Advertisement

Introduction

Chapter
Part of the Springer Series in Advanced Manufacturing book series (SSAM)

Abstract

The introduction of the book is dedicated to outline the scientific context within which Integrated Product and Process Reengineering (IPPR) has been developed, as well as the basic motivations of the work. The disciplines aimed at proposing alternative configurations of industrial processes and products/services, i.e. Business Process Reengineering (BPR) and New Product Development (NPD), are analyzed by pointing out the main strengths and weaknesses. The birth of IPPR is a contribution for filling the gap between the expected outcomes of the present methodologies and the practical displayed results. The present Chapter clarifies the main concepts employed within the presented methodology and provides suitable definitions for the most relevant notions. Furthermore, a classification of common industrial problems is presented, for which different tools are suitable to reengineer the current business. As a result of a broad review of the existing techniques, the purpose of the book is clarified, illustrating the main strategic and methodological objectives to be pursued throughout original tools focused on customer value.

Keywords

Business Process Business Model Customer Satisfaction Customer Requirement Quality Function Deployment 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. 1.
    Davenport TH (1993) Process innovation: reengineering work through information technology. Harvard Business School Press, BostonGoogle Scholar
  2. 2.
    Hammer M, Champy J (1993) Reengineering the corporation: a manifesto for business revolution. Harper Collins, New YorkGoogle Scholar
  3. 3.
    Johansson HJ (1993) Business process reengineering: breakpoint strategies for market dominance. Wiley, New YorkGoogle Scholar
  4. 4.
    Kim J, Wilemon D (2002) Sources and assessment of complexity in NPD projects. Res Dev Manag 33(1):16–30Google Scholar
  5. 5.
    Koen P, Ajamian G, Burkart R, Clamen A, Davidson J, D’Amore R, Elkins C, Herald K, Incorvia M, Johnson A, Karol R, Seibert R, Slavejkov A, Wagner K (2001) Providing clarity and a common language to the ‘fuzzy front end’. Res Technol Manag 44(2):46–55Google Scholar
  6. 6.
    Smith PG, Reinertsen DG (1998) Developing products in half the time, 2nd edn. Wiley, New YorkGoogle Scholar
  7. 7.
    Mahajan V, Srinivasan R, Wind J (2002) The dot.com retail failures of 2000: were there any winners? J Acad Mark Sci 30(4):474–486CrossRefGoogle Scholar
  8. 8.
    Magretta J (2002) Why business models matter. Harv Bus Rev 80:86–92Google Scholar
  9. 9.
    Amit R, Zott C (2001) Value creation in e-business. Strateg Manag J 22(6/7):493–520CrossRefGoogle Scholar
  10. 10.
    Chesbrough H, Rosenbloom RS (2002) The role of the business model in capturing value from innovation: evidence from xerox corporation’s technology spin-off companies. Ind Corp Change 11(3):529–555CrossRefGoogle Scholar
  11. 11.
    Francis D, Bessant J (2005) Targeting innovation and implications for capability development. Technovation 25(3):171–183CrossRefGoogle Scholar
  12. 12.
    Johnson MW, Christensen CM, Kagermann H (2008) Reinventing your business model. Harv Bus Rev 12(12):57–68Google Scholar
  13. 13.
    Kuratko DF, Audretsch DB (2009) Strategic entrepreneurship: exploring different perspectives of an emerging concept. Entrepreneurship Theory Pract 33:1–17CrossRefGoogle Scholar
  14. 14.
    Teece DJ (2010) Business models, business strategy and innovation. Long Range Plan 43(2/3):172–194CrossRefGoogle Scholar
  15. 15.
    Markides C (2006) Corporate refocusing. Bus Strategy Rev 4(1):1–15CrossRefGoogle Scholar
  16. 16.
    Gotzsch J, Channaron JJ, Birchall D (2006) Product development with a focus on attractive product expression: an analysis of case studies. Int J Prod Dev 3(3/4):1–17Google Scholar
  17. 17.
    Kim WC, Mauborgne R (2004) Blue ocean strategy. Harv Bus Rev 8(10):69–80Google Scholar
  18. 18.
    Barnes C, Blake H, Pinder D (2009) Creating and delivering your value proposition: managing customer experience for profit, 1st edn. Kogan Page, LondonGoogle Scholar
  19. 19.
    Miles LD (1949) How to cut costs with value analysis. McGraw Hill Publishing, New YorkGoogle Scholar
  20. 20.
    Tontini G (2003) Deployment of customer needs in the QFD using a modified Kano model. J Acad Bus Econ 2(1):103–113Google Scholar
  21. 21.
    Abernathy WJ, Utterback JM (1978) Patterns of innovation in industry. Technol Rev 80(7):40–47Google Scholar
  22. 22.
    Pahl G, Beitz W (2007) Engineering design: a systematic approach, 3rd edn. Springer, LondonGoogle Scholar
  23. 23.
    Lacroix RN (2006) Business plan for a modern and efficient business. In: 5th entrepreneurship workshop at Harokopio University, Athens, 5–6 December 2006Google Scholar
  24. 24.
    Brockman K (2008) How to perform a feasibility study and market analysis to determine if an ancillary service makes sense. Orthop Clin N Am 39(1):5–9CrossRefGoogle Scholar
  25. 25.
    Mačikėnas E, Makūnaitė R (2008) Applying agent in business evaluation systems. Inf Technol Control 37(2):101–105Google Scholar
  26. 26.
    Kim WC, Mauborgne R (2001) Knowing a winning business idea when you see one. Harv Bus Rev 78(5):129–138Google Scholar
  27. 27.
    Kusiak A, Tang CY (2006) Innovation in a requirement life-cycle framework. In: 5th international symposium on intelligent manufacturing systems, Sakarya, 29–31 May 2006Google Scholar
  28. 28.
    Barwise P, Meehan S (2006) In the box innovation’. Bus Strategy Rev 17(2):68–73CrossRefGoogle Scholar
  29. 29.
    Foster NR (1986) Innovation: the attacker’s advantage. Summit Books, New YorkGoogle Scholar
  30. 30.
    Christensen CM (1992) Exploring the limits of the technology S-curve. Part I: component technologies. Prod Oper Manag 1(4):334–357CrossRefGoogle Scholar
  31. 31.
    Christensen CM (1992) Exploring the limits of the technology S-curve. Part II: architectural technologies. Prod Oper Manag 1(4):358–366CrossRefGoogle Scholar
  32. 32.
    Holland D, Kumar S (1995) Getting past the obstacles to successful reengineering. Bus Horizons 38(3):79–85CrossRefGoogle Scholar
  33. 33.
    Ozcelik Y (2010) Do business process reengineering projects payoff? Evidence from the United States. Int J Proj Manag 28(1):7–13CrossRefGoogle Scholar
  34. 34.
    Chen C, Yan W (2008) An in-process customer utility prediction system for product conceptualization. Expert Syst Appl 34(4):2555–2567CrossRefGoogle Scholar
  35. 35.
    McGrath ME, Anthony MT, Shapiro AR (1992) Product development success through product and life-time excellence. Butterworth, BostonGoogle Scholar
  36. 36.
    Khosrowpour M (2006) Cases on information technology and business process reengineering. Idea Group Publishing, HersheyCrossRefGoogle Scholar
  37. 37.
    Holweg M (2007) The genealogy of lean production. J Oper Manag 25(2):420–437CrossRefGoogle Scholar
  38. 38.
    Herron C, Braiden PM (2006) A methodology for developing sustainable quantifiable productivity improvement in manufacturing companies. Int J Prod Econ 104(1):143–153CrossRefGoogle Scholar
  39. 39.
    Woodruff RB (1997) Customer value: the next source for competitive advantage. J Acad Mark Sci 25(2):139–153MathSciNetCrossRefGoogle Scholar
  40. 40.
    Knights D, Wilmott H (2000) The reengineering revolution?: critical studies of corporate change. SAGE Publications, LondonGoogle Scholar
  41. 41.
    Hall G, Rosenthal J, Wade J (1993) How to make reengineering really work. Harv Bus Rev 71(6):119–131Google Scholar
  42. 42.
    Terziovski M, Fitzpatrick P, O’Neill P (2003) Successful predictors of business process reengineering (BPR) in financial services. Int J Prod Econ 84(11):35–50CrossRefGoogle Scholar
  43. 43.
    Edwards C, Peppard J (1994) Forging a link between business strategy and business reengineering. Eur Manag J 12(4):407–416CrossRefGoogle Scholar
  44. 44.
    Ibusuki U, Kaminski PC (2007) Product development process with focus on value engineering and target-costing: a case study in an automotive company. Int J Prod Econ 105(2):459–474CrossRefGoogle Scholar
  45. 45.
    Chan KK, Spedding TA (2003) An integrated multidimensional process improvement methodology for manufacturing systems. Comput Ind Eng 44(4):673–693CrossRefGoogle Scholar
  46. 46.
    Reijers HA, Liman Mansar S (2005) Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics. Omega 33(4):283–306CrossRefGoogle Scholar
  47. 47.
    Kaplan RS, Norton DP (1996) Using the balanced scorecard as a strategic management system. Harv Bus Rev 74(1):75–85Google Scholar
  48. 48.
    Voelpel SC, Leibold M, Eckhoff RA, Davenport TH (2006) The tyranny of the balanced scorecard in the innovation economy. J Intellect Cap 7(1):43–60CrossRefGoogle Scholar
  49. 49.
    Remenyi D, Heafield A (1996) Business process reengineering: some aspects of how to evaluate and manage the risk exposure. Int J Proj Manag 14(6):349–357CrossRefGoogle Scholar
  50. 50.
    Chan SL, Choi CF (1997) A conceptual and analytical framework for business process reengineering. Int J Prod Econ 50(2–3):211–223CrossRefGoogle Scholar
  51. 51.
    Irani Z, Hlupic V, Baldwin LP, Love PED (2000) Reengineering manufacturing processes through simulation modelling. Logist Inf Manag 13(1):7–13CrossRefGoogle Scholar
  52. 52.
    Lambert JH, Jennings RK, Joshi NN (2006) Integration of risk identification with business process models. Syst Eng 9(3):187–198CrossRefGoogle Scholar
  53. 53.
    Min DM, Kim JR, Kim WC, Min D, Ku S (1996) IBRS: intelligent bank reengineering system. Decis Support Syst 18(1):97–105CrossRefGoogle Scholar
  54. 54.
    Williams A, Davidson J, Waterworth S, Partington R (2003) Total quality management versus business process reengineering: a question of degree. Proc Inst Mech Eng Part B J Eng Manuf 217(B1):1–10Google Scholar
  55. 55.
    Wang KJ, Lin YS (2007) Resource allocation by genetic algorithm with fuzzy inference. Expert Syst Appl 33(4):1025–1035CrossRefGoogle Scholar
  56. 56.
    Mahdavi I, Shirazi B, Solimanpur M (2010) Development of a simulation-based decision support system for controlling stochastic flexible job shop manufacturing systems. Simul Model Pract Theory 18(6):768–786CrossRefGoogle Scholar
  57. 57.
    Völkner P, Werners B (2000) A decision support system for business process planning. Eur J Oper Res 125(3):633–647MATHCrossRefGoogle Scholar
  58. 58.
    Gregoriades A, Sutcliffe A (2008) A socio-technical approach to business process simulation. Decis Support Syst 45(4):1017–1030CrossRefGoogle Scholar
  59. 59.
    Llamas-Alonso MR, Jiménez-Zarco AI, Martínez-Ruiz MP, Dawson J (2009) Designing a predictive performance measurement and control system to maximize customer relationship management success. J Mark Channels 16(1):1–41CrossRefGoogle Scholar
  60. 60.
    Azadeh A, Nassiri S, Asadzadeh M (2010) Modeling and optimization of a purchasing system in uncertain environments by an integrated fuzzy business process simulation and data envelopment analysis: a novel approach. In: Proceedings of the spring simulation multi conference (SpringSim’10), pp 1–8, Orlando, 11–15 April 2010Google Scholar
  61. 61.
    He H, Jiang L, Li B (2009) Business process reengineering risk assessment based on a new improved FAHP. In: Proceedings of the Asia-Pacific conference on information processing, vol 2, pp 278–281, Shenzhen, 18–19 July 2009Google Scholar
  62. 62.
    Ramirez R, Melville N, Lawler E (2010) Information technology infrastructure, organizational process redesign, and business value: an empirical analysis. Decis Support Syst 49(4):417–429CrossRefGoogle Scholar
  63. 63.
    Grover V (1999) From business reengineering to business process change management: a longitudinal study of trends and practices. IEEE Trans Eng Manag 46(1):36–46CrossRefGoogle Scholar
  64. 64.
    Grint K (1994) Reengineering history, social resonances and business process reengineering. Organization 1(1):179–201CrossRefGoogle Scholar
  65. 65.
    Charles W, Zamzow Jr (2008) Business process-reengineering: 7 critical success factors for a smooth transformation of your organization processes. Wordclay, BloomingtonGoogle Scholar
  66. 66.
    Van Kleef E, Van Trijp HCM, Luning P (2005) Consumer research in the early stages of new product development: a critical review of methods and techniques. Food Qual Preference 16(3):181–201CrossRefGoogle Scholar
  67. 67.
    Ulwick AW (2002) Turn customer input into innovation. Harv Bus Rev 80(1):91–97Google Scholar
  68. 68.
    Bower JL, Christensen CM (1995) Disruptive technologies: catching the wave. Harv Bus Rev 73(1):43–53Google Scholar
  69. 69.
    Yan W, Khoo LP, Chen C (2005) A QFD-enabled product conceptualisation approach via design knowledge hierarchy and RCE neural network. Knowl Based Syst 18(6):279–293CrossRefGoogle Scholar
  70. 70.
    Day RG (1993) Quality function deployment—linking a company with its customers. ASQC Quality Press, MilwaukeeGoogle Scholar
  71. 71.
    Hauser JR, Clausing D (1988) The house of quality. Harv Bus Rev 66(3/4):63–73Google Scholar
  72. 72.
    Houvila P, Cere’n KJ (1998) Customer-oriented design methods for construction projects. J Eng Des 9(3):225–238CrossRefGoogle Scholar
  73. 73.
    Harding JA, Popplewell K, Fung RYK, Omar AR (2001) An intelligent information framework relating customer requirements and product characteristics. Comput Ind 44(1):51–65CrossRefGoogle Scholar
  74. 74.
    Ulrich K, Eppinger SD (2004) Product design and development, 3rd edn. McGraw-Hill, New YorkGoogle Scholar
  75. 75.
    Kano KH, Hinterhuber HH, Bailon F, Sauerwein E (1984) How to delight your customers. J Prod Brand Manag 5(2):6–17Google Scholar
  76. 76.
    Conklin M, Powaga K, Lipovetsky S (2004) Customer satisfaction analysis: identification of key drivers. Eur J Oper Res 154(3):819–827MATHCrossRefGoogle Scholar
  77. 77.
    Chen C, Chuang M (2008) Integrating the Kano model into a robust design approach to enhance customer satisfaction with product design. Int J Prod Econ 114(2):667–681CrossRefGoogle Scholar
  78. 78.
    Matzler K, Hinterhuber HH (1998) How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality function deployment. Technovation 18(1):25–38CrossRefGoogle Scholar
  79. 79.
    Tan KC, Shen XX (2000) Integrating Kano’s model in the planning matrix of quality function deployment. Total Qual Manag 11(8):1141–1151CrossRefGoogle Scholar
  80. 80.
    Fung RYK, Chen Y, Tang J (2006) Estimating the functional relationships for quality function deployment under uncertainties. Fuzzy Sets Syst 157(1):98–120MathSciNetMATHCrossRefGoogle Scholar
  81. 81.
    Kahraman C, Ertay T, Büyüközkan G (2006) A fuzzy optimization model for QFD planning process using analytic network approach. Eur J Oper Res 171(2):390–411MATHCrossRefGoogle Scholar
  82. 82.
    Lee YC, Huang SY (2009) A new fuzzy concept approach for Kano’s model. Expert Syst Appl 36(3):4479–4484CrossRefGoogle Scholar
  83. 83.
    Chen LH, Co WC (2008) A fuzzy nonlinear model for quality function deployment considering Kano’s concept. Math Comput Model 48(3–4):581–593MATHCrossRefGoogle Scholar
  84. 84.
    Aurich JC, Mannweiler C, Schweitzer E (2010) How to design and offer services successfully. CIRP J Manuf Sci Technol 2(3):136–143CrossRefGoogle Scholar
  85. 85.
    Kimita K, Shimomura Y, Arai T (2009) A customer value model for sustainable service design. CIRP J Manuf Sci Technol 1:254–261CrossRefGoogle Scholar
  86. 86.
    Mont OK (2002) Clarifying the concept of product-service system. J Clean Prod 10(3):237–245CrossRefGoogle Scholar
  87. 87.
    Hara T, Arai T, Shimomura Y, Sakao T (2009) Service CAD system to integrate product and human activity for total value. CIRP J Manuf Sci Technol 1:262–271CrossRefGoogle Scholar
  88. 88.
    Tukker A, Tischner U (2006) Product-services as a research field: past, present and future. Reflections from a decade of research. J Clean Prod 14(17):1552–1556CrossRefGoogle Scholar
  89. 89.
    Lasalle D, Britton TA (2003) Priceless: turning ordinary products into extraordinary experiences. Harvard Business School Press, BostonGoogle Scholar
  90. 90.
    Baines TS, Braganza A, Kingston J, Lockett H, Martinez V, Michele P, Tranfield D, Walton I, Wilson H (2007) State-of-the-art in product-service systems. Proc Inst Mech Eng Part B J Eng Manuf 221(10):1543–1552CrossRefGoogle Scholar
  91. 91.
    Sandstrom C, Bjork J (2010) Idea management systems for a changing innovation landscape’. Int J Prod Dev 11(3/4):310–324Google Scholar
  92. 92.
    Chesbrough H (2010) Business model innovation: opportunities and barriers. Long Range Plan 43(2/3):354–363CrossRefGoogle Scholar
  93. 93.
    Kagermann H (2008) Reinventing your business model. Harv Bus Rev 86(6):1–11Google Scholar
  94. 94.
    Keen P, Qureshi S (2006) Organizational transformation through business models: a framework for business model design. In: Proceedings of the 39th Hawaii international conference on system sciences, Kōloa, 4–7 January, 2006Google Scholar
  95. 95.
    Søndergaard HA (2005) Market-oriented new product development: how can a means-end chain approach affect the process? Eur J Innov Manag 8(1):79–90CrossRefGoogle Scholar
  96. 96.
    Ward D, Lasen M (2009) An overview of needs theories behind consumerism. J Appl Econ Sci 4(1):137–155Google Scholar
  97. 97.
    Crilly N, Moultrie J, Clarkson PJ (2004) Seeing things: consumer response to the visual domain in product design. Des Stud 25(6):547–577CrossRefGoogle Scholar
  98. 98.
    Cagan J, Vogel CM (2002) Creating breakthrough products: innovation from product planning to program approval. Prentice-Hall, Upper Saddle RiverGoogle Scholar
  99. 99.
    Leavy B (2005) Value pioneering—how to discover your own “blue ocean”: interview with W. Chan Kim and Renée Mauborgne. Strategy Leadersh 33(6):13–20CrossRefGoogle Scholar
  100. 100.
    Kim WC, Mauborgne R (2005) Blue ocean strategy: how to create uncontested market space and make competition irrelevant. Harvard Business School Press, BostonGoogle Scholar
  101. 101.
    Aspara J, Hietanen J, Parvinen P, Tikkanen H (2008) An exploratory empirical verification of blue ocean strategies: findings from sales strategy. In: Proceedings of the eighth international business research (IBR) conference, Dubai, 27–28 March, 2008Google Scholar
  102. 102.
    Parvinen P, Aspara J, Kajalo S, Hietanen J (2010) An exploratory empirical examination of blue ocean practices in sales management’. Paper presented at the 26th industrial marketing and purchasing group (IMP) conference, Budapest, 1–3 September, 2010Google Scholar
  103. 103.
    Khalifa S (2009) Drawing on students’ evaluation to draw a strategy canvas for a business school. Int J Educ Manag 23(6):467–483CrossRefGoogle Scholar
  104. 104.
    Sheehan NT, Vaidyanathan G (2009) Using a value creation compass to discover blue oceans. Strategy Leadersh 37(2):13–20CrossRefGoogle Scholar
  105. 105.
    Raith MG, Staak T, Wilker HM (2007) A decision-analytic approach to blue-ocean strategy development. In: Operations research proceedings 2007, Saarbrücken, 5–7 September, 2007Google Scholar
  106. 106.
    Abraham S (2006) Blue oceans, temporary monopolies, and lessons from practice’. Strategy Leadersh 34(5):52–57CrossRefGoogle Scholar
  107. 107.
    Jackson SE (2007) Design, meanings and radical innovation: a meta-model and a research agenda’. J Prod Innov Manag 25(5):436–456Google Scholar
  108. 108.
    Kim C, Yang KH, Kim J (2008) A strategy for third-party logistics systems: a case analysis using the blue ocean strategy. Omega 36(4):522–534MathSciNetCrossRefGoogle Scholar
  109. 109.
    Narasimhalu AD (2007) Designing the value curve for your next innovation’. In: Proceedings of PICMET 2007 conference, Portland, 5–9 August, 2007Google Scholar
  110. 110.
    Ziesak J (2009) Wii innovate—how Nintendo created a new market through the strategic innovation Wii. GRIN Verlag, MunichGoogle Scholar
  111. 111.
    Hong ANH, Chai DLH, Ismail W (2011) Blue ocean strategy: a preliminary literature review and research questions arising. Aust J Basic Appl Sci 5(7):86–91Google Scholar
  112. 112.
    Boztepe S (2007) Toward a framework of product development for global markets: a user-value-based approach. Des Stud 28(5):513–533CrossRefGoogle Scholar

Copyright information

© Springer-verlag London 2012

Authors and Affiliations

  • Yuri Borgianni
    • 1
  • Gaetano Cascini
    • 2
  • Federico Rotini
    • 1
  1. 1.Dipartimento di Meccanica e Tecnologie IndustrialiUniversità di FirenzeFlorenceItaly
  2. 2.Dipartimento di MeccanicaPolitecnico di MilanoMilanItaly

Personalised recommendations