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Example research essay topic: R Amp D Computer Aided - 1,191 words

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... Nokia uses Life Cycle Assessments (LCA) of products to understand their environmental impact. LCA is based on identifying and quantifying the energy and materials used, and the emissions and waste released to the environment. The environmental design is an integrated part of the whole design process. A special area of interest is the possibility to replace relevant substances in Nokia's products with more environmental friendly alternatives.

Nokia has already studied the options of using lead in the soldering process, and halogen-free flame retardants in components like cables and printed circuit boards. Today, research continues to explore the possibilities to replace chrome as the surface material in certain infrastructure products by recyclable plastics. The utmost importance is to make sure that no additional substances are added to the plastics that made them non-recyclable. 3. 2. 5 Teamwork Nokia has established multi-functional design teams for all of their products. They represent a core group of functional areas, such as R& D, finance, marketing, manufacturing, engineering and etc... Training of individual team members is relatively informal. Team leaders or program managers, however, usually are required to participate in some kind of formal facilitator or leader training.

Team members are vital to the success of the group. They are asked to be more innovative in creating new products. In addition, teams are given greater authority and they are accountable for the success or failure of the project. 3. 3 Process Design 3. 3. 1 Process Planning Nokia's overall approach for production is not easy to define. It produces its main product, the phone, in factories using mass production techniques. Its networks solutions are a more unique service that works on project groups.

Again one of the largest themes that stands out at Nokia is teamwork. Almost every assignment of any importance at Nokia is given to a team, and managing the company is no exception. Decisions are made at the lowest level possible, and the top management trusts the general managers of the factories and R& D directors to choose which equipment to use, technology to pursue, and processes to follow. The environmental factor is also under the consideration. 3. 3. 2 Facility Planning As we have mentioned earlier, at the end of 2000, Nokia has established 23 production facilities in 10 countries.

It has 55 R& D centers in 15 countries, a global network of distribution, sales & customer services as well as other operational units. Without any doubts, the expansion will continue. The Chief Executive Officer trusts his facility managers to run his facilities. There are certain shared systems it keeps as standard, but the staff is allowed to be creative. This approach has allowed operations in different markets to be managed by people who are familiar with the region. Nokia understands that only the people who have the best knowledge of the markets can make a good decision. 4.

OTHER KEY POINTS Due to the size constrain of this report, I am unable to include all the issues in this topic. But there are two important points which I would like to touch on. 4. 1 Service Design As the function of service is becoming more and more important, it is increasingly difficult to separate the service design from product design. For Nokia, Dr. Robert Coopers 13 phases of product development process is not the end of its design. After launching the product in the market, Nokia also provides maintenance and after-sales support.

This is also proven to be up-toccata and quite satisfactory. 4. 2 Computer-aided Tools Nokia makes good advantage of computer-aided tools, including both hardware and software, which makes its design of product and service more efficient. 5. RECOMMENDATION Undoubtedly that Nokia has done quite a good job to achieve its mission of Connecting People. Nokia realized some culture differences among countries. Language is obviously the most significant one. In 1996, Nokia introduced the 8110 hand phone across Asia which was the first mobile phone ever designed to give commands in English, Chinese, Thai, Bahasa Indonesia, Bahasa Malaysia, along with Spanish. The Chinese text was offered in both traditional and simplified characters to cater to the overseas and mainland markets.

Yet if you compare the ways of Chinese characters input between Nokia and Motorola, you will discover that the latter is more user-friendly. By giving some intelligent choices, users need not repeat the tedious process every time. This is the area which Nokia should look into. Nokia is not the only company eyeing at this market of 1. 3 billion people. Both Motorola and Ericsson have beaten Nokia in the Chinese market by several years.

Currently many Japanese manufacturers are entering into this large and growing market. In fact, many of the Japanese companies such as Sony, Panasonic and etc. have done a better job to attract young customers. Due to some cultural similarity, the Japanese designs managed to capture the hearts of the younger generations better than their European counterparts. In addition to technology improvement, it is the high time that Nokia carries out some enhancements specially for its Chinese customers. Nokia should add more cultural factors in the design of its products.

Though the cost may increase as a result, but it will be well paid off by gaining a bigger market shares which will eventually lead to higher profitability. 6. CONCLUSION Whenever a new model of Nokia mobile phone is launched in the market, Nokia considers that more than just another project done. Instead Nokia sees it as an accomplishment that involves the contributions from both inside and outside parties: employees, customers as well as its service and process design staff. Just like Nokia, the development of new products, services and processes will continue to be a vital part of every organization. A competent system of product, service and process design is the only answer to an ever changing market place, and ultimately determines the long term survival of an organization. 7. REFERENCES 1.

Also You, (1990), Integrating customer requirements into product design, Quality Function Deployment, Productivity Press 2. Arthur V. Hill, (2001), The encyclopedia of operations management Term, web 3. Eric Rodney, Peter Of, and Glenn Mazur, (2000), GEMBA research in the Japanese cellular phone market, 2000 QFD Institute & 2000 Nokia Mobile Phones 4. Hannu Marjakangas, (1999), Practical experiences of process improvement in fixed switching R& D of Nokia telecommunications, Nokia Telecommunications 5. Kenneth Crow, (1996), A strategic approach to product and process development, web 6.

Nigel Slack, Stuart Chambers, Christine Harland, Alan Harrison, and Robert Johnston, (1998), Design in operations management, The design of products and services, Design of the operations network, Layout and flow and Process technology Operations Management, Pearson Education 7. Mitchell M Tseng, Jianxin Jiao and Chuan-Jun Su, (1998), Virtual prototyping for customized product development, Integrated Manufacturing Systems, MCB University Press 8. Paul S. Adler, Avi Mandelbaum, Vien Nguyen, and Elizabeth Schwerer, (1996), Ideas at work: getting the most out of your product development process, Harvard Business Review 9.

Pentti Route, (2001), Developing a product, web 10. Zhihai Zhang, (1998), Application of experimental design in new product development, The TQM Magazine, MCB University Press 11. web 12. web 13. web


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