Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/22365
標題: A study on the concurrent engineering in new product development - From the cross-functional teamwork perspective
同步工程於新產品開發之應用-以跨功能團隊觀點研究
作者: 陳豪偉
Chen, Hao-Wei
關鍵字: Concurrent Engineering;同步工程;New Product Development;Cross-Functional Teams;新產品開發;跨功能團隊
出版社: 科技管理研究所
引用: 6. References Ancona, D.G. and Caldwell, D.F. (1992), “Bridging the boundary: external activity and performance in organizational teams,” Administrative Science Quaterly, Vol. 37, pp. 634-65. Portioli, S. A., Van, L. H., Mappelli, M., Redaelli, C.E. (2003), ”Implementation of concurrent engineering: a survey in Italy and Belgium” , Robotics and Computer Integrated Manufacturing, Vol. 19, pp. 225-238. Anders, L. and Ali, Y. (2004), “Customer involvement in new service development: a conversational approach”, Managing Service Quality , Vol. 14, No. 2, pp. 249-257. Badr, H. (2003), “Problems in concurrent new product development: an in-depth comparative study of three companies”, Integrated Manufacturing Systems, No.3, pp. 191-207. Zirger, B.J. and Janet L. Hartley. (1996), “The effect of acceleration techniques on product development time”, IEEE Transactions on Engineering Management, Vol. 43, No. 2, pp.143-152. Brian, E. (2001), “Concurrent engineering”, Printed Circuit Design, Vol. 18, pp. 14-20. Cohen, S.G. and Bailey, D.E. (1997), “What makes teams work: group effectiveness research from the shop floor to the executive suite”, Journal of Management, Vol. 23, pp. 239-90. Anumba, C.J., Siemieniuch, C.E., Sinclair, M.A. (2000), “Supply chain implication of concurrent engineering”, International Journal of Physical Distribution & Logistics Management, Vol. 30, pp. 566-597. Yang Ching-Chow, Chen Shun-Hsing, Shiau Jiun-Yan. (2006), “A DFX and concurrent engineering model for the establishment of a new department in a university”, International Journal of Production Economics, Vol. 107, pp. 179-189. Christian, T., Christoph L. H., Arnound De Meyer. (2002), “Exchanging preliminary information in concurrent engineeringL alternative coordination strategies”, Organization Science, Vol. 13, pp.402-419. Carol, J. H. (1996), “Operationalizing the concept of concurrent engineering: a case study from the U.S. auto industry”, IEEE Transactions on Engineering Management, Vol. 43, No. 2, pp. 124-132. Doris H. K., Cynthia, R., Fay Y. G. (2007), “Concurrentengineering for product development in mass customization for the apparel industry”, International Journal of Operations & Production Management, Vol. 27 , pp. 627-649. Donald, G. and Gerald S. (1996), “Special issue on concurrent engineering” , IEEE Transactions on Engineering Management, Vol. 43, pp.118-123.22.Nelson King and Ann Majchrzak. (1996), “Concurrent engineering tools: are the human issues being ignores?”, IEEE Transactions on Engineering Management, Vol. 43, pp. 189-201. Daniel, R. D., Stuart, L. H., Joel, A. K. (1996), “From chimneys to cross-functional teams: developing and validating a diagnostic model”, Academy of Management Journal, Vol. 39, pp. 1005-1023. Elisa, F. (2005), “Cross-functional involvement in new product development- a resource dependency and human capital perspective”, Qualitative Market Research, Vol. 8, pp. 327-341. Frank, M. H., Paul, D. C., Jeffrey, K. L. (1996),“Composite forms of organization as a strategy for concurrent engineering effectiveness”, IEEE Transactions on Engineering Management, Vol. 43, pp. 133-142. Fiona, L., Norman, R., Ingo, F. (2006), ”Measuring knowledge in the new product development process”, International Journal of Productivity and Performance Management, Vol. 55, pp. 217-241. Ford, R.C. and Randolph, W. A. (1992), “Cross-functional structures: a review and integration of matrix organization and project management” , Journal of Management, Vol. 18, pp.267-94. Ferrie, E. A. V., Finn, W., Arjan, J. V. W., Geert, D. (2008), “Managing supplier involvement in new product development:a multiple-case study” , Journal of Product Innovation Management, Vol. 25, pp. 180-201. Hassan, S. A. (1999), “Concurrent engineering for global manufacturing”, International Journal of Production Economics, Vol. 60, pp. 251-260. Hans, J. T. (1994), “Concurrent engineering: criteria for effective implementation”, Industrial Management, Vol. 36, pp.29-32. Danial, S. J. (2004), “Optimal modes and levels of integration, and the identification of cross-functional coordination deficiencies in concurrent engineering”, IEEE Transactions on Engineering Management, Vol.51, pp. 268-277. Jose, A. V., Pilar, F., Luisa, D. R. and Belen, B. (2005), ”Cross-functional conflict, conflict handling behaviors and new product performance in Spanish firms”, Journal compilation, Vol.14, pp. 355-365. Jeffrey, K. L., Durward, K. S. II, Allen, C. W., John J. C. (1996),”Involving suppliers in product development in the United States and Japan: evidence for set-based concurrent engineering” , IEEE Transactions on Engineering Management, Vol. 43, pp. 165-178.. Jassawalla, A. R. and Sashittal, H. C. (2000), “Strategies of effective new product team leaders”, California Management Review, Vol. 42, pp. 34-51. Rouibah, K. and Caskey, K.R. (2005),”Managing concurrent engineering with early supplier involvement: a case study”, International Journal of Computer Integrated Manufacturing, Vol. 18, pp. 509-521. Lisa, M. E., Wendy, L. T., Craig, R. C. (2006), “Product-process-supply chain: an integrative approach to three-dimensional concurrent engineering”, International Journal of Physical Distribution & Logistics Management, Vol. 37, pp.305-330. Linda, H., Joseph, T. E., Dennis, E. Kroll. (1995), “Concurrent engineering: a case study”, Vol. 37, pp.29-32. Morgan, L. S. (1998), “A tutorial on implementing concurrent engineering in new product development programs”, Journal of Operations Management, Vol. 16, pp. 103-116. Mayer, R. C., Davis, J. H., Schoorman, F. D. (1995), “An integrative model of organizational trust” , Academy of Management Review, Vol. 20 , pp.709-34. Brookes, N.J. and Backhouse, C.J. (1998), “Understanding concurrent engineering implementation: a case-study approach”, International Journal of Production Research, Vol. 36, pp. 3035-3054. Oscar, H. and Karim, K. H. (1999), “Managing integration and coordination in cross-functional teams: an international study of concurrent engineering product development”, R&D Management, Vol. 29, pp. 179-191. Oscar, H. (1996), “The influence of process concurrency on project outcomes in product development: an empirical study of cross-functional teams”, IEEE Transactions on Engineering Management, Vol. 43, pp. 153-164. Paulien, M. H. and Margot, P.C. W. (2000), “A concurrent engineering approach to chemical process design”, International Journal of Production Economics, Vol. 64, pp. 311-318. Herder, P.M., Veeneman, W. W., Buitenhuis, M. D. J.,Schaller, A. (2003), “Follow the rainbow: a knowledge management framework for new product introduction”, Journal of Knowledge Management, Vol. 7, pp. 105-115. Paul, H., William, F. D., Abraham, Y. N., Xiao, L. (2004), “Knowledge sharing in integrated product development”, European Journal of Innovation Management, Vol. 7, pp.102-112. Robert, C. F. and Alan, W.R. (1992), “Cross-functional structures: a review and integration of matrix organization and project management”, Journal of Management, Vol. 18, pp.267-294. Rousseau, D. M., Sitkin S. B., Burt R. S., Camerer C. (1998),“Not so different after all : a cross-discipline view of trust” , Academy of Management Review, Vol. 23, pp. 393-404. Sheila, S. W. (2002) “Leadership and trust facilitating cross-functional team success”, Journal of Management Development, Vol.21, pp. 201-214. Sapuan, S.M., Osman, M.R., Nukman, Y. (2006), “State of the art of the concurrent engineering technique in the automotive industry”, Journal of Engineering Design, Vol. 17, pp. 143-157. Hong, Suk-Ki and Marc, J. S. (2000), “Balancing concurrent engineering environmental factors for improved product development performance ”, International Journal of Production Research, Vol. 38, pp. 1779-1800. Shikhar, S. and Vijay, M. (2001), “The effect of reward structure on the performance of cross-functional product development teams ”, Journal of Marketing, Vol. 65, pp. 35-53. Vincent, G. D. and Gavriel, S. (1998), “Concurrent engineering diagnostic model integrating people, organization and technology”, International Journal of Computer Integrated Manufacturing, Vol. 11, pp. 461-474. Xueming, L., Rebecca, J. S., Xing, P. (2006), “Cross-functional coopetition: the simultaneous role of cooperation and competition within firms”, Journal of Marketing, Vol.70, pp. 67-80. Xenophon, K., Mark, V., William Doll. (2001), “Concurrent engineering and its consequences”, Journal of Operations Management, Vol. 19, pp. 97-115.
摘要: 
摘要
企業目前正面臨著日漸競爭的全球化商業環境,尤其對於製造業而言,縮短開發時程、提升品質與降低成本,以及快速地反應顧客需求,已著實成為企業維持競爭優勢的必要條件。然而,為了維繫競爭力,業界也開始導入同步工程的概念於新產品開發的過程中。同步工程是一個整合性的系統方法,其可以有效的在產品生命週期的設計階段時,整合產品設計與製造的相關問題,為了同步考量產品設計、製造與裝配等問題,整合新產品開發專案工作,不僅能增進各部門之間的溝通與協調,更可以因減少工程設計的變更,使企業的資源不致浪費。
一般企業在運用同步工程於新產品開發時,最常見的一種方式就是導入跨功能團隊的概念,結合各個功能部門專家的專長,使得新產品開發的時程能夠有效縮短。然而,組成一個跨功能團隊也同時會面臨到許多管理上的議題,例如團隊成員之間的衝突、管理者適時的介入、協調與整合的機制,以及團隊獎勵制度的訂定等等。跨功能團隊在新產品開發的流程也必須配合供應商的參與設計,以及採納顧客的需求與建議,方能增加新產品成功的可能性,亦同時提高企業的獲利。
本文透過建立一個明確的管理流程,探討企業在運用跨功能團隊於新產品開發時必須解決的問題,以及闡述各個階段所必須執行的管理程序。期望透過跨功能團隊的觀點衍生一結合同步工程之概念於新產品開發之流程與架構。

Abstract
Firms are facing more and more competitive environment in recent days, especially for manufacturing companies, they must focus on the requirement of customers, shorten the time to market, superior product quality and reducing cost. However, to maintain and enhance the competitiveness, concurrent engineering (CE) has been introduced to the process of new product development (NPD). Concurrent engineering is a systematic approach to the integrated, concurrent design of products and related process. For considering about design, manufacturing, assembly, marketing concurrently, it will improve the communication and coordination in the concurrent engineering environment, and reduce the engineering design change.
The most popular approach is to introduce the cross-functional teams (CFTs) while firms adopting concurrent engineering in product development, which consist of key functional specialists. However, there are still some challenges while forming CFTs, such as the conflict between team members, the timing of intervention of leadership, mechanism for coordination and integration, and reward structures. Early involvement of supplier and customers in product design phase will enhance the possibility of new product's success, and increases the profit.
In this paper, we try to establish a well-comprehensive managerial procedure in order to explore the problems in every development phases encountered with. Moreover, we offer specific solutions to solve those problems as well. This paper proposes and constructs an effective and efficient NPD process from the perspective of CFTs.
URI: http://hdl.handle.net/11455/22365
其他識別: U0005-2307200810575200
Appears in Collections:科技管理研究所

Show full item record
 

Google ScholarTM

Check


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.