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

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2024-09-26 DOI:10.1111/caim.12633

Laura Rehberg, Alexander Brem

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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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弥合差距：将原型设计和集成产品开发的技术准备水平联系起来

更短的开发周期，由于硬件和软件的相互作用而增加的复杂性，以及同时创新和降低成本的压力，导致产品在尚未得到充分验证和测试的情况下过早推出。作为批量生产的初级阶段，原型阶段对于确保产品的成熟度至关重要。虽然这种验证对于确保产品或技术的成熟度以避免召回至关重要，但以前的研究主要集中在探索一般的原型现象。为了填补这一空白，我们使用技术准备等级的标准化框架，并开发允许成熟度分级评估的原型准备等级。我们的实证研究基于波音737 Max 8的独特案例和开发自动化原型中心的研究项目。我们的研究结果表明，原型管理不善和技术准备水平（TRL）评估不足会导致严重的安全问题。基于这些发现，我们介绍了原型准备水平，它补充了trl的思想，以减少和消除开发过程早期阶段的瓶颈和错误。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

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.