Research Area 3 (WP6): Product Realization

1. Research Area 3 (WP6): ProductRealization TorgeirWelo Norwegian University of Science and Technology (NTNU) Engineering Design and Materials, Trondheim, Norway October 12, 2012

2. WP 6 – Product realization

3. WP 6 Product realization • Task 6.1: Enablers for product realization capability and business performance • Goal:To determinetheimpactof an assortmentof PD enablerson business performance and productrealizationcapability • Research question(s): • RQ: What are the important enablers with respect to efficient and sustainable product realization? • RQ: How to extract and apply the identified enablers in an assessment tool capable of identifying product realization performance gaps? • Collaborating key company (ies): Nammo (verification of pilot) • Task 6.2: Implementation of lean-PD into existing, multidisciplinary and dispersed PD teams • Goal: Gaining insight into how knowledge-based PD (KBD) methodology/philosophy is implemented and adapted within an organization, using action research at a selected company. • Research question(s): • RQ: How can KBD efficiently be implemented and practiced in an organization with multidisciplinary and dispersed teams and, additionally, be seamlessly integrated into existing business processes and systems? • Collaborating key company (ies): KA (active participation in KBD implementation) • Task 6.3: Knowledge-based PD in the ideation and concept phases • Goal:To determine if, and how, the knowledge-based philosophy can be adapted to in the front end PD process where conditions of more fuzziness, more ambiguity, less predictability, more innovation, less ‘process-structure’, less repeatability, etc,. prevail. • Research question(s): • RQ: Can KBD thinking and methodologies be used to ‘boost’ the process of identifying unmet needs, generate ideas and convert these into concepts and solutions with better potential for success in the market place? If yes, how is this done; e.g. at what level should ‘process’ and activities be structured? • Collaborating key company (ies): RT

4. Main Results 2011 • Completed LPD model and associated assesment tool • Completed assessment with 2 Norman companies • Developed LPD best-practice survey based on above • Relatively high publication activity • Internationalization: Stanford; exchange PhD and ME310 course program • Recruitment of one new PhD within ‘fuzzy’ front-end research • Receives funding for IP project, Knowledge-Based Development (KBD) based on results obtained in Norman, among others • Several MSc student projects

5. Main Results 2012 • Completed survey, including more than 350 respondents; first publication of data submitted to CIRP: ‘Understanding Lean Product Development Practices: A Survey of Norwegian Manufacturing Companies’ • First PhD within WP6 finished in August 2012 • High publication activity, including several papers combining Lean and Systems Engineering; PDMA; ISPIM; CIRP; CSER;INCOSE;IJPD;IJITM;JEDT; etc. • Strengthens internalization: • New PhD on exhange program with Stanford for 1 year; • Working on ‘exchange’ professorship • 2nd generation ME310 course; • Cooperation with DTU (Copenhagen) ->PPF-> EU project (?) • Capitalizingonactivities in other IP projects, includingKBD, Lean Operations, etc • SeveralMSc student projectswithin WP6 (Sund; Martinsen; Sanches; Tonning )

6. Example: IntegratingNorman Research, Education and Industrial Practice in MScprojects

7. Main Results 2012…continued • Continue publish articles on the basis of collected data from survey • Two case studies under construction with Nammo and KA: Organizational aborptivity of an event-driven NPD process • Problem: Stage gate is a BU process primarily for resource allocation • BU needs a governance process to make healthy investment decisions • PD/SE/PE teams need an adaptive guidance process • Establish a research method that continuously measure how the team perceive/rate the success of the implementation wrt outcome, process, execution environment.

8. Publications (2011) • According to ’official’ scores, WP6 produced 7,5 points in the NTNU system. • Threeselected2011 articlesdemonstratingthevarietyoftopics in WP6:

9. Publications 2012 • Estimatedpublicationcreditsaccordingthe NTNU system: 12 points. • TargetedPublication Channels: • Journal ofCleanerProduction • Int Journal ofSustainableEngineering • Int Journal ofProductDevelopment • Int Journal ofInnovation and Tech Management • Journal ofProductInnovation Management • Journal ofProduction Research • Journal ofEngineering, Design and Technology • Systems Engineering • Networks: ISPIM, PDMA, INCOSE; CSER; ICED; CIRP; EEE SOSE; etc

10. IntegrationofPhDwithin WP6

11. Plans for PhD • Visiting researcher at Stanford, October 2012 – October 2013 • Co-supervisor Martin Steinert • Case study with two car manufacturers, possibly Tesla and a established company (GM or similar) • Work with two international car labs at Stanford • Volkswagen Automotive Innovation Lab • CARS – the center for automotive research • Focus case studies and future research on concept development • Continue to pursue front-end contextual factors within the concept development phase • Study the concept development phase by looking at two vastly different companies producing the ‘same’ product, electric vehicles • Journal paper, fuzzy front-end literature study, possibly with a case study, winter 2012 How does the existing infrastructure such as tools, knowledge and suppliers affect the concept development phase? In this case we want to specifically look at how concepts are developed when you are allowed/must to start with blank sheets. For example how are concepts developed when designing EVs at Tesla compared to Nissan/Honda/GM (or other car manufacturers that already have a very established infrastructure).