Practices for continuous improvement of the Product Development Process: a comparative analysis of multiple cases

Lizarelli, Fabiane Letícia; Toledo, José Carlos de

doi:10.1590/0104-530X2240-15

Fabiane Letícia Lizarelli

Departamento de Engenharia de Produção, Universidade Federal de São Carlos – UFSCar, Rod. Washington Luís, SP-310, Km 235, CEP 13565-905, São Carlos, SP, Brazil, e-mail: ; toledo@dep.ufscar.br

José Carlos de Toledo

Departamento de Engenharia de Produção, Universidade Federal de São Carlos – UFSCar, Rod. Washington Luís, SP-310, Km 235, CEP 13565-905, São Carlos, SP, Brazil, e-mail: ; toledo@dep.ufscar.br

Program (Start)	Principles	Methods and tools	Authors
TQM (1950)	Making all are committed to quality and customer focus	PDCA, quality statistical tools (histogram, Pareto, control charts, flow chart, etc.), management tools (correlation, affinity and tree diagram, etc.), visual management and benchmarking	Murray & Chapman (2003)Murray, P., & Chapman, R. (2003). From continuous improvement to organisational learning: developmental theory. The Learning Organization, 10(5), 272-282. http://dx.doi.org/10.1108/09696470310486629. http://dx.doi.org/10.1108/09696470310486... , Bhuiyan et al. (2006)Bhuiyan, N., Baghel, A., & Wilson, J. (2006). A sustainable continuous improvement methodology at an aerospace company. International Journal of Productivity and Performance Management, 55(8), 671-687. http://dx.doi.org/10.1108/17410400610710206. http://dx.doi.org/10.1108/17410400610710... , Andersson et al. (2006)Andersson, R., Eriksson, H., & Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, 18(3), 282-296. http://dx.doi.org/10.1108/09544780610660004. http://dx.doi.org/10.1108/09544780610660... , Singh & Singh (2015)Singh, J., & Singh, H. (2015). Continuous improvement philosophy: literature review and directions. Benchmarking: An International Journal, 22(1), 75-119. http://dx.doi.org/10.1108/BIJ-06-2012-0038. http://dx.doi.org/10.1108/BIJ-06-2012-00...
Lean (1960)	Define what value; identify the value stream and eliminate waste and cost; making continuous flow of value; let the customer pull the process and the pursuit of perfection	5S, poka yoke, setup reduction, Single minute exchange of die (SMED), kaizen, JIT, kanban, Value Stream Map, Total productive maintenance (TPM), visual control graphics, standardization, quality statistical tools; etc.	Bhuiyan et al. (2006)Bhuiyan, N., Baghel, A., & Wilson, J. (2006). A sustainable continuous improvement methodology at an aerospace company. International Journal of Productivity and Performance Management, 55(8), 671-687. http://dx.doi.org/10.1108/17410400610710206. http://dx.doi.org/10.1108/17410400610710... , Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125. http://dx.doi.org/10.1080/09544820310001... , Andersson et al. (2006)Andersson, R., Eriksson, H., & Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, 18(3), 282-296. http://dx.doi.org/10.1108/09544780610660004. http://dx.doi.org/10.1108/09544780610660... , Salgado et al. (2009)Salgado, E. G., Mello, C. H. P., Silva, C. E. S., Oliveira, E. S., & Almeida, D. A. (2009). Análise da aplicação do mapeamento do fluxo de valor na identificação de desperdícios do processo de desenvolvimento de produtos. Gestão & Produção, 16(3), 344-356. http://dx.doi.org/10.1590/S0104-530X2009000300003. http://dx.doi.org/10.1590/S0104-530X2009...
Seis Sigma (1986)	Reducing the number of defects, waste, resource utilization and variability	DMAIC, statistical process control, SIPOC, process modeling, quality tools, statistical tools, analysis of variance, DOE, etc.	Banuelas & Antony (2002Banuelas, C. R., & Antony, J. (2002). Critical success factors for the successful implementation of six sigma projects in organisations. The TQM Magazine, 14(2), 92-99. http://dx.doi.org/10.1108/09544780210416702. http://dx.doi.org/10.1108/09544780210416... , 2003Banuelas, R., & Antony, J. (2003). Going from six sigma to design for six sigma: an exploratory study using analytic hierarchy process. The TQM Magazine, 15(5), 334-344. http://dx.doi.org/10.1108/09544780310487730. http://dx.doi.org/10.1108/09544780310487... ), Raisinghani et al. (2005)Raisinghani, M. S., Ette, H., Pierce, R., Cannon, G., & Daripaly, P. (2005). Six Sigma: concepts, tools, and applications. Industrial Management & Data Systems, 105(4), 491-505. http://dx.doi.org/10.1108/02635570510592389. http://dx.doi.org/10.1108/02635570510592... , Bhuiyan et al. (2006)Bhuiyan, N., Baghel, A., & Wilson, J. (2006). A sustainable continuous improvement methodology at an aerospace company. International Journal of Productivity and Performance Management, 55(8), 671-687. http://dx.doi.org/10.1108/17410400610710206. http://dx.doi.org/10.1108/17410400610710... , Andersson et al. (2006)Andersson, R., Eriksson, H., & Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, 18(3), 282-296. http://dx.doi.org/10.1108/09544780610660004. http://dx.doi.org/10.1108/09544780610660...
Lean-Sigma (2000)	Using the best practices of Lean Manufacturing and Six Sigma to increase market share	Lean and Six Sigma tools and methods	Bhuiyan et al. (2006)Bhuiyan, N., Baghel, A., & Wilson, J. (2006). A sustainable continuous improvement methodology at an aerospace company. International Journal of Productivity and Performance Management, 55(8), 671-687. http://dx.doi.org/10.1108/17410400610710206. http://dx.doi.org/10.1108/17410400610710... , Andersson et al. (2006)Andersson, R., Eriksson, H., & Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, 18(3), 282-296. http://dx.doi.org/10.1108/09544780610660004. http://dx.doi.org/10.1108/09544780610660... , Drohomeretski et al. (2014)Drohomeretski, E., Costa, S. E. G., Lima, E. P., & Garbuio, P. A. D. R. (2014). Lean, six sigma and lean six sigma: an analysis based on operations strategy. International Journal of Production Research, 52(3), 804-824. http://dx.doi.org/10.1080/00207543.2013.842015. http://dx.doi.org/10.1080/00207543.2013....

Data Base	Initial search	Language filter	Area filter	Journal and conference papers	Complete papers
Engineering Village	208	202	196^* * Production Engineering; Management; Quality Assurance; Industrial Economics; Product Development; Industrial Engineering; Cost and Value; Production Planning; Manufacturing e Production Control.	196	28
Web of Science	419	415	255^ Management; Operations Research; Engineering Industrial; Business; Engineering Multidisciplinary; Engineering Manufacturing; Public Administration and Economics.	245	31
Science Direct	70	70	43^* ***** Business management and accouting; Economics; Engineering and Decision Sciences.	43	10
Scopus	901	882	756^** ****** Engineering; Business; Computer Science; Decision Science; Economics and Multidsiplinary.	655	34

No. Publicações

Autores de artigos relacionados ao uso da MC no PDP

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Kocaoglu et al. (1991)Kocaoglu, D. F., Deckro, R. F., Olson, M., Iyigun, G., Klein, J., & Zhou, S. (1991). Framework for continuous improvement in new product development. Proceedings of Portland International Conference on Management and Engineering and Technology (pp. 294). Portland: IEEE., Bessant et al. (1994)Bessant, J., Caffyn, S., Gilbert, J., Harding, R., & Webb, S. (1994). Rediscovering continuous improvement. Technovation, 14(1), 17-29. http://dx.doi.org/10.1016/0166-4972(94)90067-1.
http://dx.doi.org/10.1016/0166-4972(94)9... , Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061.
http://dx.doi.org/10.1111/1467-9310.0006... , Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621.
http://dx.doi.org/10.1108/00022669710161... , Bessant & Francis (1999)Bessant, J., & Francis, D. (1999). Developing Strategic Continuous Improvement Capability. International Journal of Operations & Production Management, 19(11), 1106-1119. http://dx.doi.org/10.1108/01443579910291032.
http://dx.doi.org/10.1108/01443579910291... , Lager (2000)Lager, T. (2000). A new conceptual model for the development of process technology in process industry. International Journal of Innovation Management, 4(3), 319-346., Berg et al. (2001)Berg, P., Pihlajamaa, J., Leinonen, M., & Leivo, V. (2001). Assessment of quality and maturity level of R&D. In Proceedings of 1st PICMET (pp. 168-182). Portland: PICMET., Brennan (2001)Brennan, L. (2001). Total quality management in a research and development environment. Integrated Manufacturing Systems, 12(2), 94-102. http://dx.doi.org/10.1108/09576060110384316.
http://dx.doi.org/10.1108/09576060110384... , Cole (2001)Cole, R. E. (2001). From continuous improvement to continuous innovation. Quality Management Journal, 8(4), 7-21., Sohal et al. (2003)Sohal, A. S., Terziovski, M., & Zutshi, A. (2003). Team-based strategy at Varian Australia: a case study. Technovation, 23(4), 349-357. http://dx.doi.org/10.1016/S0166-4972(01)00114-6.
http://dx.doi.org/10.1016/S0166-4972(01)... , Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125.
http://dx.doi.org/10.1080/09544820310001... , Nilsson-Witell et al. (2005)Nilsson-Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210.
http://dx.doi.org/10.1108/02656710510617... , Middel et al. (2007)Middel, R., Weegh, S., & Gieskes, J. (2007). Continuous improvement in The Netherlands: a survey-based study into current practices. International Journal of Technology Management, 37(3-4), 259-271. http://dx.doi.org/10.1504/IJTM.2007.012262.
http://dx.doi.org/10.1504/IJTM.2007.0122... , Cooper (2008)Cooper, R. (2008). Perspective: the stage-gates idea-to-launch process-update, what’s new, and NexGen systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x.
http://dx.doi.org/10.1111/j.1540-5885.20... , Cooper & Edgett (2008)Cooper, R. G., & Edgett, S. J. (2008). Maximizing productivity in product innovation. Research-Technology Management, 51(2), 47-58., Prajogo & Hong (2008)Prajogo, D. I., & Hong, S. W. (2008). The effect of TQM on performance in R&D environments: a perspective from South Korean firms. Technovation, 28(12), 855-863. http://dx.doi.org/10.1016/j.technovation.2008.06.001.
http://dx.doi.org/10.1016/j.technovation... , Cooper (2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57., Sun et al. (2009)Sun, H., Zhao, Y., & Yau, H. K. (2009). The relationship between quality management and the speed of new product development. The TQM Journal, 21(6), 576-588. http://dx.doi.org/10.1108/17542730910995855.
http://dx.doi.org/10.1108/17542730910995... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE., Salgado et al. (2009)Salgado, E. G., Mello, C. H. P., Silva, C. E. S., Oliveira, E. S., & Almeida, D. A. (2009). Análise da aplicação do mapeamento do fluxo de valor na identificação de desperdícios do processo de desenvolvimento de produtos. Gestão & Produção, 16(3), 344-356. http://dx.doi.org/10.1590/S0104-530X2009000300003.
http://dx.doi.org/10.1590/S0104-530X2009... , Fàbregas-Fernández et al. (2010)Fàbregas-Fernàndez, A., García-Montoya, F., Pérez-Lozano, P., Suñé-Negre, J. M., & Ticó, J. R. (2010). Quality assurance in research: incorporating ISSO 9001:2000 into a GMP quality management system in a pharmaceutical R+D+I Center. Accreditation and Quality Assurance, 15, 297-304., Sandoval-Arzaga & Suárez-Barraza (2010)Sandoval-Arzaga, F., & Suárez-Barraza, M. F. (2010). Experts within kaizen teams: how to get the most from their knowledge. Development and Learning Organizations, 24(4), 10-13. http://dx.doi.org/10.1108/14777281011056703.
http://dx.doi.org/10.1108/14777281011056... , Sun & Zhao (2010)Sun, H., & Zhao, Y. (2010). The empirical relationship between quality management and the speed of new product development. Total Quality Management, 21(4), 351-361. http://dx.doi.org/10.1080/14783361003606480.
http://dx.doi.org/10.1080/14783361003606... , Furuhjelm et al. (2011)Furuhjelm, J., Swan, H., & Tingström, J. (2011). Creating value through lean product development: applying lean principles. In Proceedings of the 18th International Conference on Engineering Design (ICED 11) (8 pp.) Copenhagen: The Design Society., Rossi et al. (2011)Rossi, M., Kerga, E. T., Taisch, M., & Terzi, S. (2011). Proposal of a method to systematically identify wastes in New Product Development Process. In Proceedings of the 2011 17th International Conference on Concurrent Enterprising (ICE 2011) (pp. 1-9). Aachen: IEEE., Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11., Kowang & Rasli (2011)Kowang, T. O., & Rasli, A. (2011). New product development in multi-location R&D organization: a concurrent engineering approach. African Journal of Business Management, 5(6), 2264-2275., Lodgaard & Aasland (2011)Lodgaard, E., & Aasland, K. E. (2011). An examination of the application of plan-do-check-act cycle in product development. Proceedings of the 18th international conference on engineering design (ICED11) (9 pp.). Kobenhavn: The Design Society., Schulze et al. (2013)Schulze, A., Schmitt, P., Heinzen, M., Mayrl, P., Heller, D., & Boutellier, R. (2013). Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator. International Journal of Computer Integrated Manufacturing, 26(12), 1136-1150. http://dx.doi.org/10.1080/0951192X.2011.608724.
http://dx.doi.org/10.1080/0951192X.2011.... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE., Chaudhuri (2013)Chaudhuri, A. (2013). Simultaneous improvement in development time, cost and quality: a practical framework for generic pharmaceuticals industry. R & D Management, 43(3), 227-241. http://dx.doi.org/10.1111/j.1467-9310.2012.00675.x.
http://dx.doi.org/10.1111/j.1467-9310.20... , Garcia-Sabater et al. (2012)Garcia-Sabater, J. J., Marin-Garcia, J. A., & Perello-Marin, M. R. (2012). Is implementation of continuous improvement possible? An evolutionary model of enablers and inhibitors. Human Factors and Ergonomics in Manufacturing & Service Industries, 0(0), 1-14., Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Sopelana et al. (2012)Sopelana, A., Flores, M., Martinez, L., Flores, K., & Sorli, M. (2012). The application of an assessment tool for lean product development: an exploratory study in Spanish Companies. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Khan et al. (2013)Khan, M., Al-Ashaab, A., Shehab, E., Haque, B., Ewers, P., Sorli, M., & Sopelana, A. (2013). Towards lean product and process development. International Journal of Computer Integrated Manufacturing, 26(12), 1105-1116. http://dx.doi.org/10.1080/0951192X.2011.608723.
http://dx.doi.org/10.1080/0951192X.2011.... , Song & Su (2015)Song, Y., & Su, Q. (2015). The relationship between quality management and new product development: evidence from China. Oper Manag Res, 8(1-2), 1-14. http://dx.doi.org/10.1007/s12063-014-0096-7.
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General practices that can be extended to the tmplementation of the CI in PDP	Authors
P1 - The company must create a CI culture, starting from the management level, with the creation of a set of behaviors and incentives to daily work that focus on the CI and allow it to be sustainable.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125. http://dx.doi.org/10.1080/09544820310001... , Nilsson-Witell et al. (2005)Nilsson-Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210. http://dx.doi.org/10.1108/02656710510617... , Sun & Zhao (2010)Sun, H., & Zhao, Y. (2010). The empirical relationship between quality management and the speed of new product development. Total Quality Management, 21(4), 351-361. http://dx.doi.org/10.1080/14783361003606480. http://dx.doi.org/10.1080/14783361003606... , Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11., Schulze et al. (2013)Schulze, A., Schmitt, P., Heinzen, M., Mayrl, P., Heller, D., & Boutellier, R. (2013). Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator. International Journal of Computer Integrated Manufacturing, 26(12), 1136-1150. http://dx.doi.org/10.1080/0951192X.2011.608724. http://dx.doi.org/10.1080/0951192X.2011.... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE., Khan et al. (2013)Khan, M., Al-Ashaab, A., Shehab, E., Haque, B., Ewers, P., Sorli, M., & Sopelana, A. (2013). Towards lean product and process development. International Journal of Computer Integrated Manufacturing, 26(12), 1105-1116. http://dx.doi.org/10.1080/0951192X.2011.608723. http://dx.doi.org/10.1080/0951192X.2011....
P2 - Improving communication. There should be regular communication with people involved in the PDP on the objectives and goals in order to identify CI needs and encourage participation.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE.
P3 - Top management must continually provide training opportunities to update skills and knowledge in techniques and tools used in the CI.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11., Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE.
P4 - Managers need to recognize possible blockades and barriers to implementation of CI. This will allow them to avoid wasting efforts on CI programs.	Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE.
P5 - Recognize and reward people for their efforts and actions related to the CI in all areas in the PDP or other R&D&I processes.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006...

Practices for deploying and sustaining the CI in PDP	Authors
P6 - The PDP managers or other R&D&I processes should understand what is CI and identify challenges when trying to extend the CI in PDP management. All of the PDP must understand the need for CI and the gains that can be obtained.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE., Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11.
P7 - Senior management should invite CI deployment specialists and encourage people allocated to the PDP and/or R&D&I processes talk to the experts of companies that have well-established CI in PDP.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE.
P8 - Use various improvement programs that focus on different issues, both in improving the product and improving the PDP, but they must be coordinated with regard to strategy, time, space and resources.	Nilsson-Witell et al. (2005)Nilsson-Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210. http://dx.doi.org/10.1108/02656710510617...
P9 - Adopt the principles of quality and/or lean in PDP or other R&D&I processes and make people think about them and seek their effective implementation.	Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125. http://dx.doi.org/10.1080/09544820310001... , Nilsson-Witell et al. (2005)Nilsson-Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210. http://dx.doi.org/10.1108/02656710510617... , Salgado et al. (2009)Salgado, E. G., Mello, C. H. P., Silva, C. E. S., Oliveira, E. S., & Almeida, D. A. (2009). Análise da aplicação do mapeamento do fluxo de valor na identificação de desperdícios do processo de desenvolvimento de produtos. Gestão & Produção, 16(3), 344-356. http://dx.doi.org/10.1590/S0104-530X2009000300003. http://dx.doi.org/10.1590/S0104-530X2009... , Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Khan et al. (2013)Khan, M., Al-Ashaab, A., Shehab, E., Haque, B., Ewers, P., Sorli, M., & Sopelana, A. (2013). Towards lean product and process development. International Journal of Computer Integrated Manufacturing, 26(12), 1105-1116. http://dx.doi.org/10.1080/0951192X.2011.608723. http://dx.doi.org/10.1080/0951192X.2011.... , Tuli & Shankar (2015)Tuli, P., & Shankar, R. (2015). Collaborative and lean new product development approach: a case study in the automotive product design. International Journal of Production Research, 53(8), 2457-2471. http://dx.doi.org/10.1080/00207543.2014.974849. http://dx.doi.org/10.1080/00207543.2014....
P10 - Organize the CI as a separete process/project from the development projects management.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Nilsson-Witell et al. (2005)Nilsson-Witell, L., Antoni, M., & Dahlgaard, J. J. (2005). Continuous improvement in product development: Improvement programs and quality principles. International Journal of Quality & Reliability Management, 22(8), 754-776. http://dx.doi.org/10.1108/02656710510617210. http://dx.doi.org/10.1108/02656710510617...
P11 - Prepare a report of unconformities on the PDP to suggestions for improvement and implement a database to capture best practices and lessons learned in the PDP.	Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Rossi et al. (2011)Rossi, M., Kerga, E. T., Taisch, M., & Terzi, S. (2011). Proposal of a method to systematically identify wastes in New Product Development Process. In Proceedings of the 2011 17th International Conference on Concurrent Enterprising (ICE 2011) (pp. 1-9). Aachen: IEEE., Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11., Khan et al. (2013)Khan, M., Al-Ashaab, A., Shehab, E., Haque, B., Ewers, P., Sorli, M., & Sopelana, A. (2013). Towards lean product and process development. International Journal of Computer Integrated Manufacturing, 26(12), 1105-1116. http://dx.doi.org/10.1080/0951192X.2011.608723. http://dx.doi.org/10.1080/0951192X.2011....
P12 - Using tools and techniques of the CI as the VSM (Value Stream Mapping) and other tools for process modeling, and quality management tools to identify and eliminate waste in the PDP.	Kocaoglu et al. (1991)Kocaoglu, D. F., Deckro, R. F., Olson, M., Iyigun, G., Klein, J., & Zhou, S. (1991). Framework for continuous improvement in new product development. Proceedings of Portland International Conference on Management and Engineering and Technology (pp. 294). Portland: IEEE., Caffyn (1997)Caffyn, S. (1997). Extending continuous improvement to the new product development process. R & D Management, 27(3), 253-267. http://dx.doi.org/10.1111/1467-9310.00061. http://dx.doi.org/10.1111/1467-9310.0006... , Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125. http://dx.doi.org/10.1080/09544820310001... , Cooper (2008Cooper, R. (2008). Perspective: the stage-gates idea-to-launch process-update, what’s new, and NexGen systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20... , 2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57., Sun et al. (2009)Sun, H., Zhao, Y., & Yau, H. K. (2009). The relationship between quality management and the speed of new product development. The TQM Journal, 21(6), 576-588. http://dx.doi.org/10.1108/17542730910995855. http://dx.doi.org/10.1108/17542730910995... , Salgado et al. (2009)Salgado, E. G., Mello, C. H. P., Silva, C. E. S., Oliveira, E. S., & Almeida, D. A. (2009). Análise da aplicação do mapeamento do fluxo de valor na identificação de desperdícios do processo de desenvolvimento de produtos. Gestão & Produção, 16(3), 344-356. http://dx.doi.org/10.1590/S0104-530X2009000300003. http://dx.doi.org/10.1590/S0104-530X2009... , Sun & Zhao (2010)Sun, H., & Zhao, Y. (2010). The empirical relationship between quality management and the speed of new product development. Total Quality Management, 21(4), 351-361. http://dx.doi.org/10.1080/14783361003606480. http://dx.doi.org/10.1080/14783361003606... , Yan & Makinde (2009)Yan, B., & Makinde, O. D. (2009). Modelling the Long term impact of existing products on perceived value of new products. In Proceedings of the 2009 IEEE IEEM - Industrial Engineering and Engineering Management (pp. 1136-1140). Hong Kong: IEEE., Schulze et al. (2013)Schulze, A., Schmitt, P., Heinzen, M., Mayrl, P., Heller, D., & Boutellier, R. (2013). Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator. International Journal of Computer Integrated Manufacturing, 26(12), 1136-1150. http://dx.doi.org/10.1080/0951192X.2011.608724. http://dx.doi.org/10.1080/0951192X.2011.... , Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Sopelana et al. (2012)Sopelana, A., Flores, M., Martinez, L., Flores, K., & Sorli, M. (2012). The application of an assessment tool for lean product development: an exploratory study in Spanish Companies. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Tyagi et al. (2015)Tyagi, S., Choudhary, A., Cai, X., & Yang, K. (2015). Value stream mapping to reduce the lead-time of a product development process. International Journal of Production Economics, 160, 202-212. http://dx.doi.org/10.1016/j.ijpe.2014.11.002. http://dx.doi.org/10.1016/j.ijpe.2014.11...
P13 - Analyze the causes of problems in the PDP.	Cooper (2008Cooper, R. (2008). Perspective: the stage-gates idea-to-launch process-update, what’s new, and NexGen systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20... , 2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57., Khan et al. (2013)Khan, M., Al-Ashaab, A., Shehab, E., Haque, B., Ewers, P., Sorli, M., & Sopelana, A. (2013). Towards lean product and process development. International Journal of Computer Integrated Manufacturing, 26(12), 1105-1116. http://dx.doi.org/10.1080/0951192X.2011.608723. http://dx.doi.org/10.1080/0951192X.2011....
P14 - Do not blame the PDP team when problems occur.	Cooper (2008Cooper, R. (2008). Perspective: the stage-gates idea-to-launch process-update, what’s new, and NexGen systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20... , 2009)Cooper, R. (2009). How companies are reinventing their Idea-to-launch methodologies. Technology Management, 52(2), 47-57., Sun & Zhao (2010)Sun, H., & Zhao, Y. (2010). The empirical relationship between quality management and the speed of new product development. Total Quality Management, 21(4), 351-361. http://dx.doi.org/10.1080/14783361003606480. http://dx.doi.org/10.1080/14783361003606...
P15 - Apply PDP performance metrics to identify improvement opportunities and implement them.	Regan & Kleiner (1997)Regan, P., & Kleiner, B. H. (1997). New developments in improving quality management in research and development. Aircraft Engineering and Aerospace Technology, 69(1), 26-30. http://dx.doi.org/10.1108/00022669710161621. http://dx.doi.org/10.1108/00022669710161... , Haque & James-Moore (2004)Haque, B., & James-Moore, M. (2004). Applying lean thinking to new product introduction. Journal of Engineering Design, 15(1), 1-31. http://dx.doi.org/10.1080/0954482031000150125. http://dx.doi.org/10.1080/09544820310001... , Cooper (2008Cooper, R. (2008). Perspective: the stage-gates idea-to-launch process-update, what’s new, and NexGen systems. Journal of Product Innovation Management, 25(3), 213-232. http://dx.doi.org/10.1111/j.1540-5885.2008.00296.x. http://dx.doi.org/10.1111/j.1540-5885.20... , 2009), Ringen & Holtskog (2011)Ringen, G., & Holtskog, H. (2011). How enablers for lean product development motivate engineers. International Journal of Computer Integrated Manufacturing, 26(12), 1-11., Schulze et al. (2013)Schulze, A., Schmitt, P., Heinzen, M., Mayrl, P., Heller, D., & Boutellier, R. (2013). Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator. International Journal of Computer Integrated Manufacturing, 26(12), 1136-1150. http://dx.doi.org/10.1080/0951192X.2011.608724. http://dx.doi.org/10.1080/0951192X.2011.... , Rossi et al. (2012)Rossi, M., Taisch, M., & Terzi, S. (2012). Lean Product Development: a five-steps methodology for continuous improvement. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE., Sopelana et al. (2012)Sopelana, A., Flores, M., Martinez, L., Flores, K., & Sorli, M. (2012). The application of an assessment tool for lean product development: an exploratory study in Spanish Companies. In Proceedings of the 2012 18th International Conference on Engineering, Technology and Innovation (pp. 1-10). Munich: IEEE.

Company	Respondents
A	Manager of lean manufacturing (CI) Technical service laboratory manager (PDP) Technical specialist 1 and Black Belt (PDP and CI) Technical specialist 2 and Black Belt (PDP and CI) Black Belt manufacturing involved in PDP (PDP and CI)
B	Coordinator of product quality projects (CI) Product development senior manager (PDP) Process engineer and Black Belt (PDP AND CI) Manager of development projects (PDP)
C	Excellence in innovation manager (CI) Process and development senior engineer (PDP) Operational excellence project manager (PDP and CI) Senior researcher of R&D (PDP)
D	Manager of innovation projects (PDP) Manufacturing process and ci coordinator (CI) Process engineer (PDP AND CI) Technology engineer (PDP)

Characteristics	Company A	Company B	Company C	Company D
Capital	Multinational	Multinational	Multinational	National
Sector	Consumer goods	Home appliances	Chemical	Cosmetic
Size	Large	Large	Large	Large
Number of employees (Brazil)	4000	14000	2500	5000
Number of employees in R&D in Brazil	170	700	100	250
Annual revenues (Brazil-2013)	$1.2 billion	$3 billion	$1.2 billion	$2.5 billion
Average annual investment in innovative activities	5% to 7% of revenues	$ 100 million a year in Brazil	$ 50 million a year in Brazil	2.9% of revenues
% Of sales from new products	32% of the revenue from products with less than five years	25% of sales from products with less than five years	25% of sales from products less than five years	65% of sales are for products with less than 2 years

Instrument	Company A	Company B	Company C	Company D
Direct observation	Two visits to the R&D Laboratory and the productive area	A visit to the R&D division and the production area	Visits to the central unit, the production area and other to the R&D Center	A visit to the company in development and improvement of products areas
Interviews	5	4	4	4
Other instruments / observation means	Participation in lectures and workshops, exchange of e-mails and telephone conversations. Access to documentation of innovation project management.	Exchange of e-mails and telephone conversations. Access to documentation of innovation project management.	E-mail exchanges and telephone conversations to complement data and answer questions.	Contact by e-mails and telephone conversations to complement data and answer questions.

CI use	Company
CI use	A	B	C	D
Use of CI in the PDP management	-Present, but unstructured - High importance - The company seeks greater structuring of the development process.	- Present, but unstructured -High importance -The company has no specific improvement actions.	- Present -High importance -There are assessment initiatives and improvement in PDP.	- Absent -High importance -The company has no specific improvement actions.
Use of CI programs, tools or methods in other R&D&I processes	-Absent -Medium importance for processes involving Research	-Absent -Medium importance	-Present -High importance -The Company uses in low-grade CI tools and practices in other R&D&I processes.	-Absent -Low importance

Practices	Company A	Company B	Company C	Company D
P1	Low use. There is the dissemination of the need of CI, but there are still no effective actions for their achievement in the PDP and other R&D&I processes.	Low use. There are only ad hoc actions of improvements, but there is no systematization of the actions.	Medium use. The company proposes CI projects and actions in the PDP and other R&D&I processes with an incentive to project managers and employees in the area.	Not used. The company also believes that the CI actions are focused on operational processes.
P2	Medium use. There is communication with those involved in the PDP of the main problems that need to be improved.	Medium use. There is communication of the main problems that need to be improved in forums and committees.	Medium use. There is communication of the main problems that need to be improved.	Low use. Communication is an important factor for the company, but there is no communication on identifying and solving problems in the PDP.
P3	High use. The Six Sigma program is widespread and there is also training consistency to the team of technical area.	High use. The Six Sigma program is widespread and there is constant training and members of the R&D team who are Belts.	High use. There is a concern with the CI and management excellence, with periodic training of R&D staff.	Low use. There are few training opportunities about CI and these are very general.
P4	Not used.	Not used.	Not used.	Not used.
P5	Not used.	Not used.	Not used.	Not used.
P6	Low use. All people are trained in principles of Six Sigma program, including managers. There is understanding of the program and benefits, but there is still no action to extend it effectively to the PDP.	Low use. All people are trained in principles of Six Sigma program, including managers. There is understanding of the program and benefits, but there is still no action to extend it effectively to the PDP.	High use. Project managers are trained in CI tools and try to extend the application to the PDP through an area of excellence in innovation	Not used. The company also believes that CI actions are focused on operational processes.
P7	Not used.	Not used.	Not used.	Not used.
P8	Medium use. It is used more than one program, but the focus on improving the PDP is not yet structured.	Medium use. It is used more than one program, but the focus on improving the PDP is not yet structured.	Medium use. It is used more than one program, but there is no coordination of efforts.	Medium use. It is used more than one program, but the focus on improving the PDP is not yet structured.
P9	Low use. The principles of quality are spread mainly by Six Sigma.	Low use. The principles of quality are spread mainly by Six Sigma.	Medium use. The principles of quality are widespread and there is a concern that people related to R&D&I apply them.	Not used.
P10	Not used.	Not used.	Low use. The first CI projects begin to be structured and executed.	Not used.
P11	Medium use. There is a database of best practices, but there are no reports of non-compliance.	Medium use. There are analysis and identification of best practices.	High use. There are documents and standards for the dissemination of good practices in database for all projects and reports on suggestions for improvements.	Low use. There are procedures of good practices.
P12	Low use. There is early mapping and modeling of processes.	Low use. There is mapping and modeling of processes.	Medium use. Using Six Sigma projects to improve the PDP and in some business units use the VSM in PDP.	Low use. There is mapping and modeling processes.
P13	Not used.	Not used.	Low use. No specific procedures.	Not used.
P14	Medium use. The problems are discussed at meetings to try to identify solutions.	Low use.	Medium use. The problems occurring in projects are discussed in project team meetings. The focus of these discussions is to find the cause of the problem and create documents and reports so do not occur in future projects.	Low use.
P15	Low use. Apply metrics, but not with the purpose of feedback to make CI.	Low use. Apply metrics, but not with the intention of performing CI.	Medium use. Indicators such as runtime, expected financial return and accuracy obtained are used to identify areas for improvement.	Low use. Metrics are applied, but not with the intention of having feedback to perform CI.

Practices	Analysis of the use of practices
P1	Companies find difficulties in this practice to effective actions on the management side encouraging CI and a systematic use.
P2	The practice of communication is being implemented so that the people involved know the main problems to improve, but there is still no stipulation of goals and improvement objectives in PDP or other R&D&I processes.
P3	This is the practice more used by companies interviewed, three of them have high utilization, two companies maintain a periodicity of training due to Six Sigma being disseminated to all parts of the organization. The other has a concern for management excellence and trains people from both the operational area as R&D in CI tools and techniques.
P4	It is not a widespread and widely used practice by companies, showing that there is still a lack of planning for the implementation of CI in the PDP and other R&D&I processes.
P5	It is not a widespread and widely used practice by companies. Despite being widely used to increase the commitment with the CI of those responsible for operational processes, the same strategy does not occur to the PDP or other R & D & I processes.
P6	For two of the companies studied, there are training in principles of the CI, including the managers, mainly through the Six Sigma program. But still no action to extend it effectively to the PDP. The company C, which has an area of Excellence in Innovation presents a slightly different scenario, with greater application of CI.
P7	It is not a widespread and widely used practice by companies for not be a deployment culture of CI in the PDP and not be the benchmarks possibility as occurs for CI applied to manufacturing or administrative processes.
P8	All companies use more than one CI program, but none of them has focused on the PDP’s CI or other R&D&I processes. The focus of the program is still in manufacturing and in some administrative processes.
P9	Two companies (A and B) have knowledge of the principles of quality, reliability and CI in the PDP because they are trained in Six Sigma for the application of DFSS in PDP. However this knowledge is still not very widespread for CI actions/projects. In company C there is a greater concern that the PDP people apply with greater intensity the principles of quality and improvement.
P10	The use of the practice is low or null, the CI actions occur in an unstructured way, often within the PDP own activities. There is still no structure CI projects or actions with planning and separate schedules of the PDP.
P11	The companies studied are already organizing, initiating, generally, by the identification of good practices and with the intention of subsequently analyze nonconformities and generate suggestions for improvement.
P12	There is still low use of such practice by companies, in most there is an effort to mapping and modeling of processes, but only one of them already use other tools and structure CI projects to improve the PDP.
P13	Although there is a concern with the structure of the PDP, when problems occur in this process there is still no systematic research into the causes of these problems. Much is due to the belief that each development is unique and these problems are specific to that process execution.
P14	In two of the companies studied, the discussion of the problems occur in general meetings, as a way of learning to the PDP, but there is still not a way to systematically not fault the staff but to identify and solve problems.
P15	The application of metrics occurs in all companies studied, but few of this information is used as a way to foster CI actions and activities.

Practice	Company A					Company B				Company C				Company D
Practice	Res. 1	Res. 2	Res. 3	Res. 4	Res. 5	Res. 1	Res. 2	Res. 3	Res. 4	Res. 1	Res. 2	Res. 3	Res. 4	Res. 1	Res. 2	Res. 3	Res. 4
1	0	1	2	1	1	0	1	1	0	2	2	2	1	0	0	1	0
2	1	2	2	3	2	3	3	2	2	2	3	2	2	1	0	1	1
3	2	1	3	3	3	3	3	3	2	3	3	3	1	1	3	1	1
4	0	0	2	2	0	1	0	0	0	0	0	1	0	0	2	0	0
5	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
6	1	0	1	3	1	1	2	1	2	3	2	3	1	0	0	1	0
7	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
8	3	1	2	2	2	3	2	2	2	2	2	3	2	1	2	2	1
9	0	1	1	2	1	1	0	1	2	2	2	3	2	0	0	0	0
10	0	0	0	0	0	0	0	0	0	1	0	1	0	0	0	0	0
11	2	3	2	2	1	2	2	1	2	2	3	2	3	3	1	1	1
12	1	1	3	2	1	1	2	1	1	1	2	2	2	1	0	1	0
13	0	0	2	2	0	1	2	0	0	1	1	1	0	1	0	0	0
14	2	2	2	2	2	1	1	1	1	2	2	2	2	1	1	1	1
15	1	3	2	1	2	1	2	0	1	1	2	1	2	2	0	1	1

Pratices	Mean				Median				Mode				Standard deviation
Pratices	A	B	C	D	A	B	C	D	A	B	C	D	A	B	C	D
1	1.0	0.5	1.8	0.3	1	0.5	2	0	1	0	2	0	0.71	0.58	0.50	0.50
2	2.0	2.5	2.3	0.8	2	2.5	2	1	2	3	2	1	0.71	0.58	0.50	0.50
3	2.4	2.8	2.5	1.5	3	3	3	1	3	3	3	1	0.89	0.50	1.00	1.00
4	0.8	0.3	0.3	0.5	0	0	0	0	0	0	0	0	1.10	0.50	0.50	1.00
5	0.0	0.0	0.0	0.0	0	0	0	0	0	0	0	0	0.00	0.00	0.00	0.00
6	1.2	1.5	2.3	0.3	1	1.5	2.5	0	1	1	3	0	1.10	0.58	0.96	0.50
7	0.0	0.0	0.0	0.0	0	0	0	0	0	0	0	0	0.00	0.00	0.00	0.00
8	2.0	2.3	2.3	1.5	2	2	2	1.5	2	2	2	1	0.71	0.50	0.50	0.58
9	1.0	1.0	2.3	0.0	1	1	2	0	1	1	2	0	0.71	0.82	0.50	0.00
10	0.0	0.0	0.5	0.0	0	0	0.5	0	0	0	1	0	0.00	0.00	0.58	0.00
11	2.0	1.8	2.5	1.5	2	2	2.5	1	2	2	2	1	0.71	0.50	0.58	1.00
12	1.6	1.3	1.8	0.5	1	1	2	0.5	1	1	2	1	0.89	0.50	0.50	0.58
13	0.8	0.8	0.8	0.3	0	0.5	1	0	0	0	1	0	1.10	0.96	0.50	0.50
14	2.0	1.0	2.0	1.0	2	1	2	1	2	1	2	1	0.00	0.00	0.00	0.00
15	1.8	1.0	1.5	1.0	2	1	1.5	1	1	1	1	1	0.84	0.82	0.58	0.82

Prática	Empresa A					Empresa B				Empresa C				Empresa D
Prática	Ent. 1	Ent. 2	Ent. 3	Ent. 4	Ent. 5	Ent. 1	Ent. 2	Ent. 3	Ent. 4	Ent. 1	Ent. 2	Ent. 3	Ent. 4	Ent. 1	Ent. 2	Ent. 3	Ent. 4
1	0	1	2	1	1	0	1	1	0	2	2	2	1	0	0	1	0
2	1	2	2	3	2	3	3	2	2	2	3	2	2	1	0	1	1
3	2	1	3	3	3	3	3	3	2	3	3	3	1	1	3	1	1
4	0	0	2	2	0	1	0	0	0	0	0	1	0	0	2	0	0
5	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
6	1	0	1	3	1	1	2	1	2	3	2	3	1	0	0	1	0
7	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0	0
8	3	1	2	2	2	3	2	2	2	2	2	3	2	1	2	2	1
9	0	1	1	2	1	1	0	1	2	2	2	3	2	0	0	0	0
10	0	0	0	0	0	0	0	0	0	1	0	1	0	0	0	0	0
11	2	3	2	2	1	2	2	1	2	2	3	2	3	3	1	1	1
12	1	1	3	2	1	1	2	1	1	1	2	2	2	1	0	1	0
13	0	0	2	2	0	1	2	0	0	1	1	1	0	1	0	0	0
14	2	2	2	2	2	1	1	1	1	2	2	2	2	1	1	1	1
15	1	3	2	1	2	1	2	0	1	1	2	1	2	2	0	1	1

Práticas	Média				Mediana				Moda				Desvio Padrão
Práticas	A	B	C	D	A	B	C	D	A	B	C	D	A	B	C	D
1	1,0	0,5	1,8	0,3	1	0,5	2	0	1	0	2	0	0,71	0,58	0,50	0,50
2	2,0	2,5	2,3	0,8	2	2,5	2	1	2	3	2	1	0,71	0,58	0,50	0,50
3	2,4	2,8	2,5	1,5	3	3	3	1	3	3	3	1	0,89	0,50	1,00	1,00
4	0,8	0,3	0,3	0,5	0	0	0	0	0	0	0	0	1,10	0,50	0,50	1,00
5	0,0	0,0	0,0	0,0	0	0	0	0	0	0	0	0	0,00	0,00	0,00	0,00
6	1,2	1,5	2,3	0,3	1	1,5	2,5	0	1	1	3	0	1,10	0,58	0,96	0,50
7	0,0	0,0	0,0	0,0	0	0	0	0	0	0	0	0	0,00	0,00	0,00	0,00
8	2,0	2,3	2,3	1,5	2	2	2	1,5	2	2	2	1	0,71	0,50	0,50	0,58
9	1,0	1,0	2,3	0,0	1	1	2	0	1	1	2	0	0,71	0,82	0,50	0,00
10	0,0	0,0	0,5	0,0	0	0	0,5	0	0	0	1	0	0,00	0,00	0,58	0,00
11	2,0	1,8	2,5	1,5	2	2	2,5	1	2	2	2	1	0,71	0,50	0,58	1,00
12	1,6	1,3	1,8	0,5	1	1	2	0,5	1	1	2	1	0,89	0,50	0,50	0,58
13	0,8	0,8	0,8	0,3	0	0,5	1	0	0	0	1	0	1,10	0,96	0,50	0,50
14	2,0	1,0	2,0	1,0	2	1	2	1	2	1	2	1	0,00	0,00	0,00	0,00
15	1,8	1,0	1,5	1,0	2	1	1,5	1	1	1	1	1	0,84	0,82	0,58	0,82

[TFN100] ^*
Production Engineering; Management; Quality Assurance; Industrial Economics; Product Development; Industrial Engineering; Cost and Value; Production Planning; Manufacturing e Production Control.

[TFN200] ^**
Management; Operations Research; Engineering Industrial; Business; Engineering Multidisciplinary; Engineering Manufacturing; Public Administration and Economics.

[TFN300] ^***
Business management and accouting; Economics; Engineering and Decision Sciences.

[TFN400] ^****
Engineering; Business; Computer Science; Decision Science; Economics and Multidsiplinary.

Brasil

Brasil

Practices for continuous improvement of the Product Development Process: a comparative analysis of multiple cases

Abstract