Product-Process Development Integration in Manufacturing
通过对43家美国企业的问卷调查，发现采用设计制造人员整合机制（如工程轮岗）的企业人均销售额更高；对标产品开发实践的企业更可能使用多种整合方式，且拥有更多学历制造工程师。
Organizations vary greatly in their approaches and success in the introduction of new products and services. In this study, it was proposed that much of this variance can be captured by understanding the extend to which product design and process design are integrated in new program launches. A mailed survey of 43 domestic firms was used to test four propositions concerning product-process development practices. Significantly, it was found that firms using the more rare design-manufacturing personnel integrating mechanisms (engineering job rotation and mobility) have higher sales per employee. Results of a discriminant analysis show that firms benchmarking on product development practices, as contrasted with performance benchmarks, were significantly more likely to use both the rare and the more common forms of design-manufacturing integration (i.e., train personnel in new design, methods, have manufacturing sign-off on design reviews, and restructure, e.g., use teams). Significantly, these firms also report a greater proportion of degreed manufacturing engineers. Not surprisingly, larger firms and business units were found to take longer to develop new products.