In recent years, due to severe global market competition, increase of manpower costs and decrease in foreign trade, plus low-price labor costs from China and southeastern Asia countries (eg. Vietnam), all these factors enforce Taiwan manufacturing, such as motorcycle industry, moving their production factories to those countries. This phenomenon has been brought to Taiwan government¡¦s attention, and this crisis has encouraged our industrial circles to develop higher-level R&D and design center. Furthermore, the official department (eg. Industrial Development Bureau) also supplies enterprises with expenses support to conduct R&D and design. Within New Product Development (NPD) is one of the major subsidiary entries. Take Taiwan motorcycle industry as an example. To develop NPD is an essential competitive strategy for enterprise. On the one hand, this strategy has helped Taiwan motorcycle industry to be independent of technical domination from Japan; on the other hand, it has created differentiation in motorcycle industry and consolidated the foundation marching into international market. This is also what internal manufacture enterprises strive for.
NPD process involves several stages. For example, in 1994 Cooper brought up product composition, initial evaluation, concept design, product development, product test, engineering trial production and limited quantity to market, these 7 stages, and NPD participant units or departments are quite a lot. For example, in motorcycle development process, participant units include merchandise plan, sales, R&D, manufacture, mold design, and quality control departments, and even parts supplier or motorcycle agent. This kind of collaborative development method has the advantages of putting heads together so as to get better results and cooperation. However, it remains existing problems with wasting time and efforts on inter-department interaction and manual data communication, and data accuracy (eg. version of design chart).
To cope with the above problems, most enterprises are solving via existing IT system, such as simplex e-mail, more complex ERP (enterprise resources planning, ERP) or PDM (product data management, PDM). These systems have their own functions. E-mail focuses on communication; ERP integrates information of manufacture, human resources, finance, and marketing; PDM puts emphasis on engineering data management. In the viewpoint of NPD, these systems can only provides partial functions, but are incapable of support the requirements of entire collaborative process. For example, e-mail cannot supplies simultaneous communication; ERP lacks of design mold required by R&D department; PDM only has engineering data. If other departments need related data, they must develop other software to obtain.
Because of swift progress in IT plus the cooperation demands in business operation among enterprises, departments and individuals, all these arouse attention on collaborative commerce, and it can also recover the disadvantages of e-mail, ERP or PDM while operating in NPD process. Collaborative commerce contains collaborative scheme, collaborative marketing, collaborative product commerce (or development) and collaborative service, these system classifications. Within them, collaborative product development binds NPD most. In current, the main manufacturers are PTC, HP and IBM. The merits of the system lie in effective controlling NPD process, constructing NPD operation standard, and accumulating experiences in new product design and manufacture. For example, in1995 Airbus in France had used PTC Windchill to conduct collaborative aircraft design. In 1999, there was Taiwan manufacturer under government¡¦s subsidy applying this system on new motorcycle model design. The main objective to introduce collaborative product development software is applying IT to support NPD process.
IT introduction process is an important period for enterprises to identify whether it is successful or not, and the adaptation during the process is the key accordance to determine success or failure of IT. Therefore, some scholars discuss IT introduction process from adaptation point of view. For example, Leonard ¡V Barton¡]LB¡^¡]1988¡^addresses mutual adaptation mode between technology and organization to resolve misalignment during introduction process in technology (original IT specification), delivery system (training courses), performance criteria (impact upon activity). Susman et al.¡]2003¡^addresses that while using collaborative technology, the misalignments between technology and work, team and organization should be solved. DeSantics and Poole¡]1994¡^ bring up adaptive structuration theory¡]AST¡^. The theory emphasizes on appropiration in technology, work, organizational environment and group. The higher the appropiration is, the higher the decision performance will be. Tyre and Orlikowski¡]1994¡^deem the technology adaptation is not gradual and continuous, but highly discontiunous. They indicate that in adaptation discrepancy events will discontinuously occur. This event provides enterprise an opportunity to review the suitability of existing process or a method to modify present process.
Although above researches have provided vital results, research result from Majchrzak et al.¡]2000¡^about new technology introduction process still cannot clearly describe all phenomena. Hence, they have discussed adaptation in project process via rocket design project and used collaborative technology (such as e-mail, data sharing or electric board) Majchrzak et al. has connected collaborative technology and NPD, but the research has discussed small and simple collaborative technology only (such as e-mail), but lacked of result of large and complex collaborative product development software. Meanwhile, although the result is the application of NPD, it does not provide the adaptation of each NPD stage (such as engineering trial manufacture). Furthermore, the mature experiences from western countries, such as Airbus in France, in introduction of collaborative product development software in NPD is worthy of consultation, but the specific situations in different countries should be taken into consideration. In Taiwan, cases which application of collaborative product development software supports NPD are still rare, but these introduction experiences are worthy of making thorough inquiry for other enterprises¡¦ reference. Therefore, the article has selected a case closed study of Taiwan manufacturing that introduced collaborative product development software and accompanied with related adaptation theory (such as LB mode, AST, discrepancy event, etc.) to thoroughly investigate adaptation conditions and result analysis before, in the middle of, and after introduction.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0128104-112915 |
| Date | 28 January 2004 |
| Creators | Chen, Kuan-Hua |
| Contributors | Chin-Fu Ho, Wen-Xiong Wu, Bin-Yang Liu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0128104-112915 |
| Rights | unrestricted, Copyright information available at source archive |
Page generated in 0.0031 seconds