer satisfaction coefficient. It is shown that Kano's delighters and Timko's customer satisfaction coefficient are very effective in new product development.

• Journal of Service Research and Studies
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• v.13 no.2
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• pp.82-98
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• 2023

This study investigates consumers' perceptions when customers participate in the process of innovating new products or new services essential to companies in the era of the 4th industrial revolution. Specifically, this study investigates how consumers' product evaluation varies depending on two types of innovation for a company's new product development (technology-based innovation and market-based innovation) and two customer roles (as information providers and as co-developers) participated in the development process. The research questions are as follows: As technology-based innovation and market-based innovation are different types of innovations, will consumers' product evaluation vary depending on these different types of innovation? If customers participate in the development process of a new product reflecting each innovation, how will the information that the customer participated be perceived by other consumers? In addition, this customer participation method can serve as an information provider and a co-developer, and will consumers' evaluation of new products vary depending on this role? As a result of verifying the hypothesis using an experimental method, it shows that consumers' product evaluation differs significantly depending on the role of customers who participated in the process of developing new product development process. In other words, the results indicate that the case where customers participated as market information providers in the process of developing new products is more favorable to the new product evaluation than the case where they participated as co-developers of the new products. In addition, there is an interaction effect between the type of product innovation and the role of customer participation. To be specific, when a product reflecting technological innovation is released, there is no difference in consumers' product evaluation according to the roles of two different customer participations. However, when a market-based innovation product is released, product evaluation is more favorably perceived when customers participated as information providers than they were involved in the new product development process as co-developers. This study is of theoretical significance in that it distinguishes each type of innovation and verified how other consumers' perceptions vary depending on their role when customers participate in the innovation process. Finally, limitations and future study directions are suggested along with practical implications.

• Proceedings of the Korean Reliability Society Conference
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• 2004.07a
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• pp.262-267
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• 2004

In designing and evaluating a new product, the company needs to give thought to the entire spectrum of produceability, usability, and ultimate reliability, as well as safety of users. For each design review(DR) stage, a formal, systematic, documented review and evaluation of a product design is conducted to assure that the product is safe and reliable, that costs and materials have been optimized, and that the design complies with its specifications and requirements. This paper presents how to improve development process for product's safety and reliability. The process requires gathering the appropriate information, determining the limits of the product, estimating risk associated with the task-hazard combinations, and reducing risk according to a prioritized procedure.

• Asia Marketing Journal
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• v.16 no.4
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• pp.89-105
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• 2015

Because of fierce competition, the importance of product design has been emphasized. In this case study of Aekyung, we mainly focus on this company's efforts to incorporate design innovation into new product development process. Their efforts on innovative product design turn out to be rewarding as the sales and market share soar. Through this case, we try to identify what aspects of Aekyung's efforts lead to the better and more innovative product design.

• Knowledge Management Research
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• v.5 no.2
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• pp.25-51
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• 2004

The purpose of this study is to investigate the knowledge creating pattern of technology catching-up and pioneering phase in the new product development process. This paper first reviews the knowledge conversion, absorptive capability, learning orientation and the trigger of learning. The paper then presents the integrative model of knowledge creating. Based on the integrative model, in-depth case analysis was conducted on the new product development process in Phicom. As a result, the paper discuss that the pattern of absorptive capability building, knowledge conversion and knowledge transfer is different from technology catching-up and pioneering phase. Finally, the implications and limitations of the study are discussed.

• Asia pacific journal of information systems
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• v.11 no.4
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• pp.1-25
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• 2001

Manufacturing firms face a paradigm shift from industrial systems driven by efficiency to post-industrial systems where success depends on a quick-response to customer demands for a variety of high-quality products. In essence, time is becoming a critical dimension for competition. New information technologies allow many firms to pursue time-based competitive strategies. The purpose of this research is to investigate the relationship among the types of information technology, behaviors of suppliers, the structures of new product development processes, and the competitiveness of the firms. The data for this study were collected from 96 Korean manufacturing firms that have implemented certain types of information technologies. Research results from LISREL analysis confirm that the competitiveness comes from product innovation capabilities and innovative product development process. But the linkage between the information technologies and the firms' competitiveness proves to be indirect. Suppliers, organizational culture related to IT, and some other factors also have indirect impact on the competitiveness. A summarized report of other findings is provided as well.