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in the recent past the roles of research and development and manufacturing organizations have

changed dramatically. this change has focused a considerable amount of attention on the interface

between the development ariented organizations (the inventors) and implementation oriented

organizations (the builders).

todays rapidly changing society requires highly responsive R&D and manufacturing organizationto develop new products and processes in order to offset competitive forces, reduce manufacturing

coasts, meet productivity and conversion of batch processes to continous processes reduce equipment

and manufacturing coasts and are crucial to business profitability in todays high interest rate, high

inflationary economy. if new processes and new products can be manufactured in existing equipment in

reduces plant equipment coast, and also compresses time. however, the ability of the two organizations

to respond in harmony to these demands is a key management challenge and brings us to the

R&D/manufacturing interface.

THE ORGANIZATIONS BASIC CHARACTERISTICS AND DIFFERENCES THE KEY TO THE PROBLEM

before we discuss the issue of improving the R&D/manufacturing interface, it is worthwhile to

examine some of the basic characteristics of the to organizations, for example. the typical research and

development organization considers independence a valuable asset. the ability the pursue new. creative

ideas, independent of businesses. need led to many new, innovative and profitable businesses. Each of

us can point to many highly successful ventures whice arose from a blue sky experiment with little or

no thought of potensial business opportunity. we certainly would not want to ever close the door on

such activities. however, from the viewpoint of manufacturing organization in need of a particular

development at a specific critical time, this nondirected approach is waste, and the reason for the

excessive time delay between discovery and successful implementation of new ideas.

the manufacturing organization is typically characterized as a huge monolith incapable ofchange and tremendously staid. in contrast to the R&D organization, whose goals are often relatively

broad and somewhat arbitrary, manufacturing has several precise measurements or goals for each year.

for each quarter, and, in fact, for each week. their precise goals require, from the R&D organization, a

workable process or manufacturing product on time. in many cases the conceptual information

passed down from the R&D organization does not represent a finished product to the manufacturing

organization, resulting in either expensive investment overruns, off-spec products, of lengthy delays.

it is not surprising, considering the two organization contrasting characteristics, that interfacial

difficulties develop. these difficulties can often lead to the building of brick walls and thus to the total

isolation of both organizations, with letter writing the only from of communication. Managementsability to organize the two groups effectively to achieve overall business goals is the bottom line. with

both organizations shooting at each other and the developmet of the NIH factor (not invented here) the

basic development sequence becomes nothing but a set of blocks in series with no information traveling

between groups for consideration or optimization.

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AN INTEGRATED TEAM APPROACH

THE KEY TO THE SOLUTION

The key to achieving organizational effectiveness in the development of either new products or

processes is the utilization of the team approach. this approach of processes is the utilization of the

team approach. this approach integrates goals, management, and planning which provides for the

elimination of the NIH factor and thus encourages feedback of information.

one example of a traditional organization for the implementation of new products and

processes consists of R&D and manufacturing management reporting to a common business manager.

each respective organization has its own sub-units: R&D management would handle research and

process development; manufacturing would handle both engineering and production.