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Managing the product design process: exchanging knowledge and experiences

Managing the product design process: exchanging knowledge and experiences States that the design process includes redesigning, which implies that customer requirements, their scrutiny of the design outcome and their experiences are integral to the frame of reference of the enterprise. Furthermore, the role of design function is redefined here, and becomes one, which will maintain the continuity of the process and is to do with co-ordination and communication; that is, between designers, suppliers and customers. Traditional organizational structures and approaches inadequately address the context, which is conducive for parallelism and co-operation and so on. This article explores the dynamics of the relationship between suppliers and customers regarding the design process in the manufacturing sector and proposes some scenarios for rethinking the dynamics of the interface and its role in shaping the design process. The arguments are evidenced and supported by a set of case examples conducted by the authors. Draws some lessons from these examples and speculates on the managerial and organizational implications. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Integrated Manufacturing Systems Emerald Publishing

Managing the product design process: exchanging knowledge and experiences

Integrated Manufacturing Systems , Volume 13 (2): 6 – Mar 1, 2002

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References (22)

Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0957-6061
DOI
10.1108/09576060210415419
Publisher site
See Article on Publisher Site

Abstract

States that the design process includes redesigning, which implies that customer requirements, their scrutiny of the design outcome and their experiences are integral to the frame of reference of the enterprise. Furthermore, the role of design function is redefined here, and becomes one, which will maintain the continuity of the process and is to do with co-ordination and communication; that is, between designers, suppliers and customers. Traditional organizational structures and approaches inadequately address the context, which is conducive for parallelism and co-operation and so on. This article explores the dynamics of the relationship between suppliers and customers regarding the design process in the manufacturing sector and proposes some scenarios for rethinking the dynamics of the interface and its role in shaping the design process. The arguments are evidenced and supported by a set of case examples conducted by the authors. Draws some lessons from these examples and speculates on the managerial and organizational implications.

Journal

Integrated Manufacturing SystemsEmerald Publishing

Published: Mar 1, 2002

Keywords: Customer requirements; Suppliers; Customers; Knowledge management

There are no references for this article.