Thesis (Ph.D.)--Hong Kong University of Science and Technology, 2005. / Includes bibliographical references (leaves 113-119). Also available in electronic version.

Thesis (Ph.D.)--Hong Kong University of Science and Technology, 2005. / Includes bibliographical references (leaves 120-124). Also available in electronic version.

Thesis (M.S.)--Ohio University, August, 2004. / Title from PDF t.p. Includes bibliographical references (p. 68-70)

Thesis (Ph. D.)--University of Hong Kong, 2006.

Made available in DSpace on 2014-06-11T19:32:22Z (GMT). No. of bitstreams: 0 Previous issue date: 2011-07-20Bitstream added on 2014-06-13T19:25:54Z : No. of bitstreams: 1 salgado_eg_dr_guara.pdf: 1358398 bytes, checksum: cc0f224581f2c3974dccd36a3d67c48c (MD5) / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / O Processo de Desenvolvimento de Produtos (PDP) se torna cada vez mais crítico para a competitividade das empresas, devido à crescente internacionalização dos mercados, aumento da diversidade e variedade de produtos e a redução do ciclo de vida dos produtos. O presente trabalho tem como objetivo principal propor um modelo de referência adaptado para o PDP de empresas de base tecnológica (EBT) fabricantes de produtos eletrônicos. A pesquisa segue uma abordagem metodológica combinada, ou seja, qualitativa-quantitativa. Assim, empregou-se inicialmente uma abordagem qualitativa, com estudos de caso múltiplos, para a identificação das características do PDP na fabricação de produtos eletrônicos, seguida de uma abordagem quantitativa, com aplicação de um método de tomada de decisão multicriterial, para selecionar as macrofases, fases e atividades do modelo proposto para PDP. Finalmente, realizaramse novos estudos de caso múltiplos para verificação da adequação do modelo proposto nas empresas estudadas. As macrofases desdobradas ao longo da pesquisa são estratégia organizacional, pré-desenvolvimento, desenvolvimento e pósdesenvolvimento, com destaque para a fase de estratégia organizacional. Os resultados da pesquisa apontam que o modelo proposto se mostrou adequado às EBTs fabricantes de eletrônicos de médio porte e que esse modelo propicia a essas empresas uma sistemática para o emprego de uma rotina mínima para o desenvolvimento de produtos de sucesso / The new product development (NPD) becomes increasingly critical to business competitiveness, due to growing international markets, diversity and variety of products and reduced product life cycle. The present work reports results from a research which had as main objective to propose a model to NPD for technology-based companies from the electronics industry. The research was conducted following a mixed methodological approach, or else, qualitative and quantitative It was initially employed a qualitative approach, using multiple cases research, to identify features of the business, followed by a quantitative approach using a multicriteria decision making method to evaluate the macro-phases, phases and activities of the NPD proposed model. Finally, studies of multiple cases are carried out to verify the proposed model adequacy. The results analysis suggests that the proposed model may be considered convenient

Resumo: O Processo de Desenvolvimento de Produtos (PDP) se torna cada vez mais crítico para a competitividade das empresas, devido à crescente internacionalização dos mercados, aumento da diversidade e variedade de produtos e a redução do ciclo de vida dos produtos. O presente trabalho tem como objetivo principal propor um modelo de referência adaptado para o PDP de empresas de base tecnológica (EBT) fabricantes de produtos eletrônicos. A pesquisa segue uma abordagem metodológica combinada, ou seja, qualitativa-quantitativa. Assim, empregou-se inicialmente uma abordagem qualitativa, com estudos de caso múltiplos, para a identificação das características do PDP na fabricação de produtos eletrônicos, seguida de uma abordagem quantitativa, com aplicação de um método de tomada de decisão multicriterial, para selecionar as macrofases, fases e atividades do modelo proposto para PDP. Finalmente, realizaramse novos estudos de caso múltiplos para verificação da adequação do modelo proposto nas empresas estudadas. As macrofases desdobradas ao longo da pesquisa são estratégia organizacional, pré-desenvolvimento, desenvolvimento e pósdesenvolvimento, com destaque para a fase de estratégia organizacional. Os resultados da pesquisa apontam que o modelo proposto se mostrou adequado às EBTs fabricantes de eletrônicos de médio porte e que esse modelo propicia a essas empresas uma sistemática para o emprego de uma rotina mínima para o desenvolvimento de produtos de sucesso / Abstract: The new product development (NPD) becomes increasingly critical to business competitiveness, due to growing international markets, diversity and variety of products and reduced product life cycle. The present work reports results from a research which had as main objective to propose a model to NPD for technology-based companies from the electronics industry. The research was conducted following a mixed methodological approach, or else, qualitative and quantitative It was initially employed a qualitative approach, using multiple cases research, to identify features of the business, followed by a quantitative approach using a multicriteria decision making method to evaluate the macro-phases, phases and activities of the NPD proposed model. Finally, studies of multiple cases are carried out to verify the proposed model adequacy. The results analysis suggests that the proposed model may be considered convenient / Orientador: Valerio A. P. Salomon / Coorientador: Carlos H. P. Mello / Banca: Jorge Muniz Junior / Banca: Carlos Eduardo Sanches da Silva / Banca: Luis Alberto Duncan Rangel / Banca: Osvaldo Luiz Gonçalves Quelhas / Doutor

Thesis (MTech (Mechanical Engineering))--Cape Peninsula University of Technology, 2010 / Many companies are currently focusing on how to stay innovative, how to innovate and how to create an innovation climate in their companies. Why is innovation vital to companies? New Product Development (NPD) can be a key factor in this regard. Companies believe that NPD is their life blood; it can be the better way to survive firmly and be more competitive. In addition, the strategy of how to manage NPD process effectively and efficiently is becoming a powerful way of achieving a competitive edge. As Small and Medium Enterprises (SMEs) play a significant role in South African economic development, it is critical for companies especially (SMEs) to seek an ideal way to manage innovation productively. However, to be innovative is not easy for any organization and it should be managed effectively. The effective management of innovation and NPD in SMEs is investigated in this study. Innovation and NPD has already become the key drivers of sustainability and competitiveness for many companies especially SMEs. Innovation and NPD as the main subjects that are carefully studied, discussed and understood in larger corporations and multinational enterprises. It would appear that the same cannot always be said when it comes to SMEs.

M.Ing. / Change is an every day occurrence in any environment, especially in the technology market, where technology doubles approximately every 10 years [1]. Therefore it is of utmost importance that this change should be managed for any organization to maintain its respective market position. For most industrial products that are introduced into the market it is essential for those products to be able to change to fit the expected technical changes that will transpire. These changes take place because of the demand those consumers that use the technology place on the market. Thus the value of customer service is irrefutable, and it should be addressed accordingly. In the development phase it is thus important to design the product with future change in mind to cope with the demands that consumers place on one's product. Placement of a control system in the industrial market should be done ingeniously to be able to stay in the specified market and cope with change. The Delta V, an advanced control system, is one such product that is positioned in the market in an intelligent manner [21]. To be able to do the right positioning one needs expert engineering management skills to be able to remain in the market and not sta~ate in this constantly changing technical environment. Engineering management should take a holistic interest in the global markets since most technical products are active in these global markets. Support is seen as a global competitive aspect of a product's success or failure. Management skills in this market place are thus one of the strongest advantages an engineering organization can have which in return can prove a significant difference in the organizations survival. Thus securing the edge that any organization wants and strives for to be one step in front of its competitors. As such the purpose of this research is then to present aspects of positioning and support of an engineering product via a case study in an integrated fashion.

M.Com. (Business Management) / The innovation and marketing of new products has become increasingly important for the profitability of companies. Developing new products is a risky endeavour. Research shows that new product development often fails. As such, it is very important that product development managers are aware of the factors that can cause product failure. This research studied the product innovation process in the South African electronics industry. The objective of the study was to prove the relationship between proficient development-activity execution and innovation success. The research took the form of a structured questionnaire, that was mailed to respondents. After analysis -of the data, it was possible to accept the research hypothesis. The research showed that marketing activities were not well executed; in contrast technical activities were better completed. It proved the notion that a market orientation should be favoured above a product orientation. Companies in the electronics industry seem to have enough marketing resources available. however. they under-utilize these resources - with disastrous results. The research proved that following a strict product development process can improve new product performance. No one activity causes success or failure but the combination of pivotal activities has a definite effect on product innovation success.

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