Integrating the Thinking Process into the Product Design Chain
- Chang-Lin Yang (National Taiwan University of Science and Technology)
- Tsung-Shin Hsu (National Taiwan University of Science and Technology)
- Chung-Yaw Ching (Shih Hsin University)
While facing intensive global competition, rapid technological change, and the shifting patterns of world markets, a firm is expected to maintain a competitive advantage. Therefore, shortening the duration of the product design chain (PDC), depict as in Figure 1, which is defined as a series process of product concept, detail engineering, process engineering, prototype manufacturing, and post-launch activities, is a necessity (Song & Montoya-Weiss, 1998; Twigg, 1998). The key factors identified in the PDC offer the primary strategy for determining its future. Failing to identify the factors not only affects an organization’s competitiveness, but also affects corporate image, financial value, research and development (R&D), marketing, production and operations, and human resources. As a result, the factors that influence the PDC process must be taken into consideration as relates to the types of products. The PDC is normally applied to three types of products: new products, upgraded products, and customized products (Globerson, 1997; Thomas, 1993).
How to Cite:
Yang, C. & Hsu, T. & Ching, C., (2002) “Integrating the Thinking Process into the Product Design Chain”, The Journal of Technology, Management, and Applied Engineering 18(2).