1. ‘Requirements’, ‘Stakeholder’ are elements of New Product Introduction (NPI). The Kano model presents trajectories for different products or features. Explore how these elements relate to NPI and the Kano model. What methods can be used to manage this?
2. You have been recruited as the Design Manager in an established mid-sized (300 employees) manufacturing company that makes consumer products for OEMs. The Board of Directors wants to diversify the company into developing and commercialising its own line of products. You are responsible for setting up the Design function; you also get allocated a budget. What type of NPI process do you choose? How would you implement this? How would you spend your budget? What other aspects do you need to consider too?
3. A good design is of no benefit to your company if it is not protected. Describe, with appropriate examples, the legal and organisational approaches that you might use to protect your intellectual property and the strengths and weaknesses of each approach.
4. The lectures has provided you with extensive information about Lean NPI. Also, you have been presented with different types of innovation. Discuss the relevance and practical implications of Lean NPI for different types of innovation. For instance, which of the Lean techniques would you use for ‘radical innovation’?
5. Form, Function and Appeal are different aspects of products. Describe how you would manage NPI in such a way that each of these aspects is optimised, rather than compromised?