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282 CHAPTER 8 • PRoduCT And sERviCE dEvEloPmEnT And oRgAnisATion

                             Figure 8.6  The link between product/service and process development can be closer
                             in service industries

                                                                                      Research and
                                                                                       advanced
                                                                                      development
                                    ‘Pioneer’
                                    process
                                                        Increasing diculty  Internet
                                  Developments                            banking
                                                                          service
                                Degree of process change  to processes  Call centre Increasing diculty
                                   to process

                                                              banking
                                                              service
                                   Extension


                                                Branch
                                  Modifications  banking
                                   to process   service

                                        Modification   Extension to  Development of  ‘Pioneer’
                                      to product/service  product/service  product/service  product/service
                                                       Degree of product/service change




                           to develop products independently of the processes that make them, and also is
                           common practice for many companies. Yet, because product development and pro-
                           cess development are not the same thing, it does not mean that they should not
                           overlap. In fact, one of the more important trends in product design has been the
                           considerable effort that recently has been put into managing the overlap. There are
                           probably two reasons for this. First, there is a growing recognition that the design of
                           products has a major effect on the cost of making them. Many decisions taken during
                           the development of products such as the choice of material, or the way components
                           are fastened together, will define much of the cost of making the product. It clearly
                           makes sense, therefore, to build into the development process the need to evaluate
                           product design choices in terms of their effect on manufacturing processes, as well as
                           the functionality of the product itself. Second, the way overlap is managed between
                           product and process development has a significant effect on the effectiveness and
                           efficiency of the development process itself. This is particularly true for the time
                           between the initial product or service concept and its eventual delivery into the
                           market, and the overall cost of the total development effort. We shall deal with this
                           issue later in the chapter.

                           Modular design and mass customisation
                           Two separate, but related, ideas – modularity in product and service design and mass
                           customisation – have made an impact on product and service development. We will
                           consider them separately and then bring the two ideas together.









        M08 Operations Strategy 62492.indd   282                                                      02/03/2017   13:07
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