Okay. Compare this to extreme cases, in the one hand, that is more traditional, or sequential approach to, New Product Development. I want to give you, an example process. I want to give you a set of activities. It is an example, that needs to be performed in order to complete the new product development project. Probably, the first step is to develop a concept, right? So concept is developed. In the sequential approach once the concept is done. The concept is tossed to design. And the design, after receiving the concept from it's previous function. It would design, in its own way. In other words designers don't have to, talk with the concept developers, they just got the concept and they assume that the concept is separate as a constraint. Or given. Then given that constraint. Design, design is the product. Once the design is done, the design function the [UNKNOWN] is designed to a prototype and then the prototype, you know, people, believing that the design is kind of a constraint or given. And given the constraint, they develop you know, their prototype. Once prototype is done, then manufacturing people get involved and then the manufacturing people assume that the prototype as given and that they, discuss what they, design their manufacturing process. In order to make the product, based on the prototype. And then marketing functionals get involved, and they, you know, develop their own marketing strategy, marketing plan. And finally people in the service or maintenance function involved in the day design this service net, who can service a strategy and so on and so forth. As I said I just to give you the example, example set of a functions. Maybe some products that require different set of functions, different set of activities, but you know, it just for the sake of explanation. And now let's assume that once we're done with this activities, the sales can start. Or you know, manufacturing in mass quantity can't stop. So I would call that as project day time. I want to make it clear before I proceeded to you know, more, thorough discussion. When I say manufacturing get involved here, it does not necessarily imply the actual production must occur. It's just people in manufacturing. Manufacturing people get involved in the process. And probably after this, they have to make actual things. So. Actual manufacturing occurs, after all this activity start. So, when I say manufacturing it means the manufacturing people get involved in this process and marketing people get involved in this process and, so on and so forth. Let's assume, you know, that that is the case, at least in this lecture. And now, that's a sequential and a traditional approach. What about flexible new product development or cross-functional approach? The difference [UNKNOWN] very clear. And think about here. The concept, lasted longer, much longer. I mean that the, we start concept, but why do we have to finish our concept early, so we can actually you know, continue the concept. Until very late. For longer time we do this concept. And then rather than wait, rather than waiting until the concept is done. Design can start. When concept starts and there is lots of overlap. Lots of you know, co-working between concept and design. Which is very different philosophy, very different structure than this sequential approaches, right? And then also, design in the traditional approach to design is done for a relatively short period of time, but in the flexible approach design function get involved in this process, much longer. Similarly, prototype can start even before design ends. So, prototype can work with the design for longer period of time and then it axillary extend the time period. Likewise, manufacturing people, why do they have to wait until prototype is done? In order for them to start, working on this project. So we say that the manufacturing people get involved in the process early. Then there is [UNKNOWN] longer, or extensive period of time. And marketing is same. So this is, so this is also, working the similar, similar situation. So, all of these activities, all of these functions are in one way or another, interacting with each other. And it is kind of a concurrent, working. They work together. And that's why we call that as cross-functional team approach. That or then there's the sequential and one directional approach. What we want to do is we wanted to get what are the advantages and disadvantages for each one of these approaches, right? So, what do we do is we. Let's say it's more sequential approach, more traditional, sequential approach. This is cross-functional team approach and then we will see what is the unique characteristics, characteristics of these two approaches. Advantages and disadvantages. So I want to, I want to fill out this table. First, I want to talk about what is the unique characteristics for each, of these approaches. Okay. Structurally. We can think about this perspective. Structurally, when we look at this sequential, or traditional approach, when you look at sequential and traditional approach. When we, you know, when we, look at, this sequential approach at one particular period in time. And one particular time, we can see that only one function involved here. So let's say, one function at a time. That's very clear structure. Attribute to a structure characteristic. On the contrary, when I look at this cross-functional team approach. When I approach this flexible near product developmental process. At one particular point of time, I can see that many functions almost all these functions get involved. So I just say that many functions or let's say multiple functions. Multiple functions at a time. So, that's the most striking difference between these two approaches in terms of Characteristics, characteristics, right. And what is the second characteristics? I want to, I want to you know, contrast these two approaches in terms of communication. In terms of information sharing. All right? So let's say, in terms of information sharing, when I look at this sequential approach, the communication occurs in one directional pattern. Right? Concept, communicate the design. That's it. And the design communicate to prototype, by releasing the design to prototype. And prototype communicate one time with the manufacturing, manufacturing communicate one time with the marketing. Marketing communicate with the services one time. So, when we look at this communication pattern, it's one directional right? One directional. It just moves from the downstream, upstream function to the downstream. From option function to downstream. So that's the second attribute, the second characteristics. The first one is, one function at a time. And the second one is, one directional communication. One directional communication. How about this cross-functional team approach, or flexible new product development approach, concept communicate with design and at the same time, concept needs to communicate with the prototype. And manufacturing and with some marketing and also it needs to talk with the service people elsewhere. Likewise, design needs to communicate with the concept. Communicate with the prototype, communicate with manufacturing. Communicate with marketing. Communicate with the services [INAUDIBLE]. So, as we can see. All these functions communicate with each other all the time. So it's not one directional communication. I would just say that it is constant. Constant feedback, feedback and feed forward. Feed forward communication. I want to be more specific about this feedback. And also feed forward the communication. They say there are two functions here. Two processes, or two activities here. If there is only one communication from upstream to downstream. That's one directional. On the other hand, let's say there is upstream function and the downstream function here. There is one directional communication in downstream function. After receiving the option one directional communication. Adding it's own ideas or some suggestions. Suggestions into some definement and it goes back to the option. We call that as feedback. Feedback communication. And now upstream function receives the feedback from downstream, and then it probably think about okay, what's wrong with my original communication? Is there anything I need to define? Is there anything I need to devise? Is there anything I, you know, needed to rectify so on and so forth. So you do first communication and it comes back with your feedback information from your downstream function, and then based on that feedback, you devise your regional communication and try to communicate again. So that I will call feed forward. [BLANK_AUDIO] So, what does it mean? Constant feedback and feed forward, that means that the communication iterates all the time. The communication iterate all the time, and the information sharing, occurs all the time. So that's, that's what's happening in the flexible new product development process, or cross-function team approach. In conclusion I'll just say these are the two most striking differences, structure differences between traditional approach and also. The flexible new product development approach. [BLANK_AUDIO]
