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A comparative study of six stage‐gate approaches to product development

A comparative study of six stage‐gate approaches to product development Some companies to aid the product development process have implemented a stage-gate framework, as a high-level representation of the activities required. Such a framework allows the development process to be closely monitored and controlled, using stages of work and review gates. Six different companies have been examined to show the variations in representation. Each approach was compared to a generic four-staged framework. Companies which are organised mainly in cross-functional teams adhere strongly to the four stages, namely a low-phased approach. However, companies organised with a strong functional structure tend to have more phases and gates within each stage, i.e. a high-phased approach. These additional phases tend to be placed late in the product development process rather than at the start where their effect would be greater. A generic representation of the product development process applicable to various organisations and industrial sectors, provides an architecture for carrying out any business process improvement project. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Integrated Manufacturing Systems Emerald Publishing

A comparative study of six stage‐gate approaches to product development

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Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
0957-6061
DOI
10.1108/09576069910371106
Publisher site
See Article on Publisher Site

Abstract

Some companies to aid the product development process have implemented a stage-gate framework, as a high-level representation of the activities required. Such a framework allows the development process to be closely monitored and controlled, using stages of work and review gates. Six different companies have been examined to show the variations in representation. Each approach was compared to a generic four-staged framework. Companies which are organised mainly in cross-functional teams adhere strongly to the four stages, namely a low-phased approach. However, companies organised with a strong functional structure tend to have more phases and gates within each stage, i.e. a high-phased approach. These additional phases tend to be placed late in the product development process rather than at the start where their effect would be greater. A generic representation of the product development process applicable to various organisations and industrial sectors, provides an architecture for carrying out any business process improvement project.

Journal

Integrated Manufacturing SystemsEmerald Publishing

Published: Oct 1, 1999

Keywords: Process efficiency; Manufacturing; Teams

References