Integrated and comprehensive study of design ­driven innovation added value

In today’s market, innovation drives the customers. If the companies suffer of lack this important element they have to decrease the price in order to stay in the market. According to innovation management we categorized 7 mainframe works to be measured. Adam model seven framework categories of innovation management measurement areas: Inputs, Knowledge Management, Innovation Strategy, Organization and Culture, Portfolio Management, Project Management, and Commercialization. Working on design-driven innovation has become more and more important in management science. Increasing the competition between companies in order to gain profit of added value design-driven innovation caused that NPD and studying the importance of role of innovative design have become projected in new management and production research. In this research, we aimed to study the most important elements, which should be integrated together properly in order to achieve added value of company’s design idea. In other words, we try to find the optimum model of relationship between factors that leads to bring the design concept to the manufacturing line and it can guaranty of benefit derived from its design (added value) during the product life cycle. At first, we studied how the relationship of designer-firm-customer need is. As we know, In order to bring success for new product, we have to understand better the needs of customer. The general techniques of understanding the needs of customer are known as VOC. On the other hand, we understood for learning the design driven added value, we need to get information about designers. How they can realize the concept to create a brilliant design. Respectively, integration and coordination of concept from the company side, needs and expectation of customer and designer inspiration can bring the innovative product which can be pioneer in the market and generate profit for company within its cycle time. Second, designed product should enter to the market with accurate market policy and strategy. In order to guaranty the profit during the existence of product in the market, firm should have precise and accurate market analysis and strong profitable supplier-buyer relationships. As the innovative design needs to create the market and creating market analysis has high risk of demands volatility integration information share with suppliers during demand forecasting for product and selecting the suppliers on the base of their managerial ability and organizational skills against the change in demand result of fast responses to the probable future changes. Moreover, it helps of company and supplier to keep their relation for long time as alliance in star model and it causes of avoiding extra cost of change and re-planning for new product. At the end we present the integrated and comprehensive model, which we called it: CDFS STRATEGICAL RELATIONSHIP IN DESIGN-DRIVEN BETWEEN CUSTOMER-DESIGNER-FIRM-SUPPLIER. This model is presented in schematic illustration in 2 sections, which shows the overall combination factors engaged in design and manufacturing of design-driven products. We have to understand how is important the integration of voice of customer and voice of designer in order to choose the final model. Why we need the integration between VOC and VOD is discussed in the tiger shark case study, where in spite of perfect any defect design of fighter plane, the lack of needs of customer caused of cancelling the entire project. After wards we show the implement of VOC for design driven production in XEBONE new 3d panel case study, which is, explained the integration of voice of customer and designers. Due to the study carried out in XEBONE, we get the general information from the customers. The concept with consideration of needs of customers presented to the designers. Then, designers are asked to design the models for competition held by company with awards. Finally, models selected from competition will be presented to potential customers, In order to understand better, which one of the selected model are more interesting for the customer and why. Data received from the customers about preliminary models leads us to define the CTQ’s. When CTQ’S determined, we will deploy them by a technique which is called COPC. COPC or customer oriented –produce concept is a suitable technique for deployment of VOC, for innovative products. QFD is generally problem solving oriented (get the rust out of the car door) and is used to establish customer and product specifications and/or technical requirements. QFD is many times focused on only a part(s) of a product. COPC is focused on the entire product. QFD works nicely when upgrading or modifying an existing company product. It is more difficult to use with non-existing products, that is, products the company never made before. COPC, however, was designed for use with non- existing products. It is based on the functional approach to product design. Acquiring, Processing, and Deploying Voice of the Customer M. Larry Shillito 2001. Beside of deployment of voice of customer we should use the trend matrix in order to analysis the probable change of CTQ’S Ranks in period of standard life cycle of the products. After deployment of voice of customer, we introduce the functional deployed model to the independent designers to recheck the model functionality efficiency. Critical question here is: Why should we do this longer process for design-driven innovation in compare to normal VOC and QFD for regular product? The answer is in design-driven innovation; we have blue ocean strategy, in which we do not have existing product and market. Therefore the risk of failure of product development is higher than incremental improvement of products. That is why like every methods of new product development the cost of design process is high but success in the market can bring higher added value margin for company which is persuade the company to invest more money and time in initiative phase. The second part of analysis is about the supplier-buyer relationship and the roles of portfolio management in design-driven innovation. In this part, we discuss about possibility of achieving star model of alliance relationship for design driven innovation. As it said, volatility in demand and price are the obstacle of long-term collaboration between supplier and companies. On the other hand, Risk of changing in demand or lack of accurate demand forecasting for design-driven is high As Alien case study is presented in this research, if the firm changed the criteria of choosing suppliers from focusing on technology performance of subcontractor to an integrated analysis of supplier which is focused on management power and organization skills can let us to obtain higher certainty of subcontractor ability to provide a required products in acceptable lead time in case of changing in demand. Beside of that accurate MRP system, higher information sharing system of MPS with partner can let the firms longer; secure relationships even though when remarkable changes in the market in long-term horizon are forecasted. Finally we combine these two sections and we present our integrated and comprehensive model, which leads us to manifest the concept of innovative idea to introducing as a product to the market. Our model aims to show the right approach to industrialize the innovative concept, which guaranties added value for the company during its life cycle.