...Critical information exchange in supplier involvement product development Master of Science Thesis in Quality and Operations Management ALEXANDER ARVIDSON DEIVITE SILVA Department of Technology Management and Economics Division of Quality Sciences CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden, 2012 Report No. E2012:026 Critical information exchange in supplier involvement product development Master of Science Thesis in Quality and Operations Management Alexander Arvidson Deivite Silva Department of Technology Management and Economics Division of Quality Sciences Chalmers University of Technology Gothenburg, Sweden, 2012 Report no. E2012:026 Critical information exchange in supplier involvement product development Master of Science Thesis in Quality and Operations Management © Alexander Arvidson and Deivite Silva Department of Technology Management and Economics Division of Quality Sciences Chalmers University of Technology Gothenburg, Sweden, 2012 Report no. E2012:026 Printed by Reproservice, Gothenburg, Sweden Abstract The purpose of this thesis has been to review Volvo’s information exchange in supplier involvement product development (SIPD) and to identify important information required to perform effective and efficient product development projects when suppliers are involved. The project was carried out at the Volvo Group which is a leading global supplier of commercial vehicles. Volvo Group is from here referred to as Volvo...
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...The MediSys team that focused on developing and launching the IntensCare product line definitely faced challenges working together effectively as a team. With 6 months until the scheduled launch of the product, the cross-functional product development team behind its design, clinical testing, and production schedules was facing production delays, design issues, and marketing strategy constraints. The following analysis outlines analyzes the case from the perspective of Art Beaumont, the president of Medisys and details what went right and what went wrong within the group and recommendations for Beaumont to correct the situation. The first thing that was done right on was that the IntensCare team received very clear direction from Beaumont in regards to managing the direction of the project. He clearly stated his expectations for the roll out of the IntensCare system by Aug. 2009 without explicitly defining the means that the group would use to get there. Each member was empowered to make decisions about the development of the product with very little managerial obstacles. For example, Dipesh Mukerjee, the Software Design Manager, was free to pursue off-shoring the design and development of the software for the new product. Bert O’Brien, the Senior Engineering Manager, was completely free to design the mechanical system anyway that he wanted as long it meet the specifications. This level of autonomy enabled each member to focus on Self-Actualization as described...
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...Welcome to the Samsung Global Strategy Group I. Samsung Overview II. Introduction to the Global Strategy Group (GSG) III. GSG & You IV. Korea & Seoul I. Samsung Overview I. Samsung Overview (Revenue & Global Presence) Fast growth and vast global footprint Samsung Group Revenue ※ Billion US Dollars Global Operations 318 369,000 employees worldwide 510 offices and facilities in 79 countries 141 87 226 Electronics 80 Samsung 22 1997 2005 2012 4 I. Samsung Overview (Leading Products) 5 I. Samsung Overview (Leading Products) 6 I. Samsung Overview (Brand Value) Samsung ranked 9th among global companies in 2012 7 I. Samsung Overview (Total 29 Affiliates Companies) The Samsung Group consists of many different business units Electronics Industry Electronics Engineering & Heavy Industry C&T Corporation Engineering Financial Services Life Insurance Fire & Marine Insurance Samsung Card Securities Asset Management Venture Investment Chemical Cheil Industries Inc. Petrochemical Fine Chemicals BP Chemicals Total Other Companies Cheil Worldwide Everland Inc. The Shilla Hotels & Resorts Economics Research Institute S1 Corporation Medical Center BioLogics SDS Heavy Industries Electro-Mechanics Techwin SDI Display Corning Precision Glass Bioeps 7 Affiliates 3 Affiliates 6 Affiliates 5 Affiliates 8 Affiliates 8 I. Samsung Overview (SEC Biz. Division) HME : Health Medical...
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...Executive Summary AcuScan AcuScan over the last ten years has been a leader in technology. AcuScan created a retinal scanning security device which is known as the Iscanner. However today profits and shares of the market are dropping and the company must look to a different direction and tap into other markets with their product. To add to the challenges of creating new products into new markets, profits are down and the CEO is requesting that all departments except for Sales and marketing cut their budgets by 15%. This summary will help design a plan of action to help AcuScan develop new products and move into new markets which will increase their profit margins and make them a leader in their expertise. Revenue for AcuScan used to be 50/50 when it came to sales and service of existing products. However, today service makes up about 70% of AcuScan’s revenue which is a very low profit margin. To go along with that issue, the CEO is requesting that the majority of departments cut their budget. Chris the VP of of Product Development is overseeing the budget cuts. He hopes and expects that there will be no layoffs associated with the budget cuts. Chris and Pat, the Director of Marketing would like to tap into other markets by utilizing the existing product they already have. Pat, and Chris’ idea is to tap into the retail market by utilizing their security retinal scanning hardware and software. The hopes of providing this to business owners would be able to have the...
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...HBS Case - MediSys Corporation 1. What is the objective of the project described in this case? The objective of IntensCare project described in the case is to launch the product by August 2009. Before the launch they need to conduct clinical trials and ensure that all regulatory requirements are met. 2. Who is the Project Manager? What is this person’s position/title in MediSys Corp? Jack Fogel is the project manager. Title: Project Leader 3. Who is the Project Champion? What is this person’s position/title in MediSys Corp? Valerie Merz is the project champion. Title: Business Leader 4. Who is the Project Sponsor? What is this person’s position/title in MediSys Corp? Art Beaumont, the company president, is the project sponsor. 5. Who are the other people mentioned in the case and what are their roles? Valerie Merz – Marketing Manager & IntensCare Business leader – in charge of P&L of IntensCare Bret O’Brien – Senior Engineering Manager Dipesh Mukherjee – Software Design Manager – Aaron Gerson – Scientist, R&D Karen Baio – Regulatory Affairs 6. What are the key milestones and time-line for "The IntensCare Product Project"? The project needs to meet milestones on design, clinical testing, and production schedule. Once the software design and development is achieved, the project can do clinical trials before moving to production stage. 7. What are the positions of the people mentioned in the case regarding the milestones, time-line, stakeholder...
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... evolved from a project organization structure for the matrix structure with prime objectives of utilizing limited resources effectively and reducing cost (Larson and Gray, 2011). Usually Orion would undertake three to five large projects and also work on thirty to fifty small projects (Larson and Gray, 2011). It was required that they eliminate higher production costs, low quality, customer dissatisfaction, and lack of strong project ownership to successfully complete the new high profile project code named Jaguar (Larson and Gray, 2011). Mike Rosas was assigned to be the project manager of Jaguar project which was the important project of ORIAN that had just been awarded by the government to build the next generation of high-speed, light-rail trains (Larson and Gray, 2011). Rosas realized that the increased competition always come with the higher performance expectations regarding completion time, quality, and reliability and cost. In addition, organizing and managing projects in Orion structure would be a key to achieve the expectation of Jaguar project. Due to cost utilization and the limitation of resources, the organization was developed to matrix structure (Larson and Gray, 2011). There were four persons who had responsibilities for different tasks on the completion of the project. However, project management was limited only to the design and development (Larson and Gray, 2011). In addition, the development and manufacturing...
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...© 2000 OXFORD UNIVERSITY PRESS AND COMMUNITY DEVELOPMENT JOURNAL Community participation in development: nine plagues and twelve commandments Lucius Botes and Dingie van Rensburg Downloaded from http://cdj.oxfordjournals.org/ at AGORA Kenya Administration account on December 4, 2013 ABSTRACT Many development thinkers and practitioners have been pondering over community participation for the last two to three decades – some even called the 1980s the decade of participation. To a large extent the current decade of social movements, non government organizations (NGOs) and community based organizations (CBOs), is a manifestation of organized community participation. By analyzing the dynamics of community participation, particularly in the South African urban upgrading context, nine obstacles and impediments (‘plagues’) are exposed which serve to illustrate participatory development as a complex and difficult, though essential and challenging endeavour. Twelve draft guidelines (‘commandments’) are also presented in trying to address these obstacles associated with participatory development. Introduction Community participation in development is advocated for various noble reasons and is often rhetorical and permeated with lofty sentiments. However, to criticize these advantages of community participation would appear to be ungenerous. As a concept, ‘community participation’ is one of the most overused, but least understood concepts in developing countries without a serious...
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...2015 Course Number: MKTG 315-201 Course Title: New Product and Service Management Credit: 3 credits Class Days: MW 11:00-12:15 p.m. Instructor: Professor E. Yoon E-mail: eunsang_yoon@uml.edu Office: Pasteur 308 Phone: (978) 934-2814 Office Hours: MW 1:00-3:00 p.m. and also by appointment CATALOG DESCRIPTION This course focuses on the process of new product and service development and marketing. Emphasis is given on market opportunity identification, R&D-marketing interface, business model development, market potential estimation, and market entry timing. Preference: Marketing concentrators. Group Project: A product development and marketing plan. Career relevance: Developing and marketing new product or service. PREREQUSITES: MKTG 201: Marketing Principles and MSB filter courses. MSB 300/400 level courses are restricted to the MSB students who have completed the filter courses. COURSE OBJECTIVES This course is designed to familiarize students with the principles and practices in the conceptualization, design, testing, forecasting, and launching of new products and services. Course objectives include comprehension and application of: 1. Strategic elements of new product development 2. Concept generation, evaluation, testing, and screening 3. Product protocol, design, development, and sales forecasting 4. Teamwork, product use testing, and market-entry strategy, and 5. Launch...
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...Project Management Plan By Limesha Wright 2-22-15 American Intercontinental University Project Management: Integration, Scope, Time & Communication: MGT637 Instructor: Paul Sam Abstract New law regulations are mandated and PROVISION Healthcare Technologies needs to update the software with new features for safety or risk facing finds by the government. This plan is to outline the technical, social and cultural dynamics with authority of the project with project planning, risk management, time management scope, communication and milestones to insure quality completion of company goal in satisfying customer needs and the stakeholder’s objectives. Completion of the project is mandated in six months by our employing organization who posses the skills, techniques and finesse to enthusiastic develop project. Project Planning PROVISION Healthcare Technologies’ project mission is to release updated patient image wands software to market and meet government deadlines within six months. PROVISION project plan statement will cover all aspects of the project such as technical, financial, organizational, scheduling, communication, testing, distribution and control of the updated software. PROVISION Project scope is to insure that all new government regulations and deadlines are met. The deliverable software must be designed with all new government legal regulations requirements defined within a six-month...
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...University of California, Davis, CA 95616, USA Abstract This paper argues that innovation can be best understood as an information process which is then concretized as a product that meets demand. Two very different firms, Canon Inc. and Apple Computer Inc., are used as case study illustrations. Innovation does not proceed through logical deduction, but rather is furthered by the use of metaphors and analogies. The bureaucratic and staid structures of the firm can be challenged and broken up to provide the space for innovations to emerge. The leader’s role in the innovating firm is as a catalyst and facilitator, not as an allknowing despot. The importance of innovations is not merely in the new product, but also the “ripple” effects of innovations which can propel the firm into a self-renewal process. Keywords: Innovation management, High-technology, Case study. 1. Introduction Increasingly, corporate competitive success is hinging upon the effective management of innovation. Innovation has been the object of considerable academic study from a variety of perspectives. However, innovations are usually considered as objects. We choose to look at innovation differently. For us, innovation is a process by which new information is created, and it is this information that is embodied in the product. To understand this process we conceptualize human beings not merely as information processors (Galbraith, 1973), but more importantly as information creators. Inherently...
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...in 1996 by them. It’s main line of business is speciality chemical lines and has been replacing this with engineered lines for a variety of products. CCE was in the last stage of a companywide downsizing that had resulted in an 18% reduction in work force over the past six months. In CCE there is a department called Corporate Technology Development (CTE) division. The mission of the CTE is to develop new technologies and products that could yield significant new revenue in new markets over the next five years. This CTE division consists of three departments, with one of the departments being the Polymer’s department which was under Paul Burke, who was the director of this department. This Polymer’s division was sub-divided into five project teams each with their own specific mission, team leaders and members. (They were all research and development teams.) An HR annual study of the skill sets, performance, work environment and motivation of each of Paul Burke’s research and development teams was done. The study contained good and bad news. The good news being that even though CCE had downsized the work force Paul Burke had still nearly managed to keep all the top and qualified performers in his department. The bad news for the five teams was that the overall performance, invention disclosures, patent applications and new product launches were down significantly from last year much more than what was anticipated due to the downsizing. Most importantly there was an inconsistency...
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...SITUATIONAL LEADERSHIP STUDENT NAME PROFESSOR NAME NAME OF CLASS COURSE NUMBER DATE Introduction This paper examines Applied Research Technologies, Inc., an emerging world leader in the field of technology, as the company considers the development of a new product in its Filtration Unit. Specifically, it will 1) determine the leadership style that Peter Vyas exhibited as he considered the group’s proposal and his behavior toward the same, 2) determine the leadership style exhibited by Vyas’ boss, Cynthia Jackson, as she considered the proposal, 3) typify this writers’ leadership style and the communication method that would be utilized to inform team members of thoughts on the proposal, and 4) describe a former boss who exhibited the same types of behaviors as Cynthia Jackson explaining how effective that leadership style fit the project(s). Situational Leadership According to James Lewis (2003), Paul Hersey and Ken Blanchard formulated a model for leaders to follow in 1981 called “Situational Leadership”, which essentially asserts that there are two extents to a leader’s behavior; task and relationship. From the research of these two dimensions, four combinations of leadership styles were developed into four quadrants. The opposites of each other are generally employed according to the situation. These four leadership styles are descriptively termed directive, participative, delegative, and consultative. Each is equally thought of as a way or means of dealing...
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...to best suite AcuScan. Summary of the Situation The initiation of Project “Operation Optimize” has not started off on a good note with many, and has not progressed far as there is a disconnect in communication between department management. The competition is quickly approaching the launch of their product to the market as a breakthrough product for the retail market. With the declining economy and still the company still growing, AcuScan must enter the retail market in order to survive. The launch of a new product since the inception of the company could be essential to the survival of and further success of AcuScan, Inc. The departmental issues are in no way helping the company beat the competition to the August deadline, in fact the company will not meet the deadline with agreements are not made soon. With the required budget cuts looming over the departments with the promise not to cut jobs, along with the time constraints the department managers are not assisting one another in the progression of this project. To remedy the situation and get “Operation Optimize” back on track a solution must be reached by all parties involved and the project must be started as soon as possible under the circumstances. Key Points Aforementioned, the disagreements between several senior staff members are not allowing the project to move forth. Pat Lambert and Kelly Thomas cannot agree on the project to be developed including the time table and workload of the...
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...being the market leader for every product it enters. The revenue for this department, at the time of the case had been declining year over year, from a high of $533 million in 1989 to $280 million. The business is not important to HP revenue-wise, as it is a niche player in a very crowded field. On the other hand, the unit does allow for some level of halo effect as the leader in high-capacity, fast access drives which are used for high end engineering workstations and network servers. The unit provided high profits for the division. The division is getting more important, at least from the case readings, as the company wishes to gain traction in the Hard Drive market, where competitors have 10x more revenue. HP was looking at the unit’s profitability and technical expertise that would allow it to compete with Seagate and IBM, wondering why “don’t we have 20% market share.” The organization believed in innovation fueling growth, as it was able to do with RISC based processors in the UNIX market while other companies preferred the status quo. Despite overall rising corporate and DMD revenues, DMD represented a decreasing percentage of HP sales (see linear trend line). [please note that DMD and corporate sales are scaled logarithmically , and the % DMD/Corporate is depicted on its own linear scale] [pic] Question 2. The Kittyhawk drive turned out to be a commercial failure. Never-the-less, HP did many things right in its planning and development. List and discuss...
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...Running Head: ALLENTOWN MATERIALS CORPORATION Allentown Materials Corporation: The electronic products division María Alejandra Ferrer Southern States University 1 ALLENTOWN MATERIALS CORPORATION 2 Abstract In July, 1992 Don Rogers, the Vice President and General Manager of the Electronics Products Division (EPD) at Allentown Materials Corporation found himself on a very difficult position. Conflicts related to leadership and cultural organization were blocking his administration and the division`s objectives were not accomplished. In this paper it is proposed a vision to analyze this case, it is described the problem, its causes and it is outlined an action plan to counteract the situations that are affecting the division productivity. The main inputs that this paper describes are: how a crossed functional team and the implementation of the Positive Organizational Behavior (POB) theory could make a considerable difference in the worn relationships between the departments of the EPD. Keywords: Cultural organization, leadership, crossed, functional team, positive organizational behavior, informal communications. ALLENTOWN MATERIALS CORPORATION 3 Allentown materials corporation: the electronic products division In July, 1992 Don Rogers, the Vice President and General Manager of the Electronics Products Division (EPD) at Allentown Materials Corporation, was experiencing many organizational problems related to leadership, lack of coordination...
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