首页> 外文会议>Engineering Management Society, 2000. Proceedings of the 2000 IEEE >Organizing for innovation: focusing on the critical few RD improvements that drive tangible results
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Organizing for innovation: focusing on the critical few RD improvements that drive tangible results

机译:为创新而组织:专注于少数关键的研发改进,以取得切实的成果

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Faced with short development cycle times and increasing challenges for R&D managers to demonstrate their contribution to the bottom line, a simple method is needed to determine the critical few improvements that will deliver tangible results. In a groundbreaking study, Product Development Consulting, Inc. (PDC) joined Lucent Technologies in administering Bell Laboratory's Product Development Process Maturity Assessment at 20 leading companies in computer products, telecommunications, aerospace and electronic equipment. The data gathered from these assessments provide a calibration against leading edge companies on 103 key R&D processes. This presentation reviews case studies in using the survey, insights about the state of the industry in product development maturity along with a detailed analysis on key product development areas that demonstrate enhanced bottom line results and competitive advantage.
机译:面对较短的开发周期和研发经理展示其对底线的贡献的日益严峻的挑战,需要一种简单的方法来确定关键的几项改进,这些改进将带来切实的成果。在一项具有开创性的研究中,产品开发咨询公司(PDC)与朗讯科技一起,对计算机产品,电信,航空航天和电子设备的20家领先公司进行了贝尔实验室的产品开发过程成熟度评估。从这些评估中收集的数据为领先公司的103个关键R&D流程提供了校准。本演示文稿回顾了使用调查的案例研究,对产品开发成熟度的行业状况的见解,以及对关键产品开发领域的详细分析,这些结果证明了提高的底线结果和竞争优势。

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