外文翻譯--中小型地區(qū)企業(yè)新產(chǎn)品開發(fā)的挑戰(zhàn)(文件)
【正文】 d assumptions regarding the NPD process exist in the firms analysed and need to be changed. Much of the following section is the result of a knowledgebased approach to NPD. According to our data and the opinions of several experts interviewed, some deeplyrooted assumptions which hinder the improvement of NPD activities need to be changed. Such as Product value： from “material”, “tangible” and connected to its “functionality” to intangible, linked to its capacity to identify with a style. Designers’ task: to capture explicit and implicit market requirements , to represent a vision, to impose a style, to identify and integrate potential sources for innovation. NPD: develop a process connecting distributed knowledge, a shared responsibility. Knowledge: also tacit, spread in pluralistic domains, considered as a collective patrimony. Organizational design: Hierarchical level reduction, interfunctional teams with extended tasks mgt by process and projects. Local system: the locus of contextual and tacit knowledge, a source of distinctive capabilities. In this paper we present the main results of a research project aimed at rationalising and improving the NPD process in SMEs of the Italian eyewear district. On the bases of empirical evidence, the specificity of this product and the main steps in its development were identified. Then, the problems and limitations usually faced by the SMEs are highlighted. Finally, the study suggests appropriate methodologies for NPD. Many limitations mentioned in the literature on NPD activities in the SMEs are confirmed. For example SMEs often resisted the introduction of several CE tools. Most of the units examined are not aware of CE pri nciples and the benefits they can bring. Managerial resources are limited and they have little technical knowhow on reengineering or continuously improve processes, and how to select appropriate tools from the large number of CE supports. As a result the steps in PD are poorly formalised. There are weak connections and overlapping between the various phases, monitoring of the temporal milestones is limited, and integration and synchronisation of the external contributions are unlikely. On the other hand, empirical evidence suggests that the scarce availability of financial resources is not the real barrier. The methodology for NPD proposed here does not require large financial investments as it is mainly based on ways to improve the allocation and use of available resources. In the first place it requires changes in cultural attitudes. Enterprises need to learn the role played by intangible determinants of product value, redefine the profile and the tasks of designers, and think of NPD as a process rather than a sequence of distinct responsibilities. Moreover the importance of knowledge must be rediscovered. It is not merely a basin of theoretical or scientific ideas or codified practices, but a pluralistic, shared dominion of tacit expertise The consequences of organisational design affect, in primis, product development. Echelons, previously considered of minor importance as they are only involved at the end of the value chain (such as customers or suppliers), nowadays acquire new importance. Attention to knowledgerelated aspects is particularly important for the enterprises considered. They operate within a district system with a tradition for manufacturing and where localized expertise exists. In order to exploit these disti
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