Bridging the gap: Linking prototyping and technology readiness levels for integrative product development

IF 3.7 3区 管理学 Q2 MANAGEMENT
Laura Rehberg, Alexander Brem
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引用次数: 0

Abstract

Shorter development cycles, increasing complexity due to the interaction of hardware and software and the simultaneous pressure to innovate and reduce costs lead to products being launched early that have not yet been sufficiently validated and tested. The prototyping phase is crucial to ensure maturity as a preliminary stage to series production. Although this validation is critical to ensure the maturity of the product or technology to avoid recalls, previous research has focused on exploring the phenomenon of prototyping in general. To fill this gap, we use the standardized framework of technology readiness levels and develop prototyping readiness levels that allow for a graded assessment of maturity.

Our empirical study is based on the unique case of the Boeing 737 Max 8 and a research project to develop an automated prototyping hub. Our findings show how mismanagement of prototypes and inadequate technology readiness level (TRL) assessment can lead to serious safety issues. Based on these findings, we introduce prototyping readiness levels that complement the idea of TRLs to reduce and eliminate bottlenecks and errors in the early stages of the development process.

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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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