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• 1. [Article] New Product Development: Amorphous Silicon Thin Film PV

  Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although ...

  Citation × Citation Citation Abstract Copy Title: New Product Development: Amorphous Silicon Thin Film PV Author: Sheikh, Nasir Jamil, Bokka, Naresh, Rasiah, Rekha, Bourque, Greg, Natale, Rocco, Khamis, Rabah Year: 2010 Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although this is recognized as the industry leading technology, Q-Cells has set a goal to be the leader in next generation solar PV. We need to develop a process capability within our organization to support the design and development of industry leading second generation (2G) PV technology. The organization has created the Q-Cells NPI process, a modified stage gate phase model to support this new product development. The Q-Cells senior management has given their support to our defined product development lifecycle process. To achieve this goal of 2G solar PV, our new technology experts have been searching for new developments in research labs around the country. The rest of this report will document the process we propose for use by Q-Cells to insure a successful product development, from the idea generation stage, successively through definition, design, systems engineering and product engineering to full production manufacturing. Title: New Product Development: Amorphous Silicon Thin Film PV Author: Sheikh, Nasir Jamil, Bokka, Naresh, Rasiah, Rekha, Bourque, Greg, Natale, Rocco, Khamis, Rabah Year: 2010 Q-Cells is a company founded in 1999 and is currently a global leader in manufacturing solar photovoltaic (PV) panels.[1][2] The current products use traditional crystalline Silicon (cSi) technology. Although this is recognized as the industry leading technology, Q-Cells has set a goal to be the leader in next generation solar PV. We need to develop a process capability within our organization to support the design and development of industry leading second generation (2G) PV technology. The organization has created the Q-Cells NPI process, a modified stage gate phase model to support this new product development. The Q-Cells senior management has given their support to our defined product development lifecycle process. To achieve this goal of 2G solar PV, our new technology experts have been searching for new developments in research labs around the country. The rest of this report will document the process we propose for use by Q-Cells to insure a successful product development, from the idea generation stage, successively through definition, design, systems engineering and product engineering to full production manufacturing. Close

• 2. [Article] Hierarchy Decision Model for Managing Innovative R&D Product Development Projects

  Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research ...

  Citation × Citation Citation Abstract Copy Title: Hierarchy Decision Model for Managing Innovative R&D Product Development Projects Author: Durairajan, Saranya, Ibarra, Maria M., Khormaee, Izad, Spatar, Daria Year: 2012 Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research and Development (R&D) investments and portfolio in order to deliver value through technological innovation is a key determinant of its market success and competitive advantage [13]. With globalization, Companies’ have a broader access to information and markets which have resulted in amplifying the need for technological innovation in order to succeed over the long term [11]. Although companies have access to and use tools to measure quantitative aspect of the business especially on the input side of innovation, it has been proven much more challenge to measure the qualitative aspect of innovation. Technology managers and leaders need methodological assessment tools in order to decide among the active technologically innovative projects in their organization. This paper focuses on technologically innovative projects where R&D managers are not able to directly leverage knowledge from past project successes and failures. The objective of this project is to develop a decision model based on Mission, Objectives, Goals and Activities (MOGSA) model developed by Dr. Kocaoglu and his team [18] in order to enable the management to relatively rank various projects in their R&D Portfolio. Using the relative rank from the decision model, R&D managers are able to determine appropriate funding allocation; in some cases resulting in termination of one or more projects with lower future potential in order to provide additional funding for more promising projects. Title: Hierarchy Decision Model for Managing Innovative R&D Product Development Projects Author: Durairajan, Saranya, Ibarra, Maria M., Khormaee, Izad, Spatar, Daria Year: 2012 Technological innovation is critical to any organization’s ability to survive and grow in today’s business environment. It is widely accepted that companies’ ability to effectively manage its Research and Development (R&D) investments and portfolio in order to deliver value through technological innovation is a key determinant of its market success and competitive advantage [13]. With globalization, Companies’ have a broader access to information and markets which have resulted in amplifying the need for technological innovation in order to succeed over the long term [11]. Although companies have access to and use tools to measure quantitative aspect of the business especially on the input side of innovation, it has been proven much more challenge to measure the qualitative aspect of innovation. Technology managers and leaders need methodological assessment tools in order to decide among the active technologically innovative projects in their organization. This paper focuses on technologically innovative projects where R&D managers are not able to directly leverage knowledge from past project successes and failures. The objective of this project is to develop a decision model based on Mission, Objectives, Goals and Activities (MOGSA) model developed by Dr. Kocaoglu and his team [18] in order to enable the management to relatively rank various projects in their R&D Portfolio. Using the relative rank from the decision model, R&D managers are able to determine appropriate funding allocation; in some cases resulting in termination of one or more projects with lower future potential in order to provide additional funding for more promising projects. Close

• 3. [Article] Quality Culture Selection for New Product Development (NPD) Organizations Using Hierarchal Decision Modeling (HDM)

  Many companies implement quality systems and subsequently the corresponding cultures in an effort to improve product or system quality and increase profits. Selecting which quality culture to employ is ...

  Citation × Citation Citation Abstract Copy Title: Quality Culture Selection for New Product Development (NPD) Organizations Using Hierarchal Decision Modeling (HDM) Author: Eastham, James, Tucker, David, Smith, J., Varma, Rohit Year: 2012 Many companies implement quality systems and subsequently the corresponding cultures in an effort to improve product or system quality and increase profits. Selecting which quality culture to employ is often difficult as the differences between the cultures are not always clear. Companies often commit to a quality culture without fully understanding the benefits and drawbacks a certain system might have to different parts of the business, including New Product Development (NPD). In this paper we present a Hierarchal Decision Model (HDM) aimed at assisting senior managers in the selection of the right quality culture that specifically improves NPD factors. We apply the HDM to three different companies, each from different business sectors and with distinct goals. Three quality cultures are compared: Lean, Six Sigma, and Theory of Constraints (ToC). Recommendations are formulated based on the model output. We discuss the results and which quality culture might be best for each company to endorse. Title: Quality Culture Selection for New Product Development (NPD) Organizations Using Hierarchal Decision Modeling (HDM) Author: Eastham, James, Tucker, David, Smith, J., Varma, Rohit Year: 2012 Many companies implement quality systems and subsequently the corresponding cultures in an effort to improve product or system quality and increase profits. Selecting which quality culture to employ is often difficult as the differences between the cultures are not always clear. Companies often commit to a quality culture without fully understanding the benefits and drawbacks a certain system might have to different parts of the business, including New Product Development (NPD). In this paper we present a Hierarchal Decision Model (HDM) aimed at assisting senior managers in the selection of the right quality culture that specifically improves NPD factors. We apply the HDM to three different companies, each from different business sectors and with distinct goals. Three quality cultures are compared: Lean, Six Sigma, and Theory of Constraints (ToC). Recommendations are formulated based on the model output. We discuss the results and which quality culture might be best for each company to endorse. Close

• 4. [Article] Project Selection for New Product Development utilizing a Hierarchical Decision Model

  Evaluation and selection of new projects is vital to the health of an organization. This paper explores the background of new project selection and the methodologies to evaluate new projects for selection. ...

  Citation × Citation Citation Abstract Copy Title: Project Selection for New Product Development utilizing a Hierarchical Decision Model Author: Gomez, Fredy, Lai, Ho-Min, Ball, Larry, Alawini, Abdussalam Year: 2010 Evaluation and selection of new projects is vital to the health of an organization. This paper explores the background of new project selection and the methodologies to evaluate new projects for selection. To illustrate the process, a new product selection evaluation is performed for North African Food Products (NAFP) using a Hierarchical Decision Model (HDM). NAFP is the pseudonym for an existing confidential food products company in North Africa. Two improved existing and eight new products were evaluated using the pair wise comparison method. HDM experts were consulted for construction of the model. Five products were selected for consideration by NAFP managers. The research methodology is discussed and appendixes for the data and interviews are provided. The new products selected for development were either improved existing or new products from NAFP‟s existing production lines. The results were validated by post survey interviews with the NAFP managers. Conclusions and suggestions for future research are also provided. Title: Project Selection for New Product Development utilizing a Hierarchical Decision Model Author: Gomez, Fredy, Lai, Ho-Min, Ball, Larry, Alawini, Abdussalam Year: 2010 Evaluation and selection of new projects is vital to the health of an organization. This paper explores the background of new project selection and the methodologies to evaluate new projects for selection. To illustrate the process, a new product selection evaluation is performed for North African Food Products (NAFP) using a Hierarchical Decision Model (HDM). NAFP is the pseudonym for an existing confidential food products company in North Africa. Two improved existing and eight new products were evaluated using the pair wise comparison method. HDM experts were consulted for construction of the model. Five products were selected for consideration by NAFP managers. The research methodology is discussed and appendixes for the data and interviews are provided. The new products selected for development were either improved existing or new products from NAFP‟s existing production lines. The results were validated by post survey interviews with the NAFP managers. Conclusions and suggestions for future research are also provided. Close

• 5. [Article] New Technology Introduction Process: RFID for groceries

  The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this ...

  Citation × Citation Citation Abstract Copy Title: New Technology Introduction Process: RFID for groceries Author: Artiga, Roberto, Intarode, Nuttavut, Lotfi, Theodore Nyma, Praechareonwatana, Nuttavut, Osman, Osman, Sell, Vera Year: 2010 The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this stage, the company starts identifying major opportunities available in the market, having as its outcome a prioritized project list. As an example, in the grocery market, different opportunities had been observed and RFID was selected as a potential opportunity in the prioritized projec list to use as a substitute for the traditional bar code. Based on our estimate it can create an emerging market worth 6 billion USD in 5 years. The second funnel is “Technology.” It starts with identification of core competencies needed to transfer technology from laboratory to factory and will end with a technology transfer plan which contains how to close the gap between what is required and what Paru currently has in-house. The third funnel is “New Product Implementation.” It is a hybrid process which will go for simultaneous product and process concept development. These processes are carried out with proactive integration and collaboration so by the time the engineering release is approved, everything is in place to go into large-volume manufacturing without any further delays. Paru will go through the above mentioned steps to produce and sell RFID tags. After the three major funnels, the next stage of the process is volume production. This stage does not only includes manufacturing but also all the activities for continuous improvement that result to solve problems identify during volume production as well as those activities to optimize costs, quality, and yield until a second generation product is released or a product goes into obsolescence. The following sections describe the details of each part of the development process; all diagrams are included in the appendix of this report. Title: New Technology Introduction Process: RFID for groceries Author: Artiga, Roberto, Intarode, Nuttavut, Lotfi, Theodore Nyma, Praechareonwatana, Nuttavut, Osman, Osman, Sell, Vera Year: 2010 The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this stage, the company starts identifying major opportunities available in the market, having as its outcome a prioritized project list. As an example, in the grocery market, different opportunities had been observed and RFID was selected as a potential opportunity in the prioritized projec list to use as a substitute for the traditional bar code. Based on our estimate it can create an emerging market worth 6 billion USD in 5 years. The second funnel is “Technology.” It starts with identification of core competencies needed to transfer technology from laboratory to factory and will end with a technology transfer plan which contains how to close the gap between what is required and what Paru currently has in-house. The third funnel is “New Product Implementation.” It is a hybrid process which will go for simultaneous product and process concept development. These processes are carried out with proactive integration and collaboration so by the time the engineering release is approved, everything is in place to go into large-volume manufacturing without any further delays. Paru will go through the above mentioned steps to produce and sell RFID tags. After the three major funnels, the next stage of the process is volume production. This stage does not only includes manufacturing but also all the activities for continuous improvement that result to solve problems identify during volume production as well as those activities to optimize costs, quality, and yield until a second generation product is released or a product goes into obsolescence. The following sections describe the details of each part of the development process; all diagrams are included in the appendix of this report. Close

• 6. [Article] Vizio Inc. Product Development Process

  Vizio Inc., which started with only 3 people in 2002, has become the number one shipper of LCD HDTVs to the U.S. consumer electronics market of 2009. They have achieved their fast growth by concentrating ...

  Citation × Citation Citation Abstract Copy Title: Vizio Inc. Product Development Process Author: Lim, Donggyu, Krampits, Mark, Letts, Matthew, Katarya, Nitin, Shott, Tom Year: 2010 Vizio Inc., which started with only 3 people in 2002, has become the number one shipper of LCD HDTVs to the U.S. consumer electronics market of 2009. They have achieved their fast growth by concentrating on their target segment and market. The founder started in the TV sale business and thought that he could sell to a niche market in the consumer electronic market, especially LCD TV. Therefore, he began to make an inexpensive, but high quality LCD TVs. Another key to his success is that he formed strong relationships with overseas TV manufacturers. While his competitors are selling the same products worldwide, Vizio focuses on the U.S. market. Vizio has developed a solid sales network and has established brand power. It has over 170 employees and over $4 billion in sales in 2009. Vizio is going to introduce a new technology, 3D TV, into their product line. It has been decided that a new process, a Phase Gate Product Life cycle will be followed for this new technology and others that will be produced in the future. Title: Vizio Inc. Product Development Process Author: Lim, Donggyu, Krampits, Mark, Letts, Matthew, Katarya, Nitin, Shott, Tom Year: 2010 Vizio Inc., which started with only 3 people in 2002, has become the number one shipper of LCD HDTVs to the U.S. consumer electronics market of 2009. They have achieved their fast growth by concentrating on their target segment and market. The founder started in the TV sale business and thought that he could sell to a niche market in the consumer electronic market, especially LCD TV. Therefore, he began to make an inexpensive, but high quality LCD TVs. Another key to his success is that he formed strong relationships with overseas TV manufacturers. While his competitors are selling the same products worldwide, Vizio focuses on the U.S. market. Vizio has developed a solid sales network and has established brand power. It has over 170 employees and over $4 billion in sales in 2009. Vizio is going to introduce a new technology, 3D TV, into their product line. It has been decided that a new process, a Phase Gate Product Life cycle will be followed for this new technology and others that will be produced in the future. Close

• 7. [Article] Evaluation of emerging Logic Devices for Future Semiconductor Industry

  This paper demonstrates the use of decision models for the evaluation of emerging logic device technologies for future semiconductor industry. The objective of the decision model discussed in this paper ...

  Citation × Citation Citation Abstract Copy Title: Evaluation of emerging Logic Devices for Future Semiconductor Industry Author: Bourque, Jacques, Meng, Liang, Ho-min, Lai, Vagesh, Nikita, Ashraf, Rehman, Suharto, Yulianto Year: 2010 This paper demonstrates the use of decision models for the evaluation of emerging logic device technologies for future semiconductor industry. The objective of the decision model discussed in this paper is to choose the optimum emerging logic device technologies among some of the alternatives that have been developed for years. A hierarchical decision model (HDM) was selected as the tool and a model was constructed to meet this objective. Density, performance, power, compatibility and readiness in year 2018 were identified as the five criteria to support the objective described above. The alternatives were chosen among all the emerging technology devices related to semiconductor industry. The pair wise comparison is used to determine the relative impact of each criterion towards the main objective. Once these steps are established, the model can be calculated; comparisons between the alternatives will be made and the best logic device to choose will be recommended based upon the criteria. Title: Evaluation of emerging Logic Devices for Future Semiconductor Industry Author: Bourque, Jacques, Meng, Liang, Ho-min, Lai, Vagesh, Nikita, Ashraf, Rehman, Suharto, Yulianto Year: 2010 This paper demonstrates the use of decision models for the evaluation of emerging logic device technologies for future semiconductor industry. The objective of the decision model discussed in this paper is to choose the optimum emerging logic device technologies among some of the alternatives that have been developed for years. A hierarchical decision model (HDM) was selected as the tool and a model was constructed to meet this objective. Density, performance, power, compatibility and readiness in year 2018 were identified as the five criteria to support the objective described above. The alternatives were chosen among all the emerging technology devices related to semiconductor industry. The pair wise comparison is used to determine the relative impact of each criterion towards the main objective. Once these steps are established, the model can be calculated; comparisons between the alternatives will be made and the best logic device to choose will be recommended based upon the criteria. Close