This article was published in the journal, Robotics and Computer Integrated Manufacturing [© Elsevier]. The definitive version is available at: http://dx.doi.org/10.1016/j.rcim.2007.07.010This paper presents a framework to integrate requirements management and design knowledge reuse. The research approach begins with a literature review in design reuse and requirements management to identify appropriate methods within each domain. A framework is proposed based on the identified requirements. The framework is then demonstrated using a case study example: vacuum pump design. Requirements are presented as a component of the integrated design knowledge framework. The proposed framework enables the application of requirements management as a dynamic process, including capture, analysis and recording of requirements. It takes account of the evolving requirements and the dynamic nature of the interaction between requirements and product structure through the various stages of product development

This paper presents a framework for knowledge reuse in a product-service systems design scenario. The project aim is to develop a methodology to capture, represent and reuse knowledge to support product development in a collaborative enterprise context. The three core elements are: design knowledge, manufacturing capability knowledge, and service knowledge. There are three principal components of the proposed methodology. The first is a process based design model: defining design according to specific tasks, and associating previous knowledge with those tasks. The second is manufacturing capability knowledge: supporting feature based design and manufacture through representing machining features, best practices in machining and inspection, and machining capability. The third component is service knowledge: ensuring that design takes account of the service requirement. The developing paradigm of product-service systems and the requirement for co-design of products and services has influenced the structure of the knowledge base, as well as outlining specific service related requirements. This paper presents the proposed knowledge base structure along with a detailed case study in which the proposal was developed and validated.

Every new product development (NPD) team learns a unique set of lessons in solving the many problems that arise in a typical project, and it is important to ensure that these lessons are shared. Since much of the learning is tacit in nature, it is difficult to articulate, to capture, and to disseminate. Therefore, managers face a challenge in trying to stimulate project-to-project learning. Many companies hold post-project reviews (PPRs)—meetings at the end of projects to determine the lessons learned and document them for the future. However, discussing a project, noting down the lessons learned, and entering them into a database is not sufficient. Our research at five leading German companies shows that written reports fail to convey much of the key learning from NPD teams and so managers need to focus on stimulating individual learning and running PPRs in specific ways to generate and transfer tacit knowledge. Managers also need to integrate PPRs with other mechanisms, such as mentoring schemes and knowledge brokering, to stimulate the flow of lessons learned and tacit knowledge.

The manufacturing industry is shifting its emphasis from a traditional supplier of products to a supplier of increasingly integrated products and services, or product-service systems (PSSs). The new paradigm of PSS requires new design methodologies and supporting tools for the effective design and delivery of these enhanced services and integrated PSSs. A case study has been carried out to identify and classify service knowledge applied in practice, both in the service operation and in product design. This paper describes the service issues and service knowledge that has an impact on product design. An initial attempt is made to describe the role of service knowledge in design and also to describe in detail how to apply service knowledge in the conceptual design stage based on an existing requirements management framework modified for this context. This research makes an important contribution to the developing knowledge and information requirements of PSS design.

OVERVIEW:Governments worldwide are under pressure to reduce spending, and yet the demand for public services is generally increasing. Despite growing emphasis on and investment in technological innovation, little is known about innovation in public services. Research has shown that resistance to change, risk aversion, and organizational structures are major barriers to public-sector innovation. How to overcome such barriers is less clear. Recently, researchers have increased their focus on the importance of specific business models in facilitating collaboration between public-sector organizations and private-sector partners. In this paper, we present an emerging business model—commercialization partnership—and discuss two examples of technological innovations in the U.K. public sector using this model. Our findings demonstrate that successful technological innovation may depend more on the models for collaboration than on the specific technology involved. We conclude with a checklist to assist technology ...