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Supervisor
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Nominee of International National Examiner
Examiner
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In business and engineering, New Product Development
(NPD) is the complete process of bringing a new product to
market.
NPD is expressed in the literature as the transformation of a
market opportunity into a product available for sale and it can
be tangible or intangible (like a service, experience or belief).
A good understanding of customer needs and wants, the
competitive environment and the nature of the market
represent the top required factors for the success of a new
product.
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Understand and observe the market, the client, the
technology and the limitations of the problem;
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Idea Generation
Idea Screening
Idea Development and Testing
Business Analysis
Beta Testing and Market Testing
Technical Implementation
Commercialization
New Product Pricing
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Almendra and Christiaans (2009) believe the designers and
product developers have to make countless decisions which
have a great impact on the quality of the design solution
and on the company’s success on the market.
They are:
Knowledge Access and Management
Thinking and Communication Skills
Use of Strategy and Provide Solutions
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Greenwood (1969) presented two decision frameworks;
namely open and closed.
In a closed decision framework, a known set of alternatives
and one or several courses of actions are selected by a
rational selection process.
Open decision framework is more complex which is called
adaptive.
Also, decisions can be classified into two types; adaptive
decisions and routine decisions.
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The key to a successful product development process is
strong leadership of an expert Chief Engineer (CE) with total
project responsibility who is supported by experienced
function engineer.
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The questionnaire is framed with eight parts.
Part-I deals with the profile of the sample respondents and the firm
relating to new product development.
Part-II deals with the level of
agreement on the motives for NPD.
Part-III deals with the level of agreement on the various types of
strategies adopted in NPD by the fabrication firms.
Part-IV deals with the factors influencing NPD in fabrication
engineering industries.
Part-V deals with the level of agreement on barriers in new product
development by the fabrication firms.
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Part-VI deals with the level of agreement on the success factors of
new product development by the fabrication firms.
Part-VII deals with the level of approval to the following
suggestions to improve the NPD by the fabrication firms.
Part-VIII deals with an open ended question asking, any other
suggestions from the respondent to improve the new product
development by the fabrication firms.
The questionnaire comprised two different kinds of questions in the
form of multiple choices and Likert’s five-point scale type in order
to sustain the interest of the respondents and avert monotony.
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The pilot study was conducted by distributing 125
questionnaires to respondents from the engineering
companies in the sample area.
Cronbach Alpha Test was used to determine the degree of
consistency among the multiple measurements of each factor.
It measures the inter-item reliability of a scale generated from
a number of items.
The reliability for the same was calculated by using Corn Bach’s
Alpha Score and found at 0.896 (89.6%) as reliable.
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The current study is descriptive in nature.
Fabrication engineering firms from
Chennai are selected by using the
Industrial Association Dictionary from
Guindy Industrial Estate Firms Association.
From the list of fabrication industries having more than 20 years
of experience in the industry is selected for the study.
There are 49 firms having more than 20 years of experience in
fabrication industry.
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While approaching for studying, 16 companies rejected the
entry permission, sharing of data and distribution of structured
questionnaires to the employees.
From the list of remaining 33 firms, all the companies are
given due and equal weightage and distributed 20
questionnaires to each company on quota sampling basis.
481 filled in questionnaires were collected back and scrutinized
to remove the unfilled and partially filled questionnaires.
442 questionnaires are filled in all respects and found usable
for further analysis.
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The sample size is determined by using scientific method, by using
pilot study standard deviation of the sample of 125 respondents by
allowing the standard error at 5% level.
By using formula,
Sample Size (N) = (ZS/E)^2
P value is recorded at 0.003 and 0.005 indicates less than 0.01 and
rejected the null hypothesis.
There is no significant difference between the perceptions of the
employees from the companies having and not having NPD
department with prototype testing technology with regard to
motives for NPD and strategy adopted in NPD in fabrication
engineering industries.
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Null Hypothesis: Perceptions of employees from the companies
having and not having NPD department with prototype testing
technology with regard to factors influencing NPD, barriers in
NPD and success factors of new products in fabrication
engineering industries along with t-test results.
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The performance of the firm is necessary to serve and gain the trust
and confidence of the stake holders.
It is the duty of the employees and management together to act and
be proactive in accordance with the market demands and retain the
good client base along with sustainable development of revenues,
client base and market share.
To get the same contribution
from the employees,
organization and NPD practices
and having the business continuity can help in their own way.
Hence all the three needs to be focused simultaneously.
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Suggestions to improve the performance of employees
Effective man power planning and selection
Appropriate and regular training and development
Employee motivation and involvement
Talent retention management
Career development and
social security needs of the
employees
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Suggestions to improve the performance of the firm
Organization culture and work environment
Physical and intellectual learning environment
HR policies and practices
Facilities for growth and
development
Business consistency and
risk management practices
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It is noted that contribution of employees, organization environment
and new product development are indispensable for the sustainable
growth and development of the business in long run.
Hence a systematic planning and adoption of development schemes
and plans from time to time can help in growing much faster, better
and sustainable.
Hence NPD is a tool to
capture the market risks
affecting business
continuity and sustainability
in fabrication engineering
industries.
HR planning and employee motivation and team building, work
culture can act as a catalyst for the individual growth and the
organization development.
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Hence new product development can be successful only when the
employee involvement with the sense
of belongingness towards
the organization.