外文翻译--中小型地区企业新产品开发的挑战(编辑修改稿)

外文翻译--中小型地区企业新产品开发的挑战(编辑修改稿)内容摘要：

ble of carrying out specific operations. Once the designing activities have been pleted and the models chosen, tools and equipment are prepared and internal or external manufacturing begins (second supplier involvement). It is important to contact the suppliers promptly so as to reserve their productive capacity and fix the working times and delivery dates. At the same time as ponents are being manufactured, the tools for welding must be produced. Once the parts have been delivered, the cycle of assembly begins, . welding of the ring pieces together to which then the temples are joined to plete the samples. Finally the operations of finishing, packaging and expediting to the sales channels are carried out. This NPD mapping analysis enabled us to identify some typical problems faced by the SMEs. They are mostly organisational and managerial problems that can be summarised as： Poor or rough formalisation of the steps in product development. We think that significant improvements in NPD performances could be obtained by a clearer reconstruction of the phases, activities and tasks. Weak connections and overlapping between the creative, technical/design and manufacturing 、Instruments for organisational coordination that would link the different petencies and responsibilities are lacking. Limited monitoring of the temporal milestones. Therefore delays are 、 Difficulties in integrating and synchronising the external contributions, which – as mentioned before – occur in almost all the development stages. Downstream from the analysis of the NPD processes, we tried to individuate ways to reappraise and reorganise these activities. The first type of intervention concerns the cultural sphere as this is where we encountered the main obstacles to innovation. Some deeplyrooted assumptions regarding the NPD process exist in the firms analysed and need to be changed. Much of the following section is the result of a knowledgebased approach to NPD. According to our data and the opinions of several experts interviewed, some deeplyrooted assumptions which hinder the improvement of NPD activities need to be changed. Such as Product value： from “material”, “tangible” and connected to its “functionality” to intangible, linked to its capacity to identify with a style. Designers’ task: to capture explicit and implicit market requirements , to represent a vision, to impose a style, to identify and integrate potential sources for innovation. NPD: develop a process connecting distributed knowledge, a shared responsibility. Knowledge: also tacit, spread in pluralistic domains, considered as a collective patrimony. Organizational design: Hierarchical level reduction, interfunctional teams with extended tasks mgt by process and projects. Local system: the locus of contextual and tacit knowledge, a source of distinctive capabilities. In this paper we present the main results of a research project aimed at rationalising and improving the NPD process in SMEs of the Italian eyewear district. On the bases of empirical evidence, the specificity of this product and the main steps in its development were identified. Then, the problems and limitations usually faced by the SMEs are highlighted. Finally, the study suggests appropriate methodologies for NPD. Many limitations mentioned in the literature on NPD activities in the SMEs are confirmed. For example SMEs often resisted the introduction of several CE tools. Most。