The impact of crash simulation on productivity and problem-solving in automotive R&D

This paper analyzes the impact of the virtual tool 'crash simulation' on automotive R&D over the last 35 years. The research carried out in this context identifies and investigates distinct phases respectively stages of the potential of crash simulations based on the Finite Element Method and the stages' impact on automotive R&D in-depth. In a study of German Original Equipment Manufacturers' (OEM) utilization of crash simulations, the evolution of this tool is explored and its impact on productivity and problem-solving investigated. We draw upon literature about crash simulations in car development projects, the utilization of crash simulations in related tasks, and recent literature about the overall impact of crash simulations on automotive R&D. The significance of the tool 'crash simulation' for the OEMs is emphasized by means of corresponding landmark projects. Our study is based on qualitative research based on 29 in-depth interviews with experts from all of the major German OEMs and experts from the US-American academia. Our analysis results in partitioning the tool's evolution into five phases. Each phase is characterized by its impact on automotive R&D. The phases induced profound changes either in productivity or in the ability of problem-solving. Understanding these profound changes and its triggers holds the key to better understanding the potential of virtual simulation tools and the requirements necessary to unlock this potential

The role of knowledge management strategies and task knowledge in stimulating service innovation

Are service firms that enact strategies to manage their new service development (NSD) knowledge able to generate a sustainable competitive advantage (SCA)? Based on analysis of data from a large survey of service companies, the answer is yes. We find that companies employing the knowledge management strategies of codification and personalization reflect higher levels of NSD knowledge. However, the two strategies vary in their individual performance outcomes, with codification promoting NSD proficiency (an ability to execute NSD activities) and personalization promoting greater NSD innovativeness (market perception of the company as novel and as an innovator). When used together, the two strategies magnify NSD knowledge, which when combined with NSD proficiency and NSD innovativeness, promote a SCA. Therefore, companies planning to invest in a knowledge management system should heed the outcomes desired from their NSD process. A system based on documentation exemplifies a codification strategy and will drive NSD proficiency; a system emphasizing interpersonal communication exemplifies a personalization strategy and will drive NSD innovativeness. A system that blends the two strategies appears the most advantageous for service companies’ NSD efforts aiming to build a long-term sustainable competitive advantage

Managing product and service development: text and cases

Helping students learn about innovation through exploration, managing product and service development examines the managerial aspects critical to conceiving, designing, and developing innovative products and services

The economics of experimentation in the design of new products and processes

Thesis (Ph. D.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1995.Includes bibliographical references (p. [322]-331).by Stefan H. Thomke.Ph.D

Designing engineering onboarding for 60+ nationalities

A large international engineering office in Germany needed to double in size in 12 months. We designed an onboarding programme within 3 months to help it do so efficaciously. We wanted to optimize for: fast iterations in the programme rollout, to keep the 'flywheel spinning' by reducing drag on current staff, rapid acceleration where new hires contributed quickly, and smooth integration where new hires adapted to the engineering, company, and country cultures. To reduce drag we onboarded in cohorts and involved existing practitioners in the design and discussion. To encourage contributions quickly we built contributions into the sessions, we also streamlined IT Support. To help new hires adopt the culture we encouraged help and mentoring within and across cohorts. For fast iterations, we incorporated existing islands of onboarding, involved local technical staff in design and delivery of hands-on training, and applied analytics to help improve the practice. And we launched early to bootstrap our learning and evaluation. Our approach worked; new hires were able to make meaningful contributions within a week and they scored the onboarding programme positively (8.5 NPS)

Managing Product and Service Development : Text an Cases

viii + 592 hlm., 24 cm