EXAMINING THE RELATIONSHIP BETWEEN THE DESIGN-MANUFACTURING INTEGRATIVE MECHANISMS AND NEW PRODUCT DEVELOPMENT SPEED

• Main Authors: TSENG, YAO-HUANG, 曾耀煌
• Other Authors: HWA, ING-SAN
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/44439078995470232967

博士 === 國立臺北大學 === 企業管理學系 === 94 === With more and more intense competition and the shortening product life cycle, it has become the most important issue for the enterprises to shorten their NPD. This study investigates the factors affecting the speed of NPD by reviewing previous literature and finds that the focus, quality, and timing of integration concerning NPD are the important factors. Thus, the purposes of this research are to study (1) the relationships among the design-manufacturing integrative mechanisms (DMIM), the degree of design-manufacturing cooperation (DMC), and the speed of NPD (SNPD); (2) the mediating effects of DMC on the relationship between DMIM and SNPD; (3) the moderating effects of the stage of NPD and product innovativeness on the above relationship. Twenty-five hypotheses are developed in accordance with the three main themes mentioned above. Among them, eleven hypotheses, two hypotheses, and twelve hypotheses are related to the first, second, and third theme of this study respectively. Questionnaires are mailed to 1,000 biggest Taiwanese manufacturers and received 145 effective respondents. This study has come into the following conclusions. (1) The degree of organizational formalization, the power of the leader of a project, the frequency of design-manufacturing duty rotation, and the use frequency of computer have positive effects on DMC. The support of top management and the power of the leader of a project have positive effects on the speed of NPD. DMC also has a positive effect on the speed of NPD; (2) Early DMC has a mediating effect on the relationship between DMIM and SNPD. The order of mediating effects are the frequency of duty rotation, degree of computer use, power of the leader of a project, degree of organizational formalization, and the support of top management; (3) The frequency of design-manufacturing duty rotation in the early stage of NPD has more influence on DMC than in the late stage. The degree of organizational formalization in the late stage of NPD has more influence on DMC than in the early stage. DMC in the early stage has more influence on the speed of NPD than in the late stage. For highly innovative projects, the increase of organizational formalization will improve the speed of NPD, but it shows little effect on low innovative projects. The increase of DMC in the late stage will improve the speed of NPD for highly innovative projects rather than for low innovative ones.