Análise do processo de desenvolvimento de novos produtos - DNP em uma empresa fabricante de bens de capital

Abstract

This paper discusses a case study carried out in a multinational company, industry, metal mechanic, a maker of equipment for capital goods for construction and road paving. It is to examine how it is being conducted the process of new product development, NPD, identify gaps and propose improvements to increase efficiency and effectiveness of that. Increased efficiency and effectiveness of this process allows companies to seek competitive advantage in working for 1) reduction, waste, product and process costs, reduced time for product launch, this faster than the competition, and 2) an increase of technology and maturity in developing new products. To enable it to evaluate a NPD process established a hierarchical structure that guides the theoretical framework presented. This is divided into project and product. With regard to projects is discussed the importance of project management organization which establishes the interrelation between project management, change management and organizational learning. With regard to products is discussed on the theoretical development processes of products, which are arepsentadas their main characteristics and evolution from the sequential processes to contemporary. This important theoretical contribution in the case study to make the diagnosis of the current state of the NPD process, this being identified gaps and weaknesses and propose improvements to the future state. The research methodology consists of qualitative research through the application of questionnaires with objective and descriptive exedcução of focus group meetings and direct observation. The period of analysis of the process is considered from July 2007 to December 2010. The implementation of the research was conducted between July 2010 to December 2010 to collect data. As a conclusion were found 18 opportunities for improvement with a strategic dimension, tacit and operational, identified the eight losses in the flow of the companys NPD process and made suggestions for improvements aimed at increasing their efficiency and effectiveness.