1、SMALLANDMEDIUMDISTRICTENTERPRISESANDTHENEWPRODUCTDEVELOPMENTCHALLENGELITERATUREDEALINGWITHTHEPRODUCTDEVELOPMENTPROCESSINLARGESCALEINDUSTRIESISABUNDANTHOWEVER,THEREISGENERALAGREEMENTTHATTHENEWPRODUCTDEVELOPMENTNPDPROCESSISNOTADEQUATELYSTUDIEDINSMALLANDMEDIUMENTERPRISESSMESANDMODELSANDTOOLSSPECIFICALL
2、YFOCUSEDFORTHESEUNITSARELACKINGTHEINNOVATIONPROCESSINSMESPOSSESSESCERTAINDISTINGUISHINGFEATURESTHATWOULDSUGGESTASPECIFICAPPROACHTONPDACTIVITIESWHENCOMPAREDWITHLARGESIZEDFIRMS,THEINNOVATIVEPROCESSINSMALLUNITSISMOREINFORMALANDLESSSTRUCTURED,THEBASEOFMANAGERIALCOMPETENCIESISLIMITED,AVAILABILITYOFFINANC
3、IALRESOURCESISLOWER,THEATTRACTIONTOWARDSSKILLEDLABOURWEAKERANDTHEPROPENSITYFORINTERACTIONWITHOTHERFIRMSISLIMITEDEFFECTIVENPDHASBECOMETHEFOCALPOINTOFCOMPETITIVENESSINMANYINDUSTRIES,PARTICULARLYTHOSEWHEREPRODUCTLIFEHASSHORTENED,COMPETITIONINCREASEDONAGLOBALBASIS,ANDCUSTOMERDEMANDFORGREATERPRODUCTVARIE
4、TYHASGROWNMAYLOR,1997PISANO1997CONSEQUENTLY,RESEARCHONBESTPRACTICESINPRODUCTDEVELOPMENT,THATIS,PRACTICESANDMETHODSWHICHMAKEFIRMSGOODPRODUCTINNOVATORS,HASINCREASEDSEEABDALLA,1999GRIFFIN,1997ANALYSINGTHESECONTRIBUTIONSWECANNOTETHATMOSTAREASCRIBABLETOCONCURRENTENGINEERINGCETOOLSANDTECHNIQUESCESUGGESTSA
5、N“INTEGRATED”DESIGNAPPROACH,THATIS,ASYSTEMATICAPPROACHTOTHEINTEGRATED,CONCURRENTDESIGNOFPRODUCTSANDPROCESSESTHISWOULDFORCEDEVELOPERSTOCONSIDERALLELEMENTSOFTHEPRODUCTIONCYCLERIGHTFROMCONCEPTIONTOEXPEDITION,INCLUDINGQUALITY,COST,SCHEDULEANDUSERREQUIREMENTSTHEREDONOTAPPEARTOBEANYPAPERSONTHESPECIFICPROB
6、LEMSOFNPDINIDSHOWEVER,VARIOUSAUTHORSPOINTOUTTHECHARACTERISTICSOFTHEINNOVATIVEPROCESSTHATTYPICALLYDEVELOPINIDSWECANOBSERVEHOWTHEDISTRICTLOCALISATIONMITIGATESSOMEOFTHELIMITSMENTIONED,BUTCANGENERATEOTHERS1DISTRICTFIRMSBENEFITFROMEXTERNALECONOMIESTHEPRESENCEOFAGENCIESTHATOFFERSPECIFICSERVICES,ASPECIALIS
7、EDLABOURMARKET,SUPPORTINFRASTRUCTURES,LOWERTRANSPORTCOST,GREATERFACILITIESFORINTERACTIONTHANKSTOGEOGRAPHICPROXIMITYANDCOMMONCULTURALIDENTITIES,ETCNASSIMBENI,2003THUS,THEDISTRICTLOCATIONMITIGATESPROBLEMSRELATEDTO1、INFORMATIONACCESSANDEXCHANGE2、DIFFICULTIESINDEVELOPINGANDMANAGINGINTERORGANISATIONRELAT
8、IONSHIPSAND3、THEAVAILABILITYOFASKILLEDWORKFORCE2ONTHEOTHERHANDTHESTRONGDIVISIONOFLABOURSPECIALISATION,ANDTHECONSEQUENTFRAGMENTATIONOFPRODUCTIONTASKSTHATCHARACTERISETHEID,HINDERTHE“CONCURRENT”MANAGEMENTOFINNOVATIVEPROCESSESMOREOVER,THEYPREVENTTHEDEVELOPMENTOFPRODUCTANDPROCESSHOLISMREQUIREDFOREFFECTIV
9、ENPDACTIVITIESTHUS,PATHDEPENDENCYTOWARDSONLYAFEWMAINLYPRODUCTIVETASKSEMERGESFINALLY,ITDOESNOTFAVOUR“SYSTEMIC”INNOVATIONROBERTSONANDLAGLOIS1995OBSERVETHATINTHEPASTINDUSTRIALDISTRICTSBENEFITEDFROMTHERAPIDEXCHANGEOFINFORMATION,THANKSTOTHEFIRMSGEOGRAPHICALPROXIMITYANDTHEHIGHMOBILITYOFPERSONNELHOWEVER,WH
10、ENINNOVATIONINVOLVESCHANGESTHATSPANSTAGESOFPRODUCTIONOREVENINDUSTRIES,SPECIALISATIONMIGHTRETARDTHEREALISATIONTHATANINNOVATIONPRODUCEDFORONEPURPOSECOULDSERVEOTHERNEEDSMOREOVER,INNOVATIONSADOPTEDATONESTAGEOFTHEPROCESSCOULDPROVETOBESUBOPTIMALFOREFFICIENCYATOTHERSTAGESTHISPROBLEMISPARTICULARLYRELEVANTNO
11、WADAYS,WHENMANYSCHOLARSAREQUESTIONINGTHEFUTUREOFTHELOCALSYSTEMINTHEERAOFGLOBALISATIONISTHEDISTRICTFORMULAMAINTAININGITSVITALITY,ISITBEGINNINGTODECLINE,ORISITJUSTCHANGINGSHAPENOUNEQUIVOCALANSWERTOTHISQUESTIONCANBEFOUNDINTHELITERATUREONONEHANDTHEREARETHOSEWHOTHINKTHATGLOBALITYISSHOWINGUPALLTHELIMITSOF
12、LOCALINDUSTRIALSYSTEMSFERRUCCIANDVARALDO,1993GOTTARDI,1996GRABHER,1993ONTHEOTHERWEFINDEXPERTSWHOCONSIDERTHECONTRAPOSITIONBETWEENGLOBALANDLOCALONLYAPPARENTBECATTINI,1999PORTER,1990,1998FABIANIETAL,1998SIGNORINI,1994THELITERATUREINDICATESVARIOUSPOSITIONSREGARDINGTHEPROSPECTSOFLOCALSYSTEMSINTHENEWCOMPE
13、TITIVECONTEXTHOWEVERITISAWIDELYSHAREDOPINIONTHATGLOBALECONOMYISMODIFYINGTHETRADITIONALTERRITORIALFORMS,CHANGINGTHEIRINNERTIESANDSTRENGTHENINGTHEIRNEEDTOOPENUPTOTHEOUTSIDEAMIN,1993RULLANIANDROMANO,1998THEDISTRICTFIRMS,BOTHTHOSETHATARESITUATEDATTHEENDOFTHEPRODUCTIONLINEANDTHOSETHATCOVERINTERMEDIATEPHA
14、SES,ARENOWURGEDTOMAKECHANGESONNUMEROUSFRONTSENDPRODUCERSAREBECOMINGMOREAWAREOFTHENEEDTORETHINKTHEORGANISATIONANDLOCALISATIONOFTHEVALUECHAINACTIVITIESAMONGTHESE,PRODUCTDEVELOPMENTMUSTBEPLACEDATTHEFOREFRONTATTHESAMETIME,THELOCALSUBCONTRACTINGNETWORK,WHICHINTHEPASTCARRIEDOUTMOSTOFTHEPRODUCTIVEWORK,NOWM
15、USTEXTENDITSEXPERTISEANDCAPABILITIESBEYONDTHEPRODUCTIONTASKTHEABILITYTOMANAGEALLASPECTSCONCERNINGPRODUCTDEVELOPMENTHASBECOMECRITICALFORTHESEUNITSTOOASPECIFICITYREQUIRESACAREFULDESIGNAPPROACH,WHICHSHOULDTAKEINTOACCOUNTALLTHETECHNICALCONSTRAINTS,SOPRODUCTANDPROCESSENGINEERINGPHASESMUSTBECLOSELYINTEGRA
16、TEDTHEFIRSTSTEPISPRODUCTCONCEPTRESULTINGFROMAMARKETANALYSISANDHASTHEOBJECTIVEOFFORMALISINGTHEINITIALIDEAOFTHENEWMODELNEXTCOMESPROTOTYPINGWHENTHEPROTOTYPEOFANEWMODELISCONSTRUCTEDACCORDINGTOTHEORIGINALDESIGN,SOTHENEWSTYLEEYEWEARBECOMESTANGIBLETHESIMILARITYBETWEENTHEAESTHETICIDEAOFTHEPRODUCTANDACTUALRE
17、SULTOBTAINABLECANBEVERIFIEDFROMTHEPROTOTYPEAND,ATTHESAMETIME,DIFFICULTIESINPROCESSINGANDTHESPECIFICATIONSNEEDEDIDENTIFIEDTHENPRODUCTANDTOOLSDESIGNSTARTSTHENEWMODELISBROKENDOWNINTOITSVARIOUSCOMPONENTSTEMPLES,RINGS,ENDPIECES,NOSEPIECES,BRIDGES,HOOKSANDTHETECHNICALSPECIFICATIONSANDADETAILEDDESIGNFOREAC
18、HISMADEATTHISPOINTTHEFIRSTSUPPLIERINVOLVEMENTTAKESPLACEREGARDLESSOFTHEAMOUNTANDTYPEOFINVOLVEMENT,THISISTHEMOMENTWHENCODESIGNBEGINSSOMESUPPLIERSAREINVITEDTOTAKEPARTINTHEDEVELOPMENTACTIVITYANDTHETYPEANDCHARACTERISTICSOFTHECOMPONENTSTOBEMANUFACTUREDAREDISCLOSEDTOTHEMNEXTFOLLOWSTHECOSTANALYSISANDPARTRAT
19、IONALISATIONHEREMANUFACTURINGCOSTISESTIMATEDANDWAYSTORATIONALISETHECOMPONENTSDEFINEDINTHEPREVIOUSPHASESAREDETECTEDFOREXAMPLE,ASTANDARDMIGHTREPLACEANADHOCCOMPONENT,DIFFERENTMATERIALSCANBESELECTED,THEPRODUCTMIXCANBELIMITED,ETCWHENTHEDESIGNPHASEHASBEENCONCLUDED,ADECISIONMUSTBETAKENONWHICHPARTSARETOBEMA
20、DEEXTERNALLYANDBYWHICHSUPPLIERSSOURCINGDECISIONTHISCHOICEINVOLVESNOTONLYSUPPLIERSOFPARTS,BUTALSOSMALLWORKSHOPSCAPABLEOFCARRYINGOUTSPECIFICOPERATIONSONCETHEDESIGNINGACTIVITIESHAVEBEENCOMPLETEDANDTHEMODELSCHOSEN,TOOLSANDEQUIPMENTAREPREPAREDANDINTERNALOREXTERNALMANUFACTURINGBEGINSSECONDSUPPLIERINVOLVEM
21、ENTITISIMPORTANTTOCONTACTTHESUPPLIERSPROMPTLYSOASTORESERVETHEIRPRODUCTIVECAPACITYANDFIXTHEWORKINGTIMESANDDELIVERYDATESATTHESAMETIMEASCOMPONENTSAREBEINGMANUFACTURED,THETOOLSFORWELDINGMUSTBEPRODUCEDONCETHEPARTSHAVEBEENDELIVERED,THECYCLEOFASSEMBLYBEGINS,IEWELDINGOFTHERINGPIECESTOGETHERTOWHICHTHENTHETEM
22、PLESAREJOINEDTOCOMPLETETHESAMPLESFINALLYTHEOPERATIONSOFFINISHING,PACKAGINGANDEXPEDITINGTOTHESALESCHANNELSARECARRIEDOUTTHISNPDMAPPINGANALYSISENABLEDUSTOIDENTIFYSOMETYPICALPROBLEMSFACEDBYTHESMESTHEYAREMOSTLYORGANISATIONALANDMANAGERIALPROBLEMSTHATCANBESUMMARISEDAS1、POORORROUGHFORMALISATIONOFTHESTEPSINP
23、RODUCTDEVELOPMENTWETHINKTHATSIGNIFICANTIMPROVEMENTSINNPDPERFORMANCESCOULDBEOBTAINEDBYACLEARERRECONSTRUCTIONOFTHEPHASES,ACTIVITIESANDTASKS2、WEAKCONNECTIONSANDOVERLAPPINGBETWEENTHECREATIVE,TECHNICAL/DESIGNANDMANUFACTURINGPHASES3、INSTRUMENTSFORORGANISATIONALCOORDINATIONTHATWOULDLINKTHEDIFFERENTCOMPETEN
24、CIESANDRESPONSIBILITIESARELACKING4、LIMITEDMONITORINGOFTHETEMPORALMILESTONESTHEREFOREDELAYSAREFREQUENT5、DIFFICULTIESININTEGRATINGANDSYNCHRONISINGTHEEXTERNALCONTRIBUTIONS,WHICHASMENTIONEDBEFOREOCCURINALMOSTALLTHEDEVELOPMENTSTAGESDOWNSTREAMFROMTHEANALYSISOFTHENPDPROCESSES,WETRIEDTOINDIVIDUATEWAYSTOREAP
25、PRAISEANDREORGANISETHESEACTIVITIESTHEFIRSTTYPEOFINTERVENTIONCONCERNSTHECULTURALSPHEREASTHISISWHEREWEENCOUNTEREDTHEMAINOBSTACLESTOINNOVATIONSOMEDEEPLYROOTEDASSUMPTIONSREGARDINGTHENPDPROCESSEXISTINTHEFIRMSANALYSEDANDNEEDTOBECHANGEDMUCHOFTHEFOLLOWINGSECTIONISTHERESULTOFAKNOWLEDGEBASEDAPPROACHTONPDACCOR
26、DINGTOOURDATAANDTHEOPINIONSOFSEVERALEXPERTSINTERVIEWED,SOMEDEEPLYROOTEDASSUMPTIONSWHICHHINDERTHEIMPROVEMENTOFNPDACTIVITIESNEEDTOBECHANGEDSUCHASPRODUCTVALUEFROM“MATERIAL”,“TANGIBLE”ANDCONNECTEDTOITS“FUNCTIONALITY”TOINTANGIBLE,LINKEDTOITSCAPACITYTOIDENTIFYWITHASTYLEDESIGNERSTASKTOCAPTUREEXPLICITANDIMP
27、LICITMARKETREQUIREMENTS,TOREPRESENTAVISION,TOIMPOSEASTYLE,TOIDENTIFYANDINTEGRATEPOTENTIALSOURCESFORINNOVATIONNPDDEVELOPAPROCESSCONNECTINGDISTRIBUTEDKNOWLEDGE,ASHAREDRESPONSIBILITYKNOWLEDGEALSOTACIT,SPREADINPLURALISTICDOMAINS,CONSIDEREDASACOLLECTIVEPATRIMONYORGANIZATIONALDESIGNHIERARCHICALLEVELREDUCT
28、ION,INTERFUNCTIONALTEAMSWITHEXTENDEDTASKSMGTBYPROCESSANDPROJECTSLOCALSYSTEMTHELOCUSOFCONTEXTUALANDTACITKNOWLEDGE,ASOURCEOFDISTINCTIVECAPABILITIESINTHISPAPERWEPRESENTTHEMAINRESULTSOFARESEARCHPROJECTAIMEDATRATIONALISINGANDIMPROVINGTHENPDPROCESSINSMESOFTHEITALIANEYEWEARDISTRICTONTHEBASESOFEMPIRICALEVID
29、ENCE,THESPECIFICITYOFTHISPRODUCTANDTHEMAINSTEPSINITSDEVELOPMENTWEREIDENTIFIEDTHEN,THEPROBLEMSANDLIMITATIONSUSUALLYFACEDBYTHESMESAREHIGHLIGHTEDFINALLY,THESTUDYSUGGESTSAPPROPRIATEMETHODOLOGIESFORNPDMANYLIMITATIONSMENTIONEDINTHELITERATUREONNPDACTIVITIESINTHESMESARECONFIRMEDFOREXAMPLESMESOFTENRESISTEDTH
30、EINTRODUCTIONOFSEVERALCETOOLSMOSTOFTHEUNITSEXAMINEDARENOTAWAREOFCEPRINCIPLESANDTHEBENEFITSTHEYCANBRINGMANAGERIALRESOURCESARELIMITEDANDTHEYHAVELITTLETECHNICALKNOWHOWONREENGINEERINGORCONTINUOUSLYIMPROVEPROCESSES,ANDHOWTOSELECTAPPROPRIATETOOLSFROMTHELARGENUMBEROFCESUPPORTSASARESULTTHESTEPSINPDAREPOORLY
31、FORMALISEDTHEREAREWEAKCONNECTIONSANDOVERLAPPINGBETWEENTHEVARIOUSPHASES,MONITORINGOFTHETEMPORALMILESTONESISLIMITED,ANDINTEGRATIONANDSYNCHRONISATIONOFTHEEXTERNALCONTRIBUTIONSAREUNLIKELYONTHEOTHERHAND,EMPIRICALEVIDENCESUGGESTSTHATTHESCARCEAVAILABILITYOFFINANCIALRESOURCESISNOTTHEREALBARRIERTHEMETHODOLOG
32、YFORNPDPROPOSEDHEREDOESNOTREQUIRELARGEFINANCIALINVESTMENTSASITISMAINLYBASEDONWAYSTOIMPROVETHEALLOCATIONANDUSEOFAVAILABLERESOURCESINTHEFIRSTPLACEITREQUIRESCHANGESINCULTURALATTITUDESENTERPRISESNEEDTOLEARNTHEROLEPLAYEDBYINTANGIBLEDETERMINANTSOFPRODUCTVALUE,REDEFINETHEPROFILEANDTHETASKSOFDESIGNERS,ANDTH
33、INKOFNPDASAPROCESSRATHERTHANASEQUENCEOFDISTINCTRESPONSIBILITIESMOREOVERTHEIMPORTANCEOFKNOWLEDGEMUSTBEREDISCOVEREDITISNOTMERELYABASINOFTHEORETICALORSCIENTIFICIDEASORCODIFIEDPRACTICES,BUTAPLURALISTIC,SHAREDDOMINIONOFTACITEXPERTISETHECONSEQUENCESOFORGANISATIONALDESIGNAFFECT,INPRIMIS,PRODUCTDEVELOPMENTE
34、CHELONS,PREVIOUSLYCONSIDEREDOFMINORIMPORTANCEASTHEYAREONLYINVOLVEDATTHEENDOFTHEVALUECHAINSUCHASCUSTOMERSORSUPPLIERS,NOWADAYSACQUIRENEWIMPORTANCEATTENTIONTOKNOWLEDGERELATEDASPECTSISPARTICULARLYIMPORTANTFORTHEENTERPRISESCONSIDEREDTHEYOPERATEWITHINADISTRICTSYSTEMWITHATRADITIONFORMANUFACTURINGANDWHERELO
35、CALIZEDEXPERTISEEXISTSINORDERTOEXPLOITTHESEDISTINCTIVECAPABILITIES“RELATIONALARCHITECTURE”SHOULDBEDEVELOPEDWEPOINTOUTTHEOPPORTUNENESSOFDECISIONALDECENTRALISATION,THEUSEOFINTERFUNCTIONALTEAMSWITHEXTENDEDTASKS,ANDMANAGEMENTBYPROCESSANDPROJECTSITISALSOIMPORTANTTODEVELOPTHEPROPERTECHNOLOGICALNETWORKINFR
36、ASTRUCTURE,WHICHMEANSBUILDINGNOTONLYTHEPHYSICALCHANNEL,BUTALSOACOMMONLANGUAGE,PROCEDURESANDOPERATIVELOGICTHATARETHEBASISOFATRUELINKWITHEXTERNALRESOURCESINCONCLUSION,ALTHOUGHTHEMETHODOLOGYPROPOSEDCOULDPOSSIBLYBEAPPLIEDALSOINNONDISTRICTSMES,THEDISTRICTENVIRONMENTINFLUENCESITSIMPLEMENTATION,FACILITATIN
37、GSOMEINTERVENTIONSEXTENSIONOFTHETRANSACTIONALENVIRONMENT,ACCESSTOSHAREDEXPERTISEANDHINDERINGOTHERSPROJECTFORMALISATIONANDSCHEDULING,“CONCURRENT”MANAGEMENTOFTHEPROCESSTHESECHANGESARENOTEASILYUNDERSTOODANDACHIEVEDBYENTREPRENEURSWITHAPREDOMINATELYPRODUCTIVEBACKGROUND,BUTTHEFUTUREOFMANYSMALLUNITSPROBABL
38、YDEPENDSONTHEM出处ALBERTODETONI,GUIDONASSIMBENISMALLANDMEDIUMDISTRICTENTERPRISESANDTHENEWPRODUCTDEVELOPMENTCHALLENGEEVIDENCEFROMITALIANEYEWEARDISTRICTJ,INTERNATIONALJOURNALOFOPERATIONSGOTTARDI,1996GRABHER,1993。另一方面我们发现有些专家认为全球和地方的对位仅仅是表面的（BECATTINI,1999PORTER,1990,1998FABIANIETAL,1998SIGNORINI,1994）。有
39、关文献表明在幸福竞争背景下的本地系统的各种前景。然而还有一种更广泛的认识，认为全球经济正在改变传统的领土形式，改变了他们的内在关系，强化他们需要想外的开放程度（AMIN,1993RULLANIANDROMANO,1998）。区内企业，无论是那些处于生产性的末端还是中间的企业，被迫进行诸多改变。最终生产商越来越意识到组织在产品线价值定位。其中产品开发必须置于前列，与此同时，以前承担大部分生产工作的当地分包网络现在必须有超越生产业务的知识和能力。同时管理设计产品开发各方各面对于这些企业来说也是一个很大的挑战。特殊性需要一个全方位的设计方法，应考虑到所有的技术限制，所以产品和工艺技术阶段必须紧密结合
40、起来。第一部是产品概念，从市场分析结果，并具有正式的新产品的目标。第二步成型，一种新的模式原型是按照原来的构思设计，使新的EYEWEAR变得有形的。之间的产品和实际结果的美学思想可以从原型中得到验证，并在同一时间，由处理的困难和所需的价格决定。然后产品和工具的设计开始，新模型被分解成各个组成部分（庙宇，环，罐盖，罐底，桥梁，挂钩）和技术规范。在这里设计的第一个供应商参与。无论参与者是数量和类型，协同设计的时刻来临。有些供应商应邀参与开发，这些被开发生产的部分的类型和部分和这些供应商的产品类似。接下来是成本分析和部分合理化，这里生产成本估算和需要合理话的前阶段被定义的部分被检测。例如，标准化组件
41、可能替代特设组件，不同的材料被选择，产品组合也可能被限制等等。当设计等阶段完成之后，必须决定哪些部分需要外包，并且交由哪些供应商（采购的决策）。这一选择不仅涉及到部分供应商，而且可能是那些能够进行具体操作的小作坊。一旦设计活动已经完成，模型地选择，工具设备地准备和外部的制造业开始参与（第二供应商参与）重要的是及时与供应商联系，以保证其生产能力和固定的工作时间和交货时间，同时当所需要的部分生产出来之后，焊接工具必须也生产出来了。一旦全部交付，装配周期开始，把环焊接在一起然后寺庙完成样品。最后整理包装，运用销售渠道销售。这些新产品开发定位分析使我们能够确定中小型企业面临的一些典型问题。他们大多数是
42、组织和管理问题可以概括为（一）质量差或在产品开始的步骤缺乏正规化，我们认为在新产品开发显著的改善应该由很多阶段，活动，任务更加明确重建获得。（二）创意，技术，设计和生产阶段的联结和重叠性较差。（三）为更好地实现组织协调，链接不同职责的能力缺乏。（四）检测有限，颞里程碑使得延误时有发生。（五）整合和同步外部贡献困难，正如前面提到的几乎在所有的开发商阶段都有发生。从下游产品开发过程分析，我们试图赋予个性的方式来重新评价和重新组织这些活动。第一种干预是涉及文化领域也是我们在创新过程中遇到的主要障碍。假设，新产品开发过程中存在的一些根深蒂固的假设分析公司必须予以改变。下面部分是以知识为基础方法得到的新
43、产品开发的结果。根据我们的数据和一些专家的意见采访，一些根深蒂固的假设阻碍了新产品开发活动改善的改变。例如从“材料”，“有形”连接到它的“功能性”到无形的，特定风格的产品价值。设计师任务捕捉显性和隐性市场的要求，代表一个视角，加注一种风格以确定和集成创新的潜在来源。新产品开发开发一个连接分布式知识的过程，是共同的责任。知识隐喻的，多元化发展，可以作为一个公司可以一直延续的财产。组织设计分层水平下降，具有扩展的工作流程和项目管理的跨职能团队。本地系统语境和隐性知识的轨道，一种独特的能力来源。在此我们呈现我们关于改进意大利EYEWEAR区中小企业新产品开发过程规范化的主要成果。在经验证据的基础上，
44、对该产品在其发展的主要步骤特异性进行鉴定。然后强调中小型企业所面临的问题和局限，最后提出给中小企业新产品开发提出适当的解决方法。在对中小企业新产品开发活动中提到的需到限制都得到了证实。例如，中小企业往往拒绝几个CE工具的引进。多数单位检查不顾CE原则以及能给他们公司带来的好处。管理资源有限，缺乏重整和不断改进流程的专业技术以及不知道如何选择CE合适的工具等。结果导致产品开发步骤缺乏规范化，各阶段联结和重叠性较差，检测有限，颞里程碑有限，整合与外部贡献同步基本不可能。另一方面，经验证据表明，金融资源稀缺不是真正的障碍。在新产品开发提出的方法在这里并不需要大量的财政投资，这主要是以如何提高现有资源
45、分配和使用为基础的。首先它要求文化态度的改变。企业需要了解产品的价值由无形因素所发挥的作用，重新定义形象和设计师的任务，将新产品开发看作是一个过程，而不是一个明确的责任序列。此外，重新审视知识的重要性。它不仅仅是一个理论或科学的想法或实践基地，而是一个多元化，隐性知识共享的区域。组织设计的影响，最主要的是产品开发，指挥阶层，以前认为是次要的，因为他们仅仅包括价值链的末端（比如消费者，供应商），现在，重新定义其重要性。对于那些注重知识方面的企业来说就显得更为重要了。他们运用传统的本地系统进行生产，为了运用这些独特的能力，“关系构架”应该得到发展。我们指出权利下放政策，对于延长的任务使用跨职能的团
46、队吧，并通过流程和项目进行管理。开发适当的技术网络基础设施也同样重要，这不仅意味着物理通道的建立，也是一个共同的语言，程序和执行逻辑，是一个真正与外部联的基础。总之，虽然提出了尽可能适用于中小企业的方法，但是该地区的环境会对其实施有一定的影响，产生一些干预（交易环境的扩展，专业知识的共享），对他人有一定的阻碍（项目形式话和调度，“同时”管理的过程）。这些变化是不容易被那些有大生产背景的企业所了解的，但是可能决定那些中小企业的未来。出处ALBERTODETONI,GUIDONASSIMBENI中小型企业新产品开发的挑战（以意大利EYEWEAR地区为例）J,国际经营与生产管理，23卷，第六期，2003
