毕业论文外文翻译中小型地区企业新产品开发的挑战文献翻译中英文论文对照翻译.docx
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毕业论文外文翻译中小型地区企业新产品开发的挑战文献翻译中英文论文对照翻译.docx
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毕业论文外文翻译中小型地区企业新产品开发的挑战文献翻译中英文论文对照翻译
中文3340字
外文翻译--中小型地区企业新产品开发的挑战
Smallandmediumdistrictenterprisesandthenewproduct
developmentchallenge
Literaturedealingwiththeproductdevelopmentprocessinlarge-scaleindustriesisabundant.However,thereisgeneralagreementthatthenewproductdevelopment(NPD)processisnotadequatelystudiedinsmallandmediumenterprises(SMEs)andmodelsandtoolsspecificallyfocusedfortheseunitsarelacking.
TheinnovationprocessinSMEspossessescertaindistinguishingfeaturesthatwouldsuggestaspecificapproachtoNPDactivities.Whencomparedwithlarge-sizedfirms,theinnovativeprocessinsmallunitsismoreinformalandlessstructured,thebaseofmanagerialcompetenciesislimited,availabilityoffinancialresourcesislower,theattractiontowardsskilledlabourweakerandthepropensityforinteractionwithotherfirmsislimited.
EffectiveNPDhasbecomethefocalpointofcompetitivenessinmanyindustries,particularlythosewhereproductlifehasshortened,competitionincreasedonaglobalbasis,andcustomerdemandforgreaterproductvarietyhasgrown(Maylor,1997;Pisano1997).Consequently,researchonbestpracticesinproductdevelopment,thatis,practicesandmethodswhichmakefirmsgoodproductinnovators,hasincreased(seeAbdalla,1999;Griffin,1997).
Analysingthesecontributionswecannotethatmostareascribabletoconcurrentengineering(CE)toolsandtechniques.CEsuggestsan“integrated”designapproach,thatis,asystematicapproachtotheintegrated,concurrentdesignofproductsandprocesses.Thiswouldforcedeveloperstoconsiderallelementsoftheproductioncyclerightfromconceptiontoexpedition,includingquality,cost,scheduleanduserrequirements.
TheredonotappeartobeanypapersonthespecificproblemsofNPDinIDs.However,variousauthorspointoutthecharacteristicsoftheinnovativeprocessthattypicallydevelopinIDs.Wecanobservehowthedistrictlocalisationmitigatessomeofthelimitsmentioned,butcangenerateothers:
(1)Districtfirmsbenefitfromexternaleconomies(thepresenceofagenciesthatofferspecificservices,aspecialisedlabourmarket,supportinfrastructures,lowertransportcost,greaterfacilitiesforinteractionthankstogeographicproximityandcommonculturalidentities,etc.)(Nassimbeni,2003).Thus,thedistrictlocationmitigatesproblemsrelatedto:
1、informationaccessandexchange;
2、difficultiesindevelopingandmanaginginter-organisationrelationships;and
3、theavailabilityofaskilledworkforce.
(2)Ontheotherhandthestrongdivisionoflabour(specialisation),andtheconsequentfragmentationofproductiontasksthatcharacterisetheID,hinderthe“concurrent”managementofinnovativeprocesses.Moreover,theypreventthedevelopmentofproductandprocessholismrequiredforeffectiveNPDactivities.Thus,pathdependencytowardsonlyafew(mainly)productivetasksemerges.Finally,itdoesnotfavour“systemic”innovation.RobertsonandLaglois(1995)observethatinthepastindustrialdistrictsbenefitedfromtherapidexchangeofinformation,thankstothefirms’geographicalproximityandthehighmobilityofpersonnel.However,wheninnovationinvolveschangesthatspanstagesofproductionorevenindustries,specialisationmightretardtherealisationthataninnovationproducedforonepurposecouldserveotherneeds.Moreover,innovationsadoptedatonestageoftheprocesscouldprovetobesub-optimalforefficiencyatotherstages.
Thisproblemisparticularlyrelevantnowadays,whenmanyscholarsarequestioningthefutureofthelocalsystem.Intheeraofglobalisationisthedistrictformulamaintainingitsvitality,isitbeginningtodecline,orisitjustchangingshape?
Nounequivocalanswertothisquestioncanbefoundintheliterature.Ononehandtherearethosewhothinkthatglobalityisshowingupallthelimitsoflocalindustrialsystems(FerrucciandVaraldo,1993;Gottardi,1996;Grabher,1993).Ontheotherwefindexpertswhoconsiderthecontrapositionbetweenglobalandlocalonlyapparent(Becattini,1999;Porter,1990,1998;Fabianietal.,1998;Signorini,1994).Theliteratureindicatesvariouspositionsregardingtheprospectsoflocalsystemsinthenewcompetitivecontext.Howeveritisawidelysharedopinionthatglobaleconomyismodifyingthetraditionalterritorialforms,changingtheirinnertiesandstrengtheningtheirneedtoopenuptotheoutside(Amin,1993;RullaniandRomano,1998).Thedistrictfirms,boththosethataresituatedattheendoftheproductionlineandthosethatcoverintermediatephases,arenowurgedtomakechangesonnumerousfronts.End-producersarebecomingmoreawareoftheneedtorethinktheorganisationandlocalisationofthevaluechainactivities.Amongthese,productdevelopmentmustbeplacedattheforefront.Atthesametime,thelocalsubcontractingnetwork,whichinthepastcarriedoutmostoftheproductivework,nowmustextenditsexpertiseandcapabilitiesbeyondtheproductiontask.Theabilitytomanageallaspectsconcerningproductdevelopmenthasbecomecriticalfortheseunitstoo.
Aspecificityrequiresacarefuldesignapproach,whichshouldtakeintoaccountallthetechnicalconstraints,soproductandprocessengineeringphasesmustbecloselyintegrated.Thefirststepisproductconceptresultingfromamarketanalysisandhastheobjectiveofformalisingtheinitialideaofthenewmodel.Nextcomesprototypingwhentheprototypeofanewmodelisconstructedaccordingtotheoriginaldesign,sothenew-styleeyewearbecomestangible.Thesimilaritybetweentheaestheticideaoftheproductandactualresultobtainablecanbeverifiedfromtheprototypeand,atthesametime,difficultiesinprocessingandthespecificationsneededidentified.Thenproductandtoolsdesignstarts.Thenewmodelisbrokendownintoitsvariouscomponents(temples,rings,end-pieces,nose-pieces,bridges,hooks)andthetechnicalspecificationsandadetaileddesignforeachismade.Atthispointthefirstsupplierinvolvementtakesplace.
Regardlessoftheamountandtypeofinvolvement,thisisthemomentwhenco-designbegins.Somesuppliersareinvitedtotakepartinthedevelopmentactivityandthetypeandcharacteristicsofthecomponentstobemanufacturedaredisclosedtothem.Nextfollowsthecostanalysisandpartrationalisation.Heremanufacturingcostisestimatedandwaystorationalisethecomponentsdefinedinthepreviousphasesaredetected.Forexample,astandardmightreplaceanadhoccomponent,differentmaterialscanbeselected,theproductmixcanbelimited,etc.Whenthedesignphasehasbeenconcluded,adecisionmustbetakenonwhichpartsaretobemadeexternallyandbywhichsuppliers(sourcingdecision).Thischoiceinvolvesnotonlysuppliersofparts,butalsosmallworkshopscapableofcarryingoutspecificoperations.
Oncethedesigningactivitieshavebeencompletedandthemodelschosen,toolsandequipmentarepreparedandinternalorexternalmanufacturingbegins(secondsupplierinvolvement).Itisimportanttocontactthesupplierspromptlysoastoreservetheirproductivecapacityandfixtheworkingtimesanddeliverydates.Atthesametimeascomponentsarebeingmanufactured,thetoolsforweldingmustbeproduced.Oncethepartshavebeendelivered,thecycleofassemblybegins,i.e.weldingoftheringpiecestogethertowhichthenthetemplesarejoinedtocompletethesamples.Finallytheoperationsoffinishing,packagingandexpeditingtothesaleschannelsarecarriedout.
ThisNPDmappinganalysisenabledustoidentifysometypicalproblemsfacedbytheSMEs.Theyaremostlyorganisationalandmanagerialproblemsthatcanbesummarisedas:
1、Poororroughformalisationofthestepsinproductdevelopment.WethinkthatsignificantimprovementsinNPDperformancescouldbeobtainedbyaclearerreconstructionofthephases,activitiesandtasks.2、Weakconnectionsandoverlappingbetweenthecreative,technical/designandmanufacturingphases.3、Instrumentsfororganisationalco-ordinationthatwouldlinkthedifferentcompetenciesandresponsibilitiesarelacking.4、Limitedmonitoringofthetemporalmilestones.Thereforedelaysarefrequent.5、Difficultiesinintegratingandsynchronisingtheexternalcontributions,which–asmentionedbefore–occurinalmostallthedevelopmentstages.
DownstreamfromtheanalysisoftheNPDprocesses,wetriedtoindividuatewaystore-appraiseandre-organisetheseactivities.Thefirsttypeofinterventionconcernstheculturalsphereasthisiswhereweencounteredthemainobstaclestoinnovation.Somedeeply-rootedassumptionsregardingtheNPDprocessexistinthefirmsanalysedandneedtobechanged.Muchofthefollowingsectionistheresultofaknowledge-basedapproachtoNPD.
Accordingtoourdataandtheopinionsofseveralexpertsinterviewed,somedeeply-rootedassumptionswhichhindertheimprovementofNPDactivitiesneedtobechanged.SuchasProductvalue:
from“material”,“tangible”andconnectedtoits“functionality”tointangible,linkedtoitscapacitytoidentifywithastyle.Designers’task:
tocaptureexplicitandimplicitmarketrequirements,torepresentavision,toimposeastyle,toidentifyandintegratepotentialsourcesforinnovation.NPD:
developaprocessconnectingdistributedknowledge,asharedresponsibility.Knowledge:
alsotacit,spreadinpluralisticdomains,consideredasacollectivepatrimony.Organizationaldesign:
Hierarchicallevelreduction,inter-functionalteamswithextendedtasksmgtbyprocessandprojects.Localsystem:
thelocusofcontextualandtacitknowledge,asourceofdistinctivecapabilities.
Inthispaperwepresentthemainresultsofaresearchproject
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