Conference Agenda

Selecting suitable concepts in early product development is particularly challenging for complex product-service systems with significant lifecycle cost impact. This paper presents a technical-economic evaluation methodology based on VDI 2225, combining qualitative technical value assessment with analogy-based CAPEX and OPEX estimation. The approach is demonstrated in a case study on the concept development of a steering unit for deep drilling applications. By integrating technical performance and lifecycle costs, the method enables transparent, robust, and economically informed concept selection in early development stages.

Many organizations operate production architectures designed long ago, with the goal of optimizing performance against yesterday's goals. Over time, these become increasingly misaligned with evolved demands for volume and complexity. This paper presents insights into recognition of when such architectures are outgrown, using a theory-building single-case study of an internal asset provider in discrete manufacturing, we analyse historical and present data, we identify four observable symptoms that co-evolve before significant performance deterioration. These are: Rising orders outside established architectural boundaries, complexity overflow inside the architecture, market technical misalignment, and strategic misalignment. We propose pattern-based interpretation, emphasising broad co-movements over time. While bounded to large, data-rich, vertically integrated companies, the indicators are operationalized from available data, and can support earlier, evidence-based action.

During product development, cognitive biases in the application of Reference Systems often cause costly rework. Analyzing seven critical incidents from a mechanical design project, this study identifies specific cognitive challenges. To counteract these, a Reflective Question Set (RQS) is derived. Acting as a heuristic "mental anchor" during complex tasks, the RQS triggers proactive validation to minimize late-stage engineering errors. An initial evaluation confirms its theoretical value and outlines the need for situational integration into the workflow.

Defense companies are increasingly shifting from an Engineer-to-Order (ETO) to Make-to-Order (MTO) order fulfillment strategy to meet high demand by improving scalability and reducing lead times. Simultaneously, companies developing complex physical products are adopting agile methodologies to respond to dynamic market conditions. However, the interaction between order fulfillment strategies and agility remains poorly understood, creating uncertainty for organizations navigating this dual transformation. This study explores synergies and frictions between agile principles and the ETO-to-MTO transition by identifying and evaluating design-specific changes in the development of physical products. Through a narrative literature review, five changes were identified and their implications were subsequently evaluated using a qualitative assessment framework. The assessment reveals that the transition creates both structural enablers and barriers for agile principles. Our findings support organizations in strategically leveraging agile principles exhibiting structural synergies while managing those exhibiting frictions. This enables more effective integration of agile practices in MTO environments.