Product development capabilities

To build up the capabilities that are needed for developing quality products, medical textile companies need to complement their own capabilities with external sources of capabilities when in-house development lacks economy of scale. More importantly, in a dynamic product market external sources of capabilities are essential, since a fixed set of internal capabilities may not be flexible enough to cope with the pace of market and technology changes. Strategic alliances (SAs) in various forms are therefore essential for the NPD process. 

During the development of medical textile products, a firm s technology requirement can be divided into three categories. 

Complementary technologies These give the product additional complementary qualities. In the above example, complementary technologies include the manufacturing techniques and packaging design. 

Ancillary services These typically flU gaps in the required set of technologies that are needed for developing products, and are often associated with standard testing and trials. In the case of wound dressings, the development work requires a number of ancillary services such as physical and chemical characterizations, biocompatibility testing, and clinical evaluation of the product. 

In addition to the core technologies, the development of medical textile products requires a number of other NPD capabilities which the medical textile companies may not possess. SAs offer an economical way to access these capabilities from external sources. In the search for NPD capabilities that can allow medical textile companies to develop products effectively and efficiently, strategic networking with a diverse range of partners can offer an ideal way of combining the companies internal capabilities in core technologies with external capabilities in the other important areas of the NPD process. 

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It was Sony s technical and product development capabilities, however, not Matsushita s marketing ones, that were primarily responsible for Japan s epic conquest of world markets. Sony created the barriers to entry that drove all the U.S. competitors and, in time, the one European competitor. Philips, out of the audio and video industry. Akio Morita and an associate formed in 1946 a partnership that became known as Sony its first major successful product, introduced in 1955, was a transistor-based miniature radio. In the early 1960s Morita built, following Matsushita s example, a... 

A large variety of skills and resources are required to develop a product from concept to regulatory approval and commercial sale. For NPD it has been found that the presence of both functional and integrative capabilities is often positively correlated with NPD process efficiency, measured in terms of lead time, productivity, and product effectiveness. Sustained above-normal returns for a firm can come both from an NPD process that is faster and more productive than competitors , and from new products that create customer value through their overall quality and ability to lit with market needs. As shown in Figure 16.3, in order to develop a product successfully, six types of product development capabilities are required. 

The case studies that follow have mainly come from live product development projects in industry. Whilst not all case studies require the methodology to predict an absolute capability, a common way of applying CA is by evaluating and comparing a number of design schemes and selecting the one with the most acceptable performance measure, either estimated Cp, assembly risk or failure cost. In some cases, commercial confidence precludes the inclusion of detailed drawings of the components used in the analyses. CA has been used in industry in a number of different ways. Some of these are discussed below ... 

A proposed product development process that facilitates designing capable and reliable products has been outlined above. It must be stressed that the product development process itself will not produce quality products, and consideration of many issues are crucial to success, such as company strategy, management structure, commitment, sufficient resources, communication, and most importantly proficient engineering practices, such as the following. 

The N-Zyme Biotec business model unites three areas synergistically (i) strategic alliances in R D, (ii) a module-based services system for the manufacture and modification of proteins, and (iii) product development. Mainly oriented to the Health Sector, its capabilities could be extended to other industries. 

ICI has been involved in the production of chlorine for over a hundred years. During that time different technologies have been used to produce chlorine, including mercury, diaphragm and membrane technologies. The technologies used have been developed by ICI using the company s research and development capabilities. Today ICI has an installed chlorine capacity in excess of one million metric tonnes per annum. 

The approaches and strategies presented in this chapter are intended to overcome these issues for CE methods. Recendy a more advanced approach toward chromatographic method development was introduced in pharmaceutical product development that also is beneficial for CE methods. In the advanced approach (i) the voice of the customer is captured, (ii) key process input variables are identified, (iii) critical to quality (CTQ) factors are determined, (iv) several method verification tests are installed, (v) proactive evaluation of method performance during development is performed, (vi) continuous customer involvement and focus is institutionalized, and (vii) method capability assessment (suitability to be applied for release testing against specification limits) is established. 

Leonard-Barton, D. 1992. Core capabilities and core rigidities a paradox in managing new product development. Strategic Management journal, 13 111-125. 

Pentagone is an aqueous-based surface decontamination product developed for the cleanup of pentachlorophenols, creosote, petroleum hydrocarbons, chlorinated hydrocarbons, polynuclear aromatic hydrocarbons, and selected pesticide and herbicide spills. It can be used on concrete, asphalt, or metal and is capable of being applied as a foam, allowing treatment of overhead, vertical, and horizontal surfaces. It has been commercially available since 1993 and has been used in multiple applications. 

The contents of this chapter are applicable to both product development and QC laboratories. Although the principles discussed in the chapter are presented in the context of immediate-release solid dosage forms, they can be applied to modified-release and suspension dosage forms if it is within the capability of the... 

Product development public-private partnerships (p-PPPs) are collaborative organizations between non-profit and for-profit organizations. They are institutionalized with public intervention and/or funding because markets are perceived as unable to adequately connect relevant resources and capabilities between science and industry in basic research. Clearly, diseases such as malaria, tuberculosis, and others that are even less well known are rampant in developing countries but are far less of a threat in most developed countries (Wheeler and Berkley 2001 Kaplan and Laing 2004). There is, therefore, little or no economic incentive to develop pharmaceutical products for these diseases (Biel 2001 Milne, Kaitin, and Ronchi 2004 Kaplan and Laing 2004). The industry s lack of enthusiasm is also a result of distribution challenges in countries with poor infrastructures and lack of awareness about these diseases in more developed countries, liability considerations, inadequate science base, and underestimation of the disease burden. Product PPPs have been developed to address... 

Design and development validation is performed in accordance with planned arrangements (see 7.3.1) to ensure that the resulting product is capable of fulhlling the requirements for the specified or known intended use or application. Wherever practicable, validation is completed prior to the delivery or implementation of the product. Records of the results of validation and any necessary actions are maintained (see 4.2.4). 

Each method was generally developed to solve a particular problem encountered by a product development or formulation chemist. The relationships among problems, capabilities, and encapsulation methods are shown. The overview concludes with a list of reasons for encapsulation, such as prevention of oxidation, conversion of liquids to solids and detackification. 

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