Cost Management in the New Product Introduction Process of ...
嚜燐aster Degree Project in Innovation and Industrial Management
Cost Management in the New
Product Introduction Process of
TruPrint 1000
A case-study of TRUMPF Maskin AB and its costs of Introducing New
Additive Manufacturing Systems to the Swedish Market
The Institute of Innovation and Entrepreneurship
Department of Economy and Society
Odia Okhiria
Supervisor: Daniel Ljungberg
Master Degree Project
Graduate School
Abstract
The current trend within the manufacturing industry is increased digitalization, automation, and customization,
known as Industry 4.0 or the Fourth Industrial Revolution. Additive Manufacturing (AM), also known as 3D
printing (3DP) can be considered as one spark of Industry 4.0. AM technologies can be applied to a wide range
of industries, from manufacturing of steel and metal products to paper and plastic products (Gao et.al, 2015,
Thompson et.al, 2016). Their flexibility and speed enables mass customization of products that can have
virtually any geometric shape. Products with new complex shapes can be manufacture in one machine and in
one-step process which enables fast processing. Furthermore, AM technologies surpass conventional techniques
both in terms of low costs and high functionality when used to produce customized and complex products
(Theisse et.al, 2015). For example, AM have realized significant cost savings in the aerospace industry by
enabling new lightweight components and enhanced features. Thus, 3DPs are highly accommodated for a pullbased, mass customized, decentralized and interactive manufacturing which Industry 4.0. partly aims for (Lasi
et.al., 2014). However, demands on these new technologies impose new costs to AM providers, especially in the
New Product Development (NPD) process and New Product Introduction (NPI) process. To improve the
planning of the NPI process, and as a consequence, help the decision-making process of resource allocation and
investments, costs need to be estimated and allocated. Hence, metrics needs to be developed that can support the
strategic management and process improvement in the NPI process.
TRUMPF Group is one of the leading developers and suppliers of advanced technologies for industrial
application and manufacturing. It offers a wide range of technologies and services to manufacturers, allowing
them to take advantage of current trends in the manufacturing industry. Among its latest innovations are the 3D
printers: TruPrint Series used for industrial application. This product group was announced in 2015 as part of
TRUMPF product portfolio and among the products was TruPrint 1000 which can realize many benefits for the
metal industry (, 2015). However, the development and introduction of new technologies and
products affect a company*s cost structure spanning from R&D facilities to Strategic Business Units (SBUs).
TRUMPF Maskin AB is one of its SBUs responsible for the NPI process to the Scandinavian market. Examples
of activities included in this process are marketing, machine-sales, technical support, logistics and after sales
services. New products require both internal and external customer training. Internal customers demand product
information and resources to enable and optimize the NPI process. The external customer needs education of
how to exploit the opportunities of the new products. Thus, new metrics and cost models are necessary that
measure the cost of activities in the NPI process, supports strategic planning and enables improvement of these
activities.
※If you don*t measure it, you can*t manage it§
This thesis examines the cost of activities in the introduction of the metal 3D-printer TruPrint 1000 from
TRUMPF Group to the Scandinavian market and analyzes:
?
?
?
?
The activities in the new product introduction process in TRUMPF Maskin AB, with emphasis on the
metal 3D printer TruPrint 1000. The activities are identified and included in a process map.
NPI metrics and time-driven activity based costing (TDABC) are used for developing a novel cost
model for the NPI process. This cost model aims to be used as framework in which all costs can be
recorded and allocated or apportioned to the activities involved in the NPI process of TruPrint 1000 and
similar technologies, supporting strategic management and process improvement.
How the costs affect the business performance of TRUMPF Maskin AB.
Contribution margin for TruPrint 1000.
The new product introduction process is used as a synonym to the New product introduction process. These
processes look different depending on firm characteristics and context. The new product introduction process is
for this study categorized into four activity centers in which related activities in the NPI process takes place:
1.
2.
3.
The laser-machine sales department (new product documentation, NPI process development, new
product training, new product project management, negotiations, contracting and sales),
The marketing department (new product promotion, advertisement, new product event planning and
coordination, customer contact, customer relationship management etc.),
The after sales services department (new product service and material preparation, technical support
training, maintenance training, installation training, customer education services, spare-parts
administration, product enhancements, service level management etc.),
Master degree project 2017-06
Odia Okhiria
2
4.
And the Tech-Days/new product show event.
Preface
This paper presents the final thesis of a master degree research project from the MSc in Innovation and Industrial
Management programme at the School of Business, Economics and Law: Gothenburg University. It is
collaboration between the Institute of Innovation and Entrepreneurship at Gothenburg University and TRUMPF
Maskin AB in Alings?s.
I especially want to give thanks to my supervisor at TRUMPF Maskin AB, Mr Hubert Wilbs, for his tireless
support, vast knowledge and insightful ideas. In addition, many thanks to Ms Karin Gustafsson, Mr Mikael
Olsson, Ms Benitha Benjaminsson, Ms Anna-Karin Baldreus, Mr Henning Kristensen and many more at
TRUMPF Maskin AB for sharing their knowledge and enabling this project.
Furthermore, many thanks my supervisor Dr. Daniel Ljungberg at Gothenburg University for his support and
expertise knowledge in innovation management and innovation performance.
It has been a very insightful journey, getting to know all the perks and pitfalls in new product introduction and
cost management. Though the more information I obtained on the subject, the more I knew I did not know.
Gothenburg, June 2017
Odia Okhiria
Master degree project 2017-06
Odia Okhiria
3
Table of Contents
1. Introduction ............................................................................................................................ 9
1.1. Background ........................................................ 9
1.2. Problem discussion........................................... 10
1.3. Case description 每 TRUMPF Maskin AB ........ 11
1.4. Purpose and research question ......................... 11
1.4.1. Selected Research questions ......................... 11
1.5. Objectives......................................................... 11
1.6. Delimitations, Abbreviations & Research
Overview ................................................................. 12
2. Literature review .................................................................................................................. 14
2.1. Context: The cost object*s/product characteristics
- The AM Process and its Application .................... 14
2.1.1. Context: The Market (opportunities) of AM Past, Present & Future ............................................. 16
2.1.2. Context: The Benefits of Additive
Manufacturing 每 New Machines Building the Future
................................................................................. 17
2.1.3. Context: Identify the AM Challenges and
Manage the New Product Costs .............................. 19
2.2. Strategy: Translate the vision & Align Metrics
with Strategy to Achieve Corporate-wide Goals..... 21
2.2.1. Strategy: How to Align Metrics with Strategy
................................................................................. 22
2.3. People: The Enablers of Strategy, Process &
Measurement ........................................................... 23
2.4. The Process Approach: What to Measure,
Manage and Improve............................................... 23
2.4.1. Process: The NPD structure .......................... 24
2.4.2. Process: The New Product Introduction
Process .................................................................... 25
2.4.3. Process: The Post-Introduction Process - After
Sales Services .......................................................... 26
2.4.4. Process: Value-Added Services and Education
................................................................................. 26
2.4.5. Process: Summary of the New Product
Introduction Process ................................................ 28
2.5. The Nature of Measures and Metrics - Why
measure?.................................................................. 28
2.5.1. The pitfalls of Metrics ................................... 30
Master degree project 2017-06
Odia Okhiria
4
2.5.2. Avoiding the pitfalls of Metrics .................... 31
2.5.3 Building a framework for metrics .................. 32
2.6. The Nature of Measurement Systems: A system
of Metrics ................................................................ 34
2.6.1. Building a Measurement system ................... 34
2.6.2. Challenges with Measurement Systems ........ 35
2.7. Costs, Time and Quality: The Key Success
Factors of the NPI process ...................................... 35
2.7.1. Costs - Assigning costs & Cost systems ....... 38
2.8. Costing model 每 The Activity Based Costing
System ..................................................................... 39
2.8.1. Costing Model - The Elements of the ABC
Model ...................................................................... 39
2.8.2. Costing model - Practical evidence using the
ABC model ............................................................. 43
2.8.3. Costing model - ABC & Business Context ... 44
2.8.4. Costing model 每 Developing the ABC.......... 45
2.8.5. Costing model - Challenges with ActivityBased Costing ......................................................... 45
2.8.6. Costing model - Time-Driven Activity-Based
Costing .................................................................... 46
2.8.7. Costing model 每 A practical example of
TDABC ................................................................... 47
2.8.8. Designing the TDABC .................................. 48
2.9. Information for decision making 每 Activity
Based Management (ABM) .................................... 49
2.9.1. Information for decision making 每 Income
effects of costing system ......................................... 50
2.10. Cost model communication challenges .......... 52
There are several risks and challenges associated with
the implementation of the cost model. Some of the
most challenging concerns the engagement and
communication between managers, cost model
developers and users as illustrated in figure 21 (next
page). ....................................................................... 52
2.11. Literature summary ........................................ 53
3. Method ................................................................................................................................. 54
3.1. Research Design ............................................... 54
3.1.1. Research Design: Case-study details............. 55
3.1.2. Research Design: The process of the casestudy ........................................................................ 56
Master degree project 2017-06
Odia Okhiria
5
................
................
In order to avoid copyright disputes, this page is only a partial summary.
To fulfill the demand for quickly locating and searching documents.
It is intelligent file search solution for home and business.
Related download
- new product introduction npi
- new product introduction tools quality one
- npi the new product introduction process at silex
- cost management in the new product introduction process of
- new product introduction npi process
- streamline your new product introduction npi process
- new product introduction hcl technologies
- new product introduction process and competitive
- new product introduction afsug
Related searches
- new product introduction process examples
- new product development process pdf
- new product development process examp
- new product development process stages
- new product development process template
- new product development process flowchart
- new product development process examples
- new product introduction process template
- new product development process ppt
- new product introduction process excel
- new product introduction process flow
- new product introduction process diagram