The effect of “front-loading” problem-solving on product development performance

In recent years, there has been a growing interest in the link between problem-solving capabilities and product development performance. In this article, the authors apply a problem-solving perspective to the management of product development and suggest how shifting the identification and solving of problems—a concept that they define as front-loading—can reduce development time and cost and thus free up resources to be more innovative in the marketplace. The authors develop a framework of front-loading problem-solving and present related examples and case evidence from development practice. These examples include Boeing’s and Chrysler’s experience with the use of “digital mock-ups” to identify interference problems that are very costly to solve if identified further downstream—sometimes as late as during or—after first full-scale assembly. In the article, the authors propose that front-loading can be achieved using a number of different approaches, two of which are discussed in detail: (1) project-to-project knowledge transfer—leverage previous projects by transferring problem and solution-specific information to new projects; and (2) rapid problem-solving—leverage advanced technologies and methods to increase the overall rate at which development problems are identified and solved. Methods for improving project-to-project knowledge transfer include the effective use of “postmortems,” which are records of post-project learning and thus can be instrumental in carrying forward the knowledge from current and past projects. As the article suggests, rapid problem-solving can be achieved by optimally combining new technologies (such as computer simulation) that allow for faster problem-solving cycles with traditional technologies (such as late stage prototypes), which usually provide higher fidelity. A field study of front-loading at Toyota Motor Corporation shows how a systematic effort to front-load its development process has, in effect, shifted problem-identification and problem-solving to earlier stages of product development. They conclude the article with a discussion of other approaches to front-load problem-solving in product development and propose how a problem-solving perspective can help managers to build capabilities for higher development performance.