About the usage of the Stage and Gate management system for your study in MJIIT up to now and your research from now.
Stage-Gate system is a value-creating business process and risk model designed to quickly and profitably transform an organization's best new ideas into winning new products. The Stage-Gate model is based on the product innovation begins with the creati creation on of ideas ideas and ends ends with with the marketi marketing ng of product products. s. n order order to create create a new product! an absolute "udgment based on a broader perspectives must be taken into account account.. #y utiliz utilizing ing a Stage-G Stage-Gate ate managem management ent system system!! a syste systemat matic ic "udgme "udgment nt and decision making of the innovation product pro"ect can be done.
The Stage-Gate model takes the often comple$ and chaotic process of taking an idea from inception to launch! and breaks it down into smaller stages and gates. %ach stage is designed to collect specific information to help move the pro"ect to the ne$t stage or decision point. &receding each stage! a pro"ect passes through a gate where a decision is made whether or not to continue investing in the pro"ect a Go()ill decision*. These serve as quality-control checkpoints with three goals+ ensure quality of e$ecution! evaluate business rationale! and approve the pro"ect plan and resources.
n each stages the outcome o utcome documents including the following items! results obtained at this stage! the key information for correct "udgment at the gate and the action plan at the ne$t stage. These documents have to go through the gates where the evaluation and "udgment using the given references. The "udgment points are the reliability of the outcome documents! the attraction of investment to the pro"ect and the appropriate plan to go to ne$t stage. f the documents do not passed the "udgment points! it has to go through the stages process again.
,or Stage-Gate management system in engineering fields especially for students in T! before going through the system a new research theme has to be decided. This is to ensure that we get the overall idea of the research and help us to do a smooth planning on what we are working on. /hen the theme has been decided! we can start on finding
resources to add up to the documents such as "ournal paper reading and academic "ournal reading through. 0ombining these two into the Stage-Gate management system from idea to result and thesis we will get the final research results.
Stage 1 is the idea discovery. t is p re-work designed to discover and uncover business opportunities and generate new ideas. ,rom here we will proceed to stage 2 which is the research idea scoping initial survey*. n this stage! a quick! ine$pensive preliminary investigation and scoping of the pro"ect is largely desk research. The initial survey to grasp preceding research works and acceptance in academia! which are grasping academic value of the research! reading preceding research papers and research superiority. Technological evaluation of the research in belonging i-)ohza.
Stage 3 is the research planning. 4 detailed investigation is done to get knowledge for writing research proposal. ,irstly! defining the research with academic superiority! including the e$planation of the research ob"ective! benefits of research! value proposal and research characteristics and methods. Then comprise the research in preceding research works analysis and proceed to research planning and proposal to go to the ne$t gate 5 research proposal evaluation*.
Stage 5 is the new product development. The actual detailed design and development of the new product and the design of the operations or production process required for eventual full scale production.
Stage 6 is testing and validation of the product. Tests or trials in the marketplace! lab! and plant to verify and validate the proposed new product! brand(marketing plan and production(operations.
Stage 7 is the product launch! the beginning of full-scale operations or production! marketing! and selling.
