Beyond theory: An examination of lean new product introduction practices in the UK
Summary (2 min read)
1. Introduction
- The remarkable observation that the expansion of the universe is accelerating has lead to a wide variety of possible theoretical explanations.
- (2) We no longer demand any relationship between mass and coupling; mφ and M are treated as free parameters to be constrained.the authors.
- In coupled quintessence models [3] a light scalar fields couples weakly to the fields of the standard model.
- M , from observations of the polarization of starlight [11].
2. Optics with ALPs
- The couplings (1) and (2) mean that in the presence of a background magnetic field a photon can oscillate into an ALP (and vice versa).
- The mixing has two effects; photon number is no longer conserved, instead the total number of photons and ALPs is conserved, and the polarization of a light beam is distorted by the mixing of photons and ALPs.
3. Astronomy with ALPs
- To model the effects of ALPs on photons passing through astronomical magnetic fields the authors must take into account the variations in the magnetic field which occur on many different scales.
- In what follows it will be sufficient to describe the magnetic field as being made up of cells; within each cell the magnetic field is constant and its magnitude is the same in all cells but its orientation varies randomly.
- Astronomical magnetic fields are often weaker than those that can be created in the laboratory, however for ALPphoton mixing this is compensated for by their much greater extent.
- When this mixing is very strong these effects can be calculated analytically.
3.1. Strong mixing
- In the strong mixing limit the probability of mixing becomes large, and almost frequency independent.
- The probability distribution is plotted for various initial polarization fractions in Fig.
- However if photons convert into ALPs in magnetic fields close to their source these ALPs can travel relatively unimpeded through the intergalactic medium and then convert back into photons in the magnetic field of the Milky Way resulting in a higher that expected flux of high energy photons.
4. A new test for ALPs
- The predicted distribution of the luminosity of astronomical sources whose light mixes strongly with ALPs (11) can be used to test ALP models.
- For a number of compact objects relationships have been empirically established between the high frequency luminosity of a class of objects and their low frequency luminosity.
- It is standard to model the scatter as being normally distributed;.
5. Results from active galactic nuclei
- The authors shall consider the possible effects of ALP mixing on photons propagating through the magnetic fields of galaxy clusters.
- Figure 2. Simulated ‘fingerprints’ (see text for details) comparing the second and third moments of the distribution.
6. Conclusions
- If a dark energy field couples to photons it behaves as an axion-like-particle.
- The authors have computed the distribution of luminosities expected if light from a class of astronomical sources mixes strongly with ALPs in these magnetic fields.
- This distribution can be used to constrain the mixing by comparison with empirically established luminosity relations.
- When applied to observations of active galactic nuclei this is highly suggestive of the existence of a very light ALP over the null hypothesis of Gaussian scatter.
- An ALP explanation for this effect could be verified, or ruled out, by the proposed International X-ray Observatory (IXO) as if ALP strong mixing occurs a large linear polarization is predicted [11].
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...…et al. (2014), Dem et al. (2012), Oehmen and Rebentisch (2010b), Oppenheim et al. (2011) and Radeka and Sutton (2007) Standardization Anand et al. (2009), Baines et al. (2007), Cusumano and Nobeoka (1998), Dal Forno and Forcellini (2013), Dal Forno et al. (2011, 2013a,b), Dombrowski and Zahn…...
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...Other principles of lean thinking for NPD Principle Sources Assessment tool Sopelana et al. (2012) Chief engineer/leadership Baines et al. (2006), Ćatić and Vielhaber (2011), Dal Forno and Forcellini (2013), Dem et al. (2012), Dombrowski and Zahn (2011), Khan et al. (2013), Liker and Morgan (2006, 2011), Oppenheim (2004), Powell et al. (2014), Ringen and Lodgaard (2009), Rossi et al. (2012b, Sobek et al. (1998), Subramoniam et al. (2009), Swan and Furuhjelm (2010), von Würtemberg et al. (2011) and Wang et al. (2011b) Culture Baines et al. (2006), Liker and Morgan (2006), Ringen and Welo (2015), Welo (2011), Welo and Ringen (2015), Welo et al. (2012, 2013) Employees/People/ Stakeholders Dombrowski and Zahn (2011), Powell et al. (2014), Qudrat-Ullah et al. (2012) and Stenholm et al. (2015) Enablers Tortorella et al. (2015) Flexibility Morgan (2002), Powell et al. (2014) and Reinertsen and Shaeffer (2005) Heavyweight project manager/Strong project manager/ Heavyweight team structure Cusumano and Nobeoka (1998), Hille and Eseonu (2015), Hoppmann et al. (2009, 2011), Karlsson and Åhlström (1996) and Schuh et al. (2008) Just in time Becker and Wits (2015) Kaizen/ Improvement culture Gershenson and Pavnaskar (2003), Hille and Eseonu (2015) and Khan et al. (2013) Late engineering changes Ballé and Ballé (2005) Learning Powell et al. (2014) Multi-project organization Cusumano and Nobeoka (1998) Respect for people Costa et al. (2014), da Costa et al. (2014), Dem et al. (2012), Oehmen and Rebentisch (2010b), Oppenheim et al. (2011) and Radeka and Sutton (2007) Standardization Anand et al. (2009), Baines et al. (2007), Cusumano and Nobeoka (1998), Dal Forno and Forcellini (2013), Dal Forno et al. (2011, 2013a,b), Dombrowski and Zahn (2011), Furuhjelm et al. (2011), Gremyr and Fouquet (2012), Hille and Eseonu (2015), Hölttä et al. (2010), Kamath and Liker (1994), Karademir and Cangelir (2013), Kirner et al. (2013), Liker and Morgan (2006, 2011), Schuh et al. (2008), Siyam et al. (2013), Sobek et al. (1998), Swan and Furuhjelm (2010), Wang et al. (2011a), Welo and Ringen (2015), Welo et al. (2012, 2013) and Yang and Cai (2009) Takt time Oppenheim (2004) Transparency Powell et al. (2014) and Ryan and Reik (2010) Variability Reinertsen and Shaeffer (2005) Visualizationa/visual management/visual planning Anand et al. (2009), Dal Forno and Forcellini (2013), Dal Forno et al. (2013a,b), Dombrowski and Zahn (2011), Fouquet (2007), Furuhjelm et al. (2011), Gingnell et al. (2012), Gremyr and Fouquet (2012), Hille and Eseonu (2015), Liker and Morgan (2006, 2011), Lindlöf and Söderberg (2011), Ringen and Lodgaard (2009), Saad et al. (2013),a Siyam et al. (2013), Ström et al. (2012), Subramoniam et al. (2009), Swan and Furuhjelm (2010) and von Würtemberg et al. (2011) aVisualization by means of A3. thinking to knowledge management and the product life cycle....
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Cites background from "Beyond theory: An examination of le..."
...1 Compared to other industries, this industry has adopted a pioneering task in applying lean in its production and development processes (MacDuffie and Helper, 1997; Baines et al., 2007)....
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...This industry was chosen for various reasons: 1 Compared to other industries, this industry has adopted a pioneering task in applying lean in its production and development processes (MacDuffie and Helper, 1997; Baines et al., 2007)....
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Frequently Asked Questions (13)
Q2. What are the future works in "Beyond theory: an examination of lean new product introduction practices in the uk" ?
Future research could aid the application of Lean NPI by industry.
Q3. What is the reason for the bottlenecks in the design office?
Bottlenecks occur as a result of the timing of external product launch windows, which generate requirements for the simultaneous use of common functions (e.g. service, technical publications, tests).
Q4. What is the key to a successful adoption of Lean in NPI?
”The generation, use and re-use of knowledge/information is identified in the literature as key to a successful adoption of Lean in NPI [19].
Q5. What does Excavator think of when introducing new products?
Excavator think of adding value for the customer when introducing new products, using concepts such as cost roll-up, cost down or value analysis.
Q6. What is the biggest issue facing the successful exploitation of Lean NPI?
Their feeling is that bringing about a philosophical change in the values and attitudes of designers and engineers will probably be the largest single issue facing the successful exploitation of Lean NPI.
Q7. How many people are employed in manufacturing?
Manufacturing industry remains a vital part of the UK economy, employing approximately 3.5 million people across a diverse range of companies.
Q8. What is the prominent and successful of these initiatives?
There is a wealth of initiatives targeted at sustaining the competitiveness of UK companies and, within manufacturing operations, the most prominent and successful of these is the application of Lean.
Q9. What is the role of the Chief Engineer in the NPI programme?
Value is defined relative to the customer, a set based approach is applied, and the Chief Engineer (CE) is wholly responsible for the NPI programme.
Q10. What are the main issues that are still needed to consolidate their understanding of Lean NPI?
Their thoughts are that work is still needed to consolidate their understanding of Lean NPI, with issues still arising in perceptions of value, knowledge and information management.
Q11. What are the main principles of Lean manufacturing?
Lean principles are usually associated with to the ‘operations’ of a manufacturing enterprise, such as processes of material supply, component production, and delivery of products and services to the customer.
Q12. How long has the adoption of Lean NPI been lagging?
Taking the observation of Hines et al [4], that there was a change in emphasis of shop-floor Lean, from waste to value sometime around the mid 1990s, then currently Lean NPI may be lagging by as much as 10 – 15 years.
Q13. What is the role of the project manager?
specific project managers are appointed who are responsible for the programme coordination and cross functional activities.