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Product Development

Flexible product development
Flexible product development is the ability to make changes in the product being developed or in how it is developed, even relatively late in development, without being too disruptive. Consequently, the later one can make changes, the more flexible the process is, the less disruptive the change is, the greater the flexibility.

Flexibility is important because the development of a new product naturally involves change from what came before it. Change can be expected in what the customer wants and how the customer might use the product, in how competitors might respond, and in the new technologies being applied in the product or in its manufacturing process. The more innovative a new product is, the more likely it is that the development team will have to make changes during development.

Flexible development counteracts the tendencies of many contemporary management approaches to plan a project completely at its outset and discourage change thereafter

For more mature product categories, flexibility techniques are not only overly expensive but often unwise. Consequently, flexibility techniques must be used with discretion, for instance, only in the portions of a product likely to undergo change.

When applied to the development of software products, these methods are commonly known as agile software development. However, agile software methods generally rely on special characteristics of the software medium, especially object technologies, which are not available to non-software products. Consequently, flexible product development draws from some of the roots of agile software development but tends to use other tools and approaches that apply beyond the software medium.

Flexible development uses several techniques to keep the cost of change low and to make decisions at the last responsible moment. These techniques include modular architectures to encapsulate change, experimentation and iteration to sample results and check them out with the customer frequently, set-based design to build and maintain options, and emergent processes that develop during a project in response to its needs.

Ikujiro Nonaka - The New New Product Development Game
In the article "The New New Product Development Game" co-authored with Hirotaka Takeuchi a colleague at Hitotsubashi University, he discusses the new emphasis that must be put in speed and flexibility during the development of new products. This article is considered to be the one of the roots of the Scrum development framework, one of the most used agile software development techniques.

New product development
Companies typically see new product development as the first stage in generating and commercializing new product within the overall strategic process of product life cycle management used to maintain or grow their market share.

New product development - The eight stages
Ideas for new products can be obtained from basic research using a SWOT analysis (Strengths, Weaknesses, Opportunities & Threats). Market and consumer trends, company's R&D department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or ethnographic discovery methods (searching for user patterns and habits) may also be used to get an insight into new product lines or product features.

Lots of ideas are generated about the new product. Out of these ideas many are implemented. The ideas are generated in many forms. Many reasons are responsible for generation of an idea.

Idea Generation or Brainstorming of new product, service, or store concepts - idea generation techniques can begin when you have done your OPPORTUNITY ANALYSIS to support your ideas in the Idea Screening Phase (shown in the next development step).

The object is to eliminate unsound concepts prior to devoting resources to them.

The screeners should ask several questions:

Will the customer in the target market benefit from the product?

What is the current or expected competitive pressure for the product idea?

What are the industry sales and market trends the product idea is based on?

Is it technically feasible to manufacture the product?

Will the product be profitable when manufactured and delivered to the customer at the target price?

Investigate intellectual property issues and search patent databases

Who is the target market and who is the decision maker in the purchasing process?

What product features must the product incorporate?

What benefits will the product provide?

How will consumers react to the product?

Prove feasibility through virtual computer aided rendering and rapid prototyping

What will it cost to produce it?

Testing the Concept by asking a number of prospective customers what they think of the idea - usually via Choice Modelling.

Estimate likely selling price based upon competition and customer feedback

Estimate sales volume based upon size of market and such tools as the Fourt-Woodlock equation

Produce a physical prototype or mock-up

Test the product (and its packaging) in typical usage situations

Conduct focus group customer interviews or introduce at trade show

Produce an initial run of the product and sell it in a test market area to determine customer acceptance

Resource estimation

Requirement publication

Publish technical communications such as data sheets

Supplier collaboration

Resource plan publication

Produce and place advertisements and other promotions

Critical path analysis is most useful at this stage

Impact of new product on the entire product portfolio

Product Costs (fixed & variable)

Forecast of unit volumes, revenue, and profit

Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities.

For the more innovative products indicated on the diagram above, great amounts of uncertainty and change may exist which makes it difficult or impossible to plan the complete project before starting it. In this case, a more flexible approach may be advisable.

Because the NPD process typically requires both engineering and marketing expertise, cross-functional teams are a common way of organizing projects

Also, notice that because both engineering and marketing expertise are usually critical to the process, choosing an appropriate blend of the two is important. Observe (for example, by looking at the See also or References sections below) that this article is slanted more toward the marketing side. For more of an engineering slant, see the Ulrich and Eppinger, Ullman references below.

People respond to new products in different ways. The adoption of a new technology can be analyzed using a variety of diffusion theories such as the Diffusion of Innovations theory.

A new product pricing process is important to reduce risk and increase confidence in the pricing and marketing decisions to be made. Bernstein and Macias describe an integrated process that breaks down the complex task of new product pricing into manageable elements.

The Path to Developing Successful New Products points out three key processes that can play critical role in product development: Talk to the customer; Nurture a project culture; Keep it focused.

New product development - Fuzzy Front End
The Fuzzy Front End is the messy "getting ended" period of new product engineering development processes

Although the Fuzzy Front End may not be an expensive part of product development, it can consume 50% of development time (see Chapter 3 of the Smith and Reinertsen reference below), and it is where major commitments are typically made involving time, money, and the product’s nature, thus setting the course for the entire project and final end product

Koen et al. (2001, pp. 47–51) distinguish five different front-end elements (not necessarily in a particular order):

Opportunity Identification

The first element is the opportunity identification. In this element, large or incremental business and technological chances are identified in a more or less structured way. Using the guidelines established here, resources will eventually be allocated to new projects.... which then lead to a structured NPPD (New Product & Process Development) strategy.

The second element is the opportunity analysis. It is done to translate the identified opportunities into implications for the business and technology specific context of the company. Here extensive efforts may be made to align ideas to target customer groups and do market studies and/or technical trials and research.

The third element is the idea genesis, which is described as evolutionary and iterative process progressing from birth to maturation of the opportunity into a tangible idea. The process of the idea genesis can be made internally or come from outside inputs, e.g. a supplier offering a new material/technology or from a customer with an unusual request.

The fourth element is the idea selection. Its purpose is to choose whether to pursue an idea by analyzing its potential business value.

The fifth element is the concept and technology development. During this part of the front-end, the business case is developed based on estimates of the total available market, customer needs, investment requirements, competition analysis and project uncertainty. Some organizations consider this to be the first stage of the NPPD process (i.e., Stage 0).

The Fuzzy Front End is also described in literature as "Front End of Innovation", "Phase 0", "Stage 0" or "Pre-Project-Activities".

In comparison, the subsequent new product development process is typically structured, predictable, and formal

Source-of-supply-assessment: suppliers and partners or alliances

Market research: market size and segmentation analysis, VoC (voice of the customer) research

In one of the most earliest studies using the case study method, Khurana and Rosenthal defined the front-end to include the interrelated activities of:

product strategy formulation and communication

Economical analysis, benchmarking of competitive products and modeling and prototyping are also important activities during the front-end activities.

product definition and specifications

economic analysis of the product

project staffing and the budget

a business plan aligned with corporate strategy

In a paper by Husig, Kohn and Huskela (2005) a conceptual model of Front-End Process was proposed which includes early Phases of Innovation Process. This model is structured in three phases and three gates:

Phase 1: Environmental screening or opportunity identification stage in which external changes will be analysed and translated into potential business opportunities.

Phase 3: Detailed product, project or concept definition, and Business planning.

Idea evaluation

The traditional Stage Gate (TM) process was designed for incremental product development, namely for a single product

It is worth mentioning what incremental, platform and breakthrough products are.

Incremental products are considered to be cost reductions, improvements to existing product lines, additions to existing platforms and repositioning of existing products introduced in markets.

Breakthrough products are new to the company or new to the world and offer a 5-10 times or greater improvement in performance combined with a 30-50% or greater reduction in costs.

Platform products establish a basic architecture for a next generation product or process and are substantially larger in scope and resources than incremental projects.

New product development - NPD organizations
Product Development and Management Association (PDMA)

New product development - NPD organizations
Association of International Product Marketing & Management

New product development - NPD strategies
Quality function deployment

Collaborative product development - Introduction
Collaborative Product Development helps individual users and companies manage, share and view your CAD projects without the cost and complexity of purchasing an entire PDM or PLM solution. CPD comes in the form of a Software as a service delivery model, which allows for rapid iterations and little or no downloads and installs.

Collaborative product development - Introduction
Exactly what technology comes under this title does vary depending on whom one asks; however, it usually consists of the Product Lifecycle Management (PLM) areas of: Product Data Management (PDM); Product visualization; team collaboration and conferencing tools; and supplier sourcing software. It is generally accepted as not including CAD geometry tools, but does include data translation technology.

Collaborative product development - Technologies and methods used
Clearly general collaborative software such as and chat (instant messaging) is used within the CPD process. One important technology is application and desktop sharing, allowing one person to view what another person is doing on a remote machine. For CAD and product visualization applications an ‘appshare’ product that supports OpenGL graphics is required. Another common application is Data sharing via Web based portals.

Collaborative product development - Specific to product data
With product data an important addition is the handling of high volumes of geometry and metadata. Exactly what techniques and technology is required depends on the level of collaboration being carried out and the commonality (or lack thereof) of the partner sites’ systems.

Collaborative product development - Specific to PLM and CAx collaboration
Collaboration using PLM and CAx tools requires technology to support the needs of:

Organizations: Organizations throughout an enterprise or extended enterprise with different rules, processes and objectives;

Data: Data from different sources in different formats.
Collaborative product development - Specific to PLM and CAx collaboration Data: Data from different sources in different formats.

Appropriate technologies are required to support collaboration across these boundaries.

Effective PLM collaboration will typically require the participation of people who do not have high level CAD skills. This requires improved user interfaces including tailorable user interfaces that can be tailored to the skill level and specialty of the user.

Visualization of simulated airflow over an engine
Collaborative product development - Specific to PLM and CAx collaboration Visualization of simulated airflow over an engine

Improved visualization capabilities, especially those that provide a meaningful view of complex information such as the results of a fluid flow analysis will leverage the value of all participants in the collaboration process. Effective collaboration requires that a participant be freed from the burden of knowing the intent history typically imbedded within and constricting the use of parametric models.

Community collaboration requires that companies, suppliers, and customers share information in a secure environment, ensure compliance with enterprise and regulatory rules and enforce the process management rules of the community as well as the individual organizations.

The most basic collaboration data need is the ability to operate in a MultiCAD environment. That is, however, only the beginning. Models from multiple CAD sources must be assembled into an active digital mockup allowing change and/or design in context.

Collaborative product development - Real-time collaborative product design
Product design is typically a highly iterative and interactive activity involving a group of designers who are geographically dispersed

Collaborative product development - Different levels of collaboration
If the collaborating parties have the same PDM and CAD systems the task usually involves the direct access and transfer of data between sites

With different CAD systems the approach varies slightly depending on whether the ownership, and therefore authorship, of components changes or not

Collaborative product development - Bibliography
Min Li, Shuming Gao and Charlie C. L. Wang (June 2007). "Real-Time Collaborative Design With Heterogeneous CAD Systems Based on Neutral Modeling Commands". Journal of Computing and Information Science in Engineering 7: 113. doi: /

Collaborative product development - Bibliography
Bilgram, V.; Brem, A.; Voigt, K.-I.: User-Centric Innovations in New Product Development; Systematic Identification of Lead User Harnessing Interactive and Collaborative Online-Tools, in: International Journal of Innovation Management, Vol. 12 (2008), No. 3, pp. 419–458.

Product management - Product Development
Identifying new product candidates

Gathering the voice of customers

Scoping and defining new products at high level

Evangelizing new products within the company

Building product roadmaps, particularly technology roadmaps

Developing all products on schedule, working to a critical path

Ensuring products are within optimal price margins and up to specifications

Medical device - Design, Prototyping and Product Development
Biomedical device product manufacturing is a long process requiring robust SOPs and guidelines for production. These days, with the aid of CAD or modelling platforms, the work is now much faster, and this can act also as a tool for strategic design generation as well as a marketing tool (Wong et al., 2013).

Failure to meet cost targets will lead to substantial losses for an organisation. In addition, with global competition, the R&D of new biomedical devices is not just a necessity, it is an imperative for biomedical device manufacturing companies. The realisation of a new design can be very costly, especially with the shorter product life cycle. As technology advances, there is typically a level of quality, safety and reliability that increases exponentially with time (ibid.).

Example: Initial models of the artificial cardiac pacemaker was an external support device that transmits pulses of electricity to the heart muscles via electrode leads on the chest

Ben NanoNote - Product development
Because the device lacked wireless connectivity, implementing this was one of the first goals for the Qi Hardware movement. This add-on, the Ben WPAN, was developed by Werner Almesberger, and mainly consists of an IEEE subsystem, made up of two boards: a USB dongle (ATUSB) connected to the computer and another card connected to the SDIO port of the device (ATBEN).

All source code, documentation and test procedures, software and hardware schematics are available under copyleft|copyleft licenses.

UBB, or Universal Breakout Board, is a Printed circuit board|PCB shaped like a microSD card, focused on DIY projects and general purpose interfacing using the available MMC/SDIO port.

So far two hacks had been published: one of them, the integration with a 443MHz RF transceiver for power sockets control purposes and later a mix of bit banging and SDIO/DMA features turning the SD card slot into a VGA port.

As the Ben NanoNote uses an Ingenic JZ4720 processor it supports booting from USB without use of the NAND flash memory.

Product Development and Management Association
The 'Product Development and Management Association' (PDMA) is a non-profit professional society that organizes and publishes information about the New product development|development of new products.

Founded in 1976, they currently have about 3500 members worldwide,[ Front End Innovation Europe's Strategic Partner - The PDMA] with 22 chapters in the United States and 16 affiliates in other parts of the world, including India.

PDMA operates a training program leading to the New Product Development Professional (NPDP) certification.

They hold an annual conference that gives an opportunity for professional exchange, and they offer a wide range of publications, including:

* The bimonthly Journal of Product Innovation Management (JPIM)[ Journal of Product Innovation Management - Journal Information] Wiley-Blackwell

* PDMA Handbook of New Product Development.Kenneth B. Kahn (editor): [ The PDMA Handbook of New Product Development, Second Edition] published by John Wiley Sons. ISBN

The JPIM journal, published by Wiley-Blackwell and held in numerous university libraries, ranked 19 out of 40 marketing journals that were evaluated for their usefulness in a 2002 study.

Medical devices - Design, prototyping and product development
Failure to meet cost targets will lead to substantial losses for an organisation. In addition, with global competition, the RD of new biomedical devices is not just a necessity, it is an imperative for biomedical device manufacturing companies. The realisation of a new design can be very costly, especially with the shorter product life cycle. As technology advances, there is typically a level of quality, safety and reliability that increases exponentially with time (ibid.).

Medical devices - Design, prototyping and product development
Initial models of the artificial cardiac pacemaker were external support devices that transmits pulses of electricity to the heart muscles via electrode leads on the chest

Godrej Consumer Products Limited - Research and Product Development
Through this research and development centre, GCPL continuously interact with consumers to obtain feedback on its products and information obtained is leveraged to complement new product development activities

Product development Companies typically see new product development as the first stage in generating and commercializing new product within the overall strategic process of product life cycle management used to maintain or grow their market share.

Product development - The eight stages
#*Ideas for new products can be obtained from basic research using a SWOT analysis (Strengths, Weaknesses, Opportunities Threats). Market and consumer trends, company's RD department, competitors, focus groups, employees, salespeople, corporate spies, trade shows, or ethnographic discovery methods (searching for user patterns and habits) may also be used to get an insight into new product lines or product features.

#*Lots of ideas are generated about the new product. Out of these ideas many are implemented. The ideas are generated in many forms. Many reasons are responsible for generation of an idea.

#*Idea Generation or Brainstorming of new product, service, or store concepts - idea generation techniques can begin when you have done your OPPORTUNITY ANALYSIS to support your ideas in the 'Idea Screening Phase' (shown in the next development step).

#*The object is to eliminate unsound concepts prior to devoting resources to them.

#*The screeners should ask several questions:

#**Will the customer in the target market benefit from the product?

#**What is the current or expected competitive pressure for the product idea?

#**What are the industry sales and market trends the product idea is based on?

#**Is it technically feasible to manufacture the product?

#**Will the product be profitable when manufactured and delivered to the customer at the target price?

#**Investigate intellectual property issues and search patent databases

#**Who is the target market and who is the decision maker in the purchasing process?

#**What product features must the product incorporate?

#**What benefits will the product provide?

#**How will consumers react to the product?

#**Prove feasibility through virtual computer aided rendering and rapid prototyping

#**What will it cost to produce it?

#*Concept testing|Testing the Concept by asking a number of prospective customers what they think of the idea - usually via Choice Modelling.

#*Estimate likely selling price based upon competition and customer feedback

#*Estimate sales volume based upon size of market and such tools as the Fourt-Woodlock equation

#*Produce a physical prototype or mock-up

#*Test the product (and its packaging) in typical usage situations

#*Conduct focus group customer interviews or introduce at trade show

#*Produce an initial run of the product and sell it in a test market area to determine customer acceptance

#*factors of production|Resource estimation

#*Requirement publication

#*Publish technical communications such as data sheets

#*Supplier collaboration

#*Resource plan publication

#*Produce and place advertising|advertisements and other Promotion (marketing)|promotions

#*Critical path analysis is most useful at this stage

#*Impact of new product on the entire product portfolio

#*Product Costs (fixed variable)

#*Forecast of unit volumes, revenue, and profit

Many industry leaders see new product development as an ongoing process (referred to as continuous development) in which the entire organization is always looking for opportunities.

Also, notice that because both engineering and marketing expertise are usually critical to the process, choosing an appropriate blend of the two is important

'The Path to Developing Successful New Products' points out three key processes that can play critical role in product development: Talk to the customer; Nurture a project culture; Keep it focused.

Product development - Fuzzy Front End
The Fuzzy Front End is the messy getting ended period of new product engineering development processes

Although the Fuzzy Front End may not be an expensive part of product development, it can consume 50% of development time (see Chapter 3 of the Smith and Reinertsen reference below),Smith, Preston G

Koen et al. (2001, pp.47–51) distinguish five different front-end elements (not necessarily in a particular order):

# Opportunity Identification

The Fuzzy Front End is also described in literature as Front End of Innovation, Phase 0, Stage 0 or Pre-Project-Activities.

A universally acceptable definition for Fuzzy Front End or a dominant framework has not been developed so far.Husig and Kohn (2003), Factors influencing the Front End of the Innovation Process: A comprehensive Review of Selected empirical NPD and explorative FFE Studies ,Brusell,Juni 2003,p.14.

The term Fuzzy Front End was first popularized by Smith and Reinertsen (1991).Smith,Preston G., Reinertsen Donald G.(1991) Developing products in half the time, Van Nostrand Reinhold,New York

R.G.Cooper (1988)Cooper,R.G. Predevelopment activities determine new product success, in: Industrial Marketing Management,Vol.17 (1988), No 2,pp describes the early stages of NPPD as a four step process in which ideas are generated (I), subjected to a preliminary technical and market assessment (II) and merged to coherent product concepts (III) which are finally judged for their fit with existing product strategies and portfolios (IV).

In a more recent paper, Cooper and Edgett (2008)Cooper R.G., Edgett, S.J.(2008), Maximizing productivity in product innovation, in: Research Technology Management, March 1, 2008 affirm that vital predevelopment activities include:

# Source-of-supply-assessment: suppliers and partners or alliances

# Market research: market size and segmentation analysis, VoC (voice of the customer) research

* product strategy formulation and communication

* opportunity identification and assessment

* product definition and specifications

* economic analysis of the product

* project staffing and the budget

* a business plan aligned with corporate strategy

* Phase 1: Environmental screening or opportunity identification stage in which external changes will be analysed and translated into potential business opportunities.

* Phase 3: Detailed product, project or concept definition, and Business planning.

* Idea evaluation

The traditional Stage Gate (TM) process was designed for incremental product development, namely for a single product

*Incremental products are considered to be cost reductions, improvements to existing product lines, additions to existing platforms and repositioning of existing products introduced in markets.

*Breakthrough products are new to the company or new to the world and offer a 5-10 times or greater improvement in performance combined with a 30-50% or greater reduction in costs.

*Platform products establish a basic architecture for a next generation product or process and are substantially larger in scope and resources than incremental projects.

Product development - NPD organizations
* Product Development and Management Association (PDMA)

Product development - NPD organizations
* Association of International Product Marketing Management

Product development - NPD strategies
* Quality function deployment

Zap2it - Product development
In early 2007, Zap2it released enhanced television listings on its main site. Upgrades to the product included improved performance, better customization capabilities and the introduction of sharing tools and a user rating system. Following a testing period, the television-listings product was made available to affiliates.

Zap2it - Product development
In 2008, a revised movie-showtimes product was developed on the main site. It more prominently showcased movie trailers and offered expanded cast and crew lists which linked to celebrity profile pages.

Design for X - Similar concepts in product development
There are several other concepts in Product Development and New Product Development that are very closely related:

* 'Time Dimension:' Product lifecycle (engineering)|Product Life Cycle, Product Life Cycle Engineering, Product Life Cycle Management (that is not the same like the Product Cycle in business studies and Economics, see e.g. Vernon (1966). Primarily, the unit of analysis is here a product, or more clearly a single item

* 'Meso-Level Organisation:' Concurrent Engineering (American), Simultaneous Engineering (British), and overlapping / parallel Product Development Processes

* 'Micro-Level Organisation:' Cross-functional teams, Inter-disciplinary teams, etc.

(2005) found evidence that overlapping Product Development Processes only accelerate New Product Development projects if these are executed by a cross-functional team, vice versa.

Axiomatic product development lifecycle
'Axiomatic Product Development Lifecycle (APDL)' (also known as

' Transdisciplinary Product Development Lifecycle (TPDL)'

) is a systems engineering product development model

proposed by Bulent Gumus Bulent Gumus (2005). Axiomatic Product Development Lifecycle (APDL) Model. PhD Dissertation, TTU, 2005,

that extends the Axiomatic designSuh (1990). The Principles of Design, Oxford University Press, 1990, ISBN

(AD) method. APDL covers the whole Product_lifecycle_management#Phases_of_product_lifecycle_and_corresponding_technologies|product lifecycle including early factors that affect the entire cycle such as development testing, input constraints and system components.

APDL provides an Iterative and incremental development|iterative and incremental way for a team of transdisciplinary members to approach Holism|holistic product development

Axiomatic product development lifecycle - Overview
APDL adds the Test Problem domain|domain and four new characteristics to Axiomatic design (AD): Input Constraints in the Functional Domain; Systems Components in the Physical Domain; Process Variables tied to System Components instead of Design Parameters; and Customer Needs mapped to Functional Requirements and Input Constraints.

Axiomatic product development lifecycle - Overview
APDL proposes a V-shaped process to develop the Design Parameters and System Components (detailed design). Start top-down with Process Variables (PV) and Component Test Cases (CTC) to complete the PV, CTC, and Functional Test Cases (FTC); And after build, test the product with a bottom-up approach.

Axiomatic product development lifecycle - APDL Domains
;Customer domain

Voice of the customer|Customer Needs (CN) are elements that the customer seeks in a product or system.

Functional requirement|Functional Requırements (FR) completely characterize the miniminum performance to be met by the design solution, product etc. FR are documented in requirement specifications (RS).

Input Constraints (IC) are included in the functional domain along with the FR. IC are specific to overall design goals and are imposed externally by CN, product users or conditions of use, such as regulations. IC are derived from CN and then revized based on other constraints that the product has to comply with but not mentioned in the Customer Domain.

The Design Parameters (DP) are the elements of the design solution in the physical domain that are chosen to satisfy the specified FRs. DPs can be conceptual design solutions, subsystems, components, or component attributes.

System Components (SC) provide a categorical design solution in the DP, where the categories represent physical parts in the Physical Domain. The SC hierarchy represents the physical system architecture or product tree. The method for categorizing varies. Eppinger portrays general categories as system, subsystem, and component Eppinger (2001). NASA uses system, segment, element, subsystem, assembly, subassembly, and part (NASA, 1995).

SC makes it possible to perform Design structure matrix|Design Structure Matrixes (DSM), change management, component-based cost management and impact analysis, and provides framework for capturing structural information and requirement traceability.

Process variable|Process Variables (PV) identify and describe the controls and processes to produce SC.

A functional test consists of a set of Functional Test Cases (FTC). FTC are System testing|system tests used to verify that FR are satisfied by the system. Black-box testing is the software analog to FTC. At the end of the system development, a functional test verifies that the requirements of the system are met.

Component Test Cases (CTC) are a physical analog to White-box testing. CTC verify that components satisfy the allocated FRs and ICs. Each system component is tested before it is integrated into the system to make sure that the requirements and constraints allocated to that component are all satisfied.

Collaborative product development
'Collaborative product development (collaborative product design) (CPD)' is a business strategy, work process and collection of software applications that facilitates different organizations to work together on the development of a product. It is also known as 'collaborative product definition management' ('cPDM').

Collaborative product development - Specific to product data
With Product (business)|product data an important addition is the handling of high volumes of geometry and metadata. Exactly what techniques and technology is required depends on the level of collaboration being carried out and the commonality (or lack thereof) of the partner sites’ systems.

# Organizations: Organizations throughout an enterprise or extended enterprise with different rules, processes and objectives;

# Data: Data from different sources in different formats.
Collaborative product development - Specific to PLM and CAx collaboration # Data: Data from different sources in different formats.

Effective collaboration requires that a participant be freed from the burden of knowing the NX_5#Design_freedom_from_.22intent_history.22|intent history typically imbedded within and constricting the use of parametric models.

Teamcenter#Community_Collaboration|Community collaboration requires that companies, suppliers, and customers share information in a secure environment, ensure compliance with enterprise and regulatory rules and enforce the process management rules of the community as well as the individual organizations.

Collaborative product development - Real-time collaborative product design
Product design is typically a highly iterative and interactive activity involving a group of designers who are geographically dispersed

With different CAD systems the approach varies slightly depending on whether the ownership, and therefore authorship, of components changes or not

If different PDM/EDM systems are in use, then either data structures or metadata can be transferred using ISO 10303|STEP or communication between databases can be achieved with tools based around XML data transfer.

List of marketing topics - New product development
* List of product failures

Product portfolio management - Product Development
* Identifying new product candidates

* Gathering the voice of customers

* Scoping and defining new products at high level

* Evangelizing new products within the company

* Building product roadmaps, particularly technology roadmaps

* Developing all products on schedule, working to a critical path

* Ensuring products are within optimal price margins and up to specifications

Software factory - Product development
Building a product using a software factory involves the following activities:

* Problem Analysis: Determines whether the product is in the scope of a software factory. The fit determines whether all or some of the product is built with the software factory.

* Product Specification: Defines the product requirements by outlining the differences from the product line requirements using a range of product specification mechanisms.

* Product Design: Maps the differences in requirements to differences in product line architecture and development process to produce a customized process.

* Product Implementation: A range of mechanisms can be used to develop the implementation depending on the extent of the differences.

* Product Deployment: Involves creating or reusing default deployment constraints and configuring the required resources necessary to install the executables being deployed.

* Product Testing: Involves creating or reusing test assets (such as test cases, data sets, and scripts) and applying instrumentation and measurement tools.

American Motors Corporation - 1970s product developments
In 1970, AMC consolidated all passenger cars under one distinct brand identity and debuted the AMC Hornet|Hornet range of compact cars.

The Hornet and the later AMC Gremlin|Gremlin shared Automobile platform|platforms. The Gremlin, the first North American-built subcompact, sold more than 670,000 units from 1970–1978. The Hornet became AMC's best-selling passenger car since the Rambler Classic, with more than 860,000 units sold by the time production ended in 1977.

The new mid-sized AMC Matador replaced the Rebel in 1971, using an advertising campaign that asked, What's a Matador? In 1972, AMC won the tender for Los Angeles Police Department cruisers, and Matadors were used by the department from 1972 to 1975, replacing the Plymouth Satellite. American Motors supplied Mark VII Limited owner Jack Webb with two Matadors for use in his popular television series Adam-12, increasing the cars' public profile.

In 1973, AMC signed a licensing agreement with Curtiss-Wright to build Wankel engines for cars and Jeeps.

Starting in 1974, the Matador sedan and station wagon were mildly refreshed, with new boxier front ends

The Ambassador was redesigned and stretched to become the biggest ever, just as the oil crisis|Arab Oil Embargo sparked gasoline rationing across the nation

In 1974, AMC's AM General subsidiary began building urban transit buses in cooperation with New Flyer Industries|Flyer Industries of Winnipeg, Manitoba. The Metropolitan coach had sold 5,212 units when production ceased in 1978.

The AMC Pacer, an innovative all-new model introduced in March 1975 and billed as the first wide small car, was a subcompact designed to provide the comfort of a full-sized car

With the advent of the Arab Oil Embargo of 1973, General Motors Corporation|General Motors aborted the Wankel rotary engine around which the Pacer had been designed, as its fuel consumption exceeded that of conventional engines with similar power

Development and production costs for the Pacer and Matador Coupe drained capital which might otherwise have been invested in updating the more popular Hornet and Gremlin lines, so that toward the end of the 1970s the company faced the growing energy crisis with aged products that were uncompetitive in hotly contested markets

The 1977 Gremlin had redesigned headlights, grille, rear hatch and fascia. For economy in the fuel crisis, AMC offered the car with a more fuel-efficient Volkswagen-designed Audi 4-cylinder engine . The engine was expensive for AMC to build and the Gremlin retained the less costly but also less economical as standard equipment.

The AMC AMX|AMX nameplate was revived in It was a sporty appearance package on the AMC Hornet|Hornet hatchback featuring upgrades, as well as the inline six as standard with a choice of three-speed automatic or four-speed manual transmissions. The AMC V8 engine#304|V8 engine was optional with the automatic transmission.

As all Matadors now received standard equipment that was formerly optional (e.g. power steering, automatic transmission), the Brougham package was dropped. Optional on the Matador coupe was a landau vinyl roof with opera windows, and top-line Barcelonas offered new two-tone paint.

For 1978, the Hornet automobile platform|platform was redesigned with an adaptation of the new Gremlin front-end design and renamed AMC Concord. AMC targeted it at the emerging premium compact market segment, paying particular attention to ride and handling, standard equipment, trim, and interior luxury.

Gremlins borrowed the Concord instrument panel, as well as a Hornet AMX-inspired GT sports appearance package and a new striping treatment for X models.

The AMC Pacer hood was modified to clear a V8 engine, and a Sports package replaced the former X package

In 1979, the AMC Spirit|Spirit sedan replaced the Gremlin. A new fastback version of the car, the Spirit Liftback, proved successful.

In December, Pacer production ceased after a small run of 1980 models was built to use up parts stock.

Concords received a new front end treatment, and in their final season, hatchbacks became available in DL trim. On May 1, 1979, AMC marked the 25th anniversary of the Nash-Hudson merger with Silver Anniversary editions of the AMC Concord and Jeep CJ in two-tone silver (Jeeps then accounted for around 50 percent of the company's sales and most of their profits); and introduced LeCar, a U.S. version of the small, fuel-efficient Renault 5, in dealer showrooms.

Archway Cookies - Product Developments - 'The Good Food Cookie'
Throughout the late 1980s and early 1990s, Archway began to take advantage of the 'healthful' nature of their cookies, focusing on natural ingredients, no preservatives, and no saturated fat.The Good Food Cookie - Future looks healthy for Archway Battle Creek Enquirer, July 8, 1990, p

Archway Cookies - Product Developments - 'The Good Food Cookie'
In 1995, as a result of effective strategic branding and product development, Archway Cookies became the third-largest cookie brand in the United States, ranking behind Nabisco and Keebler.Archway Bakes Into No

Kind Consumer Limited - Product Development Rationale
The development rationale of inhaler technology is to provide a novel format of nicotine delivery[ The Independent newspaper (2011) - Revolution in smoking aims to stub out cigarettes – with the help of tobacco firms] which offers Smoking|smokers a more acceptable alternative to the tobacco cigarette to help them cut down, substitute and quit - a concept known as Tobacco Harm Reduction.

Kind Consumer Limited - Product Development Rationale
The health burden of tobacco usage and in particular tobacco smoking is very well known

Explicit modeling - Use in product development
Companies that develop new-to-market and one-off product designs often face changing customer and product requirements throughout the development cycle. An explicit approach is always open to change, so companies can keep the window for new product information and major product changes open longer. Unlike other 3D design approaches, including hybrids, explicit modeling can offer true flexibility because it doesn’t require any upfront planning or the embedding of design information within models.

Design for repair - Similar concepts in product development
(2005) found evidence that overlapping Product Development Processes only accelerate New Product Development projects if these are executed by a cross-functional team, vice versa.

Moog synthesiser - Product development
Later Moog modular systems featured improvements to the electronics design, and in the early 1970s Moog introduced new models featuring scaled-down, simplified designs that made them much more stable and well suited to real-time musical performance

An important Minimoog innovation was a pair of wheel controllers that the musician could use to bend pitch and control modulation effects in real time

Though various synthesizer manufacturers have used many other types of left hand controllers over the years—including levers, joysticks, ribbon controllers, and buttons—the pitch and mod wheels introduced on the Minimoog have become de facto standard left-hand controllers, and have since been used by almost every major synthesizer manufacturer, including Korg, Yamaha, Kawai, and (now defunct) Sequential Circuits on their ground-breaking Prophet-5 programmable polyphonic synthesizer (1977)

The Minimoog was the first product to solidify the synthesizer's popular image as a keyboard instrument and the most monophonic (synthesizers)|monophonic synthesizer sold approximately 13,180 units between 1970 and 1981, and it was quickly taken up by leading rock and electronic music groups such as the Mahavishnu Orchestra, Yes (band)|Yes, Emerson, Lake Palmer, Tangerine Dream and Gary Numan

The rarest Moog production model was the little Minitmoog (1975–76), a direct descendant of the rather obscure Moog Satellite preset synthesizer. It is rumored that only a few hundred Minitmoogs were made, although firm numbers are unavailable. While it lacked programmability and memory storage, the Minitmoog did offer some forward features, such as keyboard aftertouch and a sync-sweep feature, thanks to its dual voltage controlled oscillators.

The Moog Taurus|Taurus bass pedal synthesizer was released in 1975

Moog Music was the first company to commercially release a keytar, the Moog Liberation. The last Moog synthesizer released by the original Moog Music, the programmable polyphonic Memorymoog (and subsequent Memorymoog Plus), was manufactured from 1983–85, just before the company declared bankruptcy in 1986.

By the mid-1990s, analog synthesizers were again highly sought after and prized for their classic sound. In 2001, Robert Moog's company Big Briar was able to acquire the rights to the Moog name and officially became Moog Music. Moog Music has been producing the Minimoog Voyager modeled after the original Minimoog since As of 2006, more than 15 companies are making Moog-style synthesizer modules.

In March 2006, Moog Music unveiled the Little Phatty Analog Synthesizer, boasting hand-built quality and that unmatched Moog sound, at a price every musician can afford. The first limited edition run of 1200 were a Bob Moog Tribute Edition with a Performer edition announced subsequently. In 2011, a number of Moog products can still be purchased, such as Moogerfoogers, Moog Taurus#Taurus III|Taurus 3 bass pedals and Minimoog Voyagers.

Core competencies - Core competencies and product development
Core competencies are related to a firm's product portfolio via core products

Public-private partnerships - Product development partnerships
PDPs were first created in the 1990s to unite the public sector's commitment to international public goods for health with industry's intellectual property, expertise in product development, and marketing.

International PDPs work to accelerate research and development of pharmaceutical products for underserved populations that are not profitable for private companies

International product development partnerships and public–private partnerships include:

* Sandy Springs, Georgia, USA, City services are performed in a public-private partnership

* The [ PATH Malaria Vaccine Initiative] (MVI) is a global program of the international nonprofit organization Program for Appropriate Technology in Health (PATH). MVI was established in 1999 to accelerate the development of malaria vaccines and ensure their availability and accessibility in the developing world.

* The Roll Back Malaria (RBM) Partnership was founded in RBM is the global framework for coordinated action against malaria. It forges consensus among key actors in malaria control, harmonises action and mobilises resources to fight malaria in endemic countries.

* The Drugs for Neglected Diseases Initiative (DNDi) was founded in 2003 as a not-for-profit drug development organization focused on developing novel treatments for patients suffering from neglected diseases.

* Aeras Global TB Vaccine Foundation is a PDP dedicated to the development of effective tuberculosis (TB) vaccine regimens that will prevent TB in all age groups and will be affordable, available and adopted worldwide.

* FIND [ is a Swiss-based non-profit organization established in 2003 to develop and roll out new and affordable diagnostic tests and other tools for poverty-related diseases.

* The Global Alliance for Vaccines and Immunization is financed per 75% (750 Mio.US$) by the Bill and Melinda Gates Foundation, which has a permanent seat on its supervisory board.

* The Global Fund to Fight AIDS, Tuberculosis Malaria, a Geneva-based UN-connected organisation, was established in 2002 to dramatically scale up global financing of interventions against the three pandemics.

* The International AIDS Vaccine Initiative (IAVI), a biomedical public–private product development partnership (PDP), was established in 1996 to accelerate the development of a vaccine to prevent HIV infection and AIDS. IAVI is financially supported by governments, multilateral organizations, and major private-sector institutions and individuals.

* The International Partnership for Microbicides is a non-profit product development partnership (PDP), founded in 2002, dedicated to the development and availability of safe, effective microbicides for use by women in developing countries to prevent the sexual transmission of HIV. See also Microbicides for sexually transmitted diseases.

* Medicines for Malaria Venture (MMV) is a not-for-profit drug discovery, development and delivery organization, established as a Swiss foundation in 1999, based in Geneva. MMV is supported by a number of foundations, governments and other donors.

* The TB Alliance is financed by public agencies and private foundations, and partners with research institutes and private pharmaceutical companies to develop faster-acting, novel treatments for tuberculosis that are affordable and accessible to the developing world.

* A UN agency, the World Health Organization (WHO), is financed through the UN system by contributions from member states

* The United Nations Foundation Vodafone Foundation Technology Partnership, a five-year, $30 million commitment, leverages the power of mobile technology to support and strengthen humanitarian work worldwide. Partners include the World Health Organization (WHO), DataDyne, the mHealth Alliance, the World Food Program (WFP), Telecoms Sans Frontieres, and the UN Office for the Coordination of Humanitarian Affairs (OCHA).

A good resource on the origins, challenges, and benefits of PDPs is in this NBR interview:

Similar public-private partnerships outside the realm of specific public-health goods include:

* The [ United Nations International Strategy for Disaster Reduction (UNISDR)] is part of the United Nations Secretariat and its functions span the development and humanitarian fields. Public–private partnerships for disaster management bring together the private sector for PPP models with a tool box of partnership opportunities towards resilience, capacity building, and sustainability goals.

* The public-private partnership for improving teaching and learning in schools in Abu Dhabi, United Arab Emirates.

Texas Instruments TMS9900 - TMS9900 Family Product Development
The second generation of the TMS9900 family of microprocessors took the form of the TMS9995. This provided functional performance at speeds 3 times faster than any previous 9900 family processor, largely due to the inclusion of instruction prefetch technology. In the home computer arena, the TMS9995 was used in the TI-99/2 TI-99/8 prototypes, the Geneve 9640|Myarc Geneve 9640, the Tomy Tutor, and the Powertran Cortex.

TI later developed the more powerful and more capable TMS99000 family of microprocessors, which was used as the CPU in the TI-990#TI-990_models|990/10A minicomputer as a cost reduction. Unfortunately, by the time the 990/10A made it to market, the end of the minicomputer era was already in sight.

The TMS99000 family includes two microprocessors, the TMS99105A and the TMS99110A, which are identical except for specialized pre-programming of the on-chip Macrostore ROM memory (Macrostore memory space implements added functions or instructions through emulation routines written in standard machine code)

Systematic Inventive Thinking - The Template Approach to New Product Development
SIT approaches New Product Development by identifying and applying certain well-defined schemes derived from an historical analysis of product-based trends, termed patterns or templates. These templates may contribute to the understanding and prediction of new product emergence.

The invention of new products has traditionally involved methods that encourage the generation of large numbers of ideas. The notion that the rewards of generating a large number of ideas outweigh the costs can be traced back to early studies in the field.

In view of the fact that this process tends to be highly complex and un-formalized, those involved in generating new ideas may seek ways to become more productive as they progress from one ideation task to another. Some may succeed in identifying patterns of invention that are common to different contexts and apply them within a certain product category, or even try to apply them to other product categories.

Individuals who adopt such a cognitive strategy may expect to gain an advantage over others who treat every task as new and unrelated to past ideation. However, even if they prove productive, the patterns are likely to be idiosyncratic and, quite often, not even verbally definable.

As such, they lack permanence and generalizability. SIT sets is built on the thesis that certain patterns are identifiable, objectively verifiable, widely applied, and learnable, and that these patterns, termed templates, can serve as a facilitative tool that channels the ideation process, enabling the individual to be more productive and focused.

The usual process of developing new products begins with a definition of market need. This is done based on intuition or on market analysis, focus groups etc. After defining the needs, a process is begun of developing products to address these needs. This process is called form follows function, as the form of the new product is derived from the function that it should fulfill. This process has a few disadvantages:

:# Most customers have difficulties in thinking about needs or products, which do not exist. This is particularly true for needs which are not vital. For example: how many customers thought of the need for a compact, transportable cassette player as addressed by Walkman? How many customers thought about the possibility to use the Internet communication as a VOIP|means to conduct telephone calls?

:# To find those customers which do think of new needs\products, huge and very expensive surveys are needed. But even if you succeed in finding those people, chances are they will not be keen to share their good ideas for free.

:# If the need is clear or easy to define, it is most likely that, at least a few of your competitors have already defined it and are in the process of addressing the need.

In order to overcome these problems, the SIT method suggests starting the process of product development from the product itself. Applying systematic thinking tools in analyzing the product can lead to potential new products or to a definition of new needs. The advantages of this method are as follows:

:# The process requires only a limited amount of hours and is conducted in-house;

:# As the new products are based on the old one, no major changes are usually required in production.

One of the important elements of SIT is to characterize the system and environmental variables. After having defined these variables, the participants are asked to examine the correlation between them, and to examine the impact of manipulating one or more of the product variables on the potential use of the new product; how such a change affects the correlation between the product and the environment and who may want to use such a product.

Ansoff Matrix - Product development
In product development strategy, a company tries to create new products and services targeted at its existing markets to achieve growth

Philco - Transistor research and product development
In late 1953, engineers at Philco Corporation invented the surface barrier transistor,Wall Street Journal, Philco Claims Its New Transistor Outperforms Others Now In Use, December 4th 1953, page4 the first high-frequency transistor suitable for use in high-speed computers.Rosen, Saul, [ Philco: Some Recollections of the Philco Transac S-2000], Technical Report CSD-TR , Purdue University Computer Science Department, June 1991

In June 1955, the National Security Agency and the United States Navy entered into a contract with Philco to build a specialized scientific transistorized computer based on Philco's surface barrier transistor technology

Philco had developed and produced a miniature transistorized computer brain for the Navy's jet fighter planes in 1955, which was called the Transac (C-1000, C-1100) and which stood for Transistor Automatic Computer

Chrysler and Philco announced that they had developed and produced the world’s first all-transistor car radio and it was announced in the April 28, 1955, edition of the Wall Street Journal.Wall Street Journal, Chrysler Promises Car Radio With Transistors Instead of Tubes in '56, April 28, 1955, p.1 Chrysler made the all-transistor car radio, Mopar model 914HR, available in Fall 1955 for its new line of 1956 Chrysler and Imperial cars, as a $150 option

In 1955, Philco had developed and produced the world's first all-transistor phonograph models TPA-1 and TPA-2, and was originally announced in the June 28th, 1955 edition of the Wall Street Journal newspaper.Wall Street Journal newspaper;June 28th 1955;page 8;Article Phonograph Operated On Transistors to Be Sold by Philco Corp

In 1962, the Philco 2000 Model 212 computer was chosen for use in the North American Aerospace Defense Command's famous Cheyenne Mountain facility. Three of the machines were installed that year and ran until The machines were also used by research labs at Westinghouse Electric Corporation (1886)|Westinghouse Electric and General Electric.

Primavera (software) - Recent product developments
[ Oracle Introduces New Release of Primavera P6 Enterprise Project Portfolio Management]

Oracle Corporation announced the release of version 8.3 of Primavera P6 Enterprise Project Portfolio Management

In 2012, Primavera P6 EPPM, upgrade Release 8.2, added capabilities for governance, project-team participation, and project visibility

[ Dataversity - Article: Oracle Releases New Addition on BI Publisher]

Additional pieces of integration middleware to connect to the likes of Microsoft Project, Excel, and Maximo, includes Legare P6 integration. [

American Motors - 1970s product developments
With the advent of the Arab Oil Embargo of 1973, General Motors Corporation|General Motors aborted the Wankel rotary engine around which the Pacer had been designed, as its fuel consumption exceeded that of conventional engines with similar power

Dollar Bank - Product Development
In January 2005, the Dollar Bank Certificate of deposit|CD Ladder was launched as the first CD of its kind. Laddering is based upon the premise of not putting all money in a single CD. By dividing money between CD terms ranging from short to long, CDs with a range of yields that reflect market expectations for the future direction of interest rates are purchased.

Dollar Bank was the first to offer Text messaging on June 19, 2007 and Mobile banking|mobile online banking was introduced on June 5, 2008.

On March 11, 2009, Dollar Bank introduced Reverse mortgages to provide financial help to seniors.

Plus Development - Product Development
* A hard disk that installed in an Industry Standard Architecture|ISA PC card Expansion card|expansion slot (not a PC Card|PCMCIA slot not invented at that time)

* Host adapter|Host controller integrated with the hard disk printed circuit board (PCB)

* A drive controller chipset cheaper than any previously built

* Consumer-focused installation of a hard disk

Pashley Cycles - Product development, acquisitions and mergers
Pashley launched the 'Pickle' children's tricycle in 1981

In 1984, Pashley launched what was to be its last 'all British' bike - the 'Patriot'. This was a conventional sports light roadster design with all the components sourced from the UK. Some components became unavailable and the Patriot name was later used on a 24-inch wheel hire bike.

For much of the 1990s, Pashley were producing one, two and three-wheeled cycles. Unicycles were an interesting side-line for the company and as well as standard and tall ('Giraffe') models Pashley created the UMX (BMX type) and the 'Muni' (Mountain Unicycle). This particular model was successful at off-road cycling events and the term Muni became a generic term for off-road unicycles thereafter.

In late 1994, the Pashley family relinquished control to the employees in a management buyout led by Adrian Williams, an aeronautical engineer.

Pashley Special Products was set up to develop and market new models

At the end of 1997, Pashley absorbed Cresswell Cycles, a manufacturer of folding bikes and specialist trailer trikes. Production of these was transferred to Stratford-Upon Avon.

During 1998, the 'TV Series' range of bikes was introduced. Pashley had a number of talented Mountain bike trials|Trial and Trails riders in its employ: Matt and Eddie Tongue, Tim Stedman, Kye and Toby Forte and Dylan Clayton. A range of frames were made from Reynolds Cycle Technology|Reynolds tubing to tackle this specialist form of extreme riding.

In the late 1990s and 2000s (decade), the popularity of Mountain bike|mountain biking saw a boom in the British bicycle industry

Helly Hansen - Product development
A change for the brand came in 1949 when Helox was developed. The sheet of translucent PVC plastic sewn into waterproof coats and hats became a popular item. About 30,000 Helox coats were produced each month. Plarex, a heavier-duty version of Helox, backed by fabric, was developed for workwear.

Helly Hansen - Product development
A product developed for the outdoor and workwear markets was Fibrepile which is an insulation layer for wearing under waterproofs. It was used by Swedish lumbermen, who discovered that it offered insulation against the cold, and ventilated well during hard, physical work in the forest.

Colt Cobra - Product development and usage
The Cobra was made in two models: The First Model, made from and weighing 15 ounces unloaded with 2-inch barrel, and an improved Second Model, made from 1972 onwards, recognizable by its shrouded ejector rod, with an unloaded weight of 16 ounces

The Cobra was produced in calibers .38 Special, 32 Colt New Police, .22 LR, and a rare few in .38 SW. The .38 Special Cobra was available in 2, 3, 4, and 5 inch barrel lengths. The .32 caliber version was available in 2- and 3-inch barrel lengths. The .22 LR Cobra was available only with the 3-inch barrel.

Standard Cobras were blued with round-butt grip frames. The .38 Special Cobra with a 2-inch barrel was available with a nickel finish at additional cost. Early models also had a square-butt option.

American Cyanamid - Innovations and product development
Over the years, Cyanamid scientists developed numerous important new chemical, pharmaceutical, and medical products. Perhaps the most significant is Tetracycline, discovered by a Lederle researcher in The Davis Geck branch developed the first synthetic absorbable suture, trademarked Dexon, during the 1970s, based on an ingenious glycolic acid polymer (thus utilizing a natural body protein, which reduced inflammation and scarring).

Also of particular note, Cyanamid research scientists employed at Lederle Laboratories developed Triamcinolone and Methotrexate.

Triamcinolone is a widely used corticosteroid, sold both generically and under many brand names, including Cyanamid's Aristocort brand. The name Triamcinolone includes a reference to the parent corporation, in the AMC letter combination. A derivative drug, Triamcinolone acetonide, is one of the ingredients of Ledermix - an endodontic (tooth's root canal) lotion used between sessions. The name Ledermix similarly bows to its origins at Lederle Laboratories.

Methotrexate is used broadly in cancer treatment and treatment of autoimmune diseases, and many other conditions. In higher dosages, it is highly toxic and its use is thus often followed by administration of calcium leucovorin, which acts as an antidote.

Cyanamid also pioneered the development of antibiotic feed additives (products containing subtherapeutic levels of various antibiotics)

Despite numerous studies around the world, very little compelling evidence of antibiotic resistance leading to more severe human infections, has ever been discovered (though overuse of antibiotics in humans, for example in treating colds—which are viral, hence unresponsive to antibiotics—has certainly led to antibiotic-resistant bacteria which attack humans.) However, a study in Canada indicated some association between use of cephalosporin use in chicken feeds (not a Cyanamid product), and cephalosporin resistance in humans.

Cyanamid developed many chemicals based on cyanamide chemistry, or more broadly nitrogen-based chemicals

Cyanamid had not only many firsts, but eventually several onlies—products of which it was the only producer. One was tuberculosis vaccine, another was Sabin polio vaccine. Cyanamid was the sole producer of buttons for US military clothing, astonishingly sturdy melamine buttons which were virtually bulletproof.

Cyanamid invented the first chemiluminscent product, marketed initially as light sticks—plastic tubes about 3/4 in diameter and about 6 long

CourseInfo LLC - Product development
* 1996 Daniel Cane writes simple automated scripts for websites for instructors using the Perl programming language and Netscape 2.0.

* Early 1997 after the founding of CourseInfo the Teachers Toolbox was born and included a series of named Generator tools including the coursesite generator, announcement generator, quiz generator, survey generator and other tools. Version 1.0 is released. Steve (Stephen) Gilfus drove the features and functions and web design of the product through personal experience and instructor feedback while Dan Cane developed the core technology of the product.

* Gilfus led sales and marketing and product management efforts to [ build awareness] for the company. Much of the companies initial communication was on educational listservs and web boards.

* Mid 1997 the Interactive Learning Network ILN 1.5, was released and installed at several academic institutions including Cornell University, Yale Medical School and University of Pittsburgh. The ILN was the first e-learning system of its kind to leverage and install on top of a relational database MySqL. Access control was added to provide security around course content. Guest access was provided for course shopping.

* 1998 The CourseInfo product line (then the Interactive Learning Network or ILN) became the foundation for Blackboard's e-learning product line as [ Blackboard's CourseInfo.]

* 04/29/98 - [ CourseInfo” product will be among the first to implement emerging industry standards]

* 11/02/98 - [ Release Of CourseInfo 2.0]

* 07/26/99 - Release of CourseInfo 3.0

* 10/26/99 - [ Release of CourseInfo 4.0]

* 01/19/00 - [ Release of CourseInfo Enterprise Edition]

* Prior to the Blackboard/CourseInfo merger Blackboard was focused on developing a prototype for IMS Instructional Management Systems.

Pharmaceutical Product Development
'Pharmaceutical Product Development, LLC (PPD)' is a global contract research organization (CRO) providing discovery, development and post-approval services as well as compound partnering programs. The company’s clients and partners include pharmaceutical, biotechnology, medical device, academic and government organizations. PPD is mainly known for conducting drug development for its clients, it also invests in developing new products through its compound partnering program.

Pharmaceutical Product Development - History
PPD was founded by Fred Eshelman, Pharm.D., as a one-person consulting firm in The following year he expanded the company's scope to include development services and relocated operations from Maryland to North Carolina.

Pharmaceutical Product Development - Location
PPD maintains its worldwide headquarters in Wilmington, N.C. The company has approximately 13,000 employees and offices in 46 countries.

Pharmaceutical Product Development - Operations
PPD provides drug discovery, development, lifecycle management and laboratory services. PPD has a 300-bed healthy volunteer (Phase I) clinic and a dental research clinic in Austin, Texas.

Pharmaceutical Product Development - Clinical Development Services
PPD provides product development and post-approval services for biopharmaceuticals and devices, as well as full service Phase II-IIIb clinical studies for multinational regulatory submissions. PPD also offers clinical data management and information solutions, including consulting and proprietary software tools to speed collection, analysis and reporting of clinical trial data.

Pharmaceutical Product Development - Laboratory Services
PPD provides bioanalytical, cGMP product analysis, central laboratory, and vaccines and biologics lab services.

Pharmaceutical Product Development - Discovery Sciences/Compound Partnering
The discovery sciences segment offers biomarker discovery services, nonclinical development and preclinical services. Through its compound partnering program, it also seeks to in-license early-stage compounds, take them through proof of concept, and out-license them to its partners for late clinical testing and commercialization. PPD shares in the risks and rewards of bringing a drug to market, gaining revenues generated by licensing fees, milestone payments and commercial royalties.

Pharmaceutical Product Development - Discovery Sciences/Compound Partnering
The company’s post-approval services include epidemiology, risk management and outcomes research; late-stage trials; medical information; product safety; registries and observational studies.

For More Information, Visit:
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