In this study, it is aimed to determine the ranking importance levels of the stages to be taken into consideration for new product development on a global scale in the automotive design process. New product design act...In this study, it is aimed to determine the ranking importance levels of the stages to be taken into consideration for new product development on a global scale in the automotive design process. New product design activity and stage-gate process differences between local automotive firms (serial production factory and stage-gate department in Turkey) and global automotive companies (serial production factory and stage-gate department in Turkey) are examined comparatively in the research area. In the automotive industry, which has been developing for a century, the question of how the local company products operating in the last sixty years have not been able to spread globally or how to develop global products is the background question of the research. For this purpose, one on one interviews were held with the managers of 3 national and 3 international automotive companies, who worked in the same region and who had previously designed a new vehicle, with design and product development departments.?According to?the data obtained by the AHP (Analytic Hierarchy Process) in the automotive design process, the importance of the criteria that should be taken into account for global product development has revealed. According to the results of the study, it was found that design validation stages were the most important globalization criterion in automotive design process as a new study area. In the comprehensive survey of the study, no other publication has been encountered to measure or evaluate the stages in the automotive design and new product development process in other sectors, including the vehicle industry. As in every industry sector, in the automotive industry, with the new product companies provide market development or competitive advantage. The new product is the life channel of a company and in the realization of this new vehicle;the disciplines of the automotive industry are formed by a hundred years of experience.展开更多
Research and development （R＆D） projects often employ management by objectives （MBO） as a way to make steady progress toward diffficult-to-reach targets. As a result, it is hard to motivate those project members w...Research and development （R＆D） projects often employ management by objectives （MBO） as a way to make steady progress toward diffficult-to-reach targets. As a result, it is hard to motivate those project members who may be strongly oriented toward self-management. Furthermore, for R＆D projects that use the stage-gate approach, because there are multiple evaluation barriers, there may be distortions in the behavior or the training of R＆D personnel. For human resource training in R＆D projects, it is important to educate managers and project members in quality-cost-delivery or project-management-body-of-knowledge methods, but this is not enough. For successful R＆D, it is also important to consider approaches that will enable personnel to acquire high-level tacit knowledge related to project management （PM） and practical wisdom （i.e., phronesis）. If comprehensive human resource training that fosters the learning of PM-related knowledge and management by belief （MBB） is possible, this holds forth the prospect of effective human resource training methods for R＆D projects. The present research examines the human resource training process for R＆D projects by using a PM phronesis acquisition model. We confirmed the effectiveness of the PM phronesis acquisition model proposed in this research by testing in an actual R＆D project.展开更多
文摘In this study, it is aimed to determine the ranking importance levels of the stages to be taken into consideration for new product development on a global scale in the automotive design process. New product design activity and stage-gate process differences between local automotive firms (serial production factory and stage-gate department in Turkey) and global automotive companies (serial production factory and stage-gate department in Turkey) are examined comparatively in the research area. In the automotive industry, which has been developing for a century, the question of how the local company products operating in the last sixty years have not been able to spread globally or how to develop global products is the background question of the research. For this purpose, one on one interviews were held with the managers of 3 national and 3 international automotive companies, who worked in the same region and who had previously designed a new vehicle, with design and product development departments.?According to?the data obtained by the AHP (Analytic Hierarchy Process) in the automotive design process, the importance of the criteria that should be taken into account for global product development has revealed. According to the results of the study, it was found that design validation stages were the most important globalization criterion in automotive design process as a new study area. In the comprehensive survey of the study, no other publication has been encountered to measure or evaluate the stages in the automotive design and new product development process in other sectors, including the vehicle industry. As in every industry sector, in the automotive industry, with the new product companies provide market development or competitive advantage. The new product is the life channel of a company and in the realization of this new vehicle;the disciplines of the automotive industry are formed by a hundred years of experience.
文摘Research and development （R＆D） projects often employ management by objectives （MBO） as a way to make steady progress toward diffficult-to-reach targets. As a result, it is hard to motivate those project members who may be strongly oriented toward self-management. Furthermore, for R＆D projects that use the stage-gate approach, because there are multiple evaluation barriers, there may be distortions in the behavior or the training of R＆D personnel. For human resource training in R＆D projects, it is important to educate managers and project members in quality-cost-delivery or project-management-body-of-knowledge methods, but this is not enough. For successful R＆D, it is also important to consider approaches that will enable personnel to acquire high-level tacit knowledge related to project management （PM） and practical wisdom （i.e., phronesis）. If comprehensive human resource training that fosters the learning of PM-related knowledge and management by belief （MBB） is possible, this holds forth the prospect of effective human resource training methods for R＆D projects. The present research examines the human resource training process for R＆D projects by using a PM phronesis acquisition model. We confirmed the effectiveness of the PM phronesis acquisition model proposed in this research by testing in an actual R＆D project.
