Innovations at Harley Davidson
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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As mentioned above, prior to the 1980s, H-D was not able to meet its production targets. The company's manufacturing plants were designed to use a batch process flow of materials on the plant floor. As a result materials (parts) were tooled in large batches at different locations in the plant and workers had to make use of forklifts to move the materials around the factory. This resulted in high set up times; consequently, product output rates were very low...
Making the Organization Conducive to Innovation
New Product Development
All the above changes at various levels of the organization laid the ground for innovation in new product development (NPD) as well. H-D believed that NPD was not just about engineering, but a creative process where consistency in approach was critical. The company also believed that technology should be used only to fulfill this creative process...
Innovating for a Total 'Customer Experience'
Exhibit I: Some of the World's Well-Known Corporate Innovators
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