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Ιδρυματικό Αποθετήριο [SANDBOX]
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| URI | http://purl.tuc.gr/dl/dias/58690236-4CFF-4AAD-AFB0-7FE083E28DF8 | - |
| Αναγνωριστικό | https://doi.org/10.1109/IEMC.2004.1408845 | - |
| Αναγνωριστικό | http://ieeexplore.ieee.org/document/1408845/ | - |
| Γλώσσα | en | - |
| Τίτλος | Mapping product innovation profile to product development activities - the I-DSM tool | en |
| Δημιουργός | Moustakis Vasilis | en |
| Δημιουργός | Μουστακης Βασιλης | el |
| Δημιουργός | Bilalis Nikolaos | en |
| Δημιουργός | Μπιλαλης Νικολαος | el |
| Δημιουργός | Maravelakis, Emmanuel | en |
| Δημιουργός | Antoniadis Aristomenis | en |
| Δημιουργός | Αντωνιαδης Αριστομενης | el |
| Εκδότης | Institute of Electrical and Electronics Engineers | en |
| Περίληψη | The quality of the decisions during the design phase of a product development process is strongly connected with the assessment of the product, process and organizational innovation dimensions. The developed methodology addresses the three dimensions, using 3D innovation attributes, in order to obtain a product innovation profile through an innovation survey. An innovation design structure matrix tool (I-DSM tool) is used for mapping and analyzing the dependencies between the innovation attributes. Furthermore an innovation improvement impact value for each attribute is introduced and an optimal improvement strategy is defined. Next the product innovation profile is mapped with the product development activities, in order to evaluate the effect of the proposed strategy to the activities cost and durations. | en |
| Τύπος | Πλήρης Δημοσίευση σε Συνέδριο | el |
| Τύπος | Conference Full Paper | en |
| Άδεια Χρήσης | http://creativecommons.org/licenses/by/4.0/ | en |
| Ημερομηνία | 2015-11-05 | - |
| Ημερομηνία Δημοσίευσης | 2004 | - |
| Θεματική Κατηγορία | Product development | en |
| Βιβλιογραφική Αναφορά | N. Bilalis, E. Maravelakis, A. Antoniadis and V. Moustakis, "Mapping product innovation profile to product development activities - the I‐DSM tool" in IEEE International Engineering Management Conference, 2004, pp. 1018-1022, doi: 10.1109/IEMC.2004.1408845 | en |
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