Title: New product development at Yuquiyu Motors: design and development of Y11 engine

Authors: Anand Nair, Chetan S. Sankar, Nadja Bliedung, P.K. Raju

Addresses: Department of Management Science, Moore School of Business, University of South Carolina, Columbia, SC 29208, USA. ' Department of Management, College of Business, Auburn University, Auburn, AL 36849-5247, USA. ' Department of Mechanical Engineering, College of Engineering, Auburn University, Auburn, AL 36849-5241, USA. ' Department of Mechanical Engineering, College of Engineering, Auburn University, Auburn, AL 36849-5241, USA

Abstract: Yuquiyu Motors (YM) sold the Y08 engine, a popular premium, 11 hp cool-bore engine, successfully for over 25 years; however, the company planned to retire this model in 2002 to ensure compliance to the emission standards set by Environmental Protection Agency (EPA) and California Air Resource Board (CARB) and to manage the changing market requirements. In 1993, YM planned to introduce a new engine, the Y11, a 13 hp cool-bore (aluminium) engine to be released by 1998, so that the Y08 engine could be phased out by 2002. The Y11 engine was designed and developed between 1993 and 1998. However, the Y11 engine failed the emission tests in 1998. Keisha Lewis was hired as a new product manager to resolve this problem. There are two specific educational objectives of using this case study in a classroom. First, students get an opportunity to analyse managerial decisions that consider both engineering and business aspects associated with product development. Second, the case provides an example of the use of the |house of quality| framework. This framework enhances the understanding of tradeoffs and synergies that exist among various technical and market requirements while developing a new product.

Keywords: environmental protection; product development; house of quality; new product development; NPD; quality function deployment; QFD; engine redesign; vehicle design; aluminium engines; vehicle emissions; air pollution; teaching case study; concurrent engineering; simultaneous engineering.

DOI: 10.1504/IJIOME.2007.014026

International Journal of Information and Operations Management Education, 2007 Vol.2 No.1, pp.58 - 72

Published online: 11 Jun 2007 *

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