Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 10.02.2004
Length: 17 pages
Data source: Field research
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Abstract
In the early 1990s Automatix Inc, ''reinvented'' its product creation process in a way that radically increased the company''s speed in bringing new products to market. Adopting a modular approach to creating its product and process architectures, Automatix was able to cut development time in half and to use its new ''fast cycle'' development capability to drive new product strategies and achieve market leadership. The case addresses the interactions of technical, marketing, and operations staff in defining the company''s new modular way of working.
Location:
Industry:
Size:
USD1-2 billion
Other setting(s):
Early 1990s
About
Abstract
In the early 1990s Automatix Inc, ''reinvented'' its product creation process in a way that radically increased the company''s speed in bringing new products to market. Adopting a modular approach to creating its product and process architectures, Automatix was able to cut development time in half and to use its new ''fast cycle'' development capability to drive new product strategies and achieve market leadership. The case addresses the interactions of technical, marketing, and operations staff in defining the company''s new modular way of working.
Settings
Location:
Industry:
Size:
USD1-2 billion
Other setting(s):
Early 1990s