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Quality Function Deployment (QFD) proposes to take into account the “voice of the customer,” through a list of customer needs, which are (qualitatively) mapped to technical requirements in House One. But customers do not perceive products in this space, nor do they not make purchase decisions in this space. Marketing specialists use statistical models to map between a simpler space of customer perceptions and the long and detailed list of needs. For automobiles, for example, the main axes in perceptual space might be categories such as luxury, performance, sport, and utility. A product’s position on these few axes determines the detailed customer requirements consistent with the automobiles’ position such as interior volume, gauges and accessories, seating type, fuel economy, door height, horsepower, interior noise level, seating capacity, paint colors, trim, and so forth. Statistical models such as factor analysis and principal components analysis are used to describe the mapping between these spaces, which we call House Zero.

This paper focus on House One. Two important steps of the product development process using House One are: (1) setting technical targets; (2) identifying the inherent tradeoffs in a design including a position of merit. Utility functions are used to determine feature preferences for a product. Conjoint analysis is used to capture the product preference and potential market share. Linear interpolation and the slope point formula are used to determine other points of customer needs. This research draws from the formal mapping concepts developed by Nam Suh and the qualitative maps of quality function deployment, to present unified information and mapping paradigm for concurrent product/process design. This approach is the virtual integrated design method that is tested upon data from a business design problem.

Chris Barnett, director of global business solutions for Rand McNally, was deliberating how Rand McNally should respond to the emergence of wireless technologies for its traditional business of providing static maps and route-planning services. As maps became electronic, interactive, mobile, and enhanced with value-added features, Rand McNally's mapping business was gravely threatened. The opportunities for Rand McNally weren't obvious, and the pace at which wireless technology would disrupt its traditional business was also unclear. Barnett was considering three opportunities: syndicate Rand McNally's brand and mapping content to popular Web sites, become a provider of value-added services to businesses, or focus on automobile manufacturers and try to forge relationships for providing in-car mapping services.

To discuss organizational design, potential responses to disruptive technologies, and market opportunity analysis in order to identify the kind of technology, organizational, and sales force restructuring required to align Rand McNally's organization with the new environment.

The purpose of this paper is to describe the development of a tool to aid new product development.

The case describes how an organization solved the problem of managing the new product development process in a way that integrates the perceptions and values of the variety of professionals on the typical cross‐functional team.

Cross‐functional product teams are designed to include the input of different team members with different areas of expertise and thinking styles. Some work effectively, using lists to organize their thinking. Others are more effective using graphic tools that present a picture that allows them to make connections among a group of concepts and tasks. The company featured in the case, developed a tool that maximizes the effectiveness of both styles.

As in all case studies, the specific conditions found in one organization may not be found more generally in others. However, the solution portrayed in the case has widespread application.

The case depicts the processes that underlie new product development and a tool that can be used to manage the process. Other companies may find that attending to each type of user learning style can improve the effectiveness of their development efforts.

The case describes how a software product that collects and integrates the insights of decision makers and experts who possess different perceptual styles can enhance the productivity and effectiveness of a product team.

Develops a new value stream or supply‐chain mapping typology. This seven‐map typology is based on the different wastes inherent in value streams. The use of the various tools, either singularly or in combination, is therefore driven by the types of waste to be removed. The tools themselves are drawn from a range of existing functional ghettos such as logistics, operations management and engineering. Maintains that two of the seven tools can be regarded as completely new. This cross‐functional approach means that the choice of tools to be used can be made from outside of traditional departmental boundaries, affording researchers and companies the opportunity to use the most appropriate tools rather than merely those that are well‐known in their function. Describes each tool briefly and gives a simple mechanism for choosing which is most appropriate to contingent situations.

The present study provides evidence on export advantages of horticultural commodities based on competitiveness, trade balance and seasonality dimensions.

The study delineated horticultural commodities in terms of comparative advantage, examined temporal shifts in export advantages (mapping) and estimated seasonality. Product mapping was carried out using the Revealed Symmetric Comparative Advantage (RSCA) and Trade Balance Index (TBI). Seasonal advantages were examined through a graphical approach along with the objective tests, namely, modified QS-test (QS), Friedman-test (FT) and using a seasonal dummy.

Cucumbers/gherkins, onions, preserved vegetables, fresh grapes, shelled cashew nuts, guavas, mangoes, and spices emerged as the most favorable horticultural products. India has a strong seasonal advantage in dried onions, cucumber/gherkins, shelled cashew nut, dried capsicum, coriander, cumin, and turmeric. The untapped potential in horticulture can be addressed by handling the trade barriers effectively, particularly the sanitary and phytosanitary issues, affecting the exports. Proper policies must be enacted to facilitate the investment in advanced agricultural technologies and logistics to ensure the desired quality and cost effectiveness.

Commodity-specific studies on value chain analysis would provide valuable insights into the issues hindering exports and realizing the untapped export potential.

There is no holistic and recent study illustrating the horticulture export advantages covering a large number of commodities in the Indian context. The study would be helpful to the stakeholders for drawing useful policy implications.

The purpose of this paper is to discuss the lean implementation process and its quantified benefits for the production industry with the help of value stream mapping (VSM). Both current and future state maps of the organization's shop floor scenarios are discussed using VSM techniques in order to highlight improvement areas and to bridge the gap between the existing state and the proposed state of shop floor of the selected industry.

VSM process symbols are used to discuss lean implementation process in the production industry. The existing status of the selected manufacturing industry is prepared with the help of VSM symbols and improvement areas are identified. Some modifications in current state map are suggested and with these modifications a future state map is prepared.

After comparison of the current and future state of shop floor of the selected industry it is found that reduction in lead time was 83.14 percent, reduction in processing time was 12.62 percent, reduction in work‐in‐process inventory was 89.47 percent, and reduction in manpower requirement was 30 percent. The rise in productivity per operator was 42.86 percent.

The findings are limited due to the focused nature of the case study and further cost‐benefit analysis can be carried out.

This paper will be very useful for the researchers and practitioners for understanding lean implementations and its derived benefits.

The paper is a real case study showing lean implementation and its benefits for the production industry.

The main objective of this article is to propose an interpretive model that attempts to decipher a product's values in terms of functionality, usability and meaning. This model can support companies in better integrating these values in their product offering and in defining the most adequate innovation strategies that they can adopt.

The authors conducted an empirical analysis on more than 450 products from the Italian furniture industry. Moreover, using an interpretative model 50 product signs were mapped (materials, surfaces, colours, etc.) for each product. The obtained database was analyzed via the principal component analysis (PCA) statistical technique with the intent to identify dominant product languages. In fact, interpreting a product language as a set of product signs, the article describes an objective process able to identify dominant product languages as combinations of different product signs.

The interpretive model described in this article represents a first result in itself. In addition, by mapping the dynamics of dominant product languages, it has been demonstrated that they evolve differently in relation to several product typologies. In turn, the possibility of “brokering” dominant product languages from one product typology to another and from one industry to another has been verified.

First of all, this model can support companies in the identification of emerging trends and, consequently, allows them to develop product semantic forecasts. In addition, the analysis of dominant product languages over time can also allow a company to propose combinations of product signs typical of past periods. Finally, the identification of dominant product languages can also allow companies to analyze the state‐of‐the‐art of the industry and, consequently, identify different ways to propose innovation to the market.

Most of conducted researches related to product languages have shown primarily a qualitative‐based approach, in which the observations are made by a restricted set of design experts on a subset of representative products. In contrast with the current literature in this research field, this article describes an objective process that is able to identify dominant product languages.

To develop an innovative methodology to apply lean value chain improvement techniques to a complete supply chain for a food product from farm to consumer.

Action research based on a UK case study involving farmers, a food processor and a major retailer.

Value stream analysis (VCA) highlights significant opportunities to improve supply chain performance, profitability and relationships.

Lean/VCA methodologies can be readily applied to the retail and processor elements of food chains. However, further research is required to apply the concepts to farm operations.

Subsequent to this research, VCA techniques have been increasingly adopted in UK agri‐food sectors including meat, dairy, cereals and horticulture.

Application of lean concepts and VCA in the agri‐food sector. Development of a multi‐echelon supply chain improvement methodology.

Sets out an alternative approach to designing and managing a logistics system, which is called here lean logistics. Draws on research which has sought to extend the production system logic pioneered by Toyota beyond the factory gate and into industries other than automobiles. Starts by outlining the dilemma facing managers trying to implement new business practices and then proposes an alternative way of rethinking the logic of value creation, before illustrating how this works in a complete logistics system. Central to this new logic is a detailed understanding of the waste or inefficiencies that lie in existing systems. Such an understanding is required so that radical or incremental improvements can then be made in the development of a lean logistics system. Presents a framework to do just this called value stream mapping. Illustrates the approach with an example from the distribution industry. Also raises a number of key questions for the academic community in terms of future research and applications within the broad area of lean logistics.