Leveraging Past Product Performance Knowledge Shortens Time to Market

By DE Editors

  Aberdeen Group’s recent benchmark report,  Simulation Lifecycle Management: Driving Better Engineering Decisions and Speed to Market, finds that manufacturers are managing product performance data and information to primarily save time in development schedules instead of cutting costs or increasing quality. Aberdeen found that top performers are able to remove an average of 1.1 physical prototypes and 1.9 rounds of testing by running 2.8 more simulations than their competitors, saving between 14 and 109 days in time to market.

  Chad Jackson, research and service director for product innovation and engineering at Aberdeen, observes that, “the results of this benchmark shows the emergence of data, information, and knowledge management efforts to support the engineering of a product’s function and not just designing its form or fit. In a way, this feels like engineering is muscling its way back into product development and getting the limelight is deserves.”

  The report offers the following recommendations for companies seeking the highest return on their product performance data:

• Centrally manage your simulation and testing models, configurations and results;
• Formally document how your simulation data,  testing results and product data drive product decisions in the development process;
• Deploy a knowledge-management system to capture product performance lessons learned using wizards or guides to deliver them.

  Aberdeen Group’s recent benchmark report,  Simulation Lifecycle Management: Driving Better Engineering Decisions and Speed to Market, finds that manufacturers are managing product performance data and information to primarily save time in development schedules instead of cutting costs or increasing quality. Aberdeen found that top performers are able to remove an average of 1.1 physical prototypes and 1.9 rounds of testing by running 2.8 more simulations than their competitors, saving between 14 and 109 days in time to market.

Chad Jackson, research and service director for product innovation and engineering at Aberdeen, observes that, “the results of this benchmark shows the emergence of data, information, and knowledge management efforts to support the engineering of a product’s function and not just designing its form or fit. In a way, this feels like engineering is muscling its way back into product development and getting the limelight is deserves.”

  The report offers the following recommendations for companies seeking the highest return on their product performance data:

• Centrally manage your simulation and testing models, configurations and results;
• Formally document how your simulation data,  testing results and product data drive product decisions in the development process;
• Deploy a knowledge-management system to capture product performance lessons learned using wizards or guides to deliver them.

  Aberdeen Group
Boston, MA
aberdeen.com