Design-manufacturing integration to improve new product development
the effects of some organization- and group-level practices
This paper reports results of a quantitative study that examines the relationship between use of design-manufacturing integration (DMI) practices and success in meeting goals of new product development (NPD) projects (e.g., cost, quality, time, performance). Results of a mail survey to manufacturing engineering managers indicate that project managers need to consider the particular goal(s) that they want to achieve, since different DMI practices tend to facilitate different goals. In addition, project managers may best facilitate goal achievement by using organization-level DMI practices that integrate design and manufacturing more traditionally (e.g., via cross-functional meetings) rather than more radically (e.g., via design-manufacturing rotation).