Appendix 1 - Tools and Standards of PLM

Total Page:16

File Type:pdf, Size:1020Kb

Appendix 1 - Tools and Standards of PLM Appendix 1 - Tools and standards of PLM A.CALS CALS (Continuous Acquisition and Life Cycle Support) is a comprehensive standard for the broad international transfer of technical information between separate IT systems. CALS began from the United States Ministry of Defense, which was looking for ways to develop the electronic transfer of information. The CALS standard was designed to be so broad that every kind of information, including text and graphics, could be moved effectively between different systems. CALS contains several different standards: SGML standard, IGES format for the transfer of CAD files and EDI (Electronic Data Interchange) for the transmission of commercial documentation. In spite of its background, the standard has also gained a foothold in the civilian world, especially among large-scale international enterprises. CALS has been divided into two different stages (figure 36). Traditional paper based communication has also been compared with stages 1 and 2 of CALS in figure 36. In the first stage, data transfer takes place according to neutral transfer standards. In the second stage, a large database is created for the use of different parties within the information network. CALS will never be a finished and static standard. STEP, for example, is likely to replace IGES completely ifthe use of STEP continues to grow. Appendix I 207 :Customer Suppliers CALS stage1 Customer Exchange of L--.---' product data on application level CALS stage 2 Customer Exchange of product data through integrated database Suppliers Figure 41: Traditional data transfer model and stages l and 2 of CALS. B. STEP STEP (Standard for the Exchange of Product model data) is officially titled ISO I 0303 Industrial Automation Systems and Integration Product Data Representation and Exchange. STEP is an international standard, based on the idea of product models, for representing standard product data. The central idea of STEP is to make the transfer of product data possible between various departments within companies, and between separate companies, organizations, and separate users, with different software applications, over the whole life cycle of the product. With STEP, the data transfer takes place through a standard-type neutral product model, and standardized file formats, programming interfaces and application protocols. 208 Product Lifecycle Management The objective of the STEP standard is to offer a neutral - in other words commercially independent - transfer mechanism for product data, which can represent the product data over the whole life cycle of the product, irrespective of system. According to its definition, STEP is suitable not only for neutral data transfer but is also a foundation for the establishment of databases (ISO CD 103031 ). The objective of the standard is to make possible the connection, into a functional totality, of: • Computer aided design (CAD- Computer Aided Design) • Computer aided work and task design (CAPP- Computer Aided Process Planning) • Computer aided manufacturing (CAM - Computer Aided Manufacturing) In other words, the aim is to provide companies with the preconditions for actual integrated production (CIM - Computer Integrated Manufacturing). A further objective is to make the use of common databases possible for different applications and to enable the uninhibited movement of product data through cooperative networks. The aim is also to replace present standards and file-formats meant for the transfer of image information, such as IGES and DXF. As was stated earlier, STEP is not merely a transfer format for CAD information. It contains a whole technology: 1. Means to formally describe product data 2. Implementation methods to transfer, save and supply the information 3. Testing methods to test the conformity of the implementation to the STEP standard STEP gained official status in 1994. It is a fairly broad, and continuously growing, abstract and high-level standard. The idea of the standard is to function as a general foundation when creating a product model utilizing the standard's integrated resources. The integrated resources are used when developing data transfer protocols (AP - Application Protocol) for particular industries, which serve only one particular kind of data transfer need. These AP's are part of STEP and visible in practical data transfer. An example is AP 214: Core Data for Automotive Mechanical Design Process. Appendix 1 209 There are five AP's in preparation for shipbuilding: • AP 215 - Ship Arrangements • AP 216- Ship Molded Forms • AP 217 - Ship Piping • AP 218 - Ship Structures • AP 226 - Ship Mechanical For example these AP's include several ready sections some of which are already in production use. The naval modeling software of Finnish software provider NAPA (Naval Architecture Package) uses AP 216, among other things, in 3D models, for saving surface data. A function model of the application (AAM Application Activity Model) is used to define the area of qualification of the AP. The AAM defines the functions of the application and the data flows in which the product data is moved and handled. The information needs for the application, and delimitations related to the information, are described using the reference model of the application (ARM Application Reference Model). The resources model of the application (AIM Application Interpreted Model) defines the subset of the integrated resources that an AP uses. In addition to all this, the AP describes the relation between AIM and ARM, in other words how the general concepts of AIM are interpreted in the ARM. The purpose of the different models described above is to allow all application areas to utilize common concepts as resources, such as geometric form descriptions. However, these descriptions can also be interpreted differently by each application protocol, or AP. For example, the volume model for a right-angled prism can be used to describe the form of a concrete block in a building application or to describe the form of a simple steel part in mechanical engineering. These form descriptions will then be tested using the testing methods of STEP - which are a part of each AP - to ensure that the description meets the uniformity demands of the standard. 210 Product Lifecycle Management Generic resources Product description Presentation Math Support Product data management Figure 42: TEP standard. C.DXF DXF, or Data Exchange Format is a data transfer standard developed, maintained and patented by AutoDesk Inc, the creator of AutoCAD software. The standard does not have official approval but due to its wide use in 2D CAD, DXF has become a de facto standard for 2D CAD data. It is most used to transfer data between PC-based CAD applications, due to the good functioning of .dxf and the strong market position of AutoCAD. DXF is not suitable for the transfer ofthree-dimensional, solid models. D. IGES IGES (Initial Graphics Exchange Specification) is a standard developed for the transfer of graphic information - drawings and models - in 2D and Appendix 1 211 3D. IGES is a neutral file format, which can be read by nearly all CAD software. Problems may often occur in the transfer of information due to the scope of the qualifiers in IGES. Features can be presented in many different ways, all of which are correct. The newest IGES files can also contain small amounts of product data, together with attribute tables and solid models. E.SGML SGML (Standard Generalized Markup Language), ISO 8879, is the standard general description language for the structure of a document. SGML makes it possible to present information according to a data model. The description of the data model is called DTD (Document Type Definition). However, the instance of the document describes the structure and contents of the document. SGML is widespread within fields of industry that have any kind of publishing activity. The standard is mainly used to describe the contents and structure of documents. SGML makes possible the electronic storage of documents as well as document retrieval, transfers, and revisions, irrespective of the applications or equipment used. It is said to offer to structured documents what SQL has traditionally offered to structured information: a common language, which makes possible cooperation between different systems and software. A good example of SGML from DTD is HTML, which is used in the Internet's WWW, where the language is used to describe Internet pages, among other things. HTML can be used to create documents that include images, text, sound, and links to other documents anywhere on the WWW. So the user can use a PC to browse documents located anywhere on the Internet. The application used to do this - a browser such as Opera, Netscape or MS Internet Explorer - transforms the documents into a form suitable for the screen. F.XML XML (Extensible Markup Language): The deployment of this data transfer standard probably provides the best new opportunities for 212 Product Lifecycle Management cooperation and collaboration between organizations. XML is a simple subset of SGML. The HTML used on the Internet is similar in its way of presenting structured information. In XML, the separate documents or the parts of the information can contain mutual relations so that it is relatively easy to search a large mass of information. XML is a standardized description language for the structured presenting of information. The structured information can contain different types of content, including text and images, as well as descriptions of the contents. XML describes its contents itself. It differentiates data structures from the user interface, so information from separate sources can be brought to the same user interface. The basic idea of XML is to distinguish structure, content and styles from each other and thus to ease the portability of information. The concept of XML can be understood if one thinks of it as a meta-language, which can be re-defined by anyone who wishes to present certain material in a standard way. XML files are classified into two categories: well formed and valid.
Recommended publications
  • Mediating Customer Relationship Management on the Effect of Incremental Innovation on Product Life Cycle
    INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 8, ISSUE 09, SEPTEMBER 2019 ISSN 2277-8616 Mediating Customer Relationship Management On The Effect Of Incremental Innovation On Product Life Cycle Erna Setijani, Sumartono, Pudjo Sugito Abstract: This study aims to analyze the mediating customer relationship management on the effect of incremental innovation on product life cycle. The population of this study are batik entrepreneurs in Madura island, Indonesia. The sampling technique uses a proportional random sampling at three locations, namely: Bangkalan, Sampang, Pamekasan and Sumenep Regency. The number of respondents is 200 batik entrepreneurs. This research was carried out by designing questionnaire and testing the validity dan reliability of research instrument. Furthermore, the questionnaire was broadcasted to the batik entrepreneurs who were randomly selected. The primary data was analyzed using structural equation model with the Partial Least Square (PLS) data processing program. The result of this study demonstrates that incremental innovation affects customer relationship management, incremental innovation affects product life cycle, customer relationship management affects product lifecycle and incremental innovation affect indirectly product life cycle through customer relationship management. It means that both incremental innovation and customer management relationship can extend product life cycle of Madures Batik. Index Terms: Incremental Innovation, Customer Relationship Management, Product Life Cycle ———————————————————— 1 NTRODUCTION Industry, Indonesia, 2018). Unfortunately, the marketing of Batik is attached as a cultural part of several regions such Madurese batik products remains ups and downs. In fact, in as Solo, Yogyakarta, and Pekalongan. In East Java, the past three (3) years, it has stagnated and dropped. The Madura Island, besides being known as a salt island, has results of preliminary studies indicate that Bangkalan turned out to have a wealth of cultural sites, i.e.
    [Show full text]
  • The Product Life Cycle : It's Role in Marketing Strategy/Some Evolving
    UNIVERSITY OF ILLINOIS LIBRARY AT URBANACHAMPAIGN BOOKSTACKS £'*- ^3 Digitized by the Internet Archive in 2011 with funding from University of Illinois Urbana-Champaign http://www.archive.org/details/productlifecycle1304gard BEBR FACULTY WORKING PAPER NO. 1304 The Product Life Cycle: It's Role in Marketing Strategy/Some Evolving Observations About the Life Cycle David M. Gardner College of Commerce and Business Administration Bureau of Economic and Business Research University of Illinois, Urbana-Champaign BEBR FACULTY WORKING PAPER NO. 1304 College of Commerce and Business Administration University of Illinois Urbana-Champaign November 1986 The Product Life Cycle: It's Role in Marketing Strategy/ Some Evolving Observations About the Life Cycle David M. Gardner, Professer Department of Business Administration The Product Life Cycle: It's Role In Marketing Strategy- Some Evolving Observations About The Product Life Cycle The Product Life Cycle is an attractive concept, but one which the common consensus is that it has some descriptive value, but rather limited or non-existent prescriptive value. This paper is based on the premise the Product Life Concept has the potential to become a central, if not, the central concept in marketing theory and practice. Prior to making suggestions on steps toward this ambitious goal, the concept is reviewed along with its major limitations. Based on a review of research evidence published since 1975, it is suggested that three areas need to be explored and expanded. The first is a careful reexamination of the foundation of the concept, then there needs to be a focus on the product life cycle as a dependent variable, and third, there is a need from application of meta-theory criteria to guide future research.
    [Show full text]
  • Product Quality Management
    P8: Pharmaceutical Quality System Elements: Process Performance and Product Quality Monitoring System By Deborah Baly, PhD Product Quality Management Deborah Baly, Ph.D Sr. Director, Commercial Product Quality Management, GNE/ROCHE 1 Presentation Outline: • Product Quality Management – Regulatory landscape and need for integrated product quality management • Role of the Product Quality Steward – Product quality oversight by linking systems, data, and people • Product Lifecycle Management - Commercial Product Lifecycle approach • Conclusions P8: Pharmaceutical Quality System Elements: Process Performance and Product Quality Monitoring System By Deborah Baly, PhD Regulatory Landscape Growing Expectations for Modern Manufacturing • Quality is built in • Lifecycle approach from Development to Product Discontinuation • Understand complex supply chain CMO networks • Robust process measurement & analytical tools •Real‐time assessment of product & process capability • Maintaining “state of control” throughout commercial lifecycle Product Quality Management: Fundamental Elements Product Complaints • Identifying early warning signals of product quality issues in the field Product Assessment & Trending • Proactive assessment of product quality attributes across the manufacturing process Product Quality Stewards • Single point of Contact for Quality to key stakeholders • Routine assessment of product control plans to address trends • 8 Qtr Plan provides foresight and proactive approach QC testing network support • Harmonized approach to test method
    [Show full text]
  • Future Directions for Product Lifecycle Management (Plm) and Model-Based Systems Engineering (Mbse)
    FUTURE DIRECTIONS FOR PRODUCT LIFECYCLE MANAGEMENT (PLM) AND MODEL-BASED SYSTEMS ENGINEERING (MBSE) Sanford Friedenthal, SAF Consulting Sponsored by Aras Future Directions for Product Lifecycle Management (PLM) and Model-based Systems Engineering (MBSE) Future Directions for Product Lifecycle Management (PLM) and Model-based Systems Engineering (MBSE) SANFORD FRIEDENTHAL, SAF CONSULTING 1. INTRODUCTION Industries such as automotive, aerospace, biomedical, and telecommunications, continue to face increasing system and product development challenges that require a strategic response. Organizations must innovate to advance technology at an accelerating rate in areas such as computing, networking, sensors, and materials, and insert these technologies into their product development. They must manage growing system complexity that results from increased system and software functionality and inter-connectedness. The need for new technologies and increases in system complexity are often in response to customer demands for smarter and more autonomous systems that require less human interaction and are more fault tolerant and secure. Organizations must provide this capability within the constraints of shortened development cycles and reduced costs, while relying on extended supply chains, all to meet increasing global competition. An organization’s capability to develop and evolve systems must address these challenges to stay competitive. The development process is complex in its own right and involves interaction and collaboration among many different engineering disciplines and other stakeholders across the lifecycle. The development process must also facilitate innovation, while at the same time, leverage previous design experience and knowledge that builds on existing products. Today’s multi-disciplinary engineering practices are often stove-piped and disconnected creating many inefficiencies, rework, and limit the opportunity for reuse.
    [Show full text]
  • Overview to Teamcenter Product Lifecycle Sourcing Closing the Loop Between Your Product Procurement and Product Development Processes
    Teamcenter Overview to Teamcenter Product Lifecycle Sourcing Closing the loop between your product procurement and product development processes fact sheet Siemens PLM Software www.siemens.com/plm Summary Siemens PLM Software teams with A.T. Kearney Procurement Solutions to facilitate Teamcenter ® Product Lifecycle Sourcing software – a compre hensive range of software and services that product makers can use to digitally transform product procurement and sourcing and integrate these processes with the rest of the engineering and product development initiatives driven by product lifecycle management (PLM). Defining Teamcenter The challenge Product Lifecycle Sourcing In today’s economy, even a modest Provides procurement and improvement in the cost of doing engineering teams with real-time business can yield a tremendous access to a single source of product and process data competitive edge. Leading companies Streamlines information flow recognize this and their executives between your procurement and are giving unprecedented attention to engineering teams and facilitates the procurement process as a means “closed loop” communications between purchasing and product for improving shareholder value. development by leveraging Chief procurement officers are under intellectual capital created by these pressure to minimize purchasing disciplines in otherwise isolated information silos costs and enhance the value of their Enables product makers to company’s supplier relationships. eliminate duplicate parts/designs For example, consider the views
    [Show full text]
  • A Framework of Implementation of Collaborative Product Service in Virtual Enterprise
    CORE Metadata, citation and similar papers at core.ac.uk Provided by DSpace@MIT A Framework of Implementation of Collaborative Product Service in Virtual Enterprise X. G. Ming and W. F. Lu, advantages for survival [6] [12]. Abstract—To satisfy new market requirements, Supported by the modern Internet technology, manufacturing industry has shifted from mass production that collaboration, in the form of both online and off-line, has takes advantage of the scale of production, to quality been recognized as one of the most effective technologies to management that optimizes the internal enterprise functions, to improve the efficiency and effectiveness of business e-manufacturing era that leverage intellectual capital via collaborative innovation. In the same time, the product itself is activities, in both intra-enterprise and inter-enterprise. becoming the most important asset for sustainable business However, the traditional enterprise application systems [2], success. Consequently, the effectiveness, efficiency and such as, Computer Aided Design (CAD), Computer Aided innovation for the development of the product across the whole Process Planning (CAPP), Computer Aided Manufacturing product lifecycle are becoming key business factors for (CAM), Product Data Management (PDM), Enterprise manufacturing enterprise to obtain competitive advantages for Resource Management (ERP), Manufacturing Execution survival. To tackle such challenges, a new business model called collaborative product services in virtual enterprise is System (MES) are not able to address such needs adequately. proposed in this paper. The architecture of this new model is This is because they focus on special individual activities in developed based on the framework and the application of web an enterprise and are not developed to support collaborative service and process management for collaboration product business requirements specialized in product lifecycle.
    [Show full text]
  • Chapter on Supply Chain Risk
    Copyright © 2015 Andrew Hiles. This is an excerpt from the book Business Continuity Management: Global Best Practices, 4th Edition, ISBN 978-1-931332-35-4. Rothstein Publishing, publisher. This excerpt may be used solely for one-time professional development use and may not be reproduced In quantity or distributed or used for any other purpose without permission from [email protected] Chapter5 Managing SupplyChain Risk 121 5.5 The Strategic ProcurementLifecycle The strategic procurement lifecycle is, in essence, the amalgamation of two concepts, namely the product lifecycle and strategic procurement. This section provides an overview of the subject, and how companies should consider it as an important aspect relating to procurement and acquisition strategies. 5.5.1 ProductLifecycle Most people today are well aware of the product lifecycle, and how it is consistent with the biological lifecycle. This cycle can be illustrated via the classic “bathtub curve,” which shows that low, introductory sales are to a few innovating customers, while high, mature sales capture the market at large. Sitting alongside the product lifecycle, we can also envisage a comparative industrial lifecycle, showing how fledgling, high-growth, mature, and declining industries exist within and across economies. 5.5.2 The Strategic ProcurementLifecycle If we consider the key aspects relating to demand and supply, then we can see how buyers may adjust their positioning regarding sourcing and supply, depending on the lifecycle of the product or industry. Figure 5-3 below shows a working model of the strategic procurement lifecycle, relating to the relative maturity of the industry from which the product is being purchased.
    [Show full text]
  • Product Lifecycle Management Through Innovative and Competitive Business Environment
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Gecevska, Valentina; Chiabert, Paolo; Anisic, Zoran; Lombardi, Franco; Cus, Franc Article Product lifecycle management through innovative and competitive business environment Journal of Industrial Engineering and Management (JIEM) Provided in Cooperation with: The School of Industrial, Aerospace and Audiovisual Engineering of Terrassa (ESEIAAT), Universitat Politècnica de Catalunya (UPC) Suggested Citation: Gecevska, Valentina; Chiabert, Paolo; Anisic, Zoran; Lombardi, Franco; Cus, Franc (2010) : Product lifecycle management through innovative and competitive business environment, Journal of Industrial Engineering and Management (JIEM), ISSN 2013-0953, OmniaScience, Barcelona, Vol. 3, Iss. 2, pp. 323-336, http://dx.doi.org/10.3926/jiem.v3n2.p323-336 This Version is available at: http://hdl.handle.net/10419/188426 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte.
    [Show full text]
  • Oracle Agile Product Lifecycle Management for Process Supply Chain Relationship Management User Guide, Release 6.1.1 E29795-01
    Oracle® Agile Product Lifecycle Management for Process Supply Chain Relationship Management User Guide Release 6.1.1 E29795-01 January 2013 Oracle Agile Product Lifecycle Management for Process Supply Chain Relationship Management User Guide, Release 6.1.1 E29795-01 Copyright © 1995, 2013, Oracle and/or its affiliates. All rights reserved. This software and related documentation are provided under a license agreement containing restrictions on use and disclosure and are protected by intellectual property laws. Except as expressly permitted in your license agreement or allowed by law, you may not use, copy, reproduce, translate, broadcast, modify, license, transmit, distribute, exhibit, perform, publish, or display any part, in any form, or by any means. Reverse engineering, disassembly, or decompilation of this software, unless required by law for interoperability, is prohibited. The information contained herein is subject to change without notice and is not warranted to be error-free. If you find any errors, please report them to us in writing. If this software or related documentation is delivered to the U.S. Government or anyone licensing it on behalf of the U.S. Government, the following notice is applicable: U.S. GOVERNMENT RIGHTS Programs, software, databases, and related documentation and technical data delivered to U.S. Government customers are "commercial computer software" or "commercial technical data" pursuant to the applicable Federal Acquisition Regulation and agency-specific supplemental regulations. As such, the use, duplication, disclosure, modification, and adaptation shall be subject to the restrictions and license terms set forth in the applicable Government contract, and, to the extent applicable by the terms of the Government contract, the additional rights set forth in FAR 52.227-19, Commercial Computer Software License (December 2007).
    [Show full text]
  • Managing Product Lifecycle Complexities in Pharma Session ID: 11229
    Managing Product Lifecycle Complexities in Pharma Session ID: 11229 How Oracle Agile could Prepared by: improve productivity and Arun Sharma compliance NexInfo Solutions Remember to complete your evaluation for this session within the app! 04/08/2019 Who is NexInfo? SUMMARY • Consulting company focused on helping clients achieve Operational Excellence via an optimal blend of Business Process & Software consulting services • Deep domain expertise, including: Integrated Business Planning (IBP/S&OP), Enterprise Resource Planning (ERP), Product Lifecycle Management (PLM), Customer Relationship Management (CRM), Enterprise Planning Management (EPM), Human Capital Management (HCM), Predictive Data Analytics, Security, & Business Transformations • Founded in 1999 and managed by computer industry & business process professionals • Clients include emerging companies and Fortune 1000 corporations • Recognized in the industry, including features in Gartner Reports, The Silicon Review (50 Smartest Companies of the Year 2016 and 10 Fastest Growing Oracle Solution Providers 2017), and CIO Review (100 Most Promising Oracle Solution Providers 2015) PARTNERS CORPORATE INFO • HQ in Orange County, CA with offices in Redmond, WA, Chicago, IL, Bridgewater, NJ, Dublin, Ireland, Chennai & Bangalore, India • Operations across the United States, Europe (Ireland, UK, Switzerland, Belgium) & India Industry Experience How to manage product lifecycle in Pharma from Pre-Clinical trials to Commercial Manufacturing Case study based on implementation of Oracle Agile
    [Show full text]
  • Teamcenter Direct Materials Sourcing
    Teamcenter direct functions, such as engineering, quality materials sourcing and manufacturing, and externally with suppliers. Without early collaboration, sourcing strategies are limited to cost containment techniques such as con- solidating suppliers, combining volumes across plants and developing new Decrease costs by extending purchasing suppliers in emerging markets. Cost influence throughout the product lifecycle containment techniques are indeed essential, but the purchasing function must grow beyond its transactional Benefits Summary origins and proactively engage with key • Provides an understanding of cost The Teamcenter® software direct functional stakeholders throughout the drivers early in the product develop- materials sourcing solution empowers product lifecycle if true cost reduction ment cycle companies to efficiently manage the and accelerated time-to-market are to sourcing process with their supply • Shortens sourcing cycle time by facili- be achieved. chains. The Teamcenter platform tating efficient, secure information provides a single source of data and For many companies, the biggest road- exchange with respondents enables you to streamline sourcing block to early collaboration is finding a • Delivers streamlined, round-trip processes across the extended enter- way to automate and streamline pro- sourcing integrated with product prise. The result is lower product costs cesses, such as direct materials development processes such as NPI, and faster time-to-market. sourcing, which is intertwined with ECR and ECN other product development processes, The challenge such as new product introduction (NPI) • Provides cloud-ready environment Competitive pressures are motivating and change management. option for easy deployment with companies to deliver value-driven multi-tenancy capabilities to reduce With Teamcenter direct materials sourc- products at lower prices and an acceler- administrative overhead ing, you can extend the influence of ated pace.
    [Show full text]
  • Impact of Customer Relationship Management on Product Innovation Process
    Impact of Customer Relationship Management on Product Innovation Process Supervisor Dr. Ossi Pesämaa Authors Yelin Li and Nguyen Thi Thu Sang Dec 2011 Abstracts In marketing, the common view is that customer relationships enhance innovativeness. Regularly it involves doing something new or different in response to market conditions. However, previous studies have not addressed how customer relationship management (CRM) plays its role in product innovation process. This thesis proposes and tests how key CRM activities influence and relate to each stage in product innovation process. The objective of this study is to test how customer relations management activities influence four basic stages of product innovation process. Five practices of CRM is found in the literature (i.e., information sharing, customer involvement, long-term partnership, joint problem-solving and technology-based CRM). Furthermore, our literature review suggests four stages of innovation process (i.e., innovation initiation, input, thoroughput and output). The one-to-one relationship between CRM activities and innovation stages are established in four models. These associations are tested and some are verified in a survey-based study. Specifically data from 83 respondents were collected. All respondents represent a strategic business unit and work closely with R&D, product development or marketing. Regression analysis is conducted to examine the impacts of CRM on innovation process. The statistical results indicate that not all CRM activities make contributions to each stage within innovation process. It is found that 1) information sharing effectively enhances both innovation throughput and innovation output. 2) Customer involvement and joint problem-solving exert positive influence on innovation throughput stage, while long-term partnership has significant effects on innovation output.
    [Show full text]